Loading…

Flash Player 9 (or above) is needed to view presentations.
We have detected that you do not have it on your computer. To install it, go here.

Like this presentation? Why not share!

scrum

on

  • 1,074 views

Scrum,Sprints Presentation

Scrum,Sprints Presentation

Statistics

Views

Total Views
1,074
Views on SlideShare
1,074
Embed Views
0

Actions

Likes
0
Downloads
30
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • Scrum is our example Agile Method These are the common failures that I have seen with people implementing Scrum My idea is that we would list these points then show how the CMMI address these Common Failures and some of the basic truths regarding hyperproductive Scrum

scrum scrum Presentation Transcript

  • SCRUM Presented by Junaid Haleem Asim Hanif Rao Muhmmad Arfan Noman S!al Presented to: Madam Sumera
  • Agenda
    • Scrum
    • History
    • Agile Method
    • Characteristic
    • Uses of Scrum
    • Scrum Process Diagram
    • Product owner
    • Scrum Master
    • Scrum Team
    • Sprint
    • Sprint Planning
    • Daily Scrum Meeting
    • Product Backlog
    • Sprint Backlog
    • Advantage & Disadvantage
    • Reference
  • What is SCRUM?
    • Scrum is an agile, lightweight process that can be used to manage and control software and product development using iterative, incremental practices
    • An empirical approach based in process control theory
    • Intended to give the team control of its time and destiny
    • .
  • History
    • Origin in Rugby
      • Getting an out of play ball into play
    • Used to describe hyper-productive development in 1987 by Ikujiro Nonaka and Hirotaka Takeuchi
  • Agile Method
    • Continuous attention to technical excellence and good design
    • Self-organizing teams
    • Customer satisfaction by rapid, continuous delivery of useful software
    • Working software is the principal measure of progress
    • Delivered frequently
  • Agile Method (cont)
    • Late changes in requirements
    • Close, daily cooperation between business people and developers
    • Face-to-face conversation is the best form of communication
    • Time is a fixed variable
  • Characteristics
    • Self-organizing teams
    • Product progresses in a series of two- to four-week “sprints”
    • Requirements are captured as items in a list of “product backlog”
    • No specific engineering practices prescribed
    • Uses generative rules to create an agile environment for delivering projects
    • One of the “agile processes
  • Scrum has been used by:
    • Microsoft
    • Yahoo
    • Google
    • Electronic Arts
    • Lockheed Martin
    • Philips
    • Siemens
    • Nokia
    • IBM
    • Capital One
    • BBC
    • Intuit
    • Nielsen Media
    • First American Real Estate
    • BMC Software
    • Ip switch
    • John Deere
    • Lexis Nexis
    • Sabre
    • Salesf orce.com
    • Time Warner
    • Turner Broadcasting
    • Oce
  • Scrum has been used for:
    • Commercial software
    • In-house development
    • Contract development
    • Fixed-price projects
    • Financial applications
    • ISO 9001-certified applications
    • Embedded systems
    • 24x7 systems with 99.999% uptime requirements
    • the Joint Strike Fighter
    • Video game development
    • FDA-approved, life-critical systems
    • Satellite-control software
    • Websites
    • Handheld software
    • Mobile phones
    • Network switching applications
    • ISV applications
    • Some of the largest applications in use
    • Scrum process Model
  • Product owner
    • Define the features of the product
    • Decide on release date and content
    • Be responsible for the profitability of the product
    • Prioritize features according to market value
    • Adjust features and priority every iteration, as needed 
    • Accept or reject work results
  • Scrum Master
    • Responsible for ensuring that Scrum values, practices, and rules are enacted and enforced
    • Represents management and the team to each other
    • Makes decisions and removes impediments
    • Sometimes making decisions without complete information (better some decision rather than no decision)
    • Keep the team working at the highest possible level of productivity
  • Scrum Teams
    • Typically 5-9 people
    • Cross-functional:
      • Programmers, testers, user experience designers, etc.
    • M embers 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 only between sprints
  • Scrum Team
  • Sprints
    • Scrum project make progress in a series of Sprints
    • Time boxed Period (2 – 4 weeks)
    • During Sprint, team does:
      • Analysis
      • Design
      • Code
      • Test
    • Product is potentially releasable after every Sprint
  • Sprint planning
    • Team selects items from the product backlog they can commit to completing
    • Sprint backlog is created
      • Tasks are identified and each is estimated (1-16 hours)
      • Collaboratively, not done alone by the Scrum Master
    • High-level design is considered
  • The scrum Meeting
    • Parameters
      • Daily
      • 15-minutes
      • Stand-up
    • Not for problem solving
      • Only team members, Scrum Master, product owner can talk.
    • Helps avoid other unnecessary meetings
  • Everyone answers 3 questions What did you do yesterday? 1 What will you do today? 2 Is anything in your way? 3
  • Daily Scrum Meetings (contd)
    • established meeting room (same place and same time every day)
    • Door, speakerphone, table, enough chairs for each team member, whiteboards
    • Scrum Master starts a meeting
    • Avoid turning it into a working or design session
  • Daily Scrum meeting
  • Product backlog
    • The requirements
    • A list of all desired work on the project
    • Ideally expressed such that each item has value to the users or customers of the product
    • Prioritized by the product owner
    • Reprioritized at the start of each sprint
    This is the product backlog
  • Sprint Backlog
    • A subset of Product Backlog Items, which define the work for a Sprint
    • Is created ONLY by Team members
    • Each Item has it’s own status
    • Should be updated every day
    • No more then 300 tasks in the list
    • If a task requires more than 16 hours, it should be broken down
    • Team can add or subtract items from the list. Product Owner is not allowed to do it
    • Is a FORECAST!
    • Is a good warning monitor
  • Advantages
    • To product - stability
    • To Developers – understand the requirements
    • To QA – better knowledge of the product
    • Flexible /Dynamic
    • Clear state of code
    • Quality: finding issues at the beginning
  • Disadvantages
    • No final view
    • Hard to implement
    • Human perspective
    • No Team Leaders
    • Challenge in managing the product
  • Common Failures with Scrum
    • Misunderstanding what Scrum is (and is not)
    • Software not tested at end of sprint (definition of Done)
    • Backlog not ready at beginning of sprint (definition of Ready)
    • Lack of facilitation or bad facilitation
    • Lack of management support
    • Lack of client, customer, or end user support
  • http:// www.mountaingoatsoftware.com / http:// www.controlchaos.com / www.mountaingoatsoftware.com /scrum www.scrumalliance.org www.controlchaos.com www.mountaingoatsoftware.com/
  • Questions? ?