Scrum intro ILTechTalks

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  • Scrum land? It's a magical place that exists beyond the waterfall – garganta del diablo – Greatest waterfall of the Iguasu river on the border of Brazil and argentina\n
  • Scrum land? It's a magical place that exists beyond the waterfall – garganta del diablo – Greatest waterfall of the Iguasu river on the border of Brazil and argentina\n
  • Scrum land? It's a magical place that exists beyond the waterfall – garganta del diablo – Greatest waterfall of the Iguasu river on the border of Brazil and argentina\n
  • Scrum land? It's a magical place that exists beyond the waterfall – garganta del diablo – Greatest waterfall of the Iguasu river on the border of Brazil and argentina\n
  • Scrum land? It's a magical place that exists beyond the waterfall – garganta del diablo – Greatest waterfall of the Iguasu river on the border of Brazil and argentina\n
  • Scrum land? It's a magical place that exists beyond the waterfall – garganta del diablo – Greatest waterfall of the Iguasu river on the border of Brazil and argentina\n
  • Scrum land? It's a magical place that exists beyond the waterfall – garganta del diablo – Greatest waterfall of the Iguasu river on the border of Brazil and argentina\n
  • Scrum land? It's a magical place that exists beyond the waterfall – garganta del diablo – Greatest waterfall of the Iguasu river on the border of Brazil and argentina\n
  • Scrum land? It's a magical place that exists beyond the waterfall – garganta del diablo – Greatest waterfall of the Iguasu river on the border of Brazil and argentina\n
  • Scrum land? It's a magical place that exists beyond the waterfall – garganta del diablo – Greatest waterfall of the Iguasu river on the border of Brazil and argentina\n
  • Scrum land? It's a magical place that exists beyond the waterfall – garganta del diablo – Greatest waterfall of the Iguasu river on the border of Brazil and argentina\n
  • Scrum land? It's a magical place that exists beyond the waterfall – garganta del diablo – Greatest waterfall of the Iguasu river on the border of Brazil and argentina\n
  • Scrum land? It's a magical place that exists beyond the waterfall – garganta del diablo – Greatest waterfall of the Iguasu river on the border of Brazil and argentina\n
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  • http://agilemanifesto.org/principles.html\n
  • http://agilemanifesto.org/principles.html\n
  • http://agilemanifesto.org/principles.html\n
  • http://agilemanifesto.org/principles.html\n
  • http://agilemanifesto.org/principles.html\n
  • http://agilemanifesto.org/principles.html\n
  • http://agilemanifesto.org/principles.html\n
  • http://agilemanifesto.org/principles.html\n
  • http://agilemanifesto.org/principles.html\n
  • http://agilemanifesto.org/principles.html\n
  • http://agilemanifesto.org/principles.html\n
  • http://agilemanifesto.org/principles.html\n
  • Quote style\nText size 32pt, reference text 12pt.\n
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  • Logo holding slide\nUsed at start and end of presentations\nNokia Siemens Networks is a white brand.\nLogo is aligned right to reflect the corporate stationery.\n
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  • Scrum intro ILTechTalks

    1. 1. Elad Sofer - Agile Coach Co-Founder of Practical AgileEmail : elad@practical-agile.com blog: www.thescrumster.com twitter: @eladsof elad.sofer@gmail.com
    2. 2. elad.sofer@gmail.com
    3. 3. Requirements
    4. 4. Requirements Analysis
    5. 5. Requirements Analysis Design
    6. 6. Requirements Analysis Design Implement
    7. 7. Requirements Analysis Design Implement Test
    8. 8. Requirements Analysis Design Implement Test Acceptance
    9. 9. Requirements Analysis Design Implement Test Acceptance Deliver
    10. 10. The waterfall development model originates inthe manufacturing and construction industries
    11. 11. The waterfall development model originates inthe manufacturing and construction industries The first description of waterfall is a 1970 article by Winston W. Royce
    12. 12. The waterfall development model originates inthe manufacturing and construction industries The first description of waterfall is a 1970 article by Winston W. Royce Royce presented this model as an example of a flawed, non-working model
    13. 13. The waterfall development model originates inthe manufacturing and construction industries The first description of waterfall is a 1970 article by Winston W. Royce Royce presented this model as an example of a flawed, non-working model"I believe in this concept, but the implementation described above is risky and invites failure" [Royce 1970]
    14. 14. Wishful thinkingNo matter how hard you try, it ain’t gonna work
    15. 15. elad.sofer@gmail.com
    16. 16. elad.sofer@gmail.com
    17. 17. 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software elad.sofer@gmail.com
    18. 18. 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software2. Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage. elad.sofer@gmail.com
    19. 19. 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software2. Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage.3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to a shorter timescale. elad.sofer@gmail.com
    20. 20. 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software2. Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage.3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to a shorter timescale.4. Business people and developers must work together daily throughout the project. elad.sofer@gmail.com
    21. 21. 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software2. Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage.3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to a shorter timescale.4. Business people and developers must work together daily throughout the project.5. Build project around motivated individuals. Give them the environment and support they need, and trust them to get the job done. elad.sofer@gmail.com
    22. 22. 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software2. Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage.3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to a shorter timescale.4. Business people and developers must work together daily throughout the project.5. Build project around motivated individuals. Give them the environment and support they need, and trust them to get the job done.6. The most efficient and effective method of conveying information to and within development team is face-to-face conversation. elad.sofer@gmail.com
    23. 23. elad.sofer@gmail.com
    24. 24. 7. Working software is the primary measure for progress. elad.sofer@gmail.com
    25. 25. 7. Working software is the primary measure for progress.8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. elad.sofer@gmail.com
    26. 26. 7. Working software is the primary measure for progress.8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.9. Continuous attention to technical excellence and good design enhances agility. elad.sofer@gmail.com
    27. 27. 7. Working software is the primary measure for progress.8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.9. Continuous attention to technical excellence and good design enhances agility.10. Simplicity – the art of maximizing the amount of work not done – is essential. elad.sofer@gmail.com
    28. 28. 7. Working software is the primary measure for progress.8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.9. Continuous attention to technical excellence and good design enhances agility.10. Simplicity – the art of maximizing the amount of work not done – is essential.11. The best architectures, requirements, and designs emerge from self-organizing teams. elad.sofer@gmail.com
    29. 29. 7. Working software is the primary measure for progress.8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.9. Continuous attention to technical excellence and good design enhances agility.10. Simplicity – the art of maximizing the amount of work not done – is essential.11. The best architectures, requirements, and designs emerge from self-organizing teams.12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. elad.sofer@gmail.com
    30. 30. "Scrum is a team of eight individuals in Rugby. Everyone in the pack acts together witheveryone else to move the ball down the field in small incremental steps. Teams work as tight,integrated units with whole team focusing on a single goal." elad.sofer@gmail.com
    31. 31. elad.sofer@gmail.com
    32. 32. • Understanding that we cannot predict the future. elad.sofer@gmail.com
    33. 33. • Understanding that we cannot predict the future.• One size does not fit all. elad.sofer@gmail.com
    34. 34. • Understanding that we cannot predict the future.• One size does not fit all.• Constant improvement. elad.sofer@gmail.com
    35. 35. • Understanding that we cannot predict the future.• One size does not fit all.• Constant improvement.• Transparency elad.sofer@gmail.com
    36. 36. • Understanding that we cannot predict the future.• One size does not fit all.• Constant improvement.• Transparency• Team work elad.sofer@gmail.com
    37. 37. • Understanding that we cannot predict the future.• One size does not fit all.• Constant improvement.• Transparency• Team work• As simple as possible & as little as possible. elad.sofer@gmail.com
    38. 38. • Understanding that we cannot predict the future.• One size does not fit all.• Constant improvement.• Transparency• Team work• As simple as possible & as little as possible.• Prioritizing – Industry statistics show: 65% of all features are rarelynever used. elad.sofer@gmail.com
    39. 39. • Understanding that we cannot predict the future.• One size does not fit all.• Constant improvement.• Transparency• Team work• As simple as possible & as little as possible.• Prioritizing – Industry statistics show: 65% of all features are rarelynever used.• Empirical approach elad.sofer@gmail.com
    40. 40. • Understanding that we cannot predict the future.• One size does not fit all.• Constant improvement.• Transparency• Team work• As simple as possible & as little as possible.• Prioritizing – Industry statistics show: 65% of all features are rarelynever used.• Empirical approach• Fun !!! elad.sofer@gmail.com
    41. 41. elad.sofer@gmail.com
    42. 42. elad.sofer@gmail.com
    43. 43. elad.sofer@gmail.com
    44. 44. elad.sofer@gmail.com
    45. 45. elad.sofer@gmail.com
    46. 46. elad.sofer@gmail.com
    47. 47. elad.sofer@gmail.com
    48. 48. elad.sofer@gmail.com
    49. 49. elad.sofer@gmail.com
    50. 50. elad.sofer@gmail.com
    51. 51. elad.sofer@gmail.com
    52. 52. elad.sofer@gmail.com
    53. 53. Roles•Product owner•ScrumMaster•Team Artifacts •Product backlog •Sprint backlog •Burndown charts Ceremonies •Sprint planning •Sprint review •Sprint retrospective •Daily scrum meeting elad.sofer@gmail.com
    54. 54. Roles•Product owner•ScrumMaster•Team Artifacts •Product backlog •Sprint backlog •Burndown charts Ceremonies •Sprint planning •Sprint review •Sprint retrospective •Daily scrum meeting elad.sofer@gmail.com
    55. 55. elad.sofer@gmail.com
    56. 56. • Defines the features of the product elad.sofer@gmail.com
    57. 57. • Defines the features of the product• Defines release dates and content elad.sofer@gmail.com
    58. 58. • Defines the features of the product• Defines release dates and content• Responsible for ROI. elad.sofer@gmail.com
    59. 59. • Defines the features of the product• Defines release dates and content• Responsible for ROI.• Prioritizes feature according to value. elad.sofer@gmail.com
    60. 60. • Defines the features of the product• Defines release dates and content• Responsible for ROI.• Prioritizes feature according to value.• Can change features and priority once every predefined interval. elad.sofer@gmail.com
    61. 61. • Defines the features of the product• Defines release dates and content• Responsible for ROI.• Prioritizes feature according to value.• Can change features and priority once every predefined interval.• Decides what will be worked on in each iteration elad.sofer@gmail.com
    62. 62. • Defines the features of the product• Defines release dates and content• Responsible for ROI.• Prioritizes feature according to value.• Can change features and priority once every predefined interval.• Decides what will be worked on in each iteration• Accepts or rejects results. elad.sofer@gmail.com
    63. 63. elad.sofer@gmail.com
    64. 64. • Responsible for the scrum process. elad.sofer@gmail.com
    65. 65. • Responsible for the scrum process.• Protects the team. elad.sofer@gmail.com
    66. 66. • Responsible for the scrum process.• Protects the team.• Helps removing impediments. elad.sofer@gmail.com
    67. 67. • Responsible for the scrum process.• Protects the team.• Helps removing impediments.• He is standing at the nexus between: • The product management that believes that any amount of work can be done. • Developer’s that have the willingness to cut quality to support the managements belief. elad.sofer@gmail.com
    68. 68. • Responsible for the scrum process.• Protects the team.• Helps removing impediments.• He is standing at the nexus between: • The product management that believes that any amount of work can be done. • Developer’s that have the willingness to cut quality to support the managements belief.• Probably the least loved person in the world. elad.sofer@gmail.com
    69. 69. Work left20 10 12 14 16 18 Time elad.sofer@gmail.com
    70. 70. Work left20 10 12 14 16 18 Time elad.sofer@gmail.com
    71. 71. Work left20 10 12 14 16 18 Time elad.sofer@gmail.com
    72. 72. Work left20 10 12 14 16 18 Time elad.sofer@gmail.com
    73. 73. Work left20 10 12 14 16 18 Time elad.sofer@gmail.com
    74. 74. Work left20 10 12 14 16 18 Time elad.sofer@gmail.com
    75. 75. elad.sofer@gmail.com
    76. 76. • Typically 5-9 people elad.sofer@gmail.com
    77. 77. • Typically 5-9 people• Cross-functional: • “Architects”, Programmers, testers UI designers, etc. elad.sofer@gmail.com
    78. 78. • Typically 5-9 people• Cross-functional: • “Architects”, Programmers, testers UI designers, etc.• Members should be full-time • May be exceptions (e.g., database administrator) elad.sofer@gmail.com
    79. 79. • Typically 5-9 people• Cross-functional: • “Architects”, Programmers, testers UI designers, etc.• Members should be full-time • May be exceptions (e.g., database administrator)• Teams are self-organizing • Ideally, no titles but rarely a possibility elad.sofer@gmail.com
    80. 80. • Typically 5-9 people• Cross-functional: • “Architects”, Programmers, testers UI designers, etc.• Members should be full-time • May be exceptions (e.g., database administrator)• Teams are self-organizing • Ideally, no titles but rarely a possibility• Membership should change as little as possible • only between sprints elad.sofer@gmail.com
    81. 81. Roles•Product owner•ScrumMaster•Team Artifacts •Product backlog •Sprint backlog •Burndown charts Ceremonies •Sprint planning •Sprint review •Sprint retrospective •Daily scrum meeting elad.sofer@gmail.com
    82. 82. elad.sofer@gmail.com
    83. 83. • List of features, Technology, issues. elad.sofer@gmail.com
    84. 84. • List of features, Technology, issues.• Items should deliver value for customer. elad.sofer@gmail.com
    85. 85. • List of features, Technology, issues.• Items should deliver value for customer.• Constantly prioritized & Estimated. elad.sofer@gmail.com
    86. 86. • List of features, Technology, issues.• Items should deliver value for customer.• Constantly prioritized & Estimated.• Anyone can contribute. elad.sofer@gmail.com
    87. 87. • List of features, Technology, issues.• Items should deliver value for customer.• Constantly prioritized & Estimated.• Anyone can contribute.• Visible to all. elad.sofer@gmail.com
    88. 88. • List of features, Technology, issues.• Items should deliver value for customer.• Constantly prioritized & Estimated.• Anyone can contribute.• Visible to all.• Derived from business plan, may be created together, with the customer. elad.sofer@gmail.com
    89. 89. • List of features, Technology, issues.• Items should deliver value for customer.• Constantly prioritized & Estimated.• Anyone can contribute.• Visible to all.• Derived from business plan, may be created together, with the customer.• Can be changed every sprint!!! elad.sofer@gmail.com
    90. 90. • List of features, Technology, issues.• Items should deliver value for customer.• Constantly prioritized & Estimated.• Anyone can contribute.• Visible to all.• Derived from business plan, may be created together, with the customer.• Can be changed every sprint!!!• Customer is not “programmed” to think of everything in advance. elad.sofer@gmail.com
    91. 91. Backlog item EstimateAs a user I would like to register 3As a user I would like to login 5As a buyer I would like to make a bid 3As a buyer I would like to pay with a credit card 8As a seller I would like to start an auction 8... …Test register feature 10Create infrastructure for login 20 elad.sofer@gmail.com
    92. 92. Backlog item EstimateAs a user I would like to register 3As a user I would like to login 5As a buyer I would like to make a bid 3As a buyer I would like to pay with a credit card 8As a seller I would like to start an auction 8... …Test register feature 10Create infrastructure for login 20 elad.sofer@gmail.com
    93. 93. elad.sofer@gmail.com
    94. 94. • The sprint backlog is defined by understanding and agreeing on the sprint goal(s) and selecting the appropriate items from the product backlog. elad.sofer@gmail.com
    95. 95. • The sprint backlog is defined by understanding and agreeing on the sprint goal(s) and selecting the appropriate items from the product backlog.• The goal is determined by the customersproduct owner team. elad.sofer@gmail.com
    96. 96. • The sprint backlog is defined by understanding and agreeing on the sprint goal(s) and selecting the appropriate items from the product backlog.• The goal is determined by the customersproduct owner team.• The team compiles a list of tasks that are needed in order to complete the sprint goal(s). elad.sofer@gmail.com
    97. 97. • The sprint backlog is defined by understanding and agreeing on the sprint goal(s) and selecting the appropriate items from the product backlog.• The goal is determined by the customersproduct owner team.• The team compiles a list of tasks that are needed in order to complete the sprint goal(s).• A task should be as small as possible and should not exceed a time period of 2 days (time not effort). elad.sofer@gmail.com
    98. 98. • The sprint backlog is defined by understanding and agreeing on the sprint goal(s) and selecting the appropriate items from the product backlog.• The goal is determined by the customersproduct owner team.• The team compiles a list of tasks that are needed in order to complete the sprint goal(s).• A task should be as small as possible and should not exceed a time period of 2 days (time not effort).• If a task X can not be defined, there will be a task to define the task X. elad.sofer@gmail.com
    99. 99. • The sprint backlog is defined by understanding and agreeing on the sprint goal(s) and selecting the appropriate items from the product backlog.• The goal is determined by the customersproduct owner team.• The team compiles a list of tasks that are needed in order to complete the sprint goal(s).• A task should be as small as possible and should not exceed a time period of 2 days (time not effort).• If a task X can not be defined, there will be a task to define the task X.• The sprint backlog can be modified throughout the sprint. elad.sofer@gmail.com
    100. 100. Code the Code the user middle tier interface (8 hours) (4)As a user I would like to register Write test Code the fixtures foo class (4) (6) Update e performanc tests (4) elad.sofer@gmail.com
    101. 101. elad.sofer@gmail.com
    102. 102. 100 75Effort remaining 50 25 0 1 2 3 4 5 6 7 8 Sprint elad.sofer@gmail.com
    103. 103. elad.sofer@gmail.com
    104. 104. Roles•Product owner•ScrumMaster•Team Artifacts •Product backlog •Sprint backlog •Burndown charts Ceremonies •Sprint planning •Sprint review •Sprint retrospective •Daily scrum meeting elad.sofer@gmail.com
    105. 105. elad.sofer@gmail.com
    106. 106. • Usually the longest meeting of all. elad.sofer@gmail.com
    107. 107. • Usually the longest meeting of all.• The meeting takes place prior to every sprint. elad.sofer@gmail.com
    108. 108. • Usually the longest meeting of all.• The meeting takes place prior to every sprint.• Participants: • All Team members , PO, Scrum master. elad.sofer@gmail.com
    109. 109. • Usually the longest meeting of all.• The meeting takes place prior to every sprint.• Participants: • All Team members , PO, Scrum master.• Is divided into two Parts: elad.sofer@gmail.com
    110. 110. • Usually the longest meeting of all.• The meeting takes place prior to every sprint.• Participants: • All Team members , PO, Scrum master.• Is divided into two Parts: • Part I – Team and PO discuss and clarify the top priority items – Team and PO selects sprint Goal. elad.sofer@gmail.com
    111. 111. • Usually the longest meeting of all.• The meeting takes place prior to every sprint.• Participants: • All Team members , PO, Scrum master.• Is divided into two Parts: • Part I – Team and PO discuss and clarify the top priority items – Team and PO selects sprint Goal. • Part II – Team creates the sprint backlog – Team commits on content of coming sprint. elad.sofer@gmail.com
    112. 112. elad.sofer@gmail.com
    113. 113. • At the end of each sprint there is a meeting called the sprint review. elad.sofer@gmail.com
    114. 114. • At the end of each sprint there is a meeting called the sprint review.• The purpose of the meeting is to let the “captain” to know where the ship is heading and where it is in it’s route. In addition all new features will be presented to the product owner. elad.sofer@gmail.com
    115. 115. • At the end of each sprint there is a meeting called the sprint review.• The purpose of the meeting is to let the “captain” to know where the ship is heading and where it is in it’s route. In addition all new features will be presented to the product owner.• During this meeting the team presents to the management customersusersproduct owner, what work has been DONE and what was not. elad.sofer@gmail.com
    116. 116. • At the end of each sprint there is a meeting called the sprint review.• The purpose of the meeting is to let the “captain” to know where the ship is heading and where it is in it’s route. In addition all new features will be presented to the product owner.• During this meeting the team presents to the management customersusersproduct owner, what work has been DONE and what was not.• The only form of “automated” presentations allowed is working software, Slideware is banned. elad.sofer@gmail.com
    117. 117. • At the end of each sprint there is a meeting called the sprint review.• The purpose of the meeting is to let the “captain” to know where the ship is heading and where it is in it’s route. In addition all new features will be presented to the product owner.• During this meeting the team presents to the management customersusersproduct owner, what work has been DONE and what was not.• The only form of “automated” presentations allowed is working software, Slideware is banned.• The things that were not accomplished will be returned to the product backlog. elad.sofer@gmail.com
    118. 118. • We have in Scrum – DOD – Definition of Done.• Terms of satisfaction of the PO• Only DONE items count• Success is well defined• Example: • Unit tested, Verification, Documented, deployed. elad.sofer@gmail.com
    119. 119. elad.sofer@gmail.com
    120. 120. • A meeting that occurs daily at the same time. anyone who wants attend , can do so. elad.sofer@gmail.com
    121. 121. • A meeting that occurs daily at the same time. anyone who wants attend , can do so.• Each of the team members needs to answer briefly these three questions: 1. What have you done since the last daily scrum? 2. What will you do until the next daily scrum? 3. What got in your way of doing work? elad.sofer@gmail.com
    122. 122. • A meeting that occurs daily at the same time. anyone who wants attend , can do so.• Each of the team members needs to answer briefly these three questions: 1. What have you done since the last daily scrum? 2. What will you do until the next daily scrum? 3. What got in your way of doing work?• The team does not report to anyone but the team. elad.sofer@gmail.com
    123. 123. • A meeting that occurs daily at the same time. anyone who wants attend , can do so.• Each of the team members needs to answer briefly these three questions: 1. What have you done since the last daily scrum? 2. What will you do until the next daily scrum? 3. What got in your way of doing work?• The team does not report to anyone but the team.• During the meeting only one of the team members is allowed to speak, others should keep quiet. elad.sofer@gmail.com
    124. 124. • A meeting that occurs daily at the same time. anyone who wants attend , can do so.• Each of the team members needs to answer briefly these three questions: 1. What have you done since the last daily scrum? 2. What will you do until the next daily scrum? 3. What got in your way of doing work?• The team does not report to anyone but the team.• During the meeting only one of the team members is allowed to speak, others should keep quiet.• All of problems raised in the meeting should be written down and resolved by the scrum masterteam. elad.sofer@gmail.com
    125. 125. • A meeting that occurs daily at the same time. anyone who wants attend , can do so.• Each of the team members needs to answer briefly these three questions: 1. What have you done since the last daily scrum? 2. What will you do until the next daily scrum? 3. What got in your way of doing work?• The team does not report to anyone but the team.• During the meeting only one of the team members is allowed to speak, others should keep quiet.• All of problems raised in the meeting should be written down and resolved by the scrum masterteam.• The daily scrum is not a technical meeting. elad.sofer@gmail.com
    126. 126. elad.sofer@gmail.com
    127. 127. • Periodically take a look at what is and is not working elad.sofer@gmail.com
    128. 128. • Periodically take a look at what is and is not working• Typically takes ~60 minutes elad.sofer@gmail.com
    129. 129. • Periodically take a look at what is and is not working• Typically takes ~60 minutes• Done after every sprint elad.sofer@gmail.com
    130. 130. • Periodically take a look at what is and is not working• Typically takes ~60 minutes• Done after every sprint• Whole team participates • Scrum Master • Product owner • Team • Possibly customers and others elad.sofer@gmail.com
    131. 131. Whole team gathers and discusses what they’d like to: elad.sofer@gmail.com
    132. 132. Whole team gathers and discusses what they’d like to: Start doing elad.sofer@gmail.com
    133. 133. Whole team gathers and discusses what they’d like to: Start doing Stop doing elad.sofer@gmail.com
    134. 134. Whole team gathers and discusses what they’d like to: Start doing Stop doingThis is just oneof many ways to Continue doing do a sprint retrospective. elad.sofer@gmail.com
    135. 135. elad.sofer@gmail.com
    136. 136. • The sprint is the productive part of the scrum elad.sofer@gmail.com
    137. 137. • The sprint is the productive part of the scrum• It is a fixed, predefined, period of time. elad.sofer@gmail.com
    138. 138. • The sprint is the productive part of the scrum• It is a fixed, predefined, period of time.• During this time the work load, the scope or nature of work must not be changed. The only “manager” of the scope is the sprint backlog. elad.sofer@gmail.com
    139. 139. • The sprint is the productive part of the scrum• It is a fixed, predefined, period of time.• During this time the work load, the scope or nature of work must not be changed. The only “manager” of the scope is the sprint backlog.• The team is free to accomplish the sprint goal as it see’s fit, within the limits of the team’s procedures and the time limits. elad.sofer@gmail.com
    140. 140. • The sprint is the productive part of the scrum• It is a fixed, predefined, period of time.• During this time the work load, the scope or nature of work must not be changed. The only “manager” of the scope is the sprint backlog.• The team is free to accomplish the sprint goal as it see’s fit, within the limits of the team’s procedures and the time limits.• During the sprint, the team has total freedom over how it works: • Work as many hours as it wants. • Hold meetings whenever it wants elad.sofer@gmail.com
    141. 141. • The sprint is the productive part of the scrum• It is a fixed, predefined, period of time.• During this time the work load, the scope or nature of work must not be changed. The only “manager” of the scope is the sprint backlog.• The team is free to accomplish the sprint goal as it see’s fit, within the limits of the team’s procedures and the time limits.• During the sprint, the team has total freedom over how it works: • Work as many hours as it wants. • Hold meetings whenever it wants – During the sprint the team is accountable for only two things • Daily scrum • Sprint backlog. elad.sofer@gmail.com
    142. 142. elad.sofer@gmail.com
    143. 143. • A sprint may be abnormally terminated by: • Management. • Scrum master • The Team – Sprint termination is a drastic measure and should occur rarely, it may happen due to: • The sprint goal has become obsolete. • The sprint goal has been achieved and the team requires a new direction. • There was a “non-scrum” intervention in the process. elad.sofer@gmail.com
    144. 144. Design Code Integrate TestSource: “The New New Product Development Game” by Takeuchi and Nonaka.Harvard Business Review, January 1986.
    145. 145. Design Code Integrate Test Rather than doing all of one thing at a time... ...Scrum teams do a little of everything all the timeSource: “The New New Product Development Game” by Takeuchi and Nonaka.Harvard Business Review, January 1986.
    146. 146. elad.sofer@gmail.com
    147. 147. • Multi-disciplinary teams (may require reorganization) elad.sofer@gmail.com
    148. 148. • Multi-disciplinary teams (may require reorganization)• Collective codedesign ownership. elad.sofer@gmail.com
    149. 149. • Multi-disciplinary teams (may require reorganization)• Collective codedesign ownership.• Team dynamics change. elad.sofer@gmail.com
    150. 150. • Multi-disciplinary teams (may require reorganization)• Collective codedesign ownership.• Team dynamics change.• Requires lots of self-discipline elad.sofer@gmail.com
    151. 151. • Multi-disciplinary teams (may require reorganization)• Collective codedesign ownership.• Team dynamics change.• Requires lots of self-discipline• Team members are accountable for each other. elad.sofer@gmail.com
    152. 152. • Multi-disciplinary teams (may require reorganization)• Collective codedesign ownership.• Team dynamics change.• Requires lots of self-discipline• Team members are accountable for each other.• Management commitment is a must. elad.sofer@gmail.com
    153. 153. • Multi-disciplinary teams (may require reorganization)• Collective codedesign ownership.• Team dynamics change.• Requires lots of self-discipline• Team members are accountable for each other.• Management commitment is a must.• Learn new skills & change work habits. elad.sofer@gmail.com
    154. 154. • Multi-disciplinary teams (may require reorganization)• Collective codedesign ownership.• Team dynamics change.• Requires lots of self-discipline• Team members are accountable for each other.• Management commitment is a must.• Learn new skills & change work habits.• Embrace new values. elad.sofer@gmail.com
    155. 155. • Multi-disciplinary teams (may require reorganization)• Collective codedesign ownership.• Team dynamics change.• Requires lots of self-discipline• Team members are accountable for each other.• Management commitment is a must.• Learn new skills & change work habits.• Embrace new values.• Success rates of Scrum adoption are ~40% elad.sofer@gmail.com
    156. 156. Scrum will notsolve your problems...
    157. 157. Scrum will notsolve your problems... it will only make thempainfully visible
    158. 158. elad.sofer@gmail.com
    159. 159. elad.sofer@gmail.com

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