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Introduction to Project Management with Scrum
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Introduction to Project Management with Scrum

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It's a small presentation to give the basic principles of scrum. …

It's a small presentation to give the basic principles of scrum.
The presentation mode is made interactively with the audience.
The progression of the slides are scaled on progessive learning and fixing process: starting from theory to practice.

It's not enough to start a Scrum Project and do not replace a mature scrum training delivered by a senior Scrum Trainer.

Published in: Business, Technology

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  • Excellent presentation on scrum. Thank you!
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  • RULES:
    No Mobile Phone
    2 Feet Rule: your feel bored, it doesn’t meet your expectations, ... Feel free to leave.
    Emerging questions: Questions arise when they are. Interaction is the most important.
    Parking lot: some questions become they answer during the presentation and some are out of the scope. These are pushed in a Parking lot and I will give you the best answer I can at the end of the presentation.
  • Manifesto for Agile Software Development
    We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
    Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan 
    That is, while there is value in the items on the right, we value the items on the left more. 
  • It’s an empirical Process
    Iterative & Incremental
    3 Legs
    Transparency
    Inspection
    Adaptation
    “Scrum is hard, but it sure is a whole lot better than what we were doing before!”
  • Chicken are involved.
    Pigs are committed.
  • Ensures that the team follows the values, principles and practices of Scrum.
    Helps the team and organization in the adoption of Scrum.
    Coaches and supports the team to improve productivity and quality.
    Protects the Team.
    Removes impediments.
    Responsible for the proper functioning of the project.
    There is only one ScrumMaster per team.
    The ScrumMaster is working with the team (ideally in the same room).
  • It’s the only responsible for Product Backlog’s management.
    Ensures the team’s created value: accepts or rejects the items according to the "Definition of Done."
    Maintains the Product Backlog and ensures that is visible from all.
    There is only one Product Owner per team
    The Product Owner works with the team (ideally in the same room).
  •  
  • Daily Scrum is ideally a stand-up meeting in front of the Scrum board.
  • the elevator test: "Can you explain your product in the time it takes to ride up in an elevator?" Moore (2006, p. 152).
  • Product Backlog Building: answer these questions:
    What? When? For Who?
    Product Backlog Management
    Clean the Backlog bottom from unused features (they can be added later if necessary)
    Ever keep in mind: is that really necessary?
    For Backlog Meeting: transcribe it on cards and stick up
  • Transcript

    • 1. 1Scrum by coPROcess
    • 2. Scrum by coPROcess  Scrum Coach & PMO  coPROcess S.A.  www.scrumcenter.lu  http://managingagile.blogspot.com/ 2
    • 3. Scrum by coPROcess 3
    • 4. Introduce you to Scrum Explain the basic principles Introducing Scrum Training possibilities Scrum by coPROcess 4
    • 5. 6Scrum by coPROcess
    • 6. 7Scrum by coPROcess 1995
    • 7. Scrum by coPROcess 8
    • 8. 9 2001
    • 9.  Scrum is not a methodology. Scrum does not provide the answers to how to build quality software faster.  Scrum is a framework within which the game of product development is played.  Your team plays and how good or not- good it is becomes highly visible.  Your team gets to continuously improves itself. Scrum by coPROcess 10
    • 10. 11Scrum by coPROcess
    • 11.  Scrum is a flexible framework for complex projects.  Originally Scrum has been formalized for software development. But it also works well for complex and innovative projects.  The Scrum framework is deceptively simple. 12Scrum by coPROcess
    • 12. Scrum by coPROcess 13
    • 13.  The Product Owner sets a List of Features called Product Backlog  During the Sprint Planning, the Team “pulls” a piece of the top of that list: the Sprint Backlog; and decide how to implement it.  TheTeam has a time-box to reach this goal: the Sprint ❶ 14Scrum by coPROcess
    • 14.  Each day, theTeam measures its progress during a 15’ meeting: the Daily Scrum  During the whole project, the ScrumMaster ensures that the Team is still focused on its objective.  At the end of the Sprint, the work has to be potentialy shipable.This work is considered as done. ❷ 15Scrum by coPROcess
    • 15.  The Sprint ends with the Sprint Review and the Retrospective.  When the next Sprint starts, theTeam selects a new piece of the Product Backlog and restarts the process.  The process is done when all Features are implemented, or the budget is consummed, or when the time is over. ❸ 16Scrum by coPROcess
    • 16. Maximize Value 17Scrum by coPROcess
    • 17. 18Scrum by coPROcess
    • 18. 19Scrum by coPROcess
    • 19. 20Scrum by coPROcess
    • 20. 21Scrum by coPROcess
    • 21. 22Scrum by coPROcess Self ManagingTeams Traditional Organization customer-driven management driven multi-skilled workforce workforce of isolated specialists few job descriptions Many Job Descriptions Information widely shared Information limited Few levels of management Many levels of Management Whole-business focus Function/department focus Shared goals Segregated goals Seemingly chaotic Seemingly organized Purpose achievement emphasis Problem-solving emphasis High worker commitment High Management commitment Continuous improvements Incremental improvements Self-controlled Management-controlled Values/principles based Policy/procedure based Source: "Leading self-directed work teams" by Kimball Fisher
    • 22.  Ensures  Helps  Coaches  Protects  Removes  Responsible  Work with 23Scrum by coPROcess
    • 23.  Responsible  Ensures  Accepts  Rejects  Maintains  Work with 24Scrum by coPROcess
    • 24. 25Scrum by coPROcess
    • 25. Daily Meetings 26Scrum by coPROcess
    • 26. 27Scrum by coPROcess
    • 27. 28Scrum by coPROcess
    • 28.  Moderator: Product Owner  Participators: Team (active), ScrumMaster (passive)  Duration: 8 Hours for a 4 week Sprint  Moderator: Product Owner  Participators: Team (active), ScrumMaster (passive)  Duration: 8 Hours for a 4 week Sprint  2 PARTS:  Sprint Planning 1: the WHAT?  Sprint Planning 2: the HOW?  PRODUCT OWNER:  Provides the customer ‘s/ user’s prioritized product backlog  Presents the Release Plan.  Explain theVision  TEAM:  Estimates the Product Backlog in terms of feasibility (functional estimation)  Slice the Product Backlog to Sprint Backlogs with Product Owner  Slice Sprint Backlog in Tasks  TEAM AND PRODUCT OWNER:  Define the Sprint objective  Establish “Definition of Done” for the Sprint. 29Scrum by coPROcess
    • 29. 30Scrum by coPROcess
    • 30.  Moderator: Team  Participators : Team, ScrumMaster, Product Owner  Duration: 2-4 Weeks  Moderator: Team  Participators : Team, ScrumMaster, Product Owner  Duration: 2-4 Weeks  Development of the applications from the Sprint Backlog in which the team is involved.  Maintenance of the Level of Done:  Developement  Unit test  Acceptance  Integrations test  System tests  Performance  Co-management of impediments with the ScrumMaster.  Co-maintenance of the Sprint Backlog with Product Owner. 31Scrum by coPROcess
    • 31. 32Scrum by coPROcess
    • 32.  Moderator: Team  Participators : Team (active), ScrumMaster (passive), Product Owner (passive)  Duration: 15 min  Moderator: Team  Participators : Team (active), ScrumMaster (passive), Product Owner (passive)  Duration: 15 min  It is the Inspect- and-Adapt fromTeam: Synchronization and Commitment.  The 3 Questions: 1. What did you do yesterday? 2. Which impediments? 3. ¨What do you plan for today? 33Scrum by coPROcess
    • 33. 34Scrum by coPROcess
    • 34.  Moderator: Product Owner  Participators: Team (active), ScrumMaster (passive), Management (active), Customer (active), Users (active)  Duration: 4 Hours for a 4 week Sprint.  Moderator: Product Owner  Participators: Team (active), ScrumMaster (passive), Management (active), Customer (active), Users (active)  Duration: 4 Hours for a 4 week Sprint.  It is the Inspect-und-Adapt from Customer, Users and Management.  The team presents the results of the Sprint.  Users/Customer/ Management express their comments and find a compromise with the team.  The Product Owner accepts or rejects Sprint Backlog Items according to Definition of Done.  The Product Owner has the last word here. 35Scrum by coPROcess
    • 35. 36Scrum by coPROcess
    • 36.  Moderator: ScrumMaster  Participators: Team (active), ScrumMaster (active), Product Owner (active als Scrum Team Member)  Duration: 3 Hours for a 4 week Sprint.  Moderator: ScrumMaster  Participators: Team (active), ScrumMaster (active), Product Owner (active als Scrum Team Member)  Duration: 3 Hours for a 4 week Sprint.  Scrum Process Analysis:  How  How can we improve ourselves?  Inspection priorities :  Team communication  Relationship between team members  Processes and Tools  Training issues  etc 37Scrum by coPROcess
    • 37. 38Scrum by coPROcess
    • 38.  The Product Backlog answers following questions: What? When? For who? 39Scrum by coPROcess
    • 39. 40Scrum by coPROcess
    • 40. 41Scrum by coPROcess
    • 41. 42
    • 42. 43Scrum by coPROcess
    • 43. For theFor the TEAMTEAM Code corresponds to the standard  Code is  proper  Re-factored  Unit tested  checked in  built  Has a number of applied unit tests.  To achieve this, the development environment is constituted by :  A Source-Code Library  Codes Standards  Automatic Build  A Unit-tests Environment 44Scrum by coPROcess
    • 44. ForFor SCRUMSCRUM A Story/Item is “done” when theTeam has reached its Level-of- Done.  Sprint/Iteration is “done” when  All items are “done”  When the Sprint reaches its goal.  And when Acceptance criteria are met.  Release is “done” “done” for Integration “done” for Production 45Scrum by coPROcess
    • 45. 46Scrum by coPROcess
    • 46. Scrum by coPROcess 47
    • 47.  Transparence  Inspection  Adaptation 48Scrum by coPROcess
    • 48. Scrum by coPROcess 49
    • 49. Scrum by coPROcess 50
    • 50. 51Scrum by coPROcess
    • 51. 52Scrum by coPROcess
    • 52. 53Scrum by coPROcess
    • 53. 54Scrum by coPROcess
    • 54. 55Scrum by coPROcess
    • 55. Sprint Release Future Releases 56
    • 56. 57
    • 57. Scrum by coPROcess 58
    • 58. The Team Developer Analyst Architect Tester DBA Scrum Master Anyone (not an authority role) Not necessarily a developer. Product Owner Product Manager Business Analyst Functional Project Manager Business 59Scrum by coPROcess
    • 59. 60Scrum by coPROcess
    • 60. Scrum by coPROcess 61
    • 61.  Scrum Alliance  Certified ScrumMaster  Certified Product Owner  Certified Scrum Developer  Certified Scrum Professional  Certified Scrum Trainer  Certified Scrum Coach  Scrum.org http://www.scrum.org/  Professional Scrum Master ▪ Professional Scrum Master 1 ▪ Professional Scrum Master 2  Professional Scrum Developer ▪ PSD .Net ▪ PSD Java http://www.scrumalliance.org/ 62Scrum by coPROcess
    • 62.  Basics :  Introduction to Scrum  ScrumMaster in depth Training  Product Owner in depth Training  Coaching Scrum Teams  Hyper Productivity & Rapid Scrum  ScrumBan  Scrum Certification on-demand  “Short Tracks”: ▪ Format: 4 Hours, 4 Trainees, 1 Problem, 1 Solution, 1 Example, 1 Counterexample, 1 Tool, 1 Template ▪ Themes: PID, ROI, Scaling Teams, Visual Management, Visioning, Scrum Tools, Magic Estimation. 63Scrum by coPROcess
    • 63. 64Scrum by coPROcess
    • 64. 65Scrum by coPROcess
    • 65. That was my introduction to Project Management with Scrum 66Scrum by coPROcess
    • 66. Thanks 67Scrum by coPROcess
    • 67. pneis@coprocess.lu 68Scrum by coPROcess