The document provides an overview of Scrum and the agile development process, contrasting empirical and defined processes, and emphasizing the significance of frequent inspection and adaptation. It outlines Scrum roles, responsibilities, and core practices, including the product backlog, user stories, sprint planning, daily standups, and retrospectives. The emphasis is on agility, collaboration, and self-organization within cross-functional teams to respond effectively to changing requirements.

1. Scrum and the Agile Development Process

2. AgendaIntroductionEmpirical vs. Defined ProcessAgile DevelopmentScrum 101Scrum OverviewRoles and responsibilitiesNew Operations Team

3. Defined ProcessRequires every piece of work be well understood. Given a well-defined set of inputs, the same outputs are generated every time.Yummy Donuts!Donut Mix

4. “Traditional” WaterfallJob Function EJob Function DJob Function CJob Function BJob Function ARequirements GatheringDesignDevelopmentDocumentation, Signoffs, HandoffDocumentation, Signoffs, HandoffDocumentation, Signoffs, HandoffDocumentation, Signoffs, HandoffTestingLaunch & MaintainAdvantage: Highly LogicalDisadvantage: Human Beings are involved

5. Empirical ProcessProvides and exercises control through frequent inspection and adaptationProcesses are imperfectly definedGenerate unpredictable and unrepeatable outputs.Yummy Donuts!Is it soup yet?Yummy Soup!Soup Fixin’s

6. Agile Software DevelopmentFeedbackFeedbackFeedbackv 1.0v 1.1v 1.2Short IterationsIncremental Releases

7. Agile Software DevelopmentFeedbackFeedbackFeedbackPlan

8. Test

9. Design

10. Build

11. Plan

12. Test

13. Design

14. Build

15. Plan

16. Test

17. Design

18. Build

19. Plan

20. Test

21. Design

22. BuildDo a little bit of everything every cycle

23. Empirical Processes“It is typical to adopt the defined (theoretical) modeling approach when the underlying mechanisms by which a process operates are reasonably well understood. When the process is too complicated for the defined approach, the empirical approach is the appropriate choice.”Process Dynamics, Modeling, and Control, Ogunnaike and Ray, Oxford University Press, 1992Translation into English: Inspect and Adapt

24. What are some other examples of processes suited to an empirical approach????

25. Roots in Lean: The Seven Wastes

26. Roots in Lean: The Seven Wasteswww.dbo2.com

27. Roots in Lean: The Seven Wastes

28. Agile ManifestoThat is, while there is value to the items on the right, we value the items on the left more.

29. What is Scrum?A flexible framework that is:CollaborativeIterative & IncrementalCommon SenseVery simple but very hardIt causes changeIt takes discipline

30. Scrum ValuesRespectCommitmentFocusOpennessCourage

31. Scrum Roles

32. Product ManagerProduct visionaryMaximizes business valuePrioritizes and clarifies requirements

33. Product ManagerDoesProvide clear product directionWork with the team closely to clarify requirementsActively manages the product backlogRepresents the business and customer needs

34. Product ManagerDoes notAssign work to the team membersGive fixed date fixed scope projects without team consentChange priorities during a Sprint

35. Scrum TeamCross-functionalPossesses all the skills necessary to produce an increment of potentially shippable productTeam takes on tasks based on skills, not just official “role”Self-organizingTeam manages itself to achieve the Sprint commitment

36. Scrum MasterSimilar to a Project Manager… yet differentA facilitatorRemoves impediments

37. Scrum MasterThe Scrum Master does everything in their power to help the team achieve successServing the teamProtecting the teamGuiding the team’s use of Scrum

38. Scrum Process

39. Product BacklogA prioritized list of requirementsPrioritized by the Product ManagerProduct Backlog

40. User StoriesOne way to write a requirementDescribes a WHO, WHAT and WHY scenarioDescribes real business valueA “promise for a conversation”Has acceptance criteria to assert its behavior