Scrum

IScrum Presentation
1- WHAT IS SCRUM?
SCRUM is an agile, lightweight project management process that can be used to manage and control software and product development using iterative, incremental practices. The term comes from the sport of rugby, where it refers to the process used to get the ball back into play. Everybody in the pack acts together with everyone else to move the ball down the field. As applied to software development, it refers to the organization and management technique used to successfully deliver software in a chaotic environment.

2- BASIC PRINCIPLES OF AGILE SCRUM SOFTWARE DEVELOPMENT

SCRUM is founded upon two basic principles:

1) Iterative Development. The project management deliverables are built over several iterative development cycles, each adding additional features, and each resulting in demonstratable results: working code, written documentation, viewable designs, etc. 2) Team Empowerment. The project team is divided into self-managing multi-function units called Sprint Teams consisting of up to seven or eight people. The team is empowered to use whatever development methods or tools they think best to prepare their deliverables.

3- SCRUM ROLE
a- THE PRODUCT OWNER The product owner owns the definition of success. They direct the product, sprint by sprint, to provide the greatest ROI and value to the organization. They also manage ROI through prioritization and release plans and are the sole owner of the product back log. They set development schedule by prioritizing backlog. One person in this role ensures that only one set of requirements drives development. They can be influenced by committees, management, customers, sales people, but is the only person that prioritizes. The product owner eliminates confusion of multiple bosses, different opinions, and interference. b- THE SCRUM MASTER

According to Scrum, one person takes on the role of Scrum Master to facilitate the team on a day to day basis. The Scrum Master doesn't do anything else because just the workload of Scrum Master is a full time job. The Scrum Master is responsible for making sure a Scrum team lives by the values and practices of Scrum. The Scrum Master shields the team from aggressive customers by making sure they do not over commit themselves to what they can achieve during a sprint. The Scrum Master facilitates the daily scrum and becomes responsible for removing any obstacles that are brought up by the team during those project management meetings. The Scrum Master role is typically filled by a project manager or a technical team leader but can be anyone within the project management team.

4- SCRUM PRACTICE
a- THE SPRINT The Sprint is a fixed period to develop a deliverable product increment. It is strictly time boxed: its more important to fall short than to slip the date. The Sprint includes design, coding, testing, and documentation. Once a Sprint has started only the Scrum Team can add or remove items in Sprint backlog. Abnormal termination of Sprint is called for when the Sprint Goal no longer makes sense. The Special Release Sprint Releasing software to production requires a special sprint known as the Release Sprint Like any other sprint; but the release sprint team is dedicated ONLY to releasing the software during that period Used to package software, final regression tests, move through the various environments and release to production. No additional functionality is taken on for release can be made up of a subset of team members from the original development sprints. b- THE SPRINT PLANNING MEETING This practice is when the product Owner describes highest priority features to the team, and the team then decides what they can commit to delivering in the Sprint. This occurs within two consecutive meetings (4 hours each) where the goal is set and the team plans tasks to create the Sprint Backlog. c- THE DAILY SCRUM The daily Scrum is a daily 15 minute status meeting held in typically the sam place and time every day for consistency. Logistically, the Scrum team sits in a circle facing each other and each team member will address the following three questions. 1. What have you done since the last Scrum? 2. What will you do between now and the next Scrum? 3. What got in your way of doing work?

d- SPRINT REVIEW MEETINGS At the end of each sprint a review meeting is held. During this meeting the Scrum team demonstrates what they completed during the sprint phase. Typically this takes the form of a demo of the new features. It is recommended that the sprint review meeting is very informal, with rules forbidding PowerPoint slides and allowing no more than two hours of preparation time for the meeting. A sprint review meeting should not become a distraction for the team. Instead should be a natural result of the sprint. Participants in the sprint review meeting include but are not limited to the Product Owner, the Scrum team, the Scrum Master, management, customers, and engineers from other projects. During this meeting the project is compared against the sprint goal determined during the Sprint planning meeting. Optimally, the team has completed each product backlog item brought into the sprint, but it is more important that they accomplish the goal of the sprint. e- SPRINT RETROSPECTIVE Facilitated by the Scrum Master, this meeting is used to discuss the just concluded Sprint and determines what could be changed that might make the next Sprint more fun and productive. The Sprint Review looks at what the team is building whereas the Retrospective looks at they are building. Anything that affects how the team builds software is open for discussion such as processes, practices, communication, environment, and tools. Scrum should be seen as a framework that should be adapted appropriately for any given project, team and specific situations. The Sprint retrospective is an important tool that allows a team to continuously improve through the life of a project. f- THE PRODUCT BACKLOG A product backlog is a prioritized list of project requirements with time estimates for completion and implementation. Estimates are in days and are more precise the higher the item is in the Product Backlog queue. Priority should be assigned based on the items of most value to the business or that offer the earliest ROI and value. This list should evolve, changing as the business conditions or technology changes. g- THE SCRUM BACKLOG The sprint backlog is the collection of tasks that the Scrum team is committing that they will complete in the current sprint. Sprint backlog items are drawn from the Product Backlog, by the team based on the priorities set by the Product Owner and the team's perception of the time it will take to complete the various features. It is critical that the team selects the items and size of the sprint backlog. Because they are the

ones committing to completing the tasks they must be the ones to choose what they are committing to.

5- BENEFITS OF SCRUM
An effective Scrum will deliver the highest business value features first and will always try and avoid building unrealistic features. Since industry data shows that about half of the software features developed is never used, development can be completed in half the time by avoiding unnecessary work. Typically, development is slowed down by issues identified as impediments during the daily meetings or planning and review meetings. Using Scrum, these obstacles are prioritized and systematically purged, increasing effectiveness and quality. Well-run Scrums achieve the Microsoft effect: four times industry average productivity and twelve times better quality. Scrum aims to remove management pressure from teams. Teams are allowed to select their own work, and then self-organize through close communication and mutual agreement within the team on how best to accomplish the work. In a successful Scrum, this level of control can often improve the quality of life for developers and enhance employee retention for managers. The simple rules of Scrum allow for continual inspection, adaptation, self-organization, and emergence of innovation. It can produce an exciting product for the customer, foster great team spirit and satisfying work, and yield high productivity and customer satisfaction, and achieve the company financial goals. At the end of the day, Scrum is being widely adopted worldwide in companies large and small, localized or distributed, open source or proprietary, for virtually any type or size of project.

II-

Product backlog

In this section, we shall proceed to the definition of Backlogs User Stories of our product by grouping them together at the same time in Sprints.

1- Sprint 1: Development of wizards

User Story 1 2 3 4 Description
Research tools plugin

Graphic design of wizard pages Implementation of wizard pages Test and validation of the wizard pages

Estimation 8 12 15 5

2- Sprint 2: Analysis of the part to be generated

User Story 1 2 3 4 5 Description
Analysis of the products Stream Rims and Stream iRims

Estimation 8 10 7 10 15

Design of the business layer Design of the gateway layer Design of the presentation layer Implementation of an example

Test and validation

3- Sprint 3: Development of the business layers generator User Story 1 2 3 4 5 Description

Research tools for the generation comparison and choice

Design of the business layer generator Implementation of the business layer generator Test and validation

Estimation 5 5 6 7 3

4- Sprint 4: Development of the gateway layers generator User Story 1 2 3 4 5 Description

Research tools for the generation comparison and choice

Design of the gateway layer generator Implementation of the gateway layer generator Test and validation

Estimation 2 3 5 6 3

5- Sprint 5: Development of the presentation layers generator User Story 1 2 3 4 5 Description

Research tools for the generation comparison and choice Design of the presentation layer generator Implementation of the presentation layer

Estimation 2 3 5 6 3

generator Test and validation

6- Sprint 6: Integration of the modules

User Story 1 2 3 4 Description
Integration of the different generators Integration of the plugin wizards and the generators

Estimation 9 12 8 3

Unit and functional tests Performance tests