Scrum from the Trenches (at Nearsoft)

Transcription

1 Scrum from the Trenches (at Nearsoft)

2 AGENDA Definitions Roles Meetings Artifacts Process Rules Cultural changes Software Best Practices Nearsoft, Inc. All rights reserve.

3 AGILE Methoologies that choose to o things in small increments/iterations. Each iteration is worke on by a team through a full software evelopment cycle, incluing planning, requirements analysis, esign, coing, unit testing, an acceptance testing when a version is emonstrate to the stakeholers. Nearsoft, Inc. All rights reserve.

4 Agile Manifesto We are uncovering better ways of eveloping software by oing it an helping others o it. Through this work we have come to value: Iniviuals an interaction over Processes an tools Working software over Comprehensive ocumentation Customer collaboration over Contract negotiation Responing to change over Following a plan Nearsoft, Inc. All rights reserve.

5 SCRUM An iterative evelopment framework in which a project takes on a set of features that it can be implemente within a 1-4 weeks sprint. Nearsoft, Inc. All rights reserve.

6 DEFINITION: STORIES Stories escribe what the customer wants using the customer s language an perspective (e.g., ability to a a new user). A story is something that a value to the customer rather than an activity or task. Nearsoft, Inc. All rights reserve.

7 DEFINITION: SPRINT Is a efinition of features that can be implemente by the team within a timeframe from 1 to 4 weeks, sprints uration are efine accoring to the project size an level of feeback require. Nearsoft, Inc. All rights reserve.

8 Scrum Static Moel Nearsoft, Inc. All rights reserve.

9 Prouct Owner ScrumMaster Team SCRUM ROLES Nearsoft, Inc. All rights reserve.

10 SCRUM ROLE: PRODUCT OWNER Represent the voice of the customer. Makes sure that The Team work with the right things from a business perspective. Write stories, prioritizes them, an place them in the prouct backlog. Manage project features an releases to optimize ROI. Inspects increment an make aaptations to project after en of sprints. Can change features an priority every X ays, but not in the mile of a sprint. Nearsoft, Inc. All rights reserve.

11 SCRUM ROLE: SCRUMMASTER Scrums are facilitate by a ScrumMaster, primary job is to remove impeiments. The ScrumMaster is not the leaer of the team but act as a buffer between the team an any istracting influences. Enforcer of rules. Nearsoft, Inc. All rights reserve.

12 SCRUM ROLE: THE TEAM The team is a cross-functional group of people responsible for managing itself to evelop the prouct. The team has the responsibility to eliver the prouct. Nearsoft, Inc. All rights reserve.

13 WHAT ABOUT MANAGEMENT? Management responsibilities are ivie among all the roles Nearsoft, Inc. All rights reserve.

14 MEETINGS Sprint Planning Daily Scrum Scrum of Scrums Sprint Demo Sprint Retrospective Nearsoft, Inc. All rights reserve.

15 SPRINT PLANNING Hel at the beginning of the sprint cycle. Select what work is to be one. Prepare the Sprint Backlog that etails the stories that will be inclue in the Sprint an their estimates. Ientify an communicate the plan for the Sprint. Limite to eight hours, max. Nearsoft, Inc. All rights reserve.

16 PLANNING POKER (PP4H) Story points Nearsoft, Inc. All rights reserve.

17 MEETING: DAILY SCRUM The team every ay uring the sprint Start precisely on time All are welcome, only pigs may speak Time- boxe to 15 minutes Same location, same time every ay During the meeting each team member answers 3+1 questions: What i you o yesteray? Di you run into any obstacles? What are you planning to o toay? Is there anything that may prevent you from accomplishing your goal? Challenges? Nearsoft, Inc. All rights reserve.

18 MEETING: SCRUM OF SCRUMS Hel every ay normally after the aily scrum These meetings allow clusters of teams to iscuss their work, specially overlap an integration. A esignate person from each team attens. Same agena as aily scrum plus What has your team one since we last met? What will your team o before we meet again? Is anything slowing your team own or getting in their way? Are you about to put something in another team s way? (epenency management).. Nearsoft, Inc. All rights reserve.

19 MEETING: SPRINT DEMO Hel at the en of the sprint cycle Review the work that was complete an not complete. Present the complete work to the stakeholers (aka the emo). Limit to four hours. Challenges? Nearsoft, Inc. All rights reserve.

20 SPRINT RETROSPECTIVE All team members reflect on the past sprint. Make continuous process improvements. Two main questions are aske in the sprint retrospective What went well uring the sprint? What can be improve in the next sprint? Three hour time limit Nearsoft, Inc. All rights reserve.

21 ARTIFACTS Scrum artifacts Prouct Backlog Sprints Backlog Whiteboar Aitionally some metrics per sprint Velocity Estimate vs Actual Bugs foun Any other metric important for you Nearsoft, Inc. All rights reserve.

22 ARTIFACT: PRODUCT BACKLOG The features or user stories list that the prouct owner wants. The prouct owner is responsible for the contents, prioritization, an availability of the prouct backlog. The evelopment team is responsible for estimates an assumptions as neee for every prouct backlog item. Nearsoft, Inc. All rights reserve.

23 ARTIFACT: PRODUCT BACKLOG Nearsoft, Inc. All rights reserve.

24 ARTIFACT: PRODUCT BACKLOG Nearsoft, Inc. All rights reserve.

25 ARTIFACT: SPRINT BACKLOG The work or features that the team efines to be elivere in each sprint. Which backlog items go into the sprint is etermine uring the sprint planning meeting. Nearsoft, Inc. All rights reserve.

26 Nearsoft, Inc. All rights reserve. ARTIFACT: WHITEBOARD NOT CHECKED OUT CHECK ED OUT DON E SPRINT GOAL UNPLANNED ITEMS NE XT WITHDRA WN WITHDRA WN WITHDRA WN Fix memo ry leak Write failing test MIGRATIO N TOOL BACKOFFI CE LOGIN BACKOFFI CE USER ADMIN Write failing 2test DAO DB esign 2 1 Intege r test DEPOSI T Coe cleanu p1 Write Failing 1test GUI spec 2 Tapes try spike2 1 Write Failing 2test Tapes try spike2 1 Impl GUI1 Integr ate With JBoss 2 Write failing 3test GUI Desin g (CSS) 1 Clarify Requir e- ments 2 Impl GUI6 Sales Suppo 2rt Write White- Paper 4 BETA-READY RELEASE BURNDO WN

27 Nearsoft, Inc. All rights reserve. ARTIFACT: WHITEBOARD NOT CHECKED OUT CHECK ED OUT DON E SPRINT GOAL BURNDO WN UNPLANNED ITEMS NE XT WITHDRA WN WITHDRA WN WITHDRA WN Fix memo ry leak Write failing test MIGRATIO N TOOL BACKOFFI CE LOGIN BACKOFFI CE USER ADMIN Write failing 2test DAO DB esign 2 1 Intege r test DEPOSI T Coe cleanu p1 Write Failing 1test GUI spec 2 Tapes try spike2 1 Write Failing 2test Tapes try spike2 1 Impl GUI1 Integr ate With JBoss 2 Write failing 3test GUI Desin g (CSS) 1 Clarify Requir e- ments 2 Impl GUI6 Sales Suppo 2rt Write White- Paper 4 BETA-READY RELEASE

28 ARTIFACT: METRICS Velocity is a metric that preicts how much work a team can complete within a two-week sprint (or similar time-boxe perio). Bugs. Estimate vs Actual. Nearsoft, Inc. All rights reserve.

29 Scrum Dev & Test Process Overall Moel hrs 2-4 Week s Specs/ Wireframes Prouct Backlog Sprint Blocks Sprint Execution an Testing Prouct Increment Prouct owner: - Articulates prouct vision - Prioritizes list of what s to be one Team: - Clarify, unerstan an estimate every backlog item - Commitment-riven an capacity-base sprint planning - Requirements clarification - Fit features into sprint - Goals efinition for sprint - Create prouction coe - Testing strategy - Testing, Development, Staging environments - Continuous integration - Automate testing - Unit testing - Coe reviews - Bug fixing - Technical ebt - Progress tracking - Daily meetings - Promote to prouction - Release manifest - Upate reporting backlog (metrics) - Retrospective meeting

30 RULES Iterations must have fixe time boxes an be less than 4 weeks long. After completing the sprint, everything must be reay to go into prouction. A Scrum team must have a Prouct Owner an know who that person is. The Prouct Owner must have a Prouct Backlog, with estimates an assumptions create by the team. There must be no one outsie a team interfering with the team uring a sprint: No allowe to work on other projects unless is planne. All the team must be working focuse on features efine in the current sprint, any eviation is unacceptable unless is necessary to complete the features in the current sprint. Daily scrum meetings are aily, means every ay, same location, same hour. Nearsoft, Inc. All rights reserve.

31 CULTURAL CHANGES No Easy Roa to Agile Cultural Change Comman an control/ Micro management -vs- Self management. Transparency, no problems are swept uner the carpet. Transparency in planning. Estimates an elivery ates are efine by the people oing the job. Responing to change rather than managing to a plan. The team makes ecisions instea of being tol what to o. Nearsoft, Inc. All rights reserve.

32 Scrum exposes every inaequacy or ysfunction within an organization s prouct an system evelopment practices. The intention of Scrum is to make them transparent so the organization can fix them Nearsoft, Inc. All rights reserve.

33 BEST PRACTICES AT NEARSOFT Source control, check-in policies Continuous integration, eployment Peer reviews Pair Programming Unit testing Automate QA Atomic Check-ins, Comments Separate environments for Development, Testing an Prouction Definition of one Nearsoft, Inc. All rights reserve.

34 WORST PRACTICES? Working on prouct maintenance rather than new functionality. Working on the urgent rather than the important. Poor or no communication. Bug/Feature creep (out of control). QA or other stakeholers not part of the team. Write coe without stories. Delivery process is a problem or non-existent. No learning from mistakes, repeating over an over. Assigning tasks. Imposing ealines. Nearsoft, Inc. All rights reserve.

35 Q & A Julio

36 Thank You! Julio