ScrumandtheBusinessAnalyst

ScrumandtheBusinessAnalyst

info@http://www.77cn.com.cn http://www.77cn.com.cnScrum and the Business AnalystBob Hartman 31 July 2007Bob HartmanVice‐President, Business Development and Marketing Senior Consultant Certified Scrum Master Lean Software Development, Scrum A recovering developer (Master of Science degree in Computer Science; software dev for 15+ years) ; y ) Software Executive for 15+ yearsbob.hartman@http://www.77cn.com.cn 303‐766‐0970If you keep doing the same thing you always did, you'll keep getting what you always got! Bob has been in every seat between development and the executive suite and believes a lean-agile, continuous improvement approach will break that rut with positive results!2 Copyright © 2007 Net Objectives. All Rights Reserved. 1 August 2007

ScrumandtheBusinessAnalyst

Net Objectives: Who We AreVision Mission Effective software development without suffering To assist companies in maximizing the business value returned from their efforts in software development and maintenance. p We do this by providing training, coaching, and consulting that directly assists and empowers our customers to create and sustain this ability Services Training in sustainable product development Assessments Lean‐Agile coaching and mentoring Lean Software Development Agile Methods (Scrum, XP, RUP) Agile Analysis Design Patterns Test‐Driven Development / Quality AssuranceCopyright © 2007 Net Objectives. All Rights Reserved. 1 August 2007Expertise3Agenda for tonightLean/Agile/Scrum– Setting context – Scrum overviewThe Agile Business Analyst– User stories – ChallengesSummary Q&A4Copyright © 2007 Net Objectives. All Rights Reserved.1 August 2007

ScrumandtheBusinessAnalyst

info@http://www.77cn.com.cn http://www.77cn.com.cnSetting ContextThe Big PictureBusiness Team TechnicalDesign Patterns Explained Lean Software DevelopmentAgile/Scrum Development PracticesAgile Estimation & Analysis Lean QA & Agile TestingTDD6Copyright © 2007 Net Objectives. All Rights Reserved.1 August 2007

ScrumandtheBusinessAnalyst

The Risks of Software DevelopmentDelivering too little, too late Building more than you need Building lower priority items Building the right thing wrong Poor quality of software– Software buggy – Software not maintainableArchitectural risks Having the wrong resources Discovering functional needs late in the project7Copyright © 2007 Net Objectives. All Rights Reserved.1 August 2007Principles and PracticesPrinciples are underlying truths that don’t change over time or space, while practices are the application of principles to a particular situation l l Practices can and should differ as you move from one environment to the next, and they also change as a situation evolves8Copyright © 2007 Net Objectives. All Rights Reserved.1 August 2007

ScrumandtheBusinessAnalyst

True AgilityTrue agility (note the lack of g y( capitalization) is not adhering blindly to a practice, nor casually discarding a practice. True agility is thoughtfully reviewing feedback and making informed adjustments when necessary.9 Copyright © 2007 Net Objectives. All Rights Reserved. 1 August 2007Very Simple Definitions of Agile and ScrumAgile (capitalized because most people do it that way):– Building software in iterationsScrum– A management process wrapper with specific practices – Can be wrapped around any development practicesOften combined with eXtreme Programming (XP) practices– Has some well defined roles10Copyright © 2007 Net Objectives. All Rights Reserved.1 August 2007

ScrumandtheBusinessAnalyst

Principles of Lean Software Development1. 2. 2 3. 4. 5. 6. 7.11Eliminate Waste Build Quality In Create Knowledge Defer Commitment Deliver Fast Respect People Optimize the Wholehttp://www.77cn.com.cnCopyright © 2007 Net Objectives. All Rights Reserved.1 August 2007Biggest Wastes According To LeanBuilding what you don’t need. Building what you need with poor quality. g y p q y Building what you need in an inefficient manner.Non-maintainabilityComplexity12Copyright © 2007 Net Objectives. All Rights Reserved.1 August 2007

ScrumandtheBusinessAnalyst

Building What You Don’t NeedFeatures Actually Used7% 13% Alw ays 45% Often Sometimes 16% Rarely Never19%Source: http://www.77cn.com.cnCopyright © 2007 Net Objectives. All Rights Reserved.info@http://www.77cn.com.cn http://www.77cn.com.cnScrum Overview

ScrumandtheBusinessAnalyst

Agile RolesPrioritiesUsers/StakeholdersRequirementsBusiness OwnerReporting, MonitoringScrum Master Product Champion (s)Collaboration ValidationDevelopers/Testers15 Copyright © 2007 Net Objectives. All Rights Reserved. 1 August 2007What Is Scrum?Building software in “sprints” (aka “iterations”)– Strict definition is 30 days per sprint – Practical is a bit differentFrom 1 to 4 weeks Most teams do 2 weeksProduct backlog– Consisting of stories (typically 1‐3 days each) – Prioritized by the Product Owner/ChampionA Cross‐Functional Team– Members have skills, not roles – Scrum Master facilitates teamBrief daily “stand‐up” (or “scrum”) meetings16 Copyright © 2007 Net Objectives. All Rights Reserved. 1 August 2007

ScrumandtheBusinessAnalyst

Basic Scrum Flow*Sprint = Iteration17sCopyright © 2007 Net Objectives. All Rights Reserved.1 August 2007The Basic Unit Is the IterationFor Each Iteration you:– PlanWhat do we need to do? The team decides how much it can do– PerformDemonstrable Business Value Potentially shippable Product Quality Process Daily Monitoring– EvaluateThe Product The ProcessRepeat…18 Copyright © 2007 Net Objectives. All Rights Reserved. 1 August 2007

ScrumandtheBusinessAnalyst

info@http://www.77cn.com.cn http://www.77cn.com.cnThe Idea Behind IteratingPlay to Win… …this hand, and the next!Doing the Most Important HalfStandard development sequence St d d d l tSuggested development sequenceMost important half of a feature Less important half of a feature20sCopyright © 2007 Net Objectives. All Rights Reserved.1 August 2007

ScrumandtheBusinessAnalyst

Doing the Most Important 25%Standard development sequence St d d d l tSuggested development sequenceMost important quarter of a feature Less important quarter of a feature21sCopyright © 2007 Net Objectives. All Rights Reserved.1 August 2007“Deliver” System in StagesConcentrate on the known, valuable, features Product Champions are more certain about the most valuable features. Benefits:– Gives value sooner – Creates clarity for what’s next – Development team gains knowledge as they goLowers risk– Of building what you don’t need – Of overbuilding what you do need – Of running out of time or money too soon22sCopyright © 2007 Net Objectives. All Rights Reserved.1 August 2007

ScrumandtheBusinessAnalyst

How Do Iterations Help?Better management visibility Easier to plan and predict Can correct product direction and minimal feature set Encourages automation of build/test cycles Less to integrate and test (if you automate!) Reduces tendency to over‐design and over‐build Motivates Emergent D i M ti t E t Design23Copyright © 2007 Net Objectives. All Rights Reserved.1 August 2007Contrasting Waterfall With Lean‐AgileAnalysisDes signAnalysis Architectu urePlan/ AnalysisPlan/ AnalysisPlan/ AnalysisReleasable eReleasable eTest Code DesignTest Code DesignTest Code Design24Copyright © 2007 Net Objectives. All Rights Reserved.1 August 2007DeployDep ployCo odeTe est

ScrumandtheBusinessAnalyst

Bugs Found in SystemWaterfallAnalysisDes signNumbe of bugs in system er mLean/AgilePlan/ Analysis Plan/ Analysis Plan/ AnalysisAnalysis Architectu ureReleasable eReleasable eTest Code DesignTest Code DesignTest Code Designtime25 Copyright © 2007 Net Objectives. All Rights Reserved. 1 August 2007Stress!!!WaterfallAnalysisDes signstressLean/AgileAnalysis Architectu urePlan/ AnalysisPlan/ AnalysisPlan/ AnalysisReleasable eReleasable eTest Code DesignTest Code DesignTest Code Designtime26 Copyright © 2007 Net Objectives. All Rights Reserved. 1 August 2007DeployDep ployCo odeTe estDeployDep ployCo odeTe est

ScrumandtheBusinessAnalyst

info@http://www.77cn.com.cn http://www.77cn.com.cnMetrics and “Velocity”The Backlog Status BoardProduct Backlog Story Task Task TaskTask Story Story Story Story Story Story Story28 Copyright © 2007 Net Objectives. All Rights Reserved. 1 August 2007Committed Backlog Story TaskIn Progress To Do Done Task Task Task Task Task TaskTask Task Task Task Task Task TaskStoryStoryTask k TaskTask k Task

ScrumandtheBusinessAnalyst

Reporting and MetricsDaily StandupReports/ Metrics Business OwnerSprint BacklogStories TasksSprint/ IterationIncrement of ProductProduct BacklogSprint Progress Release Progress How are we doing?Product29Copyright © 2007 Net Objectives. All Rights Reserved.1 August 2007Burn‐Down Chart to Show ProgressEvery day throughout the iteration:– See how many stories you’ve completed – Add up the story‐points completed – Does the slope of the graph get you to zero at the end? raph et o eroIf not, do a midcourse correction (note removed story on day 7)Sprint Burndow n Graph 180 160 Story Points s/Tasks 140 120 100 80 60 40 20 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Days in Sprint30Copyright © 2007 Net Objectives. All Rights Reserved.1 August 2007

ScrumandtheBusinessAnalyst

Burn‐Up Chart to Show ProgressSame data as burn‐down chart, but easier to see what happenedSprint Burn Up Chart180 160 St tory Points/Tasks 140 120 100 80 60 40 20 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Days in Sprint31Copyright © 2007 Net Objectives. All Rights Reserved.1 August 2007info@http://www.77cn.com.cn http://www.77cn.com.cnScrum Meetings

ScrumandtheBusinessAnalyst

Sprint Planning MeetingReports/ MetricsDaily StandupSprint BacklogStories TasksSprint/ Iteration Increment of ProductProduct BacklogProduct33Copyright © 2007 Net Objectives. All Rights Reserved.1 August 2007Sprint Planning Meeting Rules1 day 1st ‐ 3 hours max. for DevTeam and Product Owner to set sprint goals and select subset of Product Backlog to work on (PO job – prioritize work todo) 2nd ‐ 3 hours max. for DevTeam and OnsiteCustomers to define Sprint Backlog to build functionality (decompose to tasks and provide estimates) 3rd – 1 hour max. Get back together and decide what we will actually doArrr! They be more what you'd call guidelines than actual rules.34Copyright © 2007 Net Objectives. All Rights Reserved.1 August 2007

ScrumandtheBusinessAnalyst

Daily Stand‐Up Meeting15 minutes every day Yep…standing (if physically possible) Three(+) questions:– – – – What did you do yesterday? What will you do today? What is standing in your way? + how many hours left on your current task? k? – + how are you feeling today (1‐5)?Daily StandupReports/ MetricsSprint/ IterationThink about “How is this valuable to the team?”35 Copyright © 2007 Net Objectives. All Rights Reserved. 1 August 2007Scrum Master Visibly Documents All ImpedimentsExamples:– – – – The test machine is not ready The build process requires too much “hand‐holding” Joe Stakeholder is not available to validate a Story Sally getting torn away for bug‐fixing on the current release36Copyright © 2007 Net Objectives. All Rights Reserved.1 August 2007

ScrumandtheBusinessAnalyst

Sprint ReviewReports/ MetricsDaily StandupSprint BacklogStories TasksSprint/ Iteration Increment of ProductProduct BacklogProduct37Copyright © 2007 Net Objectives. All Rights Reserved.1 August 2007Sprint ReviewThe Team presents Sprint results to Product Champion and other Stakeholders– – – – – Demonstrate th P d t D t t the Product Present results of Functional Tests Describe progress towards release Raise significant, unresolved impediments Show anything else you want to communicateNote – This is an informal presentation!– No powerpoint necessary, just show off the new features – Purpose is to provide visibility, and inspiration38Copyright © 2007 Net Objectives. All Rights Reserved.1 August 2007

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