The document provides an overview of Scrum as a framework for managing complex adaptive problems and delivering high-value products. It details the roles within a Scrum team including the product owner, development team, and Scrum master, as well as the events and artifacts associated with Scrum, such as sprints and product backlogs. Additionally, it discusses challenges faced by development teams and the importance of transparency, feedback, and adherence to the 'definition of done.'

1. SARAJEVO, 27.10.2014
NERMIN REDZO
Scrum in practice –a developer’s view

3. Introduction
Nermin Redzo
Authority Partners Inc.
Nermin.Redzo@AuthorityPartners.com
IRVINE
CALIFORNIA
3240 El Camino Real, Suite 130
Irvine, CA 92602 USA
714.706.3600
SARAJEVO
BOSNIA & HERZEGOVINA
DženeticaCikma1,
71000 Sarajevo Bosnia & Herzegovina
387.33.953.182
714.706.3575

4. Content
•SCRUM overview
•Challenges for the development team
•Q&A

5. SCRUM
•What is SCRUM?
•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:
•Lightweight
•Simple to understand
•Difficult to master
•The Scrum framework consists of Scrum Teams and their associated roles, events, artifacts, and rules.

6. Scrum Theory
•Based on empirical process control theory
•Three pillars of Empirical process:
•Transparency
•Inspection
•Adaptation

7. The Scrum Team
•Product Owner
•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

8. The Scrum Team
•Development Team
•They are self-organizing. No one (not even the Scrum Master) tells the Development Team how to turn Product Backlog into Increments of potentially releasable functionality;
•Development Teams are cross-functional, with all of the skills as a team necessary to create a product Increment;

9. The Scrum Team
•Scrum Master
•Service to product owner
•Service to development team
•Service to organization

10. Scrum Events
•The Sprint
•The heart of Scrum is a Sprint, a time-box of one month or less during which a “Done”, useable, and potentially releasable product Increment is created
•Sprint Planning
•Topic One: What can be done this Sprint?
•Topic Two: How will the chosen work get done?
•Sprint Goal
•Daily Scrum
•What did I do yesterday that helped the Development Team meet the Sprint Goal?
•What will I do today to help the Development Team meet the Sprint Goal?
•Do I see any impediment that prevents me or the Development Team from meeting the Sprint Goal?

11. Scrum Events
•Sprint Review
•Attendees include the Scrum Team and key stakeholders invited by the Product Owner;
•The Product Owner explains what Product Backlog items have been “Done” and what has not been “Done”;
•The Development Team discusses what went well during the Sprint, what problems it ran into, and how those problems were solved;
•The Development Team demonstrates the work that it has “Done” and answers questions about the Increment;
•The Product Owner discusses the Product Backlog as it stands. He or she projects likely completion dates based on progress to date (if needed);
•The entire group collaborates on what to do next, so that the Sprint Review provides valuable input to subsequent Sprint Planning;
•Review of how the marketplace or potential use of the product might have changed what is the most valuable thing to do next; and,
•Review of the timeline, budget, potential capabilities, and marketplace for the next anticipated release of the product

12. Scrum Events
•Sprint Retrospective
•Inspect how the last Sprint went with regards to people, relationships, process, and tools;
•Identify and order the major items that went well and potential improvements; and,
•Create a plan for implementing improvements to the way the Scrum Team does its work.

13. Scrum Artifacts
•Product Backlog
•The Product Backlog is an ordered list of everything that might be needed in the product and is the single source of requirements for any changes to be made to the product
•The Product Backlog lists all features, functions, requirements, enhancements, and fixes that constitute the changes to be made to the product in future releases. Product Backlog items have the attributes of a description, order, estimate and value.
•Sprint Backlog
•The Sprint Backlog is the set of Product Backlog items selected for the Sprint, plus a plan for delivering the product Increment and realizing the Sprint Goal.
•Definition of Done

14. Challenges for the Development Team
•Development team
•They are self-organizing. No one (not even the Scrum Master) tells the Development Team how to turn Product Backlog into Increments of potentially releasable functionality;
•Development Teams are cross-functional, with all of the skills as a team necessary to create a product Increment;

15. Challenges for the Development Team
•Internal challenges
•Cross-functional
•Self-organizing
•Adhering to definition of done
•Frequent team changes
•Team members

16. Challenges for the Development Team
•Organizational Mentality
•Adoption of SCRUM
•Influences outside of SCRUM Team
•Insufficient Transparency
•Insufficient Feedback
•Definition of Done

17. Challenges for the Development Team
•Product Owner
•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

18. Challenges for the Development Team
•Scrum Master
•Scrum Master Service to the Product Owner
•Scrum Master Service to the Development Team
•Coaching the Development Team in self-organization and cross-functionality;
•Helping the Development Team to create high-value products;
•Removing impediments to the Development Team’s progress
•Facilitating Scrum events as requested or needed,
•Coaching the Development Team in organizational environments in which Scrum is not yet fully adopted and understood.
•Scrum Master Service to the Organization
•Leading and coaching the organization in its Scrum adoption;
•Planning Scrum implementations within the organization;
•Helping employees and stakeholders understand and enact Scrum and empirical product development;
•Causing change that increases the productivity of the Scrum Team

19. Challenges for the Development Team
•Daily SCRUM
•Time box
•Purpose
•Sprint Planning
•Forecasting
•Sprint Goal
•Sprint Review
•Quality of review session
•Sprint Retrospective
•Lessons learned and implementation

20. Questions and Answers
•Questions?

21. Thank You