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Introduction to scrum
1.
A Brief Introduction
to Scrum An Agile Methodology by Craig D. Wilson MS, PMP, CSM Matincor, Inc. Information Technology Management Consulting
2.
Presentation Outline
Introduction to Scrum Origins of Scrum Definitions & Principles Benefits & Risks © Matincor, Inc. 2 of 44 Ver. 2 2009
3.
Caveats & Disclaimers Focused
on “core” Scrum as defined in “ScrumGuide” by Ken Schwaber and other introductory Scrum texts Presentation is a summary of a two-day class – all topics are touched upon but summarized and simplified Scrum and the Scrum community are evolving - many weaknesses have been or are being addressed © Matincor, Inc. 3 of 44 2009
4.
An “agile” methodology
Supports 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 Copyrighted by the following: Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick, Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, Dave Thomas © Matincor, Inc. 4 of 44 2009
5.
Agile Methodologies
Extreme Programming MSF for Agile Software Development Crystal Scrum Feature Driven Development Adaptive Software Development Dynamic Systems Development Method © Matincor, Inc. 5 of 44 2009
6.
Why Talk About
Scrum? Popular Powerful Easy to learn But….. misunderstandings abound © Matincor, Inc. 6 of 44 2009
7.
“All models are
wrong, some are useful…..” George Box, industrial statistician © Matincor, Inc. 7 of 44 2009
8.
Popularity of the
Scrum Model Basic principles are easy to understand Technology and tool agnostic Built on several time-tested techniques Utilizes team-of-peers management approach © Matincor, Inc. 8 of 44 2009
9.
History of Scrum Inspired
from approach defined in 1986 by H. Takeuchi and I. Nonaka Term “scrum” used in “Wicked Problems, Righteous Solutions” by DeGrace and Stahl in 1991 Used as a methodology name in the book “Agile Software Development with SCRUM” by K. Schwaber and M. Beedle published in 2001. © Matincor, Inc. 9 of 44 2009
10.
A Rugby Scrummage
© Matincor, Inc. 10 of 44 2009
11.
Definition of Scrum “Scrum…is
a framework within which you can employ various processes and techniques…within which complex products can be developed” -Ken Schawber, ScrumGuide, May 2009 © Matincor, Inc. 11 of 44 2009
12.
Scrum Principles Time-boxes Cross-functional teams Open
communications Within team With stakeholders Priorities set by Product Owner Demonstrable results Responsive to change © Matincor, Inc. 12 of 44 2009
13.
The Process
24 hours 2-4 weeks Image used by permission Mountain Goat Software Copyright 2005 © Matincor, Inc. 13 of 44 2009
14.
Scrum Terms Team
Meetings ScrumMaster Daily scrum Scrum Team Planning Product Owner Review Users & Stakeholders Retrospective Sprint Burndown Backlog Chart Product Velocity Sprint © Matincor, Inc. 14 of 44 2009
15.
The Team ScrumMaster
Not “command & control” project manager Process coach and team facilitator Remover of roadblocks Scrum Team Individuals responsible for the Sprint results Mix of skills representing multiple disciplines Usually 6-8 individuals Product Owner Individual responsible for product Responsible for product profitability (ROI) Adjusts feature list and priorities for each Sprint Accepts or rejects work results Users & Stakeholders Interested in results but not responsible for deliverables © Matincor, Inc. 15 of 44 2009
16.
The Sprint Time boxed
effort Usually 2 weeks to 1 month Can be longer or shorter Defined workload No changes once Sprint is begun If workload changes, Sprint restarted Begins with Planning Meeting Ends with demonstrable Release © Matincor, Inc. 16 of 44 2009
17.
Product Backlog All features
and functions for final product May be subdivided into releases Prioritized by Product Owner Initial backlog is established and releases are defined prior to start of Sprints Product backlog is reviewed and updated throughout the project Time must be allotted during Sprints to allow for this activity © Matincor, Inc. 17 of 44 2009
18.
Sprint Backlog Features and
functions targeted for a single Sprint Frequently broken down into User Stories; especially if function is complex May include technical requirements or objectives e.g.; database design, UI standards, architecture documentation © Matincor, Inc. 18 of 44 2009
19.
Meetings Sprint Planning
Sprint goal and functionality objectives Sprint tasks identified Daily Scrum Sprint Review Sprint Retrospective Scrum meetings are time-boxed and occur on a regular schedule! © Matincor, Inc. 19 of 44 2009
20.
Sprint Planning Product Owner
and Team Review of Product Backlog Product Owner provides definition and details of features and functions Negotiation of what will be in Sprint May identify new Product Backlog needs Results in Sprint Goals © Matincor, Inc. 20 of 44 2009
21.
Sprint Task Definitions Sprint
Team meeting Immediately follows Sprint Planning Breaks work into tasks 4-16 hours of effort each Identifies interdependencies Results in Sprint Backlog Tasks are prioritized by team © Matincor, Inc. 21 of 44 2009
22.
Daily Scrum Standup 15
minute meeting Each team member answers 3 questions: What have you done since the last meeting? What will you do before the next meeting? What is preventing you from accomplishing your tasks? For benefit of other team members Not a “status report” to the ScrumMaster © Matincor, Inc. 22 of 44 2009
23.
Sprint Review Results of
Sprint are demonstrated to Product Owner Owner accepts or rejects results Results are input to: Next Sprint Planning meeting Sprint Retrospective © Matincor, Inc. 23 of 44 2009
24.
Sprint Retrospective Meeting with
Sprint Team May include Product Owner Process review and modification Lessons learned applied in following Sprints © Matincor, Inc. 24 of 44 2009
25.
Scrum Estimation Technique Team
effort Only those doing the work Real time Delphi method Evaluate relative “effort size” of functions Factors may include complexity, effort, uncertainty Assign relative “work effort value” to each function Track progress against effort estimate © Matincor, Inc. 25 of 44 2009
26.
Delphi Process Developed by
Rand Corporation in late 1940’s Documented in software development in 1970’s by Barry Boehm and John Farquhar Defined as “Wideband Delphi” due to more interactive discussions In Scrum Team members evaluate and compare a list of functions Next, compare opinions of relative effort required Work to an agreement on estimates Occurs during backlog review and updates © Matincor, Inc. 26 of 44 2009
27.
Relative Estimation Define relative
complexity & effort Much larger, larger, equal, smaller, much smaller Several “fun” techniques (Number of pizzas, T-shirt sizes, buckets, Planning Poker®) Assign numeric value to each category Numbers have no intrinsic value; only relative value Estimators discuss results and continue re-estimating until everyone in agreement Results in work points © Matincor, Inc. 27 of 44 2009
28.
Using Work Points At
end of Sprint total work points achieved by adding estimates for all accepted functions Track number of work points earned in each iteration to determine Product Backlog Burndown Velocity Difficult to carry work point estimations over to other projects Different teams, tools, technologies, etc. © Matincor, Inc. 28 of 44 2009
29.
Burndown Measurement of accomplishments
Product Backlog Burndown Sprint Task Burndown Burndown Chart Burn Down Rate 300 250 200 150 100 50 0 1 2 3 4 5 6 7 © Matincor, Inc. 29 of 44 2009
30.
Velocity Compare Velocity to
total Estimated Work Points for Product Backlog to estimate project duration Need several Sprints to determine team’s velocity Same technique is used to estimate Sprint Burndown Track tasks instead of functions © Matincor, Inc. 30 of 44 2009
31.
Benefits of Scrum Targets
Product Owner’s functions-of-value Focus on team communications Frequent and ready access to knowledge Co-location improves communications Frequent demonstrations for early feedback from stakeholders Team spirit and camaraderie Sense of accomplishment Quality of product © Matincor, Inc. 31 of 44 2009
32.
But keep the
following in mind….. © Matincor, Inc. 32 of 44 2009
33.
Sprint Process Sprint is
not a “mini-waterfall” Must result in quality, demonstrable function(s) of value to Product Owner Beware of defect build-up (aka technical debt) Sprints will include requirements clarification, development, and testing Sprints may include architectural design Full regression testing may parallel next Sprint © Matincor, Inc. 33 of 44 2009
34.
A Phase Is
Not A Sprint Analysis Coding Testing Analysis Coding Testing Analysis Coding Testing Time-boxed coding phases following on the footsteps of each other is not Scrum and violates several principles of the methodology. © Matincor, Inc. 34 of 44 2009
35.
Team Roles –
ScrumMaster Lacks many Project Manager responsibilities as defined by Project Management Body of Knowledge Someone needs to perform these responsibilities May be PM overseeing several related Scrum teams Lacks authority given to some Project Managers – which may be needed on large scale or difficult projects © Matincor, Inc. 35 of 44 2009
36.
ScrumMaster Certification Currently achieved
by attending 2-day lecture provided by Certified Scrum Trainer Effective October 1, 2009 must also pass a Certified ScrumMaster online certification exam © Matincor, Inc. 36 of 44 2009
37.
Team Roles –
Product Owner Role filled by prime user or sponsor Responsible for resulting product and its ROI Role may be supported by Business Analyst Representing the interests of users and stakeholders Must be careful not to become a wall between users and Sprint Team Should be a “communication enabler” Facilitate communications between users and team © Matincor, Inc. 37 of 44 2009
38.
Team Roles –
Team Members Choose their own tasks Not assigned by Scrum Master Works better with a “process mature” team Beware “task hogs” who Take on more than they can handle Grab the best tasks for themselves Some may perceive themselves as filling a traditional role rather than co-owner of Sprint Release “I’m a QA guy. Call me when you’re ready to test…….” © Matincor, Inc. 38 of 44 2009
39.
Intense Iterations Full team
is “always on” during a Sprint Must be cautious of team burnout Limit overtime Set a sustainable pace © Matincor, Inc. 39 of 44 2009
40.
Project Duration Estimates In
order to estimate project duration you need to know Full inventory of Product Backlog Know enough about each function to perform estimation technique Address this by using Product Releases Break large projects in to several production releases Do not rely solely on the Delphi estimation technique for project duration estimates Experience and common sense should not be ignored © Matincor, Inc. 40 of 44 2009
41.
Product Engineering Scrum does
not address product engineering For software development you will need a software engineering process such as Object Oriented Analysis & Design May benefit by adding methods that are more focused on software creation Extreme Programming (XP) © Matincor, Inc. 41 of 44 2009
42.
Target Fixation Beware team
target fixation If goal is velocity and burn-down, quality could suffer Focus may be on developing to requirements and a miss on getting the requirements right Product owners may not always know “right” requirements. Still need effective research, analysis, process re-engineering, etc. © Matincor, Inc. 42 of 44 2009
43.
Product Backlog In “core”
Scrum, this is very poorly defined Assumes Product Owner has, or can, fully define the requirements Does not address requirements discovery, non- functional requirements, or requirements analysis Product Backlog requires on-going “grooming” and this activity must be part of Sprints Breakdown functions into User Stories Provide greater detail for upcoming Sprints © Matincor, Inc. 43 of 44 2009
44.
Suggestions For Further
Study Scrum Alliance www.scrumalliance.org Mountain Goat Software Mike Cohn is the founder and great presenter on the topic! www.mountaingoatsoftware.com 30-Day Blitz Another time-boxed methodology: www.michaelhugos.com/30-day_Blitz.html Case study: “Issues and Challenges of Agile Software Development with Scrum” by Juyun Cho, Colorado State University More presentations by Craig D. Wilson www.matincor.com © Matincor, Inc. 44 of 44 2009
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