Uploaded byJuan Banda
Scrum basics
Scrum is an agile framework that addresses common software development problems like long release cycles and poor communication. It is based on iterative development where self-organizing cross-functional teams work in sprints to incrementally build functionality from a prioritized backlog. The Scrum framework consists of roles, events, and artifacts like product and sprint backlogs, daily stand-ups, and burn down charts that help teams deliver working software frequently in a flexible, empirical process.
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Scrum basics
- 1. Scrum Basics Presented byJuan Banda
- 2. Problems in Software Industry •Releasestake too long •Stabilization takes too long •Changes are hard to make •Quality is falling •Death marches are hurting morale •People are not communicating well 2
- 3. Roots of Scrum •Lean •Knowledge Managementby Nonaka & Takeuchi •Built-in instability •Self-organizing project teams •Overlapping development phases •“Multilearning” •Subtle control •Organizational transfer of learning 3
- 4. Make your ownpath There is no fixed and • patented Agile process, only Principles and Values •Principles and Values are not something fixed, they can guide but not dictate how things should be Rules are rigid, • Principles and Values are flexible like Agile 4
- 5. Scrum is aframework •The framework set the basic rules that a team uses to play a game •Each team has its own style •A team needs to constantly reinvent itself 5
- 6. Scrum comes handy Itwill help you to build • better software in shorter releases cycles and with more quality associated Scrum is an • empirical process; not a formal, rigid and out of the box one •Like a Swiss Army tool, Scrum is nice, shiny, easy to use, made for last, adaptable and not 6 expensive
- 7. Scrum four pillars Scrumrests on four legs of •iterative development that generates •increments of functionality using •self-organizing teams that are cross-functional 7
- 8. Scrum flow This flowdefines the different artifacts and ceremonies within the Scrum framework One important consideration is that the flow is based on an incremental and iterative process 8
- 9. Product backlog •The ProductBacklog contains a prioritized list of items – user stories that will be developed by the team during the sprint, the current and the next release •The Product Backlog is not static; it increases when new requirements arrive and decreases when user stories have been completed 9
- 10. Sprint backlog •The SprintBacklog is the list of user stories that the teams commits to work in an sprint •This list comes from the Product Backlog and should be changed without the team consensus and the Product Owner’s approval 10
- 11. Burn down charts •TheBurn Down char is not exactly a monitoring tool that shows productivity On the contrary, this • chart could be used as a predictive tool for planning next sprints •It’s key that the Scrum Master and the team keep this chart updated and know its meaning 11
- 12. Scrum roles &responsibilities 12
- 13. Chickens & pigs Theseguys are fully committed These are not 13
- 14. Team Responsibilities Estimating sizeof • backlog items •Committing to increments of deliverable software – and delivering it • Tracks own progress Is self-organizing – • but accountable to the Product Owner for delivering as promised •Improving constantly its own processes 14
- 15. Basic truths about teammotivation •People are most productive when they manage themselves •People take their commitment more seriously than other people’s commitment for them •People have many creative moments during down time •People always do the best they can •Under pressure to “work harder” developers automatically and increasingly reduce quality 15
- 16. Basic truths about teamperformance •Teams and people do their best work when they aren’t interrupted Teams improve most • when they solve their own problems •Broad-band, fact-to- face communications is the most productive way for teams to work together 16
- 17. Basic truths about teamcomposition •Teams are more productive than the same number of individuals •The optimum size team is around seven people, and no more than nine •Products are more robust when a team has all of the cross-functional skills (development + QE) focused on the work •Changes in team composition often lower productivity for a time 17
- 18. Scrum Master Responsibilities •Empowering and shepherdingthe team •Removing impediments Keeping the • process moving Socializing • Scrum to the greater organization 18
- 19. Additional resources Scrum Bolivia LinkedIn user group http://www.linkedin.com/groups?gid=2229883& goback=.gmp_2229883.gde_2229883_mem ber_72362318.anp_2229883_13173858743 82_1 19
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