Agile Scrum,

a (re)discovery

CLOUDMATTERS

Olivier Grimbert
Philosophy

Why we need to follow

a process ?

Self-organisation requires that the system is

surrounded by a containing boundary. This
condition defines the self that will be developed
during the self-organizing process.
 Traditional waterfalls
The needs are planned in
advance, as a dream

Phased development
Anticipated results
Up-front design

Delivery is 50% a junk.

 Traditional waterfalls
Requirements not clear
o fear to go ; paralysis
Requirements change
o changes more and more expensive ; customer don't get
what they want
Projects too long
No time for testing
Time wasted on Junk
o 50% of real needs implemented
o 64% of functionalities rarely used
Poor progress visibility
Agile manifesto (02-2001)

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

Agile principles

Customer needs satisfaction ; Changes are welcome ;

Frequent delivers ; People motivation ; Face-to-Face
communication ; Working Software ; Constant Pace
maintaining ; Quality excellence ; Keep it Simple ; Designs
evolve ; Regularly
Agile Scrum

Manage complexity, unpredictability and

change through
visibility
inspection & adaptation
Agile Scrum

...is a framework for

inspect and adapt
to adapt we need inspection, to inspect we need vision
to get vision, we need stability - found within the Sprint
Agile Scrum - a possible mind map ?
Inspection - Adaptation - Visibility
Agile Scrum - implementation !
Roles - Ceremonies - Artifacts
Agile Scrum - engine
ROLES
The Product Owner (PO)

Represents the Client and owns the

requirements

maintains the product backlog

accepts or rejects sprint results
connects to the rest of the organisation
The Team (SD or ST)

Responsible to completing the work and

fulfilling the requirement

does the work

estimates issues & stories
sort of specializing generalists
The Scrum Master (SM)

Responsible for facilitating the process

Protects Team from external interferences

removes impediments
facilitates meetings
keeps the rules of the game
coaches
Not a project manager ! Does the boring job !
The Scrum Master
Roles, the People - reloaded !
Roles
CEREMONIES
Sprint planning

Team capacity, Product backlog

+
Current product, Business, Technologies
+
GOAL of the coming sprint!

Face to face communication

Small reversible step
User's perspective
Sprint planning - Phase 1

Strategical level planning - Understand what PO

wants
Discuss acceptance criteria
Verify understanding

- 1 hour per sprint.week

Sprint planning - Phase 2

Tactical level planning - How to implement items

Define sprint backlog items
Estimate sprint backlog items
Use velocity (Yesterdays performance)
Share commitment
Tasks should be no longer than 3h, recommended 2h.
- 1 hour per sprint.week

Plan 5% - 10% dedicated to refining (grooming) the Product Backlog.

Sprint in practice 1 or 2 weeks

Timeboxed
Frozen features
Variable scope
Shippable result
In a sprint, don't change the rules !
Sprint is framed with that simple rule. It is
the only place of stability into the Agile
flexibility.
Sprint

Maintain constant pace Include design and testing

Small reversible steps Cross-functional team
Share commitment High quality of DONE
Welcome change Get feedback
Fail fast
Sprint Daily scrum

Is the Scrum's breath !

Synchronisation time for the Team Same time
Same place
Commitment and accountability Every day
Say what you do, do what you say Everyone
No design
Whole world is invited
Stand up !
Sprint Daily scrum
Update burndown Chart
Update impediment Backlog
What I did yesterday
What I'll do today
What obstacles are in my way

Only the team talks

Not to Scrum Master or PO
No problem solving
Max 15 minutes - best 5 mn
Sprint review (demo)

Satisfy Product Owner

Get feedback on product
Informal
Short presentation helps
Whole team participates
The world is invited
Sprint review (demo)

Prepare the show

Demonstrate complete features
PO accept or reject results

1-2 hours per sprint.week

Sprint retrospective

Reflect on process and product.

Whole team participates.

What to start doing

What to continue doing
What to stop doing

(Product Owner not required)

Sprint termination

Only in extreme cases !

Team terminates: cannot meet sprint goal

Product Owner terminates: priority change

Review work fully for next sprint

Raise visibility of problems
ARTIFACTS
Product backlog

Express value
Defer decisions
Product Backlog

Express value, defer decisions

Owned by Product Owner
High-level requirements
Expressed as business value
Not complete, nor perfect
Expected to change & evolve
Product Backlog Story
In order to ...
as a ...
I want ...

Describes as user stories

Prioritized by value and risk Story
As a...
Includes rough estimate I want...
so that...
Publicly visible
In order to [the rationale], as a [end user role], I want [the desire]
As a [end user role], I want [the desire] so that [the rationale].
Sprint Backlog

Breakdown of business value into assignable tasks

Owned by the team
Team allocates work
No additions by others

Optimal tasks size of 2 hours, for better granularity.

Impediment Backlog

Any issue that prevents the Scrum Team from

being able to progress an activity.
Any issue that impacts the Scrum Team in the
future
Men hours

Decide an effective hours per day (4-6 h per day)

Calculate availability for each of the Team
Remove Scrum Planning and Demo & Review
Remove hollidays (!)
Subtract 10% for Backlog grooming
As a buffer, you may subtract 10% more

You obtain the available Men hours

Definition of done

Avoid the 90% syndrome:

It's done but...!
Done = "coded, commented, checked in,
implemented, reviewed, unit tested,
deployed, integrated, user accepted, test
& documented..."
DONE = DONE
Tasks board

Tasks (stickers) move on the board. Board is public!

Burndown chart

Updated daily. Chart is public!

RESULTS

Manage uncertainty
Good visibility
Flexible scope
High quality
Fast delivery
No junk
PRECONDITIONS

Discipline
Courage
Stamina
Passion
Coaching
Stable teams
Cross-functional
DISCLAIMER

No engineering practices
Looks simple, is hard
No silver bullet
Not complete
Takes time
LINKS

http://agilemanifesto.org/
http://www.scrumalliance.org/
http://marcbless.blogspot.in/
http://fr.slideshare.net/dusankocurek/scrum-quick-overview
http://fr.slideshare.net/rajivmisra/agile-scrum-methodology
http://prezi.com/zj-rienxx2-f/scrum-in-a-nutshell-for-managers/
http://www.noop.nl/2009/02/the-zen-of-scrum.html

https://trello.com/

... and much more on the web, just look !

CREDITS
Rvisions
Initial - 16th may 2013
Author v1.2 - 25th august 2013
Olivier Grimbert
v1.3 - 14th may 2014
v1.4 - 3rd sept 2014
Thanks
Cloud Matters
Patrick Martinent