Agile and Scrum

A high-level overview of Agile and Scrum and how we are approaching the adoption of (transformation to) both in EMC, Cork

Transcript

1. Agile & Scrum Chris Walsh 13.03.2013
2. Agile
3. Respond to Change Customers Requirements Market Resources Planning Empirical Economics Transparency
4. Agile Manifesto Customer Collaboration over Contract Negotiation Responding to Change over Following a Plan Individuals & Interactions over Processes & Tools Working Software over Comprehensive Documentation “That is, while there is value in the items [below], we value the items [above] more”
5. Agile Values Simplicity Feedback Communication Courage Respect
6. Agile Principles Simplicity Quality built-in Sustainable Pace Working Software Customer Satisfaction Welcome Change Deliver early & often Daily Collaboration Motivated Individuals Face-to-face Communication Self- organizing Teams Reflection
7. Agile Practices 2-week Sprints Pair Programming Planning Poker Product Demo Definition of Done Daily Standup Product Owner Big Visible Signs Automated Tests Continuous Integration Cross- functional Teams Retrospectives
8. Agile Manifesto Values Principles Practices Scrum
9. Analysis Phase Design Phase Delivery Phase Testing Phase Expected Project Goal Actual Project Goal Traditional “Waterfall”
10. Iterative Analysis Phase Design Phase Delivery & Testing Phase Expected Project Goal Actual Project Goal
11. Evolutionary “Agile” Expected Project Goal Actual Project Goal Analysis, design, delivery & testing Expected Project Goal Expected Project Goal Expected Project Goal
12. Agile Myths
13. Scrum
14. Harvard Business Review 1986
15. OOPSLA conference paper 1995
16. A lightweight framework designed to help small, close-knit teams of people develop complex products Simple principles & structure A container for other processes & methodologies 5-9 members, preferably co-located Emergent requirements. Many parts. Need to manage risk.
17. Scrum is based on empirical process control theory Knowledge comes from experience Make decisions based on known data
18. A development team uses a prioritized list of things the business wants done to drive development cycles of two weeks. Every two weeks, the team demonstrates completed functionality, reviews the prioritized list and decides what to do next.
20. 3 Roles 3 Events 3 Artefacts Product Owner Development Team Scrum Master Sprint Planning Daily Stand-up Sprint Review Product Backlog Sprint Backlog Product Increment
21. Agile & Scrum in EMC
22. Tools Web-based Agile PM Application Product & Sprint Backlogs Reporting Tools PlanIT Only differences are the project workflow and the type of WBS used
24. Agile Readiness Scorecard IT Portal → IT Governance → Tools & Templates
25. 26 EMC CONFIDENTIAL—INTERNAL USE ONLY EMC IT Scrum Checklist Best Practices for High Performing Scrum Teams and Projects June, 2011
26. 27 EMC CONFIDENTIAL—INTERNAL USE ONLY Clearly defined Product Owner (PO) PO is empowered to prioritize PO has knowledge to prioritize PO interacts directly with team PO has direct contact with stakeholders Before Passing Go These are required before the Project can begin (*in addition to existing Gate 0 through 2A requirements). Correct team composition is in place Scrum Master (SM) assigned Product Owner (PO) assigned Cross-functional team of 5 – 9 people PO, SM & Team fully dedicated to project Training SM is trained and certified PO is trained and certified Team has been trained (OK if by SM) Training incl Scrum and VersionOne Clearly defined Scrum Master (SM) SM is empowered to facilitate the process SM has skills to facilitate the process SM will protect the team from interference SM has direct contact with PO PO = Product Owner SM = Scrum Master PBL = Product Backlog DoD = Definition of Done SM is empowered to remove impediments Inexperienced SM has a Scrum Coach assigned Product Vision exists Clear agreement of whether date driven or feature driven exists up front
27. 28 EMC CONFIDENTIAL—INTERNAL USE ONLY PO = Product Owner SM = Scrum Master PBL = Product Backlog DoD = Definition of Done PO has a product backlog (PBL) / release backlog (RBL) Items prioritized by business value Highest priority items are estimated Complexity estimates provided by the team Items small enough to fit in half a sprint Core Scrum These are central to Scrum. Without these you shouldn’t call it Scrum. Team has a sprint backlog Highly visible (can be electronic) Updated daily Owned exclusively by the team Daily Scrum (aka “Stand Up”) happens Whole team participates, PO as needed Problems and impediments surfaced Have sprint planning meetings Whole team participates PO brings up-to-date PBL Results in a sprint plan Whole team believes plan is achievable PO understands purpose of all PBL items Have Definition of Done (DoD) DoD achievable within each sprint Team respects DoD PO satisfied with priorities Sprint Review (Demo) happens after every sprint Shows working, tested potentially shippable software / artifacts per the definition of done Backlog items Accepted or Rejected by the PO Time boxed sprints Consistent sprint length 4 wks or less Always start and end on time Sprint not disrupted or controlled by outsiders Team commits to what they can deliver Retrospective happens after every sprint Whole team + PO participates Results in concrete, feasible improvement proposals Highest value proposals get implemented No Line Manager Interference Focus on the three Scrum questions Team has a sprint burndown chart Highly visible (can be electronic) Updated daily Velocity is measured All items in sprint plan have a story point estimate Velocity used for release planning Velocity only includes items that are Done Releases are either Date or Feature driven – never both
28. 29 EMC CONFIDENTIAL—INTERNAL USE ONLY PO = Product Owner SM = Scrum Master PBL = Product Backlog DoD = Definition of Done Team has all skills needed to bring backlog items to Done Strive Toward these Advanced Scrum Practices! Most of these will usually be needed, but not always all of them. Experiment! Whole team knows top 1-3 impediments SM has strategy for how to fix top impediment SM focusing on removing impediments Escalated to management when team can’t solve PBL items are broken into tasks within a sprint Sprint tasks are estimated Estimates for ongoing tasks are updated daily Team members not locked into specific roles Iterations that are doomed to fail are terminated early PO has product vision that is in sync with PBL PBL and product vision is highly visible Everyone on the team participates in estimating PO available when team is estimating Estimate relative size (story points) rather than time Daily Scrum is every day, same time & place PO participates at least a few times / week Max 15 minutes Each team member knows what the others are doing
29. 30 EMC CONFIDENTIAL—INTERNAL USE ONLY Agile Enablement Team - Purpose A group of IT Leaders that initiate, encourage and support EMC IT’s effort to introduce and improve at Agile / Scrum. The AET exists to create a culture and environment where change can be released by those who are passionate about the success of the organization and where success leads to more passion from the people. The AET does this not by imposing changes on the organization but by guiding groups who are implementing changes, by removing obstacles to doing Scrum well, and by creating energy and excitement for the change.
30. Some Useful Links
34. Questions?
35. Thank you!