1. Welcome “Agile Explained” “Adjust and Adapt / Build and Deploy”
The Agile Scrum Software Development Lifecycle
“Adjust and Adapt / Build and Deploy”

2. R Q $ S PM, Golden Triangle Plan Driven Requirements Quality Budget
Schedule

3. S $ Q R PM, Golden Triangle Value Driven Budget Schedule Quality
Requirements

4. $ Plan Driven Value Driven Budget R Q S $ S $ Q R
Requirements
Plan Driven
Requirements documents
Separation of work
Large budgets, ($1.4m)
Long schedule, (18 mths)
Extensive Contracts
67% Unwanted features
Change control documents Q
Quality $
Budget S
Schedule
Value Driven $
Budget S
Schedule
Adjust & Adapt
2-4 week Iterations
Team collaboration
High value features delivered first
Short delivery cycle
Product owner participation
Control of the ROI Q
Quality R
Requirements

5. Agile Manifesto
We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.

6. Principles behind the Agile Manifesto
We follow these principles:
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
Business people and developers must work together daily throughout the project.
Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
Working software is the primary measure of progress.
Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
Continuous attention to technical excellence and good design enhances agility.
Simplicity--the art of maximizing the amount of work not done--is essential.
The best architectures, requirements, and designs emerge from self-organizing teams.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

7. Agile Agile Approach to Projects Work as one team
Work in short iterations
Deliver something each iteration
Focus on the business priorities
Inspect and adapt

8. Roles Three Roles in Agile Scrum ScrumMaster Product Owner
The ScrumMaster is the owner of the Process and is responsible to assist the development team daily to “Unblock” any impediment preventing them from being successful in completing their sprint task assignments.
Product Owner
The Product Owner is the owner of the Definition of the product and all the features to be developed along with the sprint planning, scheduling, future requirements, etc. as defined by the business stakeholders.
Team / Developers
The developers are a team and are the sole owners responsible for the commitment and delivery of all the tasks and testing for the features for the Product Owner. The delivery of the shippable product is the responsibility of the team of developers.

9. ScrumMaster Responsibilities
Guards and supports the Scrum process
Facilitates team decision making and team maturity
Divergence of ideas leading to informal convergence on decisions
Removes impediments
Protects team from external interruptions
Acts as chief communicator – coordinates communication between team and external stakeholders, managers, and other corporate communication.
Controls “no business by favor” (product owners or anyone going directly to a developer with a special request for a work item.)
Differences from the classic Project Manager
Is NOT the decision maker
Cannot commit to dates, budgets, etc.
Facilitates the team and stakeholders to make decisions and meet commitments
IS A SERVANT LEADER AND FACILITATOR

10. Product Owner What is the Product Owner Scrum Process?
Define value for the product, ROI, Features, Cost, etc.
Have a vision for the product, its Release, and the Sprints
Maintain a prioritized backlog of product stories
Seek guidance from architects, testers, developers
Show up with the appropriate Product Backlog items
Epics or large items for release planning
Smaller items (such as user stories) for Sprint Planning
Details ready when items are of the highest priority
Maintain acceptance criteria for high value stories
Respect Delivery Team estimates
Communicate often (be available)
Accept Product Backlog items as they are completed
Attend Product Owner “Scrum of Scrums”, or Product Owner meetings to discuss the collaboration of resources, stories, and/or any dependencies between other teams stories, sprint goals, or project(s).

11. Product Owner What does a Product Owner do?
Create, maintain and prioritize the product backlog
Actively participate in release planning
Communicate release goals
Present release backlog or authorize release items to production
Actively participate in iteration or Sprint Planning
Present iteration or Product Backlog
Present conditions of satisfaction for each backlog item
Prioritize stories based on their size estimates
Prepare Stories for the next iteration
Write user stories and their acceptance criteria
Collaborate with customers to validate user stories
Attend daily stand-up meetings (daily scrums)
Visibility into team progress
Listen and answer questions during the daily meeting
Validate and accept software delivery
Review and accept / reject iteration stories
Answer questions about the Stories

12. Team / Developers What are Team’s (Dev & QA) Sprint Activities?
Commit to the Sprint Tasks
Teams consist of both Developers and QA members
Own the estimates
Plan your own work (tasks, dependencies)
Have the authority to do whatever is needed to meet their commitment
Present the potentially shippable product at the demo
Participate in the Retrospective
Rely on the ScrumMaster to help remove obstacles
Rely on the Product Owner to explain the Product Backlog items

13. Team / Testing What are Team’s (Dev & QA) Testing Activities?
Unit Test, QA Manual Testing, Integration Test, Build Verification Test, UI Testing, Load Testing, etc.
Unit tests, are fast, atomic, and isolated test, that verify the correctness of logic.
Integration tests, verify the proper integration of one or more dependencies.
System/UI tests verify the correctness of the user experience and expected behavior.
Load tests, verify the application and the infrastructure can support the business needs.

14. 82% Testing Roles QA Dev What are Team’s (Dev & QA) Testing Roles?
function ( ) {
... }
82%
Unit Test
Integration Test
System/UI Test
Load Test
Framework: MSTest / PHP Unit
Framework: BVT / Cruise Control
Framework: QTP
Framework: LoadRunner
Environment:
Local/Dev Server
Environment:
Local/Dev Server
Environment:
Test Server
Environment:
Staging Server

15. Team Performance Forming Storming Norming Performing
Adding a NEW Member to the Team
Organizational Changes
- Staff
- Policy
- Procedures
Architectural Changes
Introducing NEW Technology
Changes in Environment
Changes in Schedule

16. Chickens & Pigs
Visiting the Daily Scrum meetings – Everyone is Welcome!
However, you should know this......
Daily stand-ups are for the exchange of information between the team members.
“Everyone else” (stakeholders, business owners) are welcome as non-participating, quiet observers!

17. Scrum Process “Sprint”
2-4
Week
Sprint
Daily
Scrum
Product
Backlog
“Stories”
Sprint
Backlog
“Tasks”
Reprioritize
Retrospective
Demo

18. Top Stories for the Sprint Planning
Product Backlog
Top Stories for the Sprint Planning
Highest Business Value
Highest Priority
Small Stories
Testable Stories
No Dependencies
Sized Stories
STORY (5)
STORY (8)
STORY (8)
STORY (13)
STORY (13), STORY (13)
STORY (21), STORY (21)
STORY (34), STORY (34)
STORY, STORY, STORY
STORY, STORY, STORY
EPIC, EPIC, EPIC
EPIC
Fibonacci Number Series
1,2,3,5,8,13,21,34

19. Sprint Backlog Story Order Stop on Sprint Velocity Story #1
Stories are committed to by the team in priority order from the product backlog.
Task #1 - Story #1
User Acceptance Test
Story #1 first
Team commits/completes tasks
Teams commits/completes testing
Unit Test - Integration Test - System/UI Test
Task #2 - Story #1
User Acceptance Test
Task #3 - Story #1
User Acceptance Test
Unit Test - Integration Test - System/UI Test - Load Test
Story #2
Story #2 next
Team commits/completes tasks
Teams commits/completes testing
Task #1 - Story #2
User Acceptance Test
Task #2 - Story #2
User Acceptance Test
User Acceptance Test
Unit Test - Integration Test - System/UI Test
Task #3 - Story #2
User Acceptance Test
Task #4 - Story #2
User Acceptance Test
Unit Test - Integration Test - System/UI Test - Load Test
Story #3 next
and so on.....
Story #3
Task #1 - Story #3
User Acceptance Test
Story #4
Task #1 - Story #4
User Acceptance Test
Unit Test - Integration Test - System/UI Test
Stop on Sprint Velocity
Task #2 - Story #4
User Acceptance Test
Unit Test - Integration Test - System/UI Test - Load Test

20. Demo
Sprint Demo
The Team presents a demo of the completed deliverable product backlog items and/or architecture, documentation, etc. (note: the Team does the demo)
Maximum two (2) hour prep time box
Attendees include;
Team (Developers, Testers, Architects, QA, etc.)
Scrum Master
Product owner, Stakeholder(s), Customers
Any other interested parties, e.g. management, etc.
Demonstrate the functioning “potentially shippable product” only
NO POWERPOINT, a PowerPoint presentation is not a completed deliverable product backlog item.

21. Retrospective Sprint Retrospective – It’s about the TEAM!
Typically after each sprint
Typically 30 minutes
Whole team participates
ScrumMaster
Product Owner
Team
3 Questions:
What did we do well?
What could we do better?
What are the action items for improvement going forward?
Start / Stop / Continue
What would we like to start doing?
What would we like to stop doing?
What would we like to continue doing?

22. $ Plan Driven Value Driven Budget R Q S $ S $ Q R
Requirements
Plan Driven
Requirements documents
Separation of work
Large budgets, ($1.4m)
Long schedule, (18 mths)
Extensive Contracts
67% Unwanted Features
Change control documents Q
Quality $
Budget S
Schedule
Value Driven $
Budget S
Schedule
Adjust & Adapt
2-4 week Iterations
Team collaboration
High value features delivered first
Short delivery cycle
Product owner participation
Control of the ROI Q
Quality R
Requirements

23. Complete schedule early
ROI
Value Driven $
Stop Funding
Highest value
delivered first R X
Requirements
Plan Driven
2000 Requirements
18 Months
$1.2m
67% Unwanted Req.
Complete schedule early S 3 6 9 12 15 18
months

24. Books
Books / Agile
Agile and Iterative Development: A Manager’s Guide by Craig Larman
Agile Estimating and Planning by Mike Cohn
Agile Project Management with Scrum by Ken Schwaber
Implementing Lean Software Developent by Poppendieck
Agile Retrospectives by Esther Derby and Diana Larsen
Agile Software Development Ecosystems by Jim Highsmith
Agile Software Development with Scrum by Ken Schwaber and Mike Beedle
Scrum and The Enterprise by Ken Schwaber
User Stories Applied for Agile Software Development by Mike Cohn
Collaboration Explained by Jean Tabaka
Agile Testing, A Particle Guide for Testers & Agile Teams by Lisa Crispin, Janet Gregory
Enterprise Architecture / Software Development
Patterns of Enterprise Architecture by Fowler
Working Effectively with Legacy Code by Michael C. Feathers
xUnit Test Patterns Refactoring Test Code by Gerard Meszaros
Offshoring
Speaking of India, Bridging Communication Gap working with Indians by Braig Storti

25. Links Links Agile Manifesto - http://agilemanifesto.org/
ScrumAlliance -
Agile Commons -
Agile Alliance -
StickyMinds -
Rally Software -
Control Chaos -
Ken Schwaber, Conchango -
Agile University -
SQE Training -
SQE Conferences -

26. Thanks everyone! Agile Scrum (4X Productivity)
Leadership Training (Staff Development)
Offshore Resourcing (60% savings)

27. Copyright Notice: You are free: Under the following conditions
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Under the following conditions
Attribution. You must attribute the work in the manner specified by the author or licensor (but not in any way that suggests that they endorse you or your use of the work).
Nothing in this license impairs or restricts the author’s moral rights.
Please select the icon in the bottom right corner of any of these pages or see the licensing information on my web page available at for proper representation of this material.
Credits:
Some of the bullet points presented come from Mike Cohn, Mountain Goat Software, LLC.
Some of the bullet points presented come from the top selling books listed in the Book Reference list.