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Gateway to Agile: Taste of Scrum Event

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Gervais Johnson, Advisor
Gervais Johnson, Advisor

This document summarizes an Agile event on Scrum. It introduces two panelists: Gervais Johnson, Director of National Agile Practice at MATRIX, and Andrew Grutza, Director of PMO at First Republic Bank. The agenda includes discussions on Scrum fundamentals, comparisons to structured and project-led approaches, the Scrum framework, events, roles and cadence. It also covers potential "Dark Agile" patterns when the Agile ecosystem is not properly aligned. The document concludes with discussing the roadmap for future events on XP and BDD.

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GATEWAY TO AGILE Taste of Scrum Event
THANK YOU
GERVAIS, ANDREW, PANEL  Gervais Johnson, MATRIX, Director or National Agile Practice, Empower Agile Adoptions and Transitions and Transformations, 16 Years IBM tenure / Agile Founding Member  Andrew Grutza, First Republic Bank, Director - PMO. Previous experience as Program Manager, Senior Business Analyst, Business Analyst, and Technical Writer. Fifteen years'​ experience in the Financial Services technology industry including mobile and online banking platforms, and mobile application development. Special Thanks to Om Omprakish, Amit Puri, Rob Trivetti, Christi Lucas, Justin Harless
ROADMAP
SCRUM Agile Ecosystem Thread #2
SCRUM Work Shop Panel Next Event OUR AGENDA
AGILE ECOSYSTEM Scrum practice thread
SCRUM AGILE TABLE STAKES 1995 – Jeff Sutherland and Ken Schwaber at OOPSLA in Austin, TX Sutherland, John Scumniotales and Jeff McKenna while at Easel Corporation Software Development process
SCRUM IN 6 MINUTES
A lightweight, Agile framework for iterative and incremental software development • Process Framework: A specific set of practices • Lightweight: Set is small, not comprehensive • Agile: Reflects the Agile Manifesto • Iterative: Deliver results in frequent increments • Incremental: Build solution from emerging design SCRUM IS LIGHTWEIGHT
Success is not “planned scope, on time, on budget” Success requires “customer satisfaction with responsiveness and turnaround time” Responsiveness: They want everything Turnaround time: They want it today Perfect world: Deliver feature on the day it’s requested Instant turnaround (zero time to delivery) Total responsiveness (“Yes” to every request) The real world: How close to perfection can we get? Instant turnaround  Work in short cycles Total responsiveness  Implement in value- driven rank order Revise rank before each cycle Enables rapid changes in direction Structured Scrum Goal: Deliver planned scope, on schedule, within budget Goal: Maximize value delivered per time period Freezes scope, estimates schedule Freezes schedule, estimates scope Preserves scope by adjusting schedule Preserves schedule by adjusting scope Plans all features, designs all features, implements all features, tests all features, fixes all bugs, in that order Plans one feature, designs feature, implements feature, tests feature, fixes bugs for feature, then repeats for next feature Planning generates intricate schedule of tasks (e.g., Gantt chart), sequenced by dependencies, and constrained by resource leveling to optimize resource usage Planning generates simple, ordered to- do list. It maps deliverables to iterations based on rough estimates of deliverables and Team capacity for work. Delivers all value at end of project (late ROI) Delivers value frequently, at intervals driven by business needs (early ROI) Customer experiences product at end of project Customer experiences product early and often SCRUM VS STRUCTURED VS PROJECT LED
SCRUM = 3X….10X Scrum Do Twice the Work in Half the Time
SCRUM TEAM
Events Time Box Input Output Value Backlog Grooming* <1 hr Draft User Stories, Epics from Product Owner Finalized User Stories Technical Stories Ranking for top PBIs Product Backlog & Team are ready for Sprint Planning Sprint Planning 2 - 8 hr Ranked Product Backlog with Acceptance Criteria Sprint Backlog: • Selected stories + estimates • Tasks + estimates Team has a plan to implement Sprint Backlog Daily Stand-Up <15 min In-progress Tasks Tasks updated Impediments raised Team members on same page re: Sprint progress and impediments Sprint Review < 1 hr Demo prepared for completed stories New Stories, based on review by Product Owner Ranking may be revised Ensure appropriateness of deliverables Retrospective 1 - 1.5 hr Sprint performance data, e.g. Burndown chart Short list of improvements for next Sprint, with owners Learn from experience, enable continuous improvement SCRUM EVENTS
SCRUM CADENCE Working Days Day 1 Backlog Grooming Day 31 Sprint Planning Meeting Begin Dev & Testing Sprint Review Day 3 Day 5 Day 7 Day 9 Day 11 Day 13 Day 15 Day 17 Day 19 Day 21 Day 23 Day 25 Day 27 Day 29 Sprint N-1 Sprint N Sprint N+1 Retrospective Begin Dev & Testing Sprint Planning Meeting Backlog Grooming Backlog Grooming Cadence: Rhythmical motion or activity Requirements are completed before Sprint starts (Grooming 2-3 Sprints Ahead) Planning is continuous, not phased
Scrum Cinematography Bad Scrum Funny Scrum
POWER START • P = Purpose • O = Outcome • W = WIIFM • E = Energize and Engage • R = Roles/Responsibilities
WORKSHOP TEAMS
WORKSHOP DEBRIEF Experiences Wow Moments Feelings Follow-up
PANEL Ask me About SCRUM
GATEWAY TO AGILE XP and BDD Next
AGILE ECOSYSTEM Dark Agile is created by improper alignment and care of your Agile Ecosystem AND Unhappiness
DARK AGILE PATTERNS Technocentrics Self-Absorbed Augmented Reality Laissez-Faire Grand Unified Theory
TECHNOCENTRICS Too much Focus on Agile Practices and Tools Individual Collective (Limited) Interior
SELF-ABSORBED Too much Focus on Agile Practices and Tools + Agile Humanity All Individual Interior
AUGMENTED REALITY Little or No Focus on Organization and Culture & Environment Individual Collective (Selective) Interior
LAISSEZ-FAIRE Insufficient Focus or Alignment Across Quadrants Individual + Collective Interior + Exterior Minimalist
GRAND UNIFIED THEORY Too Much Focus on Each Quadrants, No Synchronicity Individual + Collective Interior + Exterior Extermist
GATEWAY TO AGILE Roadmap and Interests Groups
ROADMAP
GRAND CHALLENGE Team to organize and operate grand challenge Prize $TBD
EVENT COORDINATION Team to help with Meetup and Events
SPONSOR MANAGEMENT Team to help with Sponsors
THANK YOU NEXT: XP and BDD at Oracle

More Related Content

Gateway to Agile: Taste of Scrum Event

  • 1. GATEWAY TO AGILE Taste of Scrum Event
  • 3. GERVAIS, ANDREW, PANEL  Gervais Johnson, MATRIX, Director or National Agile Practice, Empower Agile Adoptions and Transitions and Transformations, 16 Years IBM tenure / Agile Founding Member  Andrew Grutza, First Republic Bank, Director - PMO. Previous experience as Program Manager, Senior Business Analyst, Business Analyst, and Technical Writer. Fifteen years'​ experience in the Financial Services technology industry including mobile and online banking platforms, and mobile application development. Special Thanks to Om Omprakish, Amit Puri, Rob Trivetti, Christi Lucas, Justin Harless
  • 8. SCRUM AGILE TABLE STAKES 1995 – Jeff Sutherland and Ken Schwaber at OOPSLA in Austin, TX Sutherland, John Scumniotales and Jeff McKenna while at Easel Corporation Software Development process
  • 9. SCRUM IN 6 MINUTES
  • 10. A lightweight, Agile framework for iterative and incremental software development • Process Framework: A specific set of practices • Lightweight: Set is small, not comprehensive • Agile: Reflects the Agile Manifesto • Iterative: Deliver results in frequent increments • Incremental: Build solution from emerging design SCRUM IS LIGHTWEIGHT
  • 11. Success is not “planned scope, on time, on budget” Success requires “customer satisfaction with responsiveness and turnaround time” Responsiveness: They want everything Turnaround time: They want it today Perfect world: Deliver feature on the day it’s requested Instant turnaround (zero time to delivery) Total responsiveness (“Yes” to every request) The real world: How close to perfection can we get? Instant turnaround  Work in short cycles Total responsiveness  Implement in value- driven rank order Revise rank before each cycle Enables rapid changes in direction Structured Scrum Goal: Deliver planned scope, on schedule, within budget Goal: Maximize value delivered per time period Freezes scope, estimates schedule Freezes schedule, estimates scope Preserves scope by adjusting schedule Preserves schedule by adjusting scope Plans all features, designs all features, implements all features, tests all features, fixes all bugs, in that order Plans one feature, designs feature, implements feature, tests feature, fixes bugs for feature, then repeats for next feature Planning generates intricate schedule of tasks (e.g., Gantt chart), sequenced by dependencies, and constrained by resource leveling to optimize resource usage Planning generates simple, ordered to- do list. It maps deliverables to iterations based on rough estimates of deliverables and Team capacity for work. Delivers all value at end of project (late ROI) Delivers value frequently, at intervals driven by business needs (early ROI) Customer experiences product at end of project Customer experiences product early and often SCRUM VS STRUCTURED VS PROJECT LED
  • 12. SCRUM = 3X….10X Scrum Do Twice the Work in Half the Time
  • 14. Events Time Box Input Output Value Backlog Grooming* <1 hr Draft User Stories, Epics from Product Owner Finalized User Stories Technical Stories Ranking for top PBIs Product Backlog & Team are ready for Sprint Planning Sprint Planning 2 - 8 hr Ranked Product Backlog with Acceptance Criteria Sprint Backlog: • Selected stories + estimates • Tasks + estimates Team has a plan to implement Sprint Backlog Daily Stand-Up <15 min In-progress Tasks Tasks updated Impediments raised Team members on same page re: Sprint progress and impediments Sprint Review < 1 hr Demo prepared for completed stories New Stories, based on review by Product Owner Ranking may be revised Ensure appropriateness of deliverables Retrospective 1 - 1.5 hr Sprint performance data, e.g. Burndown chart Short list of improvements for next Sprint, with owners Learn from experience, enable continuous improvement SCRUM EVENTS
  • 15. SCRUM CADENCE Working Days Day 1 Backlog Grooming Day 31 Sprint Planning Meeting Begin Dev & Testing Sprint Review Day 3 Day 5 Day 7 Day 9 Day 11 Day 13 Day 15 Day 17 Day 19 Day 21 Day 23 Day 25 Day 27 Day 29 Sprint N-1 Sprint N Sprint N+1 Retrospective Begin Dev & Testing Sprint Planning Meeting Backlog Grooming Backlog Grooming Cadence: Rhythmical motion or activity Requirements are completed before Sprint starts (Grooming 2-3 Sprints Ahead) Planning is continuous, not phased
  • 17. POWER START • P = Purpose • O = Outcome • W = WIIFM • E = Energize and Engage • R = Roles/Responsibilities
  • 21. GATEWAY TO AGILE XP and BDD Next
  • 22. AGILE ECOSYSTEM Dark Agile is created by improper alignment and care of your Agile Ecosystem AND Unhappiness
  • 24. TECHNOCENTRICS Too much Focus on Agile Practices and Tools Individual Collective (Limited) Interior
  • 25. SELF-ABSORBED Too much Focus on Agile Practices and Tools + Agile Humanity All Individual Interior
  • 26. AUGMENTED REALITY Little or No Focus on Organization and Culture & Environment Individual Collective (Selective) Interior
  • 27. LAISSEZ-FAIRE Insufficient Focus or Alignment Across Quadrants Individual + Collective Interior + Exterior Minimalist
  • 28. GRAND UNIFIED THEORY Too Much Focus on Each Quadrants, No Synchronicity Individual + Collective Interior + Exterior Extermist
  • 29. GATEWAY TO AGILE Roadmap and Interests Groups
  • 31. GRAND CHALLENGE Team to organize and operate grand challenge Prize $TBD
  • 32. EVENT COORDINATION Team to help with Meetup and Events
  • 33. SPONSOR MANAGEMENT Team to help with Sponsors
  • 34. THANK YOU NEXT: XP and BDD at Oracle

Editor's Notes

  1. 13 Key recommendations are grouped into 5 functional areas (themes)
  2. 13 Key recommendations are grouped into 5 functional areas (themes)
  3. 13 Key recommendations are grouped into 5 functional areas (themes)