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Agile-Scrum

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Arjun Kava

Agile-Scrum is a framework that helps address complex problems while delivering high value products. Scrum includes lightweight processes like sprints, daily stand-ups, and retrospectives. The Scrum team consists of a Product Owner, Development Team, and Scrum Master. The Product Owner manages the prioritized backlog. The Development Team works to complete items during a sprint. The Scrum Master coaches the team and removes impediments.

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AGILE-SCRUM
A framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value. SCRUM (N) 1.LIGHTWEIGHT 2.SIMPLE TO UNDESTAND 3.DIFFICULT TO MASTER
Agile-Scrum
SCRUM THEORY 1.EMPIRICISM 2.TRANSPARENCY 3.INSPECTION 4.ADAPTION
SCRUM TEAM 1.THE PRODUCT OWNER 2.THE DEVELOPMENT TEAM 3.THE SCRUM MASTER
PRODUCT OWNER 1.CLEARLY EXPRESS PRODUCT BACKLOG ITEMS 2.ORDERING ITEMS TO ACHIEVE GOALS AND MISSION 3.ENSURE BACKLOG IS VISIBLE AND TRANSPARENT
DEVELOPMENT TEAM1.THEY ARE SELF ORGANISING 2.CROSS-FUNCTIONAL 3.INDIVIDUAL MEMVER MAY HAVE SPECIALISED SKLL BUT ACCOUNTABILITY BELONGS TO THE DEVELOPMENT TEAM AS WHOLE
SCRUM MASTER TO PRODUCT OWNER 1.ENSURE THAT GOALS, SCOPE AND PRODUCT DOMAIN UNDERSTOOD BY EVERYONE. 2.HELP SCRUM TEAM UNDERSTAND 3.ENSURE THE PRODUCT OWNER KNOWS HOW TO ARRANGE ITEMS TO MAXIMISE VALUES. 4.UNDERSTANDING AND PRACTICING AGILITY 5.FACILITATING SCRUM EVENTS AS REQUESTED OR NEEDED.
SCRUM MASTER TO DEV TEAM 1.COACHING THE DEVELOPMENT TEAM IN SELF- ORGANISING AND CROSS-FUNCTIONALITY 2.HELPING DEVELOPMENT TEAM TO CREATE HIGH VALUES 3.REMOVING IMPEDIMENTS TO THE DEVELOPMENT TEAM’S PROGRESS
SCRUM MASTER TO THE ORGANIZATION 1.LEADING AND COACHING THE ORGANIZATION IN ITS SCRUM ADOPTION 2.PLANNING SCRUM IMPLEMENTATIONS WITHIN ORGANIZATION 3.CAUSING CHANGE THAT INCREASE PRODUCTIVITY OF THE SCUM TEAM.
SCRUM EVENTS 1.THE SPRINT 2.SPRINT PLANNING 3.DAILY SCRUM 4.SPRINT REVIEW 5.SPRINT RETROSPECTIVE
THE SPRINT 1.TIME BOX 2.DURING THE SPRINT 1.NO CHANGES ARE MADE THAT WOULD ENDANGER THE SPRINT GOAL. 2.QUALITY GOALS DO NOT DECREASE 3.SCOPE MAY BE CLARIFIED AND RE-NEGOTIATED BETWEEN THE PRODUCT OWNER AND DEVELOPMENT TEAM 3.CANCELLING THE SPRINT
SPRINT PLANNING 1.TOPIC ONE: WHAT CAN BE DONE THIS SPRINT? 2.TOPIC TWO: HOW WILL THE CHOSEN WORK GET DONE? 3.SPRINT GOAL
DAILY SCRUM 1.WHAT DID I DO YESTERDAY THAT HELPED THE DEVELOPMENT TEAM MEET THE SPRINT GOAL? 2.WHAT WILL I DO TO HELP THE DEVELOPMENT TEAM MEET THE GOAL? 3.DO I SEE ANY IMPEDIMENT THAT PREVENTS ME OR THE DEVELOPMENT TEAM FROM MEETING SPRINT GOAL?
SPRINT REVIEW 1.THE PRODUCT OWNER EXPLAINS BACKLOG ITEMS HAVE BEEN “DONE” AND “NOT DONE” 2.THE DEVELOPMENT TEAM DISCUSSES WHAT WENT WELL DURING THE SPRINT, WHAT PROBLEMS IT RAN INTO, AND HOW THOSE PROBLEMS WERE SOLVED. 3.THE ENTIRE GROUP COLLABORATES ON WHAT TO DO NEXT. 4.REVIEW OF HOW THE MARKETPLACE OR POTENTIAL USE OF PRODUCT MIGHT HAVE CHANGED WHAT IS THE MOST VALUABLE THING TO DO NEXT.
SPRINT RETROSPECTIVE 1.INSPECT HOW THE LAST SPRINT WENT REGARDS WITH PEOPLE, RELATIONSHIPS, PROCESS AND TOOLS. 2.IDENTIFY AND ORDER THE MAJOR ITEMS THAT WENT WELL AND POTENTIAL IMPROVEMENTS 3.CREATE A PLAN FOR IMPLEMENTING IMPROVEMENTS TO THE WAY THE SCRUM TEAM DOES ITS WORK
SCRUM ARTEFACTS 1.PRODUCT BACKLOG 2.SPRINT BACKLOG 3.INCREMENT
PRODUCT BACKLOG 1.ORDERED LIST OF FEATURES, FUNCTIONS, REQUIREMENTS, ENHANCEMENTS AND FIXES. 2.PRODUCT OWNER IS RESPONSIBLE FOR THE PRODUCT BACKLOG INCLUDING ITS CONTENT, AVAILABILITY AND ORDERING. 3.CONSTANTLY CHANGING WITH ATTRIBUTES SUCH AS DESCRIPTION, ORDER, ESTIMATE AND VALUE.
SPRINT BACKLOG 1.SELECTED ITEMS FOR SPRINT, PLUS PLAN FOR DELIVERING THE PRODUCT INCREMENT AND REALISING THE SPRINT GOAL. 2.IT INCLUDES AT LEAST ONE HIGH PRIORITY PROCESS IMPROVEMENT IDENTIFIED IN LAST RETROSPECTIVE MEETING. 3.PROGRESS UNDERSTOOD BY DAILY SCRUM. 4.HIGHLY VISIBLE, REAL TIME PICTURE OF THE WORK THAT THE DEVELOPMENT TEAM PLANS TO ACCOMPLISH DURING THE SPRINT
INCREMENT 1.SUM OF ALL THE PRODUCT BACKLOG ITEMS COMPLETED DURING A SPRINT AND VALUE OF THE INCREMENTS OF ALL PREVIOUS SPRINTS 2.AT THE END OF A SPRINT. NEW INCREMENT MUST BE “DONE” 3.THE INCREMENT IS A STEP TOWARDS A VISION OR GOAL.
ARTIFACT TRANSPARENCY 1.SCRUM RELIES ON TRANSPARENCY 2.THE SCRUM MASTER MUST WORK WITH PRODUCT OWNER, DEVELOPMENT TEAM AND OTHER INVOLVED PARTIES TO UNDERSTAND IS THE ARTIFACTS ARE COMPLETELY TRANSPARENT. 3.TRANSPARENCY DOESN’T OCCUR OVERNIGHT BUT ITS PATH.
DEFINITION OF “DONE” 1.WORK IS COMPLETED ON THE PRODUCT INCREMENT. 2.EACH SPRING IS TO DELIVER INCREMENTS OF POTENTIALLY RELEASABLE FUNCTIONALITY THAT ADHERE TO THE SCRUM TEAM’S CURRENT DEFINITION OF “DONE”. 3.AS SCRUM TEAM MATURE, IT IS EXPECTED THAT THEIR DEFINITION OF “DONE” WILL EXPAND TO INCLUDE MORE STRINGENT CRITERIA FOR HIGHER QUALITY.
REFERENCE LINKS1. SCRUM GUIDE: HTTPS://WWW.SCRUMGUIDES.ORG/SCRUM-GUIDE.HTML 2. WHAT IS SCRUM? : HTTPS://WWW.SCRUM.ORG/RESOURCES/WHAT-IS-SCRUM 3. AGILE COURSE: HTTPS://WWW.COURSERA.ORG/SPECIALIZATIONS/AGILE-DEVELOPMENT

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Agile-Scrum

  • 2. A framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value. SCRUM (N) 1.LIGHTWEIGHT 2.SIMPLE TO UNDESTAND 3.DIFFICULT TO MASTER
  • 5. SCRUM TEAM 1.THE PRODUCT OWNER 2.THE DEVELOPMENT TEAM 3.THE SCRUM MASTER
  • 6. PRODUCT OWNER 1.CLEARLY EXPRESS PRODUCT BACKLOG ITEMS 2.ORDERING ITEMS TO ACHIEVE GOALS AND MISSION 3.ENSURE BACKLOG IS VISIBLE AND TRANSPARENT
  • 7. DEVELOPMENT TEAM1.THEY ARE SELF ORGANISING 2.CROSS-FUNCTIONAL 3.INDIVIDUAL MEMVER MAY HAVE SPECIALISED SKLL BUT ACCOUNTABILITY BELONGS TO THE DEVELOPMENT TEAM AS WHOLE
  • 8. SCRUM MASTER TO PRODUCT OWNER 1.ENSURE THAT GOALS, SCOPE AND PRODUCT DOMAIN UNDERSTOOD BY EVERYONE. 2.HELP SCRUM TEAM UNDERSTAND 3.ENSURE THE PRODUCT OWNER KNOWS HOW TO ARRANGE ITEMS TO MAXIMISE VALUES. 4.UNDERSTANDING AND PRACTICING AGILITY 5.FACILITATING SCRUM EVENTS AS REQUESTED OR NEEDED.
  • 9. SCRUM MASTER TO DEV TEAM 1.COACHING THE DEVELOPMENT TEAM IN SELF- ORGANISING AND CROSS-FUNCTIONALITY 2.HELPING DEVELOPMENT TEAM TO CREATE HIGH VALUES 3.REMOVING IMPEDIMENTS TO THE DEVELOPMENT TEAM’S PROGRESS
  • 10. SCRUM MASTER TO THE ORGANIZATION 1.LEADING AND COACHING THE ORGANIZATION IN ITS SCRUM ADOPTION 2.PLANNING SCRUM IMPLEMENTATIONS WITHIN ORGANIZATION 3.CAUSING CHANGE THAT INCREASE PRODUCTIVITY OF THE SCUM TEAM.
  • 11. SCRUM EVENTS 1.THE SPRINT 2.SPRINT PLANNING 3.DAILY SCRUM 4.SPRINT REVIEW 5.SPRINT RETROSPECTIVE
  • 12. THE SPRINT 1.TIME BOX 2.DURING THE SPRINT 1.NO CHANGES ARE MADE THAT WOULD ENDANGER THE SPRINT GOAL. 2.QUALITY GOALS DO NOT DECREASE 3.SCOPE MAY BE CLARIFIED AND RE-NEGOTIATED BETWEEN THE PRODUCT OWNER AND DEVELOPMENT TEAM 3.CANCELLING THE SPRINT
  • 13. SPRINT PLANNING 1.TOPIC ONE: WHAT CAN BE DONE THIS SPRINT? 2.TOPIC TWO: HOW WILL THE CHOSEN WORK GET DONE? 3.SPRINT GOAL
  • 14. DAILY SCRUM 1.WHAT DID I DO YESTERDAY THAT HELPED THE DEVELOPMENT TEAM MEET THE SPRINT GOAL? 2.WHAT WILL I DO TO HELP THE DEVELOPMENT TEAM MEET THE GOAL? 3.DO I SEE ANY IMPEDIMENT THAT PREVENTS ME OR THE DEVELOPMENT TEAM FROM MEETING SPRINT GOAL?
  • 15. SPRINT REVIEW 1.THE PRODUCT OWNER EXPLAINS BACKLOG ITEMS HAVE BEEN “DONE” AND “NOT DONE” 2.THE DEVELOPMENT TEAM DISCUSSES WHAT WENT WELL DURING THE SPRINT, WHAT PROBLEMS IT RAN INTO, AND HOW THOSE PROBLEMS WERE SOLVED. 3.THE ENTIRE GROUP COLLABORATES ON WHAT TO DO NEXT. 4.REVIEW OF HOW THE MARKETPLACE OR POTENTIAL USE OF PRODUCT MIGHT HAVE CHANGED WHAT IS THE MOST VALUABLE THING TO DO NEXT.
  • 16. SPRINT RETROSPECTIVE 1.INSPECT HOW THE LAST SPRINT WENT REGARDS WITH PEOPLE, RELATIONSHIPS, PROCESS AND TOOLS. 2.IDENTIFY AND ORDER THE MAJOR ITEMS THAT WENT WELL AND POTENTIAL IMPROVEMENTS 3.CREATE A PLAN FOR IMPLEMENTING IMPROVEMENTS TO THE WAY THE SCRUM TEAM DOES ITS WORK
  • 18. PRODUCT BACKLOG 1.ORDERED LIST OF FEATURES, FUNCTIONS, REQUIREMENTS, ENHANCEMENTS AND FIXES. 2.PRODUCT OWNER IS RESPONSIBLE FOR THE PRODUCT BACKLOG INCLUDING ITS CONTENT, AVAILABILITY AND ORDERING. 3.CONSTANTLY CHANGING WITH ATTRIBUTES SUCH AS DESCRIPTION, ORDER, ESTIMATE AND VALUE.
  • 19. SPRINT BACKLOG 1.SELECTED ITEMS FOR SPRINT, PLUS PLAN FOR DELIVERING THE PRODUCT INCREMENT AND REALISING THE SPRINT GOAL. 2.IT INCLUDES AT LEAST ONE HIGH PRIORITY PROCESS IMPROVEMENT IDENTIFIED IN LAST RETROSPECTIVE MEETING. 3.PROGRESS UNDERSTOOD BY DAILY SCRUM. 4.HIGHLY VISIBLE, REAL TIME PICTURE OF THE WORK THAT THE DEVELOPMENT TEAM PLANS TO ACCOMPLISH DURING THE SPRINT
  • 20. INCREMENT 1.SUM OF ALL THE PRODUCT BACKLOG ITEMS COMPLETED DURING A SPRINT AND VALUE OF THE INCREMENTS OF ALL PREVIOUS SPRINTS 2.AT THE END OF A SPRINT. NEW INCREMENT MUST BE “DONE” 3.THE INCREMENT IS A STEP TOWARDS A VISION OR GOAL.
  • 21. ARTIFACT TRANSPARENCY 1.SCRUM RELIES ON TRANSPARENCY 2.THE SCRUM MASTER MUST WORK WITH PRODUCT OWNER, DEVELOPMENT TEAM AND OTHER INVOLVED PARTIES TO UNDERSTAND IS THE ARTIFACTS ARE COMPLETELY TRANSPARENT. 3.TRANSPARENCY DOESN’T OCCUR OVERNIGHT BUT ITS PATH.
  • 22. DEFINITION OF “DONE” 1.WORK IS COMPLETED ON THE PRODUCT INCREMENT. 2.EACH SPRING IS TO DELIVER INCREMENTS OF POTENTIALLY RELEASABLE FUNCTIONALITY THAT ADHERE TO THE SCRUM TEAM’S CURRENT DEFINITION OF “DONE”. 3.AS SCRUM TEAM MATURE, IT IS EXPECTED THAT THEIR DEFINITION OF “DONE” WILL EXPAND TO INCLUDE MORE STRINGENT CRITERIA FOR HIGHER QUALITY.
  • 23. REFERENCE LINKS1. SCRUM GUIDE: HTTPS://WWW.SCRUMGUIDES.ORG/SCRUM-GUIDE.HTML 2. WHAT IS SCRUM? : HTTPS://WWW.SCRUM.ORG/RESOURCES/WHAT-IS-SCRUM 3. AGILE COURSE: HTTPS://WWW.COURSERA.ORG/SPECIALIZATIONS/AGILE-DEVELOPMENT