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Certified Scrum Master Random Notes

Certified Scrum Master Random Notes

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Published by: amagazine on Aug 30, 2011
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01/06/2013

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Certified Scrum Master Training Random notes
Agile Basics:
o
Adoption of Agile is not merely a Skill-set issue, more importantly itrequires change in mindset.
o
Agile culture promotes the focus on problem and not the person.Basically calls to take the emotions out of discussion.
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Agile is not a mini-Waterfall model. It usually takes 2-4 sprints toget convinced of benefits of Agile and embrace the benefits.
o
If you read Agile book and try and apply the same in the work place,it may or may not work. You have to adapt based on yourorganization culture, products, mission etc. Adaption is the key.
o
In Agile, Sprint duration is usually 4 weeks. Though 4 weeks is not arigid timeline, it is usually 4,3, or 2 weeks atleast.
o
In Agile Customers need to be a part of Life cycle, not just onephase.
o
A general premise for using Agile in project is that if appliedcorrectly, it helps most certainly to deliver projects on time, perQuality and within budget.
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Another premise for using Agile, if you hire the best-Agile lets thembe the best.
o
A full time product owner is necessary without which the Agile fails.
o
PMI Agile is going to be a new certification launched by PMI in thecoming time.
o
A good book on Agile with Scrum- “Agile Software Developmentwith Scrum” by Ken Schwaber
Scrum Basics:
o
In its simplest form, Scrum is a Project Management framework withAgile umbrella.
o
Usually, the terms Scrum and Agile are used Interchangeably,though Scrum is just one form of Agile development.
o
 The “Scrum” word came from Rugby game. In Rugby, the entireteam’s goal is to take the ball and make sure it lands in the net.
o
Scrum usually follows Feature driven development whereasWaterfall usually go for Component driven development. CakeAnalogy- The cake is usually cut from top to bottom and nothorizontally. The Component driven development is like cutting acake horizontally i.e. first create DB, Business Layer, UI and thefeatures. The Feature driven development on the other hand is likecutting a cake vertically.
o
Scrum moves away from the notion of Heroism. More focus is on Team work. There is no one hero. Sense of accomplishment comesfrom the team achieving the great things together without havingone hero.
 
o
In Scrum, one needs to build the base components in first fewSprints. The Architects needs to start a couple of Sprints earlier thanDevelopment team.
o
Its always a good practice to share the knowledge about Agile andScrum to customer. You will need customer’s support to succeed.
o
Scrum is CMM Level 3.-
Some Scrum Terminology:
o
Product backlog(Requirements from the entire release)
o
Sprint Planning(usually happens in Day 1)
o
Sprint backlog (Outcome of Sprint planning)
o
Daily Scrum(Product Owner, team members and Scrum mastershould be a part of Daily Scrum)
o
Sprint Review (demo at the end of Sprint)
o
Sprint Retrospective(Postmortem at the end of Sprint)
o
Product domain expert is usually the Product owner.
o
 Team Velocity is the number of stories created by Team in a Sprint.
o
In Scrum, the Product burn down chart is used to provide a “bigpicture” perspective on the progress of the project. There is one of the very few metrics used to track the project. This chart has “hoursspent” in y-axis and “Sprint days” on x-axis. The progress is plottedon this. The Focus of this chart is on how much time is left and notactually on how much is spent.-
Role of Scrum Master-
o
Usually serve as a Servant Leader.
o
Acts as a Facilitator- Helps make sure that the team is following theScrum properly.
o
Ideally, a Single Scrum Master should not handle more than 3Scrum teams at a time.
o
Scrum Master should be a neutral person, not having any Conflict of Interest.
o
Scrum Master should have a role in setting up the team.
o
Scrum Master is a Influencer, Negotiator and Good at Persuasion.
o
Scrum Master should be accountable for the success of the project.
o
Scrum Masters can or cannot be Technically sound. It is more of aServant Leadership role. More of a Leadership/Management role.-
Scrum Adoption points:
o
Definition of “DONE” should be clarified and understood beforeeven estimating for the Sprint.
o
Before every sprint starts, there is a planning phase. You don’t haveto go into sprint blindly. Sprints need to follow planning.
o
Customer validation should happen throughout the lifecycle and canbe initiated by the team.
o
 Testability is an important aspect in Scrum.
 
o
It is a great practice to question the Customer appropriately tomake sure that they know what they really want. Survey is a goodmeans to get the Information.
o
 The general progress trend is that the team usually falls behindexpectation in the first 2-3 days of Sprint. The idea is to use thatdata as opportunity to improve than punish.
o
Scrum generally helps expose mess. If you are not able to showworking Software at the end of the Sprint, Ask yourself- what issuesare preventing the working Software to be seen (SprintRetrospective). It will help expose Organization’s failures.
o
Scrum is usually introduced as a change to the existing processes.Whenever the change is introduced, it goes through the rounds of resistance. Persistence kills Resistance.
o
 Testing is an integral part of Scrum. Adoption of automation is goodbut not mandatory. Unless there are business benefits, adoption of automation not necessary.
o
Estimations are just that- “Estimations” usually never accurate.Generally the term “Sizing” is used as against Estimations. Somerelevant techniques such as “Planning Poker”(http://www.planningpoker.com), Three point estimation, “Muscow”model etc. helps come with an accurate sort of sizing and valueestimation.
o
Usually not recommended to have different Sprint durations in therelease. If one Sprint is 1 month, it is considered as viable to haveother Sprints also be 1 month.
o
 The term- Backlog Grooming means that team spending 5 to 10% of time in planning for the next Sprint.-
Requirements handling in Scrum:
o
User Stories are generally a workable unit of requirement.
o
Each User Story has multiple Story points, which takes therequirement to even more granular unit.
o
Each Story point further has more Acceptance criterias, whichshould be met for the Sprint to pass.
o
 The Focus while coming up with the requirements is on WHAT andWHY. General tendency for the people in the team is to start mixingWHAT with HOW, which is not a good practice.
o
Acceptance criteria should not be too long. If it is getting too long,ask your product owner to Split the User Story further.
o
User Story should cover WHO, WHAT and WHY of the requirement.
o
Acceptance Criteria is usually created by Product owners. If forsome reason, Product owner does not create Acceptance criteria, hemust be involved to Approve and Sign-off the existing criteria.-
DONE in Scrum:

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