1 Help Tips Agile SDLC Product Backlog Daily Standup Sprint 1 Show and Tell 2 Week Sprint Sprint 2 Release1 (must haves) Retrospective Sprint 1 DONE! Sprint 3 Sprint 2 DONE! Sprint Backlog Sprint 3 DONE! PRO DU CT Overview Population of enough of the backlog to support the business case. The Product backlog is continually groomed through out the project Sprint planning meeting is held to populate the sprint backlog Sprints are 2 weeks long, this includes the sprint planning meeting, any spikes, all work been DONE DONE, Show and Tell and the Retrospective At the end of the sprint, the work should be shippable ( from a quality and done point of view) The Product Owner may feel that further sprints are required to make a functional release (this should align to the initial release plan, but may not) Roles Checklist Scrum Board The single wringable neck Vision created by the team Product Owner Scrum Master Creates and maintains the Product Backlog Responsible for prioritizing the backlog Runs the daily Standup Remove impediments Ensures scrum ceremonies are followed Runs retrospective at the end of the sprint Cross functional 7 (+-2) people Ideally colloacted Creates and maintains the Sprint backlog Initial Business Case created Cross functional resource meeting held Agile alignment meeting Initial User Story workshop Release workshop Cross functional team formed Environments and C.I.A. tools in place Definition of Done User Story User Story Planned In Progress Verify Done Team Defines s to deliver User Stories Scrum Board setup
2 Vision Team User Story Workshop Do you have a vision for the project? Has this been created and fully understood by the whole team? Is it broad but engaging? Is it concise? Examples: Elevator statements Product vision box User conference presentation Future press releases Magazine review Do you have all the skill sets you need? (Dev, QA,DW, BI,IS?) Do you have all the subject matter experts identified? (Legal, Compliance, Security) Are you all sitting together? Run and facilitated by the Product Owner Should start with aligning the team to the vision Should have representation from all skill sets that will form the team Grooming the backlog Environments and CI & Automation An ongoing process, as the team and PO go through the project as more information is acquired Can be a formal meeting Stories are reviewed, added removed from the backlog Team attends, run by the PO. Remember this may take place in the sprint timebox You will have more information tomorrow so Leave decisions to the last responsible moment What environments do you need? Dev QA Integration Performance Staging Production Are you using the correct tools? Maven Perforce Chef...
3 Product Backlog At the beginning of the project, the product owner prepares a list of customer requirements prioritized by business value. This list is the Product Backlog, a single list of features prioritized by value delivered to the customer. The Scrum Team contributes to the product backlog by estimating the cost of developing features. The Product Backlog should include all features visible to the customer, as well as the technical requirements needed to build the product. The highest priority items in the Product Backlog need to be broken down into small enough chunks to be estimable and testable. About ten developer-days of work is a good size for a Product Backlog item that can be ready for implementation in the next iteration. Features that will be implemented further out in time can be less detailed. to home to glossary
4 Sprint Backlog Defines the work for a sprint, represented by the set of s that must be completed to realize the sprint's goals, and selected set of product backlog items. to home to glossary
5 Show and Tell The show and tell is the teams opportunity to demonstrate the work they have DONE in the sprint. Anyone and everyone should be invited to the meeting. Both the Product Owner and the team undertake the presentation
6 Retrospective One of the most important meetings in scrum, its part of Kaizen Continuous improvement. There are various methods to run your retrospective, one format is to use the following star model. Stop Start More Less Keep Distribute post-its to the each team member and give them 5-10 minutes to add ideas to each section, and then take turn voting on them.
7 Daily Standup A daily meeting attended by all the team, including the Product owner if they wish. Each team member should commit to coming to the meeting prepared to answer the following questions: 1. What I achieved yesterday 2. what I plan to do today 3. any impediments I have This meeting is not a general catch up, and conversations should ideally be had after the meeting. While the Product Owner may attend, they should not contribute to the meeting. to home to glossary
8 What a sprint could look like Mon Tue Wed Thur Fri AM Sprint planning standup Sprinting standup Sprinting standup Sprinting standup Sprinting PM Sprinting Sprinting Sprinting Sprinting Sprinting Mon Tue Wed Thur Fri AM standup Sprinting standup Sprinting standup Sprinting standup Sprinting standup Sprinting PM Sprinting Sprinting Sprinting Sprinting Show and tell Retospective + Backlog Grooming Spikes Release Plan review Research
9 Product Owner In Scrum, a single person must have final authority representing the customer's interest in backlog prioritization and requirements questions. This person must be available to the team at any time, but especially during the sprint planning meeting and the sprint review meeting. Challenges of being a product owner: 1. Resisting the temptation to "manage" the team. The team may not self-organize in the way you would expect it to. This is especially challenging if some team members request your intervention with issues the team should sort out for itself. 2. Resisting the temptation to add more important work after a Sprint is already in progress. 3. Being willing to make hard choices during the sprint planning meeting. 4. Balancing the interests of competing stakeholders. to home to glossary
10 Scrum Master The ScrumMaster is a facilitator for the team and product owner. Rather than manage the team, the ScrumMaster works to assist both the team and product owner in the following ways: * Remove the barriers between the development and the product owner so that the product owner directly drives development. * Teach the product owner how to maximize return on investment (ROI), and meet his/her objectives through Scrum. * Improve the lives of the development team by facilitating creativity and empowerment. * Improve the productivity of the development team in any way possible. * Improve the engineering practices and tools so that each increment of functionality is potentially shippable. * Keep information about the team's progress up to date and visible to all parties. to home to glossary
11 Team A team (or "Scrum team") is optimally comprised of seven plus or minus two people. For software development projects, the team members are usually a mix of software engineers, architects, programmers, analysts, QA experts, testers, UI designers, etc. This is often called "crossfunctional project teams". Agile practices also encourage cross-functional team members. During a sprint, the team self-organizes to meet the sprint goals. The team has autonomy to choose how to best meet the goals, and is held responsible for them. The ScrumMaster acts as a guardian to ensure that the team is insulated from the product owner. Scrum also advocates putting the entire team in one team room. to home to glossary
12 User Story A good user story uses the INVEST model: Independent. Reduced dependencies = easier to plan Negotiable. Details added via collaboration Valuable. Provides value to the customer Estimable. Too big or too vague = not estimable Small. Can be done in less than a week by the team Testable. Good acceptance criteria For more information Click here
13 Task In Scrum, a sprint (or ) is a unit of work generally between four and sixteen hours. Team members volunteer for s. They update the estimated number of hours remaining on a daily basis, influencing the sprint burndown chart. Tasks are contained by backlog items. Scrum literature encourages splitting a into several if the estimate exceeds twelve hours. to home to glossary
14 Planned The committed user stories for the sprint.
15 In Progress When the team starts to work on a, they move into this state. A does not move from In progress until its DONE
16 Verify Its important to clarify, Verify is not QA or Testing. Its a review point for the Product Owner during the sprint. Rather then waiting till the very end of the sprint, as soon as a is in Verify, the Product Owner can review it and if there are any issues with the work, they can pass back feedback within the sprint.
17 Done As per the team and Product Owner agreement, Done means Done. This needs to be defined for each project by the team and the product owner. Its very likely that 2 teams could have a different definition of Done.
18 Scrum Board Planned In Progress Verify Done User Story User Story
20 Burndown Charts Burndown charts show work remaining over time. Work remaining is the Y axis and time is the X axis. The work remaining should jig up and down and eventually trend downward. The Scrum books define a sprint burndown chart as a place to see daily progress, and a product burndown chart as where to show monthly (per sprint) progress.
21 Impediments Anything that prevents a team member from performing work as efficiently as possible is an impediment. Each team member has an opportunity to announce impediments during the daily Scrum meeting. The ScrumMaster is charged with ensuring impediments get resolved. ScrumMasters often arrange sidebar meetings when impediments cannot be resolved on the spot in the daily Scrum meeting.
22 Product Backlog Item In Scrum, a product backlog item ("PBI", "backlog item", or "item") is a unit of work small enough to be completed by a team in one Sprint iteration. Backlog items are decomposed into one or more s.
23 Product Backlog Item effort Units might include story points, function points, or "tshirt sizes" (1 for small, 2 for medium, etc.). The advantage of vaguer units is they're explicit about the distinction that product backlog item effort estimates are not estimates of duration. Also, estimates at this level are rough guesses that should never be confused with actual working hours. Note that sprint s are distinct from product backlog items and effort remaining is always estimated in hours.
24 Product Backlog burndown chart In Scrum, the product burndown chart is a "big picture" view of a project's progress. It shows how much work was left to do at the beginning of each sprint. The scope of this chart spans releases; however, a release burndown chart is limited to a single release. The following example illustrates a product burndown chart, for an example (ACME ) product:
25 Release The transition of an increment of potentially shippable product from the development team into routine use by customers. Releases typically happen when one or more sprints has resulted in the product having enough value to outweigh the cost to deploy it. "The product is released to customer or marketplace obligations. The release balances functionality, cost, and quality requirements against date commitments."
26 Release burn down chart In Scrum, the release burndown chart is a "big picture" view of a release's progress. It shows how much work was left to do at the beginning of each sprint comprising a single release. The scope of this chart is a single release; however, a product burndown chart spans all releases.
27 Scrum Roles Product Owner Scrum Master Team
28 Sprint Defines the work for a sprint, represented by the set of s that must be completed to realize the sprint's goals, and selected set of product backlog items.
29 Sprint Burndown Chart A sprint burndown chart (or "sprint burndown graph") depicts the total hours remaining per day. This shows you where your team stands regarding completing the s that comprise the product backlog items that achieve the goals of the sprint. The X-axis represents days in the sprint, while the Y-axis is effort remaining (usually in ideal engineering hours). To motivate the team, the sprint burndown chart should be displayed prominently. It also acts as an effective information radiator. A manual alternative to this is a physical board. Ideally the chart burns down to zero by the end of the sprint. If the team members are reporting their remaining hours realistically, the line should bump up and down chaotically. The profile shown below is typical, and demonstrates why the "percentage done" concept of traditional project management breaks down. Assuming we started measuring on July 26, what "percentage done" were we on July 28?
30 Sprint Goals Sprint goals are the result of a negotiation between the product owner and the development team. Meaningful goals are specific and measurable. Instead of "Improve scalability" try "Handle five times as many users as version 0.8." Scrum focuses on goals that result in demonstrable product. The product owner is entitled to expect demonstrable product (however small or flimsy) starting with the very first Sprint. In iterative development, subsequent Sprints can increase the robustness or size of the feature set. Have your team commit to goals that anyone will be able to see are met (or not met) at the end of the sprint. At sprint review meetings, the sprint demonstration is conducted after which the team asks the product owner whether (s)he feels the goals were met. While some specific product backlog items may not be done at the end of a sprint, it should be very unusual for a team not to meet its sprint goals. Scrum requires the team to notify the product owner as soon as it becomes aware it will not meet its goals.
31 Sprint Planning Meeting The Sprint planning meeting is a negotiation between the team and the product owner about what the team will do during the next sprint. The product owner and all team members agree on a set of sprint goals, which is used to determine which product backlog items to commit from the uncommitted backlog to the sprint. Often new backlog items are defined during the meeting. This portion of the sprint planning meeting is time-boxed to four hours. Typically the team will then excuse the product owner from the room and break the backlog Items down into s. The product owner is expected to be on call during this phase (previously called the sprint definition meeting) for renegotiation or to answer questions that affect the time estimates. This portion of the sprint planning meeting is time-boxed to four hours. Sometimes teams insert placeholder s (with rough estimates) for the product backlog items they don't expect to start working until later in the sprint.
32 Team member In Scrum parlance, a team member is defined as anyone working on sprint s toward the sprint goal.
33 Velocity In Scrum, velocity is how much product backlog effort a team can handle in one sprint. This can be estimated by viewing previous sprints, assuming the team composition and sprint duration are kept constant. It can also be established on a sprint-bysprint basis, using commitment-based planning. Once established, velocity can be used to plan projects and forecast release and product completion dates. How can velocity computations be meaningful when backlog item estimates are intentionally rough? The law of large numbers tends to average out the roughness of the estimates.
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