L2 - Scrum - Tagged

WHY USE AGILE
METHODS?
USE OF AGILE METHODS IN IT
13th Version One Survey

2019
2019
MOST USED AGILE METHODS

2019
MOST USED AGILE
TECHNIQUES

2019
SCRUM
THE MOST WIDELY USED AGILE METHOD IN IT
SCRUM
• First described by Ken Schwaber and Jeff Sutherland in 1995

at OOPSLA
• Others involved in early development – Hirotaka Takeuchi
and Ikujiro Nonaka (1986); John Scumniotales and Jeff
McKenna
• A lightweight holistic approach. Scrum is a process skeleton
which contains sets of practices and predefined roles. The
process is performed by one cross-functional team
• http://www.scrumguides.org
• http://www.scrumalliance.org/
STRUCTURE OF A SCRUM
TEAM
• The main roles are:
• Product Owner responsible for
maximizing value of the product
and the work of the team;
• Development Team, a cross-
functional group who deliver a
potentially releasable increment
in each Sprint;
• Scrum Master is responsible for
ensuring Scrum is understood
and used. S/he is a ‘servant-
leader’ and protects the team
from outside distractions
DEVELOPMENT TEAM
• Are self-organising. No-one, not even the Scrum

Master, tells the Team how to turn the Product Backlog
into releasable functionality.
• Are cross-functional, with all the skills needed to
complete the work.
• Are called ‘developers’ regardless of what they do
• Have no sub-teams
• Are accountable as a whole
• Optimal team size is small 7+-2
SCRUM MASTER
• Ensures developers use Scrum values and practices

• Helps the team perform as well as possible by:
• Removing impediments
• Facilitating meetings
• Protecting the team from over-committing to work
• Protect the team from under-committing to work
• Working with PO to make sure backlog is well managed
• Is only responsible for the process – like a coach

• Is a servant-leader - shares power, puts the needs of the team
first, helps people develop and perform as highly as possible
PRODUCT OWNER
• Project’s key stakeholder or proxy for key

stakeholder
• Communicates with other stakeholders
• Has a vision of what the product should deliver
• Conveys vision to the team
• Is responsible for building the product backlog
• Is responsible for prioritising the product
backlog
SCRUM PROCESS
SCRUM PRINCIPLES
• During a project customers can change their

minds about what they want and need
• Scrum adopts an empirical approach, accepting
the problem can’t be fully understood upfront so
enabling the team to deliver regularly and
respond to emerging requirements.
• Scrum process is similar to Deming’s PDCA Cycle:
THE SPRINT
• A Sprint is fixed period of time, a month or less

• Each Sprint has a Sprint Goal
• During the sprint the team creates a “done”, useable and
potentially shippable product increment
• During the Sprint:
• No changes are made that endanger the Sprint Goal
• The Sprint backlog is fixed at the beginning of the sprint
• Quality goals do not decrease
• The scope may be clarified and re-negotiated as more is learned
• A Sprint can be cancelled if the Sprint Goal becomes obsolete

FOUR CEREMONIES
• Sprint Planning
• Daily Scrum
• Sprint Review
• Sprint Retrospective
SPRINT PLANNING
• Is a time-boxed planning meeting of no more than 1 day

• Is the collaborative work of the whole team
• Answers two questions:
• What can be delivered in this Sprint?
• How will the work be achieved?
• The input to this meeting is the Product Backlog, the most

recent product increment, the projected capacity of the
Team and analysis of the past performance of the team.
• The number of items selected from the Product Backlog is
decided by the Team
DAILY SCRUM
• The Daily Scrum is a 15 minute time-boxed activity

• It aims to synchronise activities and create a plan for the
next 24 hours
• During the meeting each team member explains:
• What did I do yesterday that helped the Team meet the Sprint Goal?
• What will I do today to help the Team meet the Sprint Goal?
• Do I see any impediment that prevents me or the Team meeting the
Sprint Goal?
• Development Team members participate in the Daily

Scrum
SPRINT REVIEW
• A Sprint Review is a four hour time-boxed review

• Held at the end of the Sprint to inspect the increment
and adapt the Product Backlog if necessary
• The Team, SM and the PO plus key stakeholders
• Sometimes called a “Show & Tell”
• The Team demonstrates the work that has been ‘done’
• Everyone collaborates on what to do next
• Includes a review of how marketplace may have changed
SPRINT RETROSPECTIVE
• A Retrospective is a three hour time-boxed

reflection
• All the Team reflect on the past sprint
• Aim is to make process improvements
• Purpose is:
• Inspect how last Sprint went – people, relationships, process
and tools
• Identify items that went well and potential improvements
• Create a plan for improving the way the Team works
PRODUCT BACKLOG
• Prioritised list of everything that may be needed for the product

• Single source of requirements
• Product Owner is responsible for the Project Backlog
• Can be for anything, software, marketing, non-functional
requirements, business support, bug fixes ...
• Higher priority items are usually clearer and more detailed than
lower priority items
• A rule of Scrum that the Team shouldn't do anything unless it's
on the Backlog
• Multiple teams may access the same Product Backlog
SPRINT BACKLOG
• The set of Product Backlog items selected for the current Sprint
• Also a plan for delivering the product increment and realising the
Sprint Goal
• It is a forecast by the Development Team about what can be done in
the current Sprint
• The Sprint Backlog may change during the Sprint as the Team learns
more about the work needed
• If new work is required that meets the Sprint Goal it may be added to
the Sprint Backlog (but if no time, it is added to the Product Backlog)
• When elements of the plan are deemed unnecessary, they are
removed from the plan
PRODUCT & SPRINT BACKLOG
BURNDOWN CHARTS
• A Burndown Chart shows remaining work

against time
• A Release Burndown measures remaining
Product Backlog across the time of a release
plan.
• A Sprint Burndown measures remaining
Sprint Backlog items across the time of a
Sprint.
EXAMPLE BURNDOWN CHART
SCRUM OF SCRUMS
• For big projects where there are multiple teams

• Daily meetings - clusters of teams to discuss their
work, overlap/integration
• One person from each team attends.
• The agenda – same as daily scrum +
• What as your team done since last met?
• What will your team do before next meet?
• Are there any impediments for your team?
• Are you going to give something to another team?
Scrum Summary on YouTu
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WHY USE AGILE

13th Version One Survey

13th Version One Survey

13th Version One Survey

• First described by Ken Schwaber and Jeff Sutherland in 1995

• Are self-organising. No-one, not even the Scrum

• Ensures developers use Scrum values and practices

• Is only responsible for the process – like a coach

• Project’s key stakeholder or proxy for key

• During a project customers can change their

• A Sprint is fixed period of time, a month or less

• A Sprint can be cancelled if the Sprint Goal becomes obsolete

• Is a time-boxed planning meeting of no more than 1 day

• The input to this meeting is the Product Backlog, the most

• The Daily Scrum is a 15 minute time-boxed activity

• Development Team members participate in the Daily

• A Sprint Review is a four hour time-boxed review

• A Retrospective is a three hour time-boxed

• Prioritised list of everything that may be needed for the product

• A Burndown Chart shows remaining work

• For big projects where there are multiple teams

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