CSM Workshop Workbook Ver. 2015-3 (Intel)
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Transcript
Introduction
to Scrum
Workshop
Siew Kok Ewe
Certified Scrum Trainer
kok.ewe.siew@gmail.com
mailto:kok.ewe.siew@gmail.com
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TABLE OF CONTENTS
Introduction ................................................................................................................ 5
Working Agreement ................................................................................................. 6
Course Agenda ......................................................................................................... 7
Some Statistics ............................................................................................................ 8
Why Projects Fail? ...................................................................................................... 9
Stacey Matrix ............................................................................................................ 10
Waterfall Development Model ............................................................................ 11
Agile Development ................................................................................................. 12
A Simple Example .................................................................................................... 13
Manifesto for Agile Software Development ...................................................... 14
Principles Behind the Agile Manifesto ................................................................. 16
The GOAL .................................................................................................................. 17
Process Models ........................................................................................................ 18
Stacey Matrix Revisited .......................................................................................... 19
Scrum Introduction .................................................................................................. 20
Scrum Values ............................................................................................................ 21
Scrum Attributes ....................................................................................................... 22
Scrum is a Framework ............................................................................................. 23
The Elements of Scrum ........................................................................................... 24
Scrum in a Picture.................................................................................................... 28
Question Backlog .................................................................................................... 29
Product Backlog ...................................................................................................... 30
Typical Product Backlog Sections ....................................................................... 31
A Product Backlog Should be Detailed Appropriately ................................... 32
Product Backlog Items ........................................................................................... 33
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User Story ................................................................................................................... 34
Product Backlog Refinement ............................................................................... 35
Creating The Initial Product Backlog .................................................................. 36
Estimation .................................................................................................................. 37
Planning Poker ......................................................................................................... 38
Release Planning ..................................................................................................... 39
Release Burnup ........................................................................................................ 40
Team .......................................................................................................................... 42
Characteristics of a Good Team in Scrum ........................................................ 43
Self-Organization ..................................................................................................... 44
Role of the Manager .............................................................................................. 45
One Key Takeaway ................................................................................................ 46
Scrum Roles ............................................................................................................... 47
Whose Job Is It? ....................................................................................................... 48
Role Question ........................................................................................................... 50
Scenario Exercise: Shared DBA ........................................................................... 51
Sprit Simulation Introduction ................................................................................. 52
Sprint Planning Part 1 .............................................................................................. 53
Sprint Planning Part 2 .............................................................................................. 54
Sprint Execution Quiz .............................................................................................. 55
Daily Scrum ............................................................................................................... 56
Sprint Backlog........................................................................................................... 57
Sprint Burndown ....................................................................................................... 58
Sprint Burndown Exercise ....................................................................................... 59
Definition of Done ................................................................................................... 60
Potentially Shippable Product Increment .......................................................... 61
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Definition of Done ................................................................................................... 65
Undone Work or Technical Debt ......................................................................... 66
Expand DoD ............................................................................................................. 67
Sprint Review ............................................................................................................ 68
Sprint Retrospective ................................................................................................ 69
Scrum Quiz Round 1 ............................................................................................. 70
Scrum Quiz Round 2 ............................................................................................. 71
Appendix A The Scrum Guide ........................................................................... 72
Purpose of the Scrum Guide ............................................................................. 72
Definition of Scrum .............................................................................................. 72
Scrum Theory ........................................................................................................ 73
Transparency ........................................................................................................ 73
Inspection .............................................................................................................. 73
Adaptation ........................................................................................................... 73
The Scrum Team................................................................................................... 74
The Product Owner ......................................................................................... 74
The Development Team................................................................................. 75
The Scrum Master ............................................................................................ 76
Scrum Events ......................................................................................................... 77
The Sprint ........................................................................................................... 78
Sprint Planning .................................................................................................. 79
Daily Scrum ....................................................................................................... 81
Sprint Review..................................................................................................... 82
Sprint Retrospective ........................................................................................ 83
Scrum Artifacts ..................................................................................................... 83
Product Backlog .............................................................................................. 84
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Sprint Backlog ................................................................................................... 85
Increment .............................................................................................................. 86
Artifact Transparency ..................................................................................... 86
Definition of "Done" ......................................................................................... 87
End Note ................................................................................................................ 87
Acknowledgements ........................................................................................... 88
People ................................................................................................................ 88
History ..................................................................................................................... 88
Appendix B Scrum is Hard and Disruptive ................................................... 89
Appendix C Product Backlog Items for Simulation ....................................... 91
Appendix D Sprint Execution Quiz Answers .................................................. 101
Appendix E References .................................................................................... 102
Books .................................................................................................................... 102
Articles .................................................................................................................. 103
Videos .................................................................................................................. 103
Self-Evaluation ........................................................................................................ 105
Feedback Form ..................................................................................................... 107
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INTRODUCTION
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WORKING AGREEMENT
Any other items to add?
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COURSE AGENDA
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SOME STATISTICS
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WHY PROJECTS FAIL?
From your experience, what contributes to product development project
failures? Brainstorm with your table group and list them here.
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STACEY MATRIX
Typically, product development projects are __________________________.
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WATERFALL DEVELOPMENT MODEL
What are some disadvantages of the waterfall development model when
applied to product development? Brainstorm with your table group and
list them down.
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AGILE DEVELOPMENT
Agile is a general term for various approaches to developing software
that have emerged in response to the dismal results of the waterfall
approach.
Currently the most popular Agile approach in the world is _______________.
All these approaches share similar thinking behind them, as described by
the Agile Manifesto.
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A SIMPLE EXAMPLE
https://www.youtube.com/watch?v=szr0ezLyQHY
This video illustrates an Agile approach to delivering software.
In what ways is this different from the waterfall model?
https://www.youtube.com/watch?v=szr0ezLyQHY
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MANIFESTO FOR AGILE SOFTWARE DEVELOPMENT
www.agilemanifesto.org
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
_________________________________________ over processes and tools
_________________________ over comprehensive documentation
_______________________________________ over contract negotiation
___________________________________________ over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
http://www.agilemanifesto.org/
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Write down examples of how each of these values are exhibited in the
Nordstrom video:
1.
2.
3.
4.
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PRINCIPLES BEHIND THE AGILE MANIFESTO
How easy or difficult is it for your organization to embrace the Agile values
and principles? Which ones are easy? Which ones are hard? Why? Jot
down some thoughts in the space below, and share them at your table.
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THE GOAL
The GOAL of Agile Development is to:
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PROCESS MODELS
Waterfall is a _______________________ process model.
Agile is an ____________________________ process model.
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STACEY MATRIX REVISITED
What type(s) of project is the waterfall model applicable?
What type(s) of project is the Agile approach applicable?
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SCRUM INTRODUCTION
Scrum is not an acronym. Ken Schwaber and Jeff Sutherland took the
name from rugby. They were inspired by the 1986 Harvard Business
Review article The New New Product Development Game by Takeuchi
and Nonaka, who observed that product development is like playing
rugby, rather than a relay race.
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SCRUM VALUES
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SCRUM ATTRIBUTES
What are the three pillars of Scrum?
1.
2.
3.
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SCRUM IS A FRAMEWORK
Scrum is a generic framework for solving complex problems such as
product development.
Scrum works on 3 key principles: 1) transparency; 2) inspection; 3)
adaptation. That is, to solve a complex problem, organizations must
constantly inspect their reality and adapt to it; and that is only possible in
a transparent environment. These 3 are often referred to as the 3 pillars
of Scrum.
Practitioners will find that Scrum is actually a framework for organizational
improvement disguised as a project management framework, which
most organizations use Scrum for.
Why is Scrum not a process (or methodology)? Whats the difference
between a process and a framework?
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THE ELEMENTS OF SCRUM
3 Roles:
___________
Product ____________
ScrumMaster
3 Artifacts:
___________ Backlog
Sprint ______________
Increments
5 Events:
Sprint _________________
_____________ Scrum
Sprint Review
Sprint __________________
Product Backlog
______________________
5 Values:
F_____________
O____________
R_____________
C______________
C______________
Scrum Elements
(3 3 5 5)
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SCRUM IN A PICTURE
Draw your own picture of the Scrum framework here:
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QUESTION BACKLOG
Now that you have seen Scrum at a high level, what are your questions?
Write them down, 1 per sticky, and put up your table groups question
backlog.
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PRODUCT BACKLOG
The Product Backlog is a ___________________ list of _____________________
____________________________ features that _________________ appear in a
product.
A good product backlog has the following characteristics:
D ____________________________
E _______________________
E _______________________
P ___________________________ ( O _______________________ )
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TYPICAL PRODUCT BACKLOG SECTIONS
Product
Backlog
Item
Biz
Value
Initial
Size
Size Remaining (points) after Sprint
1 2 3 4 5 6 7 8 9
Release 1.0 Starts Below
PBI #1 2
PBI #2 5
etc
PBI #n 8
PBI #n+1 3
etc
PBI #p 40
PBI #p+1 100
Release 1.0
Remaining points
1000 95
0
91
0
92
0
Release 2.0 Starts Below
PBI #x 40
PBI #x+1 20
DONE
______________ Line
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A PRODUCT BACKLOG SHOULD BE DETAILED APPROPRIATELY
How small is small?
Fine-grained Items
Items are _________________, well-
defined and sprint-ready.
Good to have ~ 2-3 sprints worth
of items at this level of detail.
Coarse-grained Items
Details are still
_____________________ for
these items.
Items are relatively big; still
not very well-defined.
Next Release
Items for the next
release.
Usually very big;
not well-defined.
_________________ detailed
___________________ priority
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PRODUCT BACKLOG ITEMS
Product Backlog Items (PBIs) are typically customer-valued features,
though in general they are pieces of value-adding work the team can
perform for the product.
Good PBIs have the following characteristics:
I ____________________
N ____________________
V ____________________
E ____________________
S ____________________
T ____________________
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USER STORY
Sometimes you hear PBIs being referred to as stories. This is because a
popular way of writing PBIs is to use the User Story format:
As a , I want , so that .
Note: Although User Story is a good practice, it is not part of Scrum.
Which means you only use it if you find it useful. This is an example of
practices that teams add to the basic Scrum framework.
User Story example:
As a ___________________________________,
I want _________________________________,
so that ________________________________.
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PRODUCT BACKLOG REFINEMENT
Also known as Product Backlog Grooming, Product Backlog Refinement is
not a formal meeting in Scrum. Some Scrum teams dedicate a meeting
for it. Others do it in an ad-hoc manner. Bottom line is, the product
backlog needs to be kept up-to-date, always.
The Scrum Guide states that the "Scrum Team decides how and when
refinement is done" and that "refinement usually consumes no more than
10% of the capacity of the Development Team."
This is the only time in the sprint where the Scrum team talks about work
outside of their sprint backlog.
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CREATING THE INITIAL PRODUCT BACKLOG
Practice writing product backlog items for a product of your choice.
Before you can write any PBIs what do you need?
What primary information, among others, do you need in order to order
the product backlog items?
1.
2.
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ESTIMATION
Why do we estimate? To help us make ________________________.
Write down your personal estimate of the actual height of the Singapore
HSBC building:
________________ meters.
This is an example of _______________________ estimation.
What are the disadvantages of this type of estimation?
Effort estimation in Agile projects is based on _________________________
estimation.
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PLANNING POKER
Notes:
Planning Poker is another example of a practice that is not part of Scrum,
but something a Scrum team uses within the Scrum framework.
A word of caution. An estimate is just what it is an estimate, and youll
never know whether it will be correct. It is only helpful for planning
purposes; to see what and how much the team can get done given a
certain amount of time. It is so easy to use these estimates in
dysfunctional ways that recently many Agile experts advise against doing
estimation including the person who invented Planning Poker! resulting
in a no estimates movement in the community.
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RELEASE PLANNING
Estimates are helpful for the Product Owner to make release planning
decisions.
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RELEASE BURNUP
On the chart in the next page, draw a Release Burnup for the following
situation:
At the start of a project, the total estimated Product Backlog is 100
story points.
At the end of sprint 1, the team has completed 10 story points, but
the Product Backlog has also grown by 10 story points due to new
features being added.
At the end of sprint 2, the team completes a further 20 story points,
and no new items are added to the Product Backlog.
At the end of sprint 3, the team completes a further 15 story points,
the amount of work now remaining to be done on the Product
Backlog is 85, i.e. 20 story points have been added this sprint.
Use the Release Burnup to answer the following questions:
1. What is the teams average velocity?
2. At what rate is the Product Backlog growing (on average)?
3. How many story points will the team complete in 8 sprints?
4. How many sprints will it take until all the work is complete,
assuming the current trends continue?
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0
10
20
30
40
50
60
70
80
90
100
110
120
130
140
150
160
170
180
190
200
210
220
230
240
250
260
270
280
290
300
0 5 10 15 20
Sprints
Release Burnup
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TEAM
Think of the best team you have ever worked with. What are some
characteristics of a great team? Brainstorm with your table group and list
them here.
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CHARACTERISTICS OF A GOOD TEAM IN SCRUM
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SELF-ORGANIZATION
Traditionally, teams are led by _______________________ under a
________________ and ___________________ management style.
In Scrum, the Team practices or is coached towards ___________ -
_________________________.
What are the 3 main factors affecting self-organization?
1.
2.
3.
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ROLE OF THE MANAGER
There is no manager in Scrum. But most organizations still do.
While they still exist in organizations, how will the responsibilities of the
traditional manager change in a Scrum environment?
From: _______________________________________________________________
To: __________________________________________________________________
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ONE KEY TAKEAWAY
What is your ONE key takeaway from todays session? Write it down here
and share with your table group.
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SCRUM ROLES
The three roles in Scrum are:
1.
2.
3.
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WHOSE JOB IS IT?
Put an X under the role who is responsible for each task.
Task Scrum Master Product Owner Team
Estimates the size of items on the Product
Backlog
Participates in Sprint Planning
Updates the Release Burnup chart
Ensures that the team follows Scrum practices
Updates the Sprint Backlog when tasks are
done
Ensures impediments are removed
Manages the budget and return on
investment of the product
Assigns tasks to team members
Accepts the delivery of the sprint
Must attend the Daily Scrum
Communicates status of the release to
stakeholders
Updates the Sprint Burndown chart
Educates the organisation about Scrum
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Decides how much will be delivered in a
sprint
Ensures each story meets the Definition of
Done
Additional notes on what you have learnt about the roles:
Product Owner
Team
ScrumMaster
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ROLE QUESTION
Write down your table groups role question:
Answer:
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SCENARIO EXERCISE: SHARED DBA
What is the lesson from this exercise?
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SPRIT SIMULATION INTRODUCTION
See Appendix A for the Product Backlog Items, page 91.
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SPRINT PLANNING PART 1
Which of the following is the focus for Sprint Planning Part 1 (SP1)?
1. To estimate stories to know how long they will take
2. To discuss how the requirements will be met and how the team will
work together
3. To understand the requirements and commit to what will be done
in the sprint
4. To allocate stories and tasks to individual team members
SP1 Focus ____________
Important points about SP1:
SP1 is considered a __________________ meeting.
SP1 is also called a _______________________ meeting.
SP1 is a meeting to select the __________________ that the Team will
deliver in the sprint.
SP1 is also a place to do some last-minute clarification of
________________________________ for the PBIs that are planned for
the sprint.
Who makes the decision on how much work to commit to in the
sprint? _______________
When it happens? Who attends? Timebox?
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SPRINT PLANNING PART 2
Which of the following is the focus for Sprint Planning Part 2 (SP2)?
1. To estimate stories to know how long they will take
2. To discuss how the requirements will be met and how the team
will work together
3. To understand the requirements and commit to what will be
done in the sprint
4. To allocate stories and tasks to individual team members
SP2 Focus ____________
Important points about SP2:
SP2 is considered a __________________ meeting.
SP2 is also called a _______________________ meeting.
SP2 is a meeting for the Team to determine what they will do to
deliver the selected PBIs, i.e. their _____________________.
The Team might create _________________.
The resulting Sprint Backlog is jointly committed to by the
______________________ and _________________________.
When it happens? Who attends? Timebox?
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SPRINT EXECUTION QUIZ
Decide if the following statements are True or False:
1. The duration of a sprint can change from sprint to sprint as long as it is
under 4 weeks. _______
2. A sprint can be terminated if the sprint goal is no longer valuable.
_______
3. The authority to terminate a sprint lies with the ScrumMaster. _______
4. The mechanisms for monitoring progress during the sprint in Scrum are
the Daily Scrum, Sprint Backlog and Sprint Burndown. _______
5. The task board and Sprint Burndown are maintained by the
ScrumMaster. _______
6. The task board or Sprint Backlog only contains items for the current
sprint. _______
7. Each team member in a cross-functional team needs to be able to do
all tasks in a story. ________
8. Adding team members will always increase velocity. ________
9. ScrumMasters should keep an impediment log of all issues affecting
the team and aim to resolve most impediments within 24 hours.
_______
10. Tasks must be estimated in hours. _______
11. Teams need slack to make improvements to their process. ________
12. Co-location means team members need to be within 6m of every
other person in their team. ________
13. Under pressure to work faster or harder developers unconsciously
compromise quality. ________
(Answers are in Appendix B, page 101.)
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DAILY SCRUM
Why daily?
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SPRINT BACKLOG
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SPRINT BURNDOWN
The Sprint Burndown chart tracks remaining task hours (or remaining
number of tasks), rather than actual hours spent (or number of tasks
completed). Why?
Why is it normal to see the line going up (instead of going down)
especially near the beginning of the sprint?
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SPRINT BURNDOWN EXERCISE
What might be happening in each of these cases below, and what would
you do as a Team if that is your burndown?
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DEFINITION OF DONE
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POTENTIALLY SHIPPABLE PRODUCT INCREMENT
What is the best, most transparent indicator of progress in a product
development project?
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DEFINITION OF DONE
From the exercise,
Which company has a team with a stronger Definition of Done (DoD)?
Which company accumulates more undone work, or technical debt?
Which company delivers value faster?
Which company is more responsive to changes in the market?
Which company appears to be more productive?
What are the risks of accumulating a high level of technical debt?
1.
2.
How is cross-functionality related to the strength of a teams DoD?
What could be a teams long-term goal?
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UNDONE WORK OR TECHNICAL DEBT
Having a high technical debt is very risky. Imagine you have a big pile of
code waiting to be tested, and suddenly market conditions change,
rendering your product useless. This is equivalent to having a huge pile of
inventory in your factory that you cannot sell.
High technical debt also incurs delay. Imagine trying to integrate many
features at the same time; a lot of things are going to break. It takes more
work and longer overall.
Thats why its called technical debt. Its like borrowing money from the
bank. If you dont make regular payments on your loan, and only pay up
everything at the end, you are going to pay more money overall.
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EXPAND DOD
As you start Scrum, have the Team and Product Owner understand what it
mean to be shippable, and agree on the Teams Definition of Done, so
that everybody knows exactly what it means when somebody says, This
feature is DONE!
Then, as time goes by, the Team should continuously improve to expand
their DoD, and strive towards a state when they will have a potentially
shippable product every sprint, i.e. the product is always not far from a
shippable state.
This may take years, but it gives a direction for the organization to improve
towards. Some teams have of course moved beyond shipping every
sprint; they can ship new features several times a day. This is continuous
delivery.
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SPRINT REVIEW
The focus of the Sprint Review is the ________________________.
What is the purpose of the Sprint Review?
Who are the primary audience of the Sprint Review?
What is the primary outcome of the Sprint Review?
When it happens? Who attends? Timebox?
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SPRINT RETROSPECTIVE
The focus of the Sprint Retrospective is the __________________________.
What is the purpose of the Sprint Retrospective?
Who are the main audience of the Sprint Retrospective?
What are the typical phases in a Sprint Retrospective?
1.
2.
3.
What are the primary outcome of the Sprint Retrospective?
When it happens? Who attends? Timebox?
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SCRUM QUIZ ROUND 1
Answer the following 5 questions as a table group. Dont refer to your
workbook, answer them from your memory. When you have written down
your 5 answers bring your answers to the instructor for scoring.
1. How often should you hold a retrospective?
2. Is Scrum a defined or empirical process?
3. Who is responsible for updating the Sprint Backlog and Sprint
Burndown?
4. Name the 5 Scrum values.
5. Answer TRUE or FALSE
If there is a Product Backlog Item (story) that does not meet the Definition
of Done at the end of the sprint, the sprint is extended until that item is
complete.
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SCRUM QUIZ ROUND 2
Answer the following 5 questions as a table group. Dont refer to your
workbook, answer them from your memory. When you have written down
your 5 answers bring your answers to the instructor for scoring.
6. Which area of the Stacey Matrix is Agile best suited to?
7. What is the focus of the sprint review?
8. Complete the following statement from the agile manifesto:
Customer Collaboration over
9. What is the primary measure of progress in agile?
10. Where would you find the following two statements about a story:
a. The page shall take no more than 1 second to refresh
i. In the definition of done?
ii. In the storys acceptance criteria?
b. User acceptance testing must be done
i. In the definition of done?
ii. In the storys acceptance criteria?
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APPENDIX A THE SCRUM GUIDE
Below is the July 2013 version of the Scrum Guide, the official definition of
Scrum, maintained by its co-creators, Jeff Sutherland and Ken Schwaber.
The Guide is updated by Jeff and Ken from time to time. For the latest
version, go to http://www.scrumguides.org/.
PURPOSE OF THE SCRUM GUIDE
Scrum is a framework for developing and sustaining complex products.
This Guide contains the definition of Scrum. This definition consists of
Scrums roles, events, artifacts, and the rules that bind them together. Ken
Schwaber and Jeff Sutherland developed Scrum; the Scrum Guide is
written and provided by them. Together, they stand behind the Scrum
Guide.
DEFINITION OF SCRUM
Scrum (n): A framework within which people can address complex
adaptive problems, while productively and creatively delivering products
of the highest possible value.
Scrum is:
Lightweight
Simple to understand
Difficult to master
Scrum is a process framework that has been used to manage complex
product development since the early 1990s. Scrum is not a process or a
technique for building products; rather, it is a framework within which you
can employ various processes and techniques. Scrum makes clear the
relative efficacy of your product management and development
practices so that you can improve.
The Scrum framework consists of Scrum Teams and their associated roles,
events, artifacts, and rules. Each component within the framework serves
a specific purpose and is essential to Scrums success and usage.
The rules of Scrum bind together the events, roles, and artifacts, governing
the relationships and interaction between them. The rules of Scrum are
described throughout the body of this document.
http://www.scrumguides.org/
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Specific tactics for using the Scrum framework vary and are described
elsewhere.
SCRUM THEORY
Scrum is founded on empirical process control theory, or empiricism.
Empiricism asserts that knowledge comes from experience and making
decisions based on what is known. Scrum employs an iterative,
incremental approach to optimize predictability and control risk. Three
pillars uphold every implementation of empirical process control:
transparency, inspection, and adaptation.
TRANSPARENCY
Significant aspects of the process must be visible to those responsible for
the outcome. Transparency requires those aspects be defined by a
common standard so observers share a common understanding of what
is being seen.
For example:
A common language referring to the process must be shared by
all participants; and,
Those performing the work and those accepting the work product
must share a common definition of Done
INSPECTION
Scrum users must frequently inspect Scrum artifacts and progress toward a
Sprint Goal to detect undesirable variances. Their inspection should not
be so frequent that inspection gets in the way of the work. Inspections are
most beneficial when diligently performed by skilled inspectors at the
point of work.
ADAPTATION
If an inspector determines that one or more aspects of a process deviate
outside acceptable limits, and that the resulting product will be
unacceptable, the process or the material being processed must be
adjusted. An adjustment must be made as soon as possible to minimize
further deviation.
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Scrum prescribes four formal events for inspection and adaptation, as
described in the Scrum Events section of this document:
Sprint Planning
Daily Scrum
Sprint Review
Sprint Retrospective
THE SCRUM TEAM
The Scrum Team consists of a Product Owner, the Development Team,
and a Scrum Master. Scrum Teams are self-organizing and cross-
functional. Self-organizing teams choose how best to accomplish their
work, rather than being directed by others outside the team. Cross-
functional teams have all competencies needed to accomplish the work
without depending on others not part of the team. The team model in
Scrum is designed to optimize flexibility, creativity, and productivity.
Scrum Teams 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 PRODUCT OWNER
The Product Owner is responsible for maximizing the value of the product
and the work of the Development Team. How this is done may vary widely
across organizations, Scrum Teams, and individuals.
The Product Owner is the sole person responsible for managing the
Product Backlog. Product Backlog management includes:
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 Development Team performs;
Ensuring that the Product Backlog is visible, transparent, and clear
to all, and shows what the Scrum Team will work on next; and,
Ensuring the Development Team understands items in the Product
Backlog to the level needed.
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The Product Owner may do the above work, or have the Development
Team do it. However, the Product Owner remains accountable.
The Product Owner is one person, not a committee. The Product Owner
may represent the desires of a committee in the Product Backlog, but
those wanting to change a Product Backlog items priority must address
the Product Owner.
For the Product Owner to succeed, the entire organization must respect
his or her decisions. The Product Owners decisions are visible in the
content and ordering of the Product Backlog. No one is allowed to tell the
Development Team to work from a different set of requirements, and the
Development Team isnt allowed to act on what anyone else says.
THE DEVELOPMENT TEAM
The Development Team consists of professionals who do the work of
delivering a potentially releasable Increment of Done product at the
end of each Sprint. Only members of the Development Team create the
Increment.
Development Teams are structured and empowered by the organization
to organize and manage their own work. The resulting synergy optimizes
the Development Teams overall efficiency and effectiveness.
Development Teams have the following characteristics:
They are self-organizing. No one (not even the Scrum Master) tells
the Development Team how to turn Product Backlog into
Increments of potentially releasable functionality;
Development Teams are cross-functional, with all of the skills as a
team necessary to create a product Increment;
Scrum recognizes no titles for Development Team members other
than Developer, regardless of the work being performed by the
person; there are no exceptions to this rule;
Scrum recognizes no sub-teams in the Development Team,
regardless of particular domains that need to be addressed like
testing or business analysis; there are no exceptions to this rule;
and,
Individual Development Team members may have specialized
skills and areas of focus, but accountability belongs to the
Development Team as a whole.
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Development Team Size
Optimal Development Team size is small enough to remain nimble and
large enough to complete significant work within a Sprint. Fewer than
three Development Team members decrease interaction and results in
smaller productivity gains. Smaller Development Teams may encounter
skill constraints during the Sprint, causing the Development Team to be
unable to deliver a potentially releasable Increment. Having more than
nine members requires too much coordination. Large Development
Teams generate too much complexity for an empirical process to
manage. The Product Owner and Scrum Master roles are not included in
this count unless they are also executing the work of the Sprint Backlog.
THE SCRUM MASTER
The Scrum Master is responsible for ensuring Scrum is understood and
enacted. Scrum Masters do this by ensuring that the Scrum Team adheres
to Scrum theory, practices, and rules.
The Scrum Master is a servant-leader for the Scrum Team. The Scrum
Master helps those outside the Scrum Team understand which of their
interactions with the Scrum Team are helpful and which arent. The Scrum
Master helps everyone change these interactions to maximize the value
created by the Scrum Team.
Scrum Master Service to the Product Owner
The Scrum Master serves the Product Owner in several ways, including:
Finding techniques for effective Product Backlog management;
Helping the Scrum Team understand the need for clear and
concise Product Backlog items;
Understanding product planning in an empirical environment;
Ensuring the Product Owner knows how to arrange the Product
Backlog to maximize value;
Understanding and practicing agility; and,
Facilitating Scrum events as requested or needed.
Scrum Master Service to the Development Team
The Scrum Master serves the Development Team in several ways,
including:
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Coaching the Development Team in self-organization and cross-
functionality;
Helping the Development Team to create high-value products;
Removing impediments to the Development Teams progress;
Facilitating Scrum events as requested or needed; and,
Coaching the Development Team in organizational environments
in which Scrum is not yet fully adopted and understood.
Scrum Master Service to the Organization
The Scrum Master serves the organization in several ways, including:
Leading and coaching the organization in its Scrum adoption;
Planning Scrum implementations within the organization;
Helping employees and stakeholders understand and enact
Scrum and empirical product development;
Causing change that increases the productivity of the Scrum
Team; and,
Working with other Scrum Masters to increase the effectiveness of
the application of Scrum in the organization.
SCRUM EVENTS
Prescribed events are used in Scrum to create regularity and to minimize
the need for meetings not defined in Scrum. 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. The
remaining events may end whenever the purpose of the event is
achieved, ensuring an appropriate amount of time is spent without
allowing waste in the process.
Other than the Sprint itself, which is a container for all other events, each
event in Scrum is a formal opportunity to inspect and adapt something.
These events are specifically designed to enable critical transparency
and inspection. Failure to include any of these events results in reduced
transparency and is a lost opportunity to inspect and adapt.
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THE SPRINT
The heart of Scrum is a Sprint, a time-box of one month or less during
which a Done, useable, and potentially releasable product Increment is
created. Sprints best have consistent durations throughout a
development effort. A new Sprint starts immediately after the conclusion
of the previous Sprint.
Sprints contain and consist of the Sprint Planning, Daily Scrums, the
development work, the Sprint Review, and the Sprint Retrospective.
During the Sprint:
No changes are made that would endanger the Sprint Goal;
Quality goals do not decrease; and,
Scope may be clarified and re-negotiated between the Product
Owner and Development Team as more is learned.
Each Sprint may be considered a project with no more than a one-month
horizon. Like projects, Sprints are used to accomplish something. Each
Sprint has a definition of what is to be built, a design and flexible plan that
will guide building it, the work, and the resultant product.
Sprints are limited to one calendar month. When a Sprints horizon is too
long the definition of what is being built may change, complexity may rise,
and risk may increase. Sprints enable predictability by ensuring inspection
and adaptation of progress toward a Sprint Goal at least every calendar
month. Sprints also limit risk to one calendar month of cost.
Cancelling a Sprint
A Sprint can be cancelled before the Sprint time-box is over. Only the
Product Owner has the authority to cancel the Sprint, although he or she
may do so under influence from the stakeholders, the Development
Team, or the Scrum Master.
A Sprint would be cancelled if the Sprint Goal becomes obsolete. This
might occur if the company changes direction or if market or technology
conditions change. In general, a Sprint should be cancelled if it no longer
makes sense given the circumstances. But, due to the short duration of
Sprints, cancellation rarely makes sense.
When a Sprint is cancelled, any completed and Done Product Backlog
items are reviewed. If part of the work is potentially releasable, the
Product Owner typically accepts it. All incomplete Product Backlog Items
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are re-estimated and put back on the Product Backlog. The work done on
them depreciates quickly and must be frequently re-estimated.
Sprint cancellations consume resources, since everyone has to regroup in
another Sprint Planning to start another Sprint. Sprint cancellations are
often traumatic to the Scrum Team, and are very uncommon.
SPRINT PLANNING
The work to be performed in the Sprint is planned at the Sprint Planning.
This plan is created by the collaborative work of the entire Scrum Team.
Sprint Planning is time-boxed to a maximum of eight hours for a one-
month Sprint. For shorter Sprints, the event is usually shorter. The Scrum
Master ensures that the event takes place and that attendants
understand its purpose. The Scrum Master teaches the Scrum Team to
keep it within the time-box.
Sprint Planning answers the following:
What can be delivered in the Increment resulting from the
upcoming Sprint?
How will the work needed to deliver the Increment be achieved?
Topic One: What can be done this Sprint?
The Development Team works to forecast the functionality that will be
developed during the Sprint. The Product Owner discusses the objective
that the Sprint should achieve and the Product Backlog items that, if
completed in the Sprint, would achieve the Sprint Goal. The entire Scrum
Team collaborates on understanding the work of the Sprint.
The input to this meeting is the Product Backlog, the latest product
Increment, projected capacity of the Development Team during the
Sprint, and past performance of the Development Team. The number of
items selected from the Product Backlog for the Sprint is solely up to the
Development Team. Only the Development Team can assess what it can
accomplish over the upcoming Sprint.
After the Development Team forecasts the Product Backlog items it will
deliver in the Sprint, the Scrum Team crafts a Sprint Goal. The Sprint Goal is
an objective that will be met within the Sprint through the implementation
of the Product Backlog, and it provides guidance to the Development
Team on why it is building the Increment.
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Topic Two: how will the chosen work get done?
Having set the Sprint Goal and selected the Product Backlog items for the
Sprint, the Development Team decides how it will build this functionality
into a Done product Increment during the Sprint. The Product Backlog
items selected for this Sprint plus the plan for delivering them is called the
Sprint Backlog.
The Development Team usually starts by designing the system and the
work needed to convert the Product Backlog into a working product
Increment. Work may be of varying size, or estimated effort. However,
enough work is planned during Sprint Planning for the Development Team
to forecast what it believes it can do in the upcoming Sprint. Work
planned for the first days of the Sprint by the Development Team is
decomposed by the end of this meeting, often to units of one day or less.
The Development Team self-organizes to undertake the work in the Sprint
Backlog, both during Sprint Planning and as needed throughout the
Sprint.
The Product Owner can help to clarify the selected Product Backlog items
and make trade-offs. If the Development Team determines it has too
much or too little work, it may renegotiate the selected Product Backlog
items with the Product Owner. The Development Team may also invite
other people to attend in order to provide technical or domain advice.
By the end of the Sprint Planning, the Development Team should be able
to explain to the Product Owner and Scrum Master how it intends to work
as a self-organizing team to accomplish the Sprint Goal and create the
anticipated Increment.
Sprint Goal
The Sprint Goal is an objective set for the Sprint that can be met through
the implementation of Product Backlog. It provides guidance to the
Development Team on why it is building the Increment. It is created during
the Sprint Planning meeting. The Sprint Goal gives the Development Team
some flexibility regarding the functionality implemented within the Sprint.
The selected Product Backlog items deliver one coherent function, which
can be the Sprint Goal. The Sprint Goal can be any other coherence that
causes the Development Team to work together rather than on separate
initiatives.
As the Development Team works, it keeps the Sprint Goal in mind. In order
to satisfy the Sprint Goal, it implements the functionality and technology. If
the work turns out to be different than the Development Team expected,
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they collaborate with the Product Owner to negotiate the scope of Sprint
Backlog within the Sprint.
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. This
is done by inspecting the work since the last Daily Scrum and forecasting
the work that could be done before the next one. The Daily Scrum is held
at the same time and place each day to reduce complexity. During the
meeting, the Development Team members explain:
What did I do yesterday that helped the Development Team meet
the Sprint Goal?
What will I do today to help the Development Team meet the
Sprint Goal?
Do I see any impediment that prevents me or the Development
Team from meeting the Sprint Goal?
The Development Team uses the Daily Scrum to inspect progress toward
the Sprint Goal and to inspect how progress is trending toward
completing the work in the Sprint Backlog. The Daily Scrum optimizes the
probability that the Development Team will meet the Sprint Goal. Every
day, the Development Team should understand how it intends to work
together as a self-organizing team to accomplish the Sprint Goal and
create the anticipated Increment by the end of the Sprint. The
Development Team or team members often meet immediately after the
Daily Scrum for detailed discussions, or to adapt, or replan, the rest of the
Sprints work.
The Scrum Master ensures that the Development Team has the meeting,
but the Development Team is responsible for conducting the Daily Scrum.
The Scrum Master teaches the Development Team to keep the Daily
Scrum within the 15-minute time-box.
The Scrum Master enforces the rule that only Development Team
members participate in the Daily Scrum.
Daily Scrums improve communications, eliminate other meetings, identify
impediments to development for removal, highlight and promote quick
decision-making, and improve the Development Teams level of
knowledge. This is a key inspect and adapt meeting.
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SPRINT REVIEW
A Sprint Review is held at the end of the Sprint to inspect the Increment
and adapt the Product Backlog if needed. During the Sprint Review, the
Scrum Team and stakeholders collaborate about what was done in the
Sprint. Based on that and any changes to the Product Backlog during the
Sprint, attendees collaborate on the next things that could be done to
optimize value. This is an informal meeting, not a status meeting, and the
presentation of the Increment is intended to elicit feedback and foster
collaboration.
This is a four-hour time-boxed meeting for one-month Sprints. For shorter
Sprints, the event is usually shorter. The Scrum Master ensures that the
event takes place and that attendants understand its purpose. The Scrum
Master teaches all to keep it within the time-box.
The Sprint Review includes the following elements:
Attendees include the Scrum Team and key stakeholders invited
by the Product Owner;
The Product Owner explains what Product Backlog items have
been Done and what has not been Done;
The Development Team discusses what went well during the Sprint,
what problems it ran into, and how those problems were solved;
The Development Team demonstrates the work that it has Done
and answers questions about the Increment;
The Product Owner discusses the Product Backlog as it stands. He
or she projects likely completion dates based on progress to date
(if needed);
The entire group collaborates on what to do next, so that the
Sprint Review provides valuable input to subsequent Sprint
Planning;
Review of how the marketplace or potential use of the product
might have changed what is the most valuable thing to do next;
and,
Review of the timeline, budget, potential capabilities, and
marketplace for the next anticipated release of the product.
The result of the Sprint Review is a revised Product Backlog that defines the
probable Product Backlog items for the next Sprint. The Product Backlog
may also be adjusted overall to meet new opportunities.
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SPRINT RETROSPECTIVE
The Sprint Retrospective is an opportunity for the Scrum Team to inspect
itself and create a plan for improvements to be enacted during the next
Sprint.
The Sprint Retrospective occurs after the Sprint Review and prior to the
next Sprint Planning. This is a three-hour time-boxed meeting for one-
month Sprints. For shorter Sprints, the event is usually shorter. The Scrum
Master ensures that the event takes place and that attendants
understand its purpose. The Scrum Master teaches all to keep it within the
time-box. The Scrum Master participates as a peer team member in the
meeting from the accountability over the Scrum process.
The purpose of the Sprint Retrospective is to:
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; and,
Create a plan for implementing improvements to the way the
Scrum Team does its work.
The Scrum Master encourages the Scrum Team to improve, within the
Scrum process framework, its development process and practices to
make it more effective and enjoyable for the next Sprint. During each
Sprint Retrospective, the Scrum Team plans ways to increase product
quality by adapting the definition of Done as appropriate.
By the end of the Sprint Retrospective, the Scrum Team should have
identified improvements that it will implement in the next Sprint.
Implementing these improvements in the next Sprint is the adaptation to
the inspection of the Scrum Team itself. Although improvements may be
implemented at any time, the Sprint Retrospective provides a formal
opportunity to focus on inspection and adaptation.
SCRUM ARTIFACTS
Scrums artifacts represent work or value to provide transparency and
opportunities for inspection and adaptation. Artifacts defined by Scrum
are specifically designed to maximize transparency of key information so
that everybody has the same understanding of the artifact.
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PRODUCT BACKLOG
The Product Backlog is an 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.
A Product Backlog is never complete. The earliest development of it only
lays out the initially known and best-understood requirements. The Product
Backlog evolves as the product and the environment in which it will be
used evolves. The Product Backlog is dynamic; it constantly changes to
identify what the product needs to be appropriate, competitive, and
useful. As long as a product exists, its Product Backlog also exists.
The Product Backlog lists all features, functions, requirements,
enhancements, and fixes that constitute the changes to be made to the
product in future releases. Product Backlog items have the attributes of a
description, order, estimate and value.
As a product is used and gains value, and the marketplace provides
feedback, the Product Backlog becomes a larger and more exhaustive
list. Requirements never stop changing, so a Product Backlog is a living
artifact. Changes in business requirements, market conditions, or
technology may cause changes in the Product Backlog.
Multiple Scrum Teams often work together on the same product. One
Product Backlog is used to describe the upcoming work on the product. A
Product Backlog attribute that groups items may then be employed.
Product Backlog refinement is the act of adding detail, estimates, and
order to items in the Product Backlog. This is an ongoing process in which
the Product Owner and the Development Team collaborate on the
details of Product Backlog items. During Product Backlog refinement,
items are reviewed and revised. The Scrum Team decides how and when
refinement is done. Refinement usually consumes no more than 10% of the
capacity of the Development Team. However, Product Backlog items can
be updated at any time by the Product Owner or at the Product Owners
discretion.
Higher ordered Product Backlog items are usually clearer and more
detailed than lower ordered ones. More precise estimates are made
based on the greater clarity and increased detail; the lower the order, the
less detail. Product Backlog items that will occupy the Development Team
for the upcoming Sprint are refined so that any one item can reasonably
be Done within the Sprint time-box. Product Backlog items that can be
Done by the Development Team within one Sprint are deemed Ready
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for selection in a Sprint Planning. Product Backlog items usually acquire
this degree of transparency through the above described refining
activities.
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.
Monitoring Progress Toward a Goal
At any point in time, the total work remaining to reach a goal can be
summed. The Product Owner tracks this total work remaining at least
every Sprint Review. The Product Owner compares this amount with work
remaining at previous Sprint Reviews to assess progress toward completing
projected work by the desired time for the goal. This information is made
transparent to all stakeholders.
Various projective practices upon trending have been used to forecast
progress, like burn-downs, burn-ups, or cumulative flows. These have
proven useful. However, these do not replace the importance of
empiricism. In complex environments, what will happen is unknown. Only
what has happened may be used for forward-looking decision-making.
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.
The Sprint Backlog makes visible all of the work that the Development
Team identifies as necessary to meet the Sprint Goal.
The Sprint Backlog is a plan with enough detail that changes in progress
can be understood in the Daily Scrum. The Development Team modifies
the Sprint Backlog throughout the Sprint, and the Sprint Backlog emerges
during the Sprint. This emergence occurs as the Development Team works
through the plan and learns more about the work needed to achieve the
Sprint Goal.
As new work is required, the Development Team adds it to the Sprint
Backlog. As work is performed or completed, the estimated remaining
work is updated. When elements of the plan are deemed unnecessary,
they are removed. Only the Development Team can change its Sprint
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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.
Monitoring Sprint Progress
At any point in time in a Sprint, the total work remaining in the Sprint
Backlog can be summed. The Development Team tracks this total work
remaining at least for every Daily Scrum to project the likelihood of
achieving the Sprint Goal. By tracking the remaining work throughout the
Sprint, the Development Team can manage its progress.
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 Scrum Teams definition of
Done. It must be in useable condition regardless of whether the Product
Owner decides to actually release it.
ARTIFACT TRANSPARENCY
Scrum relies on transparency. Decisions to optimize value and control risk
are made based on the perceived state of the artifacts. To the extent
that transparency is complete, these decisions have a sound basis. To the
extent that the artifacts are incompletely transparent, these decisions can
be flawed, value may diminish and risk may increase.
The Scrum Master must work with the Product Owner, Development Team,
and other involved parties to understand if the artifacts are completely
transparent. There are practices for coping with incomplete transparency;
the Scrum Master must help everyone apply the most appropriate
practices in the absence of complete transparency. A Scrum Master can
detect incomplete transparency by inspecting the artifacts, sensing
patterns, listening closely to what is being said, and detecting differences
between expected and real results.
The Scrum Masters job is to work with the Scrum Team and the
organization to increase the transparency of the artifacts. This work usually
involves learning, convincing, and change. Transparency doesnt occur
overnight, but is a path.
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DEFINITION OF "DONE"
When a Product Backlog item or an Increment is described as Done,
everyone must understand what Done means. Although this varies
significantly per Scrum Team, members must have a shared
understanding of what it means for work to be complete, to ensure
transparency. This is the definition of Done for the Scrum Team and is
used to assess when work is complete on the product Increment.
The same definition guides the Development Team in knowing how many
Product Backlog items it can select during a Sprint Planning. The purpose
of each Sprint is to deliver Increments of potentially releasable
functionality that adhere to the Scrum Teams current definition of
Done. Development Teams deliver an Increment of product
functionality every Sprint. This Increment is useable, so a Product Owner
may choose to immediately release it. If the definition of "done" for an
increment is part of the conventions, standards or guidelines of the
development organization, all Scrum Teams must follow it as a minimum. If
"done" for an increment is not a convention of the development
organization, the Development Team of the Scrum Team must define a
definition of done appropriate for the product. If there are multiple
Scrum Teams working on the system or product release, the development
teams on all of the Scrum Teams must mutually define the definition of
Done.
Each Increment is additive to all prior Increments and thoroughly tested,
ensuring that all Increments work together.
As Scrum Teams mature, it is expected that their definitions of Done will
expand to include more stringent criteria for higher quality. Any one
product or system should have a definition of Done that is a standard for
any work done on it.
END NOTE
Scrum is free and offered in this Guide. Scrums roles, artifacts, events, and
rules are immutable and although implementing only parts of Scrum is
possible, the result is not Scrum. Scrum exists only in its entirety and
functions well as a container for other techniques, methodologies, and
practices.
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ACKNOWLEDGEMENTS
PEOPLE
Of the thousands of people who have contributed to Scrum, we should
single out those who were instrumental in its first ten years. First there was
Jeff Sutherland working with Jeff McKenna, and Ken Schwaber working
with Mike Smith and Chris Martin. Many others contributed in the ensuing
years and without their help Scrum would not be refined as it is today.
HISTORY
Ken Schwaber and Jeff Sutherland first co-presented Scrum at the
OOPSLA conference in 1995. This presentation essentially documented the
learning that Ken and Jeff gained over the previous few years applying
Scrum.
The history of Scrum is already considered long. To honor the first places
where it was tried and refined, we recognize Individual, Inc., Fidelity
Investments, and IDX (now GE Medical).
The Scrum Guide documents Scrum as developed and sustained for 20-
plus years by Jeff Sutherland and Ken Schwaber. Other sources provide
you with patterns, processes, and insights that complement the Scrum
framework. These optimize productivity, value, creativity, and pride.
2014 Scrum.Org and ScrumInc. Offered for license under the Attribution
Share-Alike license of Creative Commons, accessible at
http://creativecommons.org/licenses/by-sa/4.0/legalcode and also
described in summary form at http://creativecommons.org/licenses/by-
sa/4.0/. By utilizing this Scrum Guide you acknowledge and agree that
you have read and agree to be bound by the terms of the Attribution
ShareAlike license of Creative Commons.
Source:
http://www.scrumguides.org/
http://creativecommons.org/licenses/by-sa/4.0/legalcodehttp://creativecommons.org/licenses/by-sa/4.0/http://creativecommons.org/licenses/by-sa/4.0/
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APPENDIX B SCRUM IS HARD AND DISRUPTIVE
By Ken Schwaber, 2006.
1. Scrum is a framework for iterative, incremental development using
cross-functional, self-managing teams. It is built on industry best
practices, lean thinking, and empirical process control.
2. Scrum is optimized for high yield product management and product
development. Scrum is particularly appropriate for high risk, complex,
large projects and can be used when other parts of the endeavor are
hardware or even waterfall development.
3. If waterfall suits current needs, continue using it.
4. An enterprise can use Scrum as a tool to become the best product
development and management organization in its market. Scrum will
highlight every deficiency and impediment that the enterprise has so
the enterprise can fix them and change into such an organization.
5. Whenever an enterprise modifies or only partially implements Scrum, it
is hiding or obscuring one or more dysfunctionalities that restrict its
competence in product development and management.
6. The iterative, incremental nature of Scrum puts stress on the product
development organization to improve its engineering skills and on the
product management organization to optimize the return on
investment of every release and project. The phrase, That cant be
done here really means that it will be very difficult to do so. The gap
between current practices and target practices is a measure of
incompetence and competitive risk.
7. The use of Scrum to become an optimized product development and
management organization is a change process that must be led from
the top and requires change by everyone within the enterprise.
Change is extremely difficult and fraught with conflict, and may take
many years of sustained effort. Turnover of staff and management
can be expected.
8. The most serious impediments to using Scrum are habits of waterfall,
predictive thinking over the last twenty to thirty years; these have
spawned command and control management, belief that
demanding something will make it happen, and the willingness of
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development to cut quality to meet dates. These are inbred habits
that we arent even aware of anymore.
9. The focus of using Scrum is the change from old habits to new ways of
doing business. Scrum is not implemented or rolled-out as a process; it
is used to foment change.
10. Scrum is not a methodology that needs enhancing. That is how we got
into trouble in the first place, thinking that the problem was not having
a perfect methodology. Effort centers on the changes in the
enterprise that is needed.
11. Iterative, incremental development is much harder than waterfall
development; everything that was hard in waterfall engineering
practices now has to be done every iteration, and this is incredibly
hard. It is not impossible, but has to be worked toward over time.
12. Managing a release or project to deliver only the highest value
functionality and not deliver the rest optimizes value [and] is the job of
product management and customers.
13. Self-managing teams are extremely productive. When they work
closely with the customer to derive the best solution to a need, they
and the customer are even more productive.
14. A team consists of people under pressure to do their best. Conflict is
natural and the team needs to know how to deal with the conflict
and have resources to draw on when needed.
15. The role of an enterprises management changes from telling people
what to do to leading and helping everyone do their best to achieve
goals. People arent resources and managers arent bosses.
Source:
http://www.controlchaos.com/storage/scrum-
articles/Scrum%20Is%20Hard%20and%20Disruptive.pdf
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APPENDIX C PRODUCT BACKLOG ITEMS FOR SIMULATION
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APPENDIX D SPRINT EXECUTION QUIZ ANSWERS
1. False. A sprint is a timebox. Its duration is fixed from sprint to sprint.
However, the Scrum Team may change the sprint length if it is not
suitable. Shorter sprints are preferred.
2. True, although that should be rare.
3. False. The Product Owner has the authority to terminate a sprint.
4. True.
5. False, the Team should maintain the task board and burn-down so
that they own their own progress.
6. True, items for the next sprint are on the Product Backlog.
7. False, cross-functional teams need to have all the skills in the team, but
not necessarily in every member of the team.
8. False, changing team composition will impact velocity, but it is
impossible to tell if it will increase or decrease.
9. True, although it is difficult to resolve some impediments the
ScrumMaster should try to solve them all as quickly as possible.
10. False, although this is common, some teams choose not to estimate
tasks at all.
11. True, teams always focused on delivery and working at maximum
capacity will not have down time to think about or implement
improvements.
12. True, it is important for people to be close enough that you can see
the expressions on their face when seated at your desk.
13. True, this is a commonly observed behaviour.
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APPENDIX E REFERENCES
BOOKS
1. Essential Scrum: A Practical Guide to the Most Popular Agile Process,
by Kenneth S. Rubin.
2. Agile Project Management with Scrum (Developer Best Practices), by
Ken Schwaber.
3. Succeeding with Agile: Software Development Using Scrum, by Mike
Cohn.
4. Scrum: The Art of Doing Twice the Work in Half the Time, by Jeff
Sutherland.
5. Implementing Lean Software Development: From Concept to Cash,
by Mary Poppendieck and Tom Poppendieck.
6. The Lean Startup: How Todays Entrepreneurs Use Continuous
Innovation to Create Radically Successful Businesses, by Eric Ries.
7. Agile Product Management with Scrum: Creating Products that
Customers Love, by Roman Pichler.
8. The Phoenix Project: A Novel About IT, DevOps, and Helping Your
Business Win, by Gene Kim, Kevin Behr, George Spafford.
9. Continuous Delivery: Reliable Software Releases through Build, Test
and Deployment Automation, by Jez Humble and David Farley.
10. Scaling Lean and Agile Development: Thinking and Organizational
Tools for Large-Scale Scrum, by Craig Larman and Bas Vodde.
11. Management 3.0: Leading Agile Developers, Developing Agile
Leaders, by Jurgen Appelo.
12. Coaching Agile Teams: A Companion for ScrumMasters, Agile
Coaches, and Project Managers in Transition, by Lyssa Adkins
13. Agile Retrospectives: Making Good Teams Great, by Esther Derby and
Diana Larsen
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14. The Five Dysfunctions of a Team: A Leadership Fable, by Patrick
Lencioni.
15. The Toyota Way, by Jeff Liker.
16. Extreme Programming Explained, by Kent Beck and Cynthia Andres.
17. The Mythical Man-Month, by Frederick P. Brooks Jr.
18. Refactoring: Improving the Design of Existing Code, by Martin Fowler
et al.
19. Working Effectively with Legacy Code, by Michael Feathers.
20. Specification by Example: How Successful Teams Deliver the Right
Software, by Gojko Adzic.
21. User Stories Applied: For Agile Software Development, by Mike Cohn.
22. The Principle of Product Development Flow: Second Generation Lean
Product Development, by Donald G. Reinertsen.
23. Reinventing Organizations, by Frederic Laloux.
ARTICLES
1. The New New Product Development Game, by Hirotaka Takeuchi and
Ikujiro Nonaka. Harvard Business Review, January-February 1986.
2. The Scrum Guide, by Jeff Sutherland and Ken Schwaber.
www.scrumguides.org.
3. The Scrum Primer, by Pete Deemer, Gabrielle Benefield, Craig Larman
and Bas Vodde. www.scrumprimer.org.
VIDEOS
1. Scrum Training Series, by Michael James.
www.scrumtrainingseries.com.
http://www.scrumguides.org/http://www.scrumprimer.org/http://www.scrumtrainingseries.com/
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2. TED Talk about Wikispeed, by Joe Justice.
www.youtube.com/watch?v=x8jdx-lf2Dw.
3. The Power of an Agile Mindset, by Linda Rising.
www.agilealliance.org/resources/learning-center/keynote-the-power-
of-an-agile-mindset
4. Drive: The Surprising Truth about What Motivates Us, by Daniel Pink.
www.youtube.com/watch?v=u6XAPnuFjJc
5. I, Tomato: Morning Stars Radical Approach to Management.
ReasonTV. www.youtube.com/watch?v=qqUBdX1d3ok
6. Agile Product Ownership in a Nutshell, by Henrik Kniberg.
www.youtube.com/watch?v=502ILHjX9EE
7. Agile Scrum Working Agreements, by Tirrell Payton.
www.youtube.com/watch?v=CStypsb3GKI
8. Scrum Repair Guide: Grooming the Product Backlog, by Mike Cohn.
www.youtube.com/watch?v=KXJuss2w39w
9. Joy, Inc, by Richard Sheridan.
www.youtube.com/watch?v=Oe8VTi3m8U8
10. Reinventing Organizations, by Frederic Laloux.
www.youtube.com/watch?v=gcS04BI2sbk
http://www.youtube.com/watch?v=x8jdx-lf2Dwhttp://www.agilealliance.org/resources/learning-center/keynote-the-power-of-an-agile-mindsethttp://www.agilealliance.org/resources/learning-center/keynote-the-power-of-an-agile-mindsethttp://www.youtube.com/watch?v=u6XAPnuFjJchttp://www.youtube.com/watch?v=qqUBdX1d3okhttp://www.youtube.com/watch?v=502ILHjX9EEhttp://www.youtube.com/watch?v=CStypsb3GKIhttp://www.youtube.com/watch?v=KXJuss2w39whttp://www.youtube.com/watch?v=Oe8VTi3m8U8http://www.youtube.com/watch?v=gcS04BI2sbk
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SELF-EVALUATION
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FEEDBACK FORM
Date: _____________________ Name (optional): _________________
1. Rate this course out of 10. Circle one number.
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2. Tell us what you liked about the course.
3. Tell us what would make the course a perfect 10 for you.
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