2. What is Scrum? Scrum is a framework that allows you to create your own lightweight process for developing new products. Scrum is simple. It can be understood and implemented in a few days. It takes a lifetime to master.“Scrum is not a methodology – it is a pathway”– Ken Schwaber (Boulder, Co, Nov. 2005)
3. The Empirical Process Plan Execute Reflect The Core of Scrum
4. When is Scrum Appropriate? • Scrum works best when the problems to be solved lie in the Complex Space.Requirements • New Product Development Work and Knowledge Work both tend to exist in the Complex Space. • Research lies in the Anarchy space Technology • Maintenance lies in the Simple Space
5. The Scrum Space Play Explore Enquire Discover Communicate Collaborate Push Your Edge Take Risks Dare to Fail
6. Scrumis aDanceFollow the rules anddiscover your team’sinnate creativityBreak the rules andwatch it all fall apart
7. Scrum will help you fail in 30 days or less -- Ken Schwaber, c2001
9. The Scrum Foundation• Empiricism• Self-organization• Collaboration• Prioritization• Rhythm
10. Empiricism Detailed up-front planning and defined processes are replaced by just-in-time inspect and adapt cycles
11. Self-organization Small teams manage their own workload and organize themselves around clear goals and constraints
12. CollaborationScrum leaders, product visionaries andcustomers collaborate with developers –they do not manage or direct them
13. Prioritization Work on the most important thing – do not waste time focusing on work that does not add immediate value
14. RhythmTimeboxing creates the rhythm that drives development
15. With a solidfoundation…your process, your design and yourproduct will emerge in the way mostappropriate to your context
16. EmergenceThe beauty of letting go, and trusting
18. Scrum Relationships The Wider Scrum Master Organization The Team 3-7 people Product Owner End Users Stakeholders
19. Product OwnerThought Leader & Visionary Drives the Product Vision Maintains the Product Backlog Prioritizes the Requirements Accepts the Working Software
20. Scrum MasterTrouble Shooter& Servant Leader• Manages the Process• Supports the Team• Removes Organizational Impediments• Socializes Scrum to Management
21. The Team 5-8 Members Cross-Functional Self-Managing Autonomous Accountable for Meeting Commitments
22. Team Size
24. VisionStatementA short statementof intentA goal to aspire to
25. A living list ofProduct requirements The ProductBacklog Backlog represents the WHAT of the system Prioritization is essential!
26. Planning 1The team meets withthe PO to discusspriorities, refine thestories, and determineacceptance criteria.This happens initiallybefore developmentand then iteratively,every sprint.
27. Feature Prioritization • Deliver the highest value early on • But don’t neglect the bigger picture
28. Planning 2 Occurs at the start of each sprint. Team and POnegotiate the commitment, then the team members begin the design process and generate tasks
29. Sprint Goal The vision for the sprint The Sprint Goal is a negotiated agreement between Product Owner and Team
31. Sprint Backlog The Committed Stories and a list of tasks representing the HOW of the system The Sprint ‘To Do’ List is owned and managed by the Team
32. Daily Scrum15 Minutes | 3 Questions• What did I complete in the past 24 hours?2. What do I commit to in the next 24 hours?3. What is getting in my way?
33. ImpedimentListA list of organizationaland team impediments – with suggested solutionsThis list is maintained by the Scrum Master
34. Story Burndown
35. Team Task Board
36. Example Task Board
37. “Done”• Example checklist for working software – Unit tests pass – Customer Acceptance tests pass – User docs written – UI design approved by PO – Integrated into existing system – Regression test/s pass – Deployed on staging server – …
38. Working Software
40. ReviewOccurs at the end of each sprint.Inspect and Adapt the product.The team meets with the Product Ownerand the Stakeholders to demonstrate theworking software from the sprint.
41. RetrospectiveOccurs at the end of each sprint.Inspect and Adapt the process.The team meets with the Scrum Master tolook at what went well and what can beimproved.Retrospectives must concludewith individual commitmentsto action.
48. Retrospective in detail...Metrics Retrospective Ideas for ChangeImpediments Scrum Team Commitments MasterReflections Improved Process
49. ScrumWhat next?
50. Change...Nothing of him that doth fadeBut doth suffer a sea-changeInto something rich and strange...William Shakespeare, “The Tempest”
51. Take ActionWhat will you do on your first day back atwork to initiate change?Make a commitment to someone on thiscourseWrite it down, sign it, exchange emailsFollow up!
52. Top Five…• Five books that I recommend to cultivate the Agile Mindset – Surfing the Edge of Chaos Pascale, Milleman & Gioja – Slack Tom De Marco – Artful Making: Rob Austin and Lee Devin – User Stories Applied Mike Cohn – Scrum & XP from the Trenches Henrik Kniberg Top five chairs made out of trash: something from nothing
53. where to now?Start here:http://groups.google.com/group/scrumalliance/