1. Montana
Programmers
Meetup
(Jan
24th,
2012)
Erin
S
Beierwaltes

2. http://toolsforagile.com/blog/wp-­‐content/uploads/2008/07/word_cloud.png
Erin
S
Beierwaltes
&
Todd
Sheridan

4. www.coloradovnet.com
Erin
S
Beierwaltes

5. Erin
S
Beierwaltes

6. !
Erin
S
Beierwaltes

7. !
Erin
S
Beierwaltes

8. Scaling
Software
Agility
–
Dean
Leffingwell
Erin
S
Beierwaltes

9. Principles,
Values
and
a
Framework
Erin
S
Beierwaltes

10. http://leadinganswers.typepad.com/leading_answers/2011/08/agile-­‐outside-­‐of-­‐software.html
Erin
S
Beierwaltes

11. Always,
7%
Never,
45%
Often,
13%
Sometimes,
16%
Rarely,
19%
Standish
Group
Study
reported
at
XP2002
by
Jim
Johnson,
Chairman
©
Poppendieck
LLC

12. Individual
and
Interactions
over
Process and Tools
Comprehensive
Working
Software
over
Documentation
Customer
Collaboration
over
Contract Negotiation
Responding
to
Change
over
Following a Plan

13. 1. Prioritization
2. Welcome
Change
3. Continuous
Delivery
4. Collaboration
5. Self
Organization
6. Communication
7. Accountability
8. Rhythm
9. Quality
10. Simplicity
11. Emergent
Designs
12. Empiricism
Erin
S
Beierwaltes
Erin
S
Beierwaltes
&
Todd
Sheridan

14.
Fixed
Requirements
Resources
Time
Value
Driven
Plan
Driven
Estimated
Resources
Time
Features
www.dsdm.org

15.
Kanban
(3)
XP
(12)
Scrum
(9)
• Visualized
workflow
• Product
Owner
• Pair
Programming
• Prioritized
Tasks
• ScrumMaster
• Planning
Game
• Limited
WIP
(Work
in
• Cross-­‐functional
Team
• Test-­‐driven
Development
Progress)
• Daily
Scrum
• Whole
Team
• Sprint
Planning
• Continuous
Integration
• Sprint
Demo
&
• Refactoring
Retrospective
• Small
Releases
• Prioritized
Backlog
• Coding
Standards
• Collective
Code
• Time-­‐boxed
Sprints
• Potentially
Shippable
Ownership
each
Sprint
• Simple
Design
• System
Metaphor
• Sustainable
Pace

16. 1. Each
group
is
one
big
team
–
you
cannot
change
your
team
size
2. Every
team
member
must
touch
each
ball
for
it
to
count
3. As
each
ball
is
passed
between
team
members,
it
must
have
air
time,
i.e.
It
must
not
be
passed
directly
from
hand
to
hand.
4. You
cannot
pass
the
ball
to
the
person
immediately
to
your
left
or
right.
5. If
you
drop
a
ball,
you
cannot
pick
it
up
6. Every
ball
must
end
where
it
started.
For
each
ball
that
does,
the
team
scores
1
point
Erin
S
Beierwaltes

17. Daily
Meeting
Review
Planning
2
week
Sprint
Sprint
Board
Sprint
Potentially
Backlog
Shippable
Tasks
Retrospective
Erin
S
Beierwaltes

18. ROLES
• Product
Owner
• ScrumMaster
• Team
CEREMONIES
• Sprint
Planning
• Sprint
Review
and
Retrospective
• Daily
Standup
ARTIFACTS
• Product
Backlog
• Sprint
Backlog
• Burndown
Charts

19. • List
of
all
business
deliverables
• Stack
Rank
Prioritization
• Managed
by
one
person
• Sized
Backlog

20. ¡ Prioritized
list
of
ALL
work
¡ Owned
and
kept
up
to
date
by
one
Owner
¡ Reviewed
Reprioritized
before
the
start
of
sprint
¡ Points
(by
the
team)
Erin
S
Beierwaltes

21. • Break
down
highest
priority
deliverables
that
can
be
completed
in
2
weeks
• Output
is
the
Sprint
Tasks
Planning
Erin
S
Beierwaltes

22. Team
selects
User
Story
from
the
product
backlog
they
can
commit
to
completing
Repeat
until
team
can
no
Sprint
backlog
items
longer
commit.
(Use
are
created
for
the
User
velocity
as
a
check
point)
Story.
Collaboratively.
Erin
S
Beierwaltes

23. • Tasks
from
Sprint
Planning
that
need
to
be
completed
by
the
team
to
reach
“done”
• List
may
be
updated
throughout
the
sprint
as
the
team
gets
started
on
the
work
• Tracked
via
a
Sprint
Board
Sprint
Tasks
Erin
S
Beierwaltes

24. • Visual
display
of
tasks
as
they
travel
through
the
teams
“flow”
to
get
them
to
“done”
• Updated
Daily
for
Standup
Sprint
Board
Erin
S
Beierwaltes

25. Erin
S
Beierwaltes

26. • Timeboxed
• No
priority
changes
on
agreed
deliverables
2
week
Sprint
Erin
S
Beierwaltes

27. • Review
Sprint
Board/Backlog
Daily
Standup
and
Sprint
Burndown
• 15
min
coordination
meeting
for
TEAM
MEMBERS
• Either
around
the
room
OR
by
deliverables
Erin
S
Beierwaltes

28. Erin
S
Beierwaltes
&
Todd
Sheridan

29. • Outcome
of
Sprint
• Set
of
“done”
deliverables
Potentially
Shippable
Erin
S
Beierwaltes

30. Erin
S
Beierwaltes

31. • Team
reviews
“done”
items
with
Backlog
owner
and
others
• Discuss
changes
to
remaining
Backlog
Review
Erin
S
Beierwaltes

32. • Review
Agile
Process
• Decide
on
action
items
to
try
during
the
next
sprint
• Inspect
and
Adapt
Retrospective
Erin
S
Beierwaltes

33. ¡ Defines
the
Vision,
Roadmap,
Value
¡ Maintains
Prioritized
Product
Backlog
¡ Ready
for
sprint
planning
with
appropriately
sized
User
Stories
¡ Negotiates
and
communicates
¡ Accepts
or
rejects
sprint
results
¡ Be
available
to
the
team

34. ¡ Guards
and
supports
the
scrum
process
¡ Removes
impediments
¡ Shields
the
team
from
external
interferences
¡ Facilitates
team
decisions
¡ Acts
as
chief
communicator
and
coordinator

35. Product
Product
Project
Scrum
Manager
Owner
Manager
Master
Ensure
the
project
meets
its
Agile
process
expert
objectives
&
owner
Market
Research
Facilitate
creativity
Negotiate
work
with
the
team
&
empowerment
Vision,
Voice
of
the
Customer
Encourage
self-­‐
Manage
scope,
date
and
budget
organization
Pricing
Manage
Stakeholder
Encourage
Communication
improvement
of
Market
team’s
xp
practices
Communications
Manage/Prioritize
Product
Backlog
Marketing
Visualize,
communicate
and
radiate
Available
to
the
information
Requirements
Team
Documents
(MRD)
Ready
for
Sprint
Remove
impediments
keeping
the
Planning
team
from
completing
their
work
Allow
the
team
to
plan
the
work
Detailed
work
Member
of
the
break
down
Team
(team
player,
Respect
Sprint
structure
creation
not
manager)
Boundaries
Erin
S
Beierwaltes

36. ¡ 5-­‐9
people
(suggested)
§ Larger
projects
expand
with
multiple
scrum
teams
(scrum
of
scrums)
¡ Co-­‐located
(idealy)
¡ Cross-­‐functional
(developers,
testers,
documentation,
ect)
with
flexible
roles
¡ Full
time
membership
¡ Committed
to
Sprint
goal
¡ Collaborative

37.
Right
Quick
but
unsustainable
Enduring
Success
Thing
wins
Wrong
Slow
failure
Fast
Failure
Thing
Wrong
Right
Way
Way
The
Product
Owner
and
Scrum
Master
roles
complement
each
other;
The
Product
Owner
is
primarily
responsible
for
the
“what”
–
creating
the
right
product.
The
Scrum
Master
is
primarily
responsible
for
the
“how”
–
using
Scrum
the
right
way.
One
when
the
right
product
is
created
with
the
right
process
is
enduring
success
achieved.
–Roman
Pichler,
“Agile
Product
Management
with
Scrum”
Erin
S
Beierwaltes

38. Daily
Meeting
Review
Planning
2
week
Sprint
Sprint
Board
Sprint
Potentially
Backlog
Shippable
Tasks
Retrospective
Erin
S
Beierwaltes

39. erin@skipstoneconsulting.com
@coachatplay