An Introduction to

Agile SCRUM Methodology

Presumptions
The audience is well aware of traditional software development methodologies like Waterfall Model, Iterative models, etc.

Agenda

Introduction What is Agile Methodology? What is Scrum? History of Scrum Functionality of Scrum Components of Scrum

Scrum Roles The Process Scrum Artifacts

Scaling Scrum

Q & A Session

Introduction
Classical methods of software development have many disadvantages:

huge effort during the planning phase poor requirements conversion in a rapid changing environment treatment of staff as a factor of production

New methods:

Agile Software Development Methodology

What is Agile ?

Agile proponents believe

Current software development processes are too heavyweight or cumbersome

Too many things are done that are not directly related to software product being produced Difficulty with incomplete or changing requirements Short development cycles (Internet applications)

Current software development is too rigid

More active customer involvement needed

CMM focuses on process

Contd

Agile methods are considered

Lightweight People-based rather than Plan-based

Several agile methods

No single agile method

XP most popular

No single definition Agile Manifesto closest to a definition

Set of principles Developed by Agile Alliance

Agile Manifesto
A Statement of Values

Individuals and interactions over processes and tools Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan http://www.agilemanifesto.org

Agile Methods

Agile methods:

Scrum Extreme Programming Adaptive Software Development (ASD) Dynamic System Development Method (DSDM)

Agile Alliance (www.agilealliance.org)

A non-profit organization promotes agile development

Scrum

Scrum in 100 words

Scrum is an agile process that allows us to focus on delivering the highest business value in the shortest time. It allows us to rapidly and repeatedly inspect actual working software (every two weeks to one month). The business sets the priorities. Our teams self-manage to determine the best way to deliver the highest priority features. Every two weeks to a month anyone can see real working software and decide to release it as is or continue to enhance for another iteration.

History of Scrum

1995:

analysis of common software development processes not suitable for empirical, unpredictable and non-repeatable processes Design of a new method: Scrum by Jeff Sutherland & Ken Schwaber Enhancement of Scrum by Mike Beedle & combination of Scrum with Extreme Programming

1996:
introduction of Scrum at OOPSLA conference

2001:
publication Agile Software Development with Scrum by Ken Schwaber & Mike Beedle

Successful appliance of Scrum in over 50 companies Founders are members in the Agile Alliance

Characteristics

Self-organizing teams Product progresses in a series of month-long sprints Requirements are captured as items in a list of product backlog

No specific engineering practices prescribed

Uses generative rules to create an agile environment for delivering projects

One of the agile processes

How Scrum Works?

Sprints

Scrum projects make progress in a series of sprints

Analogous to XP iterations +/- a week or two

Target duration is one month

But, a constant duration leads to a better rhythm

Product is designed, coded, and tested during the sprint

Sequential vs. Overlapping Dev.

Requirements

Design

Code

Test

No changes during the sprint

Change

Inputs

Sprint

Tested Code

Plan sprint durations around how long you can commit to keeping change out of the sprint

Scrum Framework

Roles : Product Owner, ScrumMaster, Team

Ceremonies : Sprint Planning, Sprint Review, Sprint Retrospective, & Daily Scrum Meeting
Artifacts : Product Backlog, Sprint Backlog, and Burndown Chart

Product Owner

Define the features of the product

Decide on release date and content

Be responsible for the profitability of the product (ROI)

Prioritize features according to market value

Adjust features and priority every iteration, as needed Accept or reject work results.

The Scrum Master

Represents management to the project Responsible for enacting Scrum values and practices Removes impediments Ensure that the team is fully functional and productive

Enable close cooperation across all roles and functions

Shield the team from external interferences

Scrum Team

Typically 5-10 people Cross-functional

QA, Programmers, UI Designers, etc.

Members should be full-time

May be exceptions (e.g., System Admin, etc.)

Teams are self-organizing

What to do if a team self-organizes someone off the team?? Ideally, no titles but rarely a possibility

Membership can change only between sprints

Ceremonies

Sprint Planning Meeting

Sprint
Daily Scrum Sprint Review Meeting

Spring Planning Meeting

Product Backlog Team Capabilities Sprint Goal

Sprint Planning
Business Conditions Technology Current Product

Meeting

Sprint Backlog

Parts of Sprint Planning Meeting

1st Part:

Creating Product Backlog

Determining the Sprint Goal. Participants: Product Owner, Scrum Master, Scrum Team

2nd Part:

Participants: Scrum Master, Scrum Team

Creating Sprint Backlog

Pre-Project/Kickoff Meeting

A special form of Sprint Planning Meeting

Meeting before the begin of the Project

Sprint

A month-long iteration, during which is incremented a product functionality NO outside influence can interfere with the Scrum team during the Sprint

Each Sprint begins with the Daily Scrum Meeting

Daily Scrum

Parameters

Daily 15-minutes Stand-up Not for problem solving

Three questions:
1. 2. 3.

What did you do yesterday What will you do today? What obstacles are in your way?

Chickens and pigs are invited

Help avoid other unnecessary meetings

Only pigs can talk

Daily Scrum

Is NOT a problem solving session

Is NOT a way to collect information about WHO is behind the schedule

Is a meeting in which team members make commitments to each other and to the Scrum Master Is a good way for a Scrum Master to track the progress of the Team

Scrum FAQs

Why daily?

How does a project get to be a year late?

One day at a time.

Fred Brooks, The Mythical Man-Month.

Can Scrum meetings be replaced by emailed status reports?

No

Entire team sees the whole picture every day Create peer pressure to do what you say youll do

Sprint Review Meeting

Team presents what it accomplished during the sprint

Typically takes the form of a demo of new features or underlying architecture

Informal

2-hour prep time rule

Participants

Customers Management Product Owner Other engineers

Sprint Retrospective Meeting

Scrum Team only

Feedback meeting
Three questions

Start Stop Continue

Dont skip for the first 5-6 sprints!!!

Product Backlog

A list of all desired work on the project

Usually a combination of

story-based work (let user search and replace) task-based work (improve exception handling)

List is prioritized by the Product Owner

Typically a Product Manager, Marketing, Internal Customer, etc.

Product Backlog

Requirements for a system, expressed as a prioritized list of Backlog Items Is managed and owned by a Product Owner Spreadsheet (typically)

Usually is created during the Sprint Planning Meeting

Can be changed and re-prioritized before each PM

Sample Product Backlog

From Sprint Goal to Sprint Backlog

Scrum team takes the Sprint Goal and decides what tasks are necessary Team self-organizes around how theyll meet the Sprint Goal

Manager doesnt assign tasks to individuals

Managers dont make decisions for the team Sprint Backlog is created

Sprint Backlog during the Sprint

Changes

Team adds new tasks whenever they need to in order to meet the Sprint Goal
Team can remove unnecessary tasks But: Sprint Backlog can only be updated by the team

Estimates are updated whenever theres new information

Sprint Backlog

A subset of Product Backlog Items, which define the work for a Sprint Is created ONLY by Team members Each Item has its own status

Should be updated every day

Sprint Backlog

No more than 300 tasks in the list

If a task requires more than 16 hours, it should be broken down

Team can add or subtract items from the list. Product Owner is not allowed to do it

Sample Sprint Backlog

Sprint Burn down Chart

Depicts the total Sprint Backlog hours remaining per day Shows the estimated amount of time to release

Ideally should burn down to zero to the end of the Sprint

Actually is not a straight line

Can bump UP

Information Radiator
"Two characteristics are key to a good information radiator. The first is that the information changes over time. This makes it worth a person's while to look at the display... The other characteristic is that it takes very little energy to view the display."

Remaining Effort in Hours

5/
900 800 700 752 762 664 619 600 500 400 300 200 100 0

Progress

Sprint Burndown Chart

Date

304 264 180

3/ 2 5/ 00 5/ 2 2 5/ 002 7/ 2 5/ 00 9/ 2 5/ 200 11 2 5 / /2 0 13 02 / 5/ 200 15 2 / 5/ 200 17 2 5 / /2 0 19 02 / 5/ 200 21 2 5 / /2 0 23 02 / 5/ 200 25 2 / 5/ 20 27 02 / 5/ 200 29 2 5 / /2 0 31 02 /2 00 2

104 20

Release Burndown Chart

Will the release be done on right time?

X-axis: sprints
Y-axis: amount of hours remaining The estimated work remaining can also burn up

Product Burndown Chart

Is a big picture view of projects progress (all the releases)

Scalability of Scrum

A typical Scrum team is 6-10 people

Jeff Sutherland - up to over 800 people

"Scrum of Scrums" or what called "MetaScrum

Frequency of meetings is based on the degree of coupling between packets

Scalability of Scrum

Scalability of Scrum

Pros/Cons

Advantages

Drawbacks

Completely developed and tested features in short iterations Simplicity of the process Clearly defined rules

Undisciplined hacking (no written documentation) Violation of responsibility Current mainly carried by the inventors

Increasing productivity
Self-organizing each team member carries a lot of responsibility Improved communication Combination with Extreme Programming

Thank You !!!