What is Scrum

Scrum has been used by © 2008 Capgemini - All rights reserved Robert de Wolff, November 2008 Capgemini Microsoft Yahoo Google Electronic Arts High Moon Studios Lockheed Martin Philips Siemens Nokia Capital One BBC Intuit Nielsen Media First American Real Estate BMC Software Ipswitch John Deere Lexis Nexis Sabre Salesforce.com Time Warner Turner Broadcasting Oce

Scrum has been used for Commercial software In-house development Contract development Fixed-price projects Financial applications ISO 9001-certified applications Embedded systems 24x7 systems with 99.999% uptime requirements the Joint Strike Fighter © 2008 Capgemini - All rights reserved Robert de Wolff, November 2008 Video game development FDA-approved, life-critical systems Satellite-control software Websites Handheld software Mobile phones Network switching applications ISV applications Some of the largest applications in use

Scrum Characteristics Scrum is an agile process that allows us to focus on delivering the highest business value in the shortest time. Every sprint (two weeks to a month) anyone can see real working software . The business sets the priorities. Teams self-organize to determine the best way to deliver the highest priority features. Requirements are captured as items in a list of product backlog Activities for the team are captured as tasks in a list of sprint backlog No specific engineering practices prescribed One of the “agile processes” © 2008 Capgemini - All rights reserved Robert de Wolff, November 2008

Sprints Scrum projects make progress in a series of “sprints” Analogous to Extreme Programming iterations Typical duration is 2–4 weeks or a calendar month at most A constant duration leads to a better rhythm Product is designed, coded, and tested during the sprint © 2008 Capgemini - All rights reserved Robert de Wolff, November 2008

Scrum framework © 2008 Capgemini - All rights reserved Robert de Wolff, November 2008 Product owner ScrumMaster Team Roles Sprint planning Sprint review Sprint retrospective Daily scrum meeting Ceremonies Product backlog Sprint backlog Burndown charts Artifacts

Scrum framework © 2008 Capgemini - All rights reserved Robert de Wolff, November 2008 Product backlog Sprint backlog Burndown charts Artifacts Sprint planning Sprint review Sprint retrospective Daily scrum meeting Ceremonies Product owner ScrumMaster Team Roles

Product owner Define the features of the product Decide on release date and content Be responsible for the profitability of the product (ROI) Prioritize features according to market value Adjust features and priority every iteration, as needed Accept or reject work results © 2008 Capgemini - All rights reserved Robert de Wolff, November 2008

The ScrumMaster Represents management to the project Responsible for enacting Scrum values and practices Removes impediments Ensure that the team is fully functional and productive Enable close cooperation across all roles and functions Shield the team from external interferences © 2008 Capgemini - All rights reserved Robert de Wolff, November 2008

The team Typically 5-9 people Cross-functional: Programmers, testers, user experience designers, etc. M embers should be full-time May be exceptions (e.g., database administrator) Teams are self-organizing Ideally, no titles but rarely a possibility Membership should change only between sprints © 2008 Capgemini - All rights reserved Robert de Wolff, November 2008

Scrum framework © 2008 Capgemini - All rights reserved Robert de Wolff, November 2008 Product owner ScrumMaster Team Roles Product backlog Sprint backlog Burndown charts Artifacts Sprint planning Sprint review Sprint retrospective Daily scrum meeting Ceremonies

Sprint planning Sprint planning meeting Business conditions Team capacity Product backlog Technology Current product © 2008 Capgemini - All rights reserved Robert de Wolff, November 2008 Sprint prioritization Analyze and evaluate product backlog Select sprint goal Sprint planning Decide how to achieve sprint goal (design) Create sprint backlog (tasks) from product backlog items (user stories / features) Estimate sprint backlog in hours Sprint goal Sprint backlog

Sprint planning © 2008 Capgemini - All rights reserved As a vacation planner, I want to see photos of the hotels. Code the middle tier (8 hours) Code the user interface (4) Write test fixtures (4) Code the foo class (6) Update performance tests (4)

The sprint review Team presents what it accomplished during the sprint Typically takes the form of a demo of new features or underlying architecture Informal 2-hour prep time rule No slides Whole team participates Invite the world © 2008 Capgemini - All rights reserved Robert de Wolff, November 2008

Sprint retrospective Periodically take a look at what is and is not working Typically 15–30 minutes Done after every sprint Whole team participates ScrumMaster Product owner Team Possibly customers and others © 2008 Capgemini - All rights reserved Robert de Wolff, November 2008

Product backlog The requirements A list of all desired work on the project Ideally expressed such that each item has value to the users or customers of the product Prioritized by the product owner Reprioritized at the start of each sprint © 2008 Capgemini - All rights reserved Robert de Wolff, November 2008 This is the product backlog

Managing the sprint backlog Individuals sign up for work of their own choosing Work is never assigned! Estimated work remaining is updated daily Any team member can add, delete or change the sprint backlog If work is unclear, define a sprint backlog item with a larger amount of time and break it down later Update work remaining as more becomes known © 2008 Capgemini - All rights reserved Robert de Wolff, November 2008

Hours 40 30 20 10 0 Mon Tue Wed Thu Fri Tasks Code the user interface Code the middle tier Test the middle tier Write online help Mon 8 16 8 12 Tues Wed Thu Fri 50 © 2008 Capgemini - All rights reserved Robert de Wolff, November 2008 4 12 16 7 11 8 10 16 8

What is Scrum

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