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Gary Breaux Scrum A Management Framework
Why Scrum <ul><li>Scrum is intended for work determined unmanageable using defined processes — uncertain requirements comb...
(an alternative to RUP Waterfall) Scrum’s incremental, iterative approach trades the traditional phases of &quot;waterfall...
Scrum’s relentless reality checks expose dysfunctional constraints in individuals, teams, and organizations.  Scrum should...
Iteration Details
Scrum Roles (all roles are Leadership roles)
<ul><li>Scrum Master </li></ul><ul><li>Facilitates the Scrum process. </li></ul><ul><li>Helps resolve impediments. </li></...
<ul><li>Scrum Development Team </li></ul><ul><li>Cross-functional (e.g., includes members with testing skills, and often o...
<ul><li>Product Owner </li></ul><ul><li>Single person responsible for maximizing the return on investment (ROI) of the dev...
Process Illustrations
 
 
 
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Scrum

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The Scrum Application Development Approach

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Scrum

  1. 1. Gary Breaux Scrum A Management Framework
  2. 2. Why Scrum <ul><li>Scrum is intended for work determined unmanageable using defined processes — uncertain requirements combined with unpredictable implementation risks. </li></ul><ul><li>When evaluating Scrum, compared to plan-driven approaches such as PMBOK, insure the underlying mechanisms of self-organization, self-direction and hard collaboration can be adopted. </li></ul><ul><li>Scrum is intended for repeatable types of production and services. </li></ul>
  3. 3. (an alternative to RUP Waterfall) Scrum’s incremental, iterative approach trades the traditional phases of &quot;waterfall&quot; development for the ability to develop a subset of high-value features first, incorporating feedback sooner.
  4. 4. Scrum’s relentless reality checks expose dysfunctional constraints in individuals, teams, and organizations. Scrum should not be modified for risk of failing to break through organizational impediments (and negating the benefits). <ul><li>Incremental development using one or more cross-functional, self-organizing teams. </li></ul><ul><li>Provides a structure of roles, meetings, rules, and artifacts. </li></ul><ul><li>Teams are responsible for creating and adapting their processes within the framework of using fixed-length iterations, called Sprints. </li></ul>
  5. 5. Iteration Details
  6. 6. Scrum Roles (all roles are Leadership roles)
  7. 7. <ul><li>Scrum Master </li></ul><ul><li>Facilitates the Scrum process. </li></ul><ul><li>Helps resolve impediments. </li></ul><ul><li>Creates an environment conducive to team self-organization. </li></ul><ul><li>Captures empirical data to adjust forecasts. </li></ul><ul><li>Shields the team from external interference and distractions to keep it in group flow (a.k.a. the zone). </li></ul><ul><li>Enforces time boxes. </li></ul><ul><li>Keeps Scrum artifacts visible. </li></ul><ul><li>Promotes improved engineering practices. </li></ul><ul><li>Has no management authority over the team (anyone with authority over the team is by definition not its Scrum Master). </li></ul>
  8. 8. <ul><li>Scrum Development Team </li></ul><ul><li>Cross-functional (e.g., includes members with testing skills, and often others not traditionally called developers: business analysts, domain experts, etc.). </li></ul><ul><li>Self-organizing / self-managing, without externally assigned roles. </li></ul><ul><li>Negotiates commitments with the Product Owner, one Sprint at a time. </li></ul><ul><li>Has autonomy regarding how to reach commitments. </li></ul><ul><li>Intensely collaborative. </li></ul><ul><li>Most successful when located in one team room, particularly for the first few Sprints. </li></ul><ul><li>Most successful with long-term, full-time membership. Scrum moves work to a flexible learning team and avoids moving people or splitting them between teams. </li></ul>
  9. 9. <ul><li>Product Owner </li></ul><ul><li>Single person responsible for maximizing the return on investment (ROI) of the development effort. </li></ul><ul><li>Responsible for product/service vision. </li></ul><ul><li>Constantly re-prioritizes the Backlog, adjusting any long-term expectations such as release plans. </li></ul><ul><li>Final arbiter of requirements questions. </li></ul><ul><li>Accepts or rejects each product/service increment. </li></ul><ul><li>Decides whether to deliver the product/service. </li></ul><ul><li>Decides whether to continue development. </li></ul><ul><li>Considers stakeholder interests. </li></ul><ul><li>May contribute as a team member. </li></ul>
  10. 10. Process Illustrations

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