Scrum
Stephen Haunts
@stephenhaunts | www.stephenhaunts.com
Overview
• Scrum is a lightweight iterative project
framework
Overview
• Scrum is a lightweight iterative project
framework
• Roles
Overview
• Scrum is a lightweight iterative project
framework
• Roles
• Ceremonies
Overview
• Scrum is a lightweight iterative project
framework
• Roles
• Ceremonies
• Artifacts
Scrum
Scrum is an iterative and incremental agile software
development framework for managing product
development.
It defines "a flexible, holistic product development
strategy where a development team works as a unit to
reach a common goal“.
History of Scrum
•Created by Ken Schwaber and Jeff
Sutherland
History of Scrum
•Created by Ken Schwaber and Jeff
Sutherland
•Inherited the name Scrum from the
paper “The New Product Development
Game”
History of Scrum
•Created by Ken Schwaber and Jeff
Sutherland
•Inherited the name Scrum from the
paper “The New Product Development
Game”
•Jeff and Ken involved in forming Agile
Alliance
Overview of Scrum
•Commonly used for product
development
Overview of Scrum
•Commonly used for product
development
• Split into 3 areas
Overview of Scrum
•Commonly used for product
development
• Split into 3 areas
• Roles
Overview of Scrum
•Commonly used for product
development
• Split into 3 areas
• Roles
• Ceremonies
Overview of Scrum
•Commonly used for product
development
• Split into 3 areas
• Roles
• Ceremonies
• Artifacts
Scrum Roles
• Product owner
Scrum Roles
• Product owner
• Scrum master
Scrum Roles
• Product owner
• Scrum master
• Scrum team
Scrum Ceremonies
• Sprint planning
Scrum Ceremonies
• Sprint planning
• Sprint review
Scrum Ceremonies
• Sprint planning
• Sprint review
• Sprint retrospective
Scrum Ceremonies
• Sprint planning
• Sprint review
• Sprint retrospective
• Daily scrum meeting
Scrum Artifacts
• Product backlog
Scrum Artifacts
• Product backlog
• Sprint backlog
Scrum Artifacts
• Product backlog
• Sprint backlog
• Burndown chart
Scrum Diagram
Product
Backlog
Scrum Diagram
Product Sprint
Backlog Backlog
Scrum Diagram
2 – 4 Week
Sprint
Product Sprint
Backlog Backlog
Scrum Diagram
Daily Scrum Meeting
2 – 4 Week
Sprint
Product Sprint
Backlog Backlog
Scrum Diagram
Daily Scrum Meeting
2 – 4 Week
Sprint
Product Sprint Potentially
Backlog Backlog Shippable
Product
Scrum Roles
Product Owner, Scrum Master and Scrum Team
Product Owner
Key
Stakeholder
Product
Owner
Product Owner
Maintains
Key
Product
Stakeholder
Backlog
Product
Owner
Product Owner
Maintains Does Not
Key
Product Dictate
Stakeholder
Backlog Estimates
Product
Owner
Product Owner
Maintains Does Not Estimates
Key
Product Dictate Come From
Stakeholder
Backlog Estimates Team
Product
Owner
Product Owner
Maintains Does Not Estimates
Key
Product Dictate Come From
Stakeholder
Backlog Estimates Team
Product
Owner
Requirements
Can Change
Product Owner
Maintains Does Not Estimates
Key
Product Dictate Come From
Stakeholder
Backlog Estimates Team
Product
Owner
Team Remains
Requirements
Focused on
Can Change
Sprint
Product Owner
Maintains Does Not Estimates
Key
Product Dictate Come From
Stakeholder
Backlog Estimates Team
Product
Owner
Should Team Remains
Requirements
Understand Focused on
Can Change
Business Sprint
Product Owner
Maintains Does Not Estimates
Key
Product Dictate Come From
Stakeholder
Backlog Estimates Team
Product
Owner
Should Team Remains
Works Closely Requirements
Understand Focused on
with Users Can Change
Business Sprint
Scrum Master
Enforces
Values and
Practices
Scrum
Master
Scrum Master
Enforces
Is the Process
Values and
Owner
Practices
Scrum
Master
Scrum Master
Enforces Removes
Is the Process
Values and Impediments
Owner
Practices to Progress
Scrum
Master
Scrum Master
Enforces Removes Has Authority
Is the Process
Values and Impediments Over the
Owner
Practices to Progress Process
Scrum
Master
Scrum Master
Enforces Removes Has Authority
Is the Process
Values and Impediments Over the
Owner
Practices to Progress Process
Scrum
Master
Think of as
Personal
Trainer
Scrum Master
Enforces Removes Has Authority
Is the Process
Values and Impediments Over the
Owner
Practices to Progress Process
Scrum
Master
Think of as
Coach Team to
Personal
Do Better
Trainer
Scrum Master
Enforces Removes Has Authority
Is the Process
Values and Impediments Over the
Owner
Practices to Progress Process
Scrum
Master
Does Not Think of as
Coach Team to
Manage the Personal
Do Better
People Trainer
Scrum Master
Enforces Removes Has Authority
Is the Process
Values and Impediments Over the
Owner
Practices to Progress Process
Scrum
Master
Can Be Does Not Think of as
Coach Team to
Difficult to Manage the Personal
Do Better
Influence Team People Trainer
Scrum Team
Team Is Cross
Disciplined
Scrum
Team
Scrum Team
We’re All in Team Is Cross
This Together Disciplined
Scrum
Team
Scrum Team
We’re All in Team Is Cross Typical Team Is
This Together Disciplined 5 – 9 People
Scrum
Team
Scrum Team
Use Scrum of
We’re All in Team Is Cross Typical Team Is
Scrums for
This Together Disciplined 5 – 9 People
Larger Teams
Scrum
Team
Scrum Ceremonies
Planning Meeting, Sprint Review, Sprint Retrospective and the
Daily Scrum
Planning Meeting
Attended by
Entire Team
Planning
Meeting
Planning Meeting
Stakeholders
Attended by
and Users May
Entire Team
Attend
Planning
Meeting
Planning Meeting
Stakeholders P/O Describes
Attended by
and Users May Highest Value
Entire Team
Attend Items
Planning
Meeting
Planning Meeting
Stakeholders P/O Describes P/O Prepares
Attended by
and Users May Highest Value for More Than
Entire Team
Attend Items Necessary
Planning
Meeting
Sprint Review
Shippable
Product at End
of Sprint
Sprint
Review
Sprint Review
Shippable
Review Is Held
Product at End
with All Team
of Sprint
Sprint
Review
Sprint Review
Shippable Sprint
Review Is Held
Product at End Assessed
with All Team
of Sprint Against Goals
Sprint
Review
Sprint Review
Shippable Sprint Achieving Goal
Review Is Held
Product at End Assessed Is Most
with All Team
of Sprint Against Goals Important
Sprint
Review
Sprint Retrospective
Always
Opportunity to
Improve
Retrospective
Sprint Retrospective
Should Set Always
Aside Time to Opportunity to
Reflect Improve
Retrospective
Sprint Retrospective
Should Set Always
Last Thing
Aside Time to Opportunity to
Done in Sprint
Reflect Improve
Retrospective
Sprint Retrospective
Should Set Always Stop?
Last Thing
Aside Time to Opportunity to Start?
Done in Sprint
Reflect Improve Continue?
Retrospective
Sprint Retrospective
Should Set Always Stop?
Last Thing
Aside Time to Opportunity to Start?
Done in Sprint
Reflect Improve Continue?
Retrospective
Facilitated by
Scrum Master
Sprint Retrospective
Should Set Always Stop?
Last Thing
Aside Time to Opportunity to Start?
Done in Sprint
Reflect Improve Continue?
Retrospective
Facilitated by
Scrum Master
Teams Votes
on Items
Daily Scrum
Held Everyday
Daily Scrum
Daily Scrum
Stand in a
Held Everyday
Circle
Daily Scrum
Daily Scrum
Stand in a
Held Everyday
Circle
Daily Scrum
Answer 3
Questions
Daily Scrum
Stand in a
Held Everyday
Circle
Daily Scrum
Answer 3
Questions
What Did You
Achieve
Yesterday?
Daily Scrum
Stand in a
Held Everyday
Circle
Daily Scrum
Answer 3
Questions
What Did You What Will You
Achieve Achieve
Yesterday? Today?
Daily Scrum
Stand in a
Held Everyday
Circle
Daily Scrum
Answer 3
Questions
What Did You What Will You
Is Anything
Achieve Achieve
Blocking You?
Yesterday? Today?
Scrum Artifacts
Product Backlog, Sprint Backlog and the Burn Down Chart
Product Backlog
Prioritized
Feature List
Product
Backlog
Product Backlog
No Need for
Prioritized
Upfront
Feature List
Requirements
Product
Backlog
Product Backlog
No Need for Backlog
Prioritized
Upfront Contains Work
Feature List
Requirements Items
Product
Backlog
Product Backlog
No Need for Backlog
Prioritized Expressed as
Upfront Contains Work
Feature List User Stories
Requirements Items
Product
Backlog
Product Backlog
No Need for Backlog
Prioritized Expressed as
Upfront Contains Work
Feature List User Stories
Requirements Items
Product
Backlog
No Difference
Between Bug
or Feature
Product Backlog
No Need for Backlog
Prioritized Expressed as
Upfront Contains Work
Feature List User Stories
Requirements Items
Product
Backlog
No Difference
May Also
Between Bug
Contain Spikes
or Feature
Product Backlog
No Need for Backlog
Prioritized Expressed as
Upfront Contains Work
Feature List User Stories
Requirements Items
Product
Backlog
No Difference Team Decides
May Also
Between Bug What Stories to
Contain Spikes
or Feature Work On
Product Backlog
No Need for Backlog
Prioritized Expressed as
Upfront Contains Work
Feature List User Stories
Requirements Items
Product
Backlog
No Difference Team Decides Move Stories
May Also
Between Bug What Stories to into Sprint
Contain Spikes
or Feature Work On Backlog
Sprint Backlog
Stories Picked
from Product
Backlog
Sprint
Backlog
Sprint Backlog
Team Stories Picked
Estimates Task from Product
Hours Backlog
Sprint
Backlog
Sprint Backlog
Team Stories Picked Spreadsheet or
Estimates Task from Product Dedicated
Hours Backlog System
Sprint
Backlog
Sprint Backlog
Team Stories Picked Spreadsheet or
Like TFS, Jira,
Estimates Task from Product Dedicated
or VersionONE
Hours Backlog System
Sprint
Backlog
Sprint Backlog
Team Stories Picked Spreadsheet or
Like TFS, Jira,
Estimates Task from Product Dedicated
or VersionONE
Hours Backlog System
Sprint
Backlog
Team Updates
Backlog
During Sprint
Sprint Backlog
Team Stories Picked Spreadsheet or
Like TFS, Jira,
Estimates Task from Product Dedicated
or VersionONE
Hours Backlog System
Sprint
Backlog
Team Updates
Can Be Done
Backlog
in Daily Scrum
During Sprint
Sprint Backlog
Team Stories Picked Spreadsheet or
Like TFS, Jira,
Estimates Task from Product Dedicated
or VersionONE
Hours Backlog System
Sprint
Backlog
Team Updates
Can Be Done Burn Down
Backlog
in Daily Scrum Calculated
During Sprint
Sprint Backlog
Team Stories Picked Spreadsheet or
Like TFS, Jira,
Estimates Task from Product Dedicated
or VersionONE
Hours Backlog System
Sprint
Backlog
Team Updates Sprint May
Can Be Done Burn Down
Backlog Need
in Daily Scrum Calculated
During Sprint Adjusting
Burn Down Chart
Tracks Progress
Against Plan
Release
Burndown
Burn Down Chart
Progress Over Tracks Progress
Time Against Plan
Release
Burndown
Burn Down Chart
Progress Over Tracks Progress
Time Against Plan
Release
Burndown
Detect Under
or Over
Estimating
Extreme Programming vs. Scrum
Extreme Programming vs. Scrum
Scrum teams work in iterations (called sprints) that are
from two weeks to one month long.
Extreme Programming vs. Scrum
Scrum teams work in iterations (called sprints) that are
from two weeks to one month long.
Extreme Programming teams work in iterations that
are one or two weeks long
Extreme Programming vs. Scrum
Scrum teams do not allow changes into their sprints
Extreme Programming vs. Scrum
Scrum teams do not allow changes into their sprints
Extreme Programming teams are much more
amenable to change within their iteration
Extreme Programming vs. Scrum
Scrum product owner prioritizes the product backlog
but the team determines the sequence in which they
will develop the backlog items
Extreme Programming vs. Scrum
Scrum product owner prioritizes the product backlog
but the team determines the sequence in which they
will develop the backlog items
Extreme Programming teams work in a strict priority
order.
Extreme Programming vs. Scrum
Scrum doesn’t prescribe any engineering practices
Extreme Programming vs. Scrum
Scrum doesn’t prescribe any engineering practices
Extreme Programming prescribes many engineering
practices like TDD, Pair Programming, Continuous
Integration etc
Summary
• Roles
• Ceremonies
• Artifacts
Summary
• Roles
• Product Owner
• Scrum Master
• Scrum Team
Summary
• Ceremonies
• Sprint Planning
• Sprint Review
• Sprint Retrospective
• Daily Scrum
Summary
• Artifacts
• Product Backlog
• Sprint Backlog
• Release Burn Down
Summary
• Common for teams to use Scrum and
use engineering features from Extreme
Programming
Course Summary
• Waterfall doesn’t work well for large
projects
Course Summary
• Waterfall doesn’t work well for large
projects
• Agile delivers value in smaller
increments
Course Summary
• Waterfall doesn’t work well for large
projects
• Agile delivers value in smaller
increments
• Extreme Programming is an
engineering practice
Course Summary
• Waterfall doesn’t work well for large
projects
• Agile delivers value in smaller
increments
• Extreme Programming is an
engineering practice
• Scrum is a light weight framework
Contacting Me
Blog :
www.stephenhaunts.com
Twitter : @stephenhaunts
