SCRUM

B Y R A M YA P I L L A I
 PROBLEMS WITH WATERFALL
METHOD
• Difficult to accommodate change once a process is underway

• Phases must be completed in a sequential order

• Difficult to respond to changing customer requirements

• Few business systems have stable requirements

• Rework takes more effort

• Planning for long term

• Risks can't be foreseen

ABILITY TO ADAPT CHANGES
SCRUM
AGILE MANIFESTO

• Individuals and interactions over process and tools

• Working Software over comprehensive documentation

• Customer collaboration over contract negotiation

• Responding to change over following a plan

SCRUM CREATORS
JEFF SUTHERLAND AND KEN SCHWABER
SCRUM
• Scrum is a framework for developing, delivering, and sustaining complex products.

Pillars Values Team Events Artefacts

• Transparency • Commitment • Product Owner • Sprint Planning • Product
• Inspection • Courage • Scrum Master • Daily Scrum Backlog
• Adaptation • Focus • Scrum Team • Sprint Review • Sprint Goal
• Openness • Retrospective • Sprint Backlog
• Respect • Increment
• Burndown
Scrum is
• Lightweight
• Simple to understand
• Difficult to master
effective in iterative and incremental knowledge transfer
used for products, services, and the management of the parent organization
SCRUM CHARACTERISTICS

• Self-organizing teams
• Product progresses in a series of month-long “sprints”
• 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 FRAMEWORK
SPRINT

• 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
• potentially shippable state
• Product is designed, coded, and tested during the sprint
• Not limited to development
 SEQUENTIAL VS. OVERLAPPING
DEVELOPMENT

Requirements Design Code Test

Instead of executing one step at a

time

Scrum team execute move a bit of

each step
WHICH ONE IS BETTER?
SCRUM TEAM

• Product Owner
• Scrum Master
• Scrum Team
PRODUCT OWNER
– PRODUCT BACKLOG MANAGEMENT
• Clearly expressing Product Backlog items
• Ordering the items in the Product Backlog to best achieve goals and
missions
• Optimizing the value of the work the Development Team performs
• Ensuring that the Product Backlog is visible, transparent, and clear to
all, and shows what the Scrum Team will work on next
• Ensuring the Development Team understands items in the Product
Backlog to the level needed.
SCRUM MASTER

• Responsible for enacting Scrum values and practices

• Removes impediments
• Coaches the team to their best possible performance
• Helps improve team productivity in any way possible
• Enable close cooperation across all roles and functions
• Shield the team from external interference
• servant-leader for the Scrum Team
SCRUM TEAM

• They are self-organizing

• Typically 5-9 people
• Cross-functional
– Programmers, testers, user experience designers
• Members should be full-time
– exceptions like database administrator
• Membership should change only between sprints
QUESTIONS

• Working Software over ……………….

• ……………….. over contract negotiation

• What comes first – product backlog or sprint backlog
• 3 roles if Scrum…..
• Who removes impediments?
SCRUM EVENTS

• Sprint planning
• Daily Scrum
• Sprint Review
• Sprint Retrospective
SPRINT PLANNING
SIGNIFICANCE OF BUSINESS VALUE
IN PRODUCT BACKLOGS
DAILY SCRUM
DURING THE SPRINT

• No changes are made that would endanger the Sprint Goal

• Quality goals do not decrease
• Scope may be clarified and re-negotiated between the Product Owner and Development Team
as more is learned
Sprint Planning answers the following:
– What can be delivered in the Increment resulting from the upcoming Sprint ?
– How will the work needed to deliver the Increment be achieved ?
TIME BOXED MEETINGS
Meeting Duration Purpose/Agenda Participants
Sprint Planning 2 hours • Prepare the Sprint Backlog PO, SM, Team
• Plan for the current Sprint
Daily Scrum 15 minutes • Work completed yesterday SM, Team,
• Work plan for today PO(optional)
• Any impediments

Sprint Review Max 1 hour • Increment demo to PO, stakeholders by team PO, SM, Team,
• Collect feedback from users Stakeholders
• Add and revise items in product backlog

Sprint Max 1 hour Inspect and Adapt principle PO, SM, Team
Retrospective • Continue what worked well
• What caused problems
• What can be done differently
SCRUM ARTEFACTS

• Product Backlog
• Sprint Goal
• Sprint Backlog
• Increment
• Burndown
SPRINT GOAL
REALISTIC GOAL
SCRUM
INCREMENT
BURNDOWN
BURNDOWN
QUESTIONS

• What are the 4 time boxed meetings?

• Which is prioritized backlog - product level or sprint backlog?

• What is the agenda of Daily Scrum?

• What happens during Increments?

USER STORY - INVEST
Independent - Able to prioritize and rearrange user stories. No overlap or confusion.
Negotiable - Reworked or modified to best suit the business. User stories are not an explicit set of tasks
Valuable - For the business or the customer
Estimable
• Important to differentiate time estimations from an exact timeframe.
• Rough estimate is beneficial to allow teams to rank and schedule their priorities.

Small - Writing user stories that focus on smaller tasks allows for greater focus
Testable
• Outlining the testability ensures that the story actually accomplishes the goal you are trying to achieve
• For maximum productivity and team alignment, make sure your team knows how their work will be
tested.
DEFINITION OF READY FOR A USER
STORY
• User Story defined
• User Story dependencies identified
• User Story sized by Delivery Team
• Scrum Team accepts User Experience artefacts
• Performance criteria identified, where appropriate
• Person who will accept the User Story is identified
• Team has a good idea what it will mean to Demo the User Story
DEFINITION OF DONE

• Verifiable/demonstrable value to the product

• What must be completed in order to build software
• Eliminating wasteful activities that only complicate software development efforts

Teams are work towards a potentially shippable state. teams may have a different DoD
at various levels
• Definition of Done for a feature (story or product backlog item)
• Definition of Done for a sprint (collection of features developed within a sprint)
• Definition of Done for a release (potentially shippable state)
DOD EXAMPLE
VELOCITY

Monitor overall project health

• The Velocity chart visualizes a number of project trends: iteration velocity (including average velocity),
accepted stories by type, and volatility metrics. This makes the Velocity chart an ideal gut check for
overall project health.
Understand velocity trends
• Accepted points may be low for a particular iteration when there is a large number of bugs, chores, or
zero-point stories. The Velocity chart makes these “bug/chore walls” visible by showing iteration velocity
dips alongside an increase in accepted bugs.
Track volatility
• Volatility is a relative measure of predictability. Frequent velocity peaks and valleys may imply an
unpredictable project, whereas smoother iteration-by-iteration velocity suggests a more predictable one.
 Phase Processes

Initiate 1. Create Project Vision

2. Identify Scrum Master and Stakeholder(s)
3. Form Scrum Team
4. Develop Epic(s)
5. Create Prioritized Product Backlog
6. Conduct Release Planning

Plan and Estimate 7. Create User Stories

8. Approve, Estimate, and Commit User Stories
9. Create Tasks
10. Estimate Tasks
11. Create Sprint Backlog
 Phase Processes
Implement 12. Create Deliverables
13. Conduct Daily Stand-up
14. Groom Prioritized Product Backlog

Review and Retrospect 15. Convene Scrum of Scrums

16. Demonstrate and Validate Sprint
17. Retrospect Sprint
Release 18. Ship Deliverables
19. Retrospect Project
QUESTIONS

• What are the Characteristics of DOD?

• What is a Burndown chart?

• Why do we need Velocity?

SUCCESS RATE