SCRUM

scrum

By:

Ian Munene

Cornellius Ngondo

what is scrum?

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scrum is a framework for developing and sustaining complex projects. 

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interesting fact: all sizes and complexity

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product may refer to a product, service or any other deliverable

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principles

processes

aspects

SCRUM FRAMEWORK

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what impacts projects?

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what impacts projects?

  • time

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what impacts projects?

  • time among others such as - 
  • cost
  • scope
  • quality
  • resources
  • organizational capabilities
  • other limitations

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what impacts projects

successful implementation and good results has numerous and significant business benefits to an organization

 

to achieve this, choose and use an appropriate project management framework

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and thus scrum :-)

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so what is scrum?

  • popular agile methodology
  • adaptive, iterative, fast, flexible and effective
  • ensures transparency in communication
  • creates collective accountability and progress
  • framework supports all sorts of projects

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why is scrum better than other project management techniques?

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scrumteams are?

Cross-Functional Self-Organized
Empowered use sprints

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created

stakeholder meeting

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history of scrum

  • developed in the 1980s - Hirotaka takeuchi and ikujiro Nonaka
  • defined a flexible and all inclusive approach to product dev strategy
  • described an innovative and holistic approach to product dev: a holistic/rugby approach
  • from case studies in the industry then

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history of scrum

  • product dev should not be a sequential relay race
  • rather it should be analogous to the rugby game

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history of scrum

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history of scrum

features of scrum analogous to rugby are:

  • to score, the team moves together
  • to restart the game (after a try) the team huddles up again

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history of scrum

  • later Jeff Sutherland and Ken Schwaber elaborated on the scrum concept and its applicability to software dev in 1995, Austin Texas (OOP conf)
  • since then, constantly changing, being modified and refined by experts in various fields

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<why use scrum>

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Key 

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highly adaptable

  • iterative delivery and incorporating change  on the stride

 

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customer centric

  • customers have a say in literally every step/phase of the project

 

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continuous delivery of value

  • iterative dev ensures quick shipping of deliverables as quickly as customer expects 

 

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early delivery of value

  • prioritized backlog ensures that the most urgent of customer req are met first 

 

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continous feedback

  • continous feedback is provided through daily standups  

 

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transparency

  • all resources such as sprint burndown chart and backlog board/scrum board are made public/shared with everyone
  • leads to an open working environment

 

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transparency

  • sprint review meetings demonstrate potentially shippable features/products keeping them fully involved and aware of project status  

 

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continous improvement

  • deliverables are always being improved from sprint to sprint

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sustainable pace

  • people involved can work at a sustainable pace which in theory they can continue indefinitely

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effecient development process

  • through minimizing non essential work and time boxing

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motivation

  • through daily standups

faster prob resolution

  • crossfunctional teams and daily standups ensure that problems can be identified and solved ASAP

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collective project ownership

  • personalizes the project creating a feeling of need to push it to completion

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how fast and scalable is scrum?

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  • to be effective, scrum teams should ideally have a total of six to ten members
  • common misconception that its used for small projects only
  • multiple scrum teams can be formed when members exceed ten e.g 2007 - 2009 (yahoo)

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who coordinates multiple scrum teams?

convene scrum of scrums process which:

  • facilitates coordination among the teams
  • enables effective implementation in larger/complex projects
  • manages projects of different sizes spanning even different geographical locations

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what is a scrum of scrums

  • meeting where all the scrums are rep
  • reps provide details as to progress
  • challenges encountered are discussed
  • coordinate activities

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factors determining freq of the SoS meetings

  • complexity of the projects

  • size of the projects

  • level of inter-team dependency

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Scrum Principles

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Scrum Principles

  • they are the core guidelines for applying the scrum framework and should be used in all scrum projects
  • they are non-negotiable                         which are they?

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empirical process control

the main ideas here are:

  • transparency
  • adaptation
  • inspection

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self organization

  • self organize rather than work under command and control

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collaboration

advocates PMgmnt as a shared value creation process

three core dimensions of collaboration

  • awareness 
  • articulation
  • appropriation (owning)

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value based prioritization

maximum business value (what is most urgent?)

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time boxing

describes how time is a limiting constraint in scrum

ensures sprint planning and coordination of activities. time boxed activities include:

  • sprints
  • daily standups
  • sprint planning meetings
  • sprint review meetings

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iterative dev

  • how to better manage change
  • how to build s/w that satisfy the customer

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scrum aspects

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organization

involves understanding defined roles and responsibilities 

they are in two broad categories

  • core roles (working on product, fully committed to project)
  • non-core roles (nor responsibe for outcome of project) e.g stakeholders, vendors, scrum guidance body, chief product owner

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core roles

  • product owner
  • scrum master
  • scrum team

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product owner

achieves maximum business value for the product

articulates customer requirements

represents the voice of customer

 

 

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scrum master

ensures scrum team is provided with appropriate env

guides, facilitates and teaches scrum practices

clears blockers

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scrum team

create the product deliverables

responsible for understanding and implementing the product owner's vision

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recap?

stand up and stretch :-)

- scrum principles?

- scrum aspects?

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scrum processes

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19 processes grouped into five phases

brace yourselves

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initiate

project vision statement

  • project vision statement is created
  • product owner is established/identified

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initiate

scrum master, stakeholder identification 

  • scum master is identified

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initiate

form a team

  • selection of team
  • PO has the primary responsibility for selecting team (often collaborates with scrum master)

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initiate

develop epic(s)

  • user stories are developed

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initiate

create a prioritized product backlog

  • epics and unrefined user stories are refined to make a prioritized product backlog
  • done criteria is established

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project plan & estimate

create user stories

  • from the initiate phase (epics)
  • written by PO to ensure customer reqs are understood and clear
  • user stories are incorporated into prioritized product backlog

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project plan & estimate

approve estimate &commit epics

  • estimation of the effort required
  • should not be estimated in terms of hrs
  • estimate by relative size i.e medium, large, small or fib sequence

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project plan & estimate

create tasks

  • approved user stories broken down to tasks. task list created

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project plan & estimate

estimate tasks

  • estimation of the effort required for each task (scrum core team in a task estimation workshop)

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project plan & estimate

create sprint backlogs

  • scrum core team hold sprint planning meetings
  • sprint backlog contains all work to be completed in the sprint 

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implement

create deliverables

  • scrum core team creates deliverables from sprint backlog
  • scrumboard is used to measure and track activities being carried out

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implement

create daily standups

  • same time, every day (religiously)
  • discuss what was done to help the PJ on the prev day and what will be done today.

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implement

groom prioritized backlog

  • prioritized product backlog is continiously updated and maintained

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review & retrospect

convene scrum of scrums

  • where coordination is necessary for large projects

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review & retrospect

demonstrate & validate sprint

  • demonstration of scrum deliverables
  • intends to secure approval of features/product by the PO

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review & retrospect

retrospect sprint

  • scrum team and scrum master meet to discuss lessons learnt
  • lessons are documented to be applied to future sprints

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release

ship deliverables

  • accepted deliverables identified and shipped

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release

retrospect project meeting

  • scrum core team and stakeholders convene to retrospect project
  • identify document and internalize the lessons learnt

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scrum vs traditional project management

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