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About scrum

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Just another presentation about Scrum.

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Page 2: About scrum

• Introduction to agile principles

• Scrum framework overview

• Further (and related) topics

Page 3: About scrum
Page 4: About scrum

19

70s - Managing the

Development of Large Software Systems by Dr. Winston W. Royce. - Evolutionary processes process introduced by Tom Gilb.

1980

s - A Spiral Model of Software Development and Enhancement by Barry Boehm. - The Mythical Man Month by Fred Brooks. - PeopleWare by DeMarco and Lister. - Scrum roots on the NNPDG article by Takeuchi and Nonaka. - RUP Objectory v1.0 - Capability Maturity Model (CMM) and Managing the Software Process book by Watts Humphrey's.

1990

s - Dynamic Systems Development Methodology (DSDM). - Crystal Methodologies by Alistair Cockburn. - First toughts and testing on Scrum for SW projects by Jeff S. And Ken S. - Origins of Extreme Programming (XP) from Kent Beck. - Feature Driven Development by Peter Coad and Jeff De Luca.

2000

s - XP was gained “momentum”. - Adaptive Software Development by Jim Highsmith. - Agile Manifesto. - Agile methodologies and practicies growing significantly in the market.

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Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan

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

reference: http://agilemanifesto.org

Page 6: About scrum

Our highest priority is to satisfy the customer

through early and continuous delivery

of valuable software

Welcome changing requirements, even late in

development. Agile processes harness change

for the customer's competitive

advantage

Deliver working software frequently,

from a couple of weeks to a couple

of months, with a preference to the shorter

timescale

Business people and developers must

work together daily throughout

the project

Build projects around motivated individuals. Give them the environment

and support they need, and trust them to get the

job done

The most efficient and effective method of

conveying information to and within a development

team is face-to-face conversation

Working software is the primary measure

of progress

Agile processes promote sustainable

development. The sponsors, developers, and users should be able

to maintain a constant pace indefinitely

Continuous attention to technical

excellence and good design

enhances agility

Simplicity--the art of maximizing the amount

of work not done--is essential

The best architectures, requirements, and

designs emerge from self-

organizing teams

At regular intervals, the team reflects on how

to become more effective, then tunes and adjusts

its behavior accordingly

reference: http://agilemanifesto.org

Page 7: About scrum

reference: adapted from schwaber, 2003

Req

uire

men

ts

Technology

Far from agreement

Close to agreement

Close to certainty

Far from certainty

Here’s where Scrum Excels

Page 8: About scrum

I know all details about where I should go (start with plan and all requirements)

End with all requirements completed

I know what is the product/project vision (start with goals and some priority requirements)

End with Goals met

Plan-Driven

Vision and $$ Value-Driven

Inspect and adapt

reference: adapted from schwaber, 2003

Page 9: About scrum

Fixed Requirements Resources Schedule

Variable Resources Schedule Requirements

Plan-Driven

Value/Vision Driven

Traditional Agile

reference: sliger & broderick, 2008

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“THE PERSON WHO KNEW THAT

HER SON/DAUGHTER COULD

HAVE MARRIED BETTER, AND

WHO INTENDS TO HELP YOU BE

GOOD ENOUGH. YOU HAVE

JUST INVITED HER TO COME

LIVE WITH YOU”

– KEN SCHWABER

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Ken Schwaber and Jeff Sutherland - Scrum Fathers

• Co-created by Jeff Sutherland and Ken Schwaber

• Inspirations comes from Japanese manufacturing (and the HBR article “The New New Product Development Game“ from Hirotaka Takeuchi and Ikujiro Nonaka, published in 1986)

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• Grounded in empirical process control theory, employs an iterative, incremental approach to optmize predictability and control risk

• Is about

– Transparency

– Inspection

– Adaptation

Page 14: About scrum

• Scrum teams and associated roles

• Time-boxes

• Artifacts

• Rules

Page 15: About scrum

• Product Owner

• ScrumMaster

• Scrum Team Product Owner

ScrumMaster

Scrum Team

Manager

Customer User

Stakeholders...

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“ROI = $$ and I like that! Nice to meet you, Im the PO”

• Define the features of the product

• Decide on release dates and contents

• Responsible for the profitability (ROI)

• Prioritize features according to market value

• Adjust priorities at every Sprint, as needed

• Accept or reject work results

• Is one person, not a committee

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“The sheepdog for the team”

• Ensures that the team is fully functional and productive

• Enable close cooperation across all roles and functions

• Remove barriers

• Shield the team from external interferences

• Ensure that the process is followed

• Review and Sprint Planning meetings

Page 20: About scrum

Multi-skill ninja team

• Cross functional. Organizes itself and its work

• Team members must have all necessary skills to create an increment of work

• Everyone chips in, even if that requires learning new skills or remembering old ones

• 5 - 9 team members

• Has the right to do everything within the boundaries of the project guidelines to reach the Sprint goal

• Demonstrates work results to the Product Owner

Page 21: About scrum

• Release Planning Meeting

• Sprint

• Sprint Planning Meeting

• Daily Scrum

• Sprint Review

• Sprint Retrospective

Page 22: About scrum

Vision Anticipated ROI,

Releases, Milestones

Functional and nonfunctional emerging

and prioritized requirements

Requirements brake down into activities/tasks

Selected Product Backlog

New functionality is demonstrated at the enf of

Sprint

1 2 3

1 Release Planning Meeting

2 Sprint planning meeting 1

3 Sprint planning meeting 2

4 The Sprint

5 Daily Scrum

6 Sprint Review

7 Sprint Retrospective

4

5

Page 23: About scrum

Setting the vision and the strategic plan

• Establish a plan and goals that the Scrum Teams and the rest of the organizations can understand and communicate

• Release planning requires estimating and prioritizing the Product Backlog for the Release

• Release planning is not a commitment to precise details

• Release planning is entirely optional. If Scrum teams start work without the meeting, the absence of its artifacts will become apparent as an impediment that needs to be resolved

Page 24: About scrum

It’s time to run!

• A Sprint is an iteration

• Time-boxed

• All work is done in Sprints

• Consisted by the Sprint Planning, development work, Sprint Review and the Sprint Retrospective

• Sprints can be cancelled before the Sprint time box is over. Only the Product Owner has the authority to cancel the Sprint

Page 25: About scrum

Operational plan being defined

• Is where the Sprint is planned

• Splited in two moments:

– The PO with the ScrumTeam support selects the Product Backlog items that will compose the Sprint Backlog (needs to consider team velocity, etc. during this selection)

– With the Sprint Backlog defined, the team works together to came up with a plan to the Sprint that is beginning

– Meeting output: Sprint Backlog

Page 26: About scrum

“Look, our burndown is about to screw up, we need to attack more harder to change that”

• The Scrum heartbeat

• 15 minutes

• 3 questions

– What did you do yesterday?

– What will you do today?

– Are there any impediments in your way?

• The Daily Scrum is not a status meeting

• The Daily Scrum is an inspection of the progress toward the Sprint Goal that the team was committed for

Page 27: About scrum

“Let me show you that story operating”

• The team presents to the PO and stakeholders functionality that is done and answer questions.

• 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 entire group then collaborates about what it has seen and what this means regarding what to do next

Page 28: About scrum

“Definetely we need more automation in our tests, we are wasting a lot of time doing

manual qualification...”

• Time to review the good and the bads

• Inspect how the last Sprint went in regards to people, relationships, process and tools

• The meeting is from the team to the team

• PO attendance is not obrigatory

• ScrumMaster hold this meeting

• Team identify the actions to adapt and improve the ongoing process

Page 29: About scrum

• Product Backlog

• Sprint Backlog

• Release Burndown

• Sprint Burndow

Page 30: About scrum

• The PO “wish list”

• Items prioritized by the business importance/value

• The PO is the owner

• As long as a product exists, the Product Backlog also exists

img source: http://epf.eclipse.org/wikis/scrum/

Page 31: About scrum

Sprint

Release

Next Release

Priority

user stories

themes

epics

Page 32: About scrum

• Details the work, or tasks, that the team defines to turning the Product Backlog it selected for that Sprint into an increment of potentially shippable product functionality img source: http://epf.eclipse.org/wikis/scrum/

Page 33: About scrum

• Shows the Release progress

• How much selected Product Backlog was “burned”

• Updated at the end of each Sprint

• Normally the unit measure is Story Points (not a rule) against Sprints

img source: http://epf.eclipse.org/wikis/scrum/

Page 34: About scrum

• Shows the Sprint progress

• How much the team already “burned” in that Sprint

• Primary tool for the Daily Scrum meetings (with task boards or Sprint activities list)

• Normally the unit measure is Hours against time (daily basis)

img source: http://epf.eclipse.org/wikis/scrum/

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• Scrum requires teams to build an increment of product functionality every Sprint

• This increment must be potentially shippable, for Product Owner may choose to immediately implement the functionality

• The detailed definition of Done should be agreed between the ScrumTeam and the PO

Page 38: About scrum

• Plannig Poker

• User Stories and Story Points

• Technical Debt

• Team Velocity

• Complex Adaptive Systems

• Lean manufacturing

• Constraints Theory

• Kanban

Page 39: About scrum

• www.scrum.org

• www.scrumalliance.org

• Books

Page 40: About scrum