AgileSCRUM

Lean Startup

Overview

Manifesto for Agile Software DevelopmentWe are uncovering better ways of developing

software by doing it and helping others do it.

Through this work we have come to value:

Individuals and interactions over processes and toolsWorking software over comprehensive documentation

Customer collaboration over contract negotiationResponding to change over following a plan

That is, while there is value in the items onthe right, we value the items on the left more.

http://agilemanifesto.org/

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SCRUM: History & OverviewSCRUM LOG JEFF SUTHERLAND - In 1993, Scrum was

designed to enable teams to transform their way of work. Based on the insights of management guru Ikujiro Nonaka, it is now used by 75% of Agile teams worldwide. Jeff worked with Ken Schwaber to formalize Scrum at OOPSLA'95. Together, they extended and enhanced Scrum at many software companies and helped write the Agile Manifesto in 2001.

http://scrum.jeffsutherland.com/

Scrum.orgOverview by Mark Gargenta on Dec 15, 2009blog.scrumninja.com/

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SCRUM: what it is and is not

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Scrum Is Scrum Is Not

Agile & Lean Undisciplined

Product Management Project Management

Easy to Understand Trivial to Implement

Human Focused Process Focused

Value Focused Productivity Focused

About Learning (kaizan*) About Goals

About People About Tools* Kaizan (Japanese) = continuous improvement

Scrum is simple….implementing it is not.It is evolutionary rather than revolutionary.

It is not about goals, but about learning/improving all the time.It is a way to deal with change.

Note: • Why is SCRUM so hard? http://www.youtube.com/watch?v=q3t8twm3aUk&feature=relmfu• Going Agile with SCRUM http://marakana.com/forums/agile/agile/54.html• Succeeding with SCRUM http://www.youtube.com/watch?v=VCzIFn8vt_c

SCRUM: the building blocks

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Roles

Product Master Vision, features, ROI, P&L

Scrum Master Enforces scrum process

Team Self-organizing, cross-disciplinary, fully committed

Meetings

Sprint Planning • first mtg: product selection, costs, etc.• analysis• result of meeting: team commits

Daily Scrum • accomplishment for the day• goals for the next day• problems / issues

Sprint Review • to be conducted at end of sprint• post-mortem of sprint and product• present product to Product Owner

SCRUM: the building blocks (contd.)

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Lists

Product Backlog • wish-list of products• ordered and estimated – team has participated in estimations• need not be perfectly or thoroughly documented

Support Backlog

• applies to the specific sprint only• is a smaller version of the product backlog

Impediments • issues preventing implementation of the sprint• maintained by Scrum Master

Note: the overall strategy process/discussion is not part of the SCRUM process the SCRUM process comes into effect after overall strategy and priorities have been decided overall priorities, once decided, lead to the Product Backlog list

Product Backlog

is a list of items to work on

Product Backlog

is a list of items to work on

the Sprintthe

Productthe

Product a 2 to 4 week implementation cycle