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An introduction SCRUM © 2008 Capgemini - All rights reserved Robert de Wolff, November 2008
© 2008 Capgemini - All rights reserved Robert de Wolff, November 2008
Scrum has been used by © 2008 Capgemini - All rights reserved Robert de Wolff, November 2008 <ul><li>Capgemini </li></ul><...
Scrum has been used for <ul><li>Commercial software </li></ul><ul><li>In-house development </li></ul><ul><li>Contract deve...
Scrum  Characteristics <ul><li>Scrum is an  agile process  that allows us to focus on delivering the highest business valu...
Scrum © 2008 Capgemini - All rights reserved Robert de Wolff, November 2008
Sprints <ul><li>Scrum projects make progress in a series of “sprints” </li></ul><ul><ul><li>Analogous to Extreme Programmi...
No changes during a sprint <ul><li>Plan sprint durations around how long you can commit to keeping change out of the sprin...
Scrum framework © 2008 Capgemini - All rights reserved Robert de Wolff, November 2008 <ul><li>Product owner </li></ul><ul>...
Scrum framework © 2008 Capgemini - All rights reserved Robert de Wolff, November 2008 <ul><li>Product backlog </li></ul><u...
Product owner <ul><li>Define the features of the product </li></ul><ul><li>Decide on release date and content </li></ul><u...
The ScrumMaster <ul><li>Represents management to the project </li></ul><ul><li>Responsible for enacting Scrum values and p...
The team <ul><li>Typically 5-9 people </li></ul><ul><li>Cross-functional: </li></ul><ul><ul><li>Programmers, testers, user...
Scrum framework © 2008 Capgemini - All rights reserved Robert de Wolff, November 2008 <ul><li>Product owner </li></ul><ul>...
Sprint planning Sprint planning meeting Business conditions Team capacity Product backlog Technology Current product © 200...
Sprint planning © 2008 Capgemini - All rights reserved As a vacation planner, I want to see photos of the hotels. Code the...
The daily scrum © 2008 Capgemini - All rights reserved Robert de Wolff, November 2008 What did you do yesterday? 1 What wi...
The sprint review <ul><li>Team presents what it accomplished during the sprint </li></ul><ul><li>Typically takes the form ...
Sprint retrospective <ul><li>Periodically take a look at what is and is not working </li></ul><ul><li>Typically 15–30 minu...
Scrum framework © 2008 Capgemini - All rights reserved Robert de Wolff, November 2008 <ul><li>Product owner </li></ul><ul>...
Product backlog <ul><li>The requirements </li></ul><ul><li>A list of all desired work on the project </li></ul><ul><li>Ide...
Sprint backlog <ul><li>List of tasks </li></ul><ul><li>Team is commited to </li></ul><ul><li>Drawn from the product backlo...
Managing the sprint backlog <ul><li>Individuals sign up for work of their own choosing </li></ul><ul><ul><li>Work is never...
Hours 40 30 20 10 0 Mon Tue Wed Thu Fri Tasks Code the user interface Code the middle tier Test the middle tier Write onli...
© 2008 Capgemini - All rights reserved Robert de Wolff, November 2008
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What is Scrum

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Scrum introduction

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  • The retro is there to give the TEAM the chance to identify what went well and what can/needs to be improved; would therefore strongly recommend only the team and scrum master on the sprint retrospective; otherwise certain problems would not be raised.

    Estimation on hour level is dangerous. How do you deal with a situation, that one team member can do a task in 2 hours and another needs 5 hours or more? If the 5h person never has the chance to do the task, he/she will not have a learning curve leading to real cross functional teams.

    Updating estimated time remaining on daily base sounds like command & control to me :-) Real self-organised teams do not need an hour burn-down chart (this is more for managers). Try to give the rule that no task should take more than a day (needed due to daily scrum) and watch burn-down of tasks.
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Transcript of "What is Scrum"

  1. 1. An introduction SCRUM © 2008 Capgemini - All rights reserved Robert de Wolff, November 2008
  2. 2. © 2008 Capgemini - All rights reserved Robert de Wolff, November 2008
  3. 3. Scrum has been used by © 2008 Capgemini - All rights reserved Robert de Wolff, November 2008 <ul><li>Capgemini </li></ul><ul><li>Microsoft </li></ul><ul><li>Yahoo </li></ul><ul><li>Google </li></ul><ul><li>Electronic Arts </li></ul><ul><li>High Moon Studios </li></ul><ul><li>Lockheed Martin </li></ul><ul><li>Philips </li></ul><ul><li>Siemens </li></ul><ul><li>Nokia </li></ul><ul><li>Capital One </li></ul><ul><li>BBC </li></ul><ul><li>Intuit </li></ul><ul><li>Nielsen Media </li></ul><ul><li>First American Real Estate </li></ul><ul><li>BMC Software </li></ul><ul><li>Ipswitch </li></ul><ul><li>John Deere </li></ul><ul><li>Lexis Nexis </li></ul><ul><li>Sabre </li></ul><ul><li>Salesforce.com </li></ul><ul><li>Time Warner </li></ul><ul><li>Turner Broadcasting </li></ul><ul><li>Oce </li></ul>
  4. 4. Scrum has been used for <ul><li>Commercial software </li></ul><ul><li>In-house development </li></ul><ul><li>Contract development </li></ul><ul><li>Fixed-price projects </li></ul><ul><li>Financial applications </li></ul><ul><li>ISO 9001-certified applications </li></ul><ul><li>Embedded systems </li></ul><ul><li>24x7 systems with 99.999% uptime requirements </li></ul><ul><li>the Joint Strike Fighter </li></ul>© 2008 Capgemini - All rights reserved Robert de Wolff, November 2008 <ul><li>Video game development </li></ul><ul><li>FDA-approved, life-critical systems </li></ul><ul><li>Satellite-control software </li></ul><ul><li>Websites </li></ul><ul><li>Handheld software </li></ul><ul><li>Mobile phones </li></ul><ul><li>Network switching applications </li></ul><ul><li>ISV applications </li></ul><ul><li>Some of the largest applications in use </li></ul>
  5. 5. Scrum Characteristics <ul><li>Scrum is an agile process that allows us to focus on delivering the highest business value in the shortest time. </li></ul><ul><li>Every sprint (two weeks to a month) anyone can see real working software . </li></ul><ul><li>The business sets the priorities. Teams self-organize to determine the best way to deliver the highest priority features. </li></ul><ul><li>Requirements are captured as items in a list of product backlog </li></ul><ul><li>Activities for the team are captured as tasks in a list of sprint backlog </li></ul><ul><li>No specific engineering practices prescribed </li></ul><ul><li>One of the “agile processes” </li></ul>© 2008 Capgemini - All rights reserved Robert de Wolff, November 2008
  6. 6. Scrum © 2008 Capgemini - All rights reserved Robert de Wolff, November 2008
  7. 7. Sprints <ul><li>Scrum projects make progress in a series of “sprints” </li></ul><ul><ul><li>Analogous to Extreme Programming iterations </li></ul></ul><ul><li>Typical duration is 2–4 weeks or a calendar month at most </li></ul><ul><li>A constant duration leads to a better rhythm </li></ul><ul><li>Product is designed, coded, and tested during the sprint </li></ul>© 2008 Capgemini - All rights reserved Robert de Wolff, November 2008
  8. 8. No changes during a sprint <ul><li>Plan sprint durations around how long you can commit to keeping change out of the sprint </li></ul>© 2008 Capgemini - All rights reserved Robert de Wolff, November 2008 Change
  9. 9. Scrum framework © 2008 Capgemini - All rights reserved Robert de Wolff, November 2008 <ul><li>Product owner </li></ul><ul><li>ScrumMaster </li></ul><ul><li>Team </li></ul>Roles <ul><li>Sprint planning </li></ul><ul><li>Sprint review </li></ul><ul><li>Sprint retrospective </li></ul><ul><li>Daily scrum meeting </li></ul>Ceremonies <ul><li>Product backlog </li></ul><ul><li>Sprint backlog </li></ul><ul><li>Burndown charts </li></ul>Artifacts
  10. 10. Scrum framework © 2008 Capgemini - All rights reserved Robert de Wolff, November 2008 <ul><li>Product backlog </li></ul><ul><li>Sprint backlog </li></ul><ul><li>Burndown charts </li></ul>Artifacts <ul><li>Sprint planning </li></ul><ul><li>Sprint review </li></ul><ul><li>Sprint retrospective </li></ul><ul><li>Daily scrum meeting </li></ul>Ceremonies <ul><li>Product owner </li></ul><ul><li>ScrumMaster </li></ul><ul><li>Team </li></ul>Roles
  11. 11. Product owner <ul><li>Define the features of the product </li></ul><ul><li>Decide on release date and content </li></ul><ul><li>Be responsible for the profitability of the product (ROI) </li></ul><ul><li>Prioritize features according to market value </li></ul><ul><li>Adjust features and priority every iteration, as needed  </li></ul><ul><li>Accept or reject work results </li></ul>© 2008 Capgemini - All rights reserved Robert de Wolff, November 2008
  12. 12. The ScrumMaster <ul><li>Represents management to the project </li></ul><ul><li>Responsible for enacting Scrum values and practices </li></ul><ul><li>Removes impediments </li></ul><ul><li>Ensure that the team is fully functional and productive </li></ul><ul><li>Enable close cooperation across all roles and functions </li></ul><ul><li>Shield the team from external interferences </li></ul>© 2008 Capgemini - All rights reserved Robert de Wolff, November 2008
  13. 13. The team <ul><li>Typically 5-9 people </li></ul><ul><li>Cross-functional: </li></ul><ul><ul><li>Programmers, testers, user experience designers, etc. </li></ul></ul><ul><li>M embers should be full-time </li></ul><ul><ul><li>May be exceptions (e.g., database administrator) </li></ul></ul><ul><li>Teams are self-organizing </li></ul><ul><ul><li>Ideally, no titles but rarely a possibility </li></ul></ul><ul><li>Membership should change only between sprints </li></ul>© 2008 Capgemini - All rights reserved Robert de Wolff, November 2008
  14. 14. Scrum framework © 2008 Capgemini - All rights reserved Robert de Wolff, November 2008 <ul><li>Product owner </li></ul><ul><li>ScrumMaster </li></ul><ul><li>Team </li></ul>Roles <ul><li>Product backlog </li></ul><ul><li>Sprint backlog </li></ul><ul><li>Burndown charts </li></ul>Artifacts <ul><li>Sprint planning </li></ul><ul><li>Sprint review </li></ul><ul><li>Sprint retrospective </li></ul><ul><li>Daily scrum meeting </li></ul>Ceremonies
  15. 15. Sprint planning Sprint planning meeting Business conditions Team capacity Product backlog Technology Current product © 2008 Capgemini - All rights reserved Robert de Wolff, November 2008 Sprint prioritization <ul><li>Analyze and evaluate product backlog </li></ul><ul><li>Select sprint goal </li></ul>Sprint planning <ul><li>Decide how to achieve sprint goal (design) </li></ul><ul><li>Create sprint backlog (tasks) from product backlog items (user stories / features) </li></ul><ul><li>Estimate sprint backlog in hours </li></ul>Sprint goal Sprint backlog
  16. 16. Sprint planning © 2008 Capgemini - All rights reserved As a vacation planner, I want to see photos of the hotels. Code the middle tier (8 hours) Code the user interface (4) Write test fixtures (4) Code the foo class (6) Update performance tests (4)
  17. 17. The daily scrum © 2008 Capgemini - All rights reserved Robert de Wolff, November 2008 What did you do yesterday? 1 What will you do today? 2 Is anything in your way? 3
  18. 18. The sprint review <ul><li>Team presents what it accomplished during the sprint </li></ul><ul><li>Typically takes the form of a demo of new features or underlying architecture </li></ul><ul><li>Informal </li></ul><ul><ul><li>2-hour prep time rule </li></ul></ul><ul><ul><li>No slides </li></ul></ul><ul><li>Whole team participates </li></ul><ul><li>Invite the world </li></ul>© 2008 Capgemini - All rights reserved Robert de Wolff, November 2008
  19. 19. Sprint retrospective <ul><li>Periodically take a look at what is and is not working </li></ul><ul><li>Typically 15–30 minutes </li></ul><ul><li>Done after every sprint </li></ul><ul><li>Whole team participates </li></ul><ul><ul><li>ScrumMaster </li></ul></ul><ul><ul><li>Product owner </li></ul></ul><ul><ul><li>Team </li></ul></ul><ul><ul><li>Possibly customers and others </li></ul></ul>© 2008 Capgemini - All rights reserved Robert de Wolff, November 2008
  20. 20. Scrum framework © 2008 Capgemini - All rights reserved Robert de Wolff, November 2008 <ul><li>Product owner </li></ul><ul><li>ScrumMaster </li></ul><ul><li>Team </li></ul>Roles <ul><li>Sprint planning </li></ul><ul><li>Sprint review </li></ul><ul><li>Sprint retrospective </li></ul><ul><li>Daily scrum meeting </li></ul>Ceremonies <ul><li>Product backlog </li></ul><ul><li>Sprint backlog </li></ul><ul><li>Burndown charts </li></ul>Artifacts
  21. 21. Product backlog <ul><li>The requirements </li></ul><ul><li>A list of all desired work on the project </li></ul><ul><li>Ideally expressed such that each item has value to the users or customers of the product </li></ul><ul><li>Prioritized by the product owner </li></ul><ul><li>Reprioritized at the start of each sprint </li></ul>© 2008 Capgemini - All rights reserved Robert de Wolff, November 2008 This is the product backlog
  22. 22. Sprint backlog <ul><li>List of tasks </li></ul><ul><li>Team is commited to </li></ul><ul><li>Drawn from the product backlog </li></ul>© 2008 Capgemini - All rights reserved Robert de Wolff, November 2008 This is the sprint backlog
  23. 23. Managing the sprint backlog <ul><li>Individuals sign up for work of their own choosing </li></ul><ul><ul><li>Work is never assigned! </li></ul></ul><ul><li>Estimated work remaining is updated daily </li></ul><ul><li>Any team member can add, delete or change the sprint backlog </li></ul><ul><li>If work is unclear, define a sprint backlog item with a larger amount of time and break it down later </li></ul><ul><li>Update work remaining as more becomes known </li></ul>© 2008 Capgemini - All rights reserved Robert de Wolff, November 2008
  24. 24. Hours 40 30 20 10 0 Mon Tue Wed Thu Fri Tasks Code the user interface Code the middle tier Test the middle tier Write online help Mon 8 16 8 12 Tues Wed Thu Fri 50 © 2008 Capgemini - All rights reserved Robert de Wolff, November 2008 4 12 16 7 11 8 10 16 8
  25. 25. © 2008 Capgemini - All rights reserved Robert de Wolff, November 2008
  26. 26. Questions
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