AGILE AND SCRUM FRAMEWORK

MODERN GAME CHANGERS

Agenda 'Agile'

Why Agile Emerged ?

Agile Principles
Scrum The Leader of Agile

Scrum Framework

All in a Scrum's Release

Scrum Framework

How to SCRUM 'n' STUMP

Scrum Pilot Project / Surprise

Scrum and Agile - Conclusions

AGILE AND SCRUM FRAMEWORK

MODERN GAME CHANGERS

Agenda 'Agile'

Why Agile Emerged ?

Agile Principles

Scrum The Leader of Agile

Scrum Framework

All in a Scrum's Release

Scrum Framework

How to SCRUM 'n' STUMP

Scrum Pilot Project / Surprise

Scrum and Agile - Conclusions

Why Agile Emerged ? - FOR IT PROJECTS

Project:
Is a temporary endeavor with a beginning and an end.
Creates a unique product, service or a result

Software development methodology:

Software development methodology is the set of activities and
processes (what) that will eventually result in a software
product.
It also describes tools and techniques (how) and important role
(who) in the development process.

Why Agile Emerged ?

Definition of Success Has Changed
Source: Software Development Projects Success, IBM, Scott Ambler, 2008

Functionality
85% respondents consider it more important to meet stakeholder needs,
even if they changed
Quality:
82% consider it more important to deliver high quality than delivering on
time and within
Money
70% consider best ROI more important than under budget
Economy: Do more with less
Competitors: Respond quickly to the marketplace
Social Media: Listen to us or else
Technology: Provide new features frequently or fall behind in the
times
Customers: Give us something that works and wont break
Investors/Shareholders: Make money or well go somewhere else

Defined Process Control

Traditional Practices:

Traditional software development models are based upon a

defined methodology which attempts to
Define all requirements up front
Logically break down the work
Estimate the effort / durations
Plan out all the work
And only then begin the developmentwhile trying to
limit/control any change that will threaten the plan.
Waterfall Development Methodology
Document System Concept
System Requirements
Architectural Design
Detailed Design
Code, Debug, Unit Test
System Test
Deploy & Operate

Why Agile Emerged ?

Pitfalls Of Waterfall
Ask Customers what they want

(When they really dont know)

Reward them for thinking of everything

(Call the initial list Scope)

Penalize them for adding things later

(Control Scope aggressively)

The result is Overproduction of Features

Why Agile Emerged ?

Agile The Saviour !!!!!!!!!!!!!

Manages 'Change is the only Constant'

The best way to manage scope
Less Code More Value !
Develop the 20% of the features that deliver 80% of the
value
Develop & deploy highest priority first
Stop when you run out of time or money
Being Agile is Iterative, Adaptive and ...Much Much
More...

AGILE AND SCRUM FRAMEWORK

MODERN GAME CHANGERS

Agenda 'Agile'

Why Agile Emerged ?

Agile Principles

Scrum The Leader of Agile

Scrum Framework

All in a Scrum's Release

Scrum Framework

How to SCRUM 'n' STUMP

Scrum Pilot Project / Surprise

Scrum and Agile - Conclusions

UM
BAN

Agile framework Key Principle

Main Difference
Changing
requirements

Scope creep

SCRUMBAN
SCRUM/XP HYBRID
AGILE UNIFIED PROCESS

Its an umbrella Embraces Change and

Empirical in Nature

The Agile Manifesto*

www.agilemanifesto.org

Principles Behind Agile Manifesto*

Early and continuous delivery of software, Continuous
Integration
Deliver working software frequently Iteratively and
Incrementally
Working software is the primary measure of progress
Continuous attention to technical excellence
The art of maximizing the amount of work not done
Welcome changing requirements
Business and developers work together
Face-to-face conversation is most efficient
Build projects around motivated individuals
Self-organizing teams deliver the best solutions
Sustainable development, Test Driven Development
The team reflects at regular intervals
2007 SolutionsIQ - v15

AGILE AND SCRUM FRAMEWORK

MODERN GAME CHANGERS

Agenda 'Agile'

Why Agile Emerged ?

Agile Principles

Scrum The Leader of Agile

Scrum Framework

All in a Scrum's Release

Scrum Framework

How to SCRUM 'n' STUMP

Scrum Pilot Project / Surprise

Scrum and Agile - Conclusions

SCRUM FRAMEWORK THE NAME

Definition from rugby football:
Scrum way to restart the game after an
interruption, where the forwards of each side
come together in a tight formation and struggle to
gain possession of the ball when it is tossed in
among them.

SCRUM FRAMEWORK HISTORY

1995:

1996:

introduction of Scrum at OOPSLA conference

2001:

analysis of common software development processes not

suitable for empirical, unpredictable and non-repeatable
processes
Design of a new method: Scrum by Jeff Sutherland & Ken
Schwaber
Enhancement of Scrum by Mike Beedle & combination of
Scrum with Extreme Programming

publication Agile Software Development with Scrum by Ken

Schwaber & Mike Beedle

Successful appliance of Scrum in over 50 companies

Founders are members in the Agile Alliance

SCRUM FRAMEWORK

SCRUM FRAMEWORK

AGILE AND SCRUM FRAMEWORK

MODERN GAME CHANGERS

Agenda 'Agile'

Why Agile Emerged ?

Agile Principles

Scrum The Leader of Agile

Scrum Framework

All in a Scrum's Release

Scrum Framework

How to SCRUM 'n' STUMP

Scrum Pilot Project / Surprise

Scrum and Agile - Conclusions

SCRUM - Project Mgmt Framework

Iterative, Incremental and Empirical

SCRUM FRAMEWORK SOME

NEW VOCABULARY,SOME NEW
CONCEPTS
Team Room

Tasks
Product
Backlog

Scrum
Master
DONE

Daily Scrum
Sprint
Review

Sprint

Time
Box
Scrum Dev Team

Sprint
Planning

Product
Owner

Sprint
Retrospective

Velocity

User
Story

Impedimen
t

Scrum
Bag

Sidebar
Epic

BurnDown
Charts

Backlog
Refining

Scrum Principles
Scrum is guided by a few key principles:
1.The belief that effective software development is best
implemented via an empirical rather than planned
process
2.The belief that, once organizational impediments are
removed, a self organizing and self managing team
will naturally deliver better software than would otherwise
be the case
3.The premise that you can deliver the most valuable
software within a prescribed time and budget, and yet
you cannot definitively predict the exact functionality of
what a team will deliver

SCRUM FRAMEWORK
12

10

8
Column 1
Column 2
Column 3

0
Row 1

Row 2

Row 3

Row 4

SCRUM FRAMEWORK

SCRUM FRAMEWORK

SCRUM FRAMEWORK
Role

Product
Owner

Responsibilities

Represent stakeholders interest / needs

Funding, Vision, Return on Investment (ROI), Product/Project Road
map
Capture and prioritize requirements
Decides where the team should go
Not how they get there
Not their speed
Inspect/ test working software at the end of each Sprint / iteration
Accountability for product success
Does not estimate stories

Closest
Waterfall
Role(s)

Customer,
Functional BA,
Project
Manager

SCRUM FRAMEWORK

SCRUM FRAMEWORK

SCRUM FRAMEWORK

Role
Scrum
Master

Responsibilities
Protect the team from outside interference
Help the team resolve impediments ASAP
Facilitator - Teach/guide the team and Product Owner to
effectively adopt Scrum Processes
Monitor the project: is the Team self managing, on target to meet
commitments of each sprint, productive and creative?
Coaching rather than command & control,team on target to meet
commitments of each sprint, productive
Has no management authority
Does not have a Project Manager Role

Closest Waterfall
Role(s)
Project Leader,
Mentor, Coach

SCRUM FRAMEWORK

SCRUM FRAMEWORK

SCRUM FRAMEWORK

Role

The
Team

Responsibilities

Analysis, Estimation, Design, Development, Testing (Manual,

Performance, Automation) and Deployment
Self-manage and self-organize to achieve committed
deliverables.
Accountability for the success of each iteration
Attempts to build a potentially shippable product increment
every Sprint

Closest
Waterfall Role(s)

Developer,
Designer, DBA,
Architect, Tester,
QA, BA

SCRUM FRAMEWORK - ROLES

SUMMARY

SCRUM FRAMEWORK

SCRUM FRAMEWORK - PBL

SCRUM FRAMEWORK - PBL

SCRUM FRAMEWORK- PBL

Product Backlog is a FORECAST ( not Exact

)
Establishes teams velocity (how much
Effort a Team can handle in one Sprint)
Determining units of complexity.

Size-category (T-Shirt size)

Story points
Work days/work hours

SCRUM FRAMEWORK

SCRUM FRAMEWORK

SCRUM FRAMEWORK

SCRUM FRAMEWORK

SCRUM FRAMEWORK
SPRINT PLANNING

SCRUM FRAMEWORK
SPRINT PLANNING

SCRUM FRAMEWORK DAILY SCRUM

SCRUM FRAMEWORK SPRINT REVIEW

SCRUM FRAMEWORK SPRINT REVIEW

SCRUM FRAMEWORK RETROSPECTIVE MEETING

SCRUM FRAMEWORK RETROSPECTIVE MEETING

SCRUM FRAMEWORK BACKLOG REFINING

SCRUM FRAMEWORK
BACKLOG REFINING

SCRUM FRAMEWORK BACKLOG REFINING

SCRUM FRAMEWORK BACKLOG REFINING

AGILE AND SCRUM FRAMEWORK

MODERN GAME CHANGERS

Agenda 'Agile'

Why Agile Emerged ?

Agile Principles

Scrum The Leader of Agile

Scrum Framework

All in a Scrum's Release

Scrum Framework

How to SCRUM 'n' STUMP

Scrum Pilot Project / Surprise

Scrum and Agile - Conclusions

SCRUM FRAMEWORK

How to Scrum Product Backlog

and Backlog Refinement

SCRUM FRAMEWORK PBL & BR

SCRUM FRAMEWORK PBL & BR

SCRUM FRAMEWORK PBL & BR

SCRUM FRAMEWORK PBL & BR

SCRUM FRAMEWORK PL & BR

SCRUM FRAMEWORK PBL & BR

How to Scrum Sprint Planning

SCRUM FRAMEWORKPREREQUISITES FOR SPRINT

PLANNING

Product Backlog is in ready state

All important items have been assigned priority and a rough estimate
Product Owner understand each User Story

SCRUM FRAMEWORKPREREQUISITES FOR SPRINT

PLANNING

SCRUM FRAMEWORK- OUTPUT

FROM SPRINT PLANNING

SCRUM FRAMEWORK- OUTPUT

FROM SPRINT PLANNING

SCRUM FRAMEWORK- OUTPUT

FROM SPRINT PLANNING

SCRUM FRAMEWORK- OUTPUT

FROM SPRINT PLANNING

SCRUM FRAMEWORK- OUTPUT

FROM SPRINT PLANNING
Agreement of Sprint Goals

Selection of Items from Product Backlog and their commitment to Sprint

Backlog Part I

Prepare a initial list of Tasks which are necessary to undertake committed

PBIs Part II

List of Team Members and their commitment for the Tasks

Defined Sprint Demo Date

Time and Place for Daily Scrum

Length of Sprint

Decide Estimated Velocity

Calculate how many stories can be added without exceeding

estimated velocity

Estimated velocity = (Available man days) * (Focus factor)

How to Scrum Daily Scrum

SCRUM FRAMEWORK- DAILY

SCRUM

SCRUM FRAMEWORK- DAILY

SCRUM

SCRUM FRAMEWORK- OUTPUT

FROM DAILY SCRUM

Discuss Unplanned Tasks which are being encountered

Discuss Updation of Time Estimates to Tasks Undertaken
Update Task board with new time estimates

How to Scrum Sprint Review

SCRUM FRAMEWORK- SPRINT

REVIEW

SCRUM FRAMEWORK- SPRINT

REVIEW

SCRUM FRAMEWORK- SPRINT

REVIEW

SCRUM FRAMEWORK- SPRINT

RETROSPECTIVE

SCRUM FRAMEWORK- SPRINT

RETROSPECTIVE

SCRUM FRAMEWORK- SPRINT

RETROSPECTIVE

The Scrum master shows the sprint backlog and, with help from the
team, summarizes the sprint. Important events and decisions, etc.
The rounds are done.
Estimated vs. actual velocity is evaluated. If there is a big
difference it should be analyzed
When time is almost up the Scrum master tries to summarize
concrete suggestions about what can be better next sprint.

SCRUM FRAMEWORK SOME

NEW VOCABULARY,SOME NEW
CONCEPTS
Team Room

Tasks
Product
Backlog

Scrum
Master
DONE

Daily Scrum
Sprint
Review

Sprint

Time
Box
Scrum Dev Team

Sprint
Planning

Product
Owner

Sprint
Retrospective

Velocity

User
Story

Impedimen
t

Scrum
Bag

Sidebar
Epic

BurnDown
Charts

Backlog
Refining

SCRUM FRAMEWORK BAD SIGNS

Product Owner is not available to clarify

requirements
Product owner micro-manages the team
New stories get added in the middle of Sprint
Scrum Master assigns work to team members
Not everybody in Team available for Scrum meetings
Team insists on detailed requirements for estimation
Done is not really done!
A project team has highly specialized job roles such
as Architect, Designer, DBA, or Tester.
Sprints are not always the same length

Why Scrum Is Powerful

Focus is on team's work, and team's work only
Daily communication of status occurs
Enables low-overhead empirical management
Makes impediments visible
Someone is willing to make decisions and
remove impediments real-time

SCRUM FRAMEWORK

AGILE AND SCRUM FRAMEWORK

MODERN GAME CHANGERS

Agenda 'Agile'

Why Agile Emerged ?

Agile Principles

Scrum The Leader of Agile

Scrum Framework

All in a Scrum's Release

Scrum Framework

How to SCRUM 'n' STUMP

Scrum Pilot Project / Surprise

Scrum and Agile - Conclusions

How to Scrum Pilot Project

SCRUM FRAMEWORK PILOT

Project: Develop a poster to create awareness
about Agile in your office
Methodology: Scrum
Time Available: 45 mins

Sprint Planning
Sprint Length
Daily Scrum
Sprint Review

: 5 mins
: 10 mins
: 2 mins
: 5 mins

Sprint Retrospective : 5 mins

AGILE AND SCRUM FRAMEWORK

MODERN GAME CHANGERS

Agenda 'Agile'

Why Agile Emerged ?

Agile Principles

Scrum The Leader of Agile

Scrum Framework

All in a Scrum's Release

Scrum Framework

How to SCRUM 'n' STUMP

Scrum Pilot Project / Surprise

Scrum and Agile - Conclusions

Reality : We are still planning work, but agile projects plan around
requirements, provide schedules through iterations, analyze the progress
(iteratively and daily), and report on the progress to stakeholders through
demonstrations and tangible progress.

You Know Youre Not Doing Agile

If
1.

2.

3.

4.

5.

6.

7.
8.

9.

Team is co-located, but not sitting within the length of a

school bus to each other.
Team is distributed, but there is an absence of microphones
and webcams and 1-2 meetings a day.
Team has not delivered anything to real users in the last 3
months.
If no user has seen real running software inside the last
month.
They don't have the output of last month's retrospective on
the wall.
They don't have fully automated unit tests, and a large
number of acceptance tests aren't automated.
They're not having a build integration at least once a day.
They write big requirements documents, and they don't know
how to split those up into smaller pieces.
They have itty-bitty requirements on the order of "here's what

Agile Is NOT A Silver Bullet

Courage!!!
Constant business involvement
Need for more discipline
Greater emphasis on testing (and automation)
Whole organization involvement
Keep an open mind
Become a learning organization

Naresh Jain: http://www.slideshare.net/nashjain/agile-is-the-new-waterfall

New Skills Are Needed!

IT:

Handling Abstraction. Effective Facilitation and Agile

Requirements Gathering with Just Enough Documentation
Leadership, Teamwork and Collaboration.
Ability to breakdown stories into small manageable tasks.
Ability to focus on getting stories completed with low/no
bugs by incorporating Test Driven Development.
Ability to work and collaborate within the IT department
(cross functional).
Communication, synchronization between multiple teams.
Focus more on business value (ROI) than technical
implementation.
Do not lose sight of the Big Picture. Comfortable with
iterative and incremental development.

Technical Best Practices For Teams

Test-driven development
Automated builds and
continuous integration
Collective code
ownership
Continuous refactoring
Frequent design and
code reviews
Highly collaborative
team processes
High customer contact
and max transparency
Automated acceptance
and regression tests

References
Test-driven development
Automated builds and continuous integration
Collective code ownership
Continuous refactoring
Frequent design and code reviews
Highly collaborative team processes
High customer contact and max transparency
Automated acceptance and regression tests