2. Agenda
WHAT & WHY SCRUM
SCRUM Activities
NS3 VE Milestone 2
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3. What is SCRUM
Scrum project management is a software
agile development process. Scrum models
allow projects to progress via a series of
iterations called agile sprints
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5. SCRUM Values
Focus.
Because we focus on only a few things at a time, we work well together and
produce excellent work. We deliver valuable items sooner
Courage.
Because we are not alone, we feel supported and have more resources at
our disposal. This gives us the courage to undertake greater challenges.
Openness.
As we work together, we practice expressing how we're doing, and what's
in our way. We learn that it is good to express concerns, so that they can be
addressed.
Commitment.
Because we have great control over our own destiny, we become more
committed to success.
Respect.
As we work together, sharing successes and failures, we come to respect
each other, and to help each other become worthy of respect.
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6. Waterfall issues
Give me all requirements, otherwise it will
cost you!
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7. Waterfall issues
Emergence!
Impossible to know all requirements in advance
”Thinking harder” and ”thinking longer” can
uncover some requirements, but
EVERY PROJECT HAS SOME
EMERGENT REQUIREMENTS
Emergent requirements are those that we cannot
identify in advance
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10. Why SCRUM
So what do we do
We talk more, write less
But write if you have to
Show software to users
Acknowledge that requirements emerge
And all that this implies
Progressively refine our understanding of the
product
Express this progressive refinement in the product
backlog
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11. Why SCRUM : 3 pillars
Transparency
ALL relative aspects of the process must be visible to those
responsible for the outcome. This requires a common
standard and nomenclature between the Scrum Team.
Inspection
The Scrum process promotes frequent Inspection of
the Artifacts and progress to identify and correct
undesirable variances. Inspection occurs during the Sprint
Planning Meeting, Daily Scrum, Sprint Review and Sprint
Retrospective (collectively referred to as the Scrum Events).
Adaption
After Inspection, adjustments should be made to the
processes and Artifacts to minimize further deviation.
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17. Product backlog
List of things that needs do be done to achieve
desired state
Emergent, ordered, estimated
More detail on higher priority backlog
One list for multiple teams
Product Owner responsible for ordering
Anyone can contribute
Maintained and posted visibly
Comes from Business Plan, Brain Storming, Vision
Statement, etc
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21. User Story
A User Story is a story, told by the user, specifying
how the system is supposed to work, written on a
card, and of a complexity permitting ,estimation of
how long it will take to implement.
The User Story promises as much subsequent
conversation as necessary to fill in the details of
what is wanted. The cards themselves are used as
tokens in the planning process after assessment of
business value and [possibly] risk. The customer
prioritizes the stories and schedules them for
implementation. – Ron Jeffries
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22. User Story template
As a/an <type of user>,
I want <some goal>
so that <some reason>
The “so that” line is generally considered
optional, but used as a default
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23. User Story Examples
As a user I want to be able to set the alarm
on my cell phone so I can get up in the
morning.
As a snoozer I want to be able to activate
‘snooze’ when the alarm goes off, so I can
sleep 10 minutes more.
As a user I want to set the alarm so I can get
up at the same time every morning.
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24. User Story Exercise
Write user story for NS3 VE
Reference : NS3VE Schedule
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25. User story checklist
Independent. User Stories should not overlap in terms of the value they deliver.
Negotiable. It should be possible to debate and change User Stories, and to trade
them in and out of scope.
Valuable. Every User Story must deliver stakeholder benefit.
Estimable. It should be possible to anticipate how much effort a User Story will
require for implementation.
Small. It is better to work on multiple small pieces of work than a larger one, since
progress is more easily ascertained and at least some value can potentially be
delivered earlier.
Testable. It should be possible to confirm the successful completion of a User Story
by objective means.
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26. User story Exercise again
NS3 VE user story update?
Considering we understand NS3 well, we need
more details ones
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27. User story points
Poker Planning
Team finds an easy PBI (not the easiest) and
agree it is a 2
Team agrees on a PBI that takes 4 times as long
as the 2 and assign it to 8.
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28. User story points
How to finish estimating a PBI
Play 3 times and assign estimate as the
average of all numbers
Continue until consensus
Continue until all estimates are within 2
numbers. The higher value (if at least two) is
the estimate
Continue until all are within 3 numbers.
Estimate is the middle value
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29. Sprint Planning
1 hour per part per week
1st – for team to select Product Backlog and
sets goal with Product Owner
2nd - for team to define Sprint Backlog to
build functionality
Anyone can attend, but primary
conversation and work is between team and
Product Owner
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31. Sprint backlog
Tasks to turn product backlog into working product functionality
Tasks are estimated in hours
Tasks with more than 1 day of work are broken down
Team members sign up for tasks, they aren’t assigned (be patient,
just wait!)
Estimated work remaining is updated daily
Any team member can add, delete or change the Sprint Backlog
(theirs or new)
Update work remaining as more is known, as items are worked
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35. Sprint Abnormal Termination
Sprints can be cancelled before the allotted Sprint
is over;
Product Owner is only one that can cancel a
Sprint;
Sprints may be cancelled because of changes in
competition, business, or technology feasibility.
More normally, scope of Sprint is adjusted.
If a Sprint is abnormally terminated, the next step
is to conduct a new Sprint planning meeting,
where the reason for the termination is reviewed.
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37. Daily SCRUM
Daily 15 minute meeting
Same place and time every day
Meeting room
Three questions
What have you done since last meeting?
What will you do before next meeting?
What is in your way?
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38. Daily SCRUM
”If I had known how the questions from the Daily Scrum
are used today I would have framed them differently, but
it is to late to change it now” Jeff Sutherland – April 2012
• Yesterday I helped the team by………
• Today I will help the team by……..
• I am blocked from helping the team
by……..
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39. Daily SCRUM
Team owns the meeting and decide who
can talk
It is a conversation, not a discussion.
Keep meetings crisp, focused on answering
the three questions;
Setup meetings following the Daily Scrum as
needed
Time Boxed to 15 minutes
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40. Social contract
Hang it on the wall
If change – bring to retrospective
Examples:
Pair programming
Test early rules
Time of daily scrum
Penalty being late
Phone usage
Quiet periods
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42. Sprint Review
Not a Sales meeting
No PowerPoint presentation
Maximum 1 hour preparation
Done on equipment where software was
developed and tested
Time boxed to 4 hours
Reviewed by Team, Product Owner and other
stakeholders.
This a collaborative working session, not a
demonstration.
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43. Sprint Review rules 1
Sprint Review includes at least following 1
The Product Owner identifies what has been done
and what hasn’t been done.
The Team discusses what went well during the
Sprint and what problems it ran into, and how it
solved these problems.
The Team then demonstrates the work that is done
and answers questions.
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44. Sprint Review rules 2
Sprint Review includes at least following 2
The Product Owner then discusses the Product
Backlog as it stands. He or she projects likely
completion dates with various velocity
assumptions.
The entire group then collaborates about what
it has seen and what this means regarding what
to do next.
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The Sprint Review provides valuable input to
subsequent Sprint Planning meeting.
45. Sprint Retrospective
What went well
What could have been better (Find root cause -
5 * why)
Things to try
Issues to escalate (to Management)
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