Deep dive into scrum meetings

DEEP DIVE INTO SCRUM MEETINGS

By Bachan Anand

Dial-in Number: +17759963560 Room #: 699601 and press the # key.

Prepared by Indu Menon

Agenda

• Overview of Scrum

• Mee7ngs in Scrum – Sprint Planning – Daily Scrum or Standup – Sprint Review – Sprint Retrospec7ve


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Scrum -‐ Characteris7cs

• Self-‐organizing teams • Product progresses in a series of “sprints” • Requirements are captured as items in a list of “product backlog”

• No specific engineering prac7ces prescribed • Uses genera7ve rules to create an agile environment for delivering projects

• One of the Agile Framework


The Agile Manifesto–a statement of values


PuPng it all together

Image available at www.mountaingoatsoRware.com/scrum


Sprints

• Scrum projects make progress in a series of “sprints” – Analogous to Extreme Programming itera7ons

• Typical dura7on is 2–4 weeks or a calendar month at most

• A constant dura7on leads to a be?er rhythm • Product is designed, coded, and tested during the sprint


No changes during a sprint

• Plan sprint dura7ons around how long you can commit to keeping change out of the sprint

Change


Scrum framework

• Product owner • ScrumMaster • Team

Roles

• Sprint planning • Sprint review • Sprint retrospec7ve • Daily scrum mee7ng

Ceremonies

• Product backlog • Sprint backlog • Burndown charts

Ar7facts

Scrum framework

• Sprint planning • Sprint review • Sprint retrospec7ve • Daily scrum mee7ng

Ceremonies

• Product backlog • Sprint backlog • Burndown charts

Ar7facts

• Product owner • ScrumMaster • Team

Roles

Product owner

• Define the features of the product • Decide on release date and content • Be responsible for the profitability of the product (ROI)

• Priori7ze features according to market value • Adjust features and priority every itera7on, as needed

• Accept or reject work results

The ScrumMaster

• Represents management to the project • Responsible for enac7ng Scrum values and prac7ces

• Removes impediments • Ensure that the team is fully func7onal and produc7ve

• Enable close coopera7on across all roles and func7ons

• Shield the team from external interferences

The team

• Typically 5-‐9 people • Cross-‐func7onal:

– Programmers, testers, user experience designers, etc.

• Members should be full-‐7me • May be excep7ons (e.g., database administrator)


The team

• Teams are self-‐organizing

– Ideally, no 7tles but rarely a possibility • Membership should change only between sprints


Mee7ngs in Scrum

• Sprint Planning Mee7ng

• Daily Scrum or Standup Mee7ng

• Sprint Review Mee7ng

• Sprint Retrospec7ve Mee7ng


Sprint Planning Mee>ng


What's it?

• The first mee7ng which kick-‐starts a team

into the Scrum cycle



Why?

• What are we going to build?

• How are we going to build it?



Who A?ends?

• Product Owner

• Scrum Master

• Team

• Any interested and appropriate management

or customer representa7ves.


Technicali7es

• Product Owner describes highest priority features to the Team

• Team decides what the can commit to delivering in the Sprint

• Sprint backlog is created – Tasks are iden7fied and each is es7mated

– Collabora7vely, not done alone by the ScrumMaster


Daily Scrum or Stand up

What is This For?

• Synchronize the various team members

• Iden7fy required help and common areas of work

• Raise Impediments

• Not used as a problem-‐solving or issue resolu7on

mee7ng

• The Daily Scrum adds value – it is not a spectacle


Who A?ends?

• The Team – Both the ScrumMaster and Product Owner are commi?ed team members

• Anyone Else – Others can a?end but cannot speak or interfere – Keep a?endance to a minimum – Other a?endees must follow Scrum rules – Other a?endees stand in the background, not with the team


The Technicali7es

• Same 7me and place each day – Have the team find a 7me which best suits them

– No tardiness (one minute late is s7ll late)

– 15 minute 7mebox

• Only Scrum team members speak

• Follow the three mantras (done, to be done and impediments)


Ground Rules

• Come prepared

• Par7cipate, ScrumMaster enforces par7cipa7on

• Decide but don’t discuss – Parking Lot -‐ Capture items for discussion

• Tackle impediments aggressively


Sprint Review Mee>ng


Why do Sprint Reviews?

• Visibility

• Generate feedback

– Gets added to Product Backlog

• Discussion

• Course Correc7on


Who's Coming?

• Team

• Product Owner or Customers

• Stakeholders

• Invite whole world!


What are they interested in seeing?

• Demos – Of stuff that’s done and poten7ally release-‐able

Ground Rules

• The mee7ng is kept very informal. – The team should not have to spend 7me preparing for the same beyond gePng working soRware ready.

• Not allowed -‐ Powerpoints, presenta7ons, speeches,lectures – Only demonstrate working soEware.

• The prepara7on [working environment, arranging room] -‐done by the Scrum Master.


Sprint Retrospec>ve

What's It?

• Mee7ng to reflect on the past sprint

• Not a survey

• Team ac7vity

• Ask and Check


Why is it necessary?

• Opportunity to iden7fy needs from inside

• Catalysts for change

• Generate ac7ons

Who's in the Retrospec7ve?

• Team

• ScrumMaster

• Product Owner is not necessary

• Management should not a?end

Ground Rules

• No Interrup7ons

• No raising of voice or tempo

• Safety check

• Silent zone


Summary

• These four mee7ngs of Scrum ... provide clarity and transparency on the work

... help clear obstacles

... reinforces team bonding

... ensures that the team can adapt to changes easily


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IST

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Deep dive into scrum meetings