The Scrum Framework
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The document outlines the steps to implement the Scrum framework for project management. It describes the key roles and terminology in Scrum including the Product Owner, Scrum Team, Scrum Master, Product Backlog, and User Stories. It then summarizes the six main steps in the Scrum process: 1) the Sprint Meeting, 2) Planning Poker for estimating complexity, 3) Daily Scrums, 4) the weekly Sprint, 5) weekly releases, and 6) a retrospective at the end of each Sprint. Accountability is achieved through tracking complexity points and comparing performance over time. Most teams see improvement within 3 months of adopting Scrum.
The Scrum Framework
- 1. Implementing the Scrum Framework Pictures and outline by Eric Figueroa Observed at Moving Player, November 2011
- 2. Scrum Terminology Sprint= name for a project (instills a sense of urgency – it’s a race!) Product Owner = one team member who represents the product’s stakeholders or users Scrum Team = team assigned to project Scrum Master = handles the administration of the Sprint (not necessarily a “project leader”) Product Backlog = list of all the User Stories necessary to achieve the Sprint goal User Story = product elements written from the user’s perspective (not tasks!)
- 3. STEP 1: Sprint Meeting Build a new CROSS-FUNCTIONAL Scrum Team For each new project, choose a Product Owner Meet all together to discuss the project During the meeting create the Product Backlog of User Stories Decide on a Sprint length and goal
- 4. STEP 2: Planning Poker Each team member gets a deck of cards and rates the “Complexity” of each User Story The team comes to a consensusoneach story’s complexity Complexity, not time, is the basis for the performance metrics – why? Because in developing certain projects (like software), time often cannot be predicted accurately
- 5. Planning Poker Deck Use a non-linear scale (i.e. Fibonacci sequence) X = the User Story is impossible ? = I have no clue
- 6. STEP 3: Daily Scrum Daily meeting timeboxed at 15 minutes Each team member has: 1 minute to say whattheydid yesterday, 1 minute to say whattheydid today The Scrum Master can identify problems early, because Friday is too late As a manager you can engage with your employees, keep them informed about the state of the business, etc.
- 7. Daily Scrum Use a Fibonacci scale, not a linear method X = the User Story is impossible ? = I have no clue
- 8. STEP 4: Weekly Sprint Each week the team selects tasks from the Product Backlog and puts them into that week’s “Cold Room” Throughout the week they move from TO DO to IN PROGRESSto DONE This process is repeated until the Sprint goal is reached Scrum Board
- 9. STEP 5: Weekly Release Release a beta or demonstrate a project element to the client or Product Owner EVERY FRIDAY NO EXCEPTIONS! You can’t wait until the end of the project to know you’re on the wrong track or that your product doesn’t work Clients rarely know what they want, know everything they want at the beginning, or know how to articulate it even if they do
- 10. STEP 6: Retrospective At the end of the sprint, meet with the whole team to discuss what went right and what went wrong Everyone gets a chance to speak Agree on ONE major problem to correct for the next Sprint Schedule a new Sprint Meeting for the next project or product development cycle
- 11. Accountability, part i After the first week of executing Scrum, you will have the following figures: Average Complexity Points each individual can execute daily Average Complexity Points the team as a whole can execute daily and weekly How long it will take the team to complete all the Sprint’s User Stories based on these figures
- 12. Accountability, part ii In successive weeks, you can compare individual and team performance with previous weeks to identify productivity issues in REAL- TIME Compare the Sprint deadline with the expected completion date based on your team’s actual performance You can use Excel templates to graph all this data visually and keep track of User Stories Post them all next to the Scrum Board
- 13. Results Most teams begin to report drastic improvement within 3 months There IS quite a lot of ritual but it can provide the necessary structure Easy to start, difficult to master This is just the beginning . . .