A presentation focusing on the core ideas of Scrum and elaborating them. Also some thought on transitioning to Scrum. More about the principles and why it works, rather than what needs to be done.

1. Welcome to a new World!
A world of
SCRUM
“Designing and programming are above all
human activities, forget that and all is lost“
--- B Stroustrup

2. About the Speaker(s)
Srinivas Chillara
• Masters, Reading University, UK
Information Systems Engineering
• Professional interests
– Software processes
– Software quality
• Current foci
– Scrum
– TDD
– Test management and strategy

3. Sub topics (TBD)
• Co-creation of this talk
• Roles: Programmer, analyst, tester, architect, manager, build engineer; The
opportunity of leadership, and the need for it;
• Scrum in action:
• Prioritisation
• Feedback
• Communication
• Inspect and adapt
• Case study 1: Team in offshore unit of product dev co.
• Case study 2: IT subsidiary of global bank; with vendor team members

4. What is good about the waterfall?
• Predictable
• Demarcated
• Popular
• Dependable

5. The problem with waterfall
What else about the waterfall?

6. Project Management Traditional
• Centralised, irrespective of the circumstance
• Plan and task driven
• Based on production line approach
• Deferral of pain to the end

7. Project Management-new wave
Scrum
• Iterative and Incremental
• Flexible
• People-centric
• Goal oriented – not task oriented

8. The Emergence of Scrum
 Google
 IBM
 Siemens
 Nokia
 Philips
 Accenture
 Microsoft
 Infosys
 Wipro
 Motorola
 HP
 TCS
 An increasing number of companies are finding Scrum an
effective tool for improving these problems
 Rapid growth in last 3-5 years at leading global
companies, such as:

9. Distribution of methodologies
Source: VersionOne 3rd
Annual survey

10. Size of organisations
Source: VersionOne 3rd
Annual survey

11. Scrum at Yahoo!
• 4 pilot teams migrated to Scrum in early 2005
• Since then, >200 Yahoo! projects (>2000 people)
around the globe have migrated to Scrum
– Consumer-facing projects
– Major infrastructure projects
– Distributed Projects
– New Products
– Maintenance Products
• Policy is 100% voluntary adoption
– Teams hear about or observe the experiences of other teams
using Scrum and decide to learn more

12. 0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Scrum
MUCH
WORSE
Scrum
WORSE
Scrum
about the
same
Scrum
BETTER
Scrum
MUCH
BETTER
68%5% Scrum BETTER or MUCH BETTERScrum WORSE or MUCH WORSE
Scrum vs. Previous Approach:
Productivity / How much team got done.
36% Average
Increase

13. Scrum vs. Previous Approach:
Morale?
0%
5%
10%
15%
20%
25%
30%
35%
Scrum
MUCH
WORSE
Scrum
WORSE
Scrum
about the
same
Scrum
BETTER
Scrum
MUCH
BETTER
52%9% Scrum BETTER or MUCH BETTERScrum WORSE or MUCH WORSE

14. Scrum vs. Previous Approach:
Sense of accountability/ownership in project?
0%
5%
10%
15%
20%
25%
30%
35%
Scrum
MUCH
WORSE
Scrum
WORSE
Scrum
about the
same
Scrum
BETTER
Scrum
MUCH
BETTER
62%6% Scrum BETTER or MUCH BETTERScrum WORSE or MUCH WORSE

15. Scrum vs. Previous Approach:
Overall quality of what was developed?
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Scrum
MUCH
WORSE
Scrum
WORSE
Scrum
about the
same
Scrum
BETTER
Scrum
MUCH
BETTER
44%10% Scrum BETTER or MUCH BETTERScrum WORSE or MUCH WORSE

16. Yes 85%
No 15%
If the decision were solely up to you,
would your team continue using Scrum?

17. Scrum characteristics
Stresses dependence on people.
Properties
– Iterative
– Time-boxed
– Customer instantiation
– Scalable

18. FDD overview
OO based modelling
Steps:
– Develop overall model
– Establish feature list
– Create plan (for above)
– Develop design and work packages
– Build S/W

19. XP in a flash
Principles:
Feedback, Simplicity, Incremental change,
Quality.
Practices (a few)
– Pair programming
– On-site customer
– Small iterations
– Sustainable pace

20. It is Scrum not SCRUM!
Rugby student William Webb Ellis, 17,
inaugurates a new game whose rules will be
codified in 1839. Playing football for the 256-
year-old school in East Warwickshire, Ellis
sees that the clock is running out with his team
behind so he scoops up the ball and runs with
it in defiance of the rules.

21. It is Scrum not SCRUM!
Occasionally spelt as scum, not always by mistake.
Scrum is a framework where customers and
teams can create/develop software
and ….
It is NOT a magic wand!!

22. SCRUM Lifecycle
Product Backlog
As prioritized by Product Owner
Sprint Backlog

23. SCRUM Lifecycle
Product Backlog
As prioritized by Product Owner
Sprint Backlog
Backlog tasks
expanded
by team

24. SCRUM Lifecycle
30 days
Product Backlog
As prioritized by Product Owner
Sprint Backlog
Backlog tasks
expanded
by team
SPRINT

25. SCRUM Lifecycle
30 days
24 hours
Product Backlog
As prioritized by Product Owner
Sprint Backlog
Backlog tasks
expanded
by team
Daily Scrum
Meeting

26. SCRUM Lifecycle
30 days
24 hours
Product Backlog
As prioritized by Product Owner
Sprint Backlog
Backlog tasks
expanded
by team
Potentially Shippable
Product Increment
Daily Scrum
Meeting

27. Wkhe jfih weoifh sadiuh
Fhjds io dsoifj iodsjf iodsd
Dsojf oidsj ofisjoi fsoidj
Wkhe jfih weoifh
Wkhe jfih weoifh
Iojs rfodjfo is
Wkhe jfih weoifh
Joid fois dj

28. Wkhe jfih weoifh sadiuh
Fhjds io dsoifj iodsjf iodsd
Dsojf oidsj ofisjoi fsoidj
Wkhe jfih weoifh
Wkhe jfih weoifh
Iojs rfodjfo is
Wkhe jfih weoifh
Joid fois dj

29. Wkhe jfih weoifh sadiuh
Fhjds io dsoifj iodsjf iodsd
Dsojf oidsj ofisjoi fsoidj
Wkhe jfih weoifh
Wkhe jfih weoifh
Iojs rfodjfo is
Wkhe jfih weoifh
Joid fois dj

30. Roles
The Team
Product Owner
Scrum Master
A balance of power and responsibility.

31. SCRUM MASTER
Is NOT a Project lead/manager/coordinator.
• The ScrumMasters do everything in their power
to help the team achieve success
• This includes:
– Serving the team
– Protecting the team
– Guiding the team’s use of Scrum

32. Scrum smells
• Loss of Rhythm
• Talking Chickens
• Missing Pigs
• Lack of Progress Part One: Failing in Backlog Management
• Persistent Signatures
• ScrumMaster Assigns Work

33. Scrum smells
• The daily Scrum lasts 45 min over the phone
• The daily Scrum is For the ScrumMaster
• Specialized Job Roles
• Testers will not integrate with Team
• It is done, well, almost done
• No One Wants to Attend Retrospectives

34. How do we change?
• Have a good reason
• Get an experienced coach
• Start and complete a couple of projects
• Use the learning … and proceed

35. Stress Prioritisation
The art of doing less
Only about 20% of features are used heavily
and about another 20% used sometimes
… so let’s avoid 60% of the work
How? Everyone knows only half of advertising is
effective, the trouble is … no one knows which half.

36. Scrum charecteristics
• Prioritisation
• Focus
• Communication
• Feedback

37. Business Value
100
90
80
70
60
50
40
30
20
10
0
BusinessValue%
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6

38. Why Has Scrum Become So Popular?
• More business value delivered sooner
• Better return-on-investment for projects
• Greater visibility
• Improved productivity
• Less waste
• Higher quality
• Stronger teams
• Better morale

39. Scrum Challenges
• It’s hard!
• It requires significant change
• It makes all dysfunction visible
– Scrum doesn’t fix anything: the team has to do it
– It forces honesty and transparency
– If you don’t address the problems, it will be painful
• Bad products will be delivered sooner, and
doomed projects will fail faster
• Partial adoption may be worse than none at all
• Be forewarned: many Scrum adoptions fail

40. The Essence of Scrum
Timebox
InspectNo Changes
Adapt
Commit
SCRUM

41. Code complete
Code reviewed
Unit tested
Integrated
Documented
No P1 defects, <3 P2 defects

42. The Traditional Approach
Requirements
Gathering
Design
Development
Testing
Rework
Documentation,
Signoffs, Handoff
Documentation,
Signoffs, Handoff
Documentation,
Signoffs, Handoff
Documentation,
Signoffs, Handoff
Job Function A Job Function B Job Function C Job Function D Job Function E

43. Scrum: Iterative Incremental Development
Feature A
Design Develop Test
Rework
Feature B
Design Develop Test
Rework
Feature C
Design Develop Test
Rework
Feature D
Design Develop Test
Rework
Feature E
Design Develop Test
Rework
Cross-Functional Team (Designers, Developers, Testers)

44. Scrumming well
• Focus (Switching exercise)
• Teamwork (common goal)
• Commitment
• Feedback

45. References
BOOK(S)
• Agile Project management with Scrum –
Ken Schwaber
• Exploring Scrum – Dan Rawsthorne and
Doug Shimp
WEBSITES
http://www.scrumalliance.org
http://www.mountaingoat.com