1. Introduction to Agile and SCRUM Project Management Framework Joe Vallone Scrum Coach Certified Scrum Professional Improving Enterprises

2. My Background Over 20 years of Software Development and project management experience Certified SCRUM Professional Implemented SCRUM and Agile methodologies at both large and small corporations. Previous opponent now proponent Adjunct Professor - OU Price College of Business, MIS Department

3. 3 The Agile Family of Frameworks Agile Roll Your Own/Hybrids (Scrum+XP+Kanban) I chose to call my Hack-of-the-Day “Agile” XP Scrum Lean Kanban DSDM FDD Evo ASD AUP/RUP

4. Values of Agile Development Individuals and interactions Working software Customer collaboration Responding to change Processes and tools Comprehensive documentation Contract negotiation Following a plan Agile Manifesto 2001, www.agilealliance.org

5. What is SCRUM? Most popular of the Agile Methodologies Name refers to a Rugby Scrum where adaptive team behavior moves a ball up the field toward a common goal A set of project management values and practices that cut through complexity to focus on building software with high business value

6. Business / Technology Drivers Business Increase Revenue; Decrease Cost; Higher Production Faster speed-to-value Improved ROI Predictability Increased opportunity Flexibility Technology Sustainable Pace Collaborative Development Opportunities to creatively solve problems Work with latest tools, languages, platforms Recognition and Respect

7. 7 What Agile is Not! Magic Silver bullet A process Just for “techies” Set it and forget it Not a tool Why all of a sudden do we have so many problems?

8. Agile Waterfall vs. Incremental Delivery Analysis Design Coding Tests Deploy Analysis Design Coding Tests Story 1 Story 2 Story 3 AnalysisTestsCodingDesign Deploy Design Coding Tests Deploy Iteration 0 Design Coding Tests Deploy Design Coding Tests Deploy Design Coding Tests Deploy Analysis Design Coding Tests Deploy Analysis

9. Key Differences Between SCRUM and Waterfall Waterfall Specific sequence of events: Requirements, Analysis, Design, Coding, Testing, Maintenance Requirements and Design can not be easily changed after implementation starts. Tracking Progress Milestones, Gantt Charts, Microsoft Project Scrum Same events occur, but during each story Welcome change! Tracking progress: Early and often customer interaction, Daily standups and iteration, Iteration tracking board

10. Constraints Estimates Scope TimeCost TimeCost Scope (Stories) Plan Driven Value /Vision Driven The Plan creates cost/schedule estimatesThe Vision creates feature estimates WaterfallAgile Agile vs Waterfall – Paradigm Shift

11. Key Scrum Roles and Responsibilities ScrumMaster Product Owner Team ► Defines the features of the product, decides on release date and content ► Is responsible for the profitability/value of the product (ROI) ► Prioritizes features according to market and/or user value ► Can change features and priority every 30 days ► Accepts or rejects work results ► Cross-functional, seven plus/minus two members ► Selects the iteration goal and specifies work results ► Has the right to do everything within the boundaries of the project guidelines to reach the iteration goal ► Organizes itself and its work ► Demos work results to the end-user and stakeholders ► Ensures that the team is fully functional and productive ► Enables close cooperation across all roles and functions and removes barriers ► Shields the team from external interferences ► Ensures that the process is followed. Invites to daily scrum, iteration review and planning meetings

12. Agile Project Lead vs. Project Manager Agile Project LeadProject Manager Servant Leader who reinforces agile values and principlesControls Project Direction Facilitates ceremonies and face to face collaboration Drives project chartering, kick-off, status, and other meetings Facilitates as the team plans iteratively - just enough just in time. Prepares and executes a detailed project plan Allows team to determine what can be accomplished and how to accomplish Makes decisions regarding critical path timeline applies corrective action Helps the team to meet commitments by removing impediments Directs execution and ensures conformance to plan - reports impediments Facilitates inspection and adaption through restrospectives and questions Close the project with lessons Learned session and document findings

13. Job of an Agile Project Lead Facilitator Protector Therapist Conductor Coach

14. What They Both Do Agile Project Lead and Project Manager Responsible for Issue Management Responsible for Risk Management Responsible for Change Management Reports to Stakeholders on Progress

15. Running an Agile Project

16. Process Overview – the Mechanics Vision & Roadmap Product Release Demo Iteration Backlog 2 – 4 Weeks Daily Retrospective Product Increment Release Backlog Product Backlog

17. Backlogs Product Backlog... Release Backlog Iteration Backlog Tasks...

18. User Stories

19. Story Points Undefined units of measure Relative in size to each other (comparative) Removes the temptation to be precise We use Story Points (velocity) to derive duration (more later)

20. User Story Sizing with the Fibonacci Sequence 8 13 20 40 3 2 1 5

21. Agile Sizing and Planning 1600 Pacific Avenue How tall (feet and floors)? ‒ 434 feet (33 floors) Time to design and build? ‒ 4 years Total cost ‒ $16 million (1965) ‒ $109 million today

22. Agile Sizing and Planning Bank of America Plaza How tall (feet and floors)? ‒ 921 feet (72 floors) Time to design and build? ‒ 4 years Total cost ‒ $146 million (1985) ‒ $287 million today

23. Relative Sizing 1 2 3 5 8 13 20

24. Relative Sizing 20

25. Relative Sizing 20 13

26. Relative Sizing 20 13 8

27. Relative Sizing 20 13 8 5

28. Team Sprint Capacity and Velocity How does team get to commitment? Capacity Planning Vacations, Holidays, etc Project time commitments Productive hours/day Other commitments Velocity What is the rate at which we convert backlog items to “done” increments History, Lessons Learned, Risks, Capacity, Skills, Environment, Tools Explicit Personal and Team Commitment

29. Iteration Burndown Charts Burndown Burnup

30. Agile Planning Frequencies Feedback – regular flow of information moves up through the various planning levels The Planning Onion At least once per year Every Day Every Iteration (1,2,3, 4 weeks) Quarterly (or every release) Twice a year (more if release cycle is more frequent) Vision Roadmap Release Iteration Daily

31. Project Reporting Artifacts Product, Release, Sprint Backlogs Vision, Roadmap Release Plan Burndown Charts/Data (Product, Release, Sprint) Quality metrics (defects, tests, builds) Transparency Information Radiators Posted in team room, public areas, project wiki Should be able to quickly understand project health

32. Transparency/Accountability on Agile Teams Product Demos w/ Feedback Daily Visibility Continuous Progress Visibility DILEMMA: Can we hold each other accountable, without blaming, complaining, punishing?

33. Agile Myths: No Estimation  Agile methods use a different method of determining how long a piece of work will take.  Feature requests are given a size relative to other feature requests. Story points  Sizing happens throughout the project as stories are added

34. Agile Myths: No Estimation cont. Teams size stories to determine how long and how much $$ Duration = (Total Story Points / Observed Velocity) * Iteration length Example: Product feature requests total 200 points size Team’s Observed Velocity = 10 points per iteration Iterations = 200/10, or 20 iterations Duration = 20 * 2(wks), or 40 weeks Now you calculate the project cost (9 team members @ 40hpw)

35. Agile Myths: No Documentation Remember, we value working software over comprehensive documentation Means no irrelevant documents Create documents if they add value Created as they are needed to communicate functionality to teammates, client or support groups Ask Questions Do we need this document? Will it be used in the future? Is there something we can use that is already created?

36. Agile Myths: No Visibility beyond iteration Stakeholders get critical information earlier  Will a product be adopted to the market?  Are the cost estimates realistic?  Where are the REAL risks? points/tasks 1234 5 25 20 15 10 5 iteration days Ideal burn-down Burn-down Charts Iteration burn-down chart provides visibility into progress Release burn-down provides visibility into the release

37. Agile Vocabulary (reference)  Project Lead: (In Scrum this is called a Scrum Master), Facilitates with the team, product owner and stakeholders and represents team’s commitments to dates and budget  Product Owner: (Sometimes called “the single voice of the customer”). Represents, or is, the customer, conveys the product vision and goals and determines what to build and in what order  Product Backlog: list of features; work to be done  User Story: high-level definition of a requirement; enough information for developers to estimate; promises a future conversation between business and developers  Acceptance criteria: customer's expression of how the team knows the story is done; confirmation that work complete

38. Agile Vocabulary (reference)  Iteration: time-boxed period of time when the team works collaboratively and uninterrupted. Bounded by: Iteration Planning: where team makes the commitment for what they will deliver during the iteration Demo: where the team shows they met their commitment and delivered “production ready” software Retrospective where team inspects and adapts to improve  Story Points: a unit-less measure used by the team in relative sizing of the stories as they consider level of effort and complexity  Velocity: typically measured in points and used for long-term planning but not for productivity  Burn-down: chart showing team progress to meeting iteration or release goals  Burn-up: chart showing amount of work accepted during the iteration as work is completed

39. Where can you learn more? Scrum Master Certification www.scrumalliance.org www.scrum.org www.agilealliance.org Recommended Reading Agile Project Management with ScrumSchwaber Agile Software Development with Scrum Schwaber Scrum for the EnterpriseSchwaber Agile Estimation and PlanningCohn Agile RetrospectivesDerby/Larsen Agile TestingCrispin/ Gregory