WELCOME TO INTRO TO AGILE PROJECT MANAGEMENT AUBREY KAIGLER, PMP, ITIL. Please configure your audio: Meeting Audio Setup Wizard

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1 WELCOME TO INTRO TO AGILE PROJECT MANAGEMENT AUBREY KAIGLER, PMP, ITIL Please configure your audio: Meeting Audio Setup Wizard

2 Feedback and Interaction Raise your hand Give a thumbs up Give a thumbs down Give a laugh Give applause

3 Reconnecting to Class Reconnecting to Class: Should the class connection be lost due to Internet issues, return to the LMS and re-launch the class with the Launch Class button. Alerts on system issues may also be published within the LMS describing the issue and potential resolution

4 Class Recordings Class Recordings: Recordings of this class may be available. If so, they are accessible from within the LMS after the end of our session.

5 For what is this class intended? For those new to Agile and Scrum; To: provide an entry level understanding; show differences; Terminology; A opportunity to discuss and ask questions; establish a foundation.

6 6 What this class is not? an in depth or an intensive look; To make you an expert at the end by the end of class; just about Agile and Scrum going to follow the class manual page by page.

7 7

8 8 A temporary endeavor to create a unique product, service or result.

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10 10 The Deliverable!!!!

11 11 What is AGILE? A relentless, never-ending quest for improving development

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13 13 Iterations and Incremental

14 We re losing the relay race The relay race approach to product development may conflict with the goals of maximum speed and flexibility. Instead a holistic or rugby approach where a team tries to go the distance as a unit, passing the ball back and forth may better serve today s competitive requirements. Hirotaka Takeuchi and Ikujiro Nonaka, The New New Product Development Game, Harvard Business Review, January 1986.

15 15 What is Agile?, pg. 2 Agile software development is a group of software development methods based on iterative and incremental development, where requirements and solutions evolve through collaboration between selforganizing, cross-functional teams. It promotes adaptive planning, evolutionary development and delivery, a time-boxed iterative approach, and encourages rapid and flexible response to change. It is a conceptual framework that promotes foreseen interactions throughout the development cycle.

16 16 Iterative and Incremental development

17 17 Evolutionary development

18 18 Time box a time box is the maximum duration within which the Scrum team hopes to achieve the defined purpose. If the purpose is achieved earlier, then the time boxed ceremony ends early. Time boxes provide control by allowing the Scrum team to be self-managing, selforganizing, collaborative, and aligned to accomplish the purpose of the time boxed ceremony.

19 19 Benefits of Time boxing for the team

20 20 Benefits of short term scrums

21 21 Agile Manifesto

22 The Agile Manifesto a statement of values Individuals and interactions Working software Customer collaboration Responding to change over over over over Process and tools Comprehensive documentation Contract negotiation Following a plan

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24 24 Agile Values Communication; Simplicity; Feedback; Courage; and Humility.

25 Agile Values - Communication

26 26 Agile Values Simplicity

27 27 Agile Values Simplicity The desirability of simplicity is sometimes expressed as the KISS Principle. Do today only what you absolutely need to do today. No future-proofing. No gold-plating. Achieve Just Barely Good Enough (JBGE). JBGE is actually the most effective possible

28 28 Agile Values Simplicity It s easy to continue developing a product beyond some point. A Standish Group survey in 2009 stated that over 70% of functionality is never or rarely used. Not doing that work is a great opportunity to do more valuable work.

29 29 Agile Values Feedback

30 30 Agile Values - Courage

31 31 Agile Values - Humility

32 32 What is Scrum?

33 Scrum in 100 words Scrum is an agile process that allows us to focus on delivering the highest business value in the shortest time. It allows us to rapidly and repeatedly inspect actual working software (every two weeks to one month). The business sets the priorities. Teams self-organize to determine the best way to deliver the highest priority features. Every two weeks to a month anyone can see real working software and decide to release it as is or continue to enhance it for another sprint.

34 34 Scrum in action at Apple

35 35 Advantages of SCRUM Staff commitment Better overview of the project Less bugs Updating of priorities Focus on quality of product

36 Characteristics Self-organizing teams Product progresses in a series of short sprints Requirements are captured as items in a list of product backlog Business sets the priority No specific engineering practices prescribed Uses generative rules to create an agile environment for delivering projects

37 37 Self Organizing Teams

38 38 The Scrum environment

39 39 The difference

40 40 The Product Owner, pg. 22

41 41 Product Owner Customer Interface

42 Product owner Define the features of the product Decide on release date and content Be responsible for the profitability of the product (ROI) Prioritize features according to market value Adjust features and priority every iteration, as needed Accept or reject work results

43 43 Purpose of a Product Owner The product owner does not get to say, "We have four sprints left, therefore you must do one-fourth of the product backlog this sprint." The Scrum product owner's job is to motivate the team with a clear, elevating goal. Team members know best what they are capable of, and so they select which user stories from the top of the product backlog they can commit to delivering during any sprint.

44 44 Scrum Master, pg. 23

45 The Scrum team, pg. 23 Typically 5-9 people Cross-functional: Programmers, testers, user experience designers, etc. Members should be full-time May be exceptions (e.g., database administrator)

46 The Scrum Process

47 47 Daily Scrum - Purpose

48 Product Backlog, pg. 27

49 49 User Story, pg. 26

50 50 User Story and Card

51 51 Sample user stories

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54 54 Scrum Task Board

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56 56

57 Sprint Backlog

58 58 Scalability Typical individual team is 7 plus or minus 2 people. Scalability comes from teams of teams Factors in scaling Type of application Team size Team dispersion Project duration

59 59 Scalability

60 60

61 61 Business Owner

62 62 Project Manager

63 63 Sprint Review, pg. 30

64 64 Sprint Review, pg. 30 Limit prep to 30 minutes; State product goal at start of meeting; Product Back Log visible; Check each item is presented; Anyone present can ask questions; 10 minutes to 2 hours; and Sufficient time for review and feedback

65 Sprint retrospective Periodically take a look at what is and is not working; Typically minutes; Done after every sprint; Whole team participates: Scrum Master Product owner Team Possibly customers and others

66 66