1 / 29

Scrum

Scrum. Santhosh Srinivasan. Outline. What is Scrum Why Scrum Scrum Practices Why Scrum works Pros and Cons Case Study Summary. What is Scrum.

halden
Download Presentation

Scrum

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Scrum Santhosh Srinivasan

  2. Outline • What is Scrum • Why Scrum • Scrum Practices • Why Scrum works • Pros and Cons • Case Study • Summary

  3. What is Scrum • Scrum is an agile, lightweight process that can be used to manage and control software and product development using iterative, incremental practices [3]

  4. History • Origin in Rugby • Getting an out of play ball into play • Used to describe hyper-productive development in 1987 by Ikujiro Nonaka and Hirotaka Takeuchi

  5. Why Scrum • Software Development Lifecycle • Requirements Gathering and Analysis • Design • Implementation • Testing • Delivery • Output of one stage serves as input for the succeeding stage

  6. Why Scrum 2 • Assumption • Each stage produces a predictable and defined output • Application of the process results in repeatable outputs • Results • Loss of control • Surprises • Incomplete or wrong products

  7. Why Scrum 3 • Major approaches to controlling processes • Defined process control • Empirical process control • Defined process control • Well defined set of inputs • Repeatable outputs upon completion

  8. Why Scrum 4 • Empirical process control • Expects the unexpected • Provides and exercises control through frequent inspection and adaptation • Imperfectly defined processes that generate unpredictable and unrepeatable results

  9. Scrum Practices • Scrum Master • Interface between the management and the scrum team • Typically an experienced engineer • Responsible for removing impediments that stall the progress of Scrum Team Members • Should be able to make quick decisions based on incomplete data

  10. Scrum Practices 2 • Product Backlog • List of features under consideration • Business features and technology features • Sorted by priority • Product Owner • Sole owner of the product backlog • Changes to the product backlog have to be approved by the product owner • Technical lead or Project Manager

  11. Scrum Practices 3 • Scrum Team • Cross Functional • Designers, Testers, Technical Writers? • Recommended Team Size 5 - 10

  12. Scrum Practice 4 • Sprint • Lasts for about 30 days • Implement the top priorities in the Project Backlog called as the Sprint Backlog • Sprint estimates updated as tasks are completed or new tasks crop up • Potentially shippable product increment

  13. Scrum Practices 5 • Daily Scrum Meeting • Lasts about 15 minutes • What was achieved since the last meeting? • What are the impediments to your tasks? • What will you achieve before the next meeting?

  14. Scrum Practices 6 • Sprint Review • Lasts for about 4 hours • Provides feedback to the management • Provides feedback to the next Sprint

  15. Scrum Practices - Summary 24 hours Daily Scrum Meeting Sprint Backlog tasks expanded by team 30 days Sprint Backlog Potentially Shippable Product Increment Product Backlog As prioritized by Product Owner Source: Adapted from a presentation on Scrum [2] that has Adapted from Agile Software Development with Scrum by Ken Schwaber and Mike Beedle.

  16. Why Scrum Works • Most of the defined model assumptions are removed • Constant feedback • Focused on “What can be done” instead of “Why it can’t be done”

  17. Pros • Great emphasis on team work • Team learns and contributes throughout the process • Team becomes autonomous and strives for excellence • Rotation of leadership depending on the phase gives a distributed nature of project execution

  18. Pros 2 • The management team has a pulse on the progress of the team, stepping in whenever required • Organizations sometimes learn about obstacles created by established practices • Creates an open environment and encourages feedback • Evaluation of effort and subsequent rewards are based on the team performance

  19. Pros 3 • Reduced need for meetings, authorization and reporting • Iterative model leading to a delivery every 30 days • Can act as a wrapper for practices already in place

  20. Cons • The basic premise that the team is committed to the project. If the team is not committed then process collapses • The management's comfort level in delegation of tasks • Emotional impact of failure on team members if the project fails

  21. Cons 2 • The size of the team is restricted due to the involvement of all team members • Suited for development of new products and not for enhancement of an existing product • Reliance on experience

  22. Case Study • Year • 1996 • Company • Individual Inc • Team • Personal News Page (PNP) • 8 engineers

  23. Case Study 2 • Problem • No features delivered in 8 months • Bad reputation within the company • Causes • Features under implementation shelved for “Hot Ideas”

  24. Case Study 3 • Approach to the problem • Head of product management made product owner • Product Backlog created • Product Owner controlled the Product Backlog • Sprint Backlog followed • First Sprint with Daily Scrum meetings

  25. Case Study 4 • Difficulties • People still approached engineers for adding new features including Product Owner • Daily Scrum meetings lasted lot longer than 15 minutes initially • Existing policy created interference • Non-team members attend Daily Scrum meetings

  26. Case Study 5 • Results • A release within the month • First release in 9 months • Demo for management • More attention to engineers’ problems • Team spirit and confidence up • Customers happy to see functioning system and the potential

  27. Summary • Scrum is an agile process • Scrum questions the basic assumptions of defined process control model • Scrum practices • Case Study • Pros and Cons

  28. References • Agile Software Development with Scrum • Ken Schwaber, Mike Beedle • Prentice Hall 2001 • http://www.mountaingoatsoftware.com/pres/RedistributableIntroToScrum.ppt • http://www.controlchaos.com/

  29. Questions

More Related