Introduction into SCRUM

Introduction into SCRUM

Anton Viktorov, Eugene Afonin

March 30, 2012 www.ExigenServices.com

Plan

 Origins and history
 Why
 What is it
 Scrum flow
 Roles
 Practices
 eXtreme programming
 Values
 Scalability. Scrum of Scrums

2
2 www.ExigenServices.com

What is SCRUM?

Scrum

3

Scrum Origins & History

 Fuji-Xerox, Honda, Canon, Toyota

 Early 90s

 Jeff Sutherland
 Ken Schwaber
 Mike Beedle

4

Why to invent something?

 Requirements are not fully understood before a project begins
 Users know what they want only after they see an initial version
of software
 Requirements change often during the software construction
process
 New tools and technologies make implementation strategies
unpredictable

5

Philosophy

 Development is not well defined industrial process
 Development is creativity
 Development is complex and requires empirical model

INSPECT AND ADAPT

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Empirical Process Control

 Uses Inspection and subsequent adaptation to optimize realization
of goals
 Transparency is required for inspection and adaptation

7

What is it

 Scrum is an iterative and incremental development methodology
 A key Scrum theme is its emphasis on empirical rather than
defined process

INSPECT AND ADAPT

8

Scrum Flow Overview

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Roles and Practices

 Product Owner
 Scrum Master
 Scrum Team

 Product Backlog
 Sprint
 Sprint Planning Meeting
 Sprint Backlog
 Scrum Meetings
 Sprint Review and Retrospective

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Product Owner

 Represents the interests of the stakeholders, communicates
product requirements
 One person who is responsible for creating and prioritizing the
Product Backlog
 Chooses the goals (from Product Backlog) for the next Sprint
 Responsible for ensuring that the most important business value
is developed first
 Along with other stakeholders, participates in Sprint Review

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Scrum Master

 Ensures Scrum practices followed
 Another main job is to remove blocks
– Decisions in one hour; “bad decisions are better than no
decisions, and they can be reverted”
– Blocks gone in one day, ideally
 Mediates between Management and Scrum team
 Firewall – ensures that team is not interrupted by work requests
from outside.
 Conducts Daily Scrum
 Conducts Sprint Review

12

Scrum Master

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Scrum Team

 7 2 people
 Does whatever needs to meet goal
– Organizes itself and its work
– Cross functional
 Membership can be changed only between sprints

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Product Backlog

 A list of work desired to be done
 List is prioritized by Product Owner

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Sample Product Backlog

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Sprint

 Target duration is 1 month 2 weeks
 No changes during the Sprint
– Plan sprint durations around how long you can commit
to keeping changes out of the Sprint
– Timeboxing in Scrum

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Sprint Planning

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Sprint Goal and Sprint Backlog

 Scrum Team takes the Sprint Goal and decides what tasks are
necessary
 Team self organizes around how they’ll meet the Sprint Goal
– Manager doesn’t assign tasks to individuals
 Managers don’t make decisions for the team
 Scrum Team estimates and commits
 Sprint Backlog is created

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Sample Sprint Backlog

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Sprint Backlog during the Sprint

 Changes
– Team adds new tasks whenever they need to in order to meet
the Sprint Goal
– Team can remove unnecessary tasks
– ! But: Sprint Backlog can only be updated by the team
 Estimates are updated whenever there’s new information

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Sprint Backlog Graph
“Burn-Down” Chart

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Sprint abnormal termination

 Sprint can be cancelled before planned end of sprint date
 Team can cancel Sprint if they are unable to meat Sprint Goal
 Management can cancel Sprint if external circumstances negate
the value of Sprint Goal
 Rule of 20%

 If Sprint is abnormally terminated – conduct Sprint planning and
review termination reason

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Scrum Meetings or “Scrum”

 Scrums are:
– Daily
– Stand-up
– Not more than 20 mins
– Not for problem solving
 Three main questions:
– What have you done since last Scrum?
– What will you do between now and next Scrum?
– What is getting in the way (blocks)?
 Chickens and pigs
– Only Scrum Team can talk (the pigs)
– Anyone else can attend but remain silent (the chickens)

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Sprint Review

 Team presents what is accomplished during the sprint
 “Demo” of new features
 Informal
 Participants
– Customers
– Management
– Product Owner
– Other engineers

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Spring Retrospective

 Team reviews what went well and what went poorly
 Use retrospection techniques to find potential for improvement
 Pick one or two areas to focus for improvement
 Typically 15–30 minutes
 Done after every sprint
 Whole team participates

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No more Roles and Practices

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There are no engineering practices

 Scrum doesn't have any engineering practices, wrapping and
using those at the organization where it is implemented. When
these engineering practices are weak, overall productivity is
lessened.

 XP:
1. Test-Driven Development 7. Small Releases
2. Planning Game 8. Simple Design
3. Whole Team 9. System Metaphor
4. Pair Programming 10. Collective Code Ownership
5. Continuous Integration 11. Coding Standard
6. Design Improvement 12. Sustainable Pace

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Some key success practices

 Replace ineffective Scrum Master
 Workers daily update the Sprint Backlog
 No tasks in Sprint backlog more than 16 hrs
 Scrum Master updates team to see a whole picture every day
 Blocks gone in one day
 Start simple and stay that way

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Scrum Values

 Focus
 Respect
 Courage
 Openness
 Commitment

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You are not doing Scrum if…

 Scrum Master tells the Team what to do
 Customer (Product Owner) isn’t involved in every iteration, isn’t
prioritizing requirements
 You have two or more Product Owners, who own Product
Backlog
 You add new or additional features to the Sprint
 You create a plan for several iterations ahead

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Small project

PO

SM

Team

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Large Project - Scrum of Scrums

Chief PO

Chief SM

PO PO PO PO

SM SM SM SM

Team Team Team Team

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SCRUM

 Scrum is a simple framework
 Scrum provides the mechanism for making people problems
visible so they can be solved

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Books to read

• Agile Software Development with
Scrum, by Ken Schwaber and Mike
Beedle, published by Prentice Hall

• Agile Project Management with
Scrum (Microsoft Professional), by
Ken Schwaber, published by
Microsoft Press

• Agile and Iterative Development, A
Manager’s Guide, By Craig
Larman, published by Addison-
Wesley

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Sites to visit

 www.ControlChaos.com
 www.ScrumAlliance.org

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Tools to use

 Version One (www.VersionOne.net)
 Rally (www.RallyDev.com)
 ScrumWorks (www.ScrumWorks.com)
 Green Hopper for Jira (www.atlassian.com/GreenHopper)
 Xplanner (xplanner.org)
 Sprintometer (www.sprintometer.com – born in Exigen Services)

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Questions

Questions ?

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Photos. Jeff Sutherland

Jeff Sutherland, Anton Viktorov

39

Photos. Kent Beck

Anton Viktorov, Kent Beck, Sergey Andrzheevsky, Elena Komarova
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Introduction into SCRUM

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