Professional Documents
Culture Documents
Working software
over
Comprehensive
documentation
The
Creed
#3
Customer collaboration
over
Contract negotiation
The
Creed
#4
Responding to change
over
Following a plan
Principle: #1
Welcome changing
requirements, even late in
development. Agile
processes harness change
for the customer's
competitive advantage.
Principle: #3
Continuous attention to
technical excellence and
good design enhances
agility.
Principle: # 10
Simplicity--the art of
maximizing the amount of
work not done--is essential.
Principle: # 11
Pete Deemer
CPO, Yahoo! India R&D
The Basics of Scrum
4-Week
Sprint
Review
Product Owner The Team
1 1
Commitment
2 2
3 3
4 4
5 Potentially
6
7 No Changes Shippable
8
9 (in Duration or Deliverable) Product
10
11
12
13
Retrospective
The Basics of Scrum
4-Week
Sprint
Review
Product Owner The Team
1
Commitment
2
3
4
5 Potentially
6
7 No Changes Shippable
8
9 (in Duration or Deliverable) Product
10
11
12
13
Retrospective
Product Owner
Responsible for the overall project vision and goals
Responsible for managing project ROI vs. risk
Responsible for taking all inputs into what the
team should produce, and turning it into a
prioritized list (the Product Backlog)
Participates actively in Sprint Planning and Sprint
Review meetings, and is available to team
throughout the Sprint
Determines release plan and communicates it to
upper management and the customer
The Basics of Scrum
4-Week
Sprint
Review
Product Owner The Team
1
Commitment
2
3
4
5 Potentially
6
7 No Changes Shippable
8
9 (in Duration or Deliverable) Product
10
11
12
13
Retrospective
Team
7 people, + or – 2
Has worked with as high as 15, as few as 3
Can be shared with other teams (but better when not)
Can change between Sprints (but better when they don’t)
Can be distributed (but better when co-located)
Cross-functional
Possesses all the skills necessary to produce an increment
of potentially shippable product
Team takes on tasks based on skills, not just official “role”
Self-managing
Team manages itself to achieve the Sprint commitment
The Basics of Scrum
4-Week
Sprint
Review
Product Owner The Team
1
Commitment
2
3
4
5 Potentially
6
7 No Changes Shippable
8
9 (in Duration or Deliverable) Product
10
11
12
13
Retrospective
The Role of the ScrumMaster
4-Week
Sprint
Review
Product Owner The Team
1
Commitment
2
3
4
5 Potentially
6
7 No Changes Shippable
8
9 (in Duration or Deliverable) Product
10
11
12
13
4-Week
Sprint
Review
Product Owner The Team
1
Commitment
2
3
4
5 Potentially
6
7 No Changes Shippable
8
9 (in Duration or Deliverable) Product
10
11
12
13
Every weekday
Whole team attends
Everyone stands
Lasts 15 minutes or less
Everyone reports 3 things only to
each other
What was I able to accomplish since last meeting
What will I try to accomplish by next meeting
What is blocking me
No discussion, conversation until
meeting ends
Product Owner can attend and report
Update of artifacts after standup
Table Exercise: Daily Scrum
Meeting
Do a Daily Scrum Meeting for your
table
One person plays the role of ScrumMaster
The rest of the table are team-members
Each team-member reports to the
group:
What I was able to get done since last
Daily Standup Meeting
What I will try to get done by the next
Daily Standup Meeting
What is blocking me? (If nothing, say “No
Blocks”)
Updating the Sprint Backlog
4-Week
Sprint
Review
Product Owner The Team
1
Commitment
2
3
4
5 Potentially
6
7 No Changes Shippable
8
9 (in Duration or Deliverable) Product
10
11
12
13
Retrospective
Sprint Review
Purpose of the Sprint Review is
Demo what the team has built
Generate feedback, which the Product Owner can
incorporate in the Product Backlog
Attended by Team, Product Owner,
ScrumMaster, functional managers, and any
other stakeholders
A demo of what’s been built, not a
presentation about what’s been built
no Powerpoints allowed!
Usually lasts 1-2 hours
Followed by Sprint Retrospective
The Basics of Scrum
4-Week
Sprint
Review
Product Owner The Team
1
Commitment
2
3
4
5 Potentially
6
7 No Changes Shippable
8
9 (in Duration or Deliverable) Product
10
11
12
13
Retrospective
Sprint Retrospective
What is it?
1-2 hour meeting following each Sprint
Demo
Attended by Product Owner, Team,
ScrumMaster
Usually a neutral person will be invited in
to facilitate
What’s working and what could work
better
Why does the Retrospective matter?
Accelerates visibility
Accelerates action to improve
Thank You