Agile Method - Scrum

Present by Gloria Law

April 7, 2008
 Agenda
• Introduction • ScrumMaster
• Waterfall Life Cycle • Daily Scrum Meeting
• Agile Method • Scrum of Scrums
• Scrum • Sprint Planning
• Sprints • Release Planning
• Potentially Shippable • Sprint Review
Product Increment • Risk Management
• Product Owner • System Representation
• Product Backlog • Advantage & Disadvantage
 Introduction
• Need software management methods to
decrease the cost
• 28% completed on time and budget
• 23% failed
• 49% challenged
• 72% not meeting original goals
Waterfall Life Cycle

X
 Agile Method
• Continuous attention to technical excellence and
good design
• Self-organizing teams
• Customer satisfaction by rapid, continuous
delivery of useful software
• Working software is the principal measure of
progress
• Delivered frequently
 Agile Method (cont)
•Late changes in requirements
•Close, daily cooperation between business
people and developers
•Face-to-face conversation is the best form of
communication
•Time is a fixed variable
 Agile Manifesto
“We are uncovering better ways of
developing software by doing it and
helping others do it. Through this
work we have come to value:

Individuals and interactions over

processes and tools
Working software over comprehensive
documentation
Customer collaboration over contract
negotiation
Responding to change over following a
plan

That is, while there is value in the items

on the right, we value the items on the
left more.”
Scrum
• Rugby
• Eight individual
• Move the ball down
the field
• One Goal
 Sprints
• Scrum project make progress in a series of
Sprints
• Timeboxed Period (2 – 4 weeks)
• During Sprint, team does:
– Analysis
– Design
– Code
– Test
• Product is potentially releasable after every
Sprint
 Potentially Shippable
Product Increment
• At the end of each Sprint, the Team
must produce a potentially shippable
product increment (commit by the
Team)
– High Quality
– Tested
– Complete
– Done
 Product Owner
• Represents (or is) the user or customer
for the project
• Knowing what to build and in what
sequence
• Defines goals for overall project
 Product Backlog
• The requirements
• A dynamic list of all desired work on the
project
• Prioritized by the Product Owner
• Reprioritized at the start of each Sprint
 ScrumMaster
• Responsible for enforcing the values and
practices of the framework and the Team
• Remove impediments
• Educate outside groups about how the
Teams is working
• Improve productivity in any way possible
• Facilitate Team meetings
• Servant Leader
Daily Scrum Meeting
• Tasks that is completed
• Obstacles to complete specific
task
• Plan to accomplish between now
and the next Scrum meeting
 Scrum of Scrum
• Synchronize inter-team work
– Issue list is up-to-date
– Discuss impediments
 Sprint Planning
• Happens on the 1st day of the Sprint
• Scrum Team takes the Sprint Goal and
decides what Product Backlog are
necessary
• Team self-organizes around how they’ll
meet the Sprint Goal
• Sprint Backlog is created
 Release Planning
• Several Days before Sprint Planning
• What will be built
• Identify top level priorities
• Select more than what the Team can
likely do in one Sprint
 Sprint Review
• Updates to Product Owner
• Plans for next Sprint
– Change in Requirements
• Demonstration
Risk Management
• Risk is low
• Continue testing
• Problem is notified
during Daily Scrum
Meeting
 System Representation
Product Release Sprint
Backlog Backlog Backlog

Ideas Release Planning Sprint Planning

Daily Scrum Programming

Error Error

Working Release Review Sprint Review

Code
Advantage & Disadvantage
Traditional Management
Prioritization + Support for long-term plans
Planning + Able to see the overall project
Communication - Lack of communication with the
customer and team members
Documentation + Highly emphasize
+ Requires in every stage
Risk Management - Might not find bugs until later
stage
Agile Method
+ No delays on important features
+ Less important features might
scaled back or dropped
+ Micro Planning
+ Avoid Requirement cramming
- Might be headed toward wrong
direction
+ Good internal communication
+ Higher quality
- Knowledge is stored mentally
- Code is the documentation
+ Continuous testing and
communication can find
issues rapidly
 Work Breakdown
Schedule
• Requirement Analysis
– Proposal (February)
• Research
– Review Case Study (March)
– Paper Analysis (March-April)
• Writing the Paper
• Proof Read
 Reference
• Pressman, Roger S. “Software Engineering.” Software Engineering Project Management.
Pp. 30-47. IEEE. 2000.
• Highsmith, Jim & Cockburn, Alistair. “Agile Software Development: The Business of
Innovation.” IEEE Computer. September 2001.
• "Agile software development." Wikipedia, The Free Encyclopedia. 19 Apr 2007, 10:26 UTC.
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Agile_software_development&oldid=124050398>.
• Rising, Linda & Janoff, Norman. “The Scrum Software Development Process for Small
Teams.” IEEE Software. July/August 2000.
• Brooks, Frederick. The Mythical Man-Month: Essays on Software Engineering. MA:
Addison-Wesley Professional 1975.
• Sutherland, Jeff. “Agile Development: Lessons Learned From the First Scrum.” Cutter Agile
Project Management Advisory Service. Executive Update, Vol. 5, No. 20. October 2004.
• Anderson, David. Agile Management for Software Engineering. New Jersey: Prentice Hall,
2004.
• KarlstrÖm, Daniel & Runeson, Per. “Combining Agile Methods with Stage-Gate Project
Managment.” IEEE Software. May/June 2005.
• “Agile Manifesto.” 19 Apr 2007, 10:26 UTC. <http://www.agilemanifesto.com>