Scrum in an hour
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Scrum is an agile framework for managing complex projects. It emphasizes transparency, inspection, and adaptation. Key aspects of Scrum include short sprints with fixed durations, daily stand-ups, sprint planning and reviews, and retrospectives. The product owner prioritizes features in the backlog and the cross-functional team works to complete them in sprints. Applying Scrum principles like frequent delivery, transparency, and process improvement can help manage uncertainty, deliver value faster, improve quality, and eliminate waste.
Scrum in an hour
- 1. Scrum in an hour Giordano Scalzo, 12/03/2009
- 2. Agenda – Introduction to Scrum (30 m) – Scrum in Registratori (10 m) – Q&A? (15 m)
- 4. Results Requirements Not Clear Fear to go to the next phase Analysis Paralysis Requirements Change Change gets more and more expensive Customers don’t get what they want
- 5. Results Project Takes Too Long 34% of projects delivered successfully Long duration defers revenue (Source: Standish Report 2003) No Time for Testing Quality assurance gets crunched Late integration means late failures
- 6. Results Time Wasted on Junk 52% of requirements implemented 64% of functionality rarely used (Source: Standish Report 1994) Poor Progress Visibility % Task complete not sufficient Average overrun 43% (Source: Standish Report 1994)
- 8. Agile Principles 1. Satisfy the Customer 2. Welcome Change 3. Deliver Frequently 4. Work as a Team 5. Motivate People 6. Communicate Face-to- Face 7. Measure Working Software 8. Maintain Constant Pace 9. Excel at Quality 10.Keep it Simple 11.Evolve Designs 12.Reflect Regularly
- 9. Scrum
- 10. Origin of Scrum “The New New Product Development Game” Hirotaka Takeuchi and Ikujiro Nonaka - 1986 “The Knowledge Creating Company” Hirotaka Takeuchi and Ikujiro Nonaka - 1988 “Agile Manifesto” Ken Schwaber and Jeff Sutherland - 1994
- 11. The Goal of Scrum Manage Complexity, Unpredictability and Change through Visibility, Inspection and Adaptation
- 12. Scrum is A methodology framework An iterative process A wrapper for existing practices A way to improve communications A way to maximize productivity A buzzword
- 13. Scrum is not A silver bullet A magic wand Just for software About engineering pratices A shortcut A step-by-step cookbook approach Easy: it needs time and discipline
- 14. Scrum Roles
- 15. Product Owner Owner of project vision Represents the customer
- 16. Product Owner Define features (according to vision) Prioritize features (according to ROI) Pick release dates Give feedback Manage stakeholders Accept or reject results
- 17. The Team Small (5–9 people) Colocated - Cross-functional Self-organized - Full-time
- 18. The Team Define tasks Estimate effort Develop product Ensure quality Evolve processes
- 19. Scrum Master Servant leader Team protector Scrum guide
- 20. Scrum Master Remove impediments Prevent interruptions Facilitate the team Support the process Manage management
- 21. Scrum Process
- 22. Scrum Process
- 23. Product Backlog
- 24. Product Backlog Owned by Product Owner High-level requirements Expressed as business value Not complete, nor perfect Expected to change & evolve Limited view into the future
- 25. Product Backlog Prioritized by value & risk Includes rough estimates Better to describe as user stories Publicly visible
- 26. Sprints Timeboxed – Frozen features Variable scope – Shippable result
- 27. Sprint Planning + + =
- 28. Sprint Planning Face to face communication Small reversible steps User’s perspective
- 29. Sprint Planning (Part 1) Strategical level planning Prioritize/select features Discuss acceptance criteria Verify understanding ½ - 1 hour per sprint/week
- 30. Sprint Planning (Part 2) Tactical level planning Define sprint backlog items Estimate sprint backlog items Use velocity (Yesterday’s Weather) Share commitment ½ - 1 hour per sprint/week
- 31. Sprint Backlog Breakdown of business value into assignable tasks
- 32. Sprint Backlog
- 33. Sprint Backlog Owned by the team Team allocates work No additions by others
- 34. Daily Scrum The heartbeat of Scrum
- 35. Daily Scrum What I did since last meeting What I will do until next meeting What things are in my way Only the team talks Not to Scrum Master No problem solving Max 15 minutes
- 36. Task Board Information irradiator
- 37. Definition of Done ...Coded, commented, checked in, integrated, reviewed, unit tested, deployed to test environment, passed user acceptance test & documented...
- 38. Burndown Chart
- 39. Sprint Review Satisfy Product Owner Get feedback on product
- 40. Sprint Review Informal, no slides Whole team participates The world is invited Show complete features Accept or reject results ½ - 1 hour per sprint/week
- 41. Sprint Retrospective Evolve the process
- 42. Sprint Retrospective Reflect on process and product Whole team participates What to start doing What to stop doing What to continue doing
- 43. Sprints Steady pull of business value Inspect and Adapt
- 44. Sprints Driven by Product Owner Welcome change Include design and testing Share commitment “Fail fast”
- 45. Abnormal Sprint Termination Only in extreme cases Team terminates: cannot meet sprint goal Product Owner terminates: priority change Raises visibility of problems
- 46. Results effects of applying Scrum
- 47. Managed Uncertainty Rolling wave planning Simpler mini-projects lowers risk Flexible Scope Allow changes at fixed intervals Releases enable learning
- 48. Faster Delivery Shorter time to market Value delivered in increments Higher Quality Testing happens continuously Process improvement built-in
- 49. Eliminated Waste Nothing is designed that is not built Nothing is built that is not used Increased Visibility All problems are made visible Progress is running tested software
- 50. Scrum applied
- 51. Scrum Taskboard
- 53. Pomodoro timer
- 54. Rules
- 55. Sprint Backlog
- 58. Q&A?