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1. Introduction to Agile and SCRUMJoe ValloneDir. Engineering/ITTelogical Systems

2. My BackgroundOver 20 years of Software Development and project management experienceCertified SCRUM master (twice)Implemented SCRUM in multiple teams at two different companiesPrevious opponent now proponent

3. Telogical SystemsProvides competitive pricing information to telecom and cable industriesVast number of products and services that range from internet, telephone, and television offersProducts and services often bundled as packages or offered as promotionsPrice and availability varies by locationInformation constantly changing

4. © Agile Infusion, LLC 2006-2009Business / Technology DriversBusinessIncrease Revenue; Decrease Cost; Higher ProductionFaster speed-to-valueImproved ROIPredictabilityIncreased opportunityFlexibilityTechnologySustainable PaceCollaborative DevelopmentOpportunities to creatively solve problemsWork with latest tools, languages, platformsRecognition and Respect

5. Agile TerminologyAgile is an umbrella termIncludes SCRUM, XP, Crystal, FDD, etc. Agile values and practices that encourage rapid and flexible response to changeScrumOne of the agile development methodsAgile project management frameworkAgile Software Development Business/User Value-drivenTime-boxed Iterative Incremental

6. Values of Agile DevelopmentProcesses and toolsComprehensive documentationContract negotiationFollowing a planIndividuals and interactionsWorking softwareCustomer collaborationResponding to changeAgile Manifesto 2001, www.agilealliance.org© Agile Infusion, LLC 2006-2009

7. What is SCRUM?Name refers to a Rugby Scrum where adaptive team behavior moves a ball up the field toward a common goalA set of project management values and practices that cut through complexity to focus on building software with high business value© Agile Infusion, LLC 2006-2009

8. © Agile Infusion, LLC 2006-2009What is Scrum?An Agile Project Management framework :A team-based approach Handles conflicting interests and needsImproves communications and maximizes cooperation Early detection and removal of obstacles Maximizes productivityMultiple, frequent feature-driven planning activities Produces potentially shippable functionality at each iterationScalableImproves moraleDisciplined approachTruth, Transparency, and Commitment

9. Waterfall Model – The bad Old’ DaysRequirementsDesignImplementationVerificationMaintenance

10. Differences Between SCRUM and WaterfallWith the Waterfall MethodologyHas a specific sequence of eventsRequirements, Analysis, Design, Coding, Testing, MaintenanceRequirements and Iterations can not be easily changedBig Design Up FrontClients may want major changes made after a prototype is seen. Time and energy may have been wasted at this stage

11. © Agile Infusion, LLC 2007-2009Key Scrum Roles and ResponsibilitiesDefines the features of the product, decides on release date and content

12. Is responsible for the profitability/value of the product (ROI)

13. Prioritizes features according to market and/or user value

14. Can change features and priority every 30 days

15. Accepts or rejects work resultsProduct OwnerEnsures that the team is fully functional and productive

16. Enables close cooperation across all roles and functions and removes barriers

17. Shields the team from external interferences

18. Ensures that the process is followed. Invites to daily scrum, iteration review and planning meetingsScrumMasterCross-functional, seven plus/minus two members

19. Selects the iteration goal and specifies work results

20. Has the right to do everything within the boundaries of the project guidelines to reach the iteration goal

21. Organizes itself and its work

22. Demos work results to the end-user and stakeholdersTeam

23. © Agile Infusion, LLC 2006-2009Release ManagementProduct Owner determines when a release is needed, what functionality it must contain, and what is an acceptable level of quality and costProduct Owner works with Scrum Teams to determine how long it takes to build the releaseDevelopment creates preliminary estimatesDevelopment refines the estimates as priority increasesDevelopment selects the product backlog for development, each SprintProduct Owner focuses on business value derived from each iteration and then the release

24. © Agile Infusion, LLC 2006-2009Chickens and PigsA chicken and a pig are together when the chicken says, "Let's start a restaurant!“ The pig thinks it over and says, "What would we call this restaurant?“The chicken says, "Ham n' Eggs!"The pig says, "No thanks. I'd be committed, but you'd only be involved!"

25. Chickens and PigsEach Scrum Team meets daily for a 15-minute status meeting called the Daily Scrum. The team members who can speak are 'pigs.' Other participants may attend but they should not speak (much) in daily Scrum meetings. These people are called 'chickens.‘ The terms 'chickens' and 'pigs' comes from the statement: "In a ham-and-eggs restaurant, the pig is committed but the chicken is simply involved."

26. Primary Goal of ScrumIteration “Sprint” (time-box)(2-4 weeks)“DONE”© Agile Infusion, LLC 2007-2008

27. SP Multimedia Communications roadmap / JR

28. Scrum WorkflowKey PracticesSelf-directed; self-organizing teams (preferably co-located) Iterative Adaptive planning Stakeholder/Customer Involvement 30-calendar day iterations 15 minute daily stand-up meeting Team measures progress daily Each iteration delivers tested, fully-functional software for demonstration Always 30-days from potential production release Sprint Retrospective ProcessCreate a rhythm and flowObstacles RemovedSprint PlanningSprint ReviewRelease BacklogPlanning /RetrospectiveProduct RoadmapBusiness Goals© Agile Infusion, LLC 2006-2009

29. © Agile Infusion, LLC 2006-2009The Product Backlog Highvalue Each Sprint implements the highest value featuresAll possible system features are captured in a prioritized list – the Product Backlog

30. New features can be added at any time to the Product Backlog by anyone

31. Features have only a gross estimate of effort and value

32. Product Owner prioritizes the Product BacklogEach new feature isprioritized and added to the stackFeatures may bereprioritized at any timeFeatures may beremoved at any timeLowvalueFeatures© 2004, Scott W. Ambler

33. © Agile Infusion, LLC 2006-2009Backlog ItemsUser StoriesAs a <actor>, I would like to <action>, so that <value>AttributesSize (points) – Relative SizeValue ($, H/M/L) – Business value Functional area, etc.Conditions of Satisfaction

34. © Agile Infusion, LLC 2006-2009EstimationAgile approach to estimationSeparate estimates of size from estimates of durationEstimates ≠ CommitmentDon’t spend too much time…it doesn’t get betterEstimate Size; Derive DurationStory PointsVelocityTechniquesCompareTriangulateBreak into Smaller PiecesUse Planning Poker

35. © Agile Infusion, LLC 2006-2009Team Sprint Capacity and VelocityHow does team get to commitment?Capacity PlanningVacations, Holidays, etcProject time commitmentsProductive hours/dayOther commitmentsVelocityWhat is the rate at which we convert backlog items to “done” incrementsHistory, Lessons Learned, Risks, Capacity, Skills, Environment, ToolsExplicit Personal and Team Commitment

36. © Agile Infusion, LLC 2006-2009Architecture and ScrumArchitecture and infrastructure workHigh value non-functional requirements Demonstrate ability to support featuresEvery Sprint must deliver at least some piece of business functionalityTo prove that architecture or infrastructure worksTo prove to customer that work they value is taking place

37. © Agile Infusion, LLC 2006-2009The Daily ScrumScrum Master CoordinatesSame place, same time dailyPreferably at task boardScrum Team MembersOne person speaks; others listen“Since the last daily Scrum I completed..”“Today I am going to work on…”“The obstacle in my way is…”Update work remaining on tasks for burndownNot a problem-solving or design sessionScrum Master reports on obstaclesChickens invited to listen and observe

39. © Agile Infusion, LLC 2006-2009New Business DriverCustomerPrioritiesPlannedSprintPlannedSprintPlannedSprintPrioritiesPrioritiesIntegrated TestingArchitectureQualityDeliverableProduct30 DaySprint30 DaySprint30 DaySprint30 DaySprintCustomer30 DaySprint30 DaySprint30 DaySprintRelease100% TestedWhat it looks like in actionRelease PlanningPrioritiesPlannedSprintPlannedSprintPlannedSprintPlannedSprintPlannedSprintPlannedSprintPlannedSprintPlannedSprintPlannedSprintPrioritiesPrioritiesPriorities© Gestalt-LLC

40. © Agile Infusion, LLC 2006-2009Project ReportingArtifactsProduct, Release, Sprint BacklogsObstacles (Risks and Issues Report)Burndown Charts/Data (Product, Release, Sprint)Levels of Testing (Unit, Functional, User, Performance)Quality metrics (defects, tests, builds)TransparencyInformation RadiatorsPosted in team room, public areas, project wikiShould be able to quickly understand project health

41. © Agile Infusion, LLC 2006-2009QualityContinuous Integration & TestingStrive to get continuous buildsFull testing of each increment at every level possibleAutomate, Automate, Automate!!Defect ManagementMaintain high quality through each sprintDo not build the “bug mountain”Log all issues from start of project that do not get closed by end-of-dayTraceabilityFrom Vision to Goals to Features to Backlog to TasksMaintainabilityQuality designs, Simplicity, Fully automated Unit to Systems testsUsabilitySprint by Sprint feedback and adaptation to user’s needs

42. © Agile Infusion, LLC 2006-2009What does it mean?Significant Change to the OrganizationYou will…Know where you are everydayShare Responsibility and AccountabilityCheck each others work dailyCollaborate and work as a teamIdentify and address issues and risks dailyBe completely transparentThis will require high levels of TRUST

43. To make SCRUM SuccessfulEveryone in the organization should be trainedCEO->employeesIdeal team size 7 +/- 2Teams become self-organizedInterference from Management should be limitedTRUST!

44. Scrum works because…Its philosophical underpinnings focus on empowering the development team and satisfying customers. Its managerial culture is rooted in helping others achieve their goals. Its technical tools are focused on making fact-based decisions through a learning process. When all of these factors are in place, it’s hard for Scrum not to succeed. -- Mary PoppendieckLean and Agile development methodology expert from her foreword to “Agile Project Management with Scrum” by Ken Schwaber

45. Where can you learn more?Scrum Master Certificationwww.scrumalliance.orgJoin Yahoo Group “Scrumdevelopment”Recommended ReadingAgile Project Management with Scrum SchwaberAgile Software Development with Scrum SchwaberScrum for the Enterprise SchwaberAgile Estimation and Planning CohnAgile Retrospectives Derby/LarsenAgile Testing Crispin/Gregory

46. Q&AWhat questions do you have?

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