Lesson 7 guideline. AGILE Scrum Methodology. Основные понятия

Содержание

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Основные понятия AGILE Scrum Methodology


Основные понятия

AGILE Scrum Methodology

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Scrum – это гибкая методология, которая фокусируется на business value Позволяет

Scrum – это гибкая методология, которая фокусируется на business value
Позволяет быстро

и последовательно предоставлять работающие части проекта заказчику
Каждые две недели любой заинтересованный человек может участвовать на показе текущей версии
Заказчик задает приоритеты. Команда самооопределяется, чтобы производить наиболее важную для заказчика функциональность
Scrum задает только общие правила управления проектом

Что такое Scrum

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CHARACTERISTICS Self-organizing teams Product progresses in a series of month-long “sprints”

CHARACTERISTICS

Self-organizing teams
Product progresses in a series of month-long “sprints”
Requirements are captured

as items in a list of “product backlog”
No specific engineering practices prescribed
Uses generative rules to create an agile environment for delivering projects
One of the “agile processes”
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THE AGILE MANIFESTO–A STATEMENT OF VALUES Source: www.agilemanifesto.org

THE AGILE MANIFESTO–A STATEMENT OF VALUES

Source: www.agilemanifesto.org

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PUTTING IT ALL TOGETHER

PUTTING IT ALL TOGETHER

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SPRINTS Scrum projects make progress in a series of “sprints” Typical

SPRINTS

Scrum projects make progress in a series of “sprints”
Typical duration is

2–4 weeks or a calendar month at most
A constant duration leads to a better rhythm
Product is designed, coded, and tested during the sprint
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Source: “The New New Product Development Game” by Takeuchi and Nonaka.

Source: “The New New Product Development Game” by Takeuchi and Nonaka.

Harvard Business Review, January 1986.

Rather than doing all of one thing at a time...

...Scrum teams do a little of everything all the time

Requirements

Design

Code

Test

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NO CHANGES DURING A SPRINT Plan sprint durations around how long

NO CHANGES DURING A SPRINT

Plan sprint durations around how long you

can commit to keeping change out of the sprint

Change

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SCRUM FRAMEWORK

SCRUM FRAMEWORK

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SCRUM FRAMEWORK Product backlog Sprint backlog Burndown charts Artifacts

SCRUM FRAMEWORK

Product backlog
Sprint backlog
Burndown charts

Artifacts

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PRODUCT OWNER Define the features of the product Decide on release

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 market value
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 for enacting Scrum

THE SCRUMMASTER

Represents management to the project
Responsible for enacting Scrum values and

practices
Removes impediments
Ensure that the team is fully functional and productive
Enable close cooperation across all roles and functions
Shield the team from external interferences
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THE TEAM Typically 5-9 people Cross-functional: Programmers, testers, user experience designers,

THE TEAM

Typically 5-9 people
Cross-functional:
Programmers, testers, user experience designers, etc.
Members should be

full-time
May be exceptions (e.g., database administrator)
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THE TEAM Teams are self-organizing Ideally, no titles but rarely a

THE TEAM
Teams are self-organizing
Ideally, no titles but rarely a possibility
Membership should

change only between sprints
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SCRUM FRAMEWORK

SCRUM FRAMEWORK

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Sprint planning meeting Business conditions Team capacity Product backlog Technology Current product

Sprint planning meeting

Business conditions

Team capacity

Product backlog

Technology

Current product

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SPRINT PLANNING Team selects items from the product backlog they can

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 (1-16 hours)
Collaboratively, not done alone by the ScrumMaster
High-level design is considered

As a vacation planner, I want to see photos of the hotels.

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THE DAILY SCRUM Parameters Daily 15-minutes Stand-up Not for problem solving

THE DAILY SCRUM

Parameters
Daily
15-minutes
Stand-up
Not for problem solving
Whole world is invited
Only team members,

ScrumMaster, product owner, can talk
Helps avoid other unnecessary meetings
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EVERYONE ANSWERS 3 QUESTIONS These are not status for the ScrumMaster

EVERYONE ANSWERS 3 QUESTIONS

These are not status for the ScrumMaster

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THE SPRINT REVIEW Team presents what it accomplished during the sprint

THE SPRINT REVIEW

Team presents what it accomplished during 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
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SPRINT RETROSPECTIVE Periodically take a look at what is and is

SPRINT RETROSPECTIVE

Periodically take a look at what is and is not

working
Typically 15–30 minutes
Done after every sprint
Whole team participates
ScrumMaster
Product owner
Team
Possibly customers and others
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START / STOP / CONTINUE Whole team gathers and discusses what

START / STOP / CONTINUE

Whole team gathers and discusses what they’d

like to:

Start doing

Stop doing

Continue doing

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SCRUM FRAMEWORK

SCRUM FRAMEWORK

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PRODUCT BACKLOG The requirements A list of all desired work on

PRODUCT BACKLOG

The requirements
A list of all desired work on the project
Ideally

expressed such that each item has value to the users or customers of the product
Prioritized by the product owner
Reprioritized at the start of each sprint

This is the product backlog

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A SAMPLE PRODUCT BACKLOG

A SAMPLE PRODUCT BACKLOG

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THE SPRINT GOAL A short statement of what the work will

THE SPRINT GOAL

A short statement of what the work will be

focused on during the sprint

Database Application

Financial services

Life Sciences

Support features necessary for population genetics studies.

Support more technical indicators than company ABC with real-time, streaming data.

Make the application run on SQL Server in addition to Oracle.

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MANAGING THE SPRINT BACKLOG Individuals sign up for work of their

MANAGING THE SPRINT BACKLOG

Individuals sign up for work of their own

choosing
Work is never assigned
Estimated work remaining is updated daily
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MANAGING THE SPRINT BACKLOG Any team member can add, delete or

MANAGING THE SPRINT BACKLOG

Any team member can add, delete or change

the sprint 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
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A SPRINT BACKLOG Tasks Code the user interface Code the middle

A SPRINT BACKLOG

Tasks

Code the user interface

Code the middle tier

Test the middle

tier

Write online help

Write the foo class

Mon

Tues

Wed

Thur

Fri

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A SPRINT BURNDOWN CHART Hours

A SPRINT BURNDOWN CHART

Hours

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Hours 40 30 20 10 0 Mon Tue Wed Thu Fri

Hours

40

30

20

10

0

Mon

Tue

Wed

Thu

Fri

Tasks

Code the user interface

Code the middle tier

Test the middle tier

Write online

help

Mon

8

16

8

12

Tues

Wed

Thur

Fri

50

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SCALABILITY Typical individual team is 7 ± 2 people Scalability comes

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
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SCALING THROUGH THE SCRUM OF SCRUMS

SCALING THROUGH THE SCRUM OF SCRUMS