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Scrum in an hour
   Giordano Scalzo, 12/03/2009
Agenda
– Introduction to Scrum (30 m)
– Scrum in Registratori (10 m)
– Q&A? (15 m)
Traditional
Phased development
Anticipated results
Up-front design
Results

    Requirements Not Clear
  Fear to go to the next phase
  Analysis Paralysis



 Requirements Change
Change gets more and more expensive
Customers don’t get what they want
Results

      Project Takes Too Long
   34% of projects delivered successfully
   Long duration defers revenue
   (Source: Standish Report 2003)




 No Time for Testing
Quality assurance gets crunched
Late integration means late failures
Results

          Time Wasted on Junk
       52% of requirements implemented
       64% of functionality rarely used
       (Source: Standish Report 1994)




   Poor Progress Visibility
% Task complete not sufficient
Average overrun 43%
(Source: Standish Report 1994)
Agile
  project
management
Agile Principles
1. Satisfy the Customer
2. Welcome Change
3. Deliver Frequently
4. Work as a Team
5. Motivate People
6. Communicate Face-to-
   Face
7. Measure Working
   Software
8. Maintain Constant Pace
9. Excel at Quality
10.Keep it Simple
11.Evolve Designs
12.Reflect Regularly
Scrum
Origin of Scrum

“The New New Product Development Game”
  Hirotaka Takeuchi and Ikujiro Nonaka - 1986



         “The Knowledge Creating Company”
           Hirotaka Takeuchi and Ikujiro Nonaka - 1988



  “Agile Manifesto”
    Ken Schwaber and Jeff Sutherland - 1994
The Goal of
                             Scrum




Manage Complexity, Unpredictability and Change
 through Visibility, Inspection and Adaptation
Scrum is
A methodology framework

An iterative process

A wrapper for existing
practices
A way to improve
communications
A way to maximize
productivity
A buzzword
Scrum is not
A silver bullet

A magic wand

Just for software

About engineering pratices

A shortcut
A step-by-step cookbook
approach

Easy: it needs time and
discipline
Scrum
 Roles
Product Owner




           Owner of project vision
          Represents the customer
Product Owner
Define features
(according to vision)

Prioritize features
(according to ROI)

Pick release dates


Give feedback
Manage
stakeholders
Accept or reject
results
The Team




      Small (5–9 people)
  Colocated - Cross-functional
   Self-organized - Full-time
The Team
Define tasks
Estimate effort
Develop product
Ensure quality
Evolve processes
Scrum Master




 Servant leader
 Team protector
  Scrum guide
Scrum Master
Remove
impediments
Prevent
interruptions
Facilitate the team
Support the process
Manage
management
Scrum Process
Scrum Process
Product Backlog
Product Backlog
Owned by Product Owner
High-level requirements
Expressed as business
value
Not complete, nor perfect
Expected to change &
evolve
Limited view into the
future
Product Backlog



Prioritized by
 value & risk         Includes rough
                         estimates




 Better to describe
  as user stories          Publicly
                            visible
Sprints




     Timeboxed – Frozen features
   Variable scope – Shippable result
Sprint Planning




                  +
                  +
                  =
Sprint Planning
Face to face
communication
Small reversible steps
User’s perspective
Sprint Planning
    (Part 1)
Strategical level planning
Prioritize/select features
Discuss acceptance criteria
Verify understanding

½ - 1 hour per sprint/week
Sprint Planning
    (Part 2)
Tactical level planning
Define sprint backlog items
Estimate sprint backlog items
Use velocity (Yesterday’s
Weather)
Share commitment


½ - 1 hour per sprint/week
Sprint Backlog




  Breakdown of business value into
         assignable tasks
Sprint Backlog
Sprint Backlog


Owned by the team
Team allocates work
No additions by others
Daily Scrum




      The heartbeat of Scrum
Daily Scrum
What I did since last
meeting
What I will do until next
meeting
What things are in my
way

Only the team talks
Not to Scrum Master
No problem solving
Max 15 minutes
Task Board




       Information irradiator
Definition of Done




    ...Coded, commented, checked in,
    integrated, reviewed, unit tested,
    deployed to test environment,
    passed user acceptance test
    & documented...
Burndown Chart
Sprint Review




           Satisfy Product Owner
         Get feedback on product
Sprint Review

Informal, no slides
Whole team participates
The world is invited
Show complete
features

Accept or reject results

½ - 1 hour per
sprint/week
Sprint Retrospective




 Evolve the process
Sprint
 Retrospective
Reflect on process and
product
Whole team participates
What to start doing
What to stop doing
What to continue doing
Sprints




Steady pull of business value
     Inspect and Adapt
Sprints

Driven by Product
Owner
Welcome change
Include design and
testing
Share commitment
“Fail fast”
Abnormal Sprint
   Termination
Only in extreme cases
Team terminates: cannot meet
sprint goal
Product Owner terminates: priority
change
Raises visibility of problems
Results
   effects of
 applying Scrum
Managed Uncertainty
Rolling wave planning
Simpler mini-projects lowers risk




          Flexible Scope
          Allow changes at fixed intervals
          Releases enable learning
Faster Delivery
Shorter time to market
Value delivered in increments




        Higher Quality
        Testing happens continuously
        Process improvement built-in
Eliminated Waste
Nothing is designed that is not built
Nothing is built that is not used




Increased Visibility
All problems are made visible
Progress is running tested software
Scrum
applied
Scrum Taskboard
Planning poker cards
Pomodoro timer
Rules
Sprint
Backlog
Q&A?
Scrum in an hour

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