Firebrand s training to prepare you for Scrum.org s Professional Scrum Master Certification

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1 Firebrand s training to prepare you for Scrum.org s Professional Scrum Master Certification Courseware Slides & Notes Version 2.3

2 Scrum Master Foundations Theory, Practice & Assessment Body Temple 1 Introductions Your name Your role Your experience Your expectations Your motivation Body Temple 2 1

3 Course Structure This evening Introduction, orientation and preparatory reading Tomorrow Scrum Theory & Practice Scrum Tools, Approaches & Exercises Final Day Scaling Scrum Practice Exercises (if time available) SCRUM.org PSM I Examination Body Temple 3 Scrum Master Foundations Part One Theory Body Temple 4 2

4 History Systems Engineering The rise of Agile Scrum as part of the Agile family Body Temple 5 5 Waterfall Royce paper of 1970 is the classic expression of the systems engineering approach to software development Emphasis in a sequence of steps, each manageable in scope, refining the requirement, design, coding etc and generating Body Temple 6 6 3

5 Waterfall Body Temple 7 7 Reaction to Waterfall Became apparent during1980s and into 1990s that the traditional approach was too rigid and unresponsive to changes or ambiguity in requirements A number of approaches began to appear; RAD, JAD, Extreme Programming, DSDM Body Temple 8 8 4

6 Agile A class of approaches to software development that emphasize Repeated cycles (iterations) Small delivery steps (increments) Evolutionary requirements & solutions Self-organizing & cross-functional teams Body Temple 9 9 Agile Manifesto We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more Body Temple

7 Scrum Origins of Scrum in product development The Scrum Guide and scrum.org Scrum Theory & Scrum Framework Roles, Rules, Events & Artefacts Body Temple Origin of the Scrum Concept The New Product Development Game: Stop Running The Relay Race And Take Up Rugby Hirotaka Takeuchi and Ikujiro Nonaka, Harvard Business Review, Jan/Feb 1986 A report on new product development at companies such as Xerox, Canon, Honda, Brother, and Hewlett-Packard Body Temple

8 Origin of the Scrum Concept Six characteristics identified in this new development process: Built-in instability Self-organizing project teams Overlapping development phases Multilearning Subtle control Organizational transfer of learning Body Temple OOPSLA 95 & After A presentation by Ken Schwaber and Jeff Sutherland at the OOPSLA 95 conference Scrum Alliance formed in 2004 Scrum.org founded Body Temple

9 Scrum Guide Available from Released by Ken Schwaber and Jeff Sutherland in October 2011 Current version July 2013 The Definitive Guide to Scrum: The Rules of the Game Body Temple Scrum Theory Scrum is founded on empirical process control theory If a process can be fully defined, with all things known about it so that it can be designed and run repeatedly with predictable results, it is known as a Defined Process and can be automated Body Temple

10 Empirical Process If a process can not be fully defined it can only be treated as a black box. All that the can be known are inputs to and outputs from the process with its inner mechanisms unknowable. Such a process is called Empirical Body Temple Empirical Process An Empirical Process can appear chaotic and requires close monitoring and control at frequent intervals Scrum accepts that the (software) development process is unpredictable and therefore applies iterative, incremental, empirical controls that allow it to be agile Body Temple

11 Empirical Process The desire to overcome the inherent complexity of a situation by seeking to impose predictability upon it; to treat an empirical process as a defined one Agile Thinking accepts the complexity and complication of the development process and seeks to respond to it Body Temple Scrum vs. Traditional Methods When to use Scrum When to use traditional methods Scope is not clearly defined when the project starts Scope is clearly defined upfront Clear product description is available upfront The (final) product will defined during the project Similar projects were done before Change of requirements will be very likely Customer learns more about what he wants as the project goes on Activities to produce scope cannot be well defined upfront Estimating and planning is difficult Process is iterative (numerous cycles) Each cycle heavily depends on the previous ones Requirements are well defined up front Just few changes are expected during the project Products are not expected to change during project execution Activities to produce scope can be well defined upfront Estimating is possible and reliable Process is more long term Project might be split into phases Success is mostly measured by customer satisfaction Success is mostly measured by achieving the project goals for time, cost, scope... Incremental results have value and can be used by users Users normally do not start using the products until the project is complete (e.g. a bridge) Body Temple

12 Scrum fiction and facts Fiction Developers are free to do what they want. There is no discipline, structure Scrum gets rid of all paper work and allows the team to start developing right away. All requirements (User Stories) must be agreed before the Development Team is allowed to start working on the product. Scrum is very easy to implement, even without training. Fact Developers work in a productive and predefined framework Scrum Master makes sure they are following Scrum. There are certain planning steps involved in every Scrum project Development can only start when the Backlog has been defined. The Development Team can start working as soon as there is an initial Product Backlog defined. Using Scrum is a big change; It might seem easy to implement Scrum compared to other project approaches, but people doing Scrum must have a good understanding of Scrum to be able to run their projects well Body Temple Scrum fiction and facts Fiction The Scrum Master is like a project manager. Fact There is no one similar to a traditional project manager in a Scrum project. The Scrum Master makes sure the Scrum framework is followed. Scrum does not require a Business Case. Scrum allows the Development Team to decide what will be delivered. There should be a justified reason to spend any money in any company and this should be documented. The Product Owner is responsible for ensuring that there is a clear VISION a feasible reason for performing the project and aligning the project with it. A Development Team only decides on HOW to deliver It is up to the Product Owner to determine WHAT will be delivered Body Temple

13 Refinement/Estimating Tasks Planning II HOW Planning I WHAT Goal max. 8h The Scrum Master Training Manual A Guide to Passing the Professional Scrum Master (PSM) Exam Page 32, 4. Scrum Events Goal To Do Doing Done The goal of this sprint is To make the purchasing part of the website mature enough to be able to handle the whole process and users can experience a full purchasing process, through which other functionalities of the website will be more meaningful Burn-Down Chart The above figure now contains the Burn-Down Chart (the tracking information) and this can be updated after each Daily Scrum meeting. Burn-Down Charts are discussed further in the next section Event 4: Review Planning t.5.5 t.3.2 Daily Scrum The duration of this meeting is normally four hours for a one month. If the s are shorter then this meeting will be proportionally shorter. At the end of the, the Scrum Team and other stakeholders gather and hold a four hour meeting to present and inspect the Done items (the Increment) from the current and adapt the Product Backlog by marking off Done items as complete and add new items or change the existing ones if necessary. The presentation of the Increment in this meeting is intended to collect feedback and raise change requests at the earliest time possible. We welcome changes in Scrum and encourage them to be demanded, because it increases the satisfaction of the customer and will create a final product that better matches the needs of the customer. t.3.1 Review t.2.2 t.2.4 Retrospective Retrospectiv max. e 3h Review max. 4h PRODUCT PROCESS Inspect and Adapt Scrum fiction and facts Fiction The Product Owner is the project manager. Scrum tells us everything about managing projects. The Product Owner is a representative from the customer. Fact The Product Owner only creates and maintains the Product Backlog, but does not manage the day to day activities of the Team. Scrum mostly deals with the definition and delivery of the products. Many of the business oriented aspects of the project are done outside Scrum. The Product Owner is one of the people from the performing organization (the organization in charge of producing the final product of the project; a contractor in many cases), and the contact point with the customer. Scrum can only be applied with in-house software development projects Scrum as a framework can be applied to almost every project that is not completely predictable Body Temple Scrum - Flow Vision Statement Product Roadmap Increment not accepted or not done Idea, Vision Product Backlog max 1 month Story Story Story Story Backlog Planning Selected Selected Stories Selected Stories Stories Daily Scrum 15 Daily Scrum 15 Daily Scrum 15 Daily Scrum 15 Daily Scrum 15 Feedback Potentially releasable Increment Development Team + PO Pre Increment accepted Body Temple 12

14 Scrum What happens prior to s: The Vision Statement provides a concise description of the strategic objectives of the project to help the team keeping the focus The Product Roadmap is an initial and visual timeline of major product features to be delivered and is normally created by the Product Owner User requirements are gathered and turned into User Stories, normally written by the Product Owner based upon customer (user) requirements. The User stories make up the Product Backlog. The Product Backlog does not need to be 100% complete to start the s s are being started as soon as the Product Backlog is mature enough for the near future. The Product Backlog is being updated all the way through the project Body Temple Scrum What happens prior to s: The Product Backlog must be estimated. This is done by the Development Team. The Product Owner supports as he/she has the best knowledge of the content of the user requirements The Product Backlog (User Stories) must be refined prior to the s. This is done by the Development Team together with the Product Owner initial before the first starts, and is done repeatedly and iterative in advance to the s for those User Stories that should be selected for the next s Body Temple

15 Scrum Activities: Planning defines WHAT will be done within a and HOW it will be done. The Product Owner prioritizes these User Stories (requirements) and therefore decides indirectly on the contents of the Backlog. The Team breaks down (expands) these stories into tasks. These User Stories (features, functionalities, or deliverables) AND the Tasks (the work to deliver) make up the Backlog, a list of everything that will be done and delivered during the next sprint. The Team then takes up to a maximum of one calendar month to deliver an agreed amount of stories Body Temple Scrum Activities: The Team holds a Daily Scrum meeting of 15 minutes each day to collaborate with each other. At the end of the, the Team demonstrates an increment of the product (the completed stories) to the customer and stakeholder in a Review meeting. The last activity is the Scrum Retrospective meeting, where the team reviews the and looks for ways of improvement (lessons learned). The Scrum Master makes sure the Scrum process is followed entirely and offers coaching to everyone involved Body Temple

16 Three Pillars Three pillars uphold every implementation of empirical process control: Transparency Inspection Adaptation That is the centrality of communication, review and improvement Body Temple Scrum Framework Roles, Events, Artefacts Body Temple 30 15

17 Scrum Framework Scrum is not a process or a technique, but a framework within which processes and frameworks can be deployed more effectively It consists of roles, rules, events and artefacts Body Temple Scrum Roles The Roles in Scrum are defined as The Scrum Team Self-organizing; chooses how to accomplish the work without external direction Cross-functional; has all the competencies necessary within it to accomplish its work without depending on others outside Designed to optimise flexibility, creativity and productivity (Stakeholders) persons external to the Scrum Team with a specific interest in and knowledge of a product that is required for incremental discovery. Represented by the Product Owner and actively engaged with the Scrum Team at Review. The Scrum Master Training Manual A Guide to Passing the Professional Scrum Master (PSM) Exam 3. Scrum Roles 3.1. Scrum Team There are three roles in a Scrum project; no less, and no more. We are not allowed to define There are three roles in a Scrum any other project; roles, because no less, it is harmful and to no the more. unity of the We team, are and not it is not allowed compatible to with define the The philosophy Scrum of Master Scrum. Training Manual any other roles, because it is harmful A Guide to to Passing the the unity Professional of the Scrum team, Master (PSM) and Exam it is not compatible with A Scrum Team consists of the following three roles: the philosophy of Scrum. Product Owner 3. Scrum Roles Scrum Master Development Team A Scrum Team consists of the following three roles: 1 Product person Full-time or part-time Owner Business oriented The Scrum Master Training Manual A Guide to Passing the Professional Scrum Master (PSM) Exam 3. Scrum Roles 3.1. Scrum Team 3.1. Scrum Team There are three roles in a Scrum project; no less, and no more. We are not allowed to define Product Owner Scrum Master Development Team any other roles, because it is harmful to the unity of the team, and it is not compatible with the philosophy of Scrum. A Scrum Team consists of the following three roles: SCRUM ROLES Body Temple 1 person Full-time or part-time Business oriented 32 Product Owner Scrum Master Development Team Scrum Master 1 person Full-time or part-time Scrum coach and facilitator 3 to 9 people Full-time (recommended) Specialist The term Scrum Team refers to all the project team members: everyone internal to the project. Scrum Team members usually have only one of the three standard roles of Scrum: Product Owner, Scrum Master, or Development Team member. It is possible for a single person to be assigned to more than one of the standard roles, but it is not recommended. The Scrum Team is a part of the performing organization (the performing organization is the company which executes the project either for itself or as a contractor for an external customer). 1 person 1 person 3 to 9 people 1 person Full-time or part-time Full-time or part-time 3 to 9 Development people Other persons can also be involved in the project but they are not considered internal Full-time to the (recommended) Business oriented Scrum coach and facilitator Specialist project Full-time and Scrum or theory part-time does not cover them much. They should Full-time have (recommended) a certain Team set of behaviors Scrum coach though, and to make facilitator it possible for a Scrum project to succeed. Specialist When the project The is term not internal Scrum to Team the performing refers to all organization the project (you team are members: not doing everyone the internal to the project for your project. own company), Scrum Team you should members also usually consider have the only customer one of as the another three standard roles of Scrum: stakeholder. You Product may or Owner, may not Scrum have Master, a separate or customer, Development but you Team always member. have external It is possible for a single The term Scrum Team refers to all the person project to be assigned team to members: more than one everyone of the standard internal roles, but it to is not the recommended. project. Scrum Team members usually have only one of the three standard roles of Scrum: The Scrum Team is a part of the performing organization (the performing organization is the Product Owner, Scrum Master, or Development company which Team executes member. the project either It is for possible itself or as a for contractor a single for an external Page 17, 3. Scrum Roles customer). person to be assigned to more than one of the standard roles, but it is not recommended. Other persons can also be involved in the project but they are not considered internal to the project and Scrum theory does not cover them much. They should have a certain set of The Scrum Team is a part of the performing organization (the performing organization is the behaviors though, to make it possible for a Scrum project to succeed. company which executes the project either for itself or as a contractor for an external When the project is not internal to the performing organization (you are not doing the customer). project for your own company), you should also consider the customer as another stakeholder. You may or may not have a separate customer, but you always have external Stakeholders Other persons can also be involved in the project but they are Stakeholders not considered internal to the external project and Scrum (Customer) theory does not cover them much. They should internal have a certain set of behaviors though, to make it possible Page 17, 3. for Scrum a Scrum Roles project to succeed. When the project is not internal to the performing organization (you are not doing the project for your own company), you should also consider the customer as another stakeholder. You may or may not have a separate customer, but you always have external Page 17, 3. Scrum Roles 32 16

18 1 person Full-time or part-time Business oriented 1 person Full-time or part-time Scrum coach and facilitator 1 person Full-time or part-time Business oriented 3 to 9 people Full-time (recommended) Specialist 1 person Full-time or part-time Scrum coach and facilitator 3 to 9 people Full-time (recommended) Specialist Scrum Team The Scrum Master Training Manual 3. Scrum Roles A Guide to Passing the Professional Scrum Master (PSM) Exam Responsible for delivering increments of Done 3.1. Scrum Team product; There are three roles in a Scrum project; no less, and no more. We are not allowed to define 3. Scrum Roles any other roles, because it is harmful to the unity of the team, and it is not compatible with the philosophy of Scrum. The Scrum Master Training Manual potentially useful versions of working product A Scrum Team consists of the following three roles: A Guide to Passing the Professional Scrum Master (PSM) Exam Has three sub-roles Product Owner Developer Scrum Master 3.1. Scrum Team The Scrum Master Training Manual A Guide to Passing the Professional Scrum Master (PSM) Exam Product Owner Scrum Master Development Team There are three roles in a Scrum project; no less, and no more. We are not allowed to define 3. Scrum Roles any other roles, because it is harmful to the unity of the team, and it is not compatible with the philosophy of Scrum. A Scrum Team consists of the following three roles: Scrum Master 3.1. Scrum Team Other persons can also be involved in the project but they are not considered internal to the 1 person 1 person 3 to 9 people Full-time Product or part-time project and Scrum theory does not cover them much. They should have a certain set of Full-time or part-time Full-time (recommended) Development Business oriented Scrum coach and facilitator behaviors though, to make it possible for Specialist a Scrum project to succeed. Owner Team When the project is not internal to the performing organization (you are not doing the project for your own company), The term you Scrum should also Team consider refers the to all customer the project as another team members: everyone internal to the The term Scrum Team refers to all the project stakeholder. team members: You may or may project. everyone not have Scrum a internal separate Team members customer, the usually but you have always only have one of external the three standard roles of Scrum: Product Owner, Scrum Master, or Development Team member. It is possible for a single project. Scrum Team members usually have only one of the three standard roles of Scrum: person to be assigned to more than one of the standard roles, but it is not recommended. Product Owner, Scrum Master, or Development Team member. It is possible for a single Page 17, 3. Scrum Roles The Scrum Team is a part of the performing organization (the performing organization is the person to be assigned to more than one of the standard roles, but it is not recommended. company which executes the project either for itself or as a contractor for an external SCRUM Team customer). There are three roles in a Scrum project; no less, and no more. We are not allowed to define any other roles, because it is harmful to the unity of the team, and it is not compatible with the philosophy of Scrum. Product Owner Scrum Master Development Team A Scrum Team consists of the following three roles: Product Owner Scrum Master Development Team The term Scrum Team refers to all the project team members: everyone internal to the project. Scrum Team members usually have only one of the three standard roles of Scrum: Product Owner, Scrum Master, or Development Team member. It is possible for a single person to be assigned to more than one of the standard roles, but it is not recommended. The Scrum Team is a part of the performing organization (the performing organization is the company which executes the project either for itself or as a contractor for an external customer). The Scrum Team is a part of the performing organization (the performing organization is the company which executes the project either for itself or as a contractor Other persons for an can external also be involved in the project but they are not considered internal to the customer). project and Scrum theory does not cover them much. They should have a certain set of behaviors though, to make it possible for a Scrum project to succeed. Other persons can also be involved in the project but they are not When considered the project internal is not internal to the to the performing organization (you are not doing the project and Scrum theory does not cover them much. They should project have for a your certain own company), set of you should also consider the customer as another behaviors though, to make it possible for a Scrum project to succeed. stakeholder. You may or may not have a separate customer, but you always have external When the project is not internal to the performing organization (you are not doing the project for your own company), you should also consider the customer as another Page 17, 3. Scrum Roles stakeholder. You may Stakeholders or may not have a separate customer, but you always have Stakeholders external external (Customer) internal Page 17, 3. Scrum Roles Body Temple The Scrum Master Training Manual A Guide to Passing the Professional Scrum Master (PSM) Exam 3. Scrum Roles Product Owner The individual responsible for maximizing the business value of the work of the Development Team and of the products they produce Sole responsibility for requirements and their priorities Owns the Product Backlog They also measure the performance of the project, forecast the completion date, and make this information transparent to all stakeholders Scrum Team There are three roles in a Scrum project; no less, and any other roles, because it is harmful to the unity of t the philosophy of Scrum. A Scrum Team consists of the following three roles: Product Owner Scrum Master Body Temple 34 1 person 34 Full-time or part-time Business oriented 1 person Full-time or part-time Scrum coach and facilitator The term Scrum Team refers to all the project team project. Scrum Team members usually have only one Product Owner, Scrum Master, or Development Team person to be assigned to more than one of the standa 17 The Scrum Team is a part of the performing organizat

19 The Scrum Master Training Manual A Guide to Passing the Professional Scrum Master (PSM) Exam Development Team 3. Scrum Roles Joint responsibility for the development of Done Increments in product 3.1. Scrum Team Developer is the only title in the team There are three roles in a Scrum project; no less, and no more. We are not allowed to define any other roles, because it is harmful to the unity of the team, and it is not compatible with the philosophy of Scrum. No one tells the team how to organize its work A Scrum Team consists of the following three roles: The ideal size for the Development Team is 6 ± 3 members Product Owner Scrum Master Development Team Page 17, 3. Scrum Roles The Scrum Master Training Manual 35 A Guide to Passing the Professional 35 Scrum Master (PSM) Exam 1 person 35 1 person 3 to 9 people 2007 Body Temple Full-time or part-time Full-time or part-time Full-time (recommended) Business oriented Scrum coach and facilitator Specialist The term Scrum Team refers to all the project team members: everyone internal to the project. Scrum Team members usually have only one of the three 3.1. standard Scrum roles Team of Scrum: Product Owner, Scrum Master, or Development Team member. It is possible for a single person to be assigned to more than one of the standard roles, but There it is are not three recommended. roles in a Scrum project; no less, and no more. We are not allowe The Scrum Team is a part of the performing organization (the performing any other organization roles, because is it the is harmful to the unity of the team, and it is not compa company which executes the project either for itself or as a contractor the philosophy for an external of Scrum. customer). A Scrum Team consists of the following three roles: Other persons Scrum can also be Master involved in the project but they are not considered internal to the project and Scrum theory does not cover them much. They should have a certain set of behaviors though, to make it possible for a Scrum project to succeed. Product Owner Scrum Master Development The Scrum Master is a servant-leader for the Scrum Team. His/her role is to facilitate Scrum practice When the project is not internal to the performing organization (you are not doing the project for your own company), you should also consider the customer as another stakeholder. within You may or the may Scrum not have Team a separate and customer, within but you the always larger have external organization 3. Scrum Roles The Scrum Master is a management position, he/she manages the Scrum process, rather than the Scrum Team. The Scrum Master is not the manager of the Development Team which is self-organizing 1 person He/she should also help those outside Full-time the or part-time Scrum Business oriented Team understand the appropriate interactions with the Scrum Team to maximize the value created by the Scrum Team. The Scrum Master usually leads the organization in its effort to adopt Scrum. 1 person Full-time or part-time Scrum coach and facilitator 3 to 9 peop Full-time (recomm Specialist The term Scrum Team refers to all the project team members: everyone interna project. Scrum Team members usually have only one of the three standard roles o 36 Product Owner, Scrum 36 Master, or Development Team member. It is possible for a Body Temple person to be assigned to more than one of the standard roles, but it is not recom The Scrum Team is a part of the performing organization (the performing organiz company which executes the project either for itself or as a contractor for an exte customer). Other persons can also be involved in the project but they are not considered inte project and Scrum theory does not cover them much. They should have a certain behaviors though, to make it possible for a Scrum project to succeed. 18

20 Scrum events Each event is time-boxed; it has a maximum duration Each event is an opportunity to provide transparency and to inspect and adapt products and processes Scrum Events (within a ) Planning Daily Scrum Review Retrospective Daily Planning >>> Scrum >>> Review Retrospective Body Temple The event is the container for all other events; the definition and design of what is to be built, the plan and work for building it and the resultant product It is time-boxed at a one-month maximum, less if risk or circumstances dictate, but their duration should be consistent across the project The scope of a can be clarified and re-negotiated between Product Owner and Development Team, but no changes are made that would alter the Goal Daily Planning >>> Scrum >>> Review Retrospective Body Temple 38 19

21 A can be cancelled, but only by the Product Owner and only if the Goal becomes obsolete Each Scrum project delivers the final product (Release) after a number of s. An Increment may or may not be released at the end of the, but it must be potentially releasable. Product Backlog Product Backlog Product Backlog Product Backlog Product Backlog #1 #2 #3 #4 #5 Increment #1 Increment #2 Increment #3 Increment #4 Increment #5 Release Body Temple Planning The meeting is proportionately time-boxed at 2 hours per week of (i.e. 8 hours for a 4 week ) The whole Scrum Team collaborates The meeting is divided into two, equally time-boxed, sessions; the first covering what and the second how Daily Planning >>> Scrum >>> Review Retrospective Body Temple

22 Planning I What The Development Team forecasts the functionality that will be developed during the based on The ordered Product Backlog items The latest product Increment The projected capacity and past performance of the Development Team Body Temple Goal Identified as part of the first part of the Planning Meeting Defines the business objective that will be met, within the, through the implementation of the selected Product Backlog items; it defines the value of building the Increment This is a sample Goal: We are going to enable all the essential parts of the website store to set up a complete purchase process. This makes other features of the website more meaningful to the customer and potential change requests will be raised sooner Body Temple

23 Planning II How The Development Team decides how to build the selected functionality into Done Increment and plans the work in sufficient detail to forecast what it can do during the by decomposing the User Stories into Tasks The Product Owner and Scrum Master may be present, but only to assist and not direct A single Backlog Item (User Story) Decomposition Tasks needed for getting the story done A plan for developing the item Body Temple Daily Scrum A daily, 15-minute meeting at which the Development Team synchronizes work, inspects and adapts products and processes, and creates a plan for the next 24 hours The meeting is for the Development Team, it is not a status meeting for the Scrum Master or Product Owner Daily Planning >>> Scrum >>> Review Retrospective Body Temple

24 Daily Scrum At the Daily Scrum each Developer answers the three questions What has been accomplished since the last meeting What will be done before the next meeting What obstacles are in the way Each task completed must be Done in order to be completed; i.e., the code must be clean The code must be built each day; the Done of the code must be transparent Daily Scrum is not a problem-solving meeting; any issues raised are addressed outside the meeting (usually immediately afterwards) Body Temple 45 Daily Scrum The Scrum Master Training Manual A Guide to Passing the Professional Scrum Master (PSM) Exam Task Board to be updated during the Daily Scrum Goal To Do Doing Done The goal of this sprint is To make the purchasing part of the website mature enough to be able to handle the whole process and users can experience a full purchasing process, through which other functionalities of the website will be more meaningful. t.3.2 t.3.1 t.2.2 t.2.4 Burn-Down Chart t The above figure now contains the Burn-Down Chart (the tracking information) and this can be updated after each Daily Scrum meeting. Burn-Down Charts are discussed further in the next section Body Temple Event 4: Review Planning Daily Scrum Review Retrospective 23

25 Review The Scrum Team and stakeholders meet to accept completed work and identify new requirements This is an opportunity for demonstration and feedback not judgement; acceptance testing should have been completed prior to the meeting The meeting is proportionately time-boxed at 1 hour per week of (i.e. 4 hours for a 4 week ) Daily Planning >>> Scrum >>> Review Retrospective Body Temple Review The whole Scrum Team collaborates with Stakeholders on revising the Product Backlog based on the output of the and the feedback received from the customer to identify what was done during the and on the things that can be done in the next one Present and inspect the Done items (the Increment) from the current and adapt the Product Backlog by marking off Done items as complete and add new items or change the existing ones if necessary Body Temple

26 Review Changes are welcome as they may increase the satisfaction of the customer and will create a final product that better matches the needs of the customer. The Scrum Master Training Manual A Guide to Passing the Professional Scrum Master (PSM) Exam The Product Owner discusses the status of Product The Scrum Master Training Manual 3. Scrum Roles A Guide to Passing the Professional Scrum Master (PSM) Exam Backlog and the likely completion dates based on the 3.1. Scrum Team 3. Scrum Roles 3. Scrum Roles progress Scrum Team The Scrum Master Training Manual A Guide to Passing the Professional Scrum Master (PSM) Exam There are three roles in a Scrum project; no less, and no more. We are not allowed to define 3.1. Scrum Team any other roles, because it is harmful to the unity of the team, and it is not compatible with the philosophy of Scrum. There are three roles in a Scrum project; no less, and no more. We are not allowed to define There are three roles in a Scrum project; no less, and no more. We are not allowed to define any other roles, because it is harmful to the unity of the team, and it is not compatible with any other roles, because it is harmful to the unity of the team, and it is not compatible with A Scrum Team consists of the the following philosophy three of Scrum. roles: the philosophy of Scrum. A Scrum Team consists of the following three roles: A Scrum Team consists of the following three roles: Product Owner Scrum Master Development Team Product Owner Scrum Master Development Team Development Team Product Owner Scrum Master Demonstration Feedback Stakeholder Increment 1 person Full-time or part-time Business oriented 1 person Full-time or part-time 1 person Scrum coach and Full-time facilitator part-time Business oriented 3 to 1 9 person people Full-time Full-time (recommended) or 1 part-time person Specialist Business Full-time oriented part-time Scrum coach and facilitator Scrum Team 1 person 3 to 9 people Full-time or part-time 3 to 9 people Full-time (recommended) Scrum coach and facilitator Full-time (recommended) Specialist Specialist The term Scrum Team refers to all the project team members: everyone internal to the The term Scrum Team refers to all the project team members: everyone internal to the project. Scrum Team members usually have only one of the three standard roles of Scrum: The term Scrum Team refers project. to all Scrum the project Team members team members: usually have everyone only internal of the three to the standard roles of Scrum: Product Owner, Scrum Master, or Development Team member. It is possible for a single person to be assigned to more than one project. of the standard Scrum Team roles, members Product but it is not usually Owner, recommended. have Scrum only Master, one of or the Development three standard Team roles member. of Scrum: It is possible for a single person to be assigned to more than one of the standard roles, but it is not recommended. Product Owner, Scrum Master, or Development Team The Scrum Team is a part of the performing organization (the performing organization is the 49 member. It is possible for a single person to be assigned to more The than Scrum one Team of is the a part standard of the performing roles, but it organization is not recommended. (the performing organization is the company which executes the project either for 49 itself or as a contractor for an external company which executes the project either for itself or as a contractor for an external customer). 49 The Scrum Team is a part of customer). the performing 2007 organization Body (the Temple performing organization is the Other persons can also be involved in the company project which but they executes are not considered the project internal either for to the itself or as a contractor for an external Other persons can also be involved in the project but they are not considered internal to the project and Scrum theory does not cover customer). them much. They should have a certain set of behaviors though, to make it possible for a Scrum project to succeed. project and Scrum theory does not cover them much. They should have a certain set of Other persons can also be involved behaviors in though, the project to make but it possible they are for not a Scrum considered project internal to succeed. to the When the project is not internal to the performing organization (you are not doing the project for your own company), you should project also and consider Scrum the theory customer does When as not another cover project them is not much. internal They to the should performing have a organization certain set (you of are not doing the stakeholder. You may or may not have behaviors a separate customer, though, to but make you it project always possible for have your for external a own Scrum company), project you to should succeed. also consider the customer as another stakeholder. You may or may not have a separate customer, but you always have external When the project is not internal to the performing organization (you are not doing the project for your own company), you should also consider the customer as another Page 17, 3. Scrum Roles stakeholder. You may or may not have a separate customer, but you always have external Page 17, 3. Scrum Roles Page 17, 3. Scrum Roles Retrospective I This meeting follows the Review and is time boxed at ¾-hour per week of The Scrum Master facilitates the Scrum team in inspecting and adapting itself Always look for ways to improve. This meeting is a formal opportunity for improvement, even though we do not limit our improvement to the results of this meeting. Review (inspect) the, with regards to people, relationships, processes, and tools, and identify ways of improving them in the next. Daily Planning >>> Scrum >>> Review Retrospective Body Temple

27 Retrospective II Set the stage Gather data Generate insights Decide what to do Close the retrospective Body Temple Scrum Artefacts The purpose of the Artefacts is to promote transparency, to provide mechanisms to enhance communication and mutual understanding Product Backlog Backlogs Increment Not an official artefacts in Scrum Guide TM Definition of Done Monitoring tools (Task Board, Burn-Down, Release Burn-Down) Body Temple

28 Product Backlog an ordered list of everything that might be needed in a product the single source of requirements for any changes to be made to the product It is never complete, a living artefact Content is defined by User-Stories Body Temple Backlog The Backlog consists of the following: The Goal Selected items from the Product Backlog, to be delivered through the A detailed plan for turning the selected items into Done Increment of the product and to realize the Goal (the plan would not be completely detailed in the Planning meeting) defines the work the Development Team will perform to turn Product Backlog items into a Done Increment It evolves during the Body Temple

29 Backlog The Backlog is frozen after the Planning regarding selected User Stories Development Team will focus on delivering an Increment of Done based on this plan. Items (stories) in the Backlog cannot be added or removed during the. However, it might be necessary to re-negotiate, justify, or clear some of the items during the, which should be done in the presence of the Product Owner. The detailed plan which is normally not complete at the end of the Planning will become more complete as the continues. The Scrum Master Training Manual A Guide to Passing the Professional Scrum Master (PSM) Exam 55 A single Product Backlog item (story) Tasks needed for getting the 55 item done 55 (A plan for developing the item) 2007 Body Temple Backlog The Backlog will be ready at the end of this meeting and the Development Team should be able to describe what items they will deliver through the, and how they will The do it. Backlog is represented in the Task Board by the There is no Goal, specific rule the on documenting, selected storing, User and presenting Stories the and Backlog. the referring It can be written on a board (wall chart) similar to one shown in the following figure. Tasks as a plan for the work Goal To Do Doing Done The goal of this sprint is To make the purchasing part of the website mature enough to be able to handle the whole process and users can experience a full purchasing process, through which other functionalities of the website will be more meaningful. t.3.1 t.2.2 t Body Temple Yellow sticky notes (post-its) on the above board are tasks that are created by breaking down each of the items. These tasks define what the Development Team will do to deliver Page 29, 4. Scrum Events 28

30 Increment The Increment is the sum of all the Product Backlog items completed during a and all previous s The purpose of each is to deliver Increments of potentially releasable functionality that adhere to the Scrum Team s current Definition of Done Body Temple Increment The number of stories in the Product Backlog decreases by, as the number of features in the Increments increases. Note that the Increment concept is cumulative: each Increment also contains the features of the previous ones. Product Backlog Product Backlog Product Backlog Product Backlog Product Backlog #1 #2 #3 #4 #5 Increment #1 Increment #2 Increment #3 Increment #4 Increment # Body Temple 58 Release 58 29

31 Scrum Master Foundations Part Two Practice Body Temple 59 User Stories & Product Backlog A User Story is a simple statement, in the language of the system user, of an element of system functionality that would be of value to the user Stories can be prioritized, estimated, inspected and adapted Body Temple

32 User Stories A User Story represents a requirement, it does not document it The details of the requirement are determined through discussions between users and developers and recorded as tests that show that the functionality has been delivered Body Temple The Tree Elements C s Card; the short, simple statement of the requirement (e.g. A user can place an item in a basket ) Conversation; the discussions between users and developers Confirmation; the tests that will be applied to show that the functionality has been delivered Body Temple

33 Structure of a Good Story It should specify a major goal that a user has for interacting with the system It should provide an element of end-to-end functionality, lead to a meaningful outcome, allows the user to accomplish something Uses the active voice ; I, as a (role) want to (function) so that (value) Body Temple Structure of a `Good Story Follows the INVEST acronym Independent Negotiable Valued Estimable Small Testable Body Temple

34 Epic A story that is too big to be delivered in a single A compound epic comprises smaller stories and should be split A complex epic cannot easily be split and so should be spiked Body Temple Constraint A Constraint is a User Story that must be obeyed rather than implemented It is not estimated or scheduled because it does not represent work to be done but limitations within which work is carried out and functionality delivered Body Temple

35 Gathering Stories Ensuring wide points-of-view User-Role Modelling (what would a customer want to do with the system?) Personas (what would Mary, full-time working single mother want to do with the system?) Extreme Characters (what would a serial armed robber want to do with the system?) Body Temple Gathering Stories Techniques User Interviews, Questionnaires, Observation, Story-Writing Workshops User Proxies User Manager, Development Manager, Domain Experts, Salesperson, Marketer, Former User, Customer, Support Technician, Business Analyst Body Temple

36 Product Backlog Items that can be Done within a single are called ready or actionable Refinement or Grooming is the process of adding detail, order and estimates to items so that they become ready. It is an on going activity and is not time boxed! Should consume not more than 10% of the Development Team s time. A single Product Backlog is used even when the project consists of multiple teams Body Temple Prioritazation There are four factors that can be used by the Product Owner to prioritize work Value Cost Knowledge Risk Body Temple

37 Prioritazation Requirements (User Stories) can be prioritized using the MoSCoW Model: Must Have must be done, the strategic objective of the project cannot be reached without it. Cannot be negotiated > PRIORITY 1 o Should Have should be done under normal circumstances. Can be negotiated if circumstances afford this > PRIORITY 2 Could Have could be done if time and budget allows. Can be negotiated first if circumstances afford this > PRIORITY 3 o Won t Have out of scope. Will not be done in the project Body Temple Product Backlog - Exercise Exercise 1: Part A: Create Product Backlogs of User Stories for the following product development projects: A promotional box of matches A coat for a large dog A dating web site for Scrum Masters An android app for identifying impossible project deadlines Part B: Prioritize the one of the Backlogs using the MoSCoW model Part C: Create acceptance tests for each story in the prioritized Backlog Part D: Create an outline Release Plan for the prioritized Backlog Body Temple

38 Product Backlog Each Product Backlog item also has a work estimate These estimates are solely done by the Development Team They are used in comparison to the capacity of the Development Team in a single, to determine the number of items that will be selected for that certain. Many additional information might be added to each item to help the Scrum Team take control Body Temple Estimating Estimates of effort and duration can be based on three basic techniques Comparative; tasks are compared with previous similar tasks Analytic; tasks are decomposed into sub-tasks small enough to estimate duration directly Parametric; tasks durations are derived from size parameters Body Temple

39 Estimating From Size Scrum uses estimates based on task size for Release and Planning and estimates based on analysis for Daily Planning User Stories can be sized in one of two ways Story Points Ideal Days Body Temple Story Points Story Points are an abstract, relative expression of the size of a story The points are abstract in that they do not relate to any physical characteristic of a story; they should be an expression of an amalgamation of effort involved, complexity, risk etc They are relative in that a story assigned 4 points should be four-times larger than a story assigned 1 point The process of assignment either uses a base story of 1 point, or selects a story as the mid-point of a range (e.g. 1 10) Body Temple

40 Ideal Days Like Story Points, a measure of relative size not an estimate of duration The time a task would take in real time is called the elapsed time. Ideal Days should be an estimate of the the expected, elapsed time in an idealized world, with no interruptions, dependencies, risks, mistakes, etc Body Temple Estimating Techniques There are diminishing returns on time spent in estimating; the objective is to produce an adequate figure, one that is useful for the task in hand Estimating is a collaborative process emphasizing that responsibility for estimating the duration of work lies with those performing the work Body Temple

41 Estimating Techniques A number of techniques can be used to structure collaborative estimating Wideband Delphi is a consensus-based technique for estimating effort Planning Poker is used by development teams and The Planning Game by Product Owners with developers Magic Estimation: see next slides Body Temple Magic Estimating This is inherently complex, we will need a Floor People Planning Poker cards Product Backlog That s it! Body Temple

42 Magic Estimating Start with the Product Backlog of user stories Team will play, Product Owner will watch (and learn) Lay the estimation cards down on the floor, spaced out as per their Story Point values e.g. 1, 2, 3, 5, 8, 13, 20 etc Hand out user stories to team - stories should be distributed evenly among the team members. Explain rules: no talking, no non-verbal communication during estimating Each team member estimates his/her own stories, places the stories at points If a Story is not clear, it is put on the?. After explanation by the PO, the story will be estimated again. Each team member checks all estimates of the other team members, re-estimates and moves if desired (once all their own cards are down) Product Owner marks fall-outs (Big ones and Bouncers) to be discussed and clarified Body Temple Magic Estimating Big ones (Stories where estimates end up very large) Bouncers (Stories where team cannot agree on the estimate) Product Owner picks these Stories up and the team does Planning Poker on them after Magic Estimation is complete Body Temple

43 Estimating - Exercise Exercise 2: Part A: Read the following text and create a short presentation explaining its content (taken from Part B: Study the other URLs that the Instructor will now give you and consider the work required to create a presentation for each Part C: Using Planning Poker, estimate as a team the size of task required to create each presentation using the original text as the base unit Body Temple Product Backlog - Example The next slides shows the type of information available for a single Product Backlog item in a typical Scrum tool. This is also a good example of a Scrum tool. You can see in the example how the Product Backlog and the Backlog evolve Body Temple

44 The Scrum Master Training Manual A Guide to Passing the Professional Scrum Master (PSM) Exam Product Backlog - Example This figure shows the type of information available for a single Product Backlog item in a typical Scrum tool. This is also a good example of a Scrum tool A sample screenshot from desktop 85 Scrum tool, Eylean Body Temple Take your time to study this diagram as it contains a lot of information. These are the different parts of this dialog box: 1. Story Name The Fourth Sample Story in this figure. 2. Story Description Quality criteria, explanation of the scope, etc. It is useful to store all the relevant information here, so that the whole Scrum Team can have access to it. 3. Alerts Optional custom alerts can be set here. 4. Due Date You can also add optional custom due dates and use them to track stories. For example, you have decided in the middle of the (part of the detailed planning) to finish a certain story in a particular date, and you set that date here Product Backlog - Example 5. Take Complexity your It time is a field to used study to defining this the diagram nature of the story as it and contains can be used for a lot of information. Planning. Usually These the more are complex the a different story is, the more parts uncertain of this its estimate dialog box: would be. 6. Estimate This is the estimated volume of the story determined by the 1. Story Name The Fourth Sample Story in this figure. Development Team. 2. Story Description Quality criteria, explanation of the scope, etc It is useful to store all the relevant information here, so that the whole Scrum Team can have access to it. 3. Alerts Optional custom alerts can be set here. Page 39, 5. Scrum Artifacts 4. Due Date add optional custom due dates to track stories. 5. Complexity can be used for Planning. Usually the more complex a story is, the more uncertain its estimate would be Body Temple

45 Product Backlog - Example 6. Estimate This is the estimated size (volume) of the story determined by the Development Team. 7. Categories When there are lots of stories in the backlog, it is a good idea to categorize them for ease of access and maintenance. This can act as a normal WBS (work breakdown structure) in traditional projects where deliverables are grouped together. 8. Assignments A story can be assigned to any person in the team. However, the whole Scrum Team would remain accountable for it. 9. Tracker You can record time spend on each story for further analysis, refining estimates, billing, etc 10. Colors You can set different colors to each story to differentiate them visually in the Scrum board. This is a way of grouping/categorizing items Body Temple Product Backlog - Example 11. Tasks You can breakdown the story into tasks (detailed planning) and track them separately. A simple progress would be calculated for each story based on the number of completed tasks. Tasks are created by the Development Team. 12. Change Log A history of changes made in this story (such as creation of tasks) would be stored to be used later. 13. Attachments attach relevant documents to the story 14. Comments Each member of the Scrum Team can leave comments 15. Additional fields define your own custom fields for other planning and control needs Body Temple

46 Product Backlog - Example The following figure shows a sample Product Backlog created in an online Scrum tool. The Product Owner has identified the stories, but the estimates are not yet done (question marks on the right side of the rows). Current status of the sample: Identified stories Estimates plan Tasks Completed tasks and stories no no no no The Scrum Master Training Manual A Guide to Passing the Professional Scrum Master (PSM) Exam Body Temple The following figure shows a sample Product Backlog created in an online Scrum tool. The Product Owner has identified the stories, but the estimates are not done yet (question marks on the right side of the rows). Current status of the sample: Identified stories Estimates plan Tasks Completed tasks and stories no no no no Product Backlog - Example Total number of stories in the Product Backlog The amount of work of stories are not estimated yet, so the total is zero. New stories are to be added here Each line represents a story in the Product Backlog. E.g. this story is named The Third Sample Story, it s not started yet, has no tasks, and has no comments. Stories are not estimated yet A sample screenshot from online Scrum tool, ScrumDo The Scrum Team should add details, estimates, and order to the Product Backlog items all the way through the project, which is called Product Backlog grooming. It 90 should not consume more than 10% of the time of the Development Team Body Temple The Product Backlog is created more based on discussion rather than documentation. The Product Backlog items (aka stories) should be easy to understand for non-technical stakeholders

47 Product Backlog - Example The following figure shows the sample Scrum tool after the addition of the estimates. Current status of the sample: Identified stories Estimates plan Tasks Completed tasks and stories The total amount of work in this sample is 234 points. Very large stories (such as the tenth story in the sample which is estimated 100 points) are often Epics and must be split into smaller stories later Body Temple no no no The Scrum Master Training Manual A Guide to Passing the Professional Scrum Master (PSM) Exam The following figure shows the sample Scrum tool after the addition of the estimates. Current status of the sample: Identified stories Estimates plan no Tasks no Product Completed Backlog tasks and stories - no Example This is the sum of the estimated volumes of work of Product Backlog items. Now the volume of work of items are estimated and added. Estimates for higher items are usually more precise. A sample screenshot from online Scrum tool, ScrumDo Body Temple The total amount of work in this sample is shown to be 234 points. It is common to break the large stories (such as the tenth story in the sample which is estimated 100 points) into two or more stories later. Sometimes multiple Scrum Teams work on the same project. The Product Backlog is a representation of the scope of the final product and therefore, there should be only one Product Backlog, no matter how many Scrum Teams are working on the project

48 Backlog - Example The following figure shows the sample project in Planning time: a new, called The First is defined with start and end dates, and Scrum Team are now ready to select items from the top of the Product Backlog to be assigned to this. Current status of the sample: Identified stories Estimates Tasks The Scrum Master Completed Training tasks Manual and stories A Guide to Passing the Professional Scrum Master (PSM) Exam Body Temple plan on-going The following figure shows the sample project in Planning time: a new, called The First is defined with start and end dates, and Scrum Team are now ready to select items from the top of the Product Backlog to be assigned to this. Current status of the sample: Identified stories Estimates plan Tasks no Completed Backlog tasks and stories - Example no no no on-going List of all defined s. It is time to select the next and define its backlog. Available items in the Product Backlog to be added to the Backlog. A sample screenshot from online Scrum tool, ScrumDo Body Temple 94 47

49 Backlog - Example Suppose that the estimated capacity of the s is 50 points. In this case, all we can choose for the is shown in the next figure. Current status of the sample: Identified stories Estimates plan Tasks Completed tasks and stories almost finished no no The Scrum Master Training Manual A Guide to Passing the Professional Scrum Master (PSM) Exam Body Temple Suppose that the estimated capacity of the s is 50 points. In this case, all we can choose for the is shown in the next figure. Current status of the sample: Identified stories Estimates plan Tasks almost finished no Completed Backlog tasks and stories - Example no Sum of the estimated volumes of work of stories selected for the. Stories moved from the Product Backlog to the Backlog. A sample screenshot from online Scrum tool, 96 ScrumDo Body Temple Now we have four items with an estimate of 44 points. We cannot add the next Product Backlog item, because it has 40 points and we only have about 6 points free in our capacity. It is common for the Product Owner in such cases to reorder the backlog; for example to bring The Sixth Sample Story above The Fifth Sample Story, and so we can add it to the Backlog (next figure)

50 Backlog - Example There are four items with an estimate of 44 points. It is not possible to add the next Product Backlog item, because it has 40 points and there is only about 6 points free in our capacity. It is common for the Product Owner in such cases to reorder the backlog; for example to bring The Sixth Sample Story above The Fifth Sample Story, and so we can add it to the Backlog (next figure) Body Temple Backlog - Example Current status of the sample: Identified stories Estimates plan Tasks Completed tasks and stories no no Body Temple

51 The Scrum Master Training Manual A Guide to Passing the Professional Scrum Master (PSM) Exam Current status of the sample: Identified stories Estimates plan Tasks no Completed Backlog tasks and stories - Example no Now we have enough work for the. A sample screenshot from online Scrum tool, ScrumDo Body Temple Backlog - Example The next figure shows the items, along with a summary, and a Burn-Down chart. Current status of the sample: Identified stories Estimates plan Tasks Page 46, 5. Scrum Completed Artifacts tasks and stories no no Body Temple

52 A Guide to Passing the Professional Scrum Master (PSM) Exam The next figure shows the items, along with a summary, and a burn-down chart. Current status of the sample: Identified stories Estimates plan Tasks no Completed Backlog tasks and stories - Example no No stories are started yet. Amount of time left from the time box. Stories selected for the and their summary information. A sample screenshot from online Scrum tool, ScrumDo Body Temple This screen acts like a dashboard and we can use it to plan and track the items. In the next figure for example, some of the items from the top of the list are broken down into tasks. Most Scrum tools are equipped with collaborative features which are especially useful for remote teams (comments for example). 101 Backlog - Example This screen acts like a dashboard and we can use it to plan and track the items. In the next figure for example, some of the items from the top of the list are broken down into tasks. Most Scrum tools are equipped with collaborative features which are especially useful for remote teams (comments for example). Page 47, 5. Scrum Artifacts Body Temple

53 Backlog - Example Current status of the sample: Identified stories Estimates plan Tasks Completed tasks and stories (for some stories) no Body Temple The Scrum Master Training Manual A Guide to Passing the Professional Scrum Master (PSM) Exam Current status of the sample: Identified stories Estimates plan Backlog - Example Tasks Completed tasks and stories Stories are broken down into tasks (only for some stories) no Comments are added as Scrum Team collaborates No tasks are defined for the future stories yet. A sample screenshot from online Scrum tool, ScrumDo As we go through the, some tasks and items get Done and more items are detailed. Current status of the sample: Identified stories Estimates plan Tasks Completed tasks and stories (some of them) Body Temple

54 Backlog - Example The Scrum Master Training Manual A Guide to Passing the Professional Scrum Master (PSM) Exam As we go through the, some tasks and items get Done and more items are detailed. Current status of the sample: Current status of the sample: Identified stories Identified stories Estimates Estimates plan Tasks plan Completed tasks and stories Tasks Stories are broken down into tasks Completed tasks and stories (only for some stories) no (some of them) Comments are added as Scrum Team collaborates Body Temple No tasks are defined for the future stories yet Identified stories Backlog - Example A sample screenshot from online Scrum tool, ScrumDo As we go through the, some tasks and items get Done and more items are detailed. Current status of the sample: Estimates plan The Tasks Scrum tools usually update the Burn-Down chart as we progress through the. Completed tasks and stories (some of them) The first two stories are Done. This story is under progress, and 3 out of its 6 tasks are finished. Stories at the end of the list are not detailed (broken down into tasks) as we are getting closer to them. A sample screenshot from online Scrum tool, ScrumDo The Scrum tools usually update the burn-down chart as we progress through the Body Temple Page 48, 5. Scrum Artifacts 53

55 Quality Testing & Done Quality: the extent to which a product or process is fit for purpose Inspection, the continuous assessment of the quality of products and processes, is a function of each Scrum Event Testing of software during development is a focus of agile approaches Verification: testing to ensure that software conforms to specification Validation: testing to ensure that software conforms to need; i.e. acceptance Body Temple Definition of Done I The Definition of Done : the agreement by Scrum Team members and significant stakeholders that software has been satisfactorily verified and validated usually in the form of a clear and concise list of requirements that a software Increment must adhere to for the team to call it complete. Until this list is satisfied, a product Increment is not done. The Scrum Guide describes the Definition of Done (DoD) as a tool for bringing transparency to the work a Scrum Team is performing. It is related more to the quality of a product, rather than its functionality. Having a clear Definition of Done helps Scrum Teams work together more collaboratively, increases transparency, and ultimately results in the development of consistently higher quality software Body Temple

56 Definition of Done II During the Planning meeting, the Scrum Team develops or reconfirms its DoD, which enables the Development Team to know how much work to select for a given. Further, a common DoD helps to: Baseline progress on work items Enable transparency within the Scrum Team Expose work items that need attention Determine when an Increment is ready for release The Definition of Done is not changed during a, but should change periodically between s to reflect improvements the Development Team has made in its processes and capabilities to deliver software. The adoption of DoD happens during Retrospective Body Temple 109 Definition of Done III When multiple Scrum Teams are working on a single project, it might not be possible to use the same definition of Done for all teams, because they might be working on items of different natures. In such a case, each Scrum Team will define its own definition of Done and delivers its items based on that definition. However, the integration of those definitions of Done should be capable of creating a potentially releasable Increment in the project level Body Temple

57 Monitoring Progress Inspect & Adapt applies as much to the progress of the project as it does to the products produced Daily Scrum Velocity Burn-Down Quality, Testing & Done Progress is monitored within and between s* The Development Team tracks the work remaining in the the Daily Scrum The Product Owner tracks the work remaining to reach a goal at each Review Body Temple Monitoring Tools Use the Burn-Down chart to visualize the progress of development during a (sprint Burn-Down) and visualize the progress of the whole project (project Burn-Down). The Product Owner is responsible to monitor the progress of the whole project toward its goal. This should be done at least once per Review. The Product Owner determines the amount of remaining work and compares it to the remaining work of the previous s, and forecasts the completion date of the project. All stakeholders should have access to this information. The project Burn-Down chart shows the amount of remaining work, instead of the amount of completed work Body Temple

58 Burn-Down Burn-Down is a measure of project work outstanding Scrum does not consider the time spent working on Backlog items. The work remaining and the date are the only variables of interest Body Temple The Scrum Master Training Manual A Guide to Passing the Professional Scrum Master (PSM) Exam 5.5. Artifact 5: Monitoring Progress toward a Goal Up now, we have use the burn-down chart to visualize the progress of development Monitoring Tools Project Burn-Down during a. You can also use a burn-down chart to visualize the progress of the whole project and this is called the project burn-down chart. The Product Owner is responsible to monitor the progress of the whole project toward its The goal. This vertical should be done axis at least shows once per the Review. amount The Product of Owner work determines (which is a the amount of remaining work and compares it to the remaining work of the previous sum of all the estimates for each item in the Product s, and forecasts the completion date of the project. All stakeholders should have Backlog), access to this information. and the horizontal axis shows the amount of time The project passed burn-down from chart shows the amount beginning of remaining of work, the instead project of the amount or the of completed work; therefore, the line for actual performance goes downward as we number of s passed. proceed, and the faster it goes down, the happier we will be! Remaining Work Story Points Burn-Down Chart Time/ s Time The vertical axis shows the amount of work (which is a sum of all the estimates for each item in the Product Backlog), and the horizontal axis shows the amount of time passed 114 from the beginning of the project or the number of s passed. Planned Release Body Temple 57

59 Monitoring Tools Project Burn-Down The Scrum Master Training Manual A Guide to Passing the Professional Scrum Master (PSM) Exam We usually add another line to present the uniform distribution We usually add another of line the to present volume the uniform of distribution the work of the across volume of the the work initially estimated across the initially estimated number number of of sprints. This line This acts as line our planned acts progress, as our and planned will be used to compare to our actual values. progress, and will be used to compare to our actual values. Remaining Burn-Down Chart Work Story Points Behind schedule Time/ s Time The Scrum Master Training Manual A Guide to Passing the Professional Scrum Master (PSM) Exam Planned Release Remaining 115 We 115 Work usually add another line to Burn-Down present the uniform Chart distribution of the volume of the work across 80 the initially estimated number of sprints. This line acts as our planned progress, and will 70be used to compare to our actual values. Ahead of schedule Remaining 40 Work 30 Burn-Down Chart Behind schedule Time In the above chart, we can expect the project to be completed earlier than initially planned. Monitoring Tools Project Burn-Down Artifact 6: Monitoring Progress 0 In Besides 1 the above monitoring 2 3 chart, done 4 for 5 the we whole 6 7 can project, 8expect we should 9 10also 11 the monitor 12 project the 13 progress 14 to of Time be each single throughout its life. This is the responsibility of the Development Team and completed should be done at least earlier once per Daily than Scrum. initially planned Body Temple This Remaining information is used to calculate the likelihood of achieving the Goal and completing Work all items of the Backlog. Burn-Down Chart Story Points Ahead of schedule Page 52, 5. Scrum 0 Artifacts Time/ s Time In the above chart, we can expect the project to be completed earlier than initially planned. Planned Release 5.6. Artifact 6: Monitoring Progress Besides the monitoring done for the whole project, we should also monitor the 116 progress of each single throughout its life. This is the responsibility of the Development Team and should be done at least once per Daily Scrum Body Temple This information is used to calculate the likelihood of achieving the Goal and completing all items of the Backlog

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