1. Introduction to Agile

2. Introduction Who is this guy?

3. Dan Alcalde: Agile Coach From Project Management to Agile Coach Agile in some form or another for more than a decade Startups, media companies, finance — been all over 3

4. Quick Intro to Agile Where did it come from, and why?

5. Software Development History 5

6. The New New Product Development Game https://hbr.org/1986/01/the-new-new-product-development-game/ar/1 6

7. How Frequently Are Features and Functions Used? Source: Standish Group Study 7

8. Snowbird, Utah – February 2001 8

9. So what is “Agile”? a way of developing software that is consistent with the principles of the Agile Manifesto a framework within which complex products in complex environments are developed the ability to adapt to change and evolve throughout the lifecycle of the project 9

10. Agile isn’t… A silver bullet A Software Development Lifecycle Perfect Scrum, though Scrum is Agile 10

11. Scrum The Most Popular Agile Approach

12. Scrum Scrum (n): A framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value. Scrum is: Lightweight Simple to understand Difficult to master 12

13. Typical Agile Roles Using Scrum as an Example

14. The Players Product Owner Development Team Scrum Master Internal Stakeholders External Stakeholders Customers or End Users Partners Scrum Team (Committed)Everyone Else (Interested) 14

15. The Scrum Team 15

16. The Product Owner Responsible for maximizing the value of the product and the work of the Development Team Sole person responsible for managing the Product Backlog –Clearly expressing Product Backlog items –Ordering the items in the Product Backlog to best achieve goals and missions –Optimizing the value of the work the Development Team performs –Ensuring that the Product Backlog is visible, transparent, and clear to all, and shows what the Scrum Team will work on next –Ensuring the Development Team understands items in the Product Backlog to the level needed. 16

17. The Product Owner – Planning Onion 17

18. The Product Owner – Backlog and Roadmap 18

19. The Product Owner – Communications 19

20. The Scrum Master A servant leader, responsible for facilitating, guiding, and coaching throughout the sprint cycle Protects the team and the sprint Removes impediments for the team Helps communicate vision and goals Helps the Product Owner manage the backlog Helps the Development Team meet its commitments 20

21. The Development Team Self-organized team Owns the “How” of implementation Commits to, and delivers, the work requested by the Product Owner Owns the quality of the product Estimates any work items 21

22. Building a Better Backlog Using User Stories

23. The Trouble with Traditional Requirements Waste Averse to change Not enough information No feedback loop Uses Cases: a step in the right direction 23

24. Enter: User Stories User Stories will: –Focus on the WHAT, WHO, and WHY – not the HOW –Communicate the business case –Allow incremental development –Allow us to gather feedback to inform future User Stories 24

25. Typical User Story As a USER I want A FEATURE so that BUSINESS GOAL. Acceptance Criteria: 1.… 2.… 3.… 25

26. User Stories: Best Practices Independent Negotiable Valuable Estimable Small Testable 26

27. User Stories: Best Practices The Three Cs 27 CARD CONVERSATION CONFIRMATION

28. User Stories: Epics, Themes, and Visions Epic or Theme –Typically a traditionally written User Story that describes the overall WHO, WHAT, and WHY of the bigger feature –If a story seems to big to fit in a Sprint it might be an Epic! Visions –Every Sprint and Release should have a Vision –Think of it as an elevator pitch summarizing the business case for the work being done 28

29. Scrum Practices Turning User Stories into Products

30. Overview 30 Sprint Planning Daily Standup Execution Sprint Review and Demo Sprint Retrospective Product Backlog Grooming

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32. Sprint Planning Review and size the highest priority items in the backlog Identify the stories to fill the sprint Break stories down into tasks Commit to work for the time boxed sprint 32

33. Daily Standup The Three Questions –What did I accomplish since we last met? –What will I work on next? –What blockers or obstacles have I encountered? Timebox to 15 minutes NOT a status meeting –This is a communication and planning tool 33

34. Execution Building stuff Working in priority order Swarming Regular conversation with Product Owner 34

35. Sprint Review and Demo Did we get everything done that we had committed to? Demonstrate work that has been completed Product Owner Customers & Stakholders Team Gather feedback and, potentially, new stories 35

36. Sprint Retrospective For the Scrum Team only Inspect and Adapt our processes –What went well, that we should continue doing? –What didn’t go so well, that we should stop doing? –What are some steps we can take, as a team, to make things better? 36

37. Backlog Grooming Always be grooming Product Owner owns this, but everyone contributes Writing, prioritizing, sizing, splitting stories 37

38. Inspect and Adapt Always Be Changing

39. Inspect & Adapt We should always be reviewing our processes –If something isn’t working – find something that does! –Keep the Agile principles in mind –Always embrace change 39

40. Thanks! Questions?

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42. Attribution 42

43. Chart slide Corporate growth 43

44. Snowbird, Utah – February 2001 Bulleted list Lorem ipsum Dolor sit amet Consectetur Agile ManifestoSubheading 44

45. Section Title Unify Life Across Devices

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