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Scrum - All Hands - 6/28/2012

Scrum - All Hands - 6/28/2012

Maria Goldberg

on 29 October 2012

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Transcript of Scrum - All Hands - 6/28/2012

Product backlog
Sprint backlog
Burndown charts Sprint planning
Sprint review
Sprint retrospective
Daily scrum meeting Ceremonies: Artifacts: Product owner
Team Sprints Scrum projects make progress in a series of “sprints”
Typical duration is 2–4 weeks or a calendar month at most
A constant duration leads to a better rhythm
Product is designed, coded, and tested during the sprint
Timeboxed - Sprint end date does not move, however, the functionality delivered may be more or less than originally estimated Managing the sprint backlog Individuals sign up for work of their own choosing
Work is never assigned
Estimated work remaining is updated daily
Any team member can add, delete or change the sprint backlog
Work for the sprint emerges
If work is unclear, define a sprint backlog item with a larger amount of time and break it down later
Update work remaining as more becomes known Product owner Define the features of the product
Decide on release date and content
Be responsible for the profitability of the product (ROI)
Prioritize features according to market value
Adjust features and priority every iteration, as needed 
Accept or reject work results Characteristics Self-organizing teams
Product progresses in a series of “sprints” (two weeks to a month long)
Requirements are captured as items in a list of “product backlog”
No specific engineering practices prescribed
Uses generative rules to create an agile environment for delivering projects
One of the “agile processes” Scrum has
been used for: Commercial software
In-house development
Contract development
Fixed-price projects
24x7 systems with 99.999% uptime requirements
the Joint Strike Fighter
Video game development
FDA-approved, life-critical systems
Satellite-control software
Network switching applications An Introduction to Scrum Presented by:
Maria Goldberg

12/13/2012 Sprint retrospective Periodically take a look at what is and is not working
Typically 15–30 minutes
Done after every sprint
Whole team participates
Product owner
Possibly customers and others The ScrumMaster Represents management to the project
Responsible for enacting Scrum values and practices
Removes impediments
Ensure that the team is fully functional and productive
Enable close cooperation across all roles and functions
Shield the team from external interferences Putting it all together Image available at www.mountaingoatsoftware.com/scrum Scrum has
been used by: Microsoft
Electronic Arts
Lockheed Martin
Capital One
BBC A sprint burndown chart The sprint review Team presents what it accomplished during the sprint
Typically takes the form of a demo of new features or underlying architecture
2-hour prep time rule
No slides
Whole team participates
Invite the world The daily scrum Parameters
Not for problem solving
Whole world is invited
Only team members, ScrumMaster, product owner, can talk
Helps avoid other unnecessary meetings Product backlog The requirements
A list of all desired work on the project
Ideally expressed such that each item has value to the users or customers of the product
Prioritized by the product owner
Reprioritized at the start of each sprint This is the product backlog Sprint planning Team selects items from the product backlog they can commit to completing
Sprint backlog is created
Tasks are identified and each is estimated
Collaboratively, not done alone by the ScrumMaster
High-level design is considered As a vacation
planner, I want to
see photos of the
hotels. Code the middle tier (8)
Code the user interface (4)
Write test fixtures (4)
Code the foo class (6)
Update performance tests (4) Scrum framework Roles: Scrum is an agile process that allows us to focus on delivering the highest business value in the shortest time.
It allows us to rapidly and repeatedly inspect actual working software (every two weeks to one month).
The business sets the priorities. Teams self-organize to determine the best way to deliver the highest priority features.
Every two weeks to a month anyone can see real working software and decide to release it as is or continue to enhance it for another sprint. The team Typically 5-9 people
Programmers, testers, user experience designers, etc.
Members should be full-time
May be exceptions (e.g., database administrator)
Teams are self-organizing
Ideally, no titles but rarely a possibility
Membership should change only between sprints Everyone answers 3 questions These are not status for the ScrumMaster
They are commitments in front of peers What did you do yesterday? 1 What will you do today? 2 Is anything in your way? 3 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 Requirements Design Code Test The Agile Manifesto Process and Tools Individuals and Interactions over Following a Plan Responding to Change Source: www.agilemanifesto.org Comprehensive Documentation Working Software over Contract Negotiation Customer Collaboration over Scrum in 100 words over Sequential vs.
overlapping development Portions of this
presentation are from: Rugby Scrum Relay Race Work Units “It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change.” - Darwin Central Data Store CDS Clark County Las Vegas North Las Vegas Henderson (connectivity over IGT) MJBL Team CC BL Working Group LV NLV COH COH CC IT Working Group LV NLV COH CC CC CC CC LV LV COH COH COH COH CC Finance Working Group LV NLV COH CC Legal Working Group LV NLV COH CC PIO Working Group LV NLV COH CC Steering Committee LV NLV COH CC LV COH (Case Study: MJBL Project) - Required Clark County to establish a centralized licensing office to issue business licenses in the county

- Required Las Vegas, North Las Vegas and Henderson to cooperate with Clark County in operating the centralized licensing office and to assign certain proceeds of the city’s or town’s license taxes to the operating costs of the office Nevada Senate Bill 110 - Plan A (Original) - Requires each participating jurisdiction (Clark County, Las Vegas, North Las Vegas, and Henderson) to have the ability to issue one Contractor Business License that is valid in up to 4 participating jurisdictions by 1 year after signing of SB 110

- This version of SB 110 signed on 6/17/2011 Nevada Senate Bill 110 - Plan B (as Enrolled)
- Used a traditional (waterfall) approach

- Requirements and general project direction had changed substantially twice. As a result, it was necessary to start requirements "from scratch" 3 times.

- Even after months of analysis, requirements were not yet complete MJBL Project Management
(prior to 9/2011) - COH responsible for
hosting CDS City of Henderson as Lead Entity - COH responsible for
Project Management - Teleconference calls

- Were actually twice a week

- Between 10-20 minutes total each day
What did you do since the last meeting?
What will you do before the next meeting?
Are there any issues blocking your progress?

- COH team had daily internal Scrums MJBL "Daily" Scrums After each Sprint:

- Full Team met for about an hour (to present what
had been completed)

- Scheduled on same day as Sprint Planning (for next Sprint) MJBL Sprint Review - Total of over 200 Product (Full) Backlog items completed over 7 Sprints Product & Sprint Backlogs Prior to each Sprint:

- BL Working Group and IT Working Group each met
separately for an hour prior

- Full team met for 3 hours (to re-prioritize and update Product backlog and establish Sprint Backlog) MJBL Sprint Planning - Successfully Completed by Deadline
- Scope Control
- Better prioritization and focus
- Increased Communication and Collaboration between the 4 Jurisdictions
- Easier to adapt to changes
- Produced testable functionality before requirements were fully defined
- Quickly identified and resolved impediments (Abnormal Sprint Termination)
- Accountability to peers
- Progress visible to whole group during each Sprint
- Testable functionality delivered each Sprint Payoffs - Team was too big (Scrum of Scrums might have worked better)
- "Daily" Scrums were not daily and were sometimes off topic
- Sprint Backlog could have used more granularity (tasks)
- Sprint Reviews did not always demonstrate working software
- Sprints were too long (were really 6 weeks long)
- Product Owner was a committee (BL Working Group)
- Priorities were not always clearly communicated Lessons Learned (Deviations from Scrum) Projects Well Suited for Scrum Project noise level Source: Strategic Management and Organizational Dynamics by Ralph Stacey in Agile Software Development with Scrum by Ken Schwaber and Mike Beedle. Technology Anarchy Far from
Agreement Far from
Certainty Requirements Close to
Certainty Close to
Agreement Complex Simple Complicated Thank you!!!
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