présentation scrum
DESCRIPTION
Overview of the Scrum project delivery approach.TRANSCRIPT
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Scrum
An Agile
Project Delivery Approach
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Discover what Scrum is and what it is not.
Understand how Scrum can be used
Prepare yourselves to start with Scrum, knowing that this is only the beginning…
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Overview of Scrum
g Is used to conduct complex projects since 1990
g Delivers business value every 30 days according to priorities determined by the customer
g Based on distributed intelligence
g Fits long, large and distributed projects
g Meets CMMI Level 3 and ISO 9001
g Outlines the issues but gives no answer
g Is very simple to describe but very difficult to implement
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What Scrum proposes
• Incremental delivery of value
Iterative Approach
• Collaboration and empowerement
Management Culture
• Make decisions based on facts from a learning process
Technical Tools
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Scrum is not a methodology and
does not give the recipe for software development.
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Scrum is an
Approach, which
implies a road, a direction, a frame of mind, perhaps a philosophy, but not a formula of proven rules to be followed.
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The product is incrementally
developed in blocks of time
A prioritized product backlog
The empirical process
A self-managed team
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An Empirical ApproachMeans that the information is collected by observing, experience
or experimenting.
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Adding details over time
Product
Delivery
Sprints 1-2
Current S
Idea
s
Hig
h-L
eve
lE
lem
en
ts
Det
ail
ed
Ele
me
nts
Tasks
6 Months 2-3 Months 1 Month
Horizon of predictability
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The Scrum process
g Blocks of time (timebox)g 3 rolesg Some rules g 3 points of inspection and
adaptationg 5 artifacts:
– The product book(product backlog)– Delivery progress chart (Release
burndown chart)– Sprint backlog tasks (sprint
backlog)– Sprint Progress Chart(sprint
burndown chart)– new functionality ready to be
exploited (Potentially shippable product increment)
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Scrum implements an inspection and adaptation mechanism in order to
maximize the output.
Without visibility, inspection is not possible.
Visibility requires transparency, and therefore courage and a suitable value system.
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Stages of a sprint
1 day meeting to plan sprint (4 h/ 4 h)
1 day meeting to review and debrief (4 h/ 4 h)
Development
30 day sprint at a sustainable pace
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A Scrum team includes only the following people:
a multi-disciplinary development team a
product manager and a
ScrumMaster
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Development team’s characteristics
g Manages itself
g Is multidisciplinary and has no predetermined roles
g Has 7 members (+/- 2)
g Is responsible for his commitment
g Has the authority to act to meet its commitments
g Works in close contact
g Solves its own conflicts
g Observes basic rules of operation and conduct
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What the project manager did which is now done by the development team
g Making commitments on behalf of the team on what it can accomplish by a given date
g Convincing the team that commitments are realistic
g Directs the work of the team so it can meet its commitments
g Monitor the progress in weekly meetings
g Reporting back to management on progress
g Deciding what to do when the team is experiencing difficulties or is delayed
g “Motivate" the team and encourage them to redouble their efforts
g Assign tasks and track progress to ensure that the work is done
g Being responsible for the team doing the right thing at the right time and the right way
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The roles of Scrum are
difficult to play.
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Roles and responsibilities
g The product manager (product owner) ensures the return on investment when setting the priorities in the product backlog.
g Members of the team are responsible for the management of development activities and quality of the software. The team is self-directed and multidisciplinary.
g The ScrumMaster ensures the Scrum is efficient without direct authority.
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Product Manager (product owner)
g Defines the characteristics of the product and fixes the delivery date
g Manages the content of the product to ensure the best possible returns
g Determines the hierarchy of elements of the product backlog based on business value
g Can change priorities every 30 days
g Accepts or rejects the results
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Execution Team
g Includes seven members (plus or minus two) who form a multidisciplinary team
g Determines its own commitment and work to be done to achieve the objectives it sets
g Has the flexibility, based on overall project directives , to do what is necessary to achieve the sprint goal
g Organizes and manages its activities autonomously
g Works closely with the product manager to maximize the value produced
g Presents the achieved results to the product manager
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The ScrumMaster
g Ensures the implementation team is functional, productive and is
constantly improving its productivity
g Eliminate barriers and ensure close collaboration between different
stakeholders
g Protects the implementation team of any external interference Ensures the implementation process
g Ensures that the product manager and team members understand and play their roles properly
"The ScrumMaster is like a sheep dog who does everything he can to protect his flock, and never allows himself to be distracted from the task.“
- Ken Schwaber
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Are you a chicken or a pig?
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Key considerations
g The implementation team must deliver software that works and meets the customer specifications sprint after sprint.
g The implementation team must deliver the product features at a sustainable pace.
g The Scrum team must learn throughout the project.
g Knowing that the capacity of the development team is fixed (more or less), the
product manager sets priorities to maximize the profitability of the product.
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Success FactorsThe product backlog
g It’s a way to start implementing the vision; it represent all the expected work.
g It is the common denominator between the product manager and members of the development team.
g It’s a list of all the functional and non-functional elements to deliver as well as issues to settle.
g All elements must have value for the product manager.
g It must be evaluated, estimated and ordered.
g It provides more details on the elements with high priority.
g All stakeholders can contribute, however, it’s the product manager who establishes the priority of each element.
g It is updated and well communicated.
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Success FactorsDefining "completed"
g The production team and the product manager together define what "completed" means.
g The definition of "completed" captures the current technical capacity of the team.
– Over time, the definition of "completed" should extend to all activities required for production delivery.
– Need to identify and bring to the product backlog the work that is not covered by the definition of "finished" (that is to say "Unfinished" work).
g Anything that does not meet the definition of "completed" is not presented to the product manager at the end sprint.
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Consequences of not defining "completed"
g The velocity is unstable and does not help in planning.
g The delivery progress graph does not reflect the remaining work to do.
g The product manager does not know what the real progress is.
g The product backlog is probably not well-organized.
g The team does not know what it's committing to during the sprint planning.
g The product manager does not know what to look at, at the end sprint.
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Consequences of "non-completed" work
Rapid and non-linear growth!
Decision to deliver
Plan
Plan
Revised
Plan
Revised
Plan
Revised
Plan
Revised
Revised
Delivery
“Stabilization” Sprintdebt debt debt debt
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Success FactorsMonitoring progress
g The slope of the remaining work to be done to determine the probable date of delivery.
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Delivery
20
0
40
60
80
100
120
Pro
du
cts
re
ma
inin
g t
o b
e d
eli
ve
red
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A scrum team has to struggle against
The tyranny of the waterfall process
Belief in magic
The era of darkness
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Credits
g Pyxis-Technology (http://pyxis-tech.com/en/)– Agile certified trainers
g Garr Reynolds (http://www.presentationzen.com/)