1. Agile Training
Day 2
November 17, 2015

2. What Is Agile?
Agile can be considered more of a philosophy than a methodology
It’s an adaptive approach to product development
There is no “one” Agile method or “the” Agile method
To be considered “Agile” all that is really needed is to put its values and its principles into practice
Approaches such as Scrum or eXtreme Programming (XP) are considered “Agile” because they support its values and principles and put these into practice
Before looking at specific Agile approaches, we first need to understand those underlying values and principles

3. Regardless of the Agile method, all are iterative, incremental, and evolutionary.

4. Agile Software Development Manifesto
We are uncovering better ways of developing software by
doing it and helping others do it
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more

5. Agile Principles
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
Business people and developers must work together daily throughout the project.
Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

6. Agile Principles Continued
Working software is the primary measure of progress.
Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
Continuous attention to technical excellence and good design enhances agility.
Simplicity--the art of maximizing the amount of work not done--is essential.
The best architectures, requirements, and designs emerge from self- organizing teams.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

7. Agile Umbrella
Many frameworks and approaches fall under the “Agile umbrella.”
Lean Software Development
Scrum
eXtreme Programming
Kanban
Feature Driven Development
Dynamic System Development Method

8. Scrum Framework

9. What Is Scrum? Scrum is: Based on a Rugby term
Agile framework for completing complex projects
Performed by a cross-functional Team
About people
Iterative and incremental
Supportive of the Values and Principles in the Agile Manifesto

10. Scrum Process Scrum is an Empirical Process:
An empirical process embraces change as opposed to discouraging it
We learn as we go
The 3 pillars of any empirical process are:
Transparency
Inspection
Adaptation

11. Scrum Values

12. Scrum Framework

13. Scrum Ceremonies Sprint Planning Daily Scrum Sprint Review
The Team pulls a small chunk from the top of the Prioritized Product Backlog and decides how to implement those items during the upcoming Sprint
Daily Scrum
A daily standup meeting in which the Team members check in with each other and synchronize on information, raise impediments, and inspect and adapt as necessary
Sprint Review
An opportunity for the Team to demonstrate the work completed during the Sprint to the Product Owner and other interested stakeholders
Retrospective
An inspect and adapt mechanism at the end of each Sprint that allows the Team to improve their process “real-time” during the course of a project
Backlog Grooming (optional):
The Team (or part of the Team) reviews stories in the Backlog (remove, create, split, prioritize) to keep the Backlog relevant

14. Roles Traditional Project Roles Scrum Project Roles Business Sponsor
Product Owner
Manager
ScrumMaster
Project Manager
Development Team
Tech Lead
Developers
Testers
Architects
Business Analysts
Quality Assurance
Technical Writers

15. Product Owner Shares the Vision with the Team
Prioritizes features based on business value, developing the Roadmap, and maintaining it as necessary
Creates and “grooms” the Product Backlog as an ongoing activity to provide the right level of detail at the right time
Collaborates with the Team
Facilitates Release Planning
Participates in Sprint Planning
Accepts or Rejects deliverables

16. Product Owner Continued
Understands the market, customers, and users
Has a good working relationship with stakeholders
Is empowered to make decisions, is decisive, and is willing to say no
Is a leader and a facilitator
Is responsible for a Successful Product

17. Scrum Master Is the master of the process not a master over people
Facilitates and fosters collaboration between the Product Owner and Team
Is responsible for a successful Team
Encourages disciplined engineering practices and approaches to work
Removes or escalates impediments and barriers that the Team cannot address themselves
Role focuses on the “people” aspect of the job

18. Development Team
Is ideally dedicated to one product or project at a time
Is a self-organizing group comprised of 7 +/- 2 members
Members are accountable to themselves and the other Team members
Is cross-functional, with members working outside of traditional roles and job descriptions to reach goals
Participates in Release Planning, Sprint Planning, and Retrospectives
Leads Sprint Reviews to demonstrate working software or products
Manages the Sprint Backlog & Burndown

19. Voice Of The Customer The Customer is at the heart of Agile:
Our highest priority is to satisfy the customer with early and continuous delivery of valuable products or software
Agile processes use change as a competitive advantage for the customer
In order to best define the product Vision, we need to focus on the customer:
Who are they?
What’s important to them?
How will they use the product or service?
What are their priorities?
Are there any characteristics we need to consider such as technical or computer proficiency or lack thereof?

20. Personas
Are built by examining the major characteristics of a particular user or group of users
Are imaginary characters who represent user roles, and are often named for ease of reference
Can represent a positive character to demonstrate desired functionality, or of a negative character to demonstrate undesired functionality
Creating personae involves more than a name:
What do they look like?
What is the demographic that they represent?
What job do they do for a living?

21. User Stories
A User Story is a requirement or feature expressed briefly from the user’s perspective
Stories are a promise to continue the conversation
Describe:
Who has a particular need or want
What that need or want is
Why they need it

22. I N V E S T Writing Stories Independent Negotiable Valuable Estimable
Small (small enough to fit in a Sprint) T
Testable

23. User Story Format As a ROLE I want to xxxxxx So that VALUE
I know this is done when xxxxx

24. User Story Example
As a customer, I want to search for a book by the title so that I can find the book I want to buy.
I know this is done when:
I can search on an exact match
I can search on a partial match
I can disregard common words (“A”, “And”, “The”)