Implementing the Scrum Framework Pictures and outline by Eric Figueroa Observed at Moving Player, November 2011
Scrum Terminology Sprint = name for a project (instills a sense of urgency – it’s a race!) Product Owner = one team member who represents the product’s stakeholders or users Scrum Team = team assigned to project Scrum Master = handles the administration of the Sprint (not necessarily a “project leader”) Product Backlog = list of all the User Stories necessary to achieve the Sprint goal User Story = product elements written from the user’s perspective (not tasks!)
STEP 1: Sprint Meeting Build a new CROSS-FUNCTIONAL Scrum Team For each new project, choose a Product Owner Meet all together to discuss the project During the meeting create the Product Backlog of User Stories Decide on a Sprint length and goal
STEP 2: Planning Poker Each team member gets a deck of cards and rates the “Complexity” of each User Story The team comes to a consensus on each story’s complexity Complexity, not time, is the basis for the performance metrics – why? Because in developing certain projects (like software), time often cannot be predicted accurately
Planning Poker DeckUse a non-linear scale (i.e. Fibonacci sequence)X = the User Story is impossible? = I have no clue
STEP 3: Daily Scrum Daily meeting timeboxed at 15 minutes Each team member has: 1 minute to say what they did yesterday, 1 minute to say what they did today The Scrum Master can identify problems early, because Friday is too late As a manager you can engage with your employees, keep them informed about the state of the business, etc.
STEP 4: Weekly SprintEach week the teamselects tasks from theProduct Backlog andputs them into thatweek’s “Cold Room”Throughout the weekthey move from TO DOto IN PROGRESS toDONEThis process is repeateduntil the Sprint goal isreached Scrum Board
STEP 5: Weekly Release Release a beta or demonstrate a project element to the client or Product Owner EVERY FRIDAY NO EXCEPTIONS! You can’t wait until the end of the project to know you’re on the wrong track or that your product doesn’t work Clients rarely know what they want, know everything they want at the beginning, or know how to articulate it even if they do
STEP 6: Retrospective At the end of the sprint, meet with the whole team to discuss what went right and what went wrong Everyone gets a chance to speak Agree on ONE major problem to correct for the next Sprint Schedule a new Sprint Meeting for the next project or product development cycle
Accountability, part i After the first week of executing Scrum, you will have the following figures: Average Complexity Points each individual can execute daily Average Complexity Points the team as a whole can execute daily and weekly How long it will take the team to complete all the Sprint’s User Stories based on these figures
Accountability, part ii In successive weeks, you can compare individual and team performance with previous weeks to identify productivity issues in REAL- TIME Compare the Sprint deadline with the expected completion date based on your team’s actual performance You can use Excel templates to graph all this data visually and keep track of User Stories Post them all next to the Scrum Board
Results Most teams begin to report drastic improvement within 3 months There IS quite a lot of ritual but it can provide the necessary structure Easy to start, difficult to master This is just the beginning . . .