2. What is a scrum?
A framework to address complex adaptive problems, while delivering
creative & valuable products.
SIMPLE LIGHT
WEIGHT
DIFFICULT
TO
MASTER
8. SCRUM
Team Events Artifacts
Product Owner
Manages Product Backlog
Development Team
Self-organize to do the work
Scrum Master
Servant-Leader for the team
The Sprint
A time-box and a goal
Sprint Planning
Collaborative work by the team
Daily Scrum
Synchronize & plan
Sprint Review
Inspect the increment
& adapt the backlog
Sprint Retrospective
Inspect the team
& improve the process
Product Backlog
Ordered list of everything that might
be needed in the product,
communicated in user-centric stories
Sprint Backlog
Set of product backlog items
selected for the sprint
Increment
Sum of all backlog products
completed during the sprint
10. The Product Owner
• Decides WHAT work is to be done
• Decides PRIORITY and VALUE
• Represents STAKEHOLDERS & ORGANIZATION
• Accountable for product VISION & DELIVERY
11. The Scrum Master
• Decides HOW the work is to be done
• Coaches the PRACTICE, RULES & VALUES of the team
• SUPPORTS the Product Owner
• SERVANT-LEADER for the Development Team
12. The Development Team
• Self-organizing
• Cross-functional
• No titles or sub-teams
• Accountable as a whole
15. Vision & Backlog
• The PRODUCT OWNER decides the
vision
• ANYONE can add to the product
backlog
VISION = The Coaches Network
PRODUCT BACKLOG = Everything that
the Coaches Network needs to be
16. Product Backlog = User Stories
“As a <USER> I want <FUNCTION>
so that <DESIRED RESULT>”
As a unit manager I want to instant
message a coach so that I can confirm
my privacy knowledge”
17. Sprint Planning
What can be delivered?
How will the work be done?
What is the goal of the sprint?
Create bite-sized tasks.
23. Product Backlog
• A list of everything the product needs to be
• Ordered by value
• Owned by the Product Owner
• Ever adapting as long as the product lives
24. Owned & managed by the Development Team
Tasks added, adjusted or removed during the sprint
SPRINT GOAL does not change
Highly visible: this is the plan
Sprint Backlog
26. What do we need to determine?
Story
Point
Values
Sprint
Duration
Definition
of “Done”
27.
28. SCRUM
Team Events Artifacts
Product Owner
Manages Product Backlog
Development Team
Self-organize to do the work
Scrum Master
Servant-Leader for the team
The Sprint
A time-box and a goal
Sprint Planning
Collaborative work by the team
Daily Scrum
Synchronize & plan
Sprint Review
Inspect the increment
& adapt the backlog
Sprint Retrospective
Inspect the team
& improve the process
Product Backlog
Ordered list of everything that might
be needed in the product,
communicated in user-centric stories
Sprint Backlog
Set of product backlog items
selected for the sprint
Increment
Sum of all backlog products
completed during the sprint
Since the 1990s
Not a technique, but a framework –
Makes clear the relative efficacy of your product management and development practices so you can improve
Scrum is founded on empirical process control theory.
Three pillars uphold every implementation
- A common language referring to the process
- A common definition of “done”
These values bring the pillars of transparency, inspection and adaptation to life and build trust for everyone.
Everyone focuses on the work of the sprint and the goals of the team.
Scrum team members respect each other to be capable, independent people.
Four formal events for inspection and adaptation
This afternoon, we will be creating the product backlog for the Coaches Network
Sprint planning: methodical organization of the work to be done
Trello
NOT a status report meeting
Optimizes the odds of meeting the goal
Scrum master – makes sure the meeting happens and only lasts 15 minutes
Dev’t team – conduct the scrum
Informal meeting to review the function completed in the sprint.
Reviews what has been done and what hasn’t been done.
PRODUCT OWNER decides the value and whether to implement
Review what is the most valuable thing to do for the next sprint
Opportunity to inspect the TEAM and HOW WE WORK, create a plan for improvements
Since the 1990s
Not a technique, but a framework –
Makes clear the relative efficacy of your product management and development practices so you can improve