]SCRUMUnderstanding The Basics
John Choate, CSM National Chair,
PMO: Program/Project Management andMaintenance Strategies (PMMS) SIG
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KEY LEARNING POINTS
What is Scrum ? History Where can it be used ? Values Key Vocabulary 3 Core Roles The “Sprint” Four Ceremonies Artifacts Scrum Framework in 30 Seconds Levels of Excellence (Certifications)
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[WHAT IS SCRUM ??
Scrum is an agile framework for completing complex projects Originally was formalized for software development
projects Dramatic departure from waterfall (SDLC)
management
Unique because it introduced the idea of “empirical process control” Uses the real-world progress of a project Allows a project’s direction to be adjusted or
reoriented Based on completed work, not speculation or
predictions
Emphasizes communication and collaboration, and flexibility to adapt to emerging business realities
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[ SCRUM
Jeff Sutherland and Ken Schwaber co- founded with a joint presentation on Scrum in 1986.
Borrowed the term "scrum" from an analogy Put forth in a 1986 study by Takeuchi and Nonaka,
published in the Harvard Business Review Compare high-performing, cross-functional teams to
the scrum formation used by Rugby teams
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[WHERE CAN SCRUM BE USED ?
EVERYWHERE ! Retail Fulfillment Military Logistics Venture Capital Executive Suite Software Your Company’s Possibilities ??
Works well for any complex, innovative scope of work
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[ Important Values
Individuals and interactions over processes and tools Empowered Team / Individuals will deliver !
Completed functionality over comprehensive documentation Lean and Agile
Customer collaboration over contract negotiation
Customer, Customer, Customer !
Responding to change over following a plan Look out SDLC Roadmap!
Note: Key points paraphrased from the “Agile Manifesto”
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[ 3 Key Definitions and Points to Remember
Product backlog Dynamic — Items may be deleted or added at any time during the
project Prioritized — Items with the highest priority are completed first Progressively refined — Lower priority items are intentionally coarse-
grained
Sprint backlog Negotiated set of items from the product backlog Team commits to complete during the time box of a sprint Items in the sprint backlog are broken into detailed tasks Team works collaboratively to complete the items in the sprint backlog In daily scrum, share struggles and progress (15 minutes) Update the sprint backlog, task board, and burn down chart accordingly
Potentially Shippable Increment/deliverable could be released Product owner makes the decision about when to actually release any
functionality or deliverable 7
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[ CORE ROLES
Product Owner Responsible for the business value of the project
Scrum Master
Ensures that the team is functional and productive
Team Self-organizes to get the work done
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[ PRODUCT OWNER
Person responsible for a project’s success Sole person responsible for requirements and priorities. Conveys vision to the team Outlines work in the Product backlog
Priority based on business value to Customers ! Must be available to team to answer questions and
deliver direction Must respect the team’s ability to create its own plan of
action Forbidden to give the team more work in the middle of
the sprint Cannot alter the sprint until the next sprint planning
meeting Responsibility to consider which activities will produce
the most business value Must deliver the product to the customer
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[ SCRUM MASTER
Facilitator for both the Product Owner and the team
No management authority and may never commit to work on behalf of the team
Scrum Masters are real team players, who receive as much satisfaction from facilitating others’ success as their own
Remove any impediments that obstruct a team’s pursuit of its sprint goals
Does everything to facilitate productivity Help the Product Owner maximize productivity Ensure the Product Owner is informed about the
team’s successes10
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[ TEAM
Ideal team would include seven members, plus or minus two
Usually, teams are comprised of cross-functional members
Recommended all team members be located in the same room Called the team room
Sole source for work estimates Team has complete say in the amount of work it
takes on Product Owner will expect the team to take on as
much work as possible, within reason Team selects work to fill Sprint capacity based on
priorities and estimates. Team typically needs the entire sprint to complete
its work
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[ ADDITIONAL ROLE DESIGNATIONS
Totally Committed & Consult & Progress Accountable for its outcome Scrum Team is PIGS in delivery!
“THE FABLE” Pig and a Chicken are walking down the road. The Chicken says, "Hey Pig, I was thinking we should open a
restaurant!". Pig replies, "Hm, maybe, what would we call it?". The Chicken responds, "How about 'ham-n-eggs'?". The Pig thinks for a moment and says, "No thanks. I'd be committed,
but you'd only be involved!"[ 12
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[ THE SPRINT Regular, repeatable work cycle
known as a sprint or iteration Sprint commonly is 2 weeks ( Then 3 & 4 weeks )
Important thing is a consistent duration Team creates a shippable product, no matter how basic that product
is A release requires many sprints for satisfactory completion
This is why Scrum is described as “iterative” and “incremental.” Every sprint begins with the sprint planning meeting, in which the
Product Owner and the team discuss which stories will be moved from the product backlog into the sprint backlog
During the sprint, teams check in at the daily Scrum meeting (Time Boxed!) Also called the daily standup
Every sprint begins with the sprint planning meeting, the sprint concludes with the sprint review meeting, in which the team presents its work to the Product Owner Determines if the team’s work has met its acceptance criteria
(Done) If a single criterion is not met, all the work is rejected as
incomplete The sprint retrospective meeting occurs after the Sprint review
Team share what worked, what didn’t, and how processes could be improved
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[ SPRINT CYCLE
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[ RECAP OF IMPORTANT SCRUM CEREMONIES
Sprint Planning Team meets with the product owner Choose a set of work to deliver during a sprint
Daily Scrum The team meets each day Share struggles and progress
Sprint Reviews Team demonstrates to the product owner What it has completed during the sprint
Sprint Retrospectives Team looks for ways to improve the product and the process
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[ ARTIFACTS
Product Backlog Prioritized list of desired project outcomes/features
Sprint Backlog Set of work from the product backlog Team agrees to complete in a sprint Broken into tasks
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[ SCRUM IN 30 SECONDS
A product owner creates a prioritized business list called a product backlog
During sprint planning, the team pulls a small portion from the list, a sprint backlog is created, and the “Team “decides how to implement those pieces
The team has a certain amount of time, a sprint, to complete its work (usually two to four weeks) but meets each day to assess its progress (daily scrum).
Along the way, the Scrum Master keeps the team focused on its goal during the Sprint
At the end of the sprint, the work should be potentially shippable (i.e. ready to hand to a customer, put on a store shelf, or show to a stakeholder)
The sprint ends with a sprint review and retrospective
As the next sprint begins, the team chooses another portion of the product backlog and begins working again
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[ THE SCRUM CERTIFICATIONS
Certified Scrum Master – CSM
Certified Scrum Product Owner – CSPO
Certified Scrum Developer – CSD
Certified Scrum Professional – CSP
Certified Scrum Coach – CSC
Certified Scrum Trainer – CST
Registered Education Provider - REP
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REVIEW OF KEY LEARNING POINTS
Scrum is an agile framework for completing complex projects Emphasizes communication and collaboration, and
flexibility to adapt to emerging business realities Works well for any complex, innovative scope of work Has three core roles
Product Owner, Scrum Master and Team The key repeatable work cycle is a Sprint There are 4 key ceremonies
Sprint Planning, Daily Scrum, Sprint Reviews, & Retrospectives
There are 2 main artifacts Product Backlog and Sprint Backlog
7 Professional certifications are available from Scrum Alliance
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[ SPECIAL THANKS FOR REVIEW & INPUT
Jan Musil Global Head of Project Management Practice SAP Field Services SAP America, Inc.
Kevin Thompson, Ph.D. Agile Practice Lead Certified Scrum Professional PMI Project Management Professional PMI Agile Certified PractitionercPrime, Inc.
Scrum Alliance
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] Thank you for participating. For ongoing education in this area of focus, visit
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