Presentation
- Whoami
- http://ua.linkedin.com/in/sergeyprokhorenko
- Head of head of Agile Practice at Luxsoft
- Since 2005
- 15+ customers
- 50+ ongoing projects
- 700+ Agile practitioners
- 100+ Certified Scrum Masters
- 15+ internal Agile Coaches
- Agile as a silver bullet
- Agile Providers vs Client problem
- Business value driven prioritization to deal with Always late with the things we really need
- Pay for DONE to deal with Paying for the wrong things
- Change without penalty to deal with Too expensive to make even little changes
- Client is in full control of the project to deal with Difficult to understand where we are right now
- Actual use of requested features
- Always 7%
- Often 13%
- Sometimes 16%
- Rarely 19%
- Never 45%
- Source: The CHAOS Manifesto, The Standish Group, 2011
- Simple rules
- RUP Referece and certification guide - 289 pages
- SCRUM Guide - 16 pages
- presentation slide 4
- Scrum is a game of chess - simple rules - but endless combinations
- idealized role of PO in a company
- Responsible for maximizing the value of the product and the work of the Development Team
- Sole person responsible for managing the Product Backlog
- Power
- Expertise
- Dedication
- Does Sprint Planning and PBR with the Development Team
- Tracks total work remaining at least every Sprint Review
- Real life PO example - a team of PO
- presentation slide 7
- End users / stakeholders - Product vision team - prototypes - PO - pPOs for teams.
- several PO - customer side PO, user side PO, intermediate pPO.
- customers are on the "other side"
- there are different time zones - 8hrs turnaround to get a solution
- product owner is involved either in business, or in PO activities.
- SCRUM becomes a cargo cult - doing SCRUM for SCRUM sake - no results.
- things don't happen
- How did we end like this? presentation slide 10
- Agile Providers vs Client problem
- Sprint level visualization
- SCUM rules - describe moves & technics, but not the strategy.
- What to do on the higher level to sync teams is left in the "grey", "dead" zone
- Management
- Are we on track to deliver scope on time?
- When release epics will be ready and what is the current status?
- What are PO (BA, pPO) doing? Do they have blockers?
- How many stories are ready for the next sprint?
- Are we ready for the next release planning?
- Developers
- What is the goal of the current release?
- Are we on the track to deliver on time?
- What are other teams doing?
- Are there any dependencies on a project level?
- Does PO and BA have enough requirements? - what would we do, when this sprint ends?
- Management
- What to do on the higher level to sync teams is left in the "grey", "dead" zone
- SCUM rules - describe moves & technics, but not the strategy.
- What can we do about it?
- People and interactions!
- Who is PO?
- man from business - no time for team - BETTER - can at least explain something.
- man from IT - no time for business.
- Clear roles and Responsibilities of dedicated PO on/from customer side
- Prioritization - only PO can do. If PO can't do - SCRUM wont live on
- Expertise - we can live with it. At least PO will understand business globally and get priorities.
- we can get external experts to help with
- Communication
- first in a list to save time on.
- least important - can gather once in a week to work.
- Who is PO?
- Processes and tools
- Use Kanban on high level at Project (program) level (presentation slide 18)
- Goals / epics
- Analysis ongoing
- Ready for Development
- Next 20 stories to pick
- InDev
- Acceptance OnGoing
- Ready for production
- High level flow
- Request from stakeholders
- Backlog prioritization
- Backlog refinement
- Ready for development
- Sprint
- Ready for release
- Value stream mapping
- Request from business sponsors
- Program initiation <- involve / add team here!!!
- Project chartering
- Epics breakdown
- User story drafting
- User story grooming <- if team joins here - you will get waterfall
- Ready for spring
- In development
- Ready for demo
- Ready for UAT
- in UAT
- Ready for release.
- Backog prioretization
- +Addons
- sign off
- release publishing
- Use Kanban on high level at Project (program) level (presentation slide 18)
- DoD Agreements (Definitions of Ready) (Analysis phases)
get more detailed on each phase- Do not build a formal contract, but rather visualize as much as possible for sprint.
- Finishing of ready. (FoR)
- Program initiation
- PID is shared with BAs
- Project charter is drafted and shared with business sponsors and BAs
- Project chartering
- Charter is approved by business sponsors
- Final charter is reviewed with BAs in a meeting
- Epics breakdown
- Charter breakdown into epics is approved by PO
- All epics are described in Confluence with:
- Business context
- Problem statement
- High-level acceptance criteria
- All epics are presented to the team(s)
- Epics are included into backlog and prioritized
- Business contacts identified
- User story drafting
- User story is well-analyzed by BA and conform to INVEST criteria
- https://en.wikipedia.org/wiki/INVEST_%28mnemonic%29
- Detailed BDD scenarios are created
- Mockups are created (where applicable)
- Data requirements specified (if any)
- Business logic is specified (if any)
- US reviewed with business SME
- Acceptance criteria are reviewed by business SME
- US is prioritized in backlog and priority approved by PO
- User story is well-analyzed by BA and conform to INVEST criteria
- User story grooming
- Team reviewed and agreed that US conforms to INVEST criteria
- BDD acceptance scenarios are well understood by team and approved by business
- All research spikes identified and completed
- US breakdown is approved by team (and re-approved by business if any changes)
- Business contacts are shared with the team
- Design is approved
- DoD for last analysis phase = DoR for sprint
- Limit WIP for BAs - not more than one Epic. Only 30% value added as they work on several projects
- Backlog grooming Ground Rules
- Regular
- At lease once a week, scheduled with PO
- Started upfront (at least a week before planning)
- Timeboxed
- 15-20 min per story
- If timebox isn't enough - go offline and prepare for next session
- Includes the whole team
- All team members ask questions upfront
- Team members (not only PO/pPO) describe story value and scenarios
- Strict DoD
- If artifact doesn’t follow agreed DoD it isn’t moved to the next phase
- Regular
- Effective collaboration
- Feature team US - Scrum of Scrums - Feature team UA
- Scrum of Scrums
- Cross-functional teams
- Single backlog with unified estimates
- Single Product Owner for the whole backlog.
- Proxy Product Owners for each location #TBD - feedback loop
- Joint release planning
- SCRUM of SCRUMs = Big picture of the project
- Anything depends on everything. SCRUM as a mirror of the processes.
- also as a feedback to management
- Inspect and adapt
- People and interactions!
- Product vision and goals. Sprint Zero Workshop
- Who needs it most?
- Scrum Team
- Product owner
- Scrum Master
- Gathered all together in the same place
- How long it takes?
- one - two weeks
- What do we get from it?
- Synchronize product vision - get same language
- Establish long term goals
- Get Shared understanding of business
- A common training and common language for the team
- How do we do it?
- Synchronize the product vision between the stakeholders (business canvas)
- why do we need this product?
- what problem does it solve?
- who are the users - what are their problems?
- what this product can do you can't do with other tools?
- if you automatise something existing- how better the life would be with this product?
- The goal is to get to a point, where team get a first hands on the product vision
- Business model canvas as a tool
- Obtain Goals
- Create middle-term goals for the close half year. Some examples are:
- get userbase
- get to some minimal functionality
- if it is an internal product - create SMART (measurable) goals (70% of manual activity to automatize)
- get to understand - how do we measure success/failure
- Create middle-term goals for the close half year. Some examples are:
- Create user personas for story mapping
- Go for Story mapping.
- Story mapping is created from the system users (persona's) point of view
- Create a separate storymap for each user
- as a user ... (persona from previous step)
- I would like to do ...
- so I would achieve ...
- Use different coloured stickers for different personas - the one who needs the story - gets it
- We must create complete story
- either for one user
- or for single process
- Storymap becomes first backlog draft
- Add weight for each story (can use fibonacci numbers as indicative weight) - affinity estimation
- if some stories are over some measure in points - they are key target for splitting or lower priority
- Slice user stories
- Establish DoD (definition of done), Acceptance criteria
- unit tests
- introduction
- testing
- Set Priorities
- Formulate Sprint 1 from stories (half sprint or quarter - better as they tend to grow ;)
- Agree on working agreements (DoD partially, DoR (definition of ready) for requirements, Sprint pulse (timings)
- Synchronize the product vision between the stakeholders (business canvas)
- Who needs it most?
- Recommended literature
- Implementing Lean software development
- Lean from the trenches
- Scaling lean and agile development
- Practices for Scaling lean and agile development