agile Motion

stray from organized chaos

• Parallel priorities
• Distributed project management
• Normalized responsibility

scrum

What SCRUM Is:

• A framework for collaboration on complex projects
• Incrementing products iteratively to minimize risk
• Timeboxing
• Structured planning
• Role definitions

What SCRUM Is not:

• A complete process for building products
• Open season on scope-creep
• Easy to master

Tenents of Scrum

• Transparency
• Inspection
• Adaptation

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Scrum Artifacts

The Product Backlog

• An ordered list of everything to be done
• Ordered by priority
• Widely varying degrees of detail
• Maintained by the Product Owner
• Estimated by the Development Team

The Sprint Backlog

• Section of the Product Backlog
• Items to be done in an active Sprint
• Highly-detailed items

Increments

• All Product Backlog items completed in a Sprint
• A set of Items that is useable, regardless of whether it is used

supply, demand, and service

Supply: The Development Team

• All members contributing to development
• Includes developers, designers, UX, etc
• Empowered to organize and manage their own work

Supply: The Development Team

• They are self-organizing
• They are cross-functional
• They are one; they contain no sub-teams

Demand: The Product Owner

• A single project representative
• Responsible for adding business value to a project
• Responsible for the entire Product Backlog

Demand: The Product Owner

• They clearly expresss Backlog Items
• They organizes the Backlog to best achieve goals
• He/She optimizes the value the Development Team performs
• He/She ensures all team members understand active Sprint Items
• He/She is the chief arbiter on all decisions on the Backlog

Demand: The Product Owner

• He/She may not change any part of an ongoing Sprint
• He/She may not commit the Development Team to additional scope
• He/She may not modify the Scope of an active Item
• He/She may not introduce Technical Debt
• He/She is the ONLY person allowed to cancel or restart a Sprint

Service: The Scrum Master

• Responsible for Scrum
• Lifts blockers, streamlines events
• Helps all members outside team understand process

Service: to Product Owner

• Hone techniques for Product Backlog management
• Help facilitate clear and concise Product Backlog items
• Ensuring Increments provide the most business value

Service: to Development Team

• Coaching toward self-organization
• Identifying and removing impediments
• Assisting with organizational environments outside of Scrum

Stories

birth of a story

• No definition or restriction
• Often tasks or bugs
• Sometimes high-level concepts

Refinement: A road to clarity

• Adding detail and narrowing scope
• Often requires splitting into smaller pieces
• Each piece must have a definition of "Done"
• Estimation provided by Development Team

Points. Or CHIHUAHUAS.

• Non-descript definition of effort
• It's not Hours!

The System of Boxes

The Sprint

• Two-Week Increment
• All work considered "Done" is complete
• All work unfinished moves to next Sprint
• Next Sprint starts immediately

The Sprint

• A Sprint Goal is defined
• Scope generally does not change*

Sprint Planning Event

• No more than 3-hours across all projects
• Product Owner provides up-to-date Product Backlog
• Sprint Goal is defined to be used in Daily Scrum

Sprint Planning Event

• "What can be delivered in the upcoming Sprint?"
• "What is the Sprint Goal?"
• "How will the work needed be achieved?"

Sprint Review Event

• No more than 2-hours across all projects
• An inspection at the end of each Sprint
• Demo from Development Team
• Business update from Product Owner

Sprint Retrospective Event

• No more than 1-hour across all projects
• Review of process and impediments
• Informal "Meeting of the Minds"
• Beer@Motel

Backlog Refinement Events

• No more than 2-hours per week
• Regular update to add detail to the Product Backlog
• Break down tasks, add detail, acceptance criteria, etc
• Development team provides estimates

Daily Scrum

• 15-Minute event for Development Teams
• Synchronize activities and plan next 24 hours
• Product Owners may attend, but may not contribute

Daily Scrum

• "What did I do yesterday?"
• "What am I doing today?"
• "What is impeding me from reaching the Sprint Goal?"

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Proration

Ups and Downs

• Fully anticipated development
• Organizational prioritization
• Limited support for "monster projects"

"HELp!" and other escalations

• Step 1: Lend a cup of sugar
• Step 2: The Chief Product Owner

fin.