Introduction into SCRUM


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  • Focus – “Concentrate all your thoughts upon the work at hand. The sun’s rays do not burn until brought to a focus.” – Alexander Graham BellTeam focus is the domain of the Scrum Master. The SM removes work impediments to the Team, shields them from external influence and is responsible for making the Team fully functional and effective. The nature of Scrum means that the PO aids the focus of the Team by making sure that all work is prioritised in a backlog. Finally the Team must be focused on finishing the sprint User Stories while adhering to the Definition of Done.Courage – “Fortes fortunaadiuvat – fortune favours the brave” – Latin proverbThe SM needs the courage to protect and guide the Team. Standing up to the PO and Stakeholders at the right time, really takes guts. The PO must have the courage to entrust the Sprint Backlog to the Team, a giant leap of faith as it is the PO who answers to the Stakeholders at the end of the sprint. Finally the Team must have the courage to aggressively commit to as much work as they think they can do each sprint.Openness – “It is impossible for a man to learn what he thinks he already knows.” – EpictetusThe PO must be open to accepting change, alternatives and new ideas, both from the Team and Stakeholders. By providing a qualified backlog with priorities and value, the PO is transparent about what is coming up next and the Team knows what to expect. The Team needs to be open to find the best solution to any problems from within. Scrum also pushes openness with the Retrospective Meeting, where any problems are pushed to light and dealt with in an open environment.Commitment – “Do, or do not. There is no try.” – Master YodaThe whole scrum process is a commitment to a new way of working, to be more adaptable. The Team commits to what they will do each sprint by choosing the Sprint Backlog and they also commit to how the work will be ‘done’ in the Definition of Done. This means the Team commits to doing whatever is necessary in order to meet their goals. The SM commits to actively guiding the Team and takes a weight of responsibility in making the Team adhere to the Scrum process. The PO commits to having a certain fraction of his Product Backlog ready for the Stakeholders every sprint, and also commits on the priorities of what the Team will do in each sprint.Respect – “I speak to everyone in the same way, whether he is the garbage man or the president of the university.” – Albert EinsteinPersonally I think that this is one of the most important Scrum Values, and a place where many teams struggle.In Scrum, the limits and boundaries of the Scrum roles really need to be transparent, and respected. Everyone on a scrum project needs to be aware that the PO is in charge of what the Team works on, but not how they do their work, and that the Team is responsible for getting the work done, but not questioning what work gets done. The SM also needs to be aware that though he has more responsibility than a Team member, he is an equal member of the Team, and not a leader. In the ideal case, the SM is a gentle shepherd, or quiet guide to the Team, not forcing the Team
  • Introduction into SCRUM

    1. 1. Introduction into SCRUMAnton Viktorov, Eugene AfoninMarch 30, 2012
    2. 2. Plan  Origins and history  Why  What is it  Scrum flow  Roles  Practices  eXtreme programming  Values  Scalability. Scrum of Scrums2 2
    3. 3. What is SCRUM? Scrum3 3
    4. 4. Scrum Origins & History  Fuji-Xerox, Honda, Canon, Toyota  Early 90s  Jeff Sutherland  Ken Schwaber  Mike Beedle4 4
    5. 5. Why to invent something? Requirements are not fully understood before a project begins Users know what they want only after they see an initial version of software Requirements change often during the software construction process New tools and technologies make implementation strategies unpredictable5 5
    6. 6. Philosophy Development is not well defined industrial process Development is creativity Development is complex and requires empirical model INSPECT AND ADAPT6 6
    7. 7. Empirical Process Control Uses Inspection and subsequent adaptation to optimize realization of goals Transparency is required for inspection and adaptation7 7
    8. 8. What is it Scrum is an iterative and incremental development methodology A key Scrum theme is its emphasis on empirical rather than defined process INSPECT AND ADAPT8 8
    9. 9. Scrum Flow Overview9 9
    10. 10. Roles and Practices  Product Owner  Scrum Master  Scrum Team  Product Backlog  Sprint  Sprint Planning Meeting  Sprint Backlog  Scrum Meetings  Sprint Review and Retrospective10 10
    11. 11. Product Owner Represents the interests of the stakeholders, communicates product requirements One person who is responsible for creating and prioritizing the Product Backlog Chooses the goals (from Product Backlog) for the next Sprint Responsible for ensuring that the most important business value is developed first Along with other stakeholders, participates in Sprint Review11 11
    12. 12. Scrum Master Ensures Scrum practices followed Another main job is to remove blocks – Decisions in one hour; “bad decisions are better than no decisions, and they can be reverted” – Blocks gone in one day, ideally Mediates between Management and Scrum team Firewall – ensures that team is not interrupted by work requests from outside. Conducts Daily Scrum Conducts Sprint Review12 12
    13. 13. Scrum Master13 13
    14. 14. Scrum Team  7 2 people  Does whatever needs to meet goal – Organizes itself and its work – Cross functional  Membership can be changed only between sprints14 14
    15. 15. Product Backlog  A list of work desired to be done  List is prioritized by Product Owner15 15
    16. 16. Sample Product Backlog16 16
    17. 17. Sprint  Target duration is 1 month 2 weeks  No changes during the Sprint – Plan sprint durations around how long you can commit to keeping changes out of the Sprint – Timeboxing in Scrum17 17
    18. 18. Sprint Planning18 18
    19. 19. Sprint Goal and Sprint Backlog Scrum Team takes the Sprint Goal and decides what tasks are necessary Team self organizes around how they’ll meet the Sprint Goal – Manager doesn’t assign tasks to individuals Managers don’t make decisions for the team Scrum Team estimates and commits Sprint Backlog is created19 19
    20. 20. Sample Sprint Backlog20 20
    21. 21. Sprint Backlog during the Sprint Changes – Team adds new tasks whenever they need to in order to meet the Sprint Goal – Team can remove unnecessary tasks – ! But: Sprint Backlog can only be updated by the team Estimates are updated whenever there’s new information21 21
    22. 22. Sprint Backlog Graph “Burn-Down” Chart22 22
    23. 23. Sprint abnormal termination Sprint can be cancelled before planned end of sprint date Team can cancel Sprint if they are unable to meat Sprint Goal Management can cancel Sprint if external circumstances negate the value of Sprint Goal Rule of 20% If Sprint is abnormally terminated – conduct Sprint planning and review termination reason23 23
    24. 24. Scrum Meetings or “Scrum”  Scrums are: – Daily – Stand-up – Not more than 20 mins – Not for problem solving  Three main questions: – What have you done since last Scrum? – What will you do between now and next Scrum? – What is getting in the way (blocks)?  Chickens and pigs – Only Scrum Team can talk (the pigs) – Anyone else can attend but remain silent (the chickens)24 24
    25. 25. Sprint Review  Team presents what is accomplished during the sprint  “Demo” of new features  Informal  Participants – Customers – Management – Product Owner – Other engineers25 25
    26. 26. Spring Retrospective Team reviews what went well and what went poorly Use retrospection techniques to find potential for improvement Pick one or two areas to focus for improvement Typically 15–30 minutes Done after every sprint Whole team participates26 26
    27. 27. No more Roles and Practices27 27
    28. 28. There are no engineering practices Scrum doesnt have any engineering practices, wrapping and using those at the organization where it is implemented. When these engineering practices are weak, overall productivity is lessened. XP: 1. Test-Driven Development 7. Small Releases 2. Planning Game 8. Simple Design 3. Whole Team 9. System Metaphor 4. Pair Programming 10. Collective Code Ownership 5. Continuous Integration 11. Coding Standard 6. Design Improvement 12. Sustainable Pace28 28
    29. 29. Some key success practices Replace ineffective Scrum Master Workers daily update the Sprint Backlog No tasks in Sprint backlog more than 16 hrs Scrum Master updates team to see a whole picture every day Blocks gone in one day Start simple and stay that way29 29
    30. 30. Scrum Values  Focus  Respect  Courage  Openness  Commitment30 30
    31. 31. You are not doing Scrum if… Scrum Master tells the Team what to do Customer (Product Owner) isn’t involved in every iteration, isn’t prioritizing requirements You have two or more Product Owners, who own Product Backlog You add new or additional features to the Sprint You create a plan for several iterations ahead31 31
    32. 32. Small project PO SM Team32 32
    33. 33. Large Project - Scrum of Scrums Chief PO Chief SM PO PO PO PO SM SM SM SM Team Team Team Team33 33
    34. 34. SCRUM Scrum is a simple framework Scrum provides the mechanism for making people problems visible so they can be solved34 34
    35. 35. Books to read • Agile Software Development with Scrum, by Ken Schwaber and Mike Beedle, published by Prentice Hall • Agile Project Management with Scrum (Microsoft Professional), by Ken Schwaber, published by Microsoft Press • Agile and Iterative Development, A Manager’s Guide, By Craig Larman, published by Addison- Wesley35 35
    36. 36. Sites to visit www.ScrumAlliance.org36 36
    37. 37. Tools to use Version One ( Rally ( ScrumWorks ( Green Hopper for Jira ( Xplanner ( Sprintometer ( – born in Exigen Services)37 37
    38. 38. Questions Questions ?38 38
    39. 39. Photos. Jeff Sutherland Jeff Sutherland, Anton Viktorov39 39
    40. 40. Photos. Kent Beck Anton Viktorov, Kent Beck, Sergey Andrzheevsky, Elena Komarova40 40