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Scrum. software engineering seminar

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Alexandr Gavrishev
Alexandr Gavrishev

Scrum is a framework for developing complex products and systems. It employs an iterative, incremental approach with three roles - Product Owner, Scrum Master, and Team - and four meetings - Planning, Daily Scrum, Review, and Retrospective. The Product Owner prioritizes items in the Product Backlog and accepts or rejects work results. The cross-functional Team selects and delivers the highest priority backlog items within a Sprint. The Scrum Master helps the Team achieve their goals and shields them from distractions.

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Scrum Gavrishev Alexander
What is Scrum? “Scrum is a framework for developing complex products and systems. It is grounded in empirical process control theory. Scrum employs an iterative, incremental approach to optimize predictability and control risk.” -Ken Schwaber
History • • • “The New New Product Development Game,” by Hirotaka Takeuchi, Ikujiro Nonaka, Harvard Business Review, 1986 Influenced by best practices in Japanese industry (Toyota and Honda) “Scrum Development Process,” Ken Schwaber and Jeff Sutherland, OOPSLA 1995
Scrum has been used by • • • • • • • Microsoft Yahoo Google Electronic Arts IBM Philips Nokia • • • • • • • Apple BBC Intuit Nielsen Media Qualcomm Texas Instruments ...
Scrum has been used for • • • • • Commercial software In-house development Financial applications Embedded systems 24x7 systems with 99.999% uptime requirements • • • • • Video game development Life-critical systems Websites Mobile phones ...
What is Scrum?
What is Scrum? Scrum is characterised by 3 roles: Product Owner, Scrum Master and Team • And, 4 meetings: Planning Meeting, Daily Scrum, Review Meeting and Retrospective •
Product owner • • • • • Responsible for maximizing the value of the product Manages for the Product Backlog (items and prioritization) Responsible for the product’s profitability Accepts or rejects work results Collaborates with both the team and stakeholders
Team • • • • Self-organized and cross-functional Select and commit to delivery highest-priority items from the Product Backlog Members decide how the work is arranged and how assignments are distributed. Optimal size is small enough to remain nimble and large enough to complete significant work within a Sprint
Scrum Master • • • Team's coach, helps Scrum practitioners achieve their highest level of performance Shield the team from external interferences Works to ensure that the team has the best possible circumstances for realizing the goals fixed for the Sprint
What is Scrum?
Product Backlog • • • • To-do list of the changes of the product Constantly reprioritized Highest prioritized goals are transferred to a Sprint Backlog Managed solely by Product Owners
Sprint Backlog • • • • • To-do list for a Sprint Consists of the with highest priority Created during Sprint planning meeting Estimated work remaining is updated daily Real-time picture of the work that the Development Team plans to accomplish during the Sprint
Sprint
Sprint • • • • Scrum projects make progress in a series of “sprints” Time-box of 2–4 weeks at most Product is designed, coded, and tested during the sprint A new Sprint starts immediately after the conclusion of the previous Sprint
Daily • • • • 15-minute time-boxed meeting Only team members can talk Everyone answers 3 questions o What did they do yesterday? o What will they do today? o Is anything on the way? Helps avoid other unnecessary meetings
Review & Retrospective
Sprint Review • • • • Team presents what it accomplished during the sprint Team and stakeholders collaborate about what was done in the Sprint The form of a demo of new features or underlying architecture No slides
Retrospective • • • Inspect how the last Sprint went with regards to people, relationships, process, and tools Identify and order the major items that went well and potential improvements Create a plan for implementing improvements to the way the Scrum Team does its work
Product Backlog Example
Sprint Backlog Example
Burndown Chart
Retrospective Example • What went well? o • o What could be improved? o • Team collaboration Splitting stories to the tasks o Meetings approvals Improve code documentation Adaptation o o Follow meetings invitations Meeting about PHPDoc
Issues • • • • • • Micromanagement of team members and the process No guidance Ignore, customize the agile practices Continually fail to deliver product Large teams or not cross-functional teams Work is declared "done" whether it is done or not.
Questions?
References “The Scrum Guide”, Ken Schwaber and Jeff Sutherland “How To Fail With Agile”, Mike Cohn and Clinton Keith “Getting Agile with Scrum”, Mike Cohn “What is Scrum?”, Kane Mar

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Scrum. software engineering seminar

  • 2. What is Scrum? “Scrum is a framework for developing complex products and systems. It is grounded in empirical process control theory. Scrum employs an iterative, incremental approach to optimize predictability and control risk.” -Ken Schwaber
  • 3. History • • • “The New New Product Development Game,” by Hirotaka Takeuchi, Ikujiro Nonaka, Harvard Business Review, 1986 Influenced by best practices in Japanese industry (Toyota and Honda) “Scrum Development Process,” Ken Schwaber and Jeff Sutherland, OOPSLA 1995
  • 4. Scrum has been used by • • • • • • • Microsoft Yahoo Google Electronic Arts IBM Philips Nokia • • • • • • • Apple BBC Intuit Nielsen Media Qualcomm Texas Instruments ...
  • 5. Scrum has been used for • • • • • Commercial software In-house development Financial applications Embedded systems 24x7 systems with 99.999% uptime requirements • • • • • Video game development Life-critical systems Websites Mobile phones ...
  • 7. What is Scrum? Scrum is characterised by 3 roles: Product Owner, Scrum Master and Team • And, 4 meetings: Planning Meeting, Daily Scrum, Review Meeting and Retrospective •
  • 8. Product owner • • • • • Responsible for maximizing the value of the product Manages for the Product Backlog (items and prioritization) Responsible for the product’s profitability Accepts or rejects work results Collaborates with both the team and stakeholders
  • 9. Team • • • • Self-organized and cross-functional Select and commit to delivery highest-priority items from the Product Backlog Members decide how the work is arranged and how assignments are distributed. Optimal size is small enough to remain nimble and large enough to complete significant work within a Sprint
  • 10. Scrum Master • • • Team's coach, helps Scrum practitioners achieve their highest level of performance Shield the team from external interferences Works to ensure that the team has the best possible circumstances for realizing the goals fixed for the Sprint
  • 12. Product Backlog • • • • To-do list of the changes of the product Constantly reprioritized Highest prioritized goals are transferred to a Sprint Backlog Managed solely by Product Owners
  • 13. Sprint Backlog • • • • • To-do list for a Sprint Consists of the with highest priority Created during Sprint planning meeting Estimated work remaining is updated daily Real-time picture of the work that the Development Team plans to accomplish during the Sprint
  • 15. Sprint • • • • Scrum projects make progress in a series of “sprints” Time-box of 2–4 weeks at most Product is designed, coded, and tested during the sprint A new Sprint starts immediately after the conclusion of the previous Sprint
  • 16. Daily • • • • 15-minute time-boxed meeting Only team members can talk Everyone answers 3 questions o What did they do yesterday? o What will they do today? o Is anything on the way? Helps avoid other unnecessary meetings
  • 18. Sprint Review • • • • Team presents what it accomplished during the sprint Team and stakeholders collaborate about what was done in the Sprint The form of a demo of new features or underlying architecture No slides
  • 19. Retrospective • • • Inspect how the last Sprint went with regards to people, relationships, process, and tools Identify and order the major items that went well and potential improvements Create a plan for implementing improvements to the way the Scrum Team does its work
  • 23. Retrospective Example • What went well? o • o What could be improved? o • Team collaboration Splitting stories to the tasks o Meetings approvals Improve code documentation Adaptation o o Follow meetings invitations Meeting about PHPDoc
  • 24. Issues • • • • • • Micromanagement of team members and the process No guidance Ignore, customize the agile practices Continually fail to deliver product Large teams or not cross-functional teams Work is declared "done" whether it is done or not.
  • 26. References “The Scrum Guide”, Ken Schwaber and Jeff Sutherland “How To Fail With Agile”, Mike Cohn and Clinton Keith “Getting Agile with Scrum”, Mike Cohn “What is Scrum?”, Kane Mar