Agile.txt

"Just in Time" Manufactoring

• - Hirotaka Takeuchi/Ikujiro Nonaka
• Compared new approach to Rugby

- James P. Womack, Daniel T. Jones, Daniel Roos - Lean thinking

• Ken Schwaber at (ADM)
• Jeff Sutherland at (Easel)

Ken and Jeff co-presented Scrum

2001 and in Snowbird Utah

2001 and Ken Schwaber and Mike beedle

12

• 1) highest priority is to satisy the customer through early and continuous delivery of valuable software
• 2) welcome changing requirements, even late in development.
• 3) deliver working software frequently
• 4) business people and developers must work together daily throughout the project
• 5) build projects around motivated individuals and trust them to get the job done
• 6) provide face-to-face communication
• 7) working software is the primary measure of working software
• 8) Agile process promotes sustainable development that will lead to a project team maintaining constant pace indefinitely
• 9) attention to technical excellence and good design enhances agility
• 10) Simplicity is essential
• 11) the best requirements, design, and foundation emerge from self-organized teams
• 12) creating a team retrospective allows the team to become more effective to inspect and adapt on a regular interval.

• 1) individuals and interactions over processes and tools
• 2) working software over comprehensive documentation
• 3) customer collaboration over contract negotiation
• 4) responding to change over following a plan

* while there is value in the items on the right, we value the items on the left more

• 1) a philosophy or style of software development expressed by the values and principles of the Agile manifesto
• 2) Any and all of a large number of named and unnamed specific approaches to software development, including but not limited to XP, Scrum, and Crystal

• 1) a silver bullet
• 2) a methodology

Scrum is a framework

a framework has rules (roles, artifacts, and ceremonies) and can be played to fit your organization and business needs

"Scrum is not a methodology, as there is not a book of answers to go to. Scrum is more of a framework...simple and not a lot of rules; however, very detailed and complex strategies can come out of it" - Ken Schwaber

• - empirical
• - collaborative
• - self-organizing
• - rhythm
• - prioritization

- inspect and adapt to processes that are imperfect and generate unprdictable and unrepeatable outputs

• - requires that every piece of work be completely understood. Given a well-defined set of inputs, the same outputs are generated every time (i.e. you should generate the same results each time)
• - example: cooking recipe

• - it is an opportunity for two or more individuals or an organization to work together to achieve a common goal, which in-turn will better the team or organization not the individual
• - it is not an "us against them mentality"

- As a team you plan, design, and create in-order to accomplish a desired goal

• - it is when the Scrum team is able to do their development to an even and steady tempo
• - a deliverable is set in stone, with a date, by the team and any deliverable that has not met that date is considered to have failed

- working on tasks that have more importance than their counter-part and add value

• - courage
• - committed
• - humble
• - trustworthy

• - you will never learn unless you fail
• - explore
• - discover
• - pushing limits
• - takes risks

• - discuss in teams where and how each item below adds value:
• - courage
• - commitment
• - humbleness
• - trustworthiness
• - transparency

• - product backlog
• - sprint backlog
• - daily scrum meeting
• - 2 - 4 week sprint cycle
• - sprint review
• - potentiially shipable product
• - sprint retrospective

• Scrum Team (PIGS)
• - Scrum Master
• - Product Owner
• - Team Member
• Others (Chickens)
• - End Users
• - Stakeholders
• - The Wider Organization

• - visionary and voice of the product
• - groomer of the backlog
• - prioritize backlog with ROI (BV) and Risk
• - maintain the release plan
• - representative of the end users and stakeholders
• - accepts each story before considered complete
• - sets achievable goals and negotiate to provide a win-win for the project
• - 100% committed to the project

• - servant leader and impediment remover
• - facilitator
• - team protector
• - follows agile priniciples and practices
• - coach and mentor

• - self-organized
• - self-managed
• - cross functional
• - mutual accountability
• - 100 % dedicated
• - 100 % Committed
• - leave title at the door

• 1) Switching cost
• - time to switch
• - error of switch
• - rework
• 2) Clark and Wheelright study
• - 1 task 70% of the day
• - 2 tasks 80% of the day
• - 3 tasks 60 % of the day

• - product backlog
• - sprint backlog
• - sprint goal
• - product increment
• - impediment backlog

• - prioritized list of epics, themes and stories (i.e. requirements)
• - values and risk determine the importance
• - owned and groomed by the product team
• - 80/20 rule
• - MoSCoW

• - created and managed by the product owner
• - determined by team velocity
• - timeframes is approximately between 3 - 6 months
• - fix date

desired outcome of the sprint

• - a list of tasks and acceptance criteria that the team commits to completing by the end of a sprint
• - locked down after sprint planning
• - owned by the team

• - product burndown or burnup
• - sprint burndown

• - roadblocks are anything that was not accounted for during estimates
• - list of organizational and team roadblocks
• - managed by the Scrum Master

• - this would qualify as "team definition of done"
• - accepted by the product owner
• - you are able to provide a demo

• - project kick-off
• - release planning
• - pre-sprint planning (i.e story time)

• - product owner
• - a place where product vision is created
• - defines the users
• - defines the benefits
• - creates the initial product backlog
• - give a Scrum and XP Overview
• - defines the definition of Done

• - product owner
• - velocity based planning
• - negotiation with the team
• - understanding that things may, can, and will change

• - occurs within a sprint
• - team meets with product owner to breakdown, point, and create acceptance criteria for highest priority stories in the product backlog
• - story pointing
• - planning poker
• - service provider

• - you begin pulling stories from your product backlog
• - you size and point stories
• - team negotiation on stories
• - team commits to stories for the iteration
• - sprint planning occurs at the beginning of every sprint

• - is a daily meeting with the team and no more then 15 min
• - team will answer three questions
• - what did I complete since last daily
• - what will I commit to completing by next daily
• - are there any impedimates that are keeping me from completing my tasks
• - occational fourth question
• - thumbs-up or thoumbs-down, how are we feeling about completing our current sprint
• - the team is to talk to each-other and not the Scrum Master

• - demonstration of working completed and accepted stories to all stakeholders
• - working software is the only true measur of progress
• - no partial credit
• - occurs at the end of each sprint (i.e. every 2 weeks)

• - team collaborates at the end of each sprint
• - what worked well
• - what can be improved
• - team must commit to one actionable improvement for the next sprint

• - mechanism to facilitate cross team collaboration
• - scaling ceremony, when you have multiple Scrum teams across the organization
• - integrations
• - same backlog multiple teams

• - kick-off
• - daily scrum
• - mid-sprint planning
• - planning
• - review
• - retrospective

• - cost and resources are held constant and scope is variable
• - quality becomes anything that is not seen as desirable by users or stakeholders
• - knowledge workers are considered craftsman
• - help produce the highest business value in short cycles of work
• - failure and mistakes are part of learning not CYÅ mentality

• - progressive elaboration
• - rolling wave planning
• - process groups not phases
• - product vs. project
• - projectize is most preferred org structure

• - inferred differenc:
• - on whom does the responsibility fall?
• - command and control - The PM manages instead of guides

• - act
• - inspect
• - adapt

• elevator pitch to customer
• - For
• - Who
• - The

Is a

• - That
• - Unlike

• - Our product

• - the smallest feature/capability that has value in the market place
• - clear-cut and deliverble functionality
• - provide significant value to the customer

exampl: southwest online flight reservation system "the flight planner" is an MMF

• - are product/service capabilities in the perspective of the user or customer
• - a single line narrative of a desired functionality performed by a user to achieve some benefit
• - lowest level of capabilities
• - epics are large user stories
• - themes are a groping of epics and or stories

- provides a mechanism to describe the behavior of the system and its interactions with users and other systems. It uncovers all the detailed information about that system

• Ron Jeffries' 3 C's
• - card
• - conversations
• - confirmation

• waves at the beach
• - their all differenct sizes
• - their unpredictable
• - eventually they wear away

• format for stories may start
• - As a I can do to get
• - to achieve , the can

• - Independent
• - Negotiable
• - Valuable
• - Estimable
• - Small
• - Testable

• - ask the question how are we going to demo the story
• - ask the question how are we going to test the story

- what is the definition of done is, for the story, to the PO and users

• - based on relative sizing (effort, value, cost, risk, customer satisfaction, etc)
• - use the fibonacci sequence
• - planning poker
• - team derived
• - just enough
• - velocity

• - estimating the size and not being exact
• example: do a relative sizing of countries population instead of trying to guess the exact number (i.e. from highest to least)
• - USA
• - Canada
• - India
• - China
• - Australia

• - the first number is 0 and the second number is 1 and every subsequent number is the addition of the previous 2
• - 0,1,1,2,3,5,8,13,21,44,65,109
• - Scrum Modified: ?,.5,0,1,2,3,5,8,13,20,40,100,~

• - bad example: as a dancing quest I want music so that I can dance and be crazy
• - good example: as the host I want music at my party so that the uests can dance and have a good time

• Affinity Estimating
• - silent relative sizing
• - editing of wall
• - placing items in relative buckets
• - product owner "Challenge"
• - store it

• - create a master backlog
• - each team has thier backlog compiled from master
• - you have a chief Product Owner for master backlog
• - Team Product Owner for respected team backlog
• - CPO and TPO's need to speak with one voice

• - team is dedicated 100%
• - time is fixed

((team member 1 x rate) + (team member 2 x rate) + (team member n x rate)) x time + (specialist x rate x time)

depends on the size of the project 1 - 5 days

• - Product Owner
• - Scrum Master
• - Scrum Team
• - Users ( when available)
• - Stakeholders ( when available)

• - team should be well trained in Agile principles and best practices (i.e. methods)
• - understand the product idea
• - initial product backlog is created
• - product vision has been established

approximately 2 -4 hours

• - Product Owner
• - Scrum Master-
• - Scrum Team
• - Users ( when available)
• - Stakeholders ( when available)

• - understand the product backlog
• - establish team velocity
• - product vision
• - establish release goal
• - create release backlog

approximately 2 -4 hours

• - Product Owner
• - Scrum Master
• - Scrum Team
• - Users ( when available)
• - Stakeholders ( when available)

• - understand the product backlog
• - establish team velocity/capacity
• - product vision
• - retrospective action
• - current product
• - establish sprint goal
• - create sprint backlog
• - establish team commitment

approximately 15 mintues but no more

• - Product Owner
• - Scrum Master
• - Scrum Team
• - Users ( Chickens)
• - Stakeholders ( Chickens)

• - establish sprint goal
• - create sprint backlog
• - establish burn-down charts
• - updated impediment list
• - update tasks
• - team continues commitment

approximately 2 -4 hours

• - Product Owner
• - Scrum Master
• - Scrum Team- Users ( Chickens)
• - Stakeholders ( Chickens)

• - business conditions
• - product vision
• - product backlog
• - technology
• - acceptance criteria
• - broken-down epics
• - groomed backlog

approximately 1 hours no more

• - Product Owner
• - Scrum Master
• - Scrum Team
• - Users
• - Stakeholders ( Chickens)

• - sprint review document
• - sprint backlog
• - demo increment
• - sprint review document
• - users acceptance
• - product increment

approximately 1 hour no more

• - Product Owner
• - Scrum Master
• - Scrum Team

• - sprint goal
• - sprint backlog
• - retrospective actions
• - updated impediment list
• - update tasks
• - commitment

• - guiding ideas and insight about a discipline
• - universal

• - give specific guidance on what to do
• - need to be adapted to the domain
• - must take context into account
• - no such thing as best practices

• - eliminating waste
• - amplify learning
• - decide as late as possible
• - deliver as fast as possible
• - empower the team
• - build integrity
• - see the whole

• - waste is anything that does not add value to a product
• - value as perceived by the customer

• - development is an exercise in discovery
• - learn by discovery and creating multiple variations

• - better decisions can be made when they are based on fact, not speculation.
• - in an evolving market, keeping design options open is more valuable than committing early

• - they are guiding ideas and insight about a disapline
• - they are universal

• - it is what you do to actually carry out the principle
• - give guidance on what to do
• - there is no such thing as "best practices"
• - must take context into account

• - eliminating waste
• - amplifying learning
• - decide as late as possible
• - deliver as fast as possible
• - empower the team
• - build integrity
• - see the whole

- Taiichi Ohno

- waste

- Eliminating waste

- Royce comments "every step in the waterfall process except analysis and coding is waste"

• - partially done work
• - extra processes
• - task switching
• - waiting
• - motion
• - defects

• - keep it short
• - keep it high-level
• - do it off-line

- waiting for things to happen

• - test immediately
• - integrate often
• - release to production as soon as possible

• - keeping the amount of unfished work in the pipeline at a minimum
• - the way work is prioritized and released

- no

- Mapping your value stream

- development process

- development is like creating a recipe, learning by trial and error

• Development - designs the recipe
• - quality is fitness for use
• - variable results are

• - facilitating
• - enforcing the values/principles/framework
• - eliminating impediments

• - continuous interaction with product owner and developers to make sure stories are understood and that the acceptance test tracks the stories functionality
• - making sure the acceptance test is being written while the code is being written
• - testing the code against the acceptance test
• - checking in the test case to the shared repository every day
• - developing ongoing test automation to integrate acceptance and component tests into the continuous testing environmnet

• - they make sure they have the right people on the team
• - they are led, not managed
• - they understand their mission
• - they communicate and collaborate continuoulsy
• - they are accountable for their results

• - UX is an acronym for "user experience." It's a term used to describe
• the overall experience and satisfaction a user has when using a product
• or system.

• - Kan stands for "visual" and ban stands for "cards"
• - another definition is "sign board"

• - planning at the release level (i.e. roadmap for future releases of features/functionality)
• - interation planning (i.e. sprint planning, 1 - 2 week cycles of work)

- a series of interations that accomplish some useful, networthy, and significant objective in the marketplace

• - increase responsiveness to the customers ever changing market place
• - reduce risk to the enterprise

• - all code is tested code (i.e. no points for delivering functional code that has not been tested)
• - tests are written before coding or together
• - testing is a team effort (i.e. developers and testers all write tests)
• - Automation is the rule not an exception

• - unit testing (i.e. programmer or development testing)
• - acceptance testing (i.e. UAT or functional testing)
• - component testing (i.e. modular)
• - System and performance testing (i.e. SIT)

• - low-level or "white-box" testing
• - develpers have access to the internals of the objects, methods, or interface being tested

- "black block" testing (i.e. module or component is evaluated only by its interaction with the user)

- higher level modules that fulfill some function and conform to a set of interfaces

- tests the functionality, performance, and reliability at the system level

• - "test driven development"
• - focuses on writing the test before writing the code

• - write the test before writing the code
• - run the test to watch it fail
• - this tests the test itself
• - displays how the system will fail if the code is written incorrectly

• - customers, product owner, test or QA team members
• - the function is to test each new piece of functionality (i.e. story) in an interation

- FIT (framework for integrated tests)

- a scriptable framework that supports tests being written in table form

- another open source component and is a wiki/web-based front end for creating text tables for FIT that also provides some test management capability

- to integrate components and subsystems into typical production environments and run basic funtional tests to assure the system works as a whole

- to find, measure , and eliminate bottlenecks and to establish a performance measurement baseline for future regression testing

- to exercise the system under test by feeding it increasingly larger loads and see where the system breaks

- "XP" stand for Extreme Programming

• - a team of 5 to 10 programmers
• - development happens in frequent builds or iterations, which deliver an increment of functionality
• - requirements or defined as user stories
• - programmers work in pairs and do their own unit testing
• - requirements, architecture, and design emerge over the course of the project

- nothing, the name sybolizes the game rugby, which a team is interlocked to compete against their apponent

• - Agile "project management" method (i.e. a framework to manage Agile projects)
• - consist of sprints or iterations fixed days no more then 30
• - a sprint is fixed and committed to by the development team and only the development team may add in additonal stories
• - all stories are pulled into an iterative backlog from a product backlog
• - Scrum Master is there to mentor and leads the empowered, self-organized, and accountable team responsible for a successful delivery of that sprints committed stories
• - daily standup meeting is one of the primary sources of communication
• - heavy focus on "time-box" (i.e. daily standups, sprints, release planning, demo, and retrospective)
• - would like to release incremental market releases every 90 days (i.e. typically 6 sprints per release)

• - stories are written in the natural language os the customer and development team (I.e. Understandable by both parties)
• - stories are short and they are meant as a conversation starter
• - the story must add value to the user and the story should describe things the user cares about
• - typically written on a 3x5 card

is a requirement that specifies criteria that can be used to judge the operation of a system, rather than specific behaviors.

defines a function of a software system or its component. A function is described as a set of inputs, the behavior, and outputs

describes "who" can do "what" with the system in question.

- Framework for Integrated Testing