Scrum is an agile framework for managing product development that focuses on iterative delivery of value through collaboration between self-organizing cross-functional teams. It emphasizes customer satisfaction, welcomes changing requirements, and delivers working software frequently in short development cycles called sprints, with daily stand-up meetings and sprint reviews and retrospectives at the end of each sprint.
3. Agile Principles
Customer satisfaction through early and
continuous delivery of valuable software
Welcome changing requirements
Deliver working software frequently Business people and developers must
work together
Build projects around motivated
individuals and trust them to get the job
done
The most efficient and effective way of
conveying information is face-to-face
conversation
Working software is a primary measure of
progress
Sustainable pace – indefinitely
Continuous attention to technical
excellence and good design enhances
agility
Simplicity – the art of maximizing the
amount of work not done – is essential
Self-organising teams At regular intervals, the team reflects on
how to become more effective
4. Agile Methods
• Scrum
• Lean software development
• Kanban
• Extreme Programming - XP
• Agile Unified Process – AUP
• Crystal Clear
• Disciplined Agile Delivery- DAD
• Dynamic Systems development method – DSDM
• Feature Driven Development – FDD
• Adaptive Software Development
Empirical – Using data from the immediate past to predict the future outcome
Vision – A product roadmap
Each sprint is Timeboxed- 1 to 4 weeks : early progress and feedback, inspect and adapt, Helps in WIP, forces prioritisation , helps in predictability, Cadence – a regular rhythm (heartbeat)
A prioritized collection of functionality that must be completed to make the product vision a reality
PB Items: Epics, User Stories, Tasks. It can be use cases as well. No specific or prescribed format for how these PBIs are represented. Each PBI has a tangible value (for a user or customer) associated with it
estimated (fine as well as coarse)
Will contain MVP
Product owner is the ultimate responsible person for maintaining this PB
User Stories – a placeholder for conversation. 3 Cs – Card, Conversation and Confirmation. Conversation leads to having a shared understanding and is a richer form of exchanging information.
Not all PBIs need to be specified in detail at the same time,
Estimation based on Planning poker
* Consensus based, expert opinion, open discussion, relative sizing, relatively accurate binning, historical
PB is a living document, so it is evolved as the time progresses. It typically has four qualities
D – detailed appropriately
E – Estimated
E - Emergent
P – Prioritised
Ready – The idea is not to have absolutely everything specified, but just enough for the team to have a shared understanding of the item to be completed during a sprint.
INVEST – Independent, Negotiable, Valuable, Estimable, Small enough, Testable
Negotiable – in terms of “how” the user story is implemented, determining scope of a story so it becomes viable to be delivered in the sprint.
Product backlog with PBIs in “ready” state for the sprint
Vertical slice of a product cake
Important to work on the Sprint backlog items and not those outside of the Sprint backlog. Sprint backlog forms the commitment that the team made towards achieving the sprint goal.
Daily Stand-up: Not a status meeting but a planning meeting between the team members. Collaboration is the key, stand up achieves synchronisation between team members. Its other purposes – create peer pressure, use fine gain coordination, making daily commitments and most importantly raising impediments
Potentially shippable PI : delivery of “Working” software
Demonstrate what was achieved during the sprint to internal and external stakeholders. It is also an opportunity to get an early feedback on the product and then adapt based on that feedback
What did we learn from this sprint? Do we need to bring in any changes to work even more effectively?