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Scrum - An introduction
The document provides an overview of Scrum and its key elements. It discusses that Scrum is an iterative, collaborative framework for managing product development. It also summarizes that Scrum uses sprints, daily stand-up meetings, product backlogs and user stories to help development teams work in an agile way. The document outlines the core Scrum roles of Product Owner, Scrum Master and Development Team and how they work together.
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Scrum - An introduction
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- 4. You want tomanage well Must be understandable and predicable
- 5. Source: Introduction toScrum by Michael James
- 6. Succeeded 35% (16%) Failed 19% (31%) Compromised 46%(53%) Why is not work well?
- 10. Source: Introduction toScrum by Michael James
- 11. The world isfull of uncertainties
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- 13. So Don’t try toeliminate all uncertainty Don’t try to guess and live on that JUST Open your eyes Open your mind and try to keep up the future
- 14. Late 1980s/ Early1990s Iterative, Collaborative, Light on planning and process Just is right idea Poorly implemented … because: lack of discipline, awful quality, prohibitive cost of solution ownership
- 15. A positive focuson people, not just a negative focus on process Manifesto for Agile Software Development We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value Kent Beck, Mike Beedle, Arievan Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, Dave Thomas
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- 18. Scrum Scrum is muchmore than a simple framework. Scrum supports our need to be human at work: to belong, to learn, to do, to create and be creative, to grow, to improve, and to interact with other people.
- 19. Source: Introduction toScrum by Michael James
- 20. Sprints Scrum projects makeprogress in a series of “sprints”
- 21. Scrum Elements The ScrumTeam The meetings Artifacts
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- 23. Responsible for maximizingthe value of the product and the work of the Development Team Sole person responsible for managing the Product Backlog Clearly expressing Product Backlog items Ordering the items in the Product Backlog to best achieve goals and missions Optimizing the value of the work the Development Team performs Ensuring that the Product Backlog is visible, transparent, and clear to all, and shows what the Scrum Team will work on next Ensuring the Development Team understands items in the Product Backlog to the level needed. The Product Owner
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- 25. A servant leader,responsible for facilitating, guiding, and coaching throughout the sprint cycle Protects the team and the sprint Removes impediments for the team Helps communicate vision and goals Helps the Product Owner manage the backlog Helps the Development Team meet its commitments The Scrum Master
- 26. The Development Team Self-organizedteam (4-9 people) Owns the “How” of implementation Commits to, and delivers, the work requested by the Product Owner Owns the quality of the product Estimates any work items
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- 28. Product Backlog Created andprioritized by the product owner A list of requirement items Ideally expressed such that each item has value to the users or customers of the product Reprioritized at the start of each sprint
- 29. User Stories will: Focuson the WHAT, WHO, and WHY – not the HOW Communicate the business case Allow incremental development Allow us to gather feedback to inform future User Stories Enter: User Stories
- 30. Typical User Story Asa USER I want A FEATURE so that BUSINESS GOAL. Acceptance Criteria: 1. … 2. … 3. …
- 31. User Stories: BestPractices Independent Negotiable Valuable Estimable Small Testable
- 32. User Stories: BestPractices • The Three Cs 32 CARD CONVERSATION CONFIRMATION
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- 34. Sprint Backlog Is thework that the dev. team needs to address during a sprint Is constructed from the product backlog The decision should be taken by the dev. team The decision should be taken depending on the velocity of its previous sprints (the total effort that the team is capable of delivering in a sprint.
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- 36. Product backlog grooming Shouldbe grooming Writing, prioritizing, splitting stories Refining the acceptance criteria of individual stories Should not be longer than an hour Don’t break stories into tasks Product Owner owns this, but everyone contributes
- 37. Sprint planning Is heldat the beginning of the sprint cycle Sprint backlog is created by selecting items from the product backlog they can commit to completing Break stories down into tasks Eight-hour time limit: ½ - for prioritizing the product backlog ½ - for hashing out a plan for the sprint, resulting in the sprint backlog.
- 38. Daily Scrum What didI accomplish since we last met? What will I work on next? Is anything in your way? These are not status for the Scrum Master. They are commitments in front of peers. Not for problem solving. No detailed discussions shall happen in this meeting. Daily – 15 minutes – Stand-up
- 39. Sprint review Is heldat the end of the sprint cycle Did we get everything done that we had committed to? Demonstrate work that has been completed Whole team participates Invite every one: customer and stackholders Gather feedback and, potentially, new stories
- 40. Sprint retrospective Periodically takea look at: What went well, that we should continue doing? What didn’t go so well, that we should stop doing? What are some steps we can take, as a team, to make things better? For the Scrum team only to inspect and adapt the process
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- 42. Change Plan sprint durationsaround how long you can commit to keeping change out of the sprint
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