1
Q
Scrum origins
A
- Jeff Sutherland
- Initial scrums at Easel Corp in 1993
- Ken Schwaber
- ADM
- Scrum presented at OOPSLA 96 with Sutherland
- Author of three books
- Mike Beedle
- Scrum patterns in PLOPD4
- Mike Cohn
- Co-founder of Scrum Alliance in 2002 with Ken Schwaber
2
Q
Charecteristics
A
- Self organzing teams
- Product progresses in a series of month-long “sprints”
- Requirements are captured as items in a list of “product backlog”
- No specific engineering practices prescribed
- Use generative rules to create an agile environment for delivering projects
- One of the “agile processes”
3
Q
Agile manifesto
A
4
Q
Project noise level
A
5
Q
Sprints
A
- Scrum projects make progress in a series of “sprints”
- Typical duration is 2-4 weeks or a calendar month at most
- A constant duration leads to a better rhythm
- Product is designed, coded and tested during the sprint
- No changes during a sprint!
6
Q
Sequential vs overlapping development
A
Rather than doing linear work scrum teams overlap tasks and do a little of each at all the time.
- Requirements
- Design
- Code
- Test
7
Q
Scrum framework
A
Roles
- Product owner
- Scrum master
- Team
Ceremonies
- Sprint planning
- Sprint review
- Sprint retrospective
- Daily scrum meeting
Artifacts
- Product backlog
- Sprint backlog
- Burndown charts
8
Q
Product Owner
A
- Define the features of the product
- Decide on release date and content
- Be responsible for the profitability of the product (ROI)
- Prioritize features according to market value
- Adjust features and priority every iteration as needed
- Accept or reject work result
9
Q
The scrum master
A
- Represents management to the project
- Responsible for enacting Scrum values and practices
- Removes impediments
- Ensure that the team is fully functional and productive
- Enable close ooperation across all roles and functions
- Shield the team from external interferences
10
Q
The team
A
- Typically 5-9 people
- Cross-functional
- Programmers, testers, UX designers etc.
- Members should be full-time
- May be exceptions
- Teams are self-organizing
- Ideally no titles but rarely a possibilty
- Membership should change only between sprints
11
Q
Sprint planning meeting
A
- Team selects items from the product backlog they can commit to completing
- Sprint backlog is created
- Task are identified and each is estimated (1- 16 hours)
- Collabroatively, not done alone by the scrum master
- High-level design is considered
12
Q
The daily scrum
A
- Parameters
- Daily
- 15-minutes
- Stand-Up
- Not for problem solving
- Whole world is invited
- Only team members, Scrum master, product owner can talk
- Helps avoid other unnecessary meetings
The three questions
- What did you do yesterday?
- What will you do today?
- Is anything in your way?
These are not status for the scrum master but commitments in front of peers
13
Q
The sprint review
A
- Team presents what it accomplished during the sprint
- Typically takes form of a demo of new features or underlying architecture
- Informal
- 2-hour prep time rule
- No slides
- Whole team participates
- Invite the world
14
Q
Sprint retrospective
A
- Periodically take a look at what is and is not working
- Typically 15-30 minutes
- Done after every sprint
- Whole team participates
15
Q
Start/Stop/Continue
A
Whole team gathers and discusses what they´d like to
Start doing
Stop doing
Continue doing
16
Q
Product backlog
A
- The requirements
- A list of all desired work on the project
- Ideally expressed such that each item has value to theusers or customers of the product
- Prioritized by the product owner
- Reprioritized at the start of each sprint
17
Q
The sprint goal
A
A short statement of what the work will be focused on during the sprint
18
Q
Managing the sprint backlog
A
- Individuals sign up for work of their own choosing
- Work is never assigned
- Estimated work remaining is updated daily
- Any team member can add delete or change sprint backlog
- Work for the sprint emerges
- If work is unclear, define a sprint backlog item with a larger amount of time and break it down later
- Update work remaining as more becomes known
19
Q
Scalability
A
- Typicial individual team is 7 +- 2 people
- Scalability comes from team of teams
- Factors in scaling
- Type of application
- Team size
- Team dispersion
- Project duration
- Scrum has been used on multiple 500+ person projects
20
Q
Scrum roles
A
Pigs committed
- Project owner
- Scrum master
- Scrum team
Chickens involved
- Users
- Stakeholders
- Consulting experts
21
Q
Definition of “done” (DoD)
A
- “Potentially shippable product increment”
- What does it mean?
- When all code is checked in?
- Deployed to test environment?
- Verified by integartion test team?
- When possible use
- Ready to deploy to production
- Most importantly
- Have a common understanding of DoD that the team and the product owner can agree on
22
Q
Testing & Scrum
A
- Scrum doesn´t specify any specific engineering practices
- However each sprint is requiered to produce ready to-use code
- Heavy in sprint testing is usually applied
- Some teams have dedicated testers
- Others have programmers test everything
- Other engineering practices are up to you
- Automation, code inspection, pair programming, static analysis tools etc.
23
Q
Stabilization sprints
A
- Team focuses entirely on defects
- Prepares a product for release
- Useful during
- Active beta periods
- When transitioning a team to Scrum
- If quility isn´t quite where it should be on initial release
- Not part of standard Scrum, just something useful in some cases
