introduccion a scrum - v1.0 - roger vargas

7/29/2019 Introduccion a SCRUM - V1.0 - Roger Vargas

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Introduccin aSCRUM

Roger Vargas


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Estamos perdiendo la carrera de relevos

Hirotaka Takeuchi and Ikujiro Nonaka,The New Product Development Game, Harvard Business Review,January 1986.

The relay race approach to product

developmentmay conflict with the goals of maximumspeed and flexibility. Instead a holistic or rugby

approachwhere a team tries to go the distance as aunit, passing the ball back and forthmay better serve

todays competitive requirements.


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en resumen SCRUM

1. Es un proceso gil que nos permite centrarnos enentregar el mayor de negocio en el menor tiempoposible.

2. Nos permite monitorear rpidamente y repetidamente

el trabajo real del desarrollo del software ( de 2 a 4semanas).

3. Las prioridades son establecidas por el negocio.4. Los equipos se auto-organizan para determinar la

mejor manera de entregar las caractersticas delproducto de mayor prioridad.

5. Cada 2 a 4 semanas se puede ver el resultado deltrabajo real y se puede decidir liberarlo o continuar

para mejorarlo en otro sprint.


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Empresas que usan Scrum:

MicrosoftYahooGoogleElectronic Arts

Lockheed MartinPhilipsSiemensNokiaIBMCapital OneBBC

IntuitNielsen MediaFirst American Real EstateBMC Software

IpswitchJohn DeereLexis NexisSabreSalesforce.comTime WarnerTurner Broadcasting

Oce


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Aplicacin de Scrum:

Commercial software In-house development Contract development Fixed-price projects

Financial applications ISO 9001-certified

applications

Embedded systems

24x7 systems with 99.999%uptime requirements the Joint Strike Fighter

Video game development FDA-approved, life-criticalsystems

Satellite-control software

Websites

Handheld software Mobile phones Network switching applications

ISV applications Some of the largestapplications in use


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El Manifiesto agil

Process and toolsIndividuals and

interactionsover

Following a planResponding to

changeover

ComprehensivedocumentationWorking software over

Contract negotiationCustomer

collaborationover


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Cundo es til una metodologa gil?

Simple

ComplexAnarchy

Technology

R

equirements

Far fromAgreement

Close toAgreement

C

loseto

C

ertainty

F

arfrom

C

ertainty


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Sprints in this release

Sprint1

Sprint2

Sprint

3

Product

(increment)

Product

Owner

Scrum

Master

Team

Backlog

items selected

for release

Spring

Review

Spring

Retrospective

Sprint

backlog

Sprint

backlog

S1 backlog

S2 backlog

S3 backlog

Ready

checklist

Done

checklist

Agenda

Product

Backlog

Product Backlog

Daily

ScrumBurndow

n

Qu es Scrum?

AgendaAgenda

Sprint Planning

(2 a 4 weeks)


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Sprints El proyecto progresa en una serie de sprints

Duracin tpica de 2 a 4 semanas un mescalendario como mximo

Una duracin constante conduce a un mejorritmo El producto es diseado, codificado, y probado

durante el sprint

Sprint

1Sprint

2

Sprint

3


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Desarrollo secuencial vssuperpuesto

Source: The New New Product Development Game by Takeuchi

and Nonaka. Harvard Business Review, January 1986.

Rather than doing all ofone thing at a time...

...Scrum teams do a littleof everything all the time

Requirements Design Code Test


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Scrum framework

Product ownerScrumMasterTeam

Roles

Sprint planningSprint reviewSprint retrospectiveDaily scrum meeting

Reuniones

Product backlogSprint backlogBurndown charts

Artefactos


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Scrum framework


Ceremonies


Artifacts


Roles


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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 marketvalue

Adjust features and priority every iteration,as needed Accept or reject work results


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The ScrumMaster Represents management to the project Responsible forenacting Scrum values and

practices

Removes impediments Ensure that the team is fully functional and

productive

Enable close cooperation across all rolesand functions

Shield the team from external interferences


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The team Typically 5-9 people Cross-functional:

Programmers, testers, user experiencedesigners, etc.

Members should be full-time May be exceptions (e.g., database administrator)

Teams are self-organizing Ideally, no titles but rarely a possibility

Membership should change only betweensprints


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Roles

Scrum framework


Artifacts


Reuniones


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Sprint planning meeting

Sprint prioritization

Analyze and evaluate productbacklog

Select sprint goal

Sprint planning

Decide how to achieve sprintgoal (design)

Create sprint backlog (tasks)from product backlog items(user stories / features)

Estimate sprint backlog in hours

Sprintgoal

Sprint

backlog

Businessconditions

Teamcapacity

Productbacklog

Techno-logy

Current

product


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Sprint planning Team selects items from the product backlog

they can commit to completing Sprint backlog is created

Tasks are identified and each is estimated (1-16hours)

Collaboratively, not done alone by the ScrumMaster High-level design is considered

As a vacation

planner, I want tosee photos of thehotels.

Code the middle tier (8 hours)

Code the user interface (4)Write test fixtures (4)Code the foo class (6)Update performance tests (4)


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The daily scrum

Parameters Daily 15-minutes

Stand-up Not for problem solving Whole world is invited

Only team members, ScrumMaster, productowner, can talk Helps avoid other unnecessary meetings


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Everyone answers 3 questions

These are no t status for the ScrumMaster They are commitments in front of peers

What did you do yesterday? 1

What will you do today?

2

Is anything in your way?3


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The sprint review

Team presents what it accomplishedduring the sprint Typically takes the form of a demo of new

features or underlying architecture

Informal 2-hour prep time rule No slides

Whole team participates Invite the world

S i t t ti


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Sprint retrospective

Periodically take a look at what is and isnot working Typically 1530 minutes

Done after every sprint Whole team participates ScrumMaster

Product owner

Team Possibly customers and others

St t / St / C ti


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Start / Stop / Continue

Whole team gathers and discusses whattheyd like to:

Start doing

Stop doing

Continue doingThis is just oneof many ways todo a sprint

retrospective.

S f k


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Roles

Scrum framework


Reuniones


Artifacts

P d t b kl


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Product backlog

The requirementsA list ofall desired work on

the project

Ideally expressed such thateach item has value to theusers or customers of theproduct

Prioritized by the productowner Reprioritized at the start ofeach sprintThis is the

product backlog

A l d t b kl


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A sample product backlog

Backlog item EstimateAllow a guest to make a reservation 3

As a guest, I want to cancel a

reservation.

5

As a guest, I want to change the dates ofa reservation.

3

As a hotel employee, I can run RevPAR

reports (revenue-per-available-room)8

Improve exception handling 8

... 30

... 50

Th i t l


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The sprint goal

A short statement of what the work will befocused on during the sprint

Database Application

Financial services

Life Sciences

Support features necessaryfor population genetics studies.

Support more technicalindicators than company ABCwith real-time, streaming data.

Make the application run onSQL Server in addition to

Oracle.

M i th i t b kl


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Managing the sprint backlog Individuals sign up for work of their own choosing

Work is never assigned Estimated work remaining is updated daily

Any team member can add, delete or change thesprint backlog

Work for the sprint emerges If work is unclear, define a sprint backlog item with

a larger amount of time and break it down later Update work remaining as more becomes known

A sprint backlog


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A sprint backlog

TasksCode the user interface

Code the middle tier

Test the middle tier

Write online help

Write the foo class

Mon8

16

8

12

8

Tues4

12

16

8

Wed Thur

4

11

8

4

Fri

8

8

Add error logging

8

10

16

8

8

A sprint burndown chart


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A sprint burndown chart

Hours

Tasks Mon Tues Wed Thur Fri


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Hours

40

30

2010

0Mon Tue Wed Thu Fri

TasksCode the user interface

Code the middle tier

Test the middle tierWrite online help

Mon8

16

812

Tues Wed Thur Fri4

12

16

7

11

8

10

16 8

50

Scalability


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Scalability

Typical individual team is 7 2 people Scalability comes from teams of teams Factors in scaling

Type of application Team size Team dispersion

Project duration Scrum has been used on multiple 500+person projects

Scaling through the


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Scaling through theScrum of scrums

Scrum of scrums of scrums


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Scrum of scrums of scrums

introduccion a scrum - v1.0 - roger vargas

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