Following an ASDL- Agile System Development Lifecycle Practices in order to take us from a set of features stored in a product backlog to a Successful Release into production.
Characteristics:
Scrum is a process skeleton that contains sets of practices and predefined roles.
What is SCRUM:
Scrum is an iterative, incremental methodology for project management often seen in agile software development, a type of software engineering.
The main roles in Scrum are:
- the “ScrumMaster”, who maintains the processes (typically in lieu of a project manager)
- the “Product Owner”, who represents the stakeholders and the business
- the “Team”, a cross-functional group of about 7 people who do the actual analysis, design, implementation, testing, etc.
SCRUM IMAGE HERE:
A couple of concepts:
What is a Product Backlog:
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| Source: http://www.axosoft.com/ |
RELEASE BACKLOG:
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| Source: http://www.axosoft.com/ |
The Product Backlog, and business value of each listed item is the property of the product owner. The associated development effort is however set by the Team.
ESTIMATING:
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| Source: http://www.axosoft.com/ |
During each “sprint”, typically a two to four week period (with the length being decided by the team), the team creates a potentially shippable product increment (for example, working and tested software). The set of features that go into a sprint come from the product “backlog”, which is a prioritized set of high level requirements of work to be done. Which backlog items go into the sprint is determined during the sprint planning meeting. During this meeting, the Product Owner informs the team of the items in the product backlog that he or she wants completed. The team then determines how much of this they can commit to complete during the next sprint, and records this in the sprint backlog.[4] During a sprint, no one is allowed to change the sprint backlog, which means that the requirements are frozen for that sprint. Development is timeboxed such that the sprint must end on time; if requirements are not completed for any reason they are left out and returned to the product backlog. After a sprint is completed, the team demonstrates how to use the software.
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| Source: http://www.axosoft.com/ |
Sprint backlog
The sprint backlog is the list of work the team must address during the next sprint. Features are broken down into tasks, which, as a best practice, should normally be between four and sixteen hours of work. With this level of detail the whole team understands exactly what to do, and potentially, anyone can pick a task from the list. Tasks on the sprint backlog are never assigned; rather, tasks are signed up for by the team members as needed, according to the set priority and the team member skills. This promotes self-organization of the team, and developer buy-in.
The sprint backlog is the property of the team, and all included estimates are provided by the Team. Often an accompanying task board is used to see and change the state of the tasks of the current sprint, like “to do”, “in progress” and “done”.
Burn down
The sprint burn down chart is a publicly displayed chart showing remaining work in the sprint backlog. Updated every day, it gives a simple view of the sprint progress. It also provides quick visualizations for reference. There are also other types of burndown, for example the release burndown chart that shows the amount of work left to complete the target commitment for a Product Release (normally spanning through multiple iterations) and the alternative release burndown chart,[12] which basically does the same, but clearly shows scope changes to Release Content, by resetting the baseline.
It should not be confused with an earned value chart.Scrum enables the creation of self-organizing teams by encouraging co-location of all team members, and verbal communication between all team members and disciplines in the project.
A key principle of Scrum is its recognition that during a project the customers can change their minds about what they want and need (often called requirements churn), and that unpredicted challenges cannot be easily addressed in a traditional predictive or planned manner. As such, Scrum adopts an empirical approach—accepting that the problem cannot be fully understood or defined, focusing instead on maximizing the team’s ability to deliver quickly and respond to emerging requirements.
Like other agile development methodologies, Scrum can be implemented through a wide range of tools. Many companies use universal software tools, such as spreadsheets to build and maintain artifacts such as the sprint backlog. There are also open-source and proprietary software packages dedicated to management of products under the Scrum process. Other organizations implement Scrum without the use of any software tools, and maintain their artifacts in hard-copy forms such as paper, whiteboards, and sticky notes.[5]
Roles
Scrum teams consist of three core roles and a range of ancillary roles—core roles are often referred to as pigs and ancillary roles as chickens after the story The Chicken and the Pig.
Core Scrum roles
The core roles in Scrum teams are those committed to the project in the Scrum process—they are the ones producing the product (objective of the project).- Product Owner
- The Product Owner represents the voice of the customer and is accountable for ensuring that the Team delivers value to the business. The Product Owner writes customer-centric items (typically user stories), prioritizes them, and adds them to the product backlog. Scrum teams should have one Product Owner, and while they may also be a member of the Development Team, it is recommended that this the role not be combined with that of ScrumMaster.[6]
- Team
- The Team is responsible for delivering the product. A Team is typically made up of 5–9 people with cross-functional skills who do the actual work (analyse, design, develop, test, technical communication, document, etc.). It is recommended that the Team be self-organizing and self-led, but often work with some form of project or team management.
- ScrumMaster
Scrum is facilitated by a ScrumMaster, also written as Scrum Master, who is accountable for removing impediments to the ability of the team to deliver the sprint goal/deliverables. The ScrumMaster is not the team leader but acts as a buffer between the team and any distracting influences. The ScrumMaster ensures that the Scrum process is used as intended. The ScrumMaster is the enforcer of rules. A key part of the ScrumMaster’s role is to protect the team and keep them focused on the tasks in hand. The role has also been referred to as servant-leader to reinforce these dual perspectives.
Source: http://www.axosoft.com/
Ancillary Scrum roles
The ancillary roles in Scrum teams are those with no formal role and infrequent involvement in the Scrum process—and must nonetheless be taken into account.- Stakeholders (customers, vendors)
- These are the people who enable the project and for whom the project will produce the agreed-upon benefit[s], which justify its production. They are only directly involved in the process during the sprint reviews.
- Managers (including Project Managers)
- People who will set up the environment for product development.
Meetings
This entails the following Planning level tasks:
- Organize Features- Defects, New Features
- Prioritize features- according to strategic vision and value
- Sprint Planning Meeting-to select work items per iteration ( at this point each feature is estimated)
The end to end process:
- Sprint Planning Meeting-to select work items per iteration ( at this point each feature is estimated)
- Sprint Planning Meeting[8][9]
- At the beginning of the sprint cycle (every 7–30 days), a “Sprint Planning Meeting” is held.
- Select what work is to be done
- Prepare the Sprint Backlog that details the time it will take to do that work, with the entire team
- Identify and communicate how much of the work is likely to be done during the current sprint
- Eight hour time limit
- (1st four hours) Product Owner + Team: dialog for prioritizing the Product Backlog
- (2nd four hours) Team only: hashing out a plan for the Sprint, resulting in the Sprint Backlog
- Sprint Review Meeting[10]
- Review the work that was completed and not completed
- Present the completed work to the stakeholders (a.k.a. “the demo”)
- Incomplete work cannot be demonstrated
- Four hour time limit
- Sprint Retrospective[11]
- All team members reflect on the past sprint
- Make continuous process improvements
- Two main questions are asked in the sprint retrospective: What went well during the sprint? What could be improved in the next sprint?
- Three hour time limit
The end to end process:
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