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Agile scrum fundamentals

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Deniz Gungor

This document provides an overview of Scrum training. It introduces the trainer, Deniz Gungor, and their background. It then outlines the agenda, which will cover Scrum fundamentals, a Scrum simulation game, and the Scrum framework. Key aspects of Scrum are defined, including self-organizing Scrum teams, iterative delivery, the Product Owner, Scrum Master, Development Team, events like the Daily Scrum and Sprint Review, and artifacts like the Product Backlog and Sprint Backlog. The training will help participants understand and apply the Scrum framework to projects.

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SCRUMTRAINING Deniz Gungor / 20180316 HuaweiTurkey R&D Quality & Operations Department
Who am I? ■ Experience: • Software QualityAssurance Engineer – HuaweiTurkey R&D Center • QualityAssurance Engineer - AutolivTurkey • QualityAssurance Engineer – Alpplas ■ Education: • Master of Science, Bogazici University – Software Engineering(Ongoing-2018) • Bachelor, Istanbul University – Mechanical Engineering (2009-2014) DENİZ GÜNGÖR
Quiz ■ Please go to kahoot.it web site from your phone’s browser.
Agenda Part-1 Scrum Fundamentals Part-2 Scrum Simulation Game with Lego
Agile scrum fundamentals
Successful Project
Agile scrum fundamentals
Agile scrum fundamentals
Traditional
Agile scrum fundamentals
Agile scrum fundamentals
The Agile Manifesto
Agile scrum fundamentals
Agile Principles
Agile scrum fundamentals
Agile scrum fundamentals
Agile scrum fundamentals
Agile scrum fundamentals
Agile scrum fundamentals
Agile scrum fundamentals
• ScrumTeams are self-organizing and cross-functional. • ScrumTeams deliver products iteratively and incrementally, maximizing opportunities for feedback. • Incremental deliveries of “Done” product ensure a potentially useful version of working product is always available. • The team model in Scrum is designed to optimize flexibility, creativity, and productivity. ScrumTeam
The Product Owner ■ Clearly expressing Product Backlog items; ■ Ordering the items in the Product Backlog to best achieve goals and missions; ■ Optimizing the value of the work the DevelopmentTeam performs; ■ Ensuring that the Product Backlog is visible, transparent, and clear to all, and shows what the ScrumTeam will work on next; and, ■ Ensuring the DevelopmentTeam understands items in the Product Backlog to the level needed. The ProductOwner may do the above work, or have the DevelopmentTeam do it. However, the ProductOwner remains accountable. For the ProductOwner to succeed, the entire organization must respect his or her decisions. No one is allowed to tell the DevelopmentTeam to work from a different set of requirements, and the Development Team isn’t allowed to act on what anyone else says.
The Scrum Master • The Scrum Master is responsible for ensuring Scrum is understood and enacted. • Scrum Masters do this by ensuring that the ScrumTeam adheres to Scrum theory, practices, and rules. Responsible for enacting Scrum values and practices • The Scrum Master is a servant-leader for the ScrumTeam. • The Scrum Master helps those outside the ScrumTeam understand which of their interactions with the ScrumTeam are helpful and which aren’t. • Removes impediments • Ensure that the team is fully functional and productive • Power of Scrum • Scrum Guide
The DevelopmentTeam • The DevelopmentTeam consists of professionals who do the work of delivering a potentially releasable Increment of “Done” product at the end of each Sprint. • Team Size: • Fewer than 3 DevelopmentTeam members decrease interaction and results in smaller productivity gains. Smaller DevelopmentTeams may encounter skill constraints during the Sprint, causing the DevelopmentTeam to be unable to deliver a potentially releasable Increment. • Having more than 9 members requires too much coordination. Large DevelopmentTeams generate too much complexity for an empirical process to manage. • Cross-functional: • Programmers, testers, user experience designers, etc. but accountability belongs to the Development Team as a whole. • No sub-teams • Teams are self-organizing • Ideally, no titles but rarely a possibility (developer)
Scrum Events ■ All events are time-boxed events, such that every event has a maximum duration. ■ Once a Sprint begins, its duration is fixed and cannot be shortened or lengthened.
Sprint Planning • Team selects items from the product backlog they can commit to completing • Sprint backlog is created • Tasks are identified and each is estimated • Collaboratively, not done alone by the Scrum Master • High-level design is considered
Sprint Planning
Daily Scrum • The Daily Scrum is a 15-minute time-boxed event for the Development Team to synchronize activities and create a plan for the next 24 hours. • The Daily Scrum is held at the same time and place each day to reduce complexity. • Parameters • Daily • 15-minutes • Stand-up • Helps avoid other unnecessary meetings
Daily Scrum ■ Everyone answers 3 questions:  These are not status for the Scrum Master • They are commitments in front of peers
Sprint Review • Team presents what it accomplished during the sprint • Typically takes the form of a demo of new features or underlying architecture • Informal • Whole team participates • Invite the world
Sprint Retrospective ■ Periodically take a look at what is and is not working ■ Max. 3hours for 1 month sprints ■ Done after every sprint ■ Whole team participates – Scrum Master – Product owner – Team – Possibly customers and others ■ Start / Stop / Continue This is just one of many ways to do a sprint retrospective.
Artifacts
Product Backlog • A list of all desired work on the project • Ordered list of everything that might be needed in the product and is the single source of requirements for any changes to be made to the product. • The Product Owner is responsible for the Product Backlog, including its content, availability, and ordering. • Items have the attributes of a description, order, estimate and value. • Changes in business requirements, market conditions, or technology may cause changes in the Product Backlog. • The Scrum Team decides how and when refinement is done. • Product Backlog items can be updated at any time by the Product Owner or at the Product Owner’s discretion. • The Development Team is responsible for all estimates. The Product Owner may influence the Development Team by helping it understand and select trade-offs, but the people who will perform the work make the final estimate. This is the product backlog
Sprint Backlog ■ The Sprint Backlog is the set of Product Backlog items selected for the Sprint, plus a plan for delivering the product Increment and realizing the Sprint Goal. ■ The Sprint Backlog is a forecast by the Development Team about what functionality will be in the next Increment and the work needed to deliver that functionality into a “Done” Increment. ■ As new work is required, the Development Team adds it to the Sprint Backlog. ■ When elements of the plan are deemed unnecessary, they are removed ■ Only the Development Team can change its Sprint Backlog during a Sprint. ■ The Sprint Backlog is a highly visible, real-time picture of the work that the Development Team plans to accomplish during the Sprint, and it belongs solely to the Development Team.
Increment ■ The Increment is the sum of all the Product Backlog items completed during a Sprint and the value of the increments of all previous Sprints. ■ At the end of a Sprint, the new Increment must be “Done,” which means it must be in useable condition and meet the ScrumTeam’s definition of “Done.”

More Related Content

Agile scrum fundamentals

  • 1. SCRUMTRAINING Deniz Gungor / 20180316 HuaweiTurkey R&D Quality & Operations Department
  • 2. Who am I? ■ Experience: • Software QualityAssurance Engineer – HuaweiTurkey R&D Center • QualityAssurance Engineer - AutolivTurkey • QualityAssurance Engineer – Alpplas ■ Education: • Master of Science, Bogazici University – Software Engineering(Ongoing-2018) • Bachelor, Istanbul University – Mechanical Engineering (2009-2014) DENİZ GÜNGÖR
  • 3. Quiz ■ Please go to kahoot.it web site from your phone’s browser.
  • 21. • ScrumTeams are self-organizing and cross-functional. • ScrumTeams deliver products iteratively and incrementally, maximizing opportunities for feedback. • Incremental deliveries of “Done” product ensure a potentially useful version of working product is always available. • The team model in Scrum is designed to optimize flexibility, creativity, and productivity. ScrumTeam
  • 22. The Product Owner ■ Clearly expressing Product Backlog items; ■ Ordering the items in the Product Backlog to best achieve goals and missions; ■ Optimizing the value of the work the DevelopmentTeam performs; ■ Ensuring that the Product Backlog is visible, transparent, and clear to all, and shows what the ScrumTeam will work on next; and, ■ Ensuring the DevelopmentTeam understands items in the Product Backlog to the level needed. The ProductOwner may do the above work, or have the DevelopmentTeam do it. However, the ProductOwner remains accountable. For the ProductOwner to succeed, the entire organization must respect his or her decisions. No one is allowed to tell the DevelopmentTeam to work from a different set of requirements, and the Development Team isn’t allowed to act on what anyone else says.
  • 23. The Scrum Master • The Scrum Master is responsible for ensuring Scrum is understood and enacted. • Scrum Masters do this by ensuring that the ScrumTeam adheres to Scrum theory, practices, and rules. Responsible for enacting Scrum values and practices • The Scrum Master is a servant-leader for the ScrumTeam. • The Scrum Master helps those outside the ScrumTeam understand which of their interactions with the ScrumTeam are helpful and which aren’t. • Removes impediments • Ensure that the team is fully functional and productive • Power of Scrum • Scrum Guide
  • 24. The DevelopmentTeam • The DevelopmentTeam consists of professionals who do the work of delivering a potentially releasable Increment of “Done” product at the end of each Sprint. • Team Size: • Fewer than 3 DevelopmentTeam members decrease interaction and results in smaller productivity gains. Smaller DevelopmentTeams may encounter skill constraints during the Sprint, causing the DevelopmentTeam to be unable to deliver a potentially releasable Increment. • Having more than 9 members requires too much coordination. Large DevelopmentTeams generate too much complexity for an empirical process to manage. • Cross-functional: • Programmers, testers, user experience designers, etc. but accountability belongs to the Development Team as a whole. • No sub-teams • Teams are self-organizing • Ideally, no titles but rarely a possibility (developer)
  • 25. Scrum Events ■ All events are time-boxed events, such that every event has a maximum duration. ■ Once a Sprint begins, its duration is fixed and cannot be shortened or lengthened.
  • 26. Sprint Planning • Team selects items from the product backlog they can commit to completing • Sprint backlog is created • Tasks are identified and each is estimated • Collaboratively, not done alone by the Scrum Master • High-level design is considered
  • 28. Daily Scrum • The Daily Scrum is a 15-minute time-boxed event for the Development Team to synchronize activities and create a plan for the next 24 hours. • The Daily Scrum is held at the same time and place each day to reduce complexity. • Parameters • Daily • 15-minutes • Stand-up • Helps avoid other unnecessary meetings
  • 29. Daily Scrum ■ Everyone answers 3 questions:  These are not status for the Scrum Master • They are commitments in front of peers
  • 30. Sprint Review • Team presents what it accomplished during the sprint • Typically takes the form of a demo of new features or underlying architecture • Informal • Whole team participates • Invite the world
  • 31. Sprint Retrospective ■ Periodically take a look at what is and is not working ■ Max. 3hours for 1 month sprints ■ Done after every sprint ■ Whole team participates – Scrum Master – Product owner – Team – Possibly customers and others ■ Start / Stop / Continue This is just one of many ways to do a sprint retrospective.
  • 33. Product Backlog • A list of all desired work on the project • Ordered list of everything that might be needed in the product and is the single source of requirements for any changes to be made to the product. • The Product Owner is responsible for the Product Backlog, including its content, availability, and ordering. • Items have the attributes of a description, order, estimate and value. • Changes in business requirements, market conditions, or technology may cause changes in the Product Backlog. • The Scrum Team decides how and when refinement is done. • Product Backlog items can be updated at any time by the Product Owner or at the Product Owner’s discretion. • The Development Team is responsible for all estimates. The Product Owner may influence the Development Team by helping it understand and select trade-offs, but the people who will perform the work make the final estimate. This is the product backlog
  • 34. Sprint Backlog ■ The Sprint Backlog is the set of Product Backlog items selected for the Sprint, plus a plan for delivering the product Increment and realizing the Sprint Goal. ■ The Sprint Backlog is a forecast by the Development Team about what functionality will be in the next Increment and the work needed to deliver that functionality into a “Done” Increment. ■ As new work is required, the Development Team adds it to the Sprint Backlog. ■ When elements of the plan are deemed unnecessary, they are removed ■ Only the Development Team can change its Sprint Backlog during a Sprint. ■ The Sprint Backlog is a highly visible, real-time picture of the work that the Development Team plans to accomplish during the Sprint, and it belongs solely to the Development Team.
  • 35. Increment ■ The Increment is the sum of all the Product Backlog items completed during a Sprint and the value of the increments of all previous Sprints. ■ At the end of a Sprint, the new Increment must be “Done,” which means it must be in useable condition and meet the ScrumTeam’s definition of “Done.”