Scrum In 10 Slides Inspect & Adapt
Why Scrum? 52.7% projects cost 189% of their original estimates 60% of functionality delivered is rarely or never used 80% of the value comes from 20% of the functionality A simple method for the management of complex projects Embrace change, release creativity, increase productivity Scrum makes it possible to adapt to rapidly changing conditions
You Are Not Alone
Scrum Overview Scrum is based on a Sprint a focussed effort for 30-days towards a fixed portion of a Product Backlog of desired features. 24hrs 30 days Product Backlog Sprint Backlog S P R I N T Potentially Deployable Increment
The Basics A Product Owner compiles the Product Backlog a to-do list that is constantly re-prioritised Before each Sprint, the highest prioritised features from the Product Backlog are moved to a Sprint Backlog A self-organising Scrum Team works collaboratively with the Product Owner to determine the details of the Sprint Backlog throughout the Sprint The ScrumMaster coaches the development team, removing barriers to their progress and helping ensure an effective environment for project success Each Sprint will deliver a vertical slice of the product s functionality and enable the Product Owner to potentially realise some business value Every day the Scrum Team will share progress with each other and visibly represent the progress of the Sprint through a Sprint Burndown At the end of every Sprint the team inspects and adapts both the Product Backlog and it s process for continuous improvement
Roles THE SCRUM TEAM contains all skills necessary to complete some features from the Product Backlog. Ideally between 5-9 in size they self-organise their work and there are no set roles. THE PRODUCT OWNER represents the voice of the customer and ensures work is focussed on what will bring the business the highest value soonest. She does this by setting a goal, creating a Product Backlog prioritised on business value and continuously working with the Scrum team. THE SCRUM MASTER can be called a sheep-dog or servant-leader as he coaches, guides and facilitates the team. He will protect the team during the Sprint and attempt to remove any impediments to their progress. He will help facilitate the planning, status review and retrospective meetings involved in the Sprint. He is also the guardian of the Scrum process.
The Process PLANNING The Product Owner creates the Product Backlog based on the requests and specifications from users. After defining the goal, valuable, vertical slices of functionality are identified and prioritised in order to achieve that goal over the course of the release. When it is time to start a Sprint, the Product Owner agrees with the team a sub-section to be delivered in the next 30 days that could potentially be deployed and earn business value. THE 30-DAY SPRINT The 30 calendar days of a Sprint involves time-boxed planning, deployment-ready development and a Sprint Review where the product and process are both inspected and adapted. Every day throughout the Sprint, there is a 15-minute Daily Scrum where the team reviews progress, makes daily commitments and escalates impediments. VERTICAL SLICES Every Sprint must result in something potentially deployable. Each feature must be designed, developed, tested, accepted and integrated within the 30 calendar days of the Sprint. The collection of features within a Sprint must also be combined to deliver something that could realise some business value after 30 days. This will all be agreed in an understanding of what is done and through associated agile engineering practices.
Project Tracking SPRINT PLANNING Every day the Scrum Team will update progress of features against the pre-defined acceptance criteria either the feature is done or it isn t. This gives an accurate sense of sprint progress and is displayed in as simple a way as possible burndown charts. 300 Scope 250 200 Planned Actual 150 100 50 Time
Project Tracking FORECASTING AND PLANNING Scrum uses empirical evidence for displaying the progress of the project. It uses the most up-to-date information of what has been achieved to forecast what is likely to be achieved going forward thus giving the most accurate plan possible. 250 200 Scope 150 100 50-50 Time
Scrum s Foundation The Agile Manifesto Individuals and Interactions over Processes and Tools Working Software over Comprehensive Documentation Customer Collaboration over Contract Negotiation Responding to Change over Following a Plan While there is value in the items on the right, we value the items on the left more