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Scrum @ High Level

SCRUM @ High Level

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Scrum @ High Level

Agenda

 Introduction (Covering about the agenda of this session)


 Scrum history (Origination and present practices)
 Different Agile methodology (Brief about Agile and how Scrum is
connected to Agile and other methodologies)
 Definitions (SCRUM)
 Different terminologies used in Scrum (Sprint, product backlog,
sprint backlog, review, retro perspective)
 Different roles (Roles in Scrum)
 Best practices of Scrum (About meetings, agenda, and duration)
 Target audience (Who can take up this role?)
 Certifications overview (Different levels of SCRUM)
 How to get the CSM certification (Explanation about workshop)

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Scrum History

 In 1986, Hirotaka Takeuchi and Ikujiro Nonaka described a new


approach to commercial product development.
 In the early 1990s, Ken Schwaber used what would become Scrum
at his company, Advanced Development Methods
 Jeff Sutherland, with John Scumniotales and Jeff McKenna,
developed a similar approach at Easel Corporation, and were the
first to refer to it using the single word Scrum.
 In 2001, Schwaber and Mike Beedle describe the method in the
book Agile Software Development with Scrum.

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What is Scrum?

 It is a methodology for software development that adheres to


Agile principles of iterative and incremental development
 The term “Scrum” refers to the team huddle in rugby just before
the start of play; many practices in the methodology originate in
the game of rugby
 Scrum is by-far the most popular Agile methodologies

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What is Agile?

 Agile is a project management method based on iterative


methodology, most typically used in software, website,
technology, creative, and marketing industries.

 Agility is the ability to deliver customer value while dealing with


inherent project unpredictability and dynamism by recognizing
and adapting to change.

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Why Agile?

 Reduces waste.
 Requirements are completely & correctly understood.

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Agile Methodologies

AGILE

Scrum DSDM Atern


Crystal Agile Unified Process (AUP)
Extreme Programming (XP) Feature-Driven Development

Fuller Approaches (but still


Lightweight Approaches
Agile)

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Scrum Life Cycle

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Terminologies used in SCRUM

 Some of the frequently used terminologies under SCRUM are:


 Sprint
 Timebox
 Done
 Daily SCRUM
 Product backlog
 Sprint backlog
 Retrospective
 Release

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Sprints

 Sprint is a timebox within which the team needs to complete an


agreed upon set of deliverables.
 The goal of each Sprint should be to produce “working software”
having “near releasable” quality.
 The duration of a Sprint is typically 1-4 weeks.
 Once agreed, the Sprint deadline CANNOT be extended.
 Sprint duration can change over a period of time or during the
duration of the project.

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Timebox
Timebox sets a fixed time limit to any activity and lets other
characteristics such as scope vary.

Scrum relies heavily on the principle of timebox. All meetings,


ceremonies, and project time windows are timeboxed. The sanctity of
the timebox MUST be respected. This is a non-negotiable attribute of
Scrum.

 Timebox can be any length of time [1 year, 1 month, 1 day, or 1


hour].
 If you are running behind the schedule, postpone it to the next
timebox.
 It fixes the length of the iteration and the team determines how
much functionality can be delivered in that fixed length of time.

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Advantages of Timebox
Focus
Helps one to focus his attention on the job at hand for the specified period
of time.

Increased productivity
Defining a fixed time period and working diligently in a focused manner on
the identified task, helps one to work smarter and harder and get more
done.

Realization of time spent


Defining a fixed time period helps you identify how much work is done in
the specific time and avoids the idling time.

Time available
Helps one to be consciously aware of the time available to perform the
task at hand.

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Release
The concept of a “Release” has been removed from the latest Scrum Guide. The
idea being that each sprint should be considered a mini-release.

Release Plan
A release plan presents a roadmap of how the team intends to achieve the
product vision within the project objectives and constraints identified in the
project data sheet.

 It helps the product owner and the whole team decide how much must be
developed and how long it will take before they have a releasable product.
 A release conveys expectations about what is likely to be developed and in
what timeframe.
 A release plan serves as a guidepost toward which the project team can
progress.

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Daily Scrum

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Daily Scrum
Each participant answers 3 questions:

1 What did you do yesterday?

2 What will you do today?

3 What’s in your way?

 These are not status sessions for the manager.


 They are team member commitments in front of the team.

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User Story
 Is the most granular unit of requirement.
 Provides a simple medium for:
 Gathering basic information about stories,
 Recording high-level requirements,
 Developing work estimates, and
 Defining acceptance tests.

 Acts as agreements between customers and team members to


discuss detail requirements during an sprint.

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Story Card Information


 Story identifier and name
 Story description: A sentence or two that describes the feature in
customer terms
 Story type (C=customer domain, T=technology domain)
 Estimated work effort: The estimated work effort needed to deliver
the story, including time for requirements gathering, design, coding,
testing, and documentation
 Estimated Value Points
 Requirements uncertainty (erratic, fluctuating, routine, stable): An
"exploration factor" for a specific story
 Story dependencies: Dependencies that could influence
implementation sequencing
 Acceptance tests: Criteria the customer team will use to accept or
reject the story

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Definition of “Done”
 It is a good idea to clearly define the meaning of the term “Done.”

 For example, a story can be DONE when:


 Design is completed and reviewed by the architect.

 Coding is completed for 100% of the paths described in the story.

 Testing is completed for the story.

 Regression testing is done to ensure no unexpected impacts.

 All identified bugs are fixed.

 Technical and user documentation is updated for the added/changed


functionality.

 Similarly, you can define DONE criteria for sprints or releases.

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Product Backlog

 Collection of everything that the team could do to add value


to the customer
 Defined in terms of user stories
 All items in the backlog must be ranked in priority order
 Needs to be well defined for the next 2 or 3 sprints
 Rest could be defined at a high level
 It is a “live” list maintained during the project

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Sprint Backlog

 Sprint backlog is the set of product backlog


 Sprint backlog is a forecast
 Sprint backlog converts the product backlog items into a
“Done.”

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Sprint Planning

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Sprint Planning

 The goal of sprint planning is for the team to make a “good


commitment” about what they will deliver at the end of the sprint.
 A “good commitment” means:
 Everybody is clear about the goals.
 Everybody agrees that it is “achievable.”
 It should be achievable without sacrificing:
 Sustainable pace.
 Quality (near releasable quality).
 A sprint pre-planning meeting and preparations would help

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Sprint Review

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Sprint Retrospective

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Making Retrospectives Effective

 Get input from everybody


 Prioritize the list and agree upon few things to try
 Assign actions and follow up
 Agree on token penalty of actions that are incomplete
 Find a way to make the meeting fun

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Different Roles

 Product Owner
 Scrum Master
 Developer

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Product Owner

 One of the most critical roles in Scrum


 Product owner is part of the “Scrum Team”
 Which also includes the Scrum Master and the “Developers”
 Product owner provides “direction” to the team

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Product Owner’s Role

 Manage the Project’s ROI and risk


 Build business cases for projects and features
 Be cognizant of the risks
 Take inputs from all stakeholders about what the team should
do
 And translate that into a “backlog”
 Assign “priority” to items in the backlog
 Determine the “release plan” with help of the team

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Product Owner’s Role

 Communicate the plan and roadmap with the external


stakeholders
 Participate in the important Scrum meetings
 Release and sprint planning
 Sprint review
 Be “available” to the team for:
 Clarifying requirements
 Answering questions
 Providing feedback

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Scrum Master

 Scrum Master is a critical role in the methodology


 The Scrum Master helps the team achieve its goals by doing the
following:
 Serving the team
 Protecting the team
 Supporting the team’s use of Scrum
 Remember:
 A project manager can become the Scrum master, if he/she is working
in a matrix organization doing the coordination role
 A line manager (one with reporting authority) ideally should NOT
become the Scrum master

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What does a Scrum Master Do

 Serves the team


 Facilitates the team’s interactions – organizes the Scrum rituals and
other meetings
 Removes the obstacles that are blocking the team
 Protects the team
 From interference or disturbances
 Resolves conflicts
 Supports the team’s use of Scrum
 Provides process guidance – shares best practices, templates, etc.
 Audits that the methodology is used correctly
 May “stand in” for the product owner in his absence

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What the Scrum Master Should NOT Do

 Manage the team


 Direct the team members
 Assign tasks
 “Drive” the team
 Make decisions on behalf of the team
 Over-rule the team members
 Direct product strategy

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The Team – Developers

 Each member of the team is called a “Developer”


 Because they all contribute to the development of the product
 The team is SMALL (ideally 7 + or – 2)
 The team is cross-functional
 Should contain all skills necessary to deliver value to the customer
 The team is self-managing

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Building a Scrum Team

 Team members will need to “collaborate” a lot more


 Hence look for people who are good at communication skills and
team working
 You need some specialists but more generalists; e.g., testers who
can code
 You need a team that will make decisions and take responsibility
for them
 Promoting the right attitude
 Make it “safe” for people to make mistakes

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Building Empowered Teams

Empowerment Is…. Empowerment Is Not….

 Responsibility and ownership  Throwing out the rule book


 Working independently towards  Bypassing everyone who will say
common objectives “No”
 Understanding “Why”, so that  Doing the “Fun Parts” of
guidelines can be applied someone else’s job
 Weighing the impact of decisions  Freedom to unilaterally make
on all affected stakeholders decisions that impact others

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Role of a Manager

 The Scrum life-cycle does NOT mention the “manager” at all


 The team in Scrum is supposed to be “self-managing” and is
supported by the Scrum Master
 The team takes directions from the product owner in terms of work
needed and prioritization
 So what does a functional or line manager do in Scrum?

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A New Role for a Manager

 Play an active role in recruiting “right” members


 Be the mentor/coach for the team
 Bring the right “culture” into the team
 Help the team understand the “big picture”
 Develop skills – address training needs
 Administer rewards and recognition
 Protect the team in prioritization battles
 Deal with escalated issues
 Keep abreast of technology, industry, and business trends and
prepare for the future
 Represent the team at external forums

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Some Specialist Roles You May Want


 Scrum refers to each team member as a “developer” and makes no
distinctions
 However, based on your specific needs, you may want to consider
assigning specific roles. For example,

Architect: Automated tester: Configuration


 Comes up with  Builds frame-work for Manager:
“technical test automation  Maintains code
roadmap”  Builds suite of repository
 Decides about automated tests  Automates source
framework, model,  Helps moving towards code control, build
etc. test-driven- and release
 Reviews designs, development processes
code

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Distributed Scrum Teams

 No doubt, running a distributed Scrum team is challenging:


 Scrum emphasizes face-to-face communication, cross-functional
teams, and close collaboration
 Scrum rituals like daily stand-ups, sprint planning, review, and
retrospective become more challenging
 However:
 Distributed Scrum is still better than distributed waterfall
 It is still possible to implement Scrum with distributed teams with
some best practices to help

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Best Practices in Distributed Scrum

 If you had a distributed team with time zones nearly 12 hours


away, what would you prefer?
 Teams working away on huge requirements documents and come
back with something after 6 months. OR
 Frequent check points – preferably something tangible to see every
week.
 Three important things to keep in mind:
 Apply/tailor Scrum practices effectively
 Follow good software engineering practices
 Work on the people-to-people equations

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Target Audience

 Members of Scrum teams: Developers, Scrum Masters, Product


owners
 Managers of Scrum teams
 Teams transitioning (or intending to transition) to Scrum
 People intending to pursue the Professional Scrum Master
certification

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Certifications Overview

 Following certifications are available in Scrum


 Professional Scrum Master/Product Owner (www.scrum.org)
• Participants need to clear online test after the course
 Certified Scrum Master/Product Owner (www.scrumalliance.org)
• Participants need to take a training from a Certified Scrum Trainer
AND clear online test
 Scrum guidelines can be found on
www.scrumalliance.org and/or www.scrum.org

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Scrum with SimpliLearn

 Two days workshop facilitated by experienced faculty, having many


years of live project experience
 Full of practical examples and activities to simulate real world
scenarios
 Access to additional material online and offline support

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Contact us for more information

www.simplilearn.com

support@simplilearn.com

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