Are you Agile or Traditional? What Scrum can do for your organisation

Transcription

1 Are you Agile or Traditional? What Scrum can do for your organisation Marion Rosner, Scrum Master Pertronic Industries Ltd Friday 6 th March, 2015 Marion.Rosner@Pertronic.co.nz

2 Introduction to the presentation Structured like a Scrum wall board Stories are in rows What I m going to talk about is in To Do What I m talking about is in In Progress What I ve finished with is in Done Stories are always prioritised top to bottom As a participant I want to learn a bit about Marion s background and how the presentation will be structured So that I can get the most out of this session Marion Rosner, 2015

3 Traditional / Waterfall software development Everything planned at the start One chance to get everything right before massive time and cost penalties are incurred High risk of scope creep As early as 1970 it was noted that this was a rather silly way to manage a project As a stakeholder I want to hear about how the pitfalls of traditional, or waterfall, software development So that I can contrast it with Agile more easily Marion Rosner, 2015

4 Agile methodology Born in 2001 by a group of 12 practitioners Ken Schwaber was one, who set up the Scrum Alliance and now runs Scrum.org Both organisations offer certification Emphasis on adaptability and flexibility Lean: cutting everything out that is not deemed essential Kaizen: continuous change for the good, introduced by Toyota in 1986 As a stakeholder I want to know what Agile methodology is So that I can see if it is a good fit for my team Marion Rosner, 2015

5 Outline of Scrum & Anatomy of a User Story Scrum is a subset of Agile methodology Team is empowered to make their own decisions Split up into Sprints, almost always 2 4 weeks Requirements evolve but timescale is fixed User Story As a Who is going to benefit from the work done I want How they are going to benefit / requirements So that Why? There has to be a reason for doing the work Allocated story points As a Product Owner I want to learn what Scrum is So that I can see if I am interested in implementing it Marion Rosner, 2015

6 The Scrum team Product Owner Prioritises the backlog, liaises with the stakeholders, has the final word Scrum Master Servant-Leader, remover of impediments, facilitator and organiser Dev Team Self-organising, includes testers, business analysts No-one else is part of the Scrum team As a potential Scrum team member I want to learn about the composition of the Scrum team So that I can understand where I might fit in Marion Rosner, 2015

7 Scrum meetings Sprint Planning Product Owner sets goal for the Sprint Daily Stand-up Mini planning meeting, removal of impediments Refinement (renamed from Grooming) Looking through backlog Sprint, or Customer Review Presentation of new, finished work Retrospective Strictly the Scrum team only, mini process workshop As a Scrum team member I want to learn about the various meetings in Scrum So that I can see what we need to prepare to do, to implement Scrum Marion Rosner, 2015

8 Story Points Scrum metrics: Sprint Burndown chart Goal Actual Day of Sprint As a Product Owner or Scrum Master I want to learn about the metrics generated by the Scrum process So that I can see how useful they would be to the Developers and Stakeholders Marion Rosner, 2015

9 Most likely version completion date Scrum metrics: Version report As a Product Owner or Scrum Master I want to learn about the metrics generated by the Scrum process So that I can see how useful they would be to the Developers and Stakeholders Marion Rosner, 2015

10 Scrum documentation Amazing how many people think that Agile = no documentation Yes, you still need to document your work! Yes, still put comments in your code As a Developer I want to learn about the need for documentation in Scrum So that I can see that I cannot get away without doing any Marion Rosner, 2015

11 So what do you get out of Scrum?? Faster turnaround More communication with customers and stakeholders Dynamic team able to change direction quickly Continuous improvement of processes Potentially Shippable Product Increment every 2 4 weeks Lower risk of cost blow-out More engaged team Closer teamwork As a potential stakeholder I want to be convinced that Scrum is the way to go So that I can sell Agile to my organisation Marion Rosner, 2015