What is Scrum Definition from rugby football a scrum is a way to restart the game after an interruption where the forwards of each side come together in a tight formation and struggle to gain possession of the ball when it is tossed in among them ID: 1030442
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1. SCRUMTextbook:Ch. 2, 4
2. What is Scrum? Definition from rugby football: a scrum is a way to restart the game after an interruption, where the forwards of each side come together in a tight formation and struggle to gain possession of the ball when it is tossed in among them2
3. Scrum videohttp://www.youtube.com/watch?v=D8vT7G0WATMWatch the rest on your own and read your book!3
4. IntroductionClassical methods of software development have many disadvantages:huge effort during the planning phasepoor requirements conversion in a rapid changing environmenttreatment of staff as a factor of productionNew methods: Agile Software Development4
5. Scrum has been used by:MicrosoftYahooGoogleElectronic ArtsLockheed MartinPhilipsSiemensNokiaIBMCapital OneBBCIntuitNielsen MediaFirst American Real EstateBMC SoftwareIpswitchJohn DeereLexis NexisSabreSalesforce.comTime WarnerTurner BroadcastingOce
6. Scrum has been used for:Commercial softwareIn-house developmentContract developmentFixed-price projectsFinancial applicationsISO 9001-certified applicationsEmbedded systems24x7 systems with 99.999% uptime requirementsthe Joint Strike FighterVideo game developmentFDA-approved, life-critical systemsSatellite-control softwareWebsitesHandheld softwareMobile phonesNetwork switching applicationsISV applicationsSome of the largest applications in use
7. Scrum - an agile processSCRUM is an agile, lightweight process for managing and controlling software and product development in rapidly changing environments.Iterative, incremental processTeam-based approachdeveloping systems/ products with rapidly changing requirementsControls the chaos of conflicting interest and needsImprove communication and maximize cooperationProtecting the team form disruptions and impedimentsA way to maximize productivity7
8. History of Scrum1995: analysis of common software development processes not suitable for empirical, unpredictable and non-repeatable processes Design of a new method: Scrum by Jeff Sutherland & Ken SchwaberEnhancement of Scrum by Mike Beedle & combination of Scrum with Extreme Programming1996:introduction of Scrum at OOPSLA conference2001:publication “Agile Software Development with Scrum” byKen Schwaber & Mike BeedleSuccessful appliance of Scrum in over 50 companies Founders are members in the Agile Alliance8
9. Functionality of Scrum 9
10. Sequential vs. overlapping developmentRather than doing all of one thing at a time......Scrum teams do a little of everything all the timeRequirementsDesignCodeTest
11. Scrum frameworkProduct ownerScrumMasterTeamRolesSprint planningSprint reviewSprint retrospectiveDaily scrum meetingCeremoniesProduct backlogSprint backlogBurndown chartsArtifacts
12. Scrum frameworkSprint planningSprint reviewSprint retrospectiveDaily scrum meetingCeremoniesProduct backlogSprint backlogBurndown chartsArtifactsProduct ownerScrumMasterTeamRoles
13. Product ownerDefine the features of the productDecide on release date and contentBe responsible for the profitability of the product (ROI)Prioritize features according to market valueAdjust features and priority every iteration, as needed Accept or reject work results
14. The ScrumMasterRepresents management to the projectResponsible for enacting Scrum values and practicesRemoves impedimentsEnsure that the team is fully functional and productiveEnable close cooperation across all roles and functionsShield the team from external interferences
15. The teamTypically 5-9 peopleCross-functional:Programmers, testers, user experience designers, etc.Members should be full-timeMay be exceptions (e.g., database administrator)Teams are self-organizingIdeally, no titles but rarely a possibilityMembership should change only between sprints
16. Product ownerScrumMasterTeamRolesScrum frameworkProduct backlogSprint backlogBurndown chartsArtifactsSprint reviewSprint planningSprint retrospectiveDaily scrum meetingCeremonies
17. Sprint Planning MeetingA collaborative meeting in the beginning of each Sprint between the Product Owner, the Scrum Master and the TeamTraditionally takes 8 hours and consists of 2 parts before lunchafter lunch1st Part (before lunch):Creating/updating Product Backlog Determining the Sprint GoalParticipants: Product Owner, Scrum Master, Scrum Team2nd Part (after lunch):Creating/updating Sprint Backlog Participants: Scrum Master, Scrum TeamWe will be performing this during class/lab time17
18. Sprint planning meetingSprint prioritizationAnalyze and evaluate product backlogSelect sprint goalSprint planningDecide how to achieve sprint goal (design)Create sprint backlog (tasks) from product backlog items (user stories / features)Estimate sprint backlog in hoursSprintgoalSprintbacklogBusiness conditionsTeam capacityProduct backlogTechnologyCurrent product
19. Sprint planning- 2nd partTeam selects items from the product backlog they can commit to completingSprint backlog is finalizedTasks are identified and each is estimated Each team member develops and estimate and they are compared all at once during the meeting to determine the group estimateCollaboratively, not done alone by the ScrumMasterHigh-level design is consideredAs a vacation planner, I want to see photos of the hotels.Code the middle tier (8)Code the user interface (4)Write test fixtures (4)Code the foo class (6)Update performance tests (4)
20. The daily scrumParametersDaily15-minutesStand-upNot for problem solvingWhole world is invitedOnly team members and ScrumMaster can talkHelps avoid other unnecessary meetingsJust the team (including PO, SM, possibly managers
21. Everyone answers 3 questionsThese are not status for the ScrumMasterThey are commitments in front of peersWhat did you do yesterday?1What will you do today?2Is anything in your way?3
22. The sprint reviewTeam presents what it accomplished during the sprintTypically takes the form of a demo of new features or underlying architectureInformal2-hour prep time ruleNo slidesWhole team participatesInvite the worldWe will do these during class
23. Sprint retrospectivePeriodically take a look at what is and is not workingTypically ~15 minutesDone after every sprintWhole team participatesScrumMasterProduct ownerTeamPossibly customers and others
24. Start / Stop / ContinueWhole team gathers and discusses what they’d like to:Start doingStop doingContinue doingThis is just one of many ways to do a sprint retrospective.
25. Product ownerScrumMasterTeamRolesScrum frameworkSprint planningSprint reviewSprint retrospectiveDaily scrum meetingCeremoniesProduct backlogSprint backlogBurndown chartsArtifacts
26. Product backlogThe requirementsA list of all desired work on the projectIdeally expressed such that each item has value to the users or customers of the productPrioritized by the product ownerReprioritized at the start of each sprintThis is the product backlog
27. A sample product backlog For a hotel reservation systemBacklog itemEstimateAllow a guest to make a reservation3As a guest, I want to cancel a reservation.5As a guest, I want to change the dates of a reservation.3As a hotel employee, I can run RevPR reports (revenue-per-room)8Improve exception handling8...30...50
28. The sprint goalA short statement of what the work will be focused on during the sprintDatabase ApplicationFinancial servicesLife SciencesSupport features necessaryfor population genetics studies.Support more technical indicators than company ABC with real-time, streaming data.Make the application run on SQL Server in addition to Oracle.
29. Managing the sprint backlogIndividuals sign up for work of their own choosingWork is never assignedEstimated work remaining is updated dailyOnly team member can add, delete or change the sprint backlog (not the product owner)Work for the sprint emergesIf work is unclear, define a sprint backlog item with a larger amount of time Break it down laterUpdate work remaining as more becomes knownTasks should not take more than 10 hours
30. Burndown ChartsAre used to represent “work done”.Are wonderful Information Radiators"Two characteristics are key to a good information radiator. The first is that the information changes over time. This makes it worth a person's while to look at the display... The other characteristic is that it takes very little energy to view the display." 3 Types:Sprint Burndown Chart (progress of the Sprint)Release Burndown Chart (progress of release)Product Burndown chart (progress of the Product)AxesX-Axis: time (usually in days)Y-Axis: remaining effort30
31. Sprint Burn down ChartDepicts the total Sprint Backlog hours remaining per dayShows the estimated amount of time to release Ideally should burn down to zero to the end of the SprintActually is not a straight lineCan bump UPWhen?31
32. A sprint burndown chartHours
33. Hours403020100MonTueWedThuFriTasksCode the user interfaceCode the middle tierTest the middle tierWrite online helpMon816812TuesWedThurFri4121671181016850
34. Release Burn down ChartWill the release be done on right time?X-axis: sprintsY-axis: amount of hours remainingThe estimated work remaining can also burn up34
35. ScalabilityTypical individual team is 7 ± 2 peopleScalability comes from teams of teamsFactors in scalingType of applicationTeam sizeTeam dispersionProject durationScrum has been used on multiple 500+ person projects
36. Scaling Scrum36