Agile / Scrum

Oplossingen van deze tijd

What is Agile?

Generic Description of a style of working

Flexibility

Working closely with customer throughout

Ensuring final solution actually meets business need

Deferring decisions about detail as late as possible

• Scrum,

• Kanban,

• Lean

• Extreme Programming

(XP)

• PRINCE2 Agile

• AgilePM

• DSDM

• SAFe

Lighter Agile

approaches.

Typically development

and product focused

More extensive Agile

approaches.

Includes scaled Agile.

Typically Project focused

A L G I E

What is Agile?

Waterfall or Iterative and Incremental

Making it happen

Solution defined in detail

All features are promised

Time and budget can flex

PM plans in detail and

delegates work

Command & control structure

Solution evolves

Features are prioritised

Time and budget are fixed

Self directed team, PM removes

barriers to progress

Collaborative working

Vs

Vs

Vs

Vs

Vs

Agile Project Management Traditional Project Management

Vs

Project Variables –

Understanding what is negotiable Agile Approach

What is Agile? (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

People 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.

(But Agile is not just about delivering software, it applies to all types of project)

The difference between

Project work and BAU work

Scrum

SCRUM Aspects

1. Organization

Core roles

– Product Owner

– Scrum Master

– Scrum Team

• 7 ideal (5-9)

Non-core roles

– Stakeholders

– Vendors

– Chief Product Owner

– Chief Scrum Master

2. Business Justification

3. Quality

4. Change

5. Risk

EXTRA

Scrum Principles

1. Emperical Process Control

2. Self-organization

3. Collaboration

4. Value-based Prioritization

5. Time-Boxing

6. Iterative Development

EXTRA

Scrum Principles 1. Emperical Process Control

– Transparency, inspection adaption

2. Self-organization

– Team buy-in, motivation, innovative/creative environment

3. Collaboration

– Minimize Change by poor requirements, risks mitigated,

increase efficiency, practice continuous improvement

– Co-location is preferred

4. Value-based Prioritization

– Value, Risk, Dependency

5. Time-Boxing

6. Sprint 2-4 weeks, Daily Standup 15 min, Sprint Planning 8h,

Sprint Review 4h, Sprint Retrospect 4h

7. Iterative Development

EXTRA

Burn charts

General practices of the Kanban Method 1. Visualisation • To show how work is progressing

• To show what is still to do

• To show what problems exist.

The Lean Start-up

•Core concepts are:

– Build, Measure, Learn

– Create a Minimum Viable Product (MVP)

– Fail fast

– Validated learning.

• Lean Start-up focusses on uncertainty,

learning and handling change

• It refers to ‘shortening or accelerating the

feedback loop’

• Learning needs to be measurable.

AgilePM

PRINCE2 Agile Behaviours

1.Transparency

2.Collaboration

3.Rich Communication

4.Self-organization

5.Exploration.

The 5

behaviours

are:

Trends in werken in Projecten

Agile, Scrum, kanban,

Scrumban, Lean start-

up, lean, lean six sigma,

PRINCE2 Agile, AgilePM

Bluff your way into SCRUM

artifacts, productbacklog, sprint, timebox, daily stand-up, planning poker, retrospect, MoSCoW, Voice of the Customer, Epics, User story, Definition of done, Enough Design Up front, Minimal Viable Product

Bluff your way into Scrum • Artifacts, things we use in Scrum/Agile working, (this list)

• Productbacklog, ToDo list to create the full product

• sprint, timebox to create part of the product(baklog), 2-4 weeks

• timebox, period with a deadline

• daily stand-up, short meeting at the start of the day

• planning poker technique to estimate the work and create the plan

• retrospect, to review the way of working / process

• MoSCoW, Must have, Should have Could have WON’T have

• Voice of the Customer, technique to ensure the customer is involved

• Epic, high level desciption by the customer of something he wishes

• User story, detailed description of the customer of something he wishes

• Definition of done, technique to define when a piece of work is complete and DONE

• Enough Design Up front, technique to make sure just the minmial design is done

• Minimal Viable Product to make sure that the MUST HAVE’s are done and the product works