0
BetcherConsulting.com Robert R. Betcher, PMP, CSM1
PREPARATION
SCRUM
PROCESS
SCRUM Right
SCRUM ROLES
•Business case & fund...
BetcherConsulting.com Robert R. Betcher, PMP, CSM & ACP2
PREPARATION
SCRUM
PROCESS
SCRUM PROCESS
SCRUM ROLES
•Business cas...
3
15-30 DAYS
24 HOURS
15 min. Daily meeting.
Team members respond to basics:
A.What did you do since last Scrum Meeting?
B...
4
•Business case & funding
•Contractual agreement
•Vision
•Initial productbacklog
•Initial release plan
•Stakeholderbuy-in...
5
SCRUM
ARTEFACTS
PREPARATION
SCRUM
PROCESS
SCRUM PROCESS
SCRUM ROLES
•Business case & funding
•Contractual agreement
•Vis...
6
SCRUM
ARTEFACTS
PREPARATION
SCRUM
PROCESS
SCRUM PROCESS
SCRUM ROLES
•Product owner
•Scrum master
•Team members
•Stakehol...
7
1 - 4 WEEKS
24 H
Sprint Backlog
•Features assigned to
sprint
•Estimated by team
•Team Commitment
Product Backlog
•Featur...
8
1 - 4 WEEKS
24 H
Sprint Backlog
•Features assigned to
sprint
•Estimated by team
•Team Commitment
ProductBacklog
•Feature...
9
2 WEEKS
24 HOURS
15 min. Daily meeting.
Team members respond to basics:
A. What did you do yesterday?
B. What will you d...
10
Task
Task
Task
Task
Task
Task
Task Task
To Do Doing Done
Task
Task
Task
Task
Task
Task
Task
Task
Task
Task
Task
Task
Ta...
11
•The person
responsible for
maintaining the
Product Backlog by
representing the
interests of the
stakeholders, and
ensu...
12
•A prioritized list of
high-level
requirements. (Best
Stored in a SCRUM
Tool or ERP Solution)
•An epic is a group of re...
13
•Relates to an abstract point system
assigned during Grooming or Planning
Sessions, used to discuss the difficulty of t...
14
•This is the process of
estimating the existing
backlog using
effort/points, refining the
acceptance criteria for
indiv...
15
Sprint Burn down
Method to Track the Team’s
Progress.
Charts
Team Behind
Schedule
Team Ahead of
Schedule
BetcherConsult...
16
Sprint Burn Up
Method to Track
Story Points Added to
a Sprint or Backlog
CHEVRON DIAGRAM
Scope Added To
Backlog
Betcher...
17
Capacity Planning
Method to Track the Team’s
Utilization during Task Planning.
Charts
Team Member Name 1
Team Member Na...
COMPANY NAME NAME OF PRESENTER18
Robert R. Betcher, PMP, CSM & ACP
Working toward a self-managing team
TEAM THE MOST IMPOR...
COMPANY NAME NAME OF PRESENTER19
Working toward a self-managing team
Team Building
What is and what is not Team
Building.
...
COMPANY NAME NAME OF PRESENTER20
Working toward a self-managing team
Team Building
What is and what is not Team
Building.
...
COMPANY NAME NAME OF PRESENTER21
Working toward a self-managing team
Team Building
What is and what is not Team
Building.
...
COMPANY NAME NAME OF PRESENTER22
Efficient and Effective
Team Building
What is and what is not Team
Building.
Team Member
...
COMPANY NAME NAME OF PRESENTER23
Team Building
What is and what is not Team
Building.
Team Member
Personalities
The many p...
COMPANY NAME NAME OF PRESENTER24
Robert R. Betcher, PMP, CSM
Team Building
What is and what is not Team
Building.
Team Mem...
COMPANY NAME NAME OF PRESENTER25
Team Building
What is and what is not Team
Building.
Team Member
Personalities
The many p...
COMPANY NAME NAME OF PRESENTER26
Well Formed Teams
Team Building
What is and what is not Team
Building.
Team Member
Person...
COMPANY NAME NAME OF PRESENTER27
Team Building
What is and what is not Team
Building.
Team Member
Personalities
The many p...
COMPANY NAME NAME OF PRESENTER28
Team Building
What is and what is not Team
Building.
Team Member
Personalities
The many p...
COMPANY NAME NAME OF PRESENTER29
Robert R. Betcher, PMP, CSM, ACP
Team Building
What is and what is not Team
Building.
Tea...
COMPANY NAME30
Product Owner
Represents the stakeholders and is the voice of the customer. He or she is accountable for en...
COMPANY NAME31
Team Member
The Development Team is responsible for delivering potentially shippable product increments at
...
COMPANY NAME32
Sprint
A time period (typically 1–4 weeks) in which development occurs on a set of backlog items that the
t...
COMPANY NAME33
Theme
A theme is a top-level objective that may span projects and products. Themes may be broken down
into ...
COMPANY NAME34
Tracer Bullet
The tracer bullet is a spike with the current architecture, current technology set, current s...
COMPANY NAME35
Definition of Done (DoD)
The exit-criteria to determine whether a product backlog item is complete. In many...
COMPANY NAME36
Abnormal Termination
The Product Owner can cancel a Sprint if necessary. The Product Owner may do so with i...
COMPANY NAME37
Time Box
A sprint is the basic unit of development in Scrum. The sprint is a "timeboxed" effort, i.e. it is...
COMPANY NAME38
Daily Scrum (Expanded)
A daily scrum meeting in the computing room. This choice of location lets the team s...
COMPANY NAME39
Backlog Grooming
The team should spend time during a sprint doing product backlog grooming. This is the pro...
COMPANY NAME40
Sprint Planning Meeting
At the beginning of the sprint cycle (every 7–30 days), a "Sprint planning meeting"...
COMPANY NAME41
Sprint Retrospective
All team members reflect on the past sprint
Make continuous process improvements
Two m...
COMPANY NAME42
SCRUM-ban
is a software production model based on Scrum and Kanban. Scrum-ban is especially suited for main...
COMPANY NAME43
User Story (Expanded)
User Story Example (Anyone should be able to read this and understand it)
user story ...
COMPANY NAME44
Conditions of Satisfaction (Expanded)
Conditions of Satisfaction Example
Verify all Data has been exported ...
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SCRUM Right - SCRUM for Enterprise Environments

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SCRUM Right is a complete tutorial on the SCRUM project management methodology. This presentation is a complete tutorial on educating staff on the proper processes involved in implementing and following SCRUM. It is a simple to follow presentation that takes viewers through the many facets of SCRUM, educating them on the best and most efficient practices.

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Transcript of "SCRUM Right - SCRUM for Enterprise Environments"

  1. 1. BetcherConsulting.com Robert R. Betcher, PMP, CSM1 PREPARATION SCRUM PROCESS SCRUM Right SCRUM ROLES •Business case & funding •Contractual agreement •Vision •Initial productbacklog •Initial release plan •Stakeholderbuy-in •Assemble team •Sprint planning meeting •Daily Cycle •Sprint review •Sprint retrospective •Update Product backlog RELEASE•Product increment •Product owner •Scrum master •Team members •Stakeholders •Users by Robert R. Betcher, PMP, CSM & ACP www.agilemethodology.us Agile and Project Management Resource Copyright 2013
  2. 2. BetcherConsulting.com Robert R. Betcher, PMP, CSM & ACP2 PREPARATION SCRUM PROCESS SCRUM PROCESS SCRUM ROLES •Business case & funding •Contractual agreement •Vision •Initial productbacklog •Initial release plan •Stakeholderbuy-in •Assemble team •Sprint planning meeting •Daily Cycle •Sprint review •Sprint retrospective •Update Product backlog RELEASE•Product increment •Product owner •Scrum master •Team members •Stakeholders •Users
  3. 3. 3 15-30 DAYS 24 HOURS 15 min. Daily meeting. Team members respond to basics: A.What did you do since last Scrum Meeting? B.Do you have any obstacles? C.What will you do until nest Scrum Meeting? New functionality 24 hr Scrum Team Backlog Items expanded by team Sprint Backlog Features assigned to sprint ProductBacklog Prioritized product features desired by client SCRUM PROCESS BetcherConsulting.com Robert R. Betcher, PMP, CSM & ACP
  4. 4. 4 •Business case & funding •Contractual agreement •Vision •Initial productbacklog •Initial release plan •Stakeholderbuy-in •Assemble team •Sprint planning meeting •DailyCycle •Daily Scrum •Daily Work •Product increment •Sprint review •Sprint retrospective •Update product backlog PREPARATION RELEASE SCRUM PROCESS SCRUM PROCESS Product Phase Or Release BetcherConsulting.com Robert R. Betcher, PMP, CSM & ACP
  5. 5. 5 SCRUM ARTEFACTS PREPARATION SCRUM PROCESS SCRUM PROCESS SCRUM ROLES •Business case & funding •Contractual agreement •Vision •Initial productbacklog •Initial release plan •Stakeholderbuy-in •Assemble team •Sprint planning meeting •DailyCycle •Sprint review •Sprint retrospective •Update product backlog RELEASE •Product increment Complete Artifacts: BRD’s or Technical Requirements Diagrams (System, Workflow, DB, UML, Mockups, Wireframes, etc..)BetcherConsulting.com Robert R. Betcher, PMP, CSM & ACP
  6. 6. 6 SCRUM ARTEFACTS PREPARATION SCRUM PROCESS SCRUM PROCESS SCRUM ROLES •Product owner •Scrum master •Team members •Stakeholders •Users •Business case & funding •Contractual agreement •Vision •Initial productbacklog •Initial release plan •Stakeholderbuy-in •Assemble team •Sprint planning meeting •DailyCycle •Sprint review •Sprint retrospective •Updateproductb acklog RELEASE•Product increment •Daily Scrum •Daily Work BetcherConsulting.com Robert R. Betcher, PMP, CSM & ACP
  7. 7. 7 1 - 4 WEEKS 24 H Sprint Backlog •Features assigned to sprint •Estimated by team •Team Commitment Product Backlog •Features - prioritized by client Shippable Product SCRUM PROCESS BetcherConsulting.com Robert R. Betcher, PMP, CSM & ACP
  8. 8. 8 1 - 4 WEEKS 24 H Sprint Backlog •Features assigned to sprint •Estimated by team •Team Commitment ProductBacklog •Features prioritized by client Retrospective SCRUM PROCESS Review BetcherConsulting.com Robert R. Betcher, PMP, CSM & ACP
  9. 9. 9 2 WEEKS 24 HOURS 15 min. Daily meeting. Team members respond to basics: A. What did you do yesterday? B. What will you do today? C. Do you have any obstacles or impediments? New functionality 24 h Scrum Team BacklogSprint Backlog Product Backlog SCRUM PROCESS BetcherConsulting.com Robert R. Betcher, PMP, CSM & ACP
  10. 10. 10 Task Task Task Task Task Task Task Task To Do Doing Done Task Task Task Task Task Task Task Task Task Task Task Task Task Task This is an exampletext SCRUM BOARD (Kanban Board) Task Owner Delivery Date BetcherConsulting.com Robert R. Betcher, PMP, CSM & ACP
  11. 11. 11 •The person responsible for maintaining the Product Backlog by representing the interests of the stakeholders, and ensuring the value of the work the Development Team does. (This is not a PM and typically is a role held at the Director Level or Higher) •A cross-functional group of people responsible for delivering potentially shippable increments of Product at the end of every Sprint. Ideally 5 to 7 members. Team Members are considered fully engaged at 5-6 hours a day. •The person responsible for the Scrum process, making sure it is used correctly and maximizing its benefits. (This is not a Project Manager, Project Coordinator or Project Secretary.) •The stakeholders are the customers, vendors. They are people who enable the project and for whom the project produces the agreed-upon benefit[s] that justify its production. They are only directly involved in the process during the sprint reviews. •People who control the work environment. SCRUM Roles • Product Owner • Development Team • Scrum Master • Stakeholder • Manager BetcherConsulting.com Robert R. Betcher, PMP, CSM & ACP
  12. 12. 12 •A prioritized list of high-level requirements. (Best Stored in a SCRUM Tool or ERP Solution) •An epic is a group of related stories, mainly used in product roadmaps and the backlog for features that have not yet been analyzed enough to break down into component stories, which should be done before bringing it into a sprint so to reduce uncertainty. Epics can also be used at a both program and project level. •A Story is a feature that is added to the backlog and has a specific suggested structure. (Effort is less than a Sprint in Duration – carry over is not a best practice.) •A Spike (Tracer Bullet) is a story or task aimed at answering a question or gathering information, rather than at producing shippable product. •Added to the story at the beginning of a sprint and broken down into hours. Each task should not exceed 12 hours, but it's common for teams to insist that a task take no more than a day to finish. • Product/ Sprint Backlog • Epic • Story or Spike • Task SCRUM Effort Organization BetcherConsulting.com Robert R. Betcher, PMP, CSM & ACP
  13. 13. 13 •Relates to an abstract point system assigned during Grooming or Planning Sessions, used to discuss the difficulty of the story, without assigning actual hours. The most common scale used is a rounded Fibonacci sequence (1,2,3,5,8,13,20,40,100), some teams use linear scale (1,2,3,4...), powers of two(1,2,4,8...), and clothes size (XS, S, M, L, XL). Planning Poker •Added to the story at the beginning of a sprint and broken down into hours. Each task should not exceed 12 hours. Tasks information is typically deduced by teams during the Sprint Planning sessions and should be calculated by those performing the work. • Story Points • Task Effort SCRUM Effort Measurements BetcherConsulting.com Robert R. Betcher, PMP, CSM & ACP
  14. 14. 14 •This is the process of estimating the existing backlog using effort/points, refining the acceptance criteria for individual stories, and breaking larger stories into smaller stories: •Meetings should not be longer than an hour •At the beginning of the sprint cycle (every 7–30 days), a "Sprint planning meeting" is held: Select what work is to be done Prepare the Sprint Backlog that details the time it will take to do that work, with the entire team (Eight-hour time limit ) (1st half) Entire team: dialog for prioritizing the Product Backlog (2nd half) Development Team: hashing out a plan for the Sprint, resulting in the Sprint Backlog •The Sprint Review Meeting (4 hr Limit): Review the work that was completed and not completed Present the completed work to the stakeholders •The Sprint Retrospective (3 hr limit): All team members reflect on the past sprint Two main questions are asked in the sprint retrospective: What went well during the sprint? What could be improved in the next sprint? •Each day during the sprint, a project team communication meeting occurs. This is called a daily scrum, or the daily standup. (15 min limit) •Team Members Answer 3 Questions: What have you done since yesterday? What are you planning to do today? Any impediments/stumbling blocks? •Each day normally after the Daily Scrum •Teams answer 4 questions: What has your team done since we last met? What will your team do before we meet again? Is anything slowing your team down or getting in their way? Are you about to put something in another team's way? SCRUM Meetings • Backlog Grooming • Sprint Planning • Task Planning • Sprint Review • Sprint Retrospective • Daily SCRUM • SCRUM of SCRUMS BetcherConsulting.com Robert R. Betcher, PMP, CSM & ACP
  15. 15. 15 Sprint Burn down Method to Track the Team’s Progress. Charts Team Behind Schedule Team Ahead of Schedule BetcherConsulting.com Robert R. Betcher, PMP, CSM & ACP
  16. 16. 16 Sprint Burn Up Method to Track Story Points Added to a Sprint or Backlog CHEVRON DIAGRAM Scope Added To Backlog BetcherConsulting.com Robert R. Betcher, PMP, CSM & ACP
  17. 17. 17 Capacity Planning Method to Track the Team’s Utilization during Task Planning. Charts Team Member Name 1 Team Member Name 2 Team Member Name 3 Team Member Name 4 Team Member Name 5 Team Member Name 6 Team Member Name 7 Team Member Name 8 Team Member Name 9 BetcherConsulting.com Robert R. Betcher, PMP, CSM & ACP
  18. 18. COMPANY NAME NAME OF PRESENTER18 Robert R. Betcher, PMP, CSM & ACP Working toward a self-managing team TEAM THE MOST IMPORTANT COMPONENT Team Building What is and what is not Team Building. Team Member Personalities The many personalities that make up a Team. Well Formed Teams What are the characteristics of well formed and mal formed teams. Productivity What is and what is not productive.
  19. 19. COMPANY NAME NAME OF PRESENTER19 Working toward a self-managing team Team Building What is and what is not Team Building. Team Member Personalities The many personalities that make up a Team. Well Formed Teams What are the characteristics of well formed and mal formed teams. Productivity What is and what is not productive. TEAM BUILDING Robert R. Betcher, PMP, CSM & ACP
  20. 20. COMPANY NAME NAME OF PRESENTER20 Working toward a self-managing team Team Building What is and what is not Team Building. Team Member Personalities The many personalities that make up a Team. Well Formed Teams What are the characteristics of well formed and mal formed teams. Productivity What is and what is not productive. TEAM THE MOST IMPORTANT COMPONENT What is Team Building? • Supporting Team Members • Sharing Knowledge • Being Courteous • Going Beyond the Norm • Properly Documenting the Product • Properly Following the Methodology • Answering Correspondence Even when it is Inconvenient • Transparency • Truthfulness • Reading about Leadership and Management/ Taking a Leadership Seminar Robert R. Betcher, PMP, CSM & ACP
  21. 21. COMPANY NAME NAME OF PRESENTER21 Working toward a self-managing team Team Building What is and what is not Team Building. Team Member Personalities The many personalities that make up a Team. Well Formed Teams What are the characteristics of well formed and mal formed teams. Productivity What is and what is not productive. TEAM THE MOST IMPORTANT COMPONENT What is NOT Team Building? • Blame Finding and Finger Pointing • Defiant Conformance • Rude Behavior • Not Responding to Phone Calls, Emails or Texts • Arguing • Not Showing On Time for Meetings • Email Flooding • Nit Picking Team Members with the intent for them to Quit or Criticizing • Lying • Gossiping and Rumor Starting • Excluding Team Members from Key Activities • Blind Carbon Copying without the knowledge of others • Conference Calling without the Other Party's knowledge • Hoarding Information • Interrupting Others During Meetings, Spotlight Seeking During Meetings & Rambling and not allowing other's to Talk During Meetings • Conspiring and Backdoor Deals • We Can’t Do that Here, Our atmosphere is different – We want change but we want it the same • The Lead Doesn’t Know the Business • No Proper Management Training (Everyone thinks they can manage) Robert R. Betcher, PMP, CSM & ACP
  22. 22. COMPANY NAME NAME OF PRESENTER22 Efficient and Effective Team Building What is and what is not Team Building. Team Member Personalities The many personalities that make up a Team. Well Formed Teams What are the characteristics of well formed and mal formed teams. Productivity What is and what is not productive. PRODUCTIVITY Robert R. Betcher, PMP, CSM & ACP
  23. 23. COMPANY NAME NAME OF PRESENTER23 Team Building What is and what is not Team Building. Team Member Personalities The many personalities that make up a Team. Well Formed Teams What are the characteristics of well formed and mal formed teams. Productivity What is and what is not productive. What is Productive? • Efficiency • Consistency • Organization • Courtesy • Documentation • Team Contact Lists • Deliverables List or Clear Statement of Work • Context, System, Database & Workflow Diagrams • Coding Standards • Project Management Standards • Abbreviations List • Delivery Timelines • Complete Test Plans • Test Data (Obfuscated Production Data) • Following Well Developed Industry Standards • A Well Organized Document Repository • Reproducing Success • A Well Devised Workflow for Software and System Development • Low or Non Existent Turn Over • A Healthy Work Environment • Implementing the Methodology Expediently (Band-Aid) • KIS = Less Points of Failure Efficient and Effective PRODUCTIVITY Robert R. Betcher, PMP, CSM & ACP
  24. 24. COMPANY NAME NAME OF PRESENTER24 Robert R. Betcher, PMP, CSM Team Building What is and what is not Team Building. Team Member Personalities The many personalities that make up a Team. Well Formed Teams What are the characteristics of well formed and mal formed teams. Productivity What is and what is not productive. Well-organized Release/ Sprint Meeting Life Cycle PRODUCTIVITY Robert R. Betcher, PMP, CSM & ACP
  25. 25. COMPANY NAME NAME OF PRESENTER25 Team Building What is and what is not Team Building. Team Member Personalities The many personalities that make up a Team. Well Formed Teams What are the characteristics of well formed and mal formed teams. Productivity What is and what is not productive. What is NOT Productive? (67% of all projects fail) • Numerous Meetings – the average meeting can cost $1,350 with a chance of a productive outcome of less than 5%. The worst odds in Las Vegas Gaming is 47% (Keno). • Email Blasting or Flooding (Intentional or Unintentional) • Coming to Meetings Late • Documentation that Offers No or Little Value • Intentionally withholding Information • "We Don't Do That Here." Or "That isn't how we usually do things" • Micro Management • Bickering and Pettiness • Not questioning inefficient processes • Not following proven industry standards • Anyone who hasn’t worked here can’t offer fresh insight • You have to know the business to be effective Efficient and Effective PRODUCTIVITY Robert R. Betcher, PMP, CSM & ACP
  26. 26. COMPANY NAME NAME OF PRESENTER26 Well Formed Teams Team Building What is and what is not Team Building. Team Member Personalities The many personalities that make up a Team. Well Formed Teams What are the characteristics of well formed and mal formed teams. Productivity What is and what is not productive. Team work Robert R. Betcher, PMP, CSM & ACP
  27. 27. COMPANY NAME NAME OF PRESENTER27 Team Building What is and what is not Team Building. Team Member Personalities The many personalities that make up a Team. Well Formed Teams What are the characteristics of well formed and mal formed teams. Productivity What is and what is not productive. Five Characteristics of Well Formed Projects/ Teams (Forming, Storming, Norming and Performing) 1) LEAN Documentation (not too much, not too little) 2) Well Formed Teams (little or no turn over, little strife) 3) Strong Team Ethics (Work and Moral) 4) Clear Vision and Scope 5) Strong Servant Leadership Well Formed Teams Team work Robert R. Betcher, PMP, CSM & ACP
  28. 28. COMPANY NAME NAME OF PRESENTER28 Team Building What is and what is not Team Building. Team Member Personalities The many personalities that make up a Team. Well Formed Teams What are the characteristics of well formed and mal formed teams. Productivity What is and what is not productive. Five Characteristics of MAL Formed Projects/ Teams 1) Little or No Documentation 2) Constant Turmoil and Constant Churning of Staff 3) Team Members with Agendas 4) Persistent Changing of Direction w/ no clear end in mind (Dis organization) 5) No formal or informal training for Managers and Staff Well Formed Teams Team work Robert R. Betcher, PMP, CSM & ACP
  29. 29. COMPANY NAME NAME OF PRESENTER29 Robert R. Betcher, PMP, CSM, ACP Team Building What is and what is not Team Building. Team Member Personalities The many personalities that make up a Team. Well Formed Teams What are the characteristics of well formed and mal formed teams. Productivity What is and what is not productive. My Career began as a Junior Developer w/ Visual Basic 4.0. After working my way up to Team Lead/ Architect in Java, I switched over to Management, then Project/ Program Management where I have worked on the Following Projects: 1) Java Development 2) .Net Development 3) Database Migrations 4) Document Imaging 5) Infrastructure / VOIP 6) Data Warehouse 7) Identity Management 8) Infrastructure Migration   In my spare time, I write articles about Project Management that can be found on Ezines.com and found that I really know only a fraction of what there is to know in technology and Management. My Experience About the Author
  30. 30. COMPANY NAME30 Product Owner Represents the stakeholders and is the voice of the customer. He or she is accountable for ensuring that the team delivers value to the business. The Product Owner writes (or has the team write) customer-centric items (typically user stories), prioritizes them, and adds them to the product backlog. Scrum teams should have one Product Owner, and while they may also be a member of the development team, it is recommended that this role not be combined with that of the ScrumMaster. (not the PM or the Project Director) SCRUM Master Scrum is facilitated by a ScrumMaster, who is accountable for removing impediments to the ability of the team to deliver the sprint goal/deliverables. The ScrumMaster is not the team leader, but acts as a buffer between the team and any distracting influences. The ScrumMaster ensures that the Scrum process is used as intended. The ScrumMaster is the enforcer of rules. A key part of the ScrumMaster's role is to protect the Development Team and keep it focused on the tasks at hand. The role has also been referred to as a servant-leader to reinforce these dual perspectives. The ScrumMaster differs from a Project Manager in that the latter may have people management responsibilities unrelated to the role of ScrumMaster. The ScrumMaster role excludes any such additional people responsibilities. (not a project secretary, coordinator or manager) Glossary of Terms
  31. 31. COMPANY NAME31 Team Member The Development Team is responsible for delivering potentially shippable product increments at the end of each Sprint. A Development Team is made up of 3–9 people with cross-functional skills who do the actual work (analyze, design, develop, test, technical communication, document, etc.). The Development Team in Scrum is self-organizing, even though they may interface with project management organizations (PMOs). Product Backlog A prioritized list of high-level requirements. Glossary of Terms Sprint Backlog A prioritized list of tasks to be completed during the sprint.
  32. 32. COMPANY NAME32 Sprint A time period (typically 1–4 weeks) in which development occurs on a set of backlog items that the team has committed to. Also commonly referred to as a Time-box or iteration. User Story A feature that is added to the backlog is commonly referred to as a story and has a specific suggested structure. The structure of a story is: "As a <user type> I want to <do some action> so that <desired result>" This is done so that the development team can identify the user, action and required result in a request and is a simple way of writing requests that anyone can understand. Example: As a wiki user I want a tools menu on the edit screen so that I can easily apply font formatting. A story is an independent, negotiable, valuable, estimable, small, testable requirement ("INVEST"). Despite being independent, i.e., they have no direct dependencies with other requirements, stories may be clustered into epics when represented on a product roadmap or further down in the backlog. Glossary of Terms
  33. 33. COMPANY NAME33 Theme A theme is a top-level objective that may span projects and products. Themes may be broken down into sub-themes, which are more likely to be product-specific. Themes can be used at both program and project level to drive strategic alignment and communicate a clear direction. Epic An epic is a group of related stories, mainly used in product roadmaps and the backlog for features that have not yet been analyzed enough to break down into component stories, which should be done before bringing it into a sprint so to reduce uncertainty. Epics can also be used at a both program and project level. Spike (Technical or Functional) A time boxed period used to research a concept and/or create a simple prototype. Spikes can either be planned to take place in between sprints or, for larger teams, a spike might be accepted as one of many sprint delivery objectives. Spikes are often introduced before the delivery of large epics or user stories in order to secure budget, expand knowledge, and/or produce a proof of concept. The duration and objective(s) of a spike will be agreed between the Product Owner and Delivery Team before the start. Spikes may or may not deliver tangible, shippable, valuable functionality. For example, the objective of a spike might be to successfully reach a decision on a course of action. The spike is over when the time is up, not necessarily when the objective has been delivered. Glossary of Terms
  34. 34. COMPANY NAME34 Tracer Bullet The tracer bullet is a spike with the current architecture, current technology set, current set of best practices which results in production quality code. It might just be a very narrow implementation of the functionality but is not throw away code. It is of production quality and the rest of the iterations can build on this code. The name has military origins as ammunition that makes the path of the weapon visible, allowing for corrections. Often these implementations are a 'quick shot' through all layers of an application, such as connecting a single form's input field to the back-end, to prove the layers will connect as expected. Point Scale/Effort/Story points Relates to an abstract point system, used to discuss the difficulty of the story, without assigning actual hours. The most common scale used is a rounded Fibonacci sequence (1,2,3,5,8,13,20,40,100), although some teams use linear scale (1,2,3,4...), powers of two (1,2,4,8...), and clothes size (XS, S, M, L, XL). Tasks Added to the story at the beginning of a sprint and broken down into hours. Each task should not exceed 12 hours, but it's common for teams to insist that a task take no more than a day to finish. Glossary of Terms
  35. 35. COMPANY NAME35 Definition of Done (DoD) The exit-criteria to determine whether a product backlog item is complete. In many cases the DoD requires that all regression tests should be successful. Sashimi A report that something is "done". The definition of "done" may vary from one Scrum team to another, but must be consistent within one team. Velocity The total effort a team is capable of in a sprint. The number is derived by adding all the story points from the last sprint's stories/features. This is a guideline for the team and assists them in understanding how many stories they can do in a sprint. Impediment Anything that prevents a team member from performing work as efficiently as possible. Glossary of Terms
  36. 36. COMPANY NAME36 Abnormal Termination The Product Owner can cancel a Sprint if necessary. The Product Owner may do so with input from the team, ScrumMaster or management. For instance, management may wish to cancel a sprint if external circumstances negate the value of the sprint goal. If a sprint is abnormally terminated, the next step is to conduct a new Sprint planning meeting, where the reason for the termination is reviewed. Planning Poker In the Sprint Planning Meeting, the team sits down to estimate its effort for the stories in the backlog. The Product Owner needs these estimates, so that he or she is empowered to effectively prioritize items in the backlog and, as a result, forecast releases based on the team's velocity. ScrumBut A ScrumBut (or Scrum But) is an exception to the "pure" Scrum methodology, where a team has changed the methodology to adapt it to their own needs Glossary of Terms
  37. 37. COMPANY NAME37 Time Box A sprint is the basic unit of development in Scrum. The sprint is a "timeboxed" effort, i.e. it is restricted to a specific duration. The duration is fixed in advance for each sprint and is normally between one week and one month. Release Burn Down Chart Sprint level progress of completed stories in the Product Backlog. Sprint Burn Down Chart Daily progress for a Sprint over the sprint's length. Glossary of Terms Impediment Anything that prevents a team member from performing work as efficiently as possible.
  38. 38. COMPANY NAME38 Daily Scrum (Expanded) A daily scrum meeting in the computing room. This choice of location lets the team start on time each day during the sprint, a project team communication meeting occurs. This is called a daily scrum, or the daily standup. This meeting has specific guidelines: All members of the development Team come prepared with the updates for the meeting The meeting starts precisely on time even if some development team members are missing The meeting should happen at the same location and same time every day The meeting length is set (timeboxed) to 15 minutes All are welcome, but normally only the core roles speak During the meeting, each team member answers three questions: What have you done since yesterday? What are you planning to do today? Any impediments/stumbling blocks? Any impediment/stumbling block identified in this meeting is documented by the ScrumMaster and worked towards resolution outside of this meeting. No detailed discussions shall happen in this meeting. . Glossary of Terms
  39. 39. COMPANY NAME39 Backlog Grooming The team should spend time during a sprint doing product backlog grooming. This is the process of estimating the existing backlog using effort/points, refining the acceptance criteria for individual stories, and breaking larger stories into smaller stories: Meetings should not be longer than an hour Meeting does not include breaking stories into tasks The team can decide how many meetings are needed per week. Scrum of Scrums These meetings allow clusters of teams to discuss their work, focusing especially on areas of overlap and integration. A designated person from each team attends. The agenda will be the same as the Daily Scrum, plus the following four questions: What has your team done since we last met? What will your team do before we meet again? Is anything slowing your team down or getting in their way? Are you about to put something in another team's way? Glossary of Terms
  40. 40. COMPANY NAME40 Sprint Planning Meeting At the beginning of the sprint cycle (every 7–30 days), a "Sprint planning meeting" is held: Select what work is to be done Prepare the Sprint Backlog that details the time it will take to do that work, with the entire team Identify and communicate how much of the work is likely to be done during the current sprint Eight-hour time limit (1st four hours) Entire team: dialog for prioritizing the Product Backlog (2nd four hours) Development Team: hashing out a plan for the Sprint, resulting in the Sprint Backlog Sprint Review Review the work that was completed and not completed. Present the completed work to the stakeholders (a.k.a. "the demo") Incomplete work cannot be demonstrated Four-hour time limit Glossary of Terms
  41. 41. COMPANY NAME41 Sprint Retrospective All team members reflect on the past sprint Make continuous process improvements Two main questions are asked in the sprint retrospective: What went well during the sprint? What could be improved in the next sprint? Three-hour time limit This meeting is facilitated by the ScrumMaster Glossary of Terms
  42. 42. COMPANY NAME42 SCRUM-ban is a software production model based on Scrum and Kanban. Scrum-ban is especially suited for maintenance projects or (system) projects with frequent and unexpected user stories or programming errors. In such cases the time-limited sprints of the Scrum model are of no appreciable use, but Scrum's daily meetings and other practices can be applied, depending on the team and the situation at hand. Visualization of the work stages and limitations for simultaneous unfinished user stories and defects are familiar from the Kanban model. Using these methods, the team's workflow is directed in a way that allows for minimum completion time for each user story or programming error, and on the other hand ensures each team member is constantly employed. To illustrate each stage of work, teams working in the same space often use post-it notes or a large whiteboard. In the case of decentralized teams, stage-illustration such as Assembla, ScrumWorks, Rational Team Concert or JIRA in combination with GreenHopper can be used to visualize each team's user stories, defects and tasks divided into separate phases. In their simplest, the tasks or usage stories are categorized into the work stages: Unstarted Ongoing Completed If desired, though, the teams can add more stages of work (such as "defined", "designed", "tested" or "delivered"). Glossary of Terms
  43. 43. COMPANY NAME43 User Story (Expanded) User Story Example (Anyone should be able to read this and understand it) user story describes functionality of a system that will be valuable to a NDT stakeholder of a system or software. User stories are composed of three aspects: •a written description of the story used for planning and as a reminder •conversations about the story that serve to flesh out the details of the story •acceptance tests that convey and document details and that can be used to determine when a story is complete 1)A bank customer can change his PIN. 2)As a student, I can find my grades online so that I don’t have to wait until the next day to know whether I passed. 3)One level of undo 4)As a book shopper, I can read reviews of a selected book to help me decide whether to buy it. 5)As an author, I want the spell checker to ignore words with numbers so that only truly misspelled words are indicated Glossary of Terms
  44. 44. COMPANY NAME44 Conditions of Satisfaction (Expanded) Conditions of Satisfaction Example Verify all Data has been exported to X Directory. Completion of User Acceptance Testing. Glossary of Terms
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