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Core Scrum
Sam Hwang
Sep 2009
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Course agenda
• Overview of Agile and Scrum
• Roles on a Scrum Team
• Product Backlog
• Sprint Planning
• Sprint Tracking• Rules of Scrum
• Stand-up
• Sprint Review• Sprint Retrospective
Today
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Outline 1 of 2
• Overview
•Defined vs Adaptive Process
• Origins of Agile
• Scrum Process Diagram
• Scrum Team Roles
• Product Backlog
• Sprint Planning Meeting
• Sprint Tracking
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Outline 2 of 2
• Sprint Planning Meeting Simulation
• Sprint Rules!
• Potentially Shippable
• Done (Again)
• Changes / Termination
• Sprint Length
• Stand-up
• Dysfunctional Standup Exercise • Sprint Review
• Sprint Retrospective
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A defined process
A defined
process
A defined
process
• Every task must be completely understood.Whengiven a well-defined set of inputs, the same outputs are
generated every time.
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Is software development a definedprocess?
• Is every task completely understood?• Given the exact same inputs (including
people) Will we get the same results every time?
Can we even have the exact same inputs?
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Adaptive process control
• Useful when
Process cannot be sufficiently described toensure repeatability
• Embrace Change• Inspect and Adapt
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An Iterative Process
v2.0 v2.1 v2.3 v2.4
Design
Test
B u i l d
Innovate
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What is Agile?
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Origins
• Scrum
• “The New New Product Development Game,” HBR, 1986.
• Schwaber, Beedle, Sutherland on Scrum starting in 1995.
• Extreme Programming
• Kent Beck, Ward Cunningham, Ron Jeffries, 1999
• Others
• Lean
• Feature-Driven Development
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The Agile Manifesto
• February 2001
• 17 advocates of “lightweight methodologies”got together to see what they had in common
• Result was a manifesto of four valuestatements
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Process and toolsProcess and toolsIndividuals and
interactions
Individuals and
interactionsover
The Agile Manifesto
Comprehensive
documentation
Comprehensive
documentationWorking softwareWorking software over
Contract negotiationContract negotiationCustomer
collaboration
Customer
collaborationover
Following a planFollowing a planResponding to changeResponding to change over
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Agile
…ContinuouslyShort timeboxed iterations.Deliver ValueWork on highest value and
riskiest features first. Release
frequently. Reduce waste.
Communicate
Big visible charts, informationradiators, daily meetings.
Regular planning sessions.
Get Feedback
Show work early and often,make it visible and get constant
customer involvement
CollaborateWhole team thinking, owning
and solving problems with thecustomer.
AdaptEmbrace change. Give up on
“managing” and “controlling” it
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This is NOT Agile
• Compress the schedule
• No documentation
• Hack code
• No design or planning
The organization may gain short term speed at the cost of long term gain.
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Course agenda
• Overview of Agile and Scrum
• Roles on a Scrum Team• Product Backlog
• Sprint Planning
• Sprint Tracking• Rules of Scrum
• Stand-up
• Sprint Review• Sprint Retrospective
Today
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The Scrum Process
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The Scrum Team
Product Owner
Scrum Master
The Stakeholders
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Product Owner
Deliver
Value• Plan
• Prioritize
• Collaborate
• Product visionary
• Maximizes business value
• Prioritizes and clarifies requirements
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Product Owner
• Defines the features of the product, decideson release date and content
• Is responsible for the profitability of theproduct (ROI)
• Prioritizes features according to marketvalue
• Can change features and priority in theproduct backlog
• Accepts or rejects work results
• Communicates with the business
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Scrum Master
• Serves the team
• Tracks progress
• Guards the Scrum process
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Scrum Master
• Ensures that the team is fullyfunctional and productive
• Enables close cooperation across allroles and functions and removesbarriers
• Shields the team from externalinterferences
• Ensures that the process is followed.Participates in daily scrum, sprintreview and planning meetings
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Work
Sprint
Tasks
The Team Meet Daily
Produce product
increment
Th T
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The Team
• Cross-functional
• Self-Organizing
St k h ld
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Stakeholders
Review• Prioritize
• Collaborate
• Serve
C d
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Course agenda
• Overview of Agile and Scrum
• Roles on a Scrum Team• Product Backlog
• Sprint Planning
• Sprint Tracking• Rules of Scrum
• Stand-up
• Sprint Review• Sprint Retrospective
Today
P d t b kl
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Product backlog
• Items of highest value atthe top
•Prioritized by theproduct owner
•Estimated by the team
This is the
product backlog
This is the
product backlog
A prioritized list of requirements
A l d t b kl
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A sample product backlog
Backlog item Estimate
Allow a guest to make a reservation 3As a guest, I want to cancel a reservation. 5
As a guest, I want to change the dates of a
reservation. 3
As a hotel employee, I can run RevPAR reports
(revenue-per-available-room)8
Improve exception handling 8
Bug #4334 – Improve error handling with… 1
Investigate PayPal integration 9
Common product backlog
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Ideal Time
Calendar Time
Common product backlogestimating units
Ideal Time or Calendar Time
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Ideal Time -or- Calendar Time
Ideal time
• The amount of time something is likely to take one
person if they aren’t disrupted or distracted• If two people will work on it, their time is added
• Often expressed in days (including ½ day, etc.)
Calendar Time
• Just old-fashioned guessing at the hours or days
something will take
Estimating the Product Backlog
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Estimating the Product Backlog
• Use coarse-grained estimates for the
Product Backlog
• Think: “Days” or “Weeks”
Course agenda
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Course agenda
• Overview of Agile and Scrum
• Roles on a Scrum Team• Product Backlog
• Sprint Planning
• Sprint Tracking• Rules of Scrum
• Stand-up
• Sprint Review• Sprint Retrospective
Today
The Scrum Process
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The Scrum Process
Sprint Planning Meeting Sprint Review/Sprint Retrospective
Sprint Planning
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Sprint Planning
Team takes a subset of the product backlogand commits to delivering it for the sprint.
Sprint Planning
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Sprint Planning
Objective
In Sprint Planning, the Team determines a list of features to bedeveloped in the current sprint.
Victory Conditions
They’ve defined a clear goals for the sprint
They’ve come up with a task-driven plan for achieving itThey can make a commitment to completing that plan
Sprint Planning
Description PlayersEquipment Rules: 1 Rules: 2
Sprint Planning
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Sprint Planning
Equipment
1.5 to 2 sprint's worth of Product Backlog
Post-it notes / Whiteboard
Sprint Planning
Description PlayersEquipment Rules: 1 Rules: 2
Sprint Planning
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Sprint Planning
Players
Team Members
Product Owner
Sprint Planning
Description PlayersEquipment Rules: 1 Rules: 2
Sprint Planning
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Sprint Planning
Rules
• Determine theteam’s initialcapacity
• Get velocity usingyesterday’s weather
• Multiply by thenumber of days inthe sprint
• Adjust for knowncontingencies
Sprint Planning
Description PlayersEquipment Rules: 1 Rules: 2
Sprint Planning
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Sprint Planning
27 hours1 day3 hoursEduardo
21 hours3 day3 hoursMichael
27 hours1 day3 hoursRita
27 hours1 day3 hoursAnne
TotalLess Vacations, Holidays, EtcBase
Hours
Name
Based on Yesterday’s Weather
Sprint Planning
Description PlayersEquipment Rules: 1 Rules: 2
Sprint Planning
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Sprint Planning
Rules
• Select an item from the product backlog and
discuss
• Break down into tasks to complete the item
• Estimate amount of work for each task
• If team has capacity left, proceed with next
item; otherwise, stop – sprint planning is done
Sprint Planning
Description PlayersEquipment Rules: 1 Rules: 2
Sprint Planning
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Sprint Planning
Rules
• Players volunteer for task
• Volunteer estimates task
• Estimate is subtracted from their bandwidth
• Don’t know enough to estimate? Spike
• Estimates are in hours, typically 2-4 hour tasks
Sprint Planning
Description PlayersEquipment Rules: 1 Rules: 2
Sprint Tasks: Yahoo! Example
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Sprint Tasks: Yahoo! Example
Sprint Planning: Done
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Sprint Planning: Done
Definition of “DONE” helps clarify goal
• Mockups, schemas to review• Usability results
• Fully tested and staged code
Sprint Planning Values andI i ht
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Insights• Volunteering
• “Done”
• Yesterday’s Weather
• Improved predictability
• Humane work
• Team Commitment => taking a stance
• Who is involved / who is the team
• Declaring personal availability before accepting work so that you don’t feel like a bad-guy when you turn down work
• Self-empowerment
• Team alignment
• Time boxing
• Fixed : resource and time
• Estimate: Requirement/Value
Course agenda
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Course agenda
• Overview of Agile and Scrum
• Roles on a Scrum Team• Product Backlog
• Sprint Planning
• Sprint Tracking• Rules of Scrum
• Stand-up
• Sprint Review• Sprint Retrospective
Today
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0
200
400
600
800
1,000
4 / 2 9
5 / 1 3
Tracking Progress
Tracking Progress
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ac g og ess
Description
In Task Tracking, the Builders provide incremental
information about their progress, which is then
converted into a global picture of how well the team
is progressing.
Victory Conditions:
They know whether or not they can fulfill their sprint
commitments
A sprint burndown chart
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A sprint burndown chart
H o u r s
Course agenda
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g
• Overview of Agile and Scrum
• Roles on a Scrum Team• Product Backlog
• Sprint Planning
• Sprint Tracking• Rules of Scrum
• Stand-up
• Sprint Review• Sprint Retrospective
Today
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Sprin tsSprin ts
Sprints
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p
During the sprint:
• Analysis
• Design
• Code
• Test
This is thesprint
This is thesprint
Always deliver
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y
• Always deliver a potentially shippable
product increment at the end of each sprint
• Do not miss the end of the sprint
The deadline is sacred
Potentially shippable productincrement
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increment
• High quality• Tested
• “Done”
Potentially shippable ≠ shippable
The scope of “done”
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p
PlanningPlanning
AnalysisAnalysis
DesignDesign
CodingCoding
TestingTesting
PerformancePerformance
User AcceptanceUser Acceptance
PilotPilot
LiveLive
!!Extend the scope of
“Done” as far as possible
Defining “Done”
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What does “Done” mean in your current project?What doesWhat does ““DoneDone”” mean in your current project?mean in your current project?11
What issues do you see with this definition of done?How would you address them?What issues do you see with this definition of done?What issues do you see with this definition of done?How would you address them?How would you address them?
22
What engineering problems do you see with thisapproach?
How would you rectify them?
What engineering problems do you see with thisWhat engineering problems do you see with thisapproach?approach?
How would you rectify them?How would you rectify them?
33
Pair with someone you donPair with someone you don’’t know.t know.
Turn to each other and share shortTurn to each other and share shortanswers to the following for 5 minutes:answers to the following for 5 minutes:
Sequential vs. overlappingdevelopment
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development
Source: “The New New Product Development Game” by
Takeuchi and Nonaka. Harvard Business Review, January 1986.
Rather than doing all of
one thing at a time...
...Scrum teams do a little
of everything all the time
Queuing theory
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Queuing Theory 101
Cycle Time as a Function of Utilization and Batch Size*
0
5
10
15
20
25
30
35
40
45
10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
C y c l e T i m e
( h o u r s )
Small Batches
Medium Batches
Large Batches
*This assumes batch size is proportional to variability.
Little’s Law
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Total Cycle Time =Number of Things in Process
Average Completion Rate
• The long-term average number of customers ina stable system N, is equal to the long-term
average arrival rate, λ, multiplied by the long-term average time a customer spends in thesystem, T
N = λ T
• In other words:
Exercise 1
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• Make teams of 5 people• 4 will operate
• 1 will measure (using chronometer)
• Put 20 cards face up in front of you
• Start the chronometer
• Move all cards to your neighbor and flip down all of the20 cards (one by one)
• When the 20 cards are moved, your neighbor move all
cards to his neighbor and flip up all the cards• Do it again … till the last member of the team
•Stop the chronometer
Exercise 2
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• Make teams of 5 people
• 4 will operate
• 1 will measure (using chronometer)
• Put 20 cards face up in front of you
•Start the chronometer
• Move 1 card to your neighbor and flip down this card
• When 1 card is available for your neighbor, he takes it
and moves it to its neighbor and flip up this card• Do it again … till the last member of the team and the
last card
• Stop the chronometer
Discussion
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• Compare the 2 results (duration)
• What is the fastest organization• Could you explain why?
• Don’t forget to use mathematics ☺
Large Batch generates long period of waiting
Average completion rate is similar (time to flip 4
times a card) but the number of things in process is
reduced
Deliver Fast
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• Now, you know how to deliver fast
• Reduce Number of things in the Process
• Use SCRUM approach (short iterations)
• Reduce size of requirements
• Use MMF approach (see next section)
Reciprocal commitments
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The business commits to leave
priorities alone during the sprint
No changes during a sprint
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• What the team commits to—and what theproduct owner agrees to—during sprint
planning should be what is delivered
• We start with vague requirements. Our
understanding of those requirements is
refined during the sprint.
However, keep in mind that...
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Average time to implementation
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Week 1 Week 2 Week 3 Week 4
Sprint 1 Sprint 2
Average change is delivered 1½
sprints after being discovered.
…and delivered here.
…gets planned into this
sprint…
The Lesson
A change that is
identified here…
Reproduced with kind permission by Mike Cohn mountaingoatsoftware.com
Sprint length
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• Most common lengths:
• 2-weeks, 4-weeks
•How long the business can go without changing its mind•Pick a length that spreads intensity appropriately
•Ability to reliably predict effort on tasks four weeks out
•Length of the overall release
•Amount of uncertainty on the project•The overhead of iterating
Factors to consider…
Sprint Length
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• Keep the same sprint length for all your sprints.
• Don’t change length arbitrarily from one sprint to
another
• Be sure to run sprints back to back.
• Always end the sprint on time
• Promote regularity
• Establish a heartbeat
These Policies
Intensity varies over time
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Months
I n t e n
s i t y
Months
Waterfall
Scrum
Sprints
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Is there such a thing as an “analysis sprint” where
requirements are pulled together?
Is there such a thing as anIs there such a thing as an ““analysis sprintanalysis sprint”” wherewhere
requirements are pulled together?requirements are pulled together?
11
If a project requires a lot of infrastructure andarchitecture work that will take eight weeks to
complete, should the first sprint be eight weeks long?
Is the architecture an adequate deliverable?
If a project requires a lot of infrastructure andIf a project requires a lot of infrastructure andarchitecture work that will take eight weeks toarchitecture work that will take eight weeks to
complete, should the first sprint be eight weeks long?complete, should the first sprint be eight weeks long?
Is the architecture an adequate deliverable?Is the architecture an adequate deliverable?
33
Is there such a thing as a “testing sprint”?Is there such a thing as aIs there such a thing as a ““testing sprinttesting sprint””??22
Release Sprints
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• Always target a potentially-shippable
product increment
• But, some polishing can occur in a releasesprint
Some stress, performance or usability testing
Compliance
Documentation touchups (final screen shots)
A Sprint Warning
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Don’t let work slop over from
sprint to sprint and build up
Will this sprint finish on time?
350
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M o n d a y0
50
100
150
200
250
300
T u e s d a y
W
e d n e s d a y
T h u r s d a y
F r i d a y
W
e d n e s d a y
M o n d a y
T u e s d a y
F r i d a y
T h u r s d a y
350
Course agenda
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• Overview of Agile and Scrum
• Roles on a Scrum Team• Product Backlog
• Sprint Planning
• Sprint Tracking• Rules of Scrum
• Stand-up
• Sprint Review• Sprint Retrospective
Today
Stand-Up
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Stand-Up
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The stand-up is..
• A 15 minute meeting• A forum for team members to
answer • What I did
• What I plan to do today• What is blocking me
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• Understand what is in play
• Increase Collaboration
Why Stand-ups?
• Allows for efficient collaboration
• Demonstrate respect
Good Stand-ups:
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Course agenda
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• Overview of Agile and Scrum
• Roles on a Scrum Team• Product Backlog
• Sprint Planning
• Sprint Tracking• Rules of Scrum
• Stand-up
• Sprint Review• Sprint Retrospective
Today
Sprint Review
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Description
In the Sprint Review, the team demos the completedfeatures (and other products of the sprint) to allinterested parties.
Victory Conditions• Everyone understands where the product is andwhat it can do at this point in time
• Valuable feedback is acquired from Stakeholders
• Everyone has fun
Sprint Review
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Equipment
• A functional product that was finished at the end of the sprint
• Demonstrable on a staging server
• Other work artifacts to demonstrate
Sprint Review
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Players
• The Whole Team
• Developers, Testers, UED, etc
• Product Owner
• Any Stakeholder who is interested
Sprint Review
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Rules
• Hold a 30 minute informal presentation
• Limit the prep time to 2 hours total
• Be careful not to do additional work justfor the review!
Course agenda
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• Overview of Agile and Scrum
• Roles on a Scrum Team• Product Backlog
• Sprint Planning
• Sprint Tracking• Rules of Scrum
• Stand-up
• Sprint Review• Sprint Retrospective
Today
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Sprint Retrospective
Sprint Retrospective
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Description
In the Sprint Retrospective, the Team takes
stock of what did and didn’t work during thelast sprint, and comes up with strategies to
improve their processes and development
methods.Victory Conditions
Inspect & Adapt
Sprint Retrospective
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Players
• Team Members
• Builders
• Product Owner
• No Other Stakeholders!
Sprint Retrospective
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Rules
• Typically 30-60 minutes
• Done after every sprint
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Sprint RetrospectiveS tar t
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S top
Con tinue
• Showing the software to customers early
• Specifying acceptance tests early and withcustomers
• Doing code inspections• Getting FitNesse into the nightly builds
• Trying to finish one story before moving to the
next
• Being disrespectful of QA
• Making progress with the canonical database
• Emphasizing test automation
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Thank You!