Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Scrum Overview


Published on

Scrum Overview given by Bob Chin at Boston Give Camp on June 12, 2010 (

Published in: Technology, Business
  • drvvkr -- this is not my presentation
    Are you sure you want to  Yes  No
    Your message goes here
  • Hello I am a Medcial Doctor.I am impressed with this Scrum presentation. Can you please send me this presentation to my mail ID.It is quite interesting & Compehensive learning scrum through this presentation.mail id is
    Are you sure you want to  Yes  No
    Your message goes here

Scrum Overview

  1. 1. A Scrum Overview<br />with emphasis on Product Owner/Product Backlog<br />6/12/2010<br />©2010, Robert W. Chin<br />1<br />
  2. 2. Who am I ?<br />6/12/2010<br />2<br />(c)2010, Robert W. Chin<br />?<br />
  3. 3. <ul><li>Software Designer, Developer, and Programmer
  4. 4. Database Analyst and Data Architect
  5. 5. Technical Lead and Team Leader
  6. 6. Business Systems Analyst (BSA) and Business Systems Engineer (BSE)
  7. 7. Consultant (“Road Warrior”)
  8. 8. IT Manager, Manager of Software Development, and Project Manager
  9. 9. Management Consultant
  10. 10. Certified Scrum Master and Scrum Coach
  11. 11. Director of PMO and PM Practices</li></ul>Positions and Responsibilities<br />6/12/2010<br />3<br />(c)2010, Robert W. Chin<br />
  12. 12. Bachelor of Science in Electrical Engineering<br />Northeastern University, Boston, MA<br />Master of Science in Computer Engineering<br />University of Massachusetts at Lowell, Lowell, MA<br />Educational Background<br />6/12/2010<br />4<br />(c)2010, Robert W. Chin<br />
  13. 13. Licensed (US) Amateur Radio Operator (WB1FHT)<br />Licensed Real Estate Broker, Commonwealth of Massachusetts (#100917)<br />Project Management Institute (PMI); Membership ID number 223781<br />Member of the Troubled Projects SIG (TPSIG)<br />Member of the Program Management Office SIG (PMOSIG)<br />Member of PMI Central Mass Chapter<br />Member of PMI Mass Bay Chapter<br />Certified Scrum Master (taught and certified by Ken Schwaber, co-founder of Scrum)<br />Agile Coach<br />Member of the Scrum Alliance (<br />Member of the Board for the Nashua Scrum Club<br />Member of Agile Boston<br />Professional Licenses and Affiliations<br />6/12/2010<br />5<br />(c)2010, Robert W. Chin<br />
  14. 14. Boston User Groups: Boston Windows Server User Group - Served as Steering Committee Member, Secretary, Director of Membership and Membership Services; and, Culminis Liaison, Director of VICE (Vendor Incentives, Contributions, and Etc.) and Director-at-Large. <br />Taught Visual Basic Programming with the "VB Learning" User Group at the local Microsoft company facilities in Waltham, MA. <br />Served as a Communications Technology Consultant to the American Red Cross, National Headquarters (in Washington, DC) for more than five (5) years. <br />Volunteered as a Special Events Strategic and Operational Communications Consultant to the Massachusetts Special Olympics for more than fifteen (15) years. <br />Volunteered and served in the local American Red Cross Disaster Services Committee for more than ten (10) years. Served as a Leader on many different community projects, local events, and Disaster Team development. <br />Life Member of the Amateur Radio Relay League (ARRL). <br />Professional & Community Activities, Hobbies, etc.<br />6/12/2010<br />6<br />(c)2010, Robert W. Chin<br />
  15. 15. Project Management Over the Years<br />What is Scrum? (Quick, high-level overview)<br />Why use Scrum?<br />Who does what in Scrum?<br />Purpose and Objectives<br />6/12/2010<br />(c)2010, Robert W. Chin<br />7<br />
  16. 16. Deming Cycle — W. Edwards Deming<br />RAD, RUPP<br />CMM, CMMI, PMBOK — PMI<br />Test Driven Development (TDD), Data DD<br />Prince2<br />Earned Value<br />Agile<br />Patterns<br />eXtreme Programming<br />Scrum<br />Project Management<br />6/12/2010<br />8<br />(c)2010, Robert W. Chin<br />
  17. 17. Source:<br />Scrumis an iterative, incremental framework for project management and agile software development. <br />Although Scrum was originally intended for management of software development projects, it can be used to run software maintenance teams, or as a general project/program management approach. <br />What is Scrum?<br />6/12/2010<br />9<br />(c)2010, Robert W. Chin<br />
  18. 18. 1.^ a b Schwaber, Ken (1 February 2004). Agile Project Management with Scrum. Microsoft Press. ISBN 978-0-735-61993-7. <br />2.^ Takeuchi, Hirotaka; Nonaka, Ikujiro (January-February 1986). "The New New Product Development Game" (PDF). Harvard Business Review. Retrieved 2008-09-26. [dead link]<br />3.^ DeGrace, Peter; Stahl, Leslie Hulet (1 October 1990). Wicked problems, righteous solutions. Prentice Hall. ISBN 978-0-135-90126-7. <br />4.^ Sutherland, Jeff (October 2004). "Agile Development: Lessons learned from the first Scrum" (PDF). Retrieved 2008-09-26. <br />5.^ "The Classic Story of the Pig and Chicken". Implementing Scrum. 11 September 2006. Retrieved 2010-04-03. <br />6.^ Schwaber, p. 7<br />7.^ "Scrum, Scrum Developer Courses, Scrum Knowledge Assessment, Scrum Guide, Ken Schwaber - Scrum Guides". 2009. Retrieved 2010-04-03. <br />8.^ Schwaber, p. 135<br />9.^ Cohn, Mike (May 2007). "Advice on Conducting the Scrum of Scrums Meeting". Retrieved 2009-07-23. <br />10.^ Schwaber, p. 133<br />11.^ Sprint, Planning (January-February 2009). Sprint Planning Rules. Retrieved 2009-03-30. <br />12.^ Schwaber, p. 137<br />13.^ Schwaber, p. 138<br />14.^ Invented by Mike Cohn, more info can be found here [1]<br />15.^ Schwaber, pp. 141–143<br />16.^ p.5<br />17.^<br />18.^ a b<br />19.^ p.18 - 19<br />20.^ p.22 - 23<br />21.^ (The video and the summary)<br />References<br />6/12/2010<br />10<br />(c)2010, Robert W. Chin<br />
  19. 19. In 1986, Hirotaka Takeuchi and IkujiroNonaka described a new holistic approach that would increase speed and flexibility in commercial new product development.[2] They compared this new holistic approach, in which the phases strongly overlap and the whole process is performed by one cross-functional team across the different phases, to rugby, where the whole team “tries to go to the distance as a unit, passing the ball back and forth”. The case studies came from the automotive, photo machine, computer and printer industries.<br />History<br />6/12/2010<br />11<br />(c)2010, Robert W. Chin<br />
  20. 20. In 1991, DeGrace and Stahl, in “Wicked Problems, Righteous Solutions,”[3] referred to this approach as Scrum, a rugby term mentioned in the article by Takeuchi and Nonaka. In the early 1990s, Ken Schwaber used an approach that led to Scrum at his company, Advanced Development Methods. At the same time, Jeff Sutherland, John Scumniotales, and Jeff McKenna developed a similar approach at Easel Corporation and were the first to call it Scrum.[4] <br />History (continued)<br />6/12/2010<br />12<br />(c)2010, Robert W. Chin<br />
  21. 21. In 1995 Sutherland and Schwaber jointly presented a paper describing Scrum at OOPSLA ’95 in Austin, TX, its first public appearance. Schwaber and Sutherland collaborated during the following years to merge the above writings, their experiences, and industry best practices into what is now known as Scrum. In 2001, Schwaber teamed up with Mike Beedle to describe the method in the book “Agile Software Development with Scrum.”<br />History (continued)<br />6/12/2010<br />13<br />(c)2010, Robert W. Chin<br />
  22. 22. The Agile ManifestoFebruary 11-13, 2001<br />6/12/2010<br />14<br />(c)2010, Robert W. Chin<br />We are uncovering better ways of developingsoftware by doing it and helping others do it.Through this work we have come to value:<br />Individuals and interactions over processes and tools<br />Working software over comprehensive documentation<br />Customer collaboration over contract negotiation<br />Responding to change over following a plan<br />That is, while there is value in the items onthe right, we value the items on the left more.<br />
  23. 23. The Agile ManifestoFebruary 11-13, 2001<br />6/12/2010<br />15<br />Process and Tools<br />Individuals and <br />Interactions<br />over<br />Comprehensive Documentation<br />Working <br />Software<br />over<br />Contract Negotiation<br />Customer <br />Collaboration<br />over<br />Following a Plan<br />Responding <br />To Change<br />over<br />
  24. 24. Project Noise Level<br />
  25. 25. The Big Picture<br />6/12/2010<br />17<br />(c)2010, Robert W. Chin<br />Source: Mountain Goat Software (Mike Coyne)<br />
  26. 26. Scrum is a “process skeleton” which contains sets of practices and predefined roles. The main roles in Scrum are:<br />the “ScrumMaster”, who maintains the processes (typically in lieu of a project manager)<br />the “Product Owner”, who represents the stakeholders and the business<br />the “Team”, a cross-functional group of about 7 people who do the actual analysis, design, implementation, testing, etc.<br />The Roles<br />6/12/2010<br />(c)2010, Robert W. Chin<br />18<br />
  27. 27. The Chicken and the Pig<br />6/12/2010<br />19<br />(c)2010, Robert W. Chin<br />Source:<br /><br />
  28. 28. Source:<br />The fable of The Chicken and the Pig is about commitment to a project or cause.<br />This fable is commonly referenced to illustrate two types of project members: pigs, who are totally committed to the project and accountable for its outcome, and chickens, who consult on the project and are informed of its progress. By extension, a rooster, or gamecock, can be defined as a person who struts around offering uninformed, unhelpful opinions.<br />A successful project needs both chickens and pigs (roosters are seen as unproductive). However, given the sacrifice required of being a pig—forswearing other projects and opportunities—they can be difficult to collect. Thus, the construction of a successful project-team must ensure that the project has sufficient "pigs" and that they are empowered to drive the project in return for committing to and taking accountability for it.<br />The Chicken and the Pig<br />6/12/2010<br />20<br />(c)2010, Robert W. Chin<br />
  29. 29. The Pigs are the ones committed to the project in the Scrum process—they are the ones with “their bacon on the line” and performing the actual work of the project.<br />ScrumMaster (or Facilitator)<br />Scrum is facilitated by a ScrumMaster, whose primary job is to remove impediments to the ability of the team to deliver the sprint goal/deliverables. The ScrumMaster is not the leader of the team (as the team is self-organizing) but acts as a buffer between the team and any distracting influences. The ScrumMaster ensures that the Scrum process is used as intended. The ScrumMaster is the enforcer of rules. A key part of the ScrumMaster’s role is to protect the team and keep them focused on the tasks in hand.<br />Team<br />The team has the responsibility to deliver the product. A team is typically made up of 5–9 people with cross-functional skills who do the actual work (design, develop, test, technical communication, etc.).<br />Product Owner<br />The Product Owner represents the voice of the customer. He/she ensures that the Scrum Team works with the “right things” from a business perspective. The Product Owner writes customer-centric items (typically user stories), prioritizes them and then places them in the product backlog. A Product Owner can be a member of the Scrum Team but cannot be a ScrumMaster.[7]<br />According to original Scrum, Product Owner is in a "pig" role. However, if the Product Owner does not have involvement regularly, he/she may be considered as a "chicken" .<br />“Pig” Roles in Scrum<br />6/12/2010<br />21<br />(c)2010, Robert W. Chin<br />
  30. 30. Stakeholders (customers, vendors) <br />These are the people who enable the project and for whom the project will produce the agreed-upon benefit[s], which justify its production. They are only directly involved in the process during the sprint reviews. <br />Managers <br />People who will set up the environment for the product development organizations.<br />“Chicken” Roles<br />6/12/2010<br />22<br />(c)2010, Robert W. Chin<br />
  31. 31. During each “sprint”, typically a two to four week period (with the length being decided by the team), the team creates a potentially shippable product increment (for example, working and tested software). <br />The set of features that go into a sprint come from the product “backlog”, which is a prioritized set of high level requirements of work to be done. <br />Which backlog items go into the sprint is determined during the sprint planning meeting. During this meeting, the Product Owner informs the team of the items in the product backlog that he or she wants completed. The team then determines how much of this they can commit to complete during the next sprint.[1]<br />Scrum Characteristics<br />6/12/2010<br />23<br />(c)2010, Robert W. Chin<br />
  32. 32. During a sprint, no one is allowed to change the sprint backlog, which means that [those] requirements are frozen for that sprint. <br />After a sprint is completed, the team demonstrates how to use the software.<br />Scrum Characteristics (continued)<br />6/12/2010<br />24<br />(c)2010, Robert W. Chin<br />
  33. 33. The Scrum Planning Meeting<br />The Daily Stand-up Meeting<br />The Retrospective Meeting<br />The Ceremonies (Meetings)<br />6/12/2010<br />25<br />(c)2010, Robert W. Chin<br />
  34. 34. At the beginning of the sprint cycle (every 7–30 days), a “Sprint Planning Meeting” is held. Select what work is to be done<br />Prepare the Sprint Backlog that details the time it will take to do that work, with the entire team<br />Identify and communicate how much of the work is likely to be done during the current sprint<br />Eight hour limit <br />(1st four hours) Product Owner + Team: dialog for prioritizing the Product Backlog<br />(2nd four hours) Team only: hashing out a plan for the Sprint, resulting in the Sprint Backlog<br />Meetings – Sprint Planning Meeting[10][11]<br />6/12/2010<br />26<br />(c)2010, Robert W. Chin<br />
  35. 35. Scrum of scrums Held each day, normally after the daily scrum. These meetings allow clusters of teams to discuss their work, focusing especially on areas of overlap and integration.<br />A designated person from each team attends.<br />The agenda will be the same as the Daily Scrum, plus the following four questions:[9] What has your team done since we last met?<br />What will your team do before we meet again?<br />Is anything slowing your team down or getting in their way?<br />Are you about to put something in another team’s way?<br />Meetings – The Daily Scrum <br />6/12/2010<br />27<br />(c)2010, Robert W. Chin<br />
  36. 36. Scrum of scrums Held each day, normally after the daily scrum. These meetings allow clusters of teams to discuss their work, focusing especially on areas of overlap and integration.<br />A designated person from each team attends.<br />The agenda will be the same as the Daily Scrum, plus the following four questions:[9]<br />What has your team done since we last met?<br />What will your team do before we meet again?<br />Is anything slowing your team down or getting in their way?<br />Are you about to put something in another team’s way?<br />Meetings - Scrum of Scrums<br />6/12/2010<br />28<br />(c)2010, Robert W. Chin<br />
  37. 37. At the end of a sprint cycle, two meetings are held: the “Sprint Review Meeting” and the “Sprint Retrospective”<br />Sprint Review Meeting [12] <br />Review the work that was completed and not completed<br />Present the completed work to the stakeholders (a.k.a. “the demo”)<br />Incomplete work cannot be demonstrated<br />Four hour time limit<br />Sprint Retrospective [13] <br />All team members reflect on the past sprint<br />Make continuous process improvements<br />Two main questions are asked in the sprint retrospective: What went well during the sprint? What could be improved in the next sprint?<br />Three hour time limit<br />Meetings – “Sprint Review Meeting” and the “Sprint Retrospective”<br />6/12/2010<br />29<br />(c)2010, Robert W. Chin<br />
  38. 38. Scrum enables the creation of self-organizing teams by encouraging co-location of all team members, and verbal communication across all team members and disciplines that are involved in the project.<br />Highlight Point #1<br />6/12/2010<br />30<br />(c)2010, Robert W. Chin<br />
  39. 39. A key principle of Scrum is its recognition that during a project the customers can change their minds about what they want and need (often called requirements churn), and that unpredicted challenges cannot be easily addressed in a traditional predictive or planned manner. <br />As such, Scrum adopts an empirical approach—accepting that the problem [may not or] cannot be fully understood or defined, focusing instead on maximizing the team’s ability to deliver quickly and respond to emerging requirements.<br />Highlight Point #2<br />6/12/2010<br />31<br />(c)2010, Robert W. Chin<br />
  40. 40. There are several implementations of systems for managing the Scrum process, which range from yellow stickers and whiteboards, to software packages. One of Scrum’s biggest advantages is that it is very easy to learn and requires little effort to start using.<br />Highlight Point #3<br />6/12/2010<br />32<br />(c)2010, Robert W. Chin<br />
  41. 41. Product Backlog<br />Sprint Backlog<br />Burn Down Chart<br />The Artifacts<br />6/12/2010<br />33<br />(c)2010, Robert W. Chin<br />
  42. 42. Format:<br />As <role>, I want <requirement> because <purpose><br />Example:<br />As a User, I want to see the real weather data so I will know what to wear before leaving home. <br />Product Backlog Item<br />6/12/2010<br />34<br />(c)2010, Robert W. Chin<br />
  43. 43. The product backlog is a high-level document for the entire project. It contains backlog items: broad descriptions of all required features, wish-list items, etc. prioritized by business value. It is the “What” that will be built. <br />It is open and editable by anyone and contains rough estimates of both business value and development effort. Those estimates help the Product Owner to gauge the timeline and, to a limited extent, priority. <br />For example, if the “add spellcheck” and “add table support” features have the same business value, the one with the smallest development effort will probably have higher priority, because the ROI (Return On Investment) is higher.<br />The product backlog is the property of the Product Owner. Business value is set by the Product Owner. Development effort is set by the Team.<br />The Product Backlog (PB)<br />6/12/2010<br />35<br />(c)2010, Robert W. Chin<br />
  44. 44. Product Backlog (Example)<br />6/12/2010<br />36<br />(c)2010, Robert W. Chin<br />
  45. 45. The sprint backlog is a document containing information about how the team is going to implement the features for the upcoming sprint. Features are broken down into tasks; as a best practice, tasks are normally estimated between four and sixteen hours of work. <br />With this level of detail the whole team understands exactly what to do, and anyone can potentially pick a task from the list. <br />Tasks on the sprint backlog are never assigned; rather, tasks are signed up for by the team members as needed, according to the set priority and the team member skills.<br />The sprint backlog is the property of the Team. Estimations are set by the Team. Often an accompanying Task Board is used to see and change the state of the tasks of the current sprint, like “to do”, “in progress” and “done”.<br />The Sprint Backlog<br />6/12/2010<br />37<br />(c)2010, Robert W. Chin<br />
  46. 46. Sprint Backlog (Example)<br />6/12/2010<br />38<br />(c)2010, Robert W. Chin<br />8<br />4<br />8<br />16<br />12<br />4<br />10<br />8<br />16<br />11<br />8<br />16<br />12<br />8<br />8<br />8<br />8<br />8<br />4<br />Add error logging<br />8<br />Tasks<br />Mon<br />Tues<br />Wed<br />Thur<br />Fri<br />Code the user interface<br />Code the middle tier<br />Test the middle tier<br />Write online help<br />Write the tau class<br />Source: Mountain Goat Software (Mike Coyne)<br />
  47. 47. The sprint burn down chart is a publicly displayed chart showing remaining work in the sprint backlog. <br />Updated every day, it gives a simple view of the sprint progress. It also provides quick visualizations for reference. <br />There are also other types of burndown, for example the Release Burndown Chart that shows the amount of work left to complete the target commitment for a Product Release (normally spanning through multiple iterations) and the Alternative Release Burndown Chart[14], which basically does the same, but clearly shows scope changes to Release Content, by resetting the baseline.<br />It should not be confused with an earned value chart.<br />The Burn Down Chart<br />6/12/2010<br />39<br />(c)2010, Robert W. Chin<br />
  48. 48. Burn Down Chart (Example)<br />6/12/2010<br />40<br />(c)2010, Robert W. Chin<br />Source: Mountain Goat Software (Mike Coyne)<br />
  49. 49. The Scrum Intro (created by Bob Chin) is here:<br />The Agile Boston web site is:<br />The Agile Bazaar web site is:<br />Additional Resources<br />6/12/2010<br />41<br />(c)2010, Robert W. Chin<br />
  50. 50. Who<br />What<br />Where<br />When<br />How<br />Why<br />Questions and Answers<br />6/12/2010<br />42<br />(c)2010, Robert W. Chin<br />?<br />