Agile-Project-Management教學(xué)講解課件

SCRUM–

AgileProjectManagementJointAdvancedStudentSchoolMariaBelkinaJenniferSchillerMaximMasunovVycheslavFilippovApril2006JASS20061AgileProjectManagement-ScrumAgendaIntroductionAgileProjectManagementWhatisScrum?HistoryofScrumFunctionalityofScrumComponentsofScrumScrumRolesTheProcessScrumArtifactsScalingScrumEvolutionofScrumScrum&XPConclusionJASS20062AgileProjectManagement-ScrumIntroductionClassicalmethodsofsoftwaredevelopmenthavemanydisadvantages:hugeeffortduringtheplanningphasepoorrequirementsconversioninarapidchangingenvironmenttreatmentofstaffasafactorofproductionNewmethods: AgileSoftwareDevelopmentJASS20063AgileProjectManagement-ScrumManifestoforAgileSDBasedontheManifestoforAgileSoftwareDevelopmentIndividualsandinteractionsoverprocessesandtoolsWorkingsoftwareovercomprehensivedocumentationCustomercollaborationovercontractnegotiationRespondingtochangeoverfollowingaplanJASS20064AgileProjectManagement-ScrumAgileProjectManagementQualities:MinimizeriskshortiterationsReal-timecommunication(preferface-to-face)verylittlewrittendocumentationIndicatedforunpredictable/rapidlychangingrequirementsJASS20065AgileProjectManagement-ScrumAgileMethodsAgilemethods:ScrumExtremeProgrammingAdaptiveSoftwareDevelopment(ASD)DynamicSystemDevelopmentMethod(DSDM)…AgileAllianceAnon-profitorganizationpromotesagiledevelopmentJASS20066AgileProjectManagement-ScrumWhatisScrum?

Definitionfromrugbyfootball:

ascrumisawaytorestartthegameafteraninterruption,wheretheforwardsofeachsidecometogetherinatightformationandstruggletogainpossessionoftheballwhenitistossedinamongthemJASS20067AgileProjectManagement-ScrumScrum-anagileprocessSCRUMisanagile,lightweightprocessformanagingandcontrollingsoftwareandproductdevelopmentinrapidlychangingenvironments.Iterative,incrementalprocessTeam-basedapproachdevelopingsystems/productswithrapidlychangingrequirementsControlsthechaosofconflictinginterestandneedsImprovecommunicationandmaximizecooperationProtectingtheteamformdisruptionsandimpedimentsAwaytomaximizeproductivityJASS20068AgileProjectManagement-ScrumHistoryofScrum1995:analysisofcommonsoftwaredevelopmentprocessesnotsuitableforempirical,unpredictableandnon-repeatableprocessesDesignofanewmethod:ScrumbyJeffSutherland&KenSchwaberEnhancementofScrumbyMikeBeedle&combinationofScrumwithExtremeProgramming1996:introductionofScrumatOOPSLAconference2001:publication“AgileSoftwareDevelopmentwithScrum”byKenSchwaber&MikeBeedleSuccessfulapplianceofScruminover50companies FoundersaremembersintheAgileAllianceJASS20069AgileProjectManagement-ScrumFunctionalityofScrum

JASS200610AgileProjectManagement-ScrumComponentsofScrumScrumRolesTheProcessScrumArtifactsJASS200611AgileProjectManagement-ScrumScrumMasterRepresentsmanagementtotheprojectTypicallyfilledbyaProjectManagerorTeamLeaderResponsibleforenactingscrumvaluesandpracticesMainjobistoremoveimpedimentsJASS200612AgileProjectManagement-ScrumTheScrumTeamTypically5-10peopleCross-functional(QA,Programmers,UIDesigners,etc.)Membersshouldbefull-timeTeamisself-organizingMembershipcanchangeonlybetweensprintsJASS200613AgileProjectManagement-ScrumProductOwnerActslikeonevoice(inanycase)KnowswhatneedstobebuildandinwhatsequencethisshouldbedoneTypicallyaproductmanager

JASS200614AgileProjectManagement-ScrumTheProcessSprintPlanningMeetingSprintDailyScrumSprintReviewMeetingJASS200615AgileProjectManagement-ScrumSprintPlanningMeetingAcollaborativemeetinginthebeginningofeachSprintbetweentheProductOwner,theScrumMasterandtheTeamTakes8hoursandconsistsof2parts(“beforelunchandafterlunch”)JASS200616AgileProjectManagement-ScrumPartsofSprintPlanningMeeting1stPart:CreatingProductBacklogDeterminingtheSprintGoal.Participants:ProductOwner,ScrumMaster,ScrumTeam2ndPart:Participants:ScrumMaster,ScrumTeamCreatingSprintBacklogJASS200617AgileProjectManagement-ScrumPre-Project/KickoffMeetingAspecialformofSprintPlanningMeetingMeetingbeforethebeginoftheProjectJASS200618AgileProjectManagement-ScrumSprintAmonth-longiteration,duringwhichisincrementedaproductfunctionalityNOoutsideinfluencecaninterferencewiththeScrumteamduringtheSprintEachSprintbeginswiththeDailyScrumMeetingJASS200619AgileProjectManagement-ScrumDailyScrumIsashort(15minuteslong)meeting,whichisheldeverydaybeforetheTeamstartsworkingParticipants:ScrumMaster(whichisthechairman),ScrumTeam“Chickens”and“Pigs”EveryTeammembershouldansweron3questionsJASS200620AgileProjectManagement-ScrumQuestionsWhatdidyoudosincethelastScrum?WhatareyoudoinguntilthenextScrum?Whatisstoppingyougettingonwiththework?JASS200621AgileProjectManagement-ScrumDailyScrumIsNOTaproblemsolvingsessionIsNOTawaytocollectinformationaboutWHOisbehindthescheduleIsameetinginwhichteammembersmakecommitmentstoeachotherandtotheScrumMasterIsagoodwayforaScrumMastertotracktheprogressoftheTeamJASS200622AgileProjectManagement-ScrumSprintReviewMeetingIsheldattheendofeachSprintBusinessfunctionalitywhichwascreatedduringtheSprintisdemonstratedtotheProductOwnerInformal,shouldnotdistractTeammembersofdoingtheirworkJASS200623AgileProjectManagement-ScrumScrumArtifactsProductBacklogSprintBacklogBurndownChartsJASS200624AgileProjectManagement-ScrumProductBacklogRequirementsforasystem,expressedasaprioritizedlistofBacklogItemsIsmanagedandownedbyaProductOwnerSpreadsheet(typically)UsuallyiscreatedduringtheSprintPlanningMeetingCanbechangedandre-prioritizedbeforeeachPMJASS200625AgileProjectManagement-ScrumEstimationofProductBacklogItemsEstablishesteam’svelocity(howmuchEffortaTeamcanhandleinoneSprint)Determiningunitsofcomplexity.Size-category(“T-Shirtsize”)StorypointsWorkdays/workhoursMethodsofestimation:ExpertReviewCreatingaWorkBreakdownStructure(WBS)JASS200626AgileProjectManagement-ScrumProductBacklogIsonlyaFORECAST!->isnotexactJASS200627AgileProjectManagement-ScrumSprintBacklogAsubsetofProductBacklogItems,whichdefinetheworkforaSprintIscreatedONLYbyTeammembersEachItemhasit’sownstatusShouldbeupdatedeverydayJASS200628AgileProjectManagement-ScrumSprintBacklogNomorethen300tasksinthelistIfataskrequiresmorethan16hours,itshouldbebrokendownTeamcanaddorsubtractitemsfromthelist.ProductOwnerisnotallowedtodoitJASS200629AgileProjectManagement-ScrumSprintBacklogIsaFORECAST!IsagoodwarningmonitorJASS200630AgileProjectManagement-ScrumBurndownChartsAreusedtorepresent“workdone”.ArewonderfulInformationRadiators3Types:SprintBurndownChart(progressoftheSprint)ReleaseBurndownChart(progressofrelease)ProductBurndownchart(progressoftheProduct)JASS200631AgileProjectManagement-ScrumInformationRadiator"Twocharacteristicsarekeytoagoodinformationradiator.Thefirstisthattheinformationchangesovertime.Thismakesitworthaperson'swhiletolookatthedisplay...Theothercharacteristicisthatittakesverylittleenergytoviewthedisplay."JASS200632AgileProjectManagement-ScrumBurndownChartsX-Axis:time(usuallyindays)Y-Axis:remainingeffortJASS200633AgileProjectManagement-ScrumSprintBurndownChartDepictsthetotalSprintBackloghoursremainingperdayShowstheestimatedamountoftimetorelease

IdeallyshouldburndowntozerototheendoftheSprintActuallyisnotastraightlineCanbumpUPJASS200634AgileProjectManagement-ScrumReleaseBurndownChartWillthereleasebedoneonrighttime?X-axis:sprintsY-axis:amountofhoursremainingTheestimatedworkremainingcanalsoburnupJASS200635AgileProjectManagement-ScrumAlternativeReleaseBurndownChartConsistsofbars(oneforeachsprint)ValuesontheY-axis:positiveANDnegativeIsmoreinformativethenasimplechartJASS200636AgileProjectManagement-ScrumProductBurndownChartIsa“bigpicture”viewofproject’sprogress(allthereleases)JASS200637AgileProjectManagement-ScrumScalingScrumAtypicalScrumteamis6-10peopleJeffSutherland-uptoover800people"ScrumofScrums"orwhatcalled"Meta-Scrum“Frequencyofmeetingsisbasedonth