introduction to agile - scrum, kanban, and everything in between
TRANSCRIPT
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Introduction to Agile
Scrum, Kanban, and everything in between
Pravin Singh
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The world before Agile
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The world before Agile
Safeguard – Anti-Ballistic Missile Defense System
• 1969 – 1975, 5407 person years
• Cost: $25 Billion (not adjusted)
• The project was delivered according to specifications
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The world before Agile
Safeguard – Anti-Ballistic Missile Defense System
• 1969 – 1975, 5407 person years
• Cost: $25 Billion (not adjusted)
• The project was delivered according to specifications
Operational for 133 days, project terminated in 1978
By the time the 6 year anti-missile system project was completed, the new missiles were faster than the anti-missile missiles.
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Then came Agile
• Iterative, Incremental, based on Inspect & Adapt
• Focuses on fail-fast
• Very Lightweight – focused on working software, not on processes
• Requirements evolve over time
• So does Design
Humphrey’s Law: Users will never know what they want until they see it in production.
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The Iron Triangle - Waterfall
Scope
Schedule Cost
Plan Driven
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The Iron Triangle - Agile
Scope
Schedule Cost
Value Driven
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Delivery
Verification
Work Breakdown - Agile
Requirements
Design
ImplementationF
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Painting the Mona Lisa - Waterfall
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Painting the Mona Lisa - Agile
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Why Agile
• Helps handle changing requirements and priorities
• Lowers cost of change
• Provides better visibility into project progress
• Reduces risk
• Maximizes Return on Investment (business value prioritization)
• Delivers business value early and often
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The Agile Manifesto
We are uncovering better ways of developingsoftware by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and toolsWorking software over comprehensive documentation
Customer collaboration over contract negotiationResponding to change over following a plan
That is, while there is value in the items onthe right, we value the items on the left more.
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Agile Values and Principles
• Our highest priority is to satisfy the customer through early and continuous delivery.
• Welcome changing requirements. Agile processes harness change for the customer's competitive advantage.
• Business people and engineers 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 team is face-to-face conversation.
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Agile Values and Principles
• Working software is the primary measure of progress.
• Agile processes promote sustainable development. The sponsors, engineers, and users should be able to maintain a constant pace indefinitely.
• 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.
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Flavors of Agile
AgileScrum
Kanban
XP
FDD
Crystal
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When Agile works best
• Unclear/evolving requirements
• Changing priorities
• Customer availability
• Collocated team
• Flexible funding (like Time & Material contracts)
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When Agile does NOT work so well
• Firm Fixed Price (all-or-nothing) contracts
• Different vendors for different phases
• Unavailability of customer
• Stable, upfront requirements
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Game Time☺All talk and no play
makes session a dull affair
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Scrum
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Scrum in a nutshell
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Scrum Roles
Product Owner
• Voice of customer
• Owner of the Product Backlog
• Prioritizes the items to best achieve goals and missions
• Optimizes the work of the development team
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Scrum Roles
Development Team
• Cross-functional
• Self-organizing, self-managed
• Has no sub-teams and no titles (other than team member)
• Generally of size 3-9 members
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Scrum Roles
Scrum Master
• A servant-leader for the team
• Removes impediments
• Facilitates Scrum events
• Helps Product Owner maintain the backlog
• Coaches and guides
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Scrum Events
• The Sprint
• Sprint Planning
• Daily Scrum (Standup)
• Sprint Review (Demo)
• Retrospective
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Scrum Artifacts
Product Backlog
• Ordered list of requirements
• A living document (is never complete)
• Per Product, not per Team
• Owned by the Product Owner
Sprint Backlog
• Items selected for the Sprint
• Only team can change it during Sprint
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Estimation& Velocity
• Hours/ Days
• T-shirt sizes
• Story Points
Estimation is relative, not absolute
The purpose is only to help plan the sprints, nothing else
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Scrum Board
Backlog Conceptual Design
Schematic Design
ConstructionDocs
Done
User Story 1
User Story 2
User Story 3
User Story 4
Task 4Task 2
Task 3Task 1
Task 5Task 4
Task 3 Task 2Task 1
Task 4 Task 3 Task 2Task 1
Task 2 Task 3Task 1
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Burndown Chart
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User Stories - Why
• Requirements are a communication problem.
• If business side dominates, functionality and dates are mandated with little regard for reality.
• If engineers dominate, technical jargon replaces the language customers can understand.
• Many customers cannot articulate their needs until they see something.
You built what I asked
for, but it’s not what I need.
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User Stories - What
The 3 C’s
• Card – stories are traditionally written on notecards, and these cards can be annotated with extra details
• Conversation – details behind the story come out through conversations with the Product Owner
• Confirmation – acceptance tests confirm the story is finished and working as intended
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Anatomy of a User Story
• “As a <role>, I want <feature> so that <benefit>.”
• “In order to <receive benefit> as a <role>, I want <feature>.”
• “As a <role>, I want <feature> so that <benefit>. I’ll know it’s done when <acceptance criteria>.”
• “As a <role>, I want <feature>.”
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“INVEST” in good User Stories
• I – Independent (of all others, to the extent possible)*
• N – Negotiable (not a specific contract for features)
• V – Valuable (to the business, or to the end user)
• E – Estimable (to a good approximation)
• S – Small (enough to fit within an iteration)*
• T – Testable (in principle, even if there isn't a test for it yet)
* The more we break the stories down to make them smaller, the more difficult it becomes to keep them independent. It’s a tread-off we should be aware of, and balance independence with size.
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…and “SMART” Tasks
• S – Specific
• M – Measurable
• A – Achievable
• R – Relevant
• T – Time-boxed
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How to create User Stories?
• Start with Users
• Create Personas with goals
• Derive Epics from Persona Goals
• Progressively decompose Epics into User Stories
• Make the Stories ‘Ready’ (clear, feasible, testable)
• Add Acceptance Criteria
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Scrum Tools
• Rally (now CA Agile Central)
• IceScrum
• Taiga
• YouTrack
• Hansoft
• JIRA
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Game Time☺All talk and no play
makes session a dull affair
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Kanban
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Kanban in a nutshell
• Developed as a scheduling system in Toyota for lean manufacturing
• A delivery flow system that limits the amount of work in progress (WiP) by using visual signals
• Work is “pulled” into the system when other work is completed and capacity becomes available, rather than “pushed” into it when new work is demanded.
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3 simple rules
• Visualize Workflow
• Limit WIP (Work in Progress)
• Manage Flow
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Why Kanban
• Sometimes time-boxing doesn’t work
• Easy integration with other processes
• Does not mandate cross-functional team
• Minimal entry barrier
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Creating a Kanban board
Backlog In Progress Done
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Creating a Kanban board
Backlog In Progress4
Done
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Creating a Kanban board
Backlog Ready2
In Progress4
Done
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Creating a Kanban board
Backlog Ready
2
Conceptual Design
1
Schematic Design
2
ConstructionDocs
3
Done
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Creating a Kanban board
Backlog Ready
2
Conceptual Design
1
Schematic Design
2
ConstructionDocs
3 Done
Doing Done Doing DoneDoing Done
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Creating a Kanban board
Backlog Ready
2
Conceptual Design
1
Schematic Design
2
ConstructionDocs
3 Done
Doing Done Doing DoneDoing Done Swim lanes based on Priority/
Due date/ Nature of
work
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Cumulative Flow Diagram
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Kanban Tools
• LeanKit
• YouTrack
• Hansoft
• Rally (now CA Agile Central)
• JIRA
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Scrumban
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Scrumban in a nutshell
• Can be used for transitioning teams from Scrum to Kanban
• Has a Scrum-like board but with WIP limit on each column
• Board is persistent but can be reset as needed
• Team plans only when there’s need
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Agile Resources
• http://agilemanifesto.org (The Agile Manifesto)
• https://scrumguides.org (Official Scrum Guide)
• Scrum and XP from the Trenches (A good, practical guide on Scrum)
• Essential Kanban Condensed (Kanban basics)
• Kanban and Scrum – Making the Most of Both (Difference b/w Scrum and Kanban)
• Is agile project management applicable to construction? (Research paper)
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&AQ