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SCRUM –
Agile Project Management
Software methodology Project
Nader Abdallah
Junary 2014

ESPRIT 2014 Agile Project Management - Scrum 2
Agenda
 Introduction
 Agile Project Management
 What is Scrum?
 Functionality of Scrum
 Components of Scrum
 Scrum Roles
 The Process
 Scaling Scrum
 Conclusion

Introduction
 Classical methods of software development
have many disadvantages:
- huge effort during the planning phase
- poor requirements conversion in a rapid changing
environment
- treatment of staff as a factor of production
 New methods:
Agile Software Development

Manifesto for Agile SD
 Based on the Manifesto for Agile
Software Development
 Individuals and interactions over processes and
tools
 Working software over comprehensive
documentation
 Customer collaboration over contract negotiation
 Responding to change over following a plan

Agile Methods
 Agile methods:
 Scrum
 Extreme Programming
 Adaptive Software Development (ASD)
 Dynamic System Development Method (DSDM)
 …
 Agile Alliance
 A non-profit organization promotes agile
development

What is Scrum?
Definition from rugby football:
a scrum is a way to restart the game after
an interruption, where the forwards of each
side come together in a tight formation and
struggle to gain possession of the ball when
it is tossed in among them

Scrum - an agile process
 SCRUM is an agile, lightweight process for managing
and controlling software and product development in
rapidly changing environments.
 Iterative, incremental process
 Team-based approach
 developing systems/ products with rapidly changing
requirements
 Controls the chaos of conflicting interest and needs
 Improve communication and maximize cooperation
 Protecting the team form disruptions and
impediments
 A way to maximize productivity

Functionality of Scrum

Components of Scrum
 Scrum Roles
 The Process
 Scrum Artifacts

Scrum Master
 Represents management to the
project
 Typically filled by a Project Manager
or Team Leader
 Responsible for enacting scrum values
and practices
 Main job is to remove impediments

The Scrum Team
 Typically 5-10 people
 Cross-functional (QA, Programmers,
UI Designers, etc.)
 Members should be full-time
 Team is self-organizing
 Membership can change only between
sprints

Product Owner
 Acts like one voice (in any case)
 Knows what needs to be build
and in what sequence this should
be done
 Typically a product manager

The Process
 Sprint Planning Meeting
 Sprint
 Daily Scrum
 Sprint Review Meeting

Parts of Sprint Planning Meeting
 1st Part:
 Creating Product Backlog
 Determining the Sprint Goal.
 Participants: Product Owner, Scrum
Master, Scrum Team
 2nd Part:
 Participants: Scrum Master, Scrum Team
 Creating Sprint Backlog

Pre-Project/Kickoff Meeting
 A special form of Sprint Planning
Meeting
 Meeting before the begin of the
Project

Sprint
 A month-long iteration, during which
is incremented a product functionality
 NO outside influence can interference
with the Scrum team during the
Sprint
 Each Sprint begins with the Daily
Scrum Meeting

Daily Scrum
 Is a short (15 minutes long) meeting,
which is held every day before the
Team starts working
 Participants: Scrum Master (which is
the chairman), Scrum Team
 “Chickens” and “Pigs”
 Every Team member should answer
on 3 questions

Questions
 What did you do since the last
Scrum?
 What are you doing until the next
Scrum?
 What is stopping you getting on with
the work?

Daily Scrum
 Is NOT a problem solving session
 Is NOT a way to collect information
about WHO is behind the schedule
 Is a meeting in which team members
make commitments to each other and
to the Scrum Master
 Is a good way for a Scrum Master to
track the progress of the Team

Sprint Review Meeting
 Is held at the end of each Sprint
 Business functionality which was
created during the Sprint is
demonstrated to the Product Owner
 Informal, should not distract Team
members of doing their work

Scrum Artifacts
 Product Backlog
 Sprint Backlog
 Burn down Charts

Product Backlog
 Requirements for a system, expressed as a
prioritized list of Backlog Items
 Is managed and owned by a Product Owner
 Spreadsheet (typically)
 Usually is created during the Sprint
Planning Meeting
 Can be changed and re-prioritized before
each PM

Estimation of Product Backlog
Items
 Establishes team’s velocity (how much
Effort a Team can handle in one Sprint)
 Determining units of complexity.
 Size-category (“T-Shirt size”)
 Story points
 Work days/work hours
 Methods of estimation:
 Expert Review
 Creating a Work Breakdown Structure (WBS)

Sprint Backlog
 A subset of Product Backlog Items,
which define the work for a Sprint
 Is created ONLY by Team members
 Each Item has it’s own status
 Should be updated every day

Sprint Backlog
 No more then 300 tasks in the list
 If a task requires more than 16
hours, it should be broken down
 Team can add or subtract items from
the list. Product Owner is not allowed
to do it

Sprint Backlog
 Is a FORECAST!
 Is a good warning monitor

Burn down Charts
 Are used to represent “work done”.
 Are wonderful Information Radiators
 3 Types:
 Sprint Burn down Chart (progress of the
Sprint)
 Release Burn down Chart (progress of
release)
 Product Burn down chart (progress of
the Product)

Burn down Charts
 X-Axis: time (usually in days)
 Y-Axis: remaining effort

Sprint Burn down Chart
 Depicts the total Sprint Backlog hours
remaining per day
 Shows the estimated amount of time
to release
 Ideally should burn down to zero to
the end of the Sprint
 Actually is not a straight line
 Can bump UP

Release Burn down Chart
 Will the release be done on right
time?
 X-axis: sprints
 Y-axis: amount of hours remaining
 The estimated work remaining can
also burn up

Product Burn down Chart
 Is a “big picture” view of project’s
progress (all the releases)

Scaling Scrum

Pro/Con
 Advantages
 Completely developed
and tested features in
short iterations
 Simplicity of the process
 Clearly defined rules
 Increasing productivity
 Self-organizing
 each team member
carries a lot of
responsibility
 Improved
communication
 Combination with
Extreme Programming
 Drawbacks
 “Undisciplined hacking”
(no written
documentation)
 Violation of
responsibility
 Current mainly carried
by the inventors

Conclusion
 Thanks for you attention!
 Any questions?

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