Introducton to Scrum

Purpose:
- Confront Traditional Approach (Waterfall) with “New” Agile Approach
- Scrum as a Agile Project Approach
- Introduction, terminology, processes
- How it is used at TenForce
- Demo of pmScrum, the supporting tool by TenForce

TenForce
Scrum – an Agile Approach

Agenda
Traditional Approach vs. Agile Approach
Scrum
Scrum via pmForce (demo)

Project Management for Software development
Customer requirements
Cost & Budget
Teams
Project Methodology
Change requests
Time to Market
Resource availability

Project Management for Software development
Software development requires a methodology to structure, plan and control the processes of development
Need for Flexibility
Limit Overhead
Control & Management
Customer requirements
Cost & Budget
Teams
Project Methodology
Change requests
Time to Market
Resource availability

Traditional waterfall approach
Pre-Analysis
Analysis
Development
Testing
Delivery
Time
Ready for user test

Problems with waterfall approach
Time-to-functionality is long
Responding to change is difficult and costly
Software quality at risk
Customer orientation is weak
Team member accountability is difficult

New: The Agile Approach
Analyse
Design
Pre-Analysis
Implementation
2–4 weeks
Deliver
Develop
Test
Ready for user test
Time

New “Agile” approach
Focus on short, iterative development cycles
Short time to functionality
High visibility of progress
Customer centricity
Efficient operational control: planning, progress, cost
Best practices industry-based frameworks

New Agile – Which frameworks do exist
Generic: Agile Manifesto
Methods: Scrum, Xtreme Programming,...
Project Management
Scrum
Development
Analysis
XP

Scrum
emerged in the early 1990s
is used since then to develop ‘complex’ products
is not a process nor a technique for building products
Scrum is a simple management framework for incremental product development using cross-functional, self organizing teams.

Scrum in a nutshell
Split your organization
into small, cross-functional, self-organizing teams
Split your work
into a list of small, concrete deliverables
Sort the list by priority
estimate the relative effort of each item
Split time into short fixed-length iterations (usually 1 – 4 weeks)

Scrum Framework
Product Owner
The Team
ScrumMaster
Roles
Sprint Planning Meeting
Daily Stand-up
Sprint Review
Sprint Retrospective
Meetings
Product Backlog
Sprint Backlog
Burndown charts
Bug/Impediment List
Tools

Roles
Plans the Sprint during sprint planning meeting
Owns the vision of what should be produced to achieve business success
Team
Turns input from stakeholders into a single list, called
Product Backlog
Commits to the Sprint
Prioritizes list based on business value, ROI or level of risk
Delivers what is promised
ScrumMaster
Product Owner
Self-Organizing
Takes away impediments
Responsible for the business process
Coaches & facilitates

Tools
Artifacts
List of user stories & its tasks to deliver the stories
Product Backlog
Burndown Charts
Filled with stories to be developed in the sprint
Team is owner
Measurement of remaining work
Prioritized list of user stories
Estimated in relative weights (story points)
Per Sprint/Project
PO is owner
Sprint Backlog

Meetings
Sprint Review (demo)
Ceremonies
Demo the delivered software
Planning Meeting
End of each sprint
Productlog is discussed and explained
PO, SM, Team,
Other Stakeholders
Sprint Backlog is created
Daily Stand-up
PO, SM & Team
Daily follow up
Stand stil to reflect on passed sprint
SM & Team
What went good? What could have been done better?
Take Action!
What have you done?
What did impedes you?
What will you do?
SM, Team, (PO)

Kick Off – Initial Product Backlog
Requirements in user stories (processes)
As a team manager, I want an overview of all work assigned to my team so I can check capacity
As a DBA, I want a polling mechanism on DB K43 to make sure it stays under 85% usage
- As a user, I want a button to refresh screen

Initial Product Backlog
Rough estimates
Strict(!) Prioritization
During Project, stories are refined
Six weeks ahead

Sprint Planning
Discuss stories with highest priority
The team estimates using Planning Poker
Sprint is planned
Team commits as a team

Planning Poker
After discussion, every one estimates relatively
Estimates are compared
If differences discussions
Re-estimate
40
0
2
?
20
3
1/2
1
100
13
5
8

Daily Stand-up
Daily Stand-up
Estimate Time to Complete (ETC)
What have you done, what will you do, what impedes you?
Peer pressure
Sprint Task Board

Scrum Taskboard

Sprint Review (Sprint Demo)
All stakeholders invited
Present finished work (“Done”)
Feedback moment
on working software
“The only proof of progress
is working software”

Evaluate Sprint
Continuous improvement

Questions?Remarks?
You can implement it. We can help.

TenForce
The Pragmatic Company
Wouter.Dewanckel@tenforce.com
TenForceHaachtsesteenweg 378
1910 KampenhoutBelgium
http://www.tenforce.cominfo@tenforce.comTel +32 (0)16 31 48 60Fax +32 (0)16 65 90 85

http://www.pmscrum.com	158
http://pmscrum.lukasart.ro	21
http://frscrum.csabafiak.ro	10
http://www.pmscrum.it	9
http://itscrum.lukasart.ro	8
http://www.pscrum.com	8
http://pmscrum.com	4
http://www.slideshare.net	3
http://pscrum.com	2
http://www.pmscrum.fr	2

Introducton to Scrum

by TenForce on Mar 30, 2010

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Introducton to Scrum — Presentation Transcript