intro to agile
TRANSCRIPT
Intro to Agile Project ManagementCatalina Movileanu (@catalinamo)
Agenda
• Part 1: Set the stage
• Part 2: Agile Mindset and Methods – short overview
• Part 3: Scrum Framework – short overview
• Part 4: Case study – part 1
• Part 5: Case study – part 2• Create user stories
• Prioritize the backlog/high level estimation
• Estimate user stories
Part 1Set the stage
Work in pairs
Tell each other(1) what did you get from the first part of the workshop(2) what are your expectations for today
Part 2Agile Project Management
What is Agile?
• Agile is a way of thinking (mindset/philosophy)
NOT a• Process
• Framework
• Tool
• Agile way of thinking can be manifested through many different practices.
Many Practices
12 Principles
4 Values
Agile Mindset
The Agile Manifesto (4 Values)
• Individuals and interactions over processes and tools
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan
Agile 12 principles
• Satisfy customer with great products
• Welcome change
• Deliver frequently
• Work with business
• Motivate people
• Face-to-face communication
• Measure work done
• Maintain sustainable pace
• Maintain design
• Keep it simple
• Team creates the best requirements and design
• Reflect and adjust
Agile Principles 1/12
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
Satisfy customer with great software
Agile Principles 2/12
Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
Welcome change
Agile Principles 3/12
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
Deliver frequently
Agile Principles 4/12
Business people and developers must work together daily throughout the project.
Work with business
Agile Principles 5/12
Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
Motivate people
Agile Principles 6/12
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
Face-to-face communication
Agile Principles 7/12
Working software is the primary measure of progress.
Measure software done
Agile Principles 8/12
Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace
indefinitely.
Maintain sustainable pace
Agile Principles 9/12
Continuous attention to technical excellence and good design enhances agility.
Maintain design
Agile Principles 10/12
Simplicity--the art of maximizing the amount of work not done--is essential.
Keep it simple
Agile Principles 11/12
The best architectures, requirements, and designs emerge from self-organizing teams.
Team creates architecture
Agile Principles 12/12
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly.
Reflect and adjust
Agile Flavors
Scrum - Project Management Framework
XP - Focused on Engineering Practices
Lean and Kanban - Limiting work in progress & optimizing flow
DSDM - Explicit view of teams at the boarder stakeholder view
FDD - Focused on feature delivery
Crystal - Situationally Specific Solutions
Unifying themes of Agile Methods
• Emerging scope
• Timeboxed development
Cost Time
Scope Cost Time
ScopeVariable
Fixed
100% must have
Must haveShould have
Could have
Traditional ManagementConstraints
AgileConstraints
Feasibility
Assessing value• NVP
• IRR
• ROI
Project visioning• Design the product box
Business Case
Initiation
Project chartering• W5H (What, Why, Who, Where, and How) attributes
Aligning stakeholders expectations• Wireframes• Personas• User story /backlog
• As a <Role>, I want <Functionality>, so that <Business Benefit>• Story map/product roadmap
High level estimates • customer value prioritization• risk-adjusted backlog
Planning
• Backlog and product roadmap• Plan releases
• Release planning• Slicing stories
• Story estimation using planning poker (points, T-shirt size, jelly beans, etc)
• Build a release plan
• Iteration/Sprint planning• Sprint backlog
Delivering Value
• Task/Kanban boards
• WIP limits
• Incremental delivery
Incremental vs. Iterative
Confirming Value
• Prototypes
• Simulations
• Demonstrations
IKIWISI - I know it when I’ll see it
Iteration review meeting
Tracking and reporting value
• earned value management for agile projects• SPI = completed features/planned
features
• CPI=earned value/actual costs
• cumulative flows diagrams (CFDs)
• risk burn down graphs
• task/kanban boards
• velocity
Part 3Scrum Project Management Framework
What is SCRUM?
• A set of practices, roles, events, artifacts• Transparency
• Inspection
• Adaptation
Definition from rugby football:“a scrum is a 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 teams
Development Team
• Empowered to manage its own work
• Self-organizing and cross-functional.
• 5-10 members
• Deliver potentially releasable increment of “done” product at the end of each sprint.
Product Owner
• Responsible for maximizing the value of the products
• Manages the product backlog (including its prioritization, accuracy, shared understanding, value and visibility).
Scrum Master
• Responsible for ensuring that Scrum is understood and used
• Servant leader to the development team
• Scrum coach
• Removing impediments
• Facilitate meetings
• Assist the product owner
Scrum events
• Sprints
• Sprint planning meeting
• Daily Scrum - 15-minute timeboxed daily meeting
• Sprint Review
• Sprint Retrospective
Artifacts
• Product backlog
• Sprint backlog
• Definition of done
• Burn down charts
Part 4Case study – Oversight Steering Committee Meeting Tool
Oversight Steering Committee Meeting Tool
Part 1 (feasibility)
• Create a vision (elevator) statement
• Design the product box
Part 2 (initiating and planning)
• Create backlog – min 7 stories (10 min)
• Prioritize backlog (MOSCOW) (7 min)
• Estimate backlog stories (Fibonacci) (10 min)
Elevator statement
Design the Box
Front of the box
• Product name
• Logo/graphic
• 3-4 key selling points or objectives
Back of the Box• Product description
• Features list
Think of your project as a product you have to sell, using limited space on front/back of the packaging box. What would you say?
Part 5: Case study – part 2
• Create backlog
• Prioritize the backlog/high level estimation
• Estimate user stories
Create product backlog
• A product backlog contains descriptions of the functionality (user stories) desired in an end product.
User stories are short, simple description of a feature told from the perspective of the person who desires the new capability, usually a user or customer of the system.
• As a <type of user>, I want <some goal> so that <some reason>.
Twitter case study
Define backlog – 10 mins
• Write at least 7 user stories for your product
Prioritize backlog – MoSCoWTime – 10 min
• M - Must have: Describes a requirement that must be satisfied in the final solution for the solution to be considered a success.
• S - Should have: Represents a high-priority item that should be included in the solution if it is possible. This is often a critical requirement but one which can be satisfied in other ways if strictly necessary.
• C - Could have: Describes a requirement which is considered desirable but not necessary. This will be included if time and resources permit.
• W - Would have/WON'T: Represents a requirement that stakeholders have agreed will not be implemented in a given release, but may be considered for the future. (note: occasionally the word "Would" is substituted for "Won't" to give a clearer understanding of this choice)
Estimate backlog stories (Fibonacci) – 10 min
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