Scrum

• Dynamic Systems Development Method

(DSDM) Principles - The DSDM Process -
DSDM's Contributions
 We’re losing the relay race
“The… ‘relay race’ approach to product
development…may conflict with the goals of
maximum speed and flexibility. Instead a
holistic or ‘rugby’ approach—where a team
tries to go the distance as a unit, passing the
ball back and forth—may better serve
today’s competitive requirements.”
Hirotaka Takeuchi and Ikujiro Nonaka, “The
New New Product Development Game”,
Harvard Business Review, January 1986.
• Scrum relies on self-commitment, self-organization,
and emergence rather than authoritarian measures.
----—Ken Schwaber
• Scrum starts with the premise that we live in a
complicated world and, therefore, "You can't predict
or definitely plan what you will deliver, when you will
deliver it, and what the quality and cost will be,“

• You can, however, bound the empirical process

with explicit monitoring criteria and manage the
process itself with constant feedback mechanisms.
Scrum (and other ASDEs) views the work to be accomplished
as unpredictable and operates on the assumption that the
people are doing the best they can under the circumstances.

Therefore, the project management emphasis is on improving

the "circumstances" to the greatest degree possible,
monitoring the features being delivered, and constantly
adjusting.

The circumstances, in a Scrum project, involve

facilitating the interaction of the team members based on
the belief that communication, collaboration, coordination,
and knowledge sharing are key to delivery.
 Scrum in 100 words
• 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.
• Scrum defines a project management
framework in which development activities—
requirements gathering, design, programming
• In Scrum, the development period is a 30-day
iteration called a Sprint
• The Scrum framework has three components:
Pre-Sprint, Sprint, and Post-Sprint. The focal
point is the 30-day Sprint, in which working
software gets developed.
 Scrum has been used by:
•Microsoft • Intuit
•Yahoo •Nielsen Media
•Google •First American Real
•Electronic Arts Estate
•High Moon •BMC Software
Studios •Ipswitch
•Lockheed Martin •John Deere
•Philips •Lexis Nexis
•Siemens •Sabre
•Nokia •Salesforce.com
•Capital One •Time Warner
•BBC •Turner Broadcasting
•Intuit •Oce
 Scrum has been used for:
• Commercial software • Video game development
• In-house development • FDA-approved, life-critical
systems
• Contract development
• Fixed-price projects
• Satellite-control software

• Financial applications
• Websites

• ISO 9001-certified
• Handheld software
applications • Mobile phones
• Embedded systems • Network switching applications
• 24x7 systems with 99.999% • ISV applications
uptime requirements • Some of the largest applications
• the Joint Strike Fighter in use
 Characteristics
• Self-organizing teams
• Product progresses in a series of month-long “sprints”
• Requirements are captured as items in a list of
“product backlog” - customer functionality and
technology
• For example, a feature to implement transaction
processing middleware could be part of the Product
Backlog.
• No specific engineering practices prescribed
• Uses generative rules to create an agile environment
for delivering projects
The Agile Manifesto–a statement of
values

Individuals and
over Process and tools
interactions
Comprehensive
Working software over
documentation

Customer collaboration over Contract negotiation

Responding to change over Following a plan

Source: www.agilemanifesto.org
 Project noise level

Far from
Agreement
Anarchy
Requirements

Complex
Co
m
pl
ica Source: Strategic Management and
te
d Organizational Dynamics by Ralph Stacey
in Agile Software Development with Scrum

Close to Simple by Ken Schwaber and Mike Beedle.

Agreement
Technology
Close to
Certainty

Certainty
Far from
 Scrum
24 hours

Sprint
2-4 weeks
Sprint goal
Return
Sprint
Potentially shippable
Return
Cancel backlog
product increment
Gift
Coupons
wrap
Gift
Cancel
wrap Coupons
Product
backlog
Putting it all together
 Sprints
• Scrum projects make progress in a series of
“sprints”
– Analogous to Extreme Programming iterations
• 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
 Sequential vs. overlapping
development

Requirements Design Code Test

Rather than doing all of

one thing at a time...
...Scrum teams do a little
of everything all the time

Source: “The New New Product Development Game” by Takeuchi

and Nonaka. Harvard Business Review, January 1986.
 No changes during a sprint
Change

• Plan sprint durations around how long you can

commit to keeping change out of the sprint
Roles
Scrum framework
•Product owner
•ScrumMaster
•Team Ceremonies

•Sprint planning
•Sprint review
•Sprint retrospective
•Daily scrum meeting
Artifacts

•Product backlog
•Sprint backlog
•Burndown charts
Roles
Scrum framework
•Product owner
•ScrumMaster
•Team Ceremonies

•Sprint planning
•Sprint review
•Sprint retrospective
•Daily scrum meeting
Artifacts

•Product backlog
•Sprint backlog
•Burndown charts
 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
 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
 The team
• Typically 5-9 people
• Cross-functional:
– 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
Roles
Scrum framework
•Product owner
•ScrumMaster
•Team Ceremonies

•Sprint planning
•Sprint review
•Sprint retrospective
•Daily scrum meeting
Artifacts

•Product backlog
•Sprint backlog
•Burndown charts
 Sprint planning meeting
Team
capacity
Sprint prioritization
Product • Analyze and evaluate product Sprint
backlog backlog goal
• Select sprint goal
Business
conditions Sprint planning
• Decide how to achieve sprint
Current goal (design)
Sprint
product • Create sprint backlog (tasks) backlog
from product backlog items
(user stories / features)
Technology • Estimate sprint backlog in hours
 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 (1-16 hours)
– 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 hours)
Code the user interface (4)
Write test fixtures (4)
Code the foo class (6)
Update performance tests (4)
 The daily scrum
• Parameters
– Daily
– 15-minutes
– Stand-up
• Not for problem solving
– Whole world is invited
– Only team members, ScrumMaster, product owner,
can talk
• Helps avoid other unnecessary meetings
 Scrum meetings:

• Are held at the same time and place every day

• Last less than 30 minutes (the target should be 15 minutes)
• Are facilitated by the Scrum Master
• Are attended by all team members (developers, users, testers,
etc.)
• Are attended by managers to keep track of status but not to
participate
• Are used to raise issues and obstacles but not to pursue solutions
• Allow each participant to address three questions:
•  
• Daily software builds are used to raise the
visibility of development work and ensure that
code modules integrate
• Daily Scrum meetings serve the same purpose
for people—raising the visibility of each
person's work (to facilitate knowledge sharing
and reduce overlapping tasks) and ensuring
that their work is integrated.
Everyone answers 3 questions
1
What did you do yesterday?

2
What will you do today?

3
Is anything in your way?
• These are not status for the ScrumMaster
– They are commitments in front of peers
 The sprint review
• Team presents what it accomplished during
the sprint
• Typically takes the form of a demo of new
features or underlying architecture
• Informal
– 2-hour prep time rule
– No slides
• Whole team participates
• Invite the world
 Sprint retrospective
• Periodically take a look at what is and is not
working
• Typically 15–30 minutes
• Done after every sprint
• Whole team participates
– ScrumMaster
– Product owner
– Team
– Possibly customers and others
 Start / Stop / Continue
• Whole team gathers and discusses what
they’d like to:
Start doing

Stop doing
This is just one
of many ways to
do a sprint
Continue doing
retrospective.
Roles
Scrum framework
•Product owner
•ScrumMaster
•Team Ceremonies

•Sprint planning
•Sprint review
•Sprint retrospective
•Daily scrum meeting
Artifacts

•Product backlog
•Sprint backlog
•Burndown charts
 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
This is the each sprint
product backlog
 A sample product backlog
Backlog item Estimate
Allow a guest to make a reservation 3

As a guest, I want to cancel a reservation. 5

As a guest, I want to change the dates of a

3
reservation.
As a hotel employee, I can run RevPAR
8
reports (revenue-per-available-room)
Improve exception handling 8
... 30
... 50
https://plan.io/blog/what-is-agile-project-
management/
 The sprint goal
• A short statement of what the work will be
focused on during the sprint
Life Sciences
Support features necessary for
Database Application population genetics studies.
Make the application run on
SQL Server in addition to
Oracle. Financial services
Support more technical
indicators than company ABC
with real-time, streaming data.
 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
 A sprint backlog
Tasks Mon Tues Wed Thur Fri
Code the user interface 8 4 8
Code the middle tier 16 12 10 4
Test the middle tier 8 16 16 11 8
Write online help 12
Write the foo class 8 8 8 8 8
Add error logging 8 4
 A sprint burndown chart
Hours
Tasks Mon Tues Wed Thur Fri
Code the user interface 8 4 8
Code the middle tier 16 12 10 7
Test the middle tier 8 16 16 11 8
Write online help 12

50
40
30
20
10
Hours

0
Mon Tue Wed Thu Fri
 Scalability
• Typical individual team is 7 ± 2 people
– Scalability comes from teams of teams
• Factors in scaling
– Type of application
– Team size
– Team dispersion
– Project duration
• Scrum has been used on multiple 500+ person
projects
Scaling through the Scrum of scrums
Scrum of scrums of scrums
Class code
born6pz
 We’re losing the relay race
“The… ‘relay race’ approach to product
development…may conflict with the goals of
maximum speed and flexibility. Instead a
holistic or ‘rugby’ approach—where a team
tries to go the distance as a unit, passing the
ball back and forth—may better serve
today’s competitive requirements.”
Hirotaka Takeuchi and Ikujiro Nonaka, “The
New New Product Development Game”,
Harvard Business Review, January 1986.
 Scrum in 100 words
• 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.
 Scrum origins
• Jeff Sutherland
– Initial scrums at Easel Corp in 1993
– IDX and 500+ people doing Scrum
• Ken Schwaber
– ADM
– Scrum presented at OOPSLA 96 with Sutherland
– Author of three books on Scrum
• Mike Beedle
– Scrum patterns in PLOPD4
• Ken Schwaber and Mike Cohn
– Co-founded Scrum Alliance in 2002, initially
within the Agile Alliance
 Scrum has been used by:
•Microsoft •Intuit
•Yahoo •Nielsen Media
•Google •First American Real Estate
•Electronic Arts •BMC Software
•High Moon Studios •Ipswitch
•Lockheed Martin •John Deere
•Philips •Lexis Nexis
•Siemens •Sabre
•Nokia •Salesforce.com
•Capital One •Time Warner
•BBC •Turner Broadcasting
•Intuit •Oce
 Scrum has been used for:
• Commercial software • Video game development
• In-house development • FDA-approved, life-critical
systems
• Contract development
• Fixed-price projects
• Satellite-control software

• Financial applications
• Websites

• ISO 9001-certified
• Handheld software
applications • Mobile phones
• Embedded systems • Network switching applications
• 24x7 systems with 99.999% • ISV applications
uptime requirements • Some of the largest applications
• the Joint Strike Fighter in use
 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”
The Agile Manifesto–a statement of
values

Individuals and
over Process and tools
interactions
Comprehensive
Working software over
documentation

Customer collaboration over Contract negotiation

Responding to change over Following a plan

Source: www.agilemanifesto.org
 Project noise level

Far from
Agreement
Anarchy
Requirements

Complex
Co
m
pl
ica Source: Strategic Management and
te
d Organizational Dynamics by Ralph Stacey
in Agile Software Development with Scrum

Close to Simple by Ken Schwaber and Mike Beedle.

Agreement
Technology
Close to
Certainty

Certainty
Far from
 Scrum
24 hours

Sprint
2-4 weeks
Sprint goal
Return
Sprint
Potentially shippable
Return
Cancel backlog
product increment
Gift
Coupons
wrap
Gift
Cancel
wrap Coupons
Product
backlog
 Putting it all together

Image available at
www.mountaingoatsoftware.com/scrum
 Sprints
• Scrum projects make progress in a series of
“sprints”
– Analogous to Extreme Programming iterations
• 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
 Sequential vs. overlapping
development

Requirements Design Code Test

Rather than doing all of

one thing at a time...
...Scrum teams do a little
of everything all the time

Source: “The New New Product Development Game” by Takeuchi

and Nonaka. Harvard Business Review, January 1986.
 No changes during a sprint
Change

• Plan sprint durations around how long you can

commit to keeping change out of the sprint
Roles
Scrum framework
•Product owner
•ScrumMaster
•Team Ceremonies

•Sprint planning
•Sprint review
•Sprint retrospective
•Daily scrum meeting
Artifacts

•Product backlog
•Sprint backlog
•Burndown charts
Roles
Scrum framework
•Product owner
•ScrumMaster
•Team Ceremonies

•Sprint planning
•Sprint review
•Sprint retrospective
•Daily scrum meeting
Artifacts

•Product backlog
•Sprint backlog
•Burndown charts
 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
 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
 The team
• Typically 5-9 people
• Cross-functional:
– 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
Roles
Scrum framework
•Product owner
•ScrumMaster
•Team Ceremonies

•Sprint planning
•Sprint review
•Sprint retrospective
•Daily scrum meeting
Artifacts

•Product backlog
•Sprint backlog
•Burndown charts
 Sprint planning meeting
Team
capacity
Sprint prioritization
Product • Analyze and evaluate product Sprint
backlog backlog goal
• Select sprint goal
Business
conditions Sprint planning
• Decide how to achieve sprint
Current goal (design)
Sprint
product • Create sprint backlog (tasks) backlog
from product backlog items
(user stories / features)
Technology • Estimate sprint backlog in hours
 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 (1-16 hours)
– 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 hours)
Code the user interface (4)
Write test fixtures (4)
Code the foo class (6)
Update performance tests (4)
 The daily scrum
• Parameters
– Daily
– 15-minutes
– Stand-up
• Not for problem solving
– Whole world is invited
– Only team members, ScrumMaster, product owner,
can talk
• Helps avoid other unnecessary meetings
Everyone answers 3 questions
1
What did you do yesterday?

2
What will you do today?

3
Is anything in your way?
• These are not status for the ScrumMaster
– They are commitments in front of peers
 The sprint review
• Team presents what it accomplished during
the sprint
• Typically takes the form of a demo of new
features or underlying architecture
• Informal
– 2-hour prep time rule
– No slides
• Whole team participates
• Invite the world
 Sprint retrospective
• Periodically take a look at what is and is not
working
• Typically 15–30 minutes
• Done after every sprint
• Whole team participates
– ScrumMaster
– Product owner
– Team
– Possibly customers and others
 Start / Stop / Continue
• Whole team gathers and discusses what
they’d like to:
Start doing

Stop doing
This is just one
of many ways to
do a sprint
Continue doing
retrospective.
Roles
Scrum framework
•Product owner
•ScrumMaster
•Team Ceremonies

•Sprint planning
•Sprint review
•Sprint retrospective
•Daily scrum meeting
Artifacts

•Product backlog
•Sprint backlog
•Burndown charts
 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
This is the each sprint
product backlog
 A sample product backlog
Backlog item Estimate
Allow a guest to make a reservation 3

As a guest, I want to cancel a reservation. 5

As a guest, I want to change the dates of a

3
reservation.
As a hotel employee, I can run RevPAR
8
reports (revenue-per-available-room)
Improve exception handling 8
... 30
... 50
 The sprint goal
• A short statement of what the work will be
focused on during the sprint
Life Sciences
Support features necessary for
Database Application population genetics studies.
Make the application run on
SQL Server in addition to
Oracle. Financial services
Support more technical
indicators than company ABC
with real-time, streaming data.
 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
 A sprint backlog
Tasks Mon Tues Wed Thur Fri
Code the user interface 8 4 8
Code the middle tier 16 12 10 4
Test the middle tier 8 16 16 11 8
Write online help 12
Write the foo class 8 8 8 8 8
Add error logging 8 4
 A sprint burndown chart
Hours
Tasks Mon Tues Wed Thur Fri
Code the user interface 8 4 8
Code the middle tier 16 12 10 7
Test the middle tier 8 16 16 11 8
Write online help 12

50
40
30
20
10
Hours

0
Mon Tue Wed Thu Fri
 Scalability
• Typical individual team is 7 ± 2 people
– Scalability comes from teams of teams
• Factors in scaling
– Type of application
– Team size
– Team dispersion
– Project duration
• Scrum has been used on multiple 500+ person
projects
Scaling through the Scrum of scrums
Scrum of scrums of scrums
 Where to go next
• www.mountaingoatsoftware.com/scrum
• www.scrumalliance.org
• www.controlchaos.com
• [email protected]
 A Scrum reading list
• Agile and Iterative Development: A Manager’s Guide by Craig
Larman
• Agile Estimating and Planning by Mike Cohn
• Agile Project Management with Scrum by Ken Schwaber
• Agile Retrospectives by Esther Derby and Diana Larsen
• Agile Software Development Ecosystems by Jim Highsmith
• Agile Software Development with Scrum by Ken Schwaber and
Mike Beedle
• Scrum and The Enterprise by Ken Schwaber
• User Stories Applied for Agile Software Development by Mike Cohn
• Lots of weekly articles at www.scrumalliance.org
 Copyright notice
• You are free:
– to Share―to copy, distribute and and transmit the work
– to Remix―to adapt the work
• Under the following conditions
– Attribution. You must attribute the work in the manner specified by
the author or licensor (but not in any way that suggests that they
endorse you or your use of the work).
• Nothing in this license impairs or restricts the
author’s moral rights.
• For more information see http://creativecommons.org/licenses/by/3.0/
Contact information
Presentation by: Mike Cohn
[email protected]
www.mountaingoatsoftware.com
(720) 890-6110 (office)

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