Scrum Framework
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This document provides a summary of key concepts from Chapter 4 of the book "Essential Scrum". It describes the Scrum framework, roles, artifacts, and events. The Scrum roles include the Product Owner, Scrum Master, and Development Team. Key artifacts are the Product Backlog and Sprint Backlog. Main events are Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective. The goal is to help teams self-organize to deliver working software in short cycles through transparency, inspection, and adaptation.
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Scrum Framework
- 1. 2015 - OpenArc Campus – BIT UCSC IT4305- Rapid Software Development Upekha Vandebona [email protected] REF: Essential Scrum Practical Guide to the Most Popular Agile Process, Kenneth S. Rubin
- 2. Chapter 04 - Core Concepts 4.1 - Scrum Framework 4.2 - Sprints 4.3 - Requirements and User Stories 4.4 - Product Backlog 4.5 - Estimation and Velocity
- 3. • Understand and apply the Scrum framework practices • Identify the Scrum roles and their activities • Describe the Scrum artifacts and rules
- 4. Introduction Scrum is a framework for organizing and managing work. The Scrum framework is based on a set of values, principles, and practices that provide the foundation to which your organization will add its unique implementation of relevant engineering practices and your specific approaches for realizing the Scrum practices.
- 5. Scrum Framework Scrum is a refreshingly simple, people-centric framework based on the values of honesty, openness, courage, respect, focus, trust, empowerment, and collaboration.
- 6. Scrum Roles
- 7. Product Owner Responsible for what will be developed and in what order. The product owner is the empowered central point of product leadership. He is the single authority responsible for deciding which features and functionality to build and the order in which to build them.
- 8. Scrum Master (contd.) Responsible for guiding the team in creating and following its own process based on the broader Scrum framework. The ScrumMaster helps everyone involved understand and embrace the Scrum values, principles, and practices. She acts as a coach, providing process leadership and helping the Scrum team and the rest of the organization develop their own high performance, organization-specific Scrum approach.
- 9. Scrum Master (contd.) As a facilitator, the ScrumMaster helps the team resolve issues and make improvements to its use of Scrum. She is also responsible for protecting the team from outside interference and takes a leadership role in removing impediments that inhibit team productivity (when the individuals themselves cannot reasonably resolve them). The ScrumMaster has no authority to exert control over the team, so this role is not the same as the traditional role of project manager or development manager. The Scrum-Master functions as a leader, not a manager.
- 10. Development Team (contd.) Responsible for determining how to deliver what the product owner has asked for. People who are responsible for designing, building, and testing the desired product. The development team self-organizes to determine the best way to accomplish the goal set out by the product owner.
- 11. Development Team (contd.) The development team is typically five to nine people in size; its members must collectively have all of the skills needed to produce good quality, working software. Of course, Scrum can be used on development efforts that require much larger teams. However, rather than having one Scrum team with, say, 35 people, there would more likely be four or more Scrum teams, each with a development team of nine or fewer people.
- 13. Scrum Activities and Artifacts
- 16. 1. Product Backlog (contd.) Using Scrum, we always do the most valuable work first. The product owner, is ultimately responsible for determining and managing the sequence of this work and communicating it in the form of a prioritized (or ordered) list known as the product backlog. The product owner collaborates with internal and external stakeholders to gather and define the product backlog items. He then ensures that product backlog items are placed in the correct sequence (using factors such as value, cost, knowledge, and risk)
- 18. Product Backlog (contd.) So that the high-value items appear at the top of the product backlog and the lower-value items appear toward the bottom. The product backlog is a constantly evolving artifact. Items can be added, deleted, and revised by the product owner as business conditions change, or as the Scrum team’s understanding of the product grows (through feedback on the software produced during each sprint).
- 20. Product Backlog (contd.) Before we finalize prioritizing, ordering, or otherwise arranging the product backlog, we need to know the size of each item in the product backlog. Size equates to cost, and product owners need to know an item’s cost to properly determine its priority. In practice, many teams use a relative size measure such as story points or ideal days. Relative : size of an item compared to other items. Feature C is size 2 and feature E is size 8. What we can conclude is that feature E is about four times larger than feature C.
- 22. 2. Sprints (contd.) In Scrum, work is performed in iterations or cycles of up to a calendar month called sprints. The work completed in each sprint should create something of tangible value to the customer or user. Sprints are timeboxed so they always have a fixed start and end date, and generally they should all be of the same duration. A new sprint immediately follows the completion of the previous sprint. As a rule we do not permit any goal-altering changes in scope or personnel during a sprint; however, business needs sometimes make adherence to this rule impossible.
- 24. 3. Sprint Planning (contd.) A product backlog may represent many months of work, which is much more than can be completed in a single, short sprint. To determine the most important subset of product backlog items to build in the next sprint, the product owner, development team, and ScrumMaster perform sprint planning. During sprint planning, the product owner and development team agree on a sprint goal that defines what the upcoming sprint is supposed to achieve.
- 26. Sprint Planning (contd.) Using this goal, the development team reviews the product backlog and determines the high priority items that the team can realistically accomplish in the upcoming sprint while working at a sustainable pace—a pace at which the development team can comfortably work. To acquire confidence in what it can get done, many development teams break down each targeted feature into a set of tasks. The collection of these tasks, along with their associated product backlog items, forms a second backlog called the sprint backlog
- 29. 4. Sprint Execution Once the Scrum team finishes sprint planning and agrees on the content of the next sprint, the development team, guided by the ScrumMaster’s coaching, performs all of the task-level work necessary to get the features done. Nobody tells the development team in what order or how to do the task-level work in the sprint backlog. Instead, team members define their own task-level work and then self-organize in any manner they feel is best for achieving the sprint goal.
- 30. 5. Daily Scrum (contd.) Each day of the sprint, ideally at the same time, the development team members hold a timeboxed (15 minutes or less) daily scrum. This inspect-and adapt activity is sometimes referred to as the daily stand-up because of the common practice of everyone standing up during the meeting to help promote brevity.
- 31. Daily Scrum (contd.) A common approach to performing the daily scrum has the ScrumMaster facilitating and each team member taking turns answering three questions for the benefit of the other team members: What did I accomplish since the last daily scrum? What do I plan to work on by the next daily scrum? What are the obstacles or impediments that are preventing me from making progress?
- 33. Daily Scrum (contd.) By answering these questions, everyone understands the big picture of what is occurring, how they are progressing toward the sprint goal, any modifications they want to make to their plans for the upcoming day’s work, and what issues need to be addressed. The daily scrum is essential for helping the development team manage the fast, flexible flow of work within a sprint.
- 34. Daily Scrum (contd.) A daily scrum, however, can be useful to communicate the status of sprint backlog items among the development team members. Mainly, the daily scrum is an inspection, synchronization, and adaptive daily planning activity that helps a self organizing team do its job better.
- 35. Daily Scrum (contd.) Although their use has fallen out of favor, Scrum has used the terms “pigs” and “chickens” to distinguish who should participate during the daily scrum versus who simply observes. The farm animals were borrowed from an old joke (which has several variants): “In a ham-and-eggs breakfast, the chicken is involved, but the pig is committed.” Obviously the intent of using these terms in Scrum is to distinguish between those who are involved (the chickens) and those who are committed to meeting the sprint goal (the pigs). At the daily scrum, only the pigs should talk; the chickens, if any, should attend as observers.
- 37. 6. Done : Increment In Scrum, we refer to the sprint results as a potentially shippable product increment meaning that whatever the Scrum team agreed to do is really done according to its agreed-upon definition of done. This definition specifies the degree of confidence that the work completed is of good quality and is potentially shippable.
- 38. 7. Sprint Review The goal of this activity is to inspect and adapt the product that is being built. Critical to this activity is the conversation that takes place among its participants, which include the Scrum team, stakeholders, sponsors, customers, and interested members of other teams. The conversation is focused on reviewing the just- completed features in the context of the overall development effort. Everyone in attendance gets clear visibility into what is occurring and has an opportunity to help guide the forthcoming development to ensure that the most business-appropriate solution is created.
- 39. Sprint Review (contd.) A successful review results in bidirectional information flow. The people who aren’t on the Scrum team get to sync up on the development effort and help guide its direction. At the same time, the Scrum team members gain a deeper appreciation for the business and marketing side of their product by getting frequent feedback on the convergence of the product toward delighted customers or users. The sprint review therefore represents a scheduled opportunity to inspect and adapt the product.
- 40. Sprint Review
- 41. 8. Sprint Retrospective During the sprint retrospective the development team, ScrumMaster, and product owner come together to discuss what is and is not working with Scrum and associated technical practices. The focus is on the continuous process improvement necessary to help a good Scrum team become great. At the end of a sprint retrospective the Scrum team should have identified and committed to a practical number of process improvement actions that will be undertaken by the Scrum team in the next sprint.
- 43. After the sprint retrospective is completed, the whole cycle is repeated again— starting with the next sprint-planning session, held to determine the current highest value set of work for the team to focus on.
- 44. Thank You 2015/ 04/ 19
Editor's Notes
- #14: The product owner has a vision of what he wants to create (the big cube). Because the cube can be large, through an activity called grooming it is broken down into a set of features that are collected into a prioritized list called the product backlog. A sprint starts with sprint planning, encompasses the development work during the sprint (called sprint execution), and ends with the review and retrospective. The sprint is represented by the large, looping arrow that dominates the center of the figure. The number of items in the product backlog is likely to be more than a development team can complete in a short-duration sprint. For that reason, at the beginning of each sprint, the development team must determine a subset of the product backlog items it believes it can complete—an activity called sprint planning, shown just to the right of the large product backlog cube. To acquire confidence that the development team has made a reasonable commitment, the team members create a second backlog during sprint planning, called the sprint backlog. The sprint backlog describes, through a set of detailed tasks, how the team plans to design, build, integrate, and test the selected subset of features from the product backlog during that particular sprint. Next is sprint execution, where the development team performs the tasks necessary to realize the selected features. Each day during sprint execution, the team members help manage the flow of work by conducting a synchronization, inspection, and adaptive planning activity known as the daily scrum. At the end of sprint execution the team has produced a potentially shippable product increment that represents some, but not all, of the product owner’s vision. The Scrum team completes the sprint by performing two inspect-and-adapt activities. In the first, called the sprint review, the stakeholders and Scrum team inspect the product being built. In the second, called the sprint retrospective, the Scrum team inspects the Scrum process being used to create the product. The outcome of these activities might be adaptations that will make their way into the product backlog or be included as part of the team’s development process. At this point the Scrum sprint cycle repeats, beginning anew with the development team determining the next most important set of product backlog items it can complete. After an appropriate number of sprints have been completed, the product owner’s vision will be realized and the solution can be released.
- #20: Overall the activity of creating and refining product backlog items, estimating them, and prioritizing them is known as grooming
- #28: The development team then provides an estimate (typically in hours) of the effort required to complete each task. Breaking product backlog items into tasks is a form of design and just-in-time planning for how to get the features done. Most Scrum teams performing sprints of two weeks to a month in duration try to complete sprint planning in about four to eight hours. A one-week sprint should take no more than a couple of hours to plan (and probably less). During this time there are several approaches that can be used. The approach I use most often follows a simple cycle: Select a product backlog item (whenever possible, the next-most-important item as defined by the product owner), break the item down into tasks, and determine if the selected item will reasonably fit within the sprint (in combination with other items targeted for the same sprint). If it does fit and there is more capacity to complete work, repeat the cycle until the team is out of capacity to do any more work. An alternative approach would be for the product owner and team to select all of the target product backlog items at one time. The development team alone does the task breakdowns to confirm that it really can deliver all of the selected product backlog items.
- #30: “done” means there is a high degree of confidence that all of the work necessary for producing good-quality features has been completed. Exactly what tasks the team performs depends of course on the nature of the work (for example, are we building software and what type of software, or are we building hardware, or is this marketing work?).
- #34: The daily scrum is not a problem-solving activity. Rather, many teams decide to talk about problems after the daily scrum and do so with a small group of interested people. The daily scrum also is not a traditional status meeting, especially the kind historically called by project managers so that they can get an update on the project’s status.
- #38: For example, when developing software, a bare-minimum definition of done should yield a complete slice of product functionality that is designed, built, integrated, tested, and documented. An aggressive definition of done enables the business to decide each sprint if it wants to ship (or deploy or release) what got built to internal or external customers. To be clear, “potentially shippable” does not mean that what got built must actually be shipped. Shipping is a business decision, which is frequently influenced by things such as “Do we have enough features or enough of a customer workflow to justify a customer deployment?” or “Can our customers absorb another change given that we just gave them a release two weeks ago?” Potentially shippable is better thought of as a state of confidence that what got built in the sprint is actually done, meaning that there isn’t materially important undone work (such as important testing or integration and so on) that needs to be completed before we can ship the results from the sprint, if shipping is our business desire. As a practical matter, over time some teams may vary the definition of done. For example, in the early stages of game development, having features that are potentially shippable might not be economically feasible or desirable (given the exploratory nature of early game development). In these situations, an appropriate definition of done might be a slice of product functionality that is sufficiently functional and usable to generate feedback that enables the team to decide what work should be done next or how to do it.
- #40: As a matter of practice, people outside the Scrum team can perform intra-sprint feature reviews and provide feedback to help the Scrum team better achieve its sprint goal.
- #42: Whereas the sprint review is a time to inspect and adapt the product, the sprint retrospective is an opportunity to inspect and adapt the process.