This document provides an overview of Agile development practices, focusing on Scrum. It discusses some of the limitations of traditional software development approaches and how Agile approaches like Scrum address these. It then describes the key roles, processes, and artifacts of Scrum, including product backlogs, sprints, daily standups, and retrospectives. It notes some of the benefits Scrum aims to provide, such as flexibility, higher quality through testing, and happier teams.
3. Agenda
The ancient ways
Different Agile Styles
Scrum Style
Results
How to test your Scrum
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4. To improve our kungfu we need
to know what went wrong.
Po: I know you're trying to be all mystical and Kung Fu-
ey, but could you tell me where we're going?
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7. Building the wrong thing
We assume:
The customer knows what he wants
The Developers know how to build it
Nothing will change during execution
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8. Most IT projects fail
23% 28%
What is definition of Succes?
Standish Group used :
on-time, on-budget and with most of the expected
features
49%
This is not succes but a failure in estimation.
Project success is more about whether the software delivers value that's
greater than the cost of the resources put into it - but that's very tricky
Succes Challenged to measure. (Martin Fowler)
fail
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9. What are the different Agile styles?
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10. Scrum & XP
Scrum
Team Daily Scrum
Product Backlog XP Sprint Backlog
Collective Whole team Coding Standard
Burndown
Ownership
Chart
Customer Pair Planning
Refactoring
Tests Programming Game
Sprint
Planning
Continous Sustainable Meeting
Simple
Integration Pace
Design
Product Owner
Metaphor Small Releases
Scrum Master Sprint
Demo
http://blog.crisp.se/henrikkniberg/
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11. Agile Assumes
We assume:
The customer discovers what he wants
The developers discovers how to build it
Things change on the way http://www.flickr.com/photos/b2tse/3960471608/sizes/o/
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13. Agile Mind
Accepts that predicatbility in business
Tries to be predictable
software is impossible
Fixes Time, Price and scope on projects Time and price are fixed but not the scope
Measures succes of project by their Success of the project is measured by the value
conformance to plan it gives to the customer
Values Methodology and its processes Values people more than the
more than the people process, hence it accepts a process instead
Resist Change in software requirements and Welcomes Change in software requirements
development process and development process
Sees the system specification as the generated Sees the system specification as the
documentation development code
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14. Three Legs
Transparancy
Inspection
Adaption
http://www.flickr.com/photos/chrisafer/2427399932/sizes/l/
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15. Scrum Roles
http://www.flickr.com/photos/clintjcl/305229885/
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25. Product Backlog
First person
Shooter
Singe Player Multiplayer
Player Cooperative
Missions Tutorial Online
Control Gameplay
Split Screen Death
Storyline AI
Match
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27. Product Backlog
Owned by the product owner
Never complete
Best-understood requirements
Evolves
Sorted in order of priority
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29. Sprint Planning
Defining the sprint length and goal
What are we going to build
How are we going to build it
When will it be “done”
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30. Sprint Backlog
Owned by the team
Team allocates tasks
No additions from outside the team
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33. Daily Standup
http://www.flickr.com/photos/jonnimont/3763340830/
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34. Daily Standup
Answer: What did I do and what am I going to do?
Comitment to the team not the Scrum Master
Take responsibility on your own work!
MAX : 15 and don’t sit down!
http://www.flickr.com/photos/jonnimont/3763340830/
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35. Sprint Review
Everybody is welcome
No mockups - Show working code
Get feedback on your product
Accept or Reject features
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36. Done?
Avoid 90% problem
General concensus needed what is done...
Done should be clear to everyone!
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43. More fun - happy teams
http://www.flickr.com/photos/mcanevet/289262598/
http://www.flickr.com/photos/32034590@N04/4657598751/
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44. Grading your mastery
http://www.flickr.com/photos/mcanevet/289262598/
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45. Shu-Ha-Ri stages of learning
Shu = Follow the rules
Ha = Change the rules
Ri = Never mind the rules
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50. This presentation was inspired by the works of many people, and I cannot possibly list them all.
Though I did my very best to attribute all authors of texts and images, and to recognize any
copyrights, if you think that anything in this prevention should be changed added or removed,
please contact me at geert.theys@altage-consult.com
http://creativecommons.org/licenses/by-nd/3.0/
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