Scrum Santhosh Srinivasan. Outline What is Scrum What is Scrum Why Scrum Why Scrum Scrum Practices Scrum Practices Why Scrum works Why Scrum works Pros

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  • ScrumSanthosh Srinivasan

  • OutlineWhat is ScrumWhy ScrumScrum PracticesWhy Scrum worksPros and ConsCase StudySummary

  • What is ScrumScrum is an agile, lightweight process that can be used to manage and control software and product development using iterative, incremental practices [3]

  • HistoryOrigin in RugbyGetting an out of play ball into playUsed to describe hyper-productive development in 1987 by Ikujiro Nonaka and Hirotaka Takeuchi

  • Why ScrumSoftware Development LifecycleRequirements Gathering and AnalysisDesignImplementationTestingDeliveryOutput of one stage serves as input for the succeeding stage

  • Why Scrum 2AssumptionEach stage produces a predictable and defined outputApplication of the process results in repeatable outputsResultsLoss of controlSurprisesIncomplete or wrong products

  • Why Scrum 3Major approaches to controlling processesDefined process controlEmpirical process controlDefined process controlWell defined set of inputsRepeatable outputs upon completion

  • Why Scrum 4Empirical process controlExpects the unexpectedProvides and exercises control through frequent inspection and adaptationImperfectly defined processes that generate unpredictable and unrepeatable results

  • Scrum PracticesScrum MasterInterface between the management and the scrum teamTypically an experienced engineerResponsible for removing impediments that stall the progress of Scrum Team MembersShould be able to make quick decisions based on incomplete data

  • Scrum Practices 2Product BacklogList of features under considerationBusiness features and technology featuresSorted by priorityProduct OwnerSole owner of the product backlogChanges to the product backlog have to be approved by the product ownerTechnical lead or Project Manager

  • Scrum Practices 3Scrum TeamCross FunctionalDesigners, Testers, Technical Writers?Recommended Team Size 5 - 10

  • Scrum Practice 4SprintLasts for about 30 daysImplement the top priorities in the Project Backlog called as the Sprint BacklogSprint estimates updated as tasks are completed or new tasks crop upPotentially shippable product increment

  • Scrum Practices 5Daily Scrum MeetingLasts about 15 minutesWhat was achieved since the last meeting?What are the impediments to your tasks?What will you achieve before the next meeting?

  • Scrum Practices 6Sprint ReviewLasts for about 4 hoursProvides feedback to the managementProvides feedback to the next Sprint

  • Scrum Practices - Summary30 days24 hoursProduct BacklogAs prioritized by Product OwnerSprint BacklogBacklog tasksexpandedby teamPotentially ShippableProduct IncrementDaily ScrumMeetingSource: Adapted from a presentation on Scrum [2] that has Adapted from Agile Software Development with Scrum by Ken Schwaber and Mike Beedle.Sprint

  • Why Scrum WorksMost of the defined model assumptions are removedConstant feedbackFocused on What can be done instead of Why it cant be done

  • ProsGreat emphasis on team workTeam learns and contributes throughout the process Team becomes autonomous and strives for excellenceRotation of leadership depending on the phase gives a distributed nature of project execution

  • Pros 2The management team has a pulse on the progress of the team, stepping in whenever requiredOrganizations sometimes learn about obstacles created by established practicesCreates an open environment and encourages feedbackEvaluation of effort and subsequent rewards are based on the team performance

  • Pros 3Reduced need for meetings, authorization and reportingIterative model leading to a delivery every 30 daysCan act as a wrapper for practices already in place

  • ConsThe basic premise that the team is committed to the project. If the team is not committed then process collapsesThe management's comfort level in delegation of tasksEmotional impact of failure on team members if the project fails

  • Cons 2The size of the team is restricted due to the involvement of all team membersSuited for development of new products and not for enhancement of an existing productReliance on experience

  • Case StudyYear1996CompanyIndividual IncTeamPersonal News Page (PNP)8 engineers

  • Case Study 2ProblemNo features delivered in 8 monthsBad reputation within the companyCausesFeatures under implementation shelved for Hot Ideas

  • Case Study 3Approach to the problemHead of product management made product ownerProduct Backlog createdProduct Owner controlled the Product BacklogSprint Backlog followedFirst Sprint with Daily Scrum meetings

  • Case Study 4DifficultiesPeople still approached engineers for adding new features including Product OwnerDaily Scrum meetings lasted lot longer than 15 minutes initiallyExisting policy created interferenceNon-team members attend Daily Scrum meetings

  • Case Study 5ResultsA release within the monthFirst release in 9 monthsDemo for managementMore attention to engineers problemsTeam spirit and confidence upCustomers happy to see functioning system and the potential

  • SummaryScrum is an agile processScrum questions the basic assumptions of defined process control modelScrum practicesCase StudyPros and Cons

  • ReferencesAgile Software Development with ScrumKen Schwaber, Mike BeedlePrentice Hall 2001

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