copy of scrum in 7 seconds tor roennow

8/9/2019 Copy of Scrum in 7 Seconds Tor Roennow

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CONCEPTS

SCRUM

Rules

Scrum Artifacts

Time Boxes

Emerging Requirements


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Open Assessement

There is no role called "project manager" in Scrum

Management external to Scrum has no role.

A framework within which complex products in complexenvironments are developed

An organization has decided to adopt Scrum, ut managementwants to change the terminolog! to fit with terminolog! alread!used. hat will likel! happen if this is done#$ ithout a new

vocaular! as a reminder of the change, ver! little change ma!actuall! happen A%& The organization ma! not understand what

has changed within Scrum and the enefits of Scrum ma! e lostA%& Management ma! feel less anxious


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Scrum Guie

Scrum is not a process or a techni'ue for uilding products( rather, it is a frame!or" within

which !ou can emplo! various processes and techni'ues. The Scrum framework consists of aset of Scrum Teams and their associated roles( Time#)oxes, Artifacts, and *ules.

Scrum, which is grounded in empirical process control theor!, emplo!s an iterative,

incremental approach to optimize predictailit! and control risk. Three pillars uphold ever!implementation of empirical process control

*ules ind together Scrum+s time#oxes, roles, and artifacts. ts rules are descried throughoutthe od! of this document. -or example, it is a Scrum rule that onl! Team memers # the

people committed to turning the roduct )acklog into an increment / can talk during a &ail!Scrum.

Scrum Artifacts include the roduct )acklog, the *elease )urndown, the Sprint )acklog, and

the Sprint )urndown.

The Time#)oxes in Scrum are the *elease lanning Meeting, the Sprint, the Sprint lanningMeeting, the Sprint *eview, the Sprint *etrospective, and the &ail! Scrum.


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ersonal notes

As contrasted to waterfall modelAdaptive approach


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CONCEPTS Open Assessement

Team

#$o is scrum team %

Team mem&ers$ip

The Scrum Team consists of the Scrum Master0manage the process1 the roduct 2wner 0manage

what to do1 and the Team 0doing what the roduct

2wner wants within the process1.

Turn the roduct )acklog it selects into an increment

of potentiall! shippale product functionalit!

3hange4 As needed, while taking into account short

term reduction in Team productivit!


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Scrum Guie

Scrum Team memers are called 5pigs.6

Scrum Teams are designed to optimize flexiilit! andproductivit!( to this end, the! are self#organizing,

the! are cross#functional, and the! work in

iterations

The optimal size for a Team is seven people, plus or

minus two.

Team composition ma! change at the end of aSprint. 7ver! time Team memership is changed, the

productivit! gained from self'organi(ation is

diminished. 3are should e taken when changing

Team composition.


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Scrum master s a Management osition

)mpeiments

Should %2T act as go#etween team and productowner

The primar! wa! a Scrum Master keeps a teamworking at its highest level of productivit! #$ )!facilitating team decisions and removing

impediments

*esolve4rioritize the list and work on them in

order( Alert management to the impediments and

their impact( 3onsult with the team.


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Scrum Guie

The ScrumMaster should never e the roduct 2wner

The ScrumMaster is responsile for ensuring that the Scrum Team adheres to Scrumvalues, practices, and rules. The ScrumMaster helps the Scrum Team and the

organization adopt Scrum.


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Prouct O!ner *PO+

The 2 knows the most aout the progress

toward a usiness ojective or a release, andis ale to explain the alternatives most clearl!

*esponsiilit!4 2ptimizing the return on

investment of the work


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Scrum Guie

The roduct 2wner is the one and onl! person responsile

for managing the roduct )acklog and ensuring the valueof the work the Team performs.

The roduct 2wner is present during the second part of the

Sprint lanning Meeting to clarif! the roduct )acklog andto help make trade#offs.


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CONCEPTS

Prouct Bac"log

Burno!n c$art ,

Release Burno!n

Release Planning Meeting


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Open Assessement

Tracks4 ork remaining across time

Multiple teams4 2%7 product acklog 0rojects have an overall

product owner, regardless of how man! teams are used. The

overall roduct 2wner must ale to assess the progress in turningthe roduct )acklog into usale functionalit!. To do so, the overall

roduct 2wner must see the integrated, complete 5done6 of all

people working on the project. 2therwise, the undone work isindeterminate.1

8ow much work must a Team do to a roduct )acklog item it

selects for a Sprint#$ As much as it has told the roduct 2wner

will e done for ever! roduct )acklog item it selects in

conformance with the definition of done.

Sorte !4 9east valuale items at the ottom to most valuale

at the top


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Scrum Guie

*elease planning is entirel! optional.

Scrum emplo!s four principal artifacts. The roduct )acklog is aprioriti(e list of ever!thing that might e needed in the product.

The roduct 2wner is responsile for the roduct )acklog, its

contents, its availailit!, and its prioritization. roduct )acklog is

never complete.

t is a list of all features, functions, technologies, enhancements,and ug fixes that constitute the changes that will e made to the

product for future releases. riorit! is driven ! risk, value, and

necessit!.

The various aspects of the process must e inspected fre'uentl!

enough so that unacceptale variances in the process can e

detected.A *elease )urndown measures remaining roduct )acklog across

the time of a release plan.

The release plan estalishes the goal of the release, the highest

priorit! roduct )acklog, the major risks, and the overall features

and functionalit! that the release will contain.

n Scrum release planning, an overall goal and proale outcomes

are defined.

*elease planning re'uires estimating and prioritizing the roduct

)acklog for the *elease.


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Sprint

Sprint Burno!n

Sprint Bac"log

Sprint Bac"log )tem

A-ust sprint

.isuali(ations

03ourtes! of :eff Sutherland1

%o firm prere'uisites 0release plan, staffing,product acklog1( The T7AM updates the TAS;

estimates(

hat is the maximum length of a Sprint< %ot solong that the risk is unacceptale to the roduct

2wner A%& %ot so long that other usinessevents can=t e readil! s!nchronized with thedevelopment work A%& 2ne calendar month

&oes %2T do during first sprint4 %ail down thecomplete architecture and infrastructure A%&

&evelop a plan for the rest of the project

&o do during first sprint4 &evelop and deliver at

least one piece of functionalit! A%& &eliver anincrement of potentiall! shippale functionalit!

All Sprint )acklog tems are "owned" ! theentire Team, even though each one ma! e

done ! an individual team memer.

who has to e present when reviewing andadjusting the Sprint goal and work #$ The

roduct 2wner and Team

Anormal termination of a Sprint #$ hen the

roduct 2wner determines that it makes nosense to finish it


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Scrum Guie

A Sprint is an iteration. Sprints are time#oxed.

A Sprint )urndown measures remaining Sprint )acklog items across the time of a Sprint.

2ne da! or less is a usual size for a Sprint )acklog item that is eing worked on.

The heart of Scrum is a Sprint, which is an iteration of one month or less that is of consistent length throua development effort. All Sprints use the same Scrum framework, and all Sprints deliver an increment of th

final product that is potentiall! releasale. 2ne Sprint starts immediatel! after the other.

Sprints contain and consist of the Sprint lanning meeting, the development work, the Sprint *eview, andSprint *etrospective. Sprints occur one after another, with no time in etween Sprints.

The Sprint )acklog is a list of tasks to turn the roduct )acklog for one Sprint into an increment of potentishippale product.

2nl! the Team can change its Sprint )acklog during a Sprint. 2nl! the Team can change the contents or th

estimates. The Sprint )acklog is a highl! visile, real time picture of the work that the Team plans to accoduring the Sprint, and it elongs solel! to the Team.

The Sprint )acklog consists of the tasks the Team performs to turn roduct )acklog items into a 5done6increment.

Sprints can e cancelled efore the Sprint time ox is over. 2nl! the roduct 2wner has the authorit! to ca

the Sprint


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Sprint planning meeting

Sprint re/ie!

Sprint retrospecti/e

> hours for a monthl! Sprint, proportionatel! less forshorter Sprints


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Scrum Guie

The Sprint *eview provides valuale input to suse'uent Sprint lanning meeting.

The Sprint lanning meeting is when the iteration is planned. t is time#oxed to eighthours for a one month Sprint.

There are two parts to the Sprint lanning Meeting4 the 5hat


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0ail1 Scrum

Timeox4 @ minutes

Scrum master4 does not have to e there( he or she

onl! has to ensure the Team has a &ail! Scrum( the

T7AM is re'uired B

&ail! Scrum held at the same time and same place

#$ The consistenc! reduces complexit!


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Scrum Guie

The &ail! Scrum meeting is used to inspect progress

toward the Sprint goal, and to make adaptations that

optimize the value of the next work da!.

&uring the meeting, each Team memer explains4 @.

hat he or she has accomplished since the last

meeting( C. hat he or she is going to do efore thenext meeting( and D. hat ostacles are in his or her

wa!.

The ScrumMaster ensures that the Team has themeeting. The Team is responsile for conducting the

&ail! Scrum.

The &ail! Scrum is an inspection of the progress

toward that Sprint ?oal


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0ONE

Man! teams4 All Teams must have a definition of "done"that when their work integrates results in a definition of"done" that is potentiall! shippale.


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Scrum Guie

Transparenc! ensures that aspects of the process that affect the

outcome must e visile to those managing the outcomes. %ot

onl! must these aspects e transparent, ut also what is eing

seen must e known. That is, when someone inspecting aprocess elieves that something is done( it must e e'uivalentto their definition of done.

hen someone descries something as done, ever!one mustunderstand what done means.

A completel! 5done6 increment includes all of the anal!sis,

design, refactoring, programming, documentation and testingfor the increment and all roduct )acklog items in the

increment.

5Endone6 work is added to a roduct )acklog item named 5undone work6 so it accumulates and correctl! reflects on the

*elease )urndown graph. This techni'ue creates transparenc!

in progress toward a release.


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CONCEPTS

Basics

.ieo

#e&sites

Papers


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2in"s

www.scrumfoundation.com 0where classes are offered1

www.scrum.org 0wesite ! ;en Schwaer1

http4FFwww.!outue.comFwatch

copy of scrum in 7 seconds tor roennow

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