Introduction to Scrum
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Introduction to Scrum

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Introduction to Scrum Introduction to Scrum Presentation Transcript

  • Empirical AgileSteve Barr
  • OverviewSteve Barr
  • ž Management decides what, when, and howž This defined model only works when all factors are known, such as in simple manufacturing operationsž Not a good fit for unpredictable processes, such as software development Steve Barr
  • ž  Is a system for collaboration between workers and management to produce working iterations of a product in short time periods despite a complex, unpredictable environment.ž  Provides periods of stability, change, and feedbackž  Can be used for more than just development Steve Barr
  • ž  A project management methodology •  Does not replace BDD or other XP practicesž  Based on a business theory: •  New New Product Development Game by Hirotaka Takeuchi, Ikujiro Nonaka. Harvard Business Review Jan 01, 1986ž  Different than other approaches in allocation of control and responsibilityž  An empirical system using observations and adjustments throughout Steve Barr
  • ž Scrum viewed as a set of mutually- reinforcing practicesž Only implementing some Scrum ideas not considered using Scrum Steve Barr
  • ž  Three Roles •  Product Owner •  Scrum Master •  Team memberž  Three lists (and one chart) •  Product Backlog •  Sprint Backlog •  Completed Features (just what it says) •  Burndown Chartž  Three meetings •  Sprint planning meeting •  Daily Scrum (status meeting) •  Sprint review meeting Steve Barr
  • Product Sprint Sprint SprintBacklog Planning Backlog Meeting Daily Scrum WorkNew Sprint WorkingRequirements Review Iteration of Meeting Product Steve Barr
  • ž  List of every feature, issue, bug, etc. related to productž  Kept in priority order as new items added •  High-priority items are well-definedž  Items added to Product Backlog, not Sprint Backlogž  Important to have one agreed-upon list per productž  Viewable by everyone Steve Barr
  • ž  Better name would be “Iteration” or “Increment”ž  Period from 1 week to 1 month when work is done •  Sprint duration should be as long as you can keep change outž  Time allocated to the Sprint protected from other tasks •  Urgent tasks can be added to top of Product Backlog or Sprint can be cancelledž  Has a Goal describing Sprintž  Estimates tend to be far off for first 3-4 Sprintsž  Produces working iteration of product Steve Barr
  • ž Describes Sprint in general termsž If Sprint is likely to not deliver all planned functionality, deliverables may be renegotiated to try to still meet Sprint Goal Steve Barr
  • ž List of tasks based on items from Product Backlog that team will try to complete in Sprintž Taskshave time estimates (usually 4-16 hours each) and team members assignedž Tasks may be added/changed/removed only through negotiation Steve Barr
  • ž Provides visualization of how Sprint is goingž Shows number of hours remaining for Sprint to complete tasksž Should be updated by team members every day •  Hours removed as progress on tasks made •  Hours added as problems found Steve Barr
  • ž Single individual who controls the Product Backlog •  Makes final decision on what makes it on and priority of itemsž Collaborates with Scrum Master and Team on which tasks to tackle during a Sprint and adjustments to Sprint Backlog Steve Barr
  • ž Runs the Daily Scrumž Empoweredto remove obstacles blocking team from making progressž WatchesSprint for problems and works with team to resolve themž Keeps track of Sprint Backlog, Completed Features, and Burndown Chart Steve Barr
  • ž  Cross-disciplinary group working on Sprint •  Everyone who is committed to complete tasks during Sprintž  “Self-organizing”ž  Empowered to choose how to complete tasksž  Defines tasks from Product Backlog items •  Estimates task effortž  Provides information for Burndown Chart Steve Barr
  • ž  Product Owner, Team, and Scrum Master meet and choose Sprint Goalž  Items are chosen from the Product Backlog that team could work on •  Team must be confident in ability to complete themž  Teambreaks down each item into tasks and estimates hours required •  Tasks added to the Sprint Backlogž  Meetingcomplete when all hours in Sprint are allocated Steve Barr
  • ž  Each team member says •  What they accomplished since the last Daily Scrum •  What they will try to accomplish today •  What is blocking them, if anythingž  ScrumMaster reports to team on efforts to resolve blocking issuesž  Sprint Backlog and Burndown Chart updatedž  Other discussions take place after Daily Scrum is over Steve Barr
  • ž Features developed during the Sprint are demonstrated from the main buildž Everyone discusses what happened during Sprintž Meetingprovides info to guide decisions for the next Sprint Steve Barr
  • ž  Put new tasks, etc. on Product Backlogž  One week Sprints •  If something new comes up, try to wait for Sprint completion before working on it (put it in next Sprint if appropriate)ž  Select number of tasks based on estimated hours required and hours available •  Move those into Sprint Backlog •  Update Burndown Chartž  At end of day •  Update Sprint Backlog if possible •  Update Burndown Chart Steve Barr
  • Product Sprint Sprint SprintBacklog Planning Backlog Meeting Daily Scrum WorkNew Sprint WorkingRequirements Review Iteration of Meeting Product Steve Barr
  • NotesSteve Barr
  • ž  “Scrum demands the liberal application of common sense. If the date can’t be met, reduce the functionality that will be delivered. If the functionality can’t be reduced, reduce some of the capabilities within the functionality. Increase the cost by adding another team that Sprints in parallel, or bring in experts. Scrum will put all of the information that is needed to make these decisions at management’s fingertips. Management then has to decide how to maximize business value from the project. Management is primarily responsible for doing anything possible to increase team productivity and then adapting to the results. Management should live and breathe to help the teams.” •  Agile Software Development with Scrum, Schwaber and Beedle Steve Barr
  • ž  Agile Software Development with Scrum, ISBN 0-13-067634-9ž  http://en.wikipedia.org/wiki/Scrum_%28development%29ž  http://www.torak.com/site/files/SCRUM%20An%20extension %20pattern%20language%20for%20hyperproductive %20software%20development.pdfž  http://www.gamedevradio.net/?p=443ž  http://www.mountaingoatsoftware.com/scrum-a-presentationž  http://search.dilbert.com/comic/Agile%20Programming :-) Steve Barr
  • ž Scrum tools •  http://www.userstories.com/products •  http://www.opensourcescrum.com/ •  http://open-tube.com/10-free-scrum-project- management-tool/ Steve Barr