Yaroslav Rozhankivskyy: Три складові і три передумови максимальної продуктивн...
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 consensus on each 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 what they did yesterday,
1 minute to say what they did 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.
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 PROGRESS to
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 . . .