Cleveland PMI Scrum

8/11/2019 Cleveland PMI Scrum

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Essential ScrumA short introduction to Scrumand its underlying Agileprinciples

Presented by Tobias Mayer, 11/7/2008

at Baldwin-Wallace College Professional Development

co-sponsored by Cleveland Scrum Alliance & NEOPMI


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To Begin... Scrum is not a Methodology.

Scrum is a Framework for surfacingorganizational dysfunction.

Scrum doesnt provide answers.

It helps you ask better questions.

Scrum doesnt actually do anything.People do things.


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What is Agile?

Agile is a set of values Individuals/Interactions

Working software

Customer collaboration

Responding to change

and twelve principles http://agilemanifesto.org/principles.html
http://agilemanifesto.org/principles.htmlhttp://agilemanifesto.org/principles.htmlhttp://agilemanifesto.org/principles.html


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Scrum is an Agile framework

that allows you to create

your own lightweight process

for developing new products.

Scrum is simple.

It can be understood andimplemented in a few days.

It takes a lifetime to master.

Scrum is not a methodology

it is a pathway

Ken Schwaber (Boulder, Co, Nov. 2005)

What is Scrum?


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The Rhythm of Scrum

Plan

Execute

Reflect


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When is Scrum Appropriate?

Scrum works bestwhen the problems tobe solved lie in theComplex Space.

New ProductDevelopment Workand Knowledge Workboth tend to exist inthe Complex Space.

Research lies in theAnarchy space

Maintenance lies inthe Simple Space

Technology

Requirements

ref: The Stacey Diagram, by Ralph Stacey


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Scrum will help

you fail in 30

days or less


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The Scrum Foundation

Empiricism

Self-organization

Collaboration Prioritization

Time Boxing


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Empiricism

Detailed up-front planningand defined processes are

replaced by just-in-timeinspect and adapt cycles


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Self-organization

Small teams manage their ownworkload and organize themselvesaround clear goals and constraints


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Collaboration

Scrum leaders, product visionaries andcustomers collaborate with developers

they do not manage or direct them


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Timeboxing

Timeboxing creates the rhythmthat drives development


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With a solid

foundationyour process, your design and yourproduct will emerge in the way mostappropriate to your context


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Emergence

The beauty of letting go, and trusting


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ScrumPeople

PART TWO


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Product Owner

Thought Leader & Visionary

Drives the Product VisionMaintains the Product BacklogPrioritizes the Requirements

Accepts the Working Software


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Scrum Master

Trouble Shooter& Servant Leader

Manages the ProcessSupports the TeamRemoves Organizational ImpedimentsSocializes Scrum to Management


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The Team

5-8 MembersCross-Functional

Self-ManagingAutonomous

Accountable forMeeting Commitments


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Scrum Relationships

The Team5-9 people

Scrum Master

Product Owner

The Wider

Organization

StakeholdersEnd Users


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ScrumPlanning

PART THREE


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Vision

StatementA short statementof intent

A goal to aspire to


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Vision Statement Example

ScrumSpace: Formembers of the internationalScrum community, who needto connect with like-minded thinkers, ScrumSpace is awebsite thatprovides for the ultimate sharing of knowledge

about Scrum. Unlikeblogs, on-line groups, wikisand YouTube, ScrumSpace offersthe simplicityof a single location that allows for the sharing ofideas via any online collaborative medium.

Features:Scrum Profile | Scrum Buddies | Blogging | Video Sharing

Book Recommendations | Research/White Papers | Job Board

ScrumSpace vision statement written by Stacia Broderick, CST

A li i li t f


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ProductBacklog

A living list ofrequirements

The ProductBacklogrepresents theWHAT of the

system

Prioritization isessential!

Pl i


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Planning

Occurs at the start of each sprint. Team and POnegotiate the commitment, then the team members

begin the design process and generate tasks

D i D li


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Design versus Delivery

Deliver thehighest valueearly on

But dontneglect thebigger picture

Allow designand architectureto emerge

Sushi Delivery means more frequent, smaller, but functional deliveries are made until the system is complete.

Growing tree is a good metaphor for building the right thing. From sapling to full oak tree, the plant must deliver business valuefrom the start to feed itself (photosynthesis, etc.).


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ScrumExecution

PART FOUR


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Sprint Backlog

A list of tasksrepresenting the HOW

of the system

The Sprint Backlog isowned and managed

by the Team


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Dail Scrum

15 Minutes | 3 Questions

What did you do since the last Daily Scrum?

2. What will you do by the next Daily Scrum?

3. What is getting in your way?

St B d


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Story BurndownStories Remaining

Team Task Board


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Team Task Board

Example Task Board


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Example Task Board


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Done Example checklist for working software

Unit tests pass

Customer Acceptance tests pass

User docs written UI design approved by PO

Integrated into existing system

Regression test/s pass

Deployed on staging server

Working Software


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Working Software


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ScrumReflection

PART FIVE

Review


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ReviewOccurs at the end of each sprint.Inspect and Adapt the product.The team meets with the Product Ownerand the Stakeholders to demonstrate theworking softwarefrom the sprint.


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Bugs There are two types of bug recognized in aScrum process:

Bugs found on a story in the current iteration Write a task for that bug and put it in To Do.

These are fixed as they are found. Remember aStory is not Done until all tasks are complete.

Bugs found outside an iteration, e.g. at theReview Meeting

These simply become new stories, are put into thebacklog and prioritized by the PO

Retrospective


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Occurs at the end of each sprint.Inspect and Adapt the process.The team meets with the Scrum Master tolook at what went well and what can beimproved.Retrospectives must concludewith individual commitmentsto action.

Retrospective

Impediment


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Impediment

List

A list of organizationaland team impediments

with suggestedsolutions

This list is maintainedby the Scrum Master

S V l


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Scrum ValuesCourage

Trustfulness

Transparency


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Picture Credits


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Picture Credits

Balanced Rocks: http://innerwisdomonline.com/images/balanced-rocks.jpgLightning Sky: Mac Book pictureScaffold: https://reader010.{domain}/reader010/html5/0611/5b1e83cdbfdc1/5b1e83e5e69d5.jpgFalling Man: http://home.wi.rr.com/scraper/falling_man.jpgEmpirical Cat: http://www.flickr.com/photos/bealluc/114768596/in/set-72157601980111034/Self-Org Birds: http://www.cs.vu.nl/~schut/bird12.jpgCollaboration: http://radziksteadicam.com/img/pic_home_711x281.jpgPrioritization: http://literacy.kent.edu/salt_fork/time_priority/graphics/prioritize.jpgBig Clock: http://www.onmylist.com/category/rants_tangents/Why_daylight_savings_sucks_1Emergence: http://farm1.static.flickr.com/93/240208523_037575bdef.jpgFoundation Stones: http://www.freedombarnworks.com/graphics/wall%20stone.gifPO Handshake: http://www.wabsoluteaeration.com/sitebuildercontent/sitebuilderpictures/handshake.jpgSuper CSM: http://www.danko.org.il/SuperCSM.jpgScrum Team: http://staff.southworks.net/photos/blog_gallery/images/709/original.aspxMan on the Moon: http://www.iglou.com/drake/Images/man_on_moon.jpgPaper Mountain: http://www.document-management-software.com/images/paper-mtn.jpgPiles of Paper: http://www.treehugger.com/paper-piles.jpgStepping Stones: http://adventurecenter.files.wordpress.com/2008/03/stepping-stones1.jpgGarbage Bags: http://scrapetv.com/News/Classified/Images/garbage%20bags.jpgBook Tower: http://www.nationalmuseum.se/upload/Konstbiblioteket/boktrave_web_72p.jpgPlanning: http://farm1.static.flickr.com/64/212570137_37086ab8bf.jpgMagnified Eye: http://sibbia.files.wordpress.com/2007/10/eye-magnifying-glass.jpgPaper Pile: http://blog.lodewijkvdb.com/img/pile.jpg

Ant http://www.dphotojournal.com/wp-content/daily/ants-insects-photo.jpgThank You: http://blog.ning.com/files/Thank%20you.jpg

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