2. Discover what Scrum is and what it is not. Understand how Scrum can be used Prepare yourselves to start with Scrum, knowing that this is only the beginning…
3. Overview of Scrum Is used to conduct complex projects since 1990 Delivers business value every 30 days according to priorities determined by the customer Based on distributed intelligence Fits long, large and distributed projects Meets CMMI Level 3 and ISO 9001 Outlines the issues but gives no answer Is very simple to describe but very difficultto implement
5. Scrumis not a methodology and does not give the recipe for software development.
6. Scrum is an Approach, which implies a road, a direction, a frame of mind, perhaps a philosophy, but not a formula of proven rules to be followed.
7. The product is incrementally developed in blocks of time A prioritized product backlog The empirical process A self-managed team
8. An Empirical Approach Means that the information is collected by observing, experience or experimenting.
9. Adding details over time Detailed Elements High-Level Elements Tasks Ideas Sprints 1-2 Delivery Current Sprint Product 6 Months 2-3 Months 1 Month Horizon of predictability
10. The Scrum process Blocks of time (timebox) 3 roles Some rules 3 points of inspection and adaptation 5 artifacts: The product book(product backlog) Delivery progress chart (Release burndown chart) Sprint backlog tasks (sprint backlog) Sprint Progress Chart(sprint burndown chart) new functionality ready to be exploited (Potentially shippable product increment)
11. Scrum implements an inspection and adaptation mechanism in order to maximize the output. Without visibility, inspection is not possible. Visibility requires transparency, and therefore courage and a suitable value system.
12. Stages of a sprint 1 day meeting to review and debrief (4 h/ 4 h) 1 day meeting to plan sprint (4 h/ 4 h) Development 30 day sprint at a sustainable pace
13. A Scrum team includes only the following people: a multi-disciplinary development team a product manager and a ScrumMaster
14. Development team’s characteristics Manages itself Is multidisciplinary and has no predetermined roles Has 7 members (+/- 2) Is responsible for his commitment Has the authority to act to meet its commitments Works in close contact Solves its own conflicts Observes basic rules of operation and conduct
15. What the project manager did which is now done by the development team Making commitments on behalf of the team on what it can accomplish by a given date Convincing the team that commitments are realistic Directs the work of the team so it can meet its commitments Monitor the progress in weekly meetings Reporting back to management on progress Deciding what to do when the team is experiencing difficulties or is delayed “Motivate" the team and encourage them to redouble their efforts Assign tasks and track progress to ensure that the work is done Being responsible for the team doing the right thing at the right time and the right way
17. Roles and responsibilities The product manager (product owner) ensures the return on investment when setting the priorities in the product backlog. Members of the team are responsible for the management of development activities and quality of the software. The team is self-directed and multidisciplinary. The ScrumMaster ensures the Scrum is efficient without direct authority.
18. Product Manager (product owner) Defines the characteristics of the product and fixes the delivery date Manages the content of the product to ensure the best possible returns Determines the hierarchy of elements of the product backlog based on business value Can change priorities every 30 days Accepts or rejects the results
19. Execution Team Includes seven members (plus or minus two) who form a multidisciplinary team Determines its own commitment and work to be done to achieve the objectives it sets Has the flexibility, based on overall project directives , to do what is necessary to achieve the sprint goal Organizes and manages its activities autonomously Works closely with the product manager to maximize the value produced Presents the achievedresults to the product manager
20. The ScrumMaster "The ScrumMaster is like a sheep dog who does everything he can to protect his flock, and never allows himself to be distracted from the task.“ - Ken Schwaber Ensures the implementation team is functional, productive and is constantly improving its productivity Eliminate barriers and ensure close collaboration between different stakeholders Protects the implementation team of any external interference Ensures the implementation process Ensures that the product manager and team members understand and play their roles properly
22. Key considerations The implementation team must deliver software that works and meets the customer specifications sprint after sprint. The implementation team must deliver the product features at a sustainable pace. The Scrum team must learn throughout the project. Knowing that the capacity of the development team is fixed (more or less), the product manager sets priorities to maximize the profitability of the product.
23. Success FactorsThe product backlog It’s a way to start implementing the vision; it represent all the expected work. It is the common denominator between the product manager and members of the development team. It’s a list of all the functional and non-functional elements to deliver as well as issues to settle. All elements must have value for the product manager. It must be evaluated, estimated and ordered. It provides more details on the elements with high priority. All stakeholders can contribute, however, it’s the product manager who establishes the priority of each element. It is updated and well communicated.
24. Success FactorsDefining "completed" The production team and the product manager together define what "completed" means. The definition of "completed" captures the current technical capacity of the team. Over time, the definition of "completed" should extend to all activities required for production delivery. Need to identify and bring to the product backlog the work that is not covered by the definition of "finished" (that is to say "Unfinished" work). Anything that does not meet the definition of "completed" is not presented to the product manager at the end sprint.
25. Consequences of not defining "completed" The velocity is unstable and does not help in planning. The delivery progress graph does not reflect the remaining work to do. The product manager does not know what the real progress is. The product backlog is probably not well-organized. The team does not know what it's committing to during the sprint planning. The product manager does not know what to look at, at the end sprint.
26. Consequences of "non-completed" work Decision to deliver Delivery Revised Plan Revised Plan Revised Plan Plan Revised Plan Revised debt debt debt debt “Stabilization” Sprint Rapid and non-linear growth!
27. Success FactorsMonitoring progress The slope of the remaining work to be done to determine the probable date of delivery. 120 100 80 Products remaining to be delivered 60 40 20 0 Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Delivery
28. A scrum team has to struggle against The tyranny of the waterfall process Belief in magic The era of darkness
