7. AGILE PRICIPLES – KEY
POINTS
The best architectures, requirements, and designs
emerge from self-organizing teams.
Build projects around motivated individuals.
Give them the environment and support they need,
and trust them to get the job done.
Continuous attention to technical excellence
and good design enhances agility.
At regular intervals, the team reflects on how
to become more effective, then tunes and adjusts
its behavior accordingly.
10. PRODUCT OWNER
RESPONSIBILITIES
Closely collaborates with the Scrum team but holds no
authoritative power over the team
Describes requirements
Accepts or Rejects Work Results (User stories)
Tracks and forecasts progress for the project
Grooms backlog
Provides guidance and direction for the development team
Makes tough decisions (postpone launch date or removing
features delivered?) but seeks team consensus in the decision
making process
Voice of the customer
Bridges the gap between the technical team and stakeholders
11. SCRUM MASTER
RESPONSIBILITIES
Helps the team do its best work
Removes obstacles and impediments
Protects the team from disruptions or distractions
Coaches the team in its use of practices, helping them improve
their ability to deliver
Facilitates communication and various meetings (Scrum,
Retro, Release/Sprint Planning)
Helps other groups or individuals learn what they need to
about Scrum – Coaches the team to Agile Best practices
The “process owner”
Acts as a change agent
12. THE DEVELOPMENT TEAM
Whoever is needed to complete the product increment
Developers, Analysts, Designers
QA/BA
DBA
Architects
Business people, Marketing, Tech Support, Facilities... You
get the point.
AND Product Owner
13. DEVELOPMENT TEAM
ACTIVITIES
Commit to the Sprint
Own the estimates and tasks
Plan their own work (tasks, dependencies)
Have the authority to do whatever is needed to meet their
commitment
Rely on the Scrum Master to help remove obstacles
Rely on the Product Owner to explain the product features
14. MAKE UP OF
DEVELOPMENT TEAMS
Should not exceed 9 people.
Preferably co-located, go fast through face-to-face
communication
Preferably cross-functional with flexible roles so that the team
organizes around the tasks
Cooperative development – role sharing
Scrum scales by adding teams, not increasing team size
15. SELF-ORGANIZING TEAMS
Team makes decisions collaboratively, cooperatively, role-
sharing and fully committed to the Sprint
In the Bruce Tuckman model, the ScrumMaster facilitates the
team moving to self-organization through the four stages of
team maturity:
Forming – conflict avoidance
Who are we, what are we doing?
Storming – common conflict
How will we work together?
Norming – moving to harmony
Are we openly discussing opinions?
Performing - in harmony
How do we get better as a team?
16. INDIVIDUAL BEHAVIORS
Individual Accountability is the KEY to Joint Accountability.
PARTICIPATE: Speak openly in meetings.
HONESTY: Call it like you see it. Be honest and open.
RESPECT: Be respectful, but don’t avoid the truth.
Admit when you need help
COURAGE: Surface mistakes w/o fear of embarrassment or
embarrassing others.
If you don’t understand something, SAY SOMETHING.
COMMITMENT: Hold yourself and others accountable -
TALK It Out.
17. WHO DOES THE WORK??
The TEAM owns the Work.
The TEAM gets to PLAN the Work.
19. RELEASE PLANNING OR
STORY MAPPING
What is it?
Epic User stories are created and discussed
Team discusses how many sprints it will take to complete this work
Who Attends?
Product Owner
Scrum Master
Dev Team
Outputs
Organized release backlog and roadmap of the next release
20. BACKLOG REFINEMENT
What is it?
Meeting to discuss the top backlog items to prepare for the next 2-3
sprints
Discuss the UAC
Point or size stories
Who Attends?
Product Owner
Scrum Master
Dev Team
Outputs
A groomed backlog to pull in enough work for the next sprint
21. SPRINT PLANNING
What is it?
PO’s vision for the sprint
Describes the highest priority features to the team
Determines the work for the upcoming sprint.
Items are taken off of the product backlog according to priority and
broken down into manageable tasks.
Who Attends?
Product Owner
Scrum Master
DevTeam
Outputs
A sprint goal
A sprint backlog (includes the list of tasks necessary to delivering
the product backlog items
22. DAILY SCRUM
What is it?
Daily meeting held by the team
Not a status or a problem solving meeting
The team reports to each other on what they accomplish
Who Attends?
Product Owner
Scrum Master
Dev Team
Other(s) outside of the Dev team can attend
Outputs
None unless there are roadblocks that the Scrum Master needs to
help remove
23. SPRINT REVIEW / DEMO
What is it?
The Scrum team demonstrates what they accomplished during the
sprint
Very informal
Natural result of the sprint
PO accepts or rejects each product backlog item
Stakeholders/business and PO provide feedback
Who Attends?
Dev team
Scrum Master
Product Owner
Customers
Stakeholders
Outputs
Accepted work for the sprint
24. RETROSPECTIVE
What is it?
A retrospective is an opportunity to learn and improve. It is time
set aside – outside of day-to-day routine – to reflect on past events
and behaviors.
Who Attends?
Product Owner
Scrum Master
Dev Team
Outputs
Top Items to improve for the next sprint
Action Items that come out of the meeting
25. WHAT IS A USER STORY?
Describes requirements in vertical slices
Independent
Negotiable
Valuable
Estimable
Sized Appropriately
Testable
Template: “As a ____ I need _____ so that _______”
Ex: As a vacation planner, I want to rebook a past trip so that
I save time booking trips I take
26. TFS AND THE SCRUM
BOARD
Teams here are typically using TFS to
visualize and track their work
Kanban or Scrum Board
27. WHAT ELSE?
Metrics
Burndowns, burnups, velocity, oh my!
Terms
Features, Epics, Stories, Tasks
Agreements
Team Agreements
Conflict Protocol
Etc.
Notas do Editor
Write down on stickies provided and post on the board
What does it mean to “do” Agile or “be” agile?
Is it different type of work?
This study was conducted based on projects executed from 2002 to 2012. A successful project is defined as “on time, on budget, and with all planned features.”
Why do you think it is that agile projects are 3x more successful?
Drafted in 2001
Representatives from Extreme Programming, SCRUM, DSDM, etc…
There are 12 principles – take a look at the AgileManifesto.org
Focusing on Scrum since majority of our teams employ scrum
INVEST
Why is this format for user stories ideal?
Who uses it
What they need (specifically)
Reason or the benefit or the value to the customer
User Acceptance Criteria
It’s the boundaries… how do we know when we are done with the thing?