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Scrum
in 30 Minutes
by Altaf Al-Amin
Understanding Scrum In 30 Minutes v1.0 is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License.
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
Extremely difficult to master
The relay race approach to product
developmentmay conflict with the goals
of maximum speed and flexibility. Instead
a holistic or rugby approachwhere a
team tries to go the distance as a unit,
passing the ball back and forthmay
better serve todays competitive
requirements. Hirotaka Takeuchi and Ikujiro Nonaka,
The New New Product Development Game,
Harvard Business Review, January 1986.
Responsible for the product backlog
and maximizing the product ROI.
Owns Product Vision
Sole Person Not Committee
Represents the users (Business Owner)
Clearly expresses backlog items
Prioritize features according to market value
Ensures Visibility
Defines features of the product
Decide on release date and content
Accept or reject work results
Authority on What
Responsible for delivering a potentially shippable increment of working
software.
Self-organized & Self-Directing
X functional
Not Titles Except Developer
Defines practices
Two pizza team - Jeff Bezos, the CEO of Amazon
7(+/-)2
Full Time Engagement
Authority on How to do What
No Sub Teams
Responsible for the scrum process
Manager but Servent-Leader
Lot of Influence But No Authority
Scrum Master is NOT a Project Manager
Enacting Scrum values
Services to Product Owner, Dev Team & Org
Team is functional
Removes impediments
Facilitates scrum events
Facilitates communication
Walking around
Single source of requirements for any changes to be made to the product.
Product Owner Owns it
Living list that is never complete
Ordered: value, risk, priority & necessity
Estimated by the team
Product Backlog lists all features, functions, requirements, enhancements, and fixes
Evolutionary, Dynamic, reflects current state of affair
A subset of Product Backlog Items, which define the work for a Sprint
Is created ONLY by Development Team
Each Item has its own status
Should be updated every day
No more than 300 tasks in the list
If a task requires more than 16 hours, it should be broken down
Team can add or subtract items from the list. Product Owner is not allowed to do it
Changes
Team adds new tasks whenever they need to in order to meet the Sprint Goal
Team can remove unnecessary tasks
But: Sprint Backlog can only be updated by the team
Estimates are updated whenever theres new information
Used to assess when work is complete on the
product increment.
1st Part:
Story Selection Done with the product owner
Determining the Sprint Goal.
Participants: Product Owner, Scrum Master, Scrum Team
2nd Part:
Plan Confirmation
Determination of Done
Participants: Scrum Master, Scrum Team
Creating Sprint Backlog
Busting Myth of Multi Tasking
Heart of Scrum
Time Boxed (2 to 4 weeks)
During the Sprint:
No changes are made that would affect the Sprint Goal
Development Team composition remains constant
Quality goals do not decrease;
Scope may be clarified and renegotiated between the Product Owner
and Development Team as more is learned.
Each Sprint is Mini-Project
Limit the Risk to One Month of Cost
Only PO can cancel sprint before time
15 minute time-boxed event for the Development Team to synchronize activities.
Standing Survey
4 hour time-boxed meeting / Month Sprint
Informal Show n Tell Meeting
Product owner identifies done / undone
Team discusses what went well, what problems it
ran into & those that were solved
Team demonstrates what it has done in a demo
Product owner discusses the backlog as it stands
Entire group collaborates on what to do next
Result: Revised Product Backlog
Improves the process.
Sprint Review < Sprint Retrospective < Next Sprint Planning Meeting
Inspect how the last Sprint went PRPT (People, Relationship, Process, Tools)
3 Hour / 1 Month Sprint
Identify and order the major items that went well & potential improvements
Create a plan for implementing improvements
Whole Team gathers and discusses What they would like to
Start
Stop
Continue
Agile and Iterative Development: A Managers Guide by Craig Larman
Agile Software Development with Scrum by Ken Schwaber and Mike Beedle