scrum
DESCRIPTION
Slides utilizado no treinamento de ScrumTRANSCRIPT
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O Problema
2004
2006
200932%
35%
29%
44%
46%
53%
24%
19%
18%
Chaos Report
FracassadosComprometidosBem sucedidos
!"#$%&'(")&*%+,-."/0$12""
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Principais fatores de insucesso
requisitos incompletos
falta de envolvimento
de usuários
mudanças de
requisitos e especificações
falta de apoio de negócios
falta de recursos
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Como resolver?
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Abordagem Tradicional
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BDUF Big Design Up Front
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Analista de Requisitos, Analista de Negócios, Engenheiro de Requisitos, Engenheiro de Qualidade,
Gerente de Configuração, Líder de Projeto...
Programadores
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Processo!!
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Ainda assim...
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Ainda mais...
Código Complexo.Manutenção difícil.Baixa produtividade.Cronograma sempre atrasado.Insatisfação de todos.Design degradado.Documentação defasada, excessiva e ilegível.Fracasso em grande parte dos projetos.
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Por quê?
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Previsibilidade
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O desenvolvimento de software depende muito mais das pessoas e da comunicação
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Larman
“Ao contrário do cenário numa linha de produção em massa, o software não é algo previsível ou imune a mudanças”
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“Desenvolver software é como desenvolver novos produtos”
Larman
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“Desenvolver é como criar uma receita, enquanto produzir é seguir a receita”Poppendieck
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“O desenvolvimento é um processo de aprendizado, que envolve tentativa e erros”
Larman
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“Como a manufatura previsível, não pode ser comparada ao software, dificilmente as práticas e valores enraizados nesse paradigma trazem algum benefício” Larman
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64% das funcionalidades desenvolvidas nos softwares não são utilizadas
Standish Group
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A Lei de Pareto, também
conhecido como princípio 80/20
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20% do esforço do desenvolvimento80% dos benefícios
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20% dos custos80% dos problemas
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Muitas vezes, pelo fato do cliente só poder pedir uma vez, ele acaba pedindo coisas que não
tem certeza que precisa
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Essas funcionalidades fazem parte dos 64% que ele nem repara que estão lá, quando o software é entregue
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Microsoft
70% dos usuários utilizam as
funcionalidades básicas de um software.
20% utilizam as funcionalidades
intermediárias.
10% utilizam as funcionalidades avançadas.
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Cone da Incerteza
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É natural que os usuários tenham novas
idéias e suas opiniões mudem quando vêem as primeiras versões
do software
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Os softwares mais famosos e utilizados no mundo são os mais simples
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“Menos é Mais”A cabeça de Steve Jobs (Inside Steve’s Brain) - Agir 2008
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Abordagem Ágil
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Final da década de 90
eXtreme Programming
Feature Driven Development
Scrum
Crystal Clear
Adaptive Development
Dynamic Systems Development Method
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Mas o que é ser ágil?
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Manifesto Ágil
Kent Beck
Mike Beedle
Arie van
Bennekum
Alistair Cockburn
Ward Cunningham
Martin Fowler
James Grenning
Jim Highsmith
Andrew Hunt
Ron Jeffries
Jon Kern
Brian Marick
Robert C. Martin
Steve Mellor
Ken Schwaber
Jeff Sutherland
Dave Thomas
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Indivíduos e interação entre eles mais que processos e ferramentas
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Software em funcionamento mais que documentação abrangente
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Colaboração com o cliente mais que negociação de contratos
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Responder a mudanças mais que seguir um plano
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Princípios por trás do manifesto ágil
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Nossa maior prioridade é satisfazer o cliente, através da entrega adiantada e contínua de software de valor
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Aceitar mudanças de requisitos, mesmo no fim do desenvolvimento
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Processos ágeis se adequam a mudanças, para que o cliente
possa tirar vantagens competitivas
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Entregar software funcionando com
frequencia, na escala de semanas até meses, com
preferência aos períodos mais curtos
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Pessoas relacionadas à negócios e desenvolvedores devem trabalhar em conjunto e diariamente, durante todo o curso do projeto
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Construir projetos ao redor de indivíduos motivados. Dando a eles o
ambiente e suporte necessário, e confiar que farão seu trabalho.
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O método mais eficiente e eficaz de transmitir informações é através de uma conversa cara a cara.
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Software funcional é a medida primária de progresso.
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Processos ágeis promovem um ambiente sustentável. Os patrocinadores, desenvolvedores e usuários, devem ser capazes de manter indefinidamente, passos constantes.
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Contínua atenção à excelência técnica e bom design, aumenta a agilidade.
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Simplicidade: a arte de maximizar a quantidade de trabalho que não precisou ser feito
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As melhores arquiteturas, requisitos e designs emergem
de times auto-organizáveis
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Em intervalos regulares, o time reflete em como ficar mais efetivo, então, se ajustam e otimizam
seu comportamento de acordo
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Por que adotar abordagens ágeis?
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STATE OFAGILE SURVEY2010
VersionOne
4.770 participantes
91 países
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90%trabalham em
organizações que usam práticas de
desenvolvimento ágil em um certo grau
STATE OFAGILE SURVEY2010
VersionOne
68% conhecem moderadamente ou extremamente
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40% utilizam abordagem ágil a mais de 2 anos
STATE OFAGILE SURVEY2010
VersionOne
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STATE OFAGILE SURVEY2010
VersionOne
Scrum e variantes de Scrum são de longe os mais utilizados
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STATE OFAGILE SURVEY2010
VersionOne
As razões mais comuns para a adoção ágil gira em torno de
aumento produtividade e tempo de aceleração para o mercado
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STATE OFAGILE SURVEY2010
VersionOne
83% consideram que projetos ágeis foram mais rápidos
ou a mesma coisa que projetos não ágeis
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STATE OFAGILE SURVEY2010
VersionOne
87% melhoria significante no gerenciamento de prioridades
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O Scrum
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A origem
1986
1995Jeff SutherlandKen Schwaber
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“O Scrum não vai dizer exatamente o que fazer, não irá resolver todos os seus problemas, mas com certeza os problemas serão mais facilmente identificados”
Ken Schwaber
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Se destaca dos demais métodos ágeis pela ênfase dada ao gerenciamento do projeto
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Práticas de Engenharia
Not included
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Papéis do Scrum
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Product Owner
Determina a visão do produto
Define as funcionalidades
Escolhe as datas de release
Dá o feedback
Gerencia os stakeholders
Aceita ou rejeita os resultados
Prioriza de acordo com o ROI
Product Owner
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O Time
Pequenos (5 a 9 pessoas)
Desenvolve as funcionalidades
Auto-organizável
Auto-gerenciável
Multifuncional
Estima o esforço
Defina as tarefas
Responsável pela qualidade
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Scrum Master
Líder Servidor
Protege o time
Remove impedimentos
Guia do Scrum
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Porcos e GalinhasProduct OwnerScrum Master
Time
UsuáriosGerentesMarketing
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Como funciona?
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Visão do ProdutoUma visão é uma imagem clara que evoca uma atração emocional
O Product Owner cria a visão do produtoEle compartilha a visão com o time
Ele refina a visão com o time
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Product Box
http://innovationgames.com/product-box/
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Elevator Statement
Para (público alvo)Que estão insa6sfeito com (as atuais alterna6vas de mercado)Nosso produto é um (nova categoria do produto)Que (problema chave que ele resolve)Diferente (o produto alterna6vo)Nós fornecemos (funcionalidades chaves)
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Vamos criar a visão!
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Product Backlog
Contém valorRetardar decisões
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Product Backlog
Uma lista de coisas que queremos que sejam
entregues
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As funcionalidades são geralmente escritas em estórias de usuários.
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Como um <perfil>, quero <funcionalidade>, para <valor de negócio>
Como um agente de viagens, quero reservar lugar, para facilitar o atendimento dos clientes
corporativos
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Vamos contar estórias!!
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O time estima o trabalho associado a cada estória.
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Problemas com estimativas
Pessoal, qual a estimativa para essa
estória?
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Opinião de Especialistas
Analogia
Desagregação
Baseado em Fibonacci
1, 2, 3, 5, 8, 13, 20, 40, 100
Planning Poker
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Estimando com Planning Poker
Pessoal, qual a estimativa para essa
estória?
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Vamos jogar poker!
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As estórias são rankeadas em ordem de importância pelo product owner.
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Novos negócios
Venda
Retenção
Eficiência Operacional
Business Value Game
100, 200, 300, 500, 800, 1200, 2000, 3000
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O product owner é o dono do backlog do produto.
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Roadmap do Produto
Mês 1 Mês 2 Mês 3
Release 1 Release 2
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Plano de Releases
Release 1 Release 2 Release 3
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Planejando uma release
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Priorização
Business Value / Story Points
BV SP BV/SP
US3 400 5 80
US1 200 5 40
US2 200 20 10
![Page 96: Scrum](https://reader033.vdocuments.mx/reader033/viewer/2022060200/55986b5c1a28ab380b8b472a/html5/thumbnails/96.jpg)
Product Backlog
![Page 97: Scrum](https://reader033.vdocuments.mx/reader033/viewer/2022060200/55986b5c1a28ab380b8b472a/html5/thumbnails/97.jpg)
Sprint Planningcapacidade do time, backlog do produto,produto atual, condições de negócio, tecnologia
Objetivo da Sprint
+
=Planning 1priorizar/selecionar os itens de backlog, discutir os critérios de aceitação, verificar o entendimento
Planning 2quebrar os items de backlog em tarefas, opcionalmente estimar as tarefas
+
Backlog da Sprint =
![Page 98: Scrum](https://reader033.vdocuments.mx/reader033/viewer/2022060200/55986b5c1a28ab380b8b472a/html5/thumbnails/98.jpg)
Vamos produzir aviões
![Page 99: Scrum](https://reader033.vdocuments.mx/reader033/viewer/2022060200/55986b5c1a28ab380b8b472a/html5/thumbnails/99.jpg)
Team Velocity
![Page 100: Scrum](https://reader033.vdocuments.mx/reader033/viewer/2022060200/55986b5c1a28ab380b8b472a/html5/thumbnails/100.jpg)
BV SP BV/SPUS3 400 5 80
US1 200 5 40
US2 200 20 10
Calculando o velocity em uma Sprint
![Page 101: Scrum](https://reader033.vdocuments.mx/reader033/viewer/2022060200/55986b5c1a28ab380b8b472a/html5/thumbnails/101.jpg)
BV SP BV/SPUS3 400 5 80
US1 200 5 40
US2 200 20 10
Team Velocity = 10
Calculando o velocity em uma Sprint
![Page 102: Scrum](https://reader033.vdocuments.mx/reader033/viewer/2022060200/55986b5c1a28ab380b8b472a/html5/thumbnails/102.jpg)
Team Velocity
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Sprint 7
7070
80
70
60
90
40
![Page 103: Scrum](https://reader033.vdocuments.mx/reader033/viewer/2022060200/55986b5c1a28ab380b8b472a/html5/thumbnails/103.jpg)
Sprint 1
Sprint 2
Sprint N
Itens de risco
Aplicando o velocity no backlog
![Page 104: Scrum](https://reader033.vdocuments.mx/reader033/viewer/2022060200/55986b5c1a28ab380b8b472a/html5/thumbnails/104.jpg)
Criar as tarefas
Como cliente, gostaria de poder mudar a data da minha reserva
Quebrando os itens de backlog em tarefas
![Page 105: Scrum](https://reader033.vdocuments.mx/reader033/viewer/2022060200/55986b5c1a28ab380b8b472a/html5/thumbnails/105.jpg)
Sprint Backlog
![Page 106: Scrum](https://reader033.vdocuments.mx/reader033/viewer/2022060200/55986b5c1a28ab380b8b472a/html5/thumbnails/106.jpg)
Executando a Sprint
Análise Código Testa
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5
Análise Código Testa
Análise Código Testa
Análise
Código
Testa
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5
Análise
Código
Testa
Análise
Código
Testa
![Page 107: Scrum](https://reader033.vdocuments.mx/reader033/viewer/2022060200/55986b5c1a28ab380b8b472a/html5/thumbnails/107.jpg)
Daily Scrum Meeting
• O que você fez ontem?
• O que você fará de hoje
para amanhã?
• Há algum impedimento
em seu caminho?
15 minutos
![Page 108: Scrum](https://reader033.vdocuments.mx/reader033/viewer/2022060200/55986b5c1a28ab380b8b472a/html5/thumbnails/108.jpg)
Taskboard
![Page 109: Scrum](https://reader033.vdocuments.mx/reader033/viewer/2022060200/55986b5c1a28ab380b8b472a/html5/thumbnails/109.jpg)
Acompanhamento
![Page 110: Scrum](https://reader033.vdocuments.mx/reader033/viewer/2022060200/55986b5c1a28ab380b8b472a/html5/thumbnails/110.jpg)
Sprint Burndown
![Page 111: Scrum](https://reader033.vdocuments.mx/reader033/viewer/2022060200/55986b5c1a28ab380b8b472a/html5/thumbnails/111.jpg)
Product Burndown
1 2 3 4
80
100
120
160
Stor
y Po
ints
Sprint
![Page 112: Scrum](https://reader033.vdocuments.mx/reader033/viewer/2022060200/55986b5c1a28ab380b8b472a/html5/thumbnails/112.jpg)
Sprint Review
![Page 113: Scrum](https://reader033.vdocuments.mx/reader033/viewer/2022060200/55986b5c1a28ab380b8b472a/html5/thumbnails/113.jpg)
Scrum Retrospective
![Page 114: Scrum](https://reader033.vdocuments.mx/reader033/viewer/2022060200/55986b5c1a28ab380b8b472a/html5/thumbnails/114.jpg)
Revisando...
![Page 115: Scrum](https://reader033.vdocuments.mx/reader033/viewer/2022060200/55986b5c1a28ab380b8b472a/html5/thumbnails/115.jpg)
Scrum of Scrums