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Scrum 101
The document provides an overview of Scrum as an agile framework aimed at improving team productivity and adaptability in project management. It outlines core concepts of Scrum, including roles, events, and artifacts, contrasting them against traditional waterfall methodologies. Additionally, it discusses the importance of self-organizing teams and the iterative nature of sprints in delivering high-value products.
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Scrum 101
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- 2. We are drivenby helping teams and individuals be the best they can be. We do this through introducing and living agile, people focused practices.
- 3. Chris Daily Experiences acrossmultiple industries focused in Agile Transformations and Software Development. Led teams in start- ups to Fortune 500 companies. Tana Linback Background focused on the people and organizational culture that are the foundation of business and Agility. Unique combination of work in software development and human resources leadership.
- 4. © 2016 beLithe,LLC Agenda SCRUM 101 LEARNING OBJECTIVES • Waterfall project methodology basics • Agile umbrella practices and frameworks • Scrum empirical theory • Parts of the Scrum framework • Features of cultures that use Scrum Waterfall Basics Scrum Overview Roles 01 02 Events Artifacts Rules Parts of Scrum03 Features of Cultures that use Scrum04
- 5. Waterfall A traditional approachto project management.
- 6. © 2016 beLithe,LLC History of Waterfall Project Management Project management processes were developed based on step-by-step manufacturing models the United States military used during World War II. Waterfall process developed from highly structured physical environments where after- the-fact changes are prohibitively costly, if not impossible. PhotoCourtesyofflintgm100.com PhotoCourtesyofthwapschoolyard.com
- 7. © 2016 beLithe,LLC Requirements Design Development Testing Deployment In the waterfall method to managing projects, you complete work in stages. You do not move to another stage until you have completed the work in the previous stage. Waterfall Process
- 8. © 2016 beLithe,LLC Waterfall Project Stats 8 Standish Group 2014 CHAOS Report 16% completed on-time and on-budget 31% cancelled before they are finished 52% significant cost overruns
- 9. The problems withBDUF. (big design up front)
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- 11. © 2016 beLithe,LLC Agile TDD Kanba n XP RUP Crystal Scrum and a few more
- 12. © 2016 beLithe,LLC More prescriptive / more rules to follow More adaptive / fewer rules to follow KanbanXPRUP Scrum 120 13 9 3 The Sweet Spot
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- 14. © 2016 beLithe,LLC vv Definition of Scrum (n): A framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value. Scrum is Scrum isScrum is lightweight.simple to understand. difficult to master.
- 15. © 2016 beLithe,LLC Learn as we go Plan for change Embrace Change Use, Inspect, Adapt Command and control Planning for what you expect to happen Enforcing the plan Using change control Scrum prefers to... overoveroverover Scrum Theory: Empirical vs. Theoretical
- 16. © 2016 beLithe,LLC Sequential vs. Overlapping Work Requirements Design Code Test 4 weeks 4 weeks 4 weeks 4 weeks Time
- 17. © 2016 beLithe,LLC Flexibility on Scrum Projects Potential Change Potential Change Potential Change Potential Change Potential Change Potential Change Potential Change 2 Years – No Change 2 Week Increments
- 18. © 2016 beLithe,LLC Parts of the Scrum Framework Roles Events Artifacts Rules 01 02 03 04
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- 20. © 2016 beLithe,LLC Product Owner Scrum Master The Team Scrum Roles
- 21. © 2016 beLithe,LLC Scrum Master Protects the Team from organizational distractions Facilitates consensus building within the Team Shields the Team from external interferences Helps remove project impediments both reactively and proactively Acts as a process coach
- 22. © 2016 beLithe,LLC Product Owner Works with team to develop common understanding of requirements Single source of require- ments Owns product vision Prioritizes all work for the product Sets release schedule
- 23. © 2016 beLithe,LLC Scrum Team Key Feature #1 Self-Organizing Self-organizing teams choose how to best accomplish their work, rather than being directed by others outside the team The team model in Scrum is designed to optimize flexibility, creativity, and productivity Traditional Team’s tasks and work being directed by a manager
- 24. © 2016 beLithe,LLC Scrum Team Key Feature #2 Cross Functional Cross functional teams have all the competencies needed to accomplish the work without depending on others not part of the team Traditional Traditional teams are formed by function The team model in Scrum is designed to optimize flexibility, creativity, and productivity
- 25. © 2016 beLithe,LLC Self-organizing and self-managing: team members determine their own tasks (sprint backlog) and how they want to complete them. Team tracks and focuses on how the work gets accomplished. Cross-functional: team members are not tied to a single skillset. Members can be anyone who has the appropriate skills to meet the objectives of the sprint. Directly accountable for creating project deliverables. Ideally, team should be: 1. dedicated to one project for the duration of the project and 2. collocated. The Scrum Team
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- 27. © 2016 beLithe,LLC Scrum Event Elements Minimizes meetings not defined in Scrum (aka more time to work) Designed to enable transparency and inspection Timeboxed = deadline = sense of urgency Create regularity through consistency Reduces complexity through predictability
- 28. © 2016 beLithe,LLC Scrum Events Sprint Planning Daily Scrum Sprint Review Sprint RetrospectiveThe Sprint
- 29. © 2016 beLithe,LLC Sprint Basics At the heart of Scrum is the Sprint Consistent iteration of time (timebox) where the team completes a specific group of tasks from start to finish. Timebox duration is consistent from sprint to sprint. Timeboxes vary from team to team between 2 to 4 weeks. Each Sprint can be thought of as a project. Like projects, Sprints are used to accomplish something. Each Sprint builds incrementally on the work of prior Sprints.
- 30. © 2016 beLithe,LLC Scrum Process
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- 32. © 2016 beLithe,LLC Scrum Artifacts Product Backlog01 02 03Sprint Backlog Product Increment 01 02 03 Lists all the work on a project Work to be completed in a sprint Shippable piece of product
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- 34. © 2016 beLithe,LLC DOACT CHECK PLAN PDCA William Edwards Deming“Cease dependence on mass inspection to achieve quality. Improve the process and build quality into the product in the first place”
- 35. Features of Cultures thatuse Scrum
- 36. © 2016 beLithe,LLC Servant Leadership Encourage Change Increased Collaboration Culture of Continuous Learning Focused on Client Delight Personal Ownership Features of Cultures that use Scrum
- 37. © 2016 beLithe,LLC Helpful Reference Material Sites & Organizations Scrum Alliance www.scrumalliance.org Scrum.org www.scrum.org Agile Alliance www.agilealliance.org Mountain Goat Software www.mountaingoatsoftware.com Leading Agile www.leadingagile.com beLithe www.beLithe.com Text Scrum: A Breathtakingly Brief and Agile Introduction Scrum: The Art of Doing Twice the Work in Half the Time Succeeding with Agile: Software Development Using Scrum
- 38. © 2016 beLithe,LLC Tana Linback www.beLithe.com Thank you, stay in touch! @CoachLinback tlinback@beLithe.com Chris Daily @Chris_Daily cdaily@beLithe.com Treating employees like adult humans might be common sense, but it is not common practice. - Jurgen Appelo
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Editor's Notes
- #8 Waterfall process is highly disciplined, well-structured, approach is simple. Provides easily identifiable milestones in the development process.
- #9 As reported by the Standish Group 2014 CHAOS report For application development projects run in waterfall methodology
- #10 Poorly adaptable to changing requirements Assumes designers can foresee potential problems up front Lots of assumptions made up front that prove to be wrong Value isn’t achieved until end of project Don’t know things that need to be changed/fixed until it’s too late QA gets shoved in at the end and oftentimes isn’t completed thoroughly, quality isn’t baked in Follows the fail-late lifecycle
- #11 Agile came about as a “solution” to the disadvantages of the waterfall methodology. Instead of a sequential design process, the Agile methodology follows an incremental approach.
- #12 Agile is a mindset but has several practices and frameworks that help agilists employ the agile principles. Scrum is a framework under the agile umbrella. Scrum is the most widely used framework within agile
- #15 Lightweight means there is as little overhead in the process as possible to maximize the amount of productive time available for getting useful work done
- #19 Each component within the framework serves a specific purpose and is essential to Scrum’s success and usage
- #21 Three primary roles in Scrum, PO, SM and the Team.
- #22 External interferences - No increase in scope Pulling a teammate in part time to a project Facilitate Consensus – As a moderator will help the team reach compromises Make sure all voices get heard
- #35 William Edwards Deming (October 14, 1900 – December 20, 1993) was an American statistician, professor, author, lecturer and consultant. He is perhaps best known for his work in Japan. There, from 1950 onward, he taught top management how to improve design (and thus service), product quality, testing and sales (the last through global markets)[1] through various methods, including the application of statistical methods.