Scrum introduction
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This document provides an overview of Scrum, an agile framework for managing complex projects. It describes Scrum features such as iterative development, self-organizing cross-functional teams, and time-boxed sprints. Key Scrum roles of Product Owner, Scrum Master, and team members are defined. The document also outlines Scrum artifacts like product and sprint backlogs, user stories, and burn-down charts. It discusses how Scrum requires changes to organizations, management, and developers to transition from command-and-control to self-organizing teams focused on continuous improvement.
![User Story Product Backlog Item
An invitation to conversation
3 things
User Who?
Story/function What?
Benefit Why?
User story template
As a [user], I can [story/function], so that
[benefit]](https://image.slidesharecdn.com/scrumintroduction-131018102451-phpapp02/85/Scrum-introduction-15-320.jpg)
Scrum introduction
- 2. What is Scrum? An agile framework for completing complex projects. Scrum Alliance Created by Jeff Sutherland and Ken Schwaber in 1995.
- 5. Scrum Team Roles Product Owner ScrumMaster Team members
- 7. Cross-functional Team All team members are equal No specific title/label for each member No Special task for special person Have multiple skill set
- 8. Self-organized team No team lead Can not assign specific task to specific team member Team choose the backlog items Pull based Each member is volunteer to choose task No individual performance tracking, team based performance
- 9. Sprint Time-boxed: 2 weeks/1 month PBIs (Product Backlog Item) are frozen during each sprint Can only be cancelled by Product owner Produce potential shippable System after each sprint Defects are put into backlog top for the next sprint
- 10. Product Backlog vs. Sprint backlog Product Backlog Independent Ordered by ROI Owned by PO Sprint Backlog Split PBI into tasks Can be dependent Owned by team
- 11. Daily Scrum Organized by ScrumMaster Standup meeting < 15 minutes Each member answer 3 Questions: Completed? Will Complete? Obstacles?
- 12. ScrumMaster Role Facilitate process improvements Protect the team Remove obstacles Remove Move out Shield Transform Overpower Go around
- 13. Definition of Done Team needs a shared definition of Done, to ensure transparency. The definition will expand to include more items for higher quality 4 techniques to Done Automation Expand skills to team Give team authority Get rid of waste
- 14. Scrum is/is NOT IS a framework for delivering software, NOT an SDLC or buffet of best practices IS good for new product development NOT good for maintenance team Covers on manager side only, NOT on developer side Needs to adopt other practices Has pressure, needs big changes in organization/Management/Developers IS continuous improvement
- 15. User Story Product Backlog Item An invitation to conversation 3 things User Who? Story/function What? Benefit Why? User story template As a [user], I can [story/function], so that [benefit]
- 16. INVEST - validate a user story Independent Negotiable Valuable Estimatable Small Testable
- 17. Estimation - Planning poker
- 18. Estimate user story Planning Poker Estimate Value by PO, stake holder Estimate Effort - by team ROI = value / effort Estimation is a relative value, NOT absolute value
- 19. Scrum board
- 20. Burndown Chart
- 21. The science behind Scrum Software Development is a complex system Defined process control problem is predictable, well understood Empirical process control deal with unpredictable problems Visibility Inspection Adaption - From Agile project management with Scrum by Ken Schwaber
- 23. Thoughts about Scrum Scum is a meta process (framework) Each scrum team has to customize its own rules on top of Scrum Not cover developers side, we need to adopt other practices A process of continuous improvement Has a higher requirements Organization Management Developer Relies on frequent feedback
- 24. Thoughts about Continuous Improvement At the end of each Sprint Get the job done Improve the process Improve the code base Improve the skills
- 25. Organization change? Restructure to cross-functional teams From Command-and-Control to Self-organized Scaling Scrum Need a new strategy for performance review Team based review vs. individual based Intrinsic motivation vs. external motivation
- 26. Managers change? From command-and-control to self-organized From governance to servant leadership New roles? Provide an working environment to make developer use their full potential Focus on the system level Focus on long term improvement
- 27. Developers change? Scrum assumes/requires professional developers More authorities, more responsibilities Need to learn more skills general specialist Need to pursue technical excellence, software craftsmanship Need to be more cooperative
- 28. Think about How much did our company (team) adopt Scrum so far? Are we doing the true Scrum? Is Scrum suitable for our company (team)? What do we need to improve to do Scrum?
- 31. Thank you!
Editor's Notes
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