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5 InterFace AG 4 • Each Sprint has the same duration, fixed by the Team and PO at Project start • Scrum suggests four weeks. One to four week Sprints are normal • One Sprint immediately follows another • It is important to keep up the pace • This gives the development a steady rhythm • The PO prioritises the PBL entries and prepares the most important elements • PBL entries are clarified and details are added where needed • PBL entries are estimated (relatively) by the Team • The Team chooses (according to priority) which entries can be completed in this Sprint • Definition of tasks (Development, Tests, Documentation, Meetings, F&E, Review, Refactoring, …) • Each task is to be completed in one day • PO and Team together define the committed objective of this Sprint 8 • The answers move PosIts / tasks on the taskboard • Meeting within the Team for the Team (not for status control) • The Team updates • Sprint Backlog • Burndown Chart (How many tasks remain?) • List the obstructions (Impediment Backlog) Synchronisation of the Team: • Daily, standing by the taskboard, always < 15 min • Three questions: • What have I finished since the last meeting? • What will I finish before the next meeting? • What is obstructing me (has obstructed me)? Scrum • The PO represents all Stakeholders • The PO develops and communicates the Vision, that is needed for business success • The PO formalises the Requirements in a List of Features Product Owner (PO) • The PBL lists all required features and the results that are needed • The PO prioritises and sorts the entries according to their business values and their judged risks • Entries can be changed, added or removed • The PBL is a continually maintained plan for attaining the maximum value Product Backlog (PBL) Sprint Sprint Planning Meeting (1) und (2) 7 • The agreed Sprint objective and deadline do not change • This enables strong focussing of theTeam on a locally stable environment • Necessary changes can be brought into the PBL. They cannot be implemented before the next Sprint • In critical cases the PO can break off a Sprint and start the next one at once No Changes 6 • Lists the tasks necessary to accomplish the agreed Sprint objective • Entries are grouped according to PBL entry • Forms the Basis for the (Self-)Organisation of the Team during the Sprint • Displayed on the task board (Post-it o.Ä.) Sprint Backlog Daily Scrum Meeting 9 Burndown Chart (BDC) 11 • The SM controls the ”inspect and adapt” cycles in Scrum • He helps the Team by: • Removal of organisational obstructions (ouch!) • Protection from perturbing influences and interference attempts • He works with the Product Owner by: • Helping in prioritising according to value • He is the coach for the use of Scrum • He ensures the support and recognition of the Agile Principle by all Stakeholders Scrum Master (SM) • The result of a Sprint is the completion of the features agreed as the Sprint objective • “Done” means potentially deliverable, ready for Rollout: • Completely implemented • Completely tested • The code conforms to standards and guidelines • well documented • The Team defines what is done and can change and improve this definition 12 „Done means really done“ Experiences of the last Sprint bring concrete improvements: • Top directive Regardless of what is said or discussed in a Retrospective, we all remain convinced, that everyone has done his best in the given situation to attain the objective of the Sprint. • Three Questions (in sequence): • What went well? • What can be improved? (Team / Organisation) • Who takes this on? Sprint Review • Presentation and “Acceptance” of the finished Product Backlog entries • Checking the Sprint objectives • Presentation in a “real” environment • Feedback, perhaps new entries in the PBL 14 Sprint Retrospective 10 Impediment Backlog (IBL) • The IBL is a list of identified obstructions • in the Team • in the Organisation • The Team prioritises the IBL • Removal of IBL entries can call for new tasks in the Sprint Backlog The Burn Down Chart (BDC) reflects the remaining work to be done in the current Sprint • Graphical representation, updated daily • Should be zero at end of Sprint © Copyright InterFace AG •V.0.1 - 081014 • Optimum Size: 7 +/-2 Members • Interdisciplinary • All abilities needed to produce the finished product are present (Architects, Developers, Testers, …) • Everybody contributes to success with all his skills and knowledge (not only according to title) • The Team must understand the PO’s Vision • The Team organises and manages itself • The Team commits to achieving the agreed objective 3 Team (Pigs) … Creative Target Analysis • Idea Management • Stakeholder Management • Re-use of available prototypes Start 0 www.InterFace-AG.de 1 2 13

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Page 1: Scrum - ryuzee.com · Scrum Master (SM) • The result of a Sprint is the completion of the features agreed as the Sprint objective ... • Should be zero at end of Sprint

5

InterFace AG

4• EachSprinthasthesameduration,fixedbytheTeamandPOatProjectstart

• Scrumsuggestsfourweeks.OnetofourweekSprintsarenormal

• OneSprintimmediatelyfollowsanother

• Itisimportanttokeepupthepace

• Thisgivesthedevelopmentasteadyrhythm

• ThePOprioritisesthePBLentriesandpreparesthe

mostimportantelements

• PBLentriesareclarifiedanddetailsareaddedwhereneeded

• PBLentriesareestimated(relatively)bytheTeam

• TheTeamchooses(accordingtopriority)which

entriescanbecompletedinthisSprint

• Definitionoftasks(Development,Tests,Documentation,

Meetings,F&E,Review,Refactoring,…)

• Eachtaskistobecompletedinoneday

• POandTeamtogetherdefinethecommitted

objectiveofthisSprint

8• TheanswersmovePosIts/tasksonthetaskboard

• MeetingwithintheTeamfortheTeam(notforstatuscontrol)

• TheTeamupdates

• SprintBacklog

• BurndownChart(Howmanytasksremain?)

• Listtheobstructions(ImpedimentBacklog)

SynchronisationoftheTeam:

• Daily,standingbythetaskboard,always<15min

• Threequestions:

• WhathaveIfinishedsincethelastmeeting?

• WhatwillIfinishbeforethenextmeeting?

• Whatisobstructingme(hasobstructedme)?

Scrum

• ThePOrepresentsallStakeholders

• ThePOdevelopsandcommunicatestheVision,

thatisneededforbusinesssuccess

• ThePOformalisestheRequirementsinaListofFeatures

Product Owner (PO)

• ThePBLlistsallrequiredfeaturesandtheresultsthatareneeded

• ThePOprioritisesandsortstheentriesaccordingtotheirbusinessvalues

andtheirjudgedrisks

• Entriescanbechanged,addedorremoved

• ThePBLisacontinuallymaintainedplanforattainingthemaximumvalue

Product Backlog (PBL)

Sprint Sprint Planning Meeting (1) und (2)

7• TheagreedSprintobjectiveanddeadlinedonotchange

• ThisenablesstrongfocussingoftheTeamonalocallystableenvironment

• NecessarychangescanbebroughtintothePBL.TheycannotbeimplementedbeforethenextSprint

• IncriticalcasesthePOcanbreakoffaSprintandstartthenextoneatonce

No Changes

6• ListsthetasksnecessarytoaccomplishtheagreedSprintobjective

• EntriesaregroupedaccordingtoPBLentry

• FormstheBasisforthe(Self-)OrganisationoftheTeamduringtheSprint

• Displayedonthetaskboard(Post-ito.Ä.)

Sprint Backlog

Daily Scrum Meeting

9 Burndown Chart (BDC)

11• TheSMcontrolsthe”inspectandadapt”cyclesinScrum

• HehelpstheTeamby:

• Removaloforganisationalobstructions(ouch!)

• Protectionfromperturbinginfluencesandinterferenceattempts

• HeworkswiththeProductOwnerby:

• Helpinginprioritisingaccordingtovalue

• HeisthecoachfortheuseofScrum

• Heensuresthesupportandrecognitionof

theAgilePrinciplebyallStakeholders

Scrum Master (SM)

• TheresultofaSprintisthecompletionofthefeaturesagreedastheSprintobjective

• “Done”meanspotentiallydeliverable,readyforRollout:

• Completelyimplemented

• Completelytested

• Thecodeconformstostandardsandguidelines

• welldocumented

• TheTeamdefineswhatisdoneandcanchangeandimprovethisdefinition

12 „Done means really done“

ExperiencesofthelastSprintbringconcreteimprovements:

• Topdirective

RegardlessofwhatissaidordiscussedinaRetrospective,weallremain

convinced,thateveryonehasdonehisbestinthegivensituationtoattainthe

objectiveoftheSprint.

• ThreeQuestions(insequence):

• Whatwentwell?

• Whatcanbeimproved?(Team/Organisation)

• Whotakesthison?

Sprint Review

• Presentationand“Acceptance”ofthefinishedProductBacklogentries

• CheckingtheSprintobjectives

• Presentationina“real”environment

• Feedback,perhapsnewentriesinthePBL

14Sprint Retrospective

10 Impediment Backlog (IBL)

• TheIBLisalistofidentifiedobstructions

• intheTeam

• intheOrganisation

• TheTeamprioritisestheIBL

• RemovalofIBLentriescancallfornew

tasksintheSprintBacklog

TheBurnDownChart(BDC)reflectstheremainingworktobedoneinthecurrentSprint

•Graphicalrepresentation,updateddaily

•ShouldbezeroatendofSprint

©CopyrightInterFaceAG•V.0.1-081014

• OptimumSize:7+/-2Members

• Interdisciplinary

• Allabilitiesneededtoproducethefinishedproductarepresent

(Architects,Developers,Testers,…)

• Everybodycontributestosuccesswithallhisskillsandknowledge

(notonlyaccordingtotitle)

• TheTeammustunderstandthePO’sVision

• TheTeamorganisesandmanagesitself

• TheTeamcommitstoachievingtheagreedobjective

3Team (Pigs) …

CreativeTargetAnalysis

• IdeaManagement

• StakeholderManagement

• Re-useofavailableprototypes

Start 0

www.InterFace-AG.de

1

2

13

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