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Scrum - Atlanta Code Camp
Scrum - Atlanta Code Camp
Scrum - Atlanta Code Camp
Scrum - Atlanta Code Camp
Scrum - Atlanta Code Camp
Scrum - Atlanta Code Camp
Scrum - Atlanta Code Camp
Scrum - Atlanta Code Camp
Scrum - Atlanta Code Camp
Scrum - Atlanta Code Camp
Scrum - Atlanta Code Camp
Scrum - Atlanta Code Camp
Scrum - Atlanta Code Camp
Scrum - Atlanta Code Camp
Scrum - Atlanta Code Camp
Scrum - Atlanta Code Camp
Scrum - Atlanta Code Camp
Scrum - Atlanta Code Camp
Scrum - Atlanta Code Camp
Scrum - Atlanta Code Camp
Scrum - Atlanta Code Camp
Scrum - Atlanta Code Camp
Scrum - Atlanta Code Camp
Scrum - Atlanta Code Camp
Scrum - Atlanta Code Camp
Scrum - Atlanta Code Camp
Scrum - Atlanta Code Camp
Scrum - Atlanta Code Camp
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Scrum - Atlanta Code Camp

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Scrum is not a new concept but it has gained a lot of popularity in the last few years. It is a very powerful agile project management methodology that, when used correctly, can help your team deliver …

Scrum is not a new concept but it has gained a lot of popularity in the last few years. It is a very powerful agile project management methodology that, when used correctly, can help your team deliver better software faster than before. We will start with a brief overview of the process and look at some techniques and tools that will help you succeed, as well as common pitfalls that you should avoid. Come prepared for an interactive session where you will be encouraged to share your experiences with Scrum.

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Transcript

  • 1. Scrum
    Intro and overview
  • 2. What is Scrum?
    Agile development methodology
    Helps cross-functional teams commit and deliver high-quality, production-ready code in phases
    Scrum is an iterative process for developing any product or managing any work, which produces a potentially shippable set of functionality at the end of every iteration.
    Scrum engages developers to produce the major pieces of an application in less time than by traditional methods
  • 3. Characteristics
    Self-organizing teams
    Product progresses in a series of two- to four-week “sprints”
    Requirements are captured as items in a list of “product backlog”
    No specific engineering practices prescribed
    Uses generative rules to create an agile environment for delivering projects
    One of the “agile processes”
  • 4. Scrum goals
    Team environment & communication
    Quality product
    Provide more information on project progress early on
    Ability to adjust to business needs
  • 5. Traditional Approach
    • Time is spent on every phase, but the client doesn’t see any benefit until the end
    • 6. Major changes due to business needs are not easily incorporated into the design
    • 7. QA does not get involved until the end which results in very costly bug fixes
  • Using Scrum
  • 8. Time boxes
    Release Planning Meeting
    Sprint
    Sprint Planning Meeting
    Sprint Review
    Sprint Retrospective
    Daily Scrum
  • 9. Process
    Sprint planning meeting
    Allows product owner and team to see what will be delivered
    Team addresses “What” and “How”
    Sprint goal is set
    Items are moved from the product backlog into a sprint
    Sprint backlog is created
  • 10. Process
    Daily Scrum meetings
    Allows team to see entire picture everyday
    Short meeting, team members answer the following:
    What did I work on since the last meeting?
    What will I work on until we meet again?
    What impediments are preventing me from getting my tasks done?
    Not a status meeting
  • 11. Process
    Sprint review meeting
    Occurs at the end of the sprint
    Product is demo’d
    Product owner can accept/reject the deliverables
    Review Product backlog at the end
  • 12. Process
    Sprint retrospective
    Discuss what went well and what to improve in the next sprint
    Team is encouraged to revise processes in order to become more effective on the following sprint
    Inspect how the last Sprint went in regards to people, relationships, process and tools
    The product owner does not attend this meeting.
    Start/Stop/Continue
  • 13. Team dynamics
    Self-organizing teams
    No one person is in charge of the team’s decisions
    Team is responsible for committing and delivering
    Cross-functional teams (BSA, QA, developers, PM)
  • 14. Backlogs
    Product Backlog
    The requirements for a system
    Prioritized list
    Includes both functional and non-functional customer requirements, as well as technical team-generated requirements.
    Sprint Backlog
    Defines the work for a sprint
    Represented by the set of tasks that must be completed to realize the sprint's goals
  • 15. Burn-down chart
    Tracks how much value has yet to be delivered
    Work remaining is the Y axis and time is the X axis
    Sprint burn-down charts show daily progress
    Product burn-down chart show monthly (per sprint) progress.
  • 16. Burn-down chart
  • 17. Done
    Every sprint should produce “potentially shippable” code
    Team must define what “Done” means to them
    Everyone should have the same understanding of “Done”
  • 18. Let’s build a website!
    An E-commerce website is needed for your sportswear company
    Product Backlog:
  • 19. Sprint backlog
    Break down the tasks from the product backlog and make a commitment for the sprint: “As a user, I can view the company’s inventory”
  • 20. Calculating Velocity
  • 21. Burndown Chart
  • 22. Velocity Chart
  • 23. Quality
    Focus on creating “production ready” deliverables at the end of each sprint
    Product is designed, coded, unit tested, peer reviewed, built and QA tested during the sprint
    Never sacrifice quality
    If an item cannot be delivered, negotiate with project owner
    It should be apparent early in the process if something will not be delivered
    A sprint should always run through completion to maintain quality of code base.
    At the end of each spring, a decision can be made regarding the direction of the project.
    Lack of focus on quality reduced efficiency over time
  • 24. Communication
    Sprint planning meetings allow the project owner and team to see what will be delivered and have a common “Sprint Goal”
    Sprint back-log is updated daily to show progress and possible estimation errors
    Sprint burn-down chart shows progress throughout the sprint (generated from the sprint back-log)
    Daily scrum meetings foster communication about daily tasks and allows the entire team to assess the project on a daily basis
  • 25. Tools – Planning Poker
    Combines expert opinion, analysis to provide quick/reliable estimates
    Includes entire team
    Use special cards or modified playing card
    Have fun
  • 26. Tools – Task Board
    Source: http://www.mountaingoatsoftware.com/system/hidden_asset/file/29/MockedTaskBoard.jpg
  • 27. Software Tools
    Whiteboard
    Excel
    TFS (Scrum Templates)
    TeamPulse
    ScrumWorks
    Rally Software
  • 28. Common pitfalls
    Mini-waterfalls in each sprint
    Making changes to the process before trying it out
    ScrumMaster behaving as a team lead
    Allowing sprints to go on longer than planned
    Bug-creep
    Developer-level burn-downs
    QA not part of the process
  • 29. Conclusion
    Scrum allows for better communication
    Scrum helps with transparency
    Scrum exposes existing problems and surfaces new problems as soon as they come up
    Scrum helps you learn from the past

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