SCRUM

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SCRUM
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SCRUM Outline

• What is SCRUM?
• Quick Tour
• Why is SCRUM Different
• Individual Components
• Benefits
• Advanced Scrum

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What is SCRUM?

• First used to describe hyper-productive
  development in 1986 by Nonaka Hirotaka(Harvard
  Business Review)
• Scrum refers to the strategy used in rugby for
  getting an out-of-play ball back into play
• Adaptive, quick, self-organizing, and have a few
  rests

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A Rugby Scrum
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SCRUM

• Different approach to managing the systems
  development process. (Agile)
• An empirical approach based in process control
  theory
• Intended to give the team control of its time and
  destiny.

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Quick Tour

• Product Backlog prioritized list of all product
  requirements
• Sprint Backlog list of tasks to be performed
  during the sprint
• Sprint set time period for each iteration (30
  days)
• Scrum Master a management representative which
  enforces Scrum practices
• Daily Scrum short daily status meeting for
  observing progress
• Sprint review meeting inspection of the product
  increment

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Scrum Process
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Why is SCRUM different?

• Self-organizing in that the team meets to figure
  out how to live up to its Sprint goal
• Responding empirically, focusing on what is
  possible
• Daily visibility into the project
• Incremental delivery of the system, showing
  progress earlier and often

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Scrum Master

• Responsible for ensuring that Scrum values,
  practices, and rules are enacted and enforced
• Represents management and the team to each other
• Makes decisions and removes impediments
• Sometimes making decisions without complete
  information (better some decision rather than no
  decision)
• Keep the team working at the highest possible
  level of productivity

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Product Backlog

• Evolving prioritized queue of business and
  technical functionality to be done on the product
• Higher priority items should be clearer and have
  a more detailed specification
• Solely controlled by Product Owner (one person)
  who works with others to estimate how long it
  will take to develop

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Scrum Teams

• Individuals with different strengths and
  weaknesses
• Seven people (plus or minus two), as small as
  three
• Cross-functional with all skills to meet the
  Sprint goal
• At least one very experienced engineer as part of
  the team
• No titles on the teams (to encourage self
  organization)

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Daily Scrum Meetings

• Daily 15-minute status meeting
• Team explains
• What one has accomplished since last meeting
• What one is going to do before the next meeting
• What obstacles are in his/her way
• Get used to team-based, rapid, intense,
  co-operative, courteous development
• Improve communication

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Daily Scrum Meetings (contd)

• established meeting room (same place and same
  time every day)
• Door, speakerphone, table, enough chairs for each
  team member, whiteboards
• Scrum Master starts a meeting
• Avoid turning it into a working or design session

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Chickens and Pigs
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Chickens and Pigs

• A chicken and pig are together when the chicken
  says, Lets start a restaurant! The pig thinks
  it over and says, What would we call this
  restaurant? The chicken says, Ham n Eggs!
• The pig says, No thanks. Id be committed, but
  youd only be involved!
• Team members are likened to the pigs because they
  are committed to the project. Everyone else is a
  chicken.
• Chickens are not allowed to interfere with the
  meeting in any way such as talking

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Sprint Planning Meeting

• Customers, users, management, the Product Owner
  and the Scrum Team determine the next Sprint goal
  and functionality at the Sprint Planning meeting.
• Sprint Planning Meeting Overview
• Meeting 1 Figure out what functionality to build
  during the next Sprint (Team,Product Owner,
  management, users)
• Meeting 2 Figure out how it is going to build
  this functionality into a product increment (team
  by itself)

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Sprint Goal

• Craft the Sprint Goal
• For example
• Sprint Goal to provide a standardized
  middleware mechanism for the identified customer
  service transactions to access backend databases
• Defining the goal gives the team some wiggle room
  as the degree to which the goal is satisfied is
  flexible, depending on the difficulty of the task

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Sprint Backlog

• After the Sprint goal has been defined, the
  Sprint Backlog must be defined
• All team members are required to be present
• Team compiles a list of tasks to complete to meet
  the Sprint goal.
• Tasks should have enough detail so that each task
  takes roughly 4 to 16 hours to finish

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Sprint Backlog

• Only the team can change its Sprint Backlog
  during a Sprint
• Sprint Backlog is a highly visible, real time
  picture of the work that the team plans to
  accomplish during the Sprint
• Sometimes the team discovers it has selected too
  much Product Backlog to complete in a single
  Sprint
• Items may be removed, functionality with scope or
  depth may also be lessened to meet the Sprint Goal

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Sprint

• The process tends to produce significant
  quantities of mistakes but can be viewed as
  valuable learning experiences
• Each persons knowledge base is broadly expanded
  though their interaction
• At the very worst, the team has build nothing but
  has learned much

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Sprint Review

• 4 hour informational meeting
• Management comes to the Sprint Review to see what
  the team has been able to build with the
  resources it has been given
• Coordinated and conducted by the Scrum Master

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Sprint Review Format

• Scrum Master gives concise overview of the Sprint
• Sprint goal and Product Backlog are compared to
  the actual results of the Sprint
• Reasons for any discrepancies are discussed
• No one should prepare extensively (informal)
• Informational, not critical or action-oriented

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Sprint Backlogs

• Usually implemented in Excel where the team can
  track Sprint progress
• Burndown Chart provides value in measuring the
  progress in a chart format with Effort
  Remaining(hours) vs. Time Remaining

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Empirical vs. Traditional

• Developing complex software is like running an
  obstacle course. Traditional techniques try and
  map out something that has never been navigated
  before
• Empirical process control models are better
  suited to complex and complicated tasks
• PMBOK processes
• (Initiating,Planning,Executing,Controlling,Closing
  )
• Scrum regularly inspects activities to see what
  is occurring and empirically adapts to provide
  desired and predictable outcomes

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Benefits

• Management and control is exercised through
  frequent inspection and adaptive response.
• Assessing the condition of activities and
  empirically determining what to do next
• Improved communication through daily meetings
• Improved visibility through the Sprint Backlog
  and Burndown charts

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Advanced Scrum

• Applying Scrum to Multiple Related projects
• Many interrelated projects typically are
  developed at the same time with resources shared
  among these projects
• One team for each application and one team for
  the shared resources
• Scrum of Scrums where Scrum Masters of
  individual applications meet with the Shared
  Resource Scrum Master

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References

• Agile Software Development with Scrum (Schwaber
  Beedle)
• http//en.wikipedia.org/wiki/Scrum_(management)