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Agile je jeden project management metodologie, podobně jako waterfall model. Umožňuje měnící se požadavky, časté dodávky, iterativní a inkrementální přístup.
Waterfall - (inicializace, planování, provádění, monitorování a kntrola, uzavírání) změny drahé, musí se zmrazit požadavky, komplexní vše naplánovat, mění se technologie, těžké získat dohodu. Agilni metodologie: Scrum, Extrémní programování, …
Exin handbook for scrum masters and product owners
www.stateofagile.com - proč agile
www.standishgroup.com - statistiky firem
Agile Manifesto - popisuje hlavní hodnoty Agilního přístupu - Individuum > proces, funkčnost > dokumentace, reakce na změnu > plán, zákazník > kontrakt
Agile principles:
Agile project management (APM)
Envision: product vision, project scope (requirements), project team, project approach - technika
Speculate: epics - high lever requirelements, user storeies, release plan
Explore: sprint planning, delivering values, …
Adapt: learn and go back to speculate or to close - transition to the support
Reference:
www.scrumguides.org
Pilíře: transparence, inspekce, adaptation
Values: Commitment, Focus, Openness, Respect, Courage
Proces Product backlog → sprint planning → sprint backlog → sprint run, standups → sprint review
cesta ke Scrumu
ADAPT (Awareness, Desire, Ability, Promotion, Transfer)
ADKAR (Awareness, Desire, Knowledge, Ability, Reinforcement)
Musíme vědět co očekáváme a jestli to Scrum donese
Balances score cards, obsahuji future orientation metrics Employee metriky, (business values delivered by scrum - saving and revenue, new features, faster delivery), excelence metrics - predictibility of time to feature, prodductivity of team, quality metrics - defects, issues, customer orientation metrics - protuct performance, uptime, satisfaction, loyality
benefit for user or stakeholder. INVEST model k popsání User story - Independent, Negotiables, Valuable, Estimable, Small, Testable Independent na ostatních user story, Negotiable - dobře popsané, Valuable - hodnota pro business, Estimable - dost informací potřebných k udělání, Small dost malé na dodělaní ve sprintu
Story card: Nadpis, kód, popis kdo co chce a proč, acceptance criteria, priorita
Acceptance criteria od PO. Jak se to chová za kterých podmínek - funkční, nebo nefunkční kriteria (bezpečnost, rychlost)
Epics, stories, features Epic velke user story, které může obsahovat více storek Feature - unikatní funkcionality - jeno nebo více storek
Rozdělění storek na měnší:
Operational boundaries: create, retrieve, update, delete
data boundaries: uživatel, produkt, …
Separate exceptions
Research vs implementation
separate non functional requirements: performace, scalability, security
SM Scrum master PO Project owner - prioritize stories Team
Refinement - detailní dolaďování věcí v backlogu: prioritizace, estimace, popis
Planning - Rozdělění věcí z backlogu určených pro daný sprint v týmu, úkoly pro sprint určuje PO
Daily stand-up
Demo
Retrospective
DEEP
Backlog:
Jak dělit storku: podle transakcí - vytvořit, upravit, přečíst, smazat podle deta, investigace a implementace, vyjímky, ….
User persona - Hypotetický uživatel - umožnuje se vcítit do uživatele. Jméno, role, učel co chce udělat, jeho běžné činnosti
Story INVEST - independent na jiných věcech, Negotiale (need, not solution), Valuable - hodnota popsaná ve story, Estimable, Small, Testable - acceptance test
User story format: Co kdeo chce, co chce udělat a proč, detaily, acceptance criteria As a accountant, I waould like accoubt screen to be simple that I do not have to scroll up and down
Definition of Done - obecne pravidlo, co platí pro všechny user story (otestovano, bezpečné, …) Definition of Ready Acceptance criteria - pro story
Minimaly marketable feature mmf
Business value: New revenue, incremental revenue, retained revenue (aby neodešli), operational efficiency — top priority
Benefit cost analysis Payback period - za kolik let se investice vrati: 100000 investice, 25000 naklady, 4 roky navrat Returnon investment 25k/100k=0.25 Net present value npv Internal rate of value irr
Prioritizace Value risk matrix - high risk, high value, high risk low value…. Kano model
Storypoints - univerzální, nezávislé na člověku 1 small 5 medium 13 big linear or fibonaci, if betveen, then higher
Ideal time - absolutni cas na storku - lisi se clovek od cloveka, lepe se vysvetli mimo tym
Story card - popis, estimace, priorita
Affinity estimation - sort all storycards from smallest to biggest, then estimate by fibbonaci, or t-shirt size - relative sizes
Planning poker, read story point, than discuss, than every choose size, than discussion, than agreement on size www.planningpoker.com fun, involves all, effective, discuss risks
Velocity and planning - velocity - productivity of the team - work done in a sprint in story points, average value for past sprints
Planning onion - vision, roadmap, release, sprint, daily
Release planning - goal of release, select stories aligned to the goal, estimate and prioritize, determine sprint size, estimate team velocity, assign individual user stories to the sprint - do it together, to not have aggressive release plan Good to assign just some first iterations, rest of backlog tentative. Possible to use buffer. Plan can change
Release planning process flowchart determine High level business goals —> decide epics, storeies → estimate user stories, →iteration size → estimate velocity, → prioritize → select stories to iterations and release date Common failure - use sprints for specific activities, not for deliverables → schedule risks, longer go from idea to feature
Burn down and burn up charts (information radiators) Burn down chart -linear chart how many work rest to the end of the project (ideal task remaining versus actual work) burndown bar chart - similar, but bars, starting from 0 or another number burn-up chart - how much done since start of project parking lot chart - project stutus - features groupped, green done, red attention, yellow in progress Scrum board - kanban board - todo, doing, done Nico Nico calendar - feeling of every of team - smaily per user and day
Measure just what matter, focus on trends and forecasts, not only values focus on team metrics measires for improvement, not punish
Other information radiators: Impediment log - list of impediments, and their status Resolved/outstanding cummulatiove flow diagram - square with status of workitems blue - backlog, green started yelllow designed, grey coded, red complete - in time
User story -requirements from use perspective Epic - large user story which cannot be delivered in singe spring
value risk matrix - 1) high risk, high value, 2) low rirsk, high value 3) low value low risk (do or not to do) low risk, low value