Scrum is an agile framework for managing projects, originally used for software development. It uses short development cycles called sprints that usually last 2-4 weeks, within which self-organizing teams focus on delivering working software. Each sprint involves planning, daily standups, and a sprint review and retrospective. The product owner prioritizes features in the backlog and the team works through them in sprints while the Scrum master facilitates the process.

1. SCRUM
Slide 1:
Scrum is an agile way to manage a project, usually software
development. Agile software developmentwith Scrum is often perceived as
a methodology;but rather than viewing Scrum as methodology,think of it as
a framework for managing a process.
What is Scrum?
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 Scrum allows us to focus on delivering the business value in the shortest time.
 It allows us to rapidly and repeatedly inspect actual working software (every two
weeks to one month).
 The business sets the priorities. Teams self-organize to determine the best way
to deliver the highest priority features.
 Every two weeks to a month anyone can see real working software and decide
to release it as is or continue to enhance it for another sprint.
 Teamwork, and iterative progress toward a well-defined goal.
Characteristics
 Self-organizing teams
 Product progresses in a series of month-long “sprints”
 Requirements are captured as items in a list of “product backlog”
 Uses generative rules to create an agile environment for delivering projects
In Scrum encourage pair programming. The idea being two heads are better than one.
This results in faster coding completion time with better quality. Because a Scrum team
does not have a boss to tell them what to do it helps boost their morale.
History
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The term 'Scrum' was first used in Japan in the ground-breaking 1986 paper, "The New
New Product Development Game." The name was borrowed from the game of rugby
to stress the importance of working as a team in complex product development.
Ken Schwaber co-developed the Scrum framework with Jeff Sutherland in the early
1990s to help organizations struggling with complex development projects. He founded
the Agile Alliance and Scrum Alliance.
A public document called The Scrum Guide published and updated by Schwaber and
Sutherland. This is handy guide to using Scrum. Scrum began in the software industry
and has spread to universities, the military, the automotive industry, and beyond.

2. Slide 5:
Scrum framework
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Artifacts
The primary artifact in Scrum development is, of course, the product itself. The Scrum
model expects the team to bring the product or system to a potentially shippable state at
the end of each Scrum sprint.
The product backlog is another artifact of Scrum. This is the complete list of the
functionality that remains to be added to the product. It expressed such that each item
has value to the users or customers of the product .The product owner prioritizes the
backlog so the team always works on the most valuable features first.
In Scrum project management, on the first day of a sprint and during the planning
meeting, team members create the sprint backlog. The sprint backlog can be thought of
as the team's to-do list for the sprint, whereas a product backlog is a list of features to be
built (written in the form of user stories). The sprint backlog is the list of tasks the team
needs to perform in order to deliver the functionality it committed to deliver during the
sprint. Sprint backlog estimated work remaining is updated daily, any team member can
add, delete or change the sprint backlog.
Additional artifacts resulting from the Scrum agile methodology is the sprint burndown
chart and release burndown chart. Burndown charts show the amount of work remaining
either in a sprint or a release, and are an effective tool in Scrum software development to
determine whether a sprint or release is on schedule to have all planned work finished by
the desired date.
The Kanban board is a tool for visualizing, using cards to represent work items and
columns to represent each stage of the process. Cards are moved from left to right to
show progress and to help coordinate teams performing the work.
The Product Increment is the sum of all the Product Backlog items completed during a
Sprint and the value of the increments of all previous Sprints. At the end of a Sprint, the
new Increment must be “Done,” which means Increment is useable, so a Product Owner
may choose to immediately release it.
The most popular and successful way to create a product backlog using Scrum
methodology is to populate it with user stories, which are short descriptions of
functionality described from the perspective of a user or customer.
The Product Owner has the authority to cancel a Sprint anytime before achievement of
the set Sprint goals. This is known as 'abnormal termination' of a Sprint. As a result of
the abnormal termination, all the activities of that particular sprint are canceled. It
occurs very rare.

3. A story point is an abstract measure of effort required to implement a user story, a
number that tells the team about the difficulty level of the story in a Fibonacci-like format,
usually done before sprint planning.
The Definition of Done is a story that work has been completed and is ready to deploy
into production, if the PO so decides. DoD is created by the Scrum team.
Velocity is a measure of the amount of work a Team can tackle during a single Sprint
and is the key metric in Scrum. Velocity is calculated at the end of the Sprint by totaling
the Points for all fully completed User Stories. It is a "speed" or "power" of the team that
can be measured in man-hours, story points, etc.
Slide 7, 8: (pictures)
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Roles
The Scrum Master is the team's coach, and helps Scrum practitioners achieve their
highest level of performance. In the Scrum process, a Scrum Master differs from a
traditional project manager in many ways, including that this role does not provide day-
to-day direction to the team and does not assign tasks to individuals. A good Scrum
Master shelters the team from outside distractions, allowing team members to focus
during the sprint on the goal they have selected.
The product owner works to direct the team to the right goal. The product owner does
this by creating a compelling vision of the product, and then conveying that vision to the
team through the product backlog. The product owner is responsible for prioritizing the
backlog during Scrum development
Scrum methodology states that each person in the Scrum team contributes in whatever
way they can to complete the work of each sprint. Typical individual team is 7 ± 2 people.
A team is cross functional, meaning everyone is needed to take a feature from idea to
implementation.
This does not mean that a tester will be expected to re-architect the system; individuals
will spend most of their time working in whatever discipline they worked before adopting
the agile Scrum model. But with Scrum, individuals are expected to work beyond their
preferred disciplines whenever doing so would be for the good of the team.
One way to think of the interlocking nature of these three roles in this agile methodology
is as a racecar.The Scrum team is the car, ready to speed along in whatever direction it
is pointed. The product owner is the driver, making sure that the car is always going in
the right direction. And the Scrum Master is the chief mechanic, keeping the car well
tuned and performing at its best.
A Stakeholder is anyone with a vested interest in the product who is not part of the Scrum
Team. As Product Owner, you can think of Stakeholders as anyone with an interest in or
an influence on the product. These are the people who’ll help you discover, develop,
release, support and promote the product.
Scrum users must frequently inspect Scrum artifacts (Product Backlog, Sprint Backlog,
Product Increment) and progress toward a Sprint Goal to detect undesirable variances. It

4. could be the Development Team, The Product Owner, The Scrum Master, stakeholders,
or any combination of these roles.
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Ceremonies
The Scrum model suggests that projects progress via a series of sprints. In keeping with
an agile methodology, sprints are timeboxed to no more than a month long, most
commonly two weeks.
Slide 11: (picture)
Scrum methodology advocates for a planning meeting at the start of the sprint, where
team members figure out how many items they can commit to, and then create a sprint
backlog – a list of the tasks to perform during the sprint.
During an agile Scrum sprint, the Scrum team takes a small set of features from idea to
coded and tested functionality. At the end, these features are done, meaning coded,
tested and integrated into the evolving product or system.
On each day of the sprint, all team members should attend a daily Scrum meeting,
including the Scrum Master and the product owner. This meeting is timeboxed to no more
than 15 minutes. During that time, team members share what they worked on the prior
day, will work on that day, and identify any impediments to progress.
The Scrum model sees daily scrums as a way to synchronize the work of team members
as they discuss the work of the sprint.
At the end of a sprint, the team conducts a sprint review during which the team
demonstrates the new functionality to the PO or any other stakeholder who wishes to
provide feedback that could influence the next sprint.
This feedback loop within Scrum software development may result in changes to the
freshly delivered functionality, but it may just as likely result in revising or adding items to
the product backlog.
The sprint retrospective hold on at the end of each sprint. The whole team participates
in this meeting, including the Scrum Master and PO. The meeting is an opportunity to
reflect on the sprint that has ended, and identify opportunities to improve.
Slide 11: (useful links)
Slide 12: (end)