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Scrum<br />Intro and overview<br />

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What is Scrum?<br />Agile development methodology<br />Helps cross-functional teams commit and deliver high-quality, production-ready code in phases<br />Scrum is an iterative process for developing any product or managing any work, which produces a potentially shippable set of functionality at the end of every iteration. <br />Scrum engages developers to produce the major pieces of an application in less time than by traditional methods<br />

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Characteristics<br />Self-organizing teams<br />Product progresses in a series of two- to four-week “sprints”<br />Requirements are captured as items in a list of “product backlog”<br />No specific engineering practices prescribed<br />Uses generative rules to create an agile environment for delivering projects<br />One of the “agile processes”<br />

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Scrum goals<br />Team environment & communication<br />Quality product<br />Provide more information on project progress early on<br />Ability to adjust to business needs<br />

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Traditional Approach<br /><ul><li>Time is spent on every phase, but the client doesn’t see any benefit until the end

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Major changes due to business needs are not easily incorporated into the design

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QA does not get involved until the end which results in very costly bug fixes</li></li></ul><li>Using Scrum<br />

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Time boxes<br />Release Planning Meeting<br />Sprint<br />Sprint Planning Meeting<br />Sprint Review<br />Sprint Retrospective<br />Daily Scrum<br />

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Process<br />Sprint planning meeting<br />Allows product owner and team to see what will be delivered<br />Team addresses “What” and “How”<br />Sprint goal is set<br />Items are moved from the product backlog into a sprint<br />Sprint backlog is created<br />

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Process<br />Daily Scrum meetings<br />Allows team to see entire picture everyday<br />Short meeting, team members answer the following:<br />What did I work on since the last meeting?<br />What will I work on until we meet again?<br />What impediments are preventing me from getting my tasks done?<br />Not a status meeting<br />

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Process<br />Sprint review meeting<br />Occurs at the end of the sprint<br />Product is demo’d<br />Product owner can accept/reject the deliverables<br />Review Product backlog at the end<br />

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Process<br />Sprint retrospective<br />Discuss what went well and what to improve in the next sprint<br />Team is encouraged to revise processes in order to become more effective on the following sprint<br />Inspect how the last Sprint went in regards to people, relationships, process and tools<br />The product owner does not attend this meeting.<br />Start/Stop/Continue<br />

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Team dynamics<br />Self-organizing teams<br />No one person is in charge of the team’s decisions<br />Team is responsible for committing and delivering<br />Cross-functional teams (BSA, QA, developers, PM)<br />

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Backlogs<br />Product Backlog<br />The requirements for a system<br />Prioritized list <br />Includes both functional and non-functional customer requirements, as well as technical team-generated requirements. <br />Sprint Backlog<br />Defines the work for a sprint<br />Represented by the set of tasks that must be completed to realize the sprint's goals<br />

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Burn-down chart<br />Tracks how much value has yet to be delivered<br />Work remaining is the Y axis and time is the X axis<br />Sprint burn-down charts show daily progress<br />Product burn-down chart show monthly (per sprint) progress.<br />

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Burn-down chart<br />

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Done<br />Every sprint should produce “potentially shippable” code<br />Team must define what “Done” means to them<br />Everyone should have the same understanding of “Done”<br />

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Let’s build a website!<br />An E-commerce website is needed for your sportswear company<br />Product Backlog:<br />

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Sprint backlog<br />Break down the tasks from the product backlog and make a commitment for the sprint: “As a user, I can view the company’s inventory”<br />

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Calculating Velocity<br />

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Burndown Chart<br />

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Velocity Chart<br />

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Quality<br /> Focus on creating “production ready” deliverables at the end of each sprint<br />Product is designed, coded, unit tested, peer reviewed, built and QA tested during the sprint<br />Never sacrifice quality<br />If an item cannot be delivered, negotiate with project owner<br />It should be apparent early in the process if something will not be delivered<br />A sprint should always run through completion to maintain quality of code base.<br />At the end of each spring, a decision can be made regarding the direction of the project.<br />Lack of focus on quality reduced efficiency over time<br />

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Communication<br />Sprint planning meetings allow the project owner and team to see what will be delivered and have a common “Sprint Goal”<br />Sprint back-log is updated daily to show progress and possible estimation errors<br />Sprint burn-down chart shows progress throughout the sprint (generated from the sprint back-log)<br />Daily scrum meetings foster communication about daily tasks and allows the entire team to assess the project on a daily basis<br />

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Tools – Planning Poker<br />Combines expert opinion, analysis to provide quick/reliable estimates<br />Includes entire team<br />Use special cards or modified playing card <br />Have fun<br />

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Tools – Task Board<br />Source: http://www.mountaingoatsoftware.com/system/hidden_asset/file/29/MockedTaskBoard.jpg<br />

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Software Tools<br />Whiteboard<br />Excel<br />TFS (Scrum Templates)<br />TeamPulse<br />ScrumWorks<br />Rally Software<br />

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Common pitfalls<br />Mini-waterfalls in each sprint<br />Making changes to the process before trying it out<br />ScrumMaster behaving as a team lead<br />Allowing sprints to go on longer than planned<br />Bug-creep<br />Developer-level burn-downs<br />QA not part of the process<br />

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Conclusion<br />Scrum allows for better communication<br />Scrum helps with transparency<br />Scrum exposes existing problems and surfaces new problems as soon as they come up<br />Scrum helps you learn from the past<br />