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Présentation scrum

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Olivier Laquinte
Olivier Laquinte

This document provides an overview of Scrum, an agile project management framework. Some key points: - Scrum is used to manage complex projects and deliver working software every 30 days based on customer priorities. - It uses self-organizing cross-functional teams, 30-day sprints, daily stand-ups, product backlogs and burndown charts. - Roles include the product owner who manages the product backlog, the development team who do the work, and the Scrum master who facilitates the process. - Success requires defining what "done" means, monitoring progress through burndown charts, and focusing the product backlog on delivering business value.

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ScrumAnAgileProject Delivery Approach
Discover what Scrum is and what it is not. Understand how Scrum can be usedPrepare yourselves to start with Scrum, knowing that this is only the beginning…
Overview of ScrumIs used to conduct complex projects since 1990 Delivers business value every 30 days according to priorities determined by the customerBased on distributed intelligence Fits long, large and distributed projects Meets CMMI Level 3 and ISO 9001 Outlines the issues but gives no answer Is very simple to describe but very difficultto implement
What Scrum proposes
Scrumis not a methodology and does not give the recipe for software development.
Scrum is an Approach, which implies a road, a direction, a frame of mind, perhaps a philosophy, but not a formula of proven rules to be followed.
The product is incrementally developed in blocks of timeA prioritized product backlogThe empirical processA self-managed team
An Empirical ApproachMeans that the information is collected by observing, experience or experimenting.
Adding details over timeDetailedElementsHigh-LevelElementsTasksIdeasSprints 1-2DeliveryCurrent SprintProduct6 Months2-3 Months1 MonthHorizon of predictability
The Scrum processBlocks of time (timebox)3 rolesSome rules 3 points of inspection and adaptation5 artifacts: The product book(product backlog)Delivery progress chart (Release burndown chart)Sprint backlog tasks (sprint backlog)Sprint Progress Chart(sprint burndown chart)new functionality ready to be exploited (Potentially shippable product increment)
Scrum implements an inspection and adaptation mechanism in order to maximize the output. Without visibility, inspection is not possible. Visibility requires transparency, and therefore courage and a suitable value system.
Stages of a sprint1 day meeting to review and debrief (4 h/ 4 h)1 day meeting to plan sprint (4 h/ 4 h)Development30 day sprint at a sustainable pace
A Scrum team includes only the following people:a multi-disciplinary development team a product manager and a ScrumMaster
Development team’s characteristicsManages itselfIs multidisciplinary and has no predetermined rolesHas 7 members (+/- 2)Is responsible for his commitmentHas the authority to act to meet its commitmentsWorks in close contactSolves its own conflictsObserves basic rules of operation and conduct
What the project manager did which is now done by the development teamMaking commitments on behalf of the team on what it can accomplish by a given dateConvincing the team that commitments are realisticDirects the work of the team so it can meet its commitmentsMonitor the progress in weekly meetingsReporting back to management on progressDeciding what to do when the team is experiencing difficulties or is delayed“Motivate" the team and encourage them to redouble their effortsAssign tasks and track progress to ensure that the work is doneBeing responsible for the team doing the right thing at the right time and the right way
The roles of Scrum are difficult to play.
Roles and responsibilitiesThe product manager (product owner) ensures the return on investment when setting the priorities in the product backlog.  Members of the team are responsible for the management of development activities and quality of the software. The team is self-directed and multidisciplinary.  The ScrumMaster ensures the Scrum is efficient without direct authority.
Product Manager (product owner)Defines the characteristics of the product and fixes the delivery date Manages the content of the product to ensure the best possible returns Determines the hierarchy of elements of the product backlog based on business value Can change priorities every 30 days  Accepts or rejects the results
Execution TeamIncludes seven members (plus or minus two) who form a multidisciplinary teamDetermines its own commitment and work to be done to achieve the objectives it sets Has the flexibility, based on overall project directives , to do what is necessary to achieve the sprint goalOrganizes and manages its activities autonomouslyWorks closely with the product manager to maximize the value produced Presents the achievedresults to the product manager
The ScrumMaster "The ScrumMaster is like a sheep dog who does everything he can to protect his flock, and never allows himself to be distracted from the task.“- Ken Schwaber Ensures the implementation team is functional, productive and is constantly improving its productivityEliminate barriers and ensure close collaboration between different stakeholders Protects the implementation team of any external interference Ensures the implementation process Ensures that the product manager and team members understand and play their roles properly
Are you a chicken or a pig?
Key considerationsThe implementation team must deliver software that works and meets the customer specifications sprint after sprint.The implementation team must deliver the product features at a sustainable pace. The Scrum team must learn throughout the project. Knowing that the capacity of the development team is fixed (more or less), the product manager sets priorities to maximize the profitability of the product.
Success FactorsThe product backlogIt’s a way to start implementing the vision; it represent all the expected work.It is the common denominator between the product manager and members of the development team.It’s a list of all the functional and non-functional elements to deliver as well as issues to settle.All elements must have value for the product manager.It must be evaluated, estimated and ordered. It provides more details on the elements with high priority. All stakeholders can contribute, however, it’s the product manager who establishes the priority of each element.It is updated and well communicated.
Success FactorsDefining "completed"  The production team and the product manager together define what "completed" means. The definition of "completed" captures the current technical capacity of the team. Over time, the definition of "completed" should extend to all activities required for production delivery.          Need to identify and bring to the product backlog the work that is not covered by the definition of "finished" (that is to say "Unfinished" work).               Anything that does not meet the definition of "completed" is not presented to the product manager at the end sprint.
Consequences of not defining "completed"The velocity is unstable and does not help in planning. The delivery progress graph does not reflect the remaining work to do. The product manager does not know what the real progress is. The product backlog is probably not well-organized. The team does not know what it's committing to during the sprint planning. The product manager does not know what to look at, at the end sprint.
Consequences of "non-completed" work Decision to deliver DeliveryRevisedPlanRevisedPlanRevisedPlanPlanRevisedPlanReviseddebtdebtdebtdebt“Stabilization” Sprint Rapid and non-linear growth!
Success FactorsMonitoring progressThe slope of the remaining work to be done to determine the probable date of delivery.12010080Products remaining to be delivered6040200Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Delivery
A scrum team has to struggle against The tyranny of the waterfall processBelief in magicThe era of darkness
Présentation scrum
CreditsPyxis-Technology (http://pyxis-tech.com/en/)Agile certified trainersGarr Reynolds (http://www.presentationzen.com/)

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Présentation scrum

  • 2. Discover what Scrum is and what it is not. Understand how Scrum can be usedPrepare yourselves to start with Scrum, knowing that this is only the beginning…
  • 3. Overview of ScrumIs used to conduct complex projects since 1990 Delivers business value every 30 days according to priorities determined by the customerBased on distributed intelligence Fits long, large and distributed projects Meets CMMI Level 3 and ISO 9001 Outlines the issues but gives no answer Is very simple to describe but very difficultto implement
  • 5. Scrumis not a methodology and does not give the recipe for software development.
  • 6. Scrum is an Approach, which implies a road, a direction, a frame of mind, perhaps a philosophy, but not a formula of proven rules to be followed.
  • 7. The product is incrementally developed in blocks of timeA prioritized product backlogThe empirical processA self-managed team
  • 8. An Empirical ApproachMeans that the information is collected by observing, experience or experimenting.
  • 9. Adding details over timeDetailedElementsHigh-LevelElementsTasksIdeasSprints 1-2DeliveryCurrent SprintProduct6 Months2-3 Months1 MonthHorizon of predictability
  • 10. The Scrum processBlocks of time (timebox)3 rolesSome rules 3 points of inspection and adaptation5 artifacts: The product book(product backlog)Delivery progress chart (Release burndown chart)Sprint backlog tasks (sprint backlog)Sprint Progress Chart(sprint burndown chart)new functionality ready to be exploited (Potentially shippable product increment)
  • 11. Scrum implements an inspection and adaptation mechanism in order to maximize the output. Without visibility, inspection is not possible. Visibility requires transparency, and therefore courage and a suitable value system.
  • 12. Stages of a sprint1 day meeting to review and debrief (4 h/ 4 h)1 day meeting to plan sprint (4 h/ 4 h)Development30 day sprint at a sustainable pace
  • 13. A Scrum team includes only the following people:a multi-disciplinary development team a product manager and a ScrumMaster
  • 14. Development team’s characteristicsManages itselfIs multidisciplinary and has no predetermined rolesHas 7 members (+/- 2)Is responsible for his commitmentHas the authority to act to meet its commitmentsWorks in close contactSolves its own conflictsObserves basic rules of operation and conduct
  • 15. What the project manager did which is now done by the development teamMaking commitments on behalf of the team on what it can accomplish by a given dateConvincing the team that commitments are realisticDirects the work of the team so it can meet its commitmentsMonitor the progress in weekly meetingsReporting back to management on progressDeciding what to do when the team is experiencing difficulties or is delayed“Motivate" the team and encourage them to redouble their effortsAssign tasks and track progress to ensure that the work is doneBeing responsible for the team doing the right thing at the right time and the right way
  • 16. The roles of Scrum are difficult to play.
  • 17. Roles and responsibilitiesThe product manager (product owner) ensures the return on investment when setting the priorities in the product backlog.  Members of the team are responsible for the management of development activities and quality of the software. The team is self-directed and multidisciplinary.  The ScrumMaster ensures the Scrum is efficient without direct authority.
  • 18. Product Manager (product owner)Defines the characteristics of the product and fixes the delivery date Manages the content of the product to ensure the best possible returns Determines the hierarchy of elements of the product backlog based on business value Can change priorities every 30 days  Accepts or rejects the results
  • 19. Execution TeamIncludes seven members (plus or minus two) who form a multidisciplinary teamDetermines its own commitment and work to be done to achieve the objectives it sets Has the flexibility, based on overall project directives , to do what is necessary to achieve the sprint goalOrganizes and manages its activities autonomouslyWorks closely with the product manager to maximize the value produced Presents the achievedresults to the product manager
  • 20. The ScrumMaster "The ScrumMaster is like a sheep dog who does everything he can to protect his flock, and never allows himself to be distracted from the task.“- Ken Schwaber Ensures the implementation team is functional, productive and is constantly improving its productivityEliminate barriers and ensure close collaboration between different stakeholders Protects the implementation team of any external interference Ensures the implementation process Ensures that the product manager and team members understand and play their roles properly
  • 21. Are you a chicken or a pig?
  • 22. Key considerationsThe implementation team must deliver software that works and meets the customer specifications sprint after sprint.The implementation team must deliver the product features at a sustainable pace. The Scrum team must learn throughout the project. Knowing that the capacity of the development team is fixed (more or less), the product manager sets priorities to maximize the profitability of the product.
  • 23. Success FactorsThe product backlogIt’s a way to start implementing the vision; it represent all the expected work.It is the common denominator between the product manager and members of the development team.It’s a list of all the functional and non-functional elements to deliver as well as issues to settle.All elements must have value for the product manager.It must be evaluated, estimated and ordered. It provides more details on the elements with high priority. All stakeholders can contribute, however, it’s the product manager who establishes the priority of each element.It is updated and well communicated.
  • 24. Success FactorsDefining "completed"  The production team and the product manager together define what "completed" means. The definition of "completed" captures the current technical capacity of the team. Over time, the definition of "completed" should extend to all activities required for production delivery.          Need to identify and bring to the product backlog the work that is not covered by the definition of "finished" (that is to say "Unfinished" work).               Anything that does not meet the definition of "completed" is not presented to the product manager at the end sprint.
  • 25. Consequences of not defining "completed"The velocity is unstable and does not help in planning. The delivery progress graph does not reflect the remaining work to do. The product manager does not know what the real progress is. The product backlog is probably not well-organized. The team does not know what it's committing to during the sprint planning. The product manager does not know what to look at, at the end sprint.
  • 26. Consequences of "non-completed" work Decision to deliver DeliveryRevisedPlanRevisedPlanRevisedPlanPlanRevisedPlanReviseddebtdebtdebtdebt“Stabilization” Sprint Rapid and non-linear growth!
  • 27. Success FactorsMonitoring progressThe slope of the remaining work to be done to determine the probable date of delivery.12010080Products remaining to be delivered6040200Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Delivery
  • 28. A scrum team has to struggle against The tyranny of the waterfall processBelief in magicThe era of darkness
  • 30. CreditsPyxis-Technology (http://pyxis-tech.com/en/)Agile certified trainersGarr Reynolds (http://www.presentationzen.com/)