cleveland pmi scrum
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Essential ScrumA short introduction to Scrumand its underlying Agileprinciples
Presented by Tobias Mayer, 11/7/2008
at Baldwin-Wallace College Professional Development
co-sponsored by Cleveland Scrum Alliance & NEOPMI
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To Begin... Scrum is not a Methodology.
Scrum is a Framework for surfacingorganizational dysfunction.
Scrum doesnt provide answers.
It helps you ask better questions.
Scrum doesnt actually do anything.People do things.
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What is Agile?
Agile is a set of values Individuals/Interactions
Working software
Customer collaboration
Responding to change
and twelve principles http://agilemanifesto.org/principles.html
http://agilemanifesto.org/principles.htmlhttp://agilemanifesto.org/principles.htmlhttp://agilemanifesto.org/principles.html -
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Scrum is an Agile framework
that allows you to create
your own lightweight process
for developing new products.
Scrum is simple.
It can be understood andimplemented in a few days.
It takes a lifetime to master.
Scrum is not a methodology
it is a pathway
Ken Schwaber (Boulder, Co, Nov. 2005)
What is Scrum?
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The Rhythm of Scrum
Plan
Execute
Reflect
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When is Scrum Appropriate?
Scrum works bestwhen the problems tobe solved lie in theComplex Space.
New ProductDevelopment Workand Knowledge Workboth tend to exist inthe Complex Space.
Research lies in theAnarchy space
Maintenance lies inthe Simple Space
Technology
Requirements
ref: The Stacey Diagram, by Ralph Stacey
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Scrum will help
you fail in 30
days or less
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The Scrum Foundation
Empiricism
Self-organization
Collaboration Prioritization
Time Boxing
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Empiricism
Detailed up-front planningand defined processes are
replaced by just-in-timeinspect and adapt cycles
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Self-organization
Small teams manage their ownworkload and organize themselvesaround clear goals and constraints
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Collaboration
Scrum leaders, product visionaries andcustomers collaborate with developers
they do not manage or direct them
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Timeboxing
Timeboxing creates the rhythmthat drives development
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With a solid
foundationyour process, your design and yourproduct will emerge in the way mostappropriate to your context
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Emergence
The beauty of letting go, and trusting
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ScrumPeople
PART TWO
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Product Owner
Thought Leader & Visionary
Drives the Product VisionMaintains the Product BacklogPrioritizes the Requirements
Accepts the Working Software
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Scrum Master
Trouble Shooter& Servant Leader
Manages the ProcessSupports the TeamRemoves Organizational ImpedimentsSocializes Scrum to Management
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The Team
5-8 MembersCross-Functional
Self-ManagingAutonomous
Accountable forMeeting Commitments
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Scrum Relationships
The Team5-9 people
Scrum Master
Product Owner
The Wider
Organization
StakeholdersEnd Users
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ScrumPlanning
PART THREE
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Vision
StatementA short statementof intent
A goal to aspire to
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Vision Statement Example
ScrumSpace: Formembers of the internationalScrum community, who needto connect with like-minded thinkers, ScrumSpace is awebsite thatprovides for the ultimate sharing of knowledge
about Scrum. Unlikeblogs, on-line groups, wikisand YouTube, ScrumSpace offersthe simplicityof a single location that allows for the sharing ofideas via any online collaborative medium.
Features:Scrum Profile | Scrum Buddies | Blogging | Video Sharing
Book Recommendations | Research/White Papers | Job Board
ScrumSpace vision statement written by Stacia Broderick, CST
A li i li t f
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ProductBacklog
A living list ofrequirements
The ProductBacklogrepresents theWHAT of the
system
Prioritization isessential!
Pl i
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Planning
Occurs at the start of each sprint. Team and POnegotiate the commitment, then the team members
begin the design process and generate tasks
D i D li
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Design versus Delivery
Deliver thehighest valueearly on
But dontneglect thebigger picture
Allow designand architectureto emerge
Sushi Delivery means more frequent, smaller, but functional deliveries are made until the system is complete.
Growing tree is a good metaphor for building the right thing. From sapling to full oak tree, the plant must deliver business valuefrom the start to feed itself (photosynthesis, etc.).
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ScrumExecution
PART FOUR
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Sprint Backlog
A list of tasksrepresenting the HOW
of the system
The Sprint Backlog isowned and managed
by the Team
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Dail Scrum
15 Minutes | 3 Questions
What did you do since the last Daily Scrum?
2. What will you do by the next Daily Scrum?
3. What is getting in your way?
St B d
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Story BurndownStories Remaining
Team Task Board
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Team Task Board
Example Task Board
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Example Task Board
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Done Example checklist for working software
Unit tests pass
Customer Acceptance tests pass
User docs written UI design approved by PO
Integrated into existing system
Regression test/s pass
Deployed on staging server
Working Software
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Working Software
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ScrumReflection
PART FIVE
Review
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ReviewOccurs at the end of each sprint.Inspect and Adapt the product.The team meets with the Product Ownerand the Stakeholders to demonstrate theworking softwarefrom the sprint.
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Bugs There are two types of bug recognized in aScrum process:
Bugs found on a story in the current iteration Write a task for that bug and put it in To Do.
These are fixed as they are found. Remember aStory is not Done until all tasks are complete.
Bugs found outside an iteration, e.g. at theReview Meeting
These simply become new stories, are put into thebacklog and prioritized by the PO
Retrospective
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Occurs at the end of each sprint.Inspect and Adapt the process.The team meets with the Scrum Master tolook at what went well and what can beimproved.Retrospectives must concludewith individual commitmentsto action.
Retrospective
Impediment
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Impediment
List
A list of organizationaland team impediments
with suggestedsolutions
This list is maintainedby the Scrum Master
S V l
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Scrum ValuesCourage
Trustfulness
Transparency
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Picture Credits
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Picture Credits
Balanced Rocks: http://innerwisdomonline.com/images/balanced-rocks.jpgLightning Sky: Mac Book pictureScaffold: https://reader010.{domain}/reader010/html5/0611/5b1e83cdbfdc1/5b1e83e5e69d5.jpgFalling Man: http://home.wi.rr.com/scraper/falling_man.jpgEmpirical Cat: http://www.flickr.com/photos/bealluc/114768596/in/set-72157601980111034/Self-Org Birds: http://www.cs.vu.nl/~schut/bird12.jpgCollaboration: http://radziksteadicam.com/img/pic_home_711x281.jpgPrioritization: http://literacy.kent.edu/salt_fork/time_priority/graphics/prioritize.jpgBig Clock: http://www.onmylist.com/category/rants_tangents/Why_daylight_savings_sucks_1Emergence: http://farm1.static.flickr.com/93/240208523_037575bdef.jpgFoundation Stones: http://www.freedombarnworks.com/graphics/wall%20stone.gifPO Handshake: http://www.wabsoluteaeration.com/sitebuildercontent/sitebuilderpictures/handshake.jpgSuper CSM: http://www.danko.org.il/SuperCSM.jpgScrum Team: http://staff.southworks.net/photos/blog_gallery/images/709/original.aspxMan on the Moon: http://www.iglou.com/drake/Images/man_on_moon.jpgPaper Mountain: http://www.document-management-software.com/images/paper-mtn.jpgPiles of Paper: http://www.treehugger.com/paper-piles.jpgStepping Stones: http://adventurecenter.files.wordpress.com/2008/03/stepping-stones1.jpgGarbage Bags: http://scrapetv.com/News/Classified/Images/garbage%20bags.jpgBook Tower: http://www.nationalmuseum.se/upload/Konstbiblioteket/boktrave_web_72p.jpgPlanning: http://farm1.static.flickr.com/64/212570137_37086ab8bf.jpgMagnified Eye: http://sibbia.files.wordpress.com/2007/10/eye-magnifying-glass.jpgPaper Pile: http://blog.lodewijkvdb.com/img/pile.jpg
Ant http://www.dphotojournal.com/wp-content/daily/ants-insects-photo.jpgThank You: http://blog.ning.com/files/Thank%20you.jpg
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