Together.

Free your energies

SCRUM
An introduction

Robert de Wolff, November 2008 © 2008 Capgemini - All rights reserved 0

Capgemini Technology Services
Together. Free your energies
Robert de Wolff, November 2008 © 2008 Capgemini - All rights reserved 1

November 2008 © 2008 Capgemini .All rights reserved 2 .com • Time Warner • Turner Broadcasting • Oce Capgemini Technology Services Together.Scrum has been used by • Capgemini • Microsoft • Yahoo • Google • Electronic Arts • High Moon Studios • Lockheed Martin • Philips • Siemens • Nokia • Capital One • BBC • Intuit • Nielsen Media • First American Real Estate • BMC Software • Ipswitch • John Deere • Lexis Nexis • Sabre • Salesforce. Free your energies Robert de Wolff.

Scrum has been used for • • • • • • Commercial software In-house development Contract development Fixed-price projects Financial applications ISO 9001-certified applications • Embedded systems • 24x7 systems with 99. Free your energies . life-critical systems Satellite-control software Websites Handheld software Mobile phones Network switching applications ISV applications Some of the largest applications in use Capgemini Technology Services Robert de Wolff.All rights reserved 3 Together. November 2008 © 2008 Capgemini .999% uptime requirements • the Joint Strike Fighter • • • • • • • • • Video game development FDA-approved.

November 2008 © 2008 Capgemini . Free your energies Robert de Wolff.All rights reserved 4 . • Every sprint (two weeks to a month) anyone can see real working software.  Requirements are captured as items in a list of product backlog  Activities for the team are captured as tasks in a list of sprint backlog  No specific engineering practices prescribed  One of the “agile processes” Capgemini Technology Services Together. • The business sets the priorities. Teams self-organize to determine the best way to deliver the highest priority features.Scrum Characteristics • Scrum is an agile process that allows us to focus on delivering the highest business value in the shortest time.

Scrum Capgemini Technology Services Together. November 2008 © 2008 Capgemini .All rights reserved 5 . Free your energies Robert de Wolff.

Sprints • Scrum projects make progress in a series of “sprints” • Analogous to Extreme Programming iterations • Typical duration is 2–4 weeks or a calendar month at most • A constant duration leads to a better rhythm • Product is designed. coded.All rights reserved 6 . November 2008 © 2008 Capgemini . and tested during the sprint Capgemini Technology Services Together. Free your energies Robert de Wolff.

November 2008 © 2008 Capgemini .All rights reserved 7 .No changes during a sprint Change  Plan sprint durations around how long you can commit to keeping change out of the sprint Capgemini Technology Services Together. Free your energies Robert de Wolff.

All rights reserved 8 . Free your energies Robert de Wolff. November 2008 © 2008 Capgemini .Scrum framework Roles •Product owner •ScrumMaster •Team Ceremonies •Sprint planning •Sprint review •Sprint retrospective •Daily scrum meeting Artifacts •Product backlog •Sprint backlog •Burndown charts Capgemini Technology Services Together.

Free your energies Robert de Wolff.Scrum framework Roles •Product owner •ScrumMaster •Team Ceremonies •Sprint planning •Sprint review •Sprint retrospective •Daily scrum meeting Artifacts •Product backlog •Sprint backlog •Burndown charts Capgemini Technology Services Together.All rights reserved 9 . November 2008 © 2008 Capgemini .

as needed  Accept or reject work results Capgemini Technology Services Together.Product owner  Define the features of the product  Decide on release date and content  Be responsible for the profitability of the product (ROI)  Prioritize features according to market value  Adjust features and priority every iteration. November 2008 © 2008 Capgemini .All rights reserved 10 . Free your energies Robert de Wolff.

November 2008 © 2008 Capgemini .The ScrumMaster  Represents management to the project  Responsible for enacting Scrum values and practices  Removes impediments  Ensure that the team is fully functional and productive  Enable close cooperation across all roles and functions  Shield the team from external interferences Capgemini Technology Services Together. Free your energies Robert de Wolff.All rights reserved 11 .

The team  Typically 5-9 people  Cross-functional: • Programmers. etc.g.. user experience designers. November 2008 © 2008 Capgemini .  Members should be full-time • May be exceptions (e.All rights reserved 12 . database administrator)  Teams are self-organizing • Ideally. no titles but rarely a possibility  Membership should change only between Capgemini Technology Services sprints Together. Free your energies Robert de Wolff. testers.

November 2008 © 2008 Capgemini .All rights reserved 13 . Free your energies Robert de Wolff.Scrum framework Roles •Product owner •ScrumMaster •Team Ceremonies •Sprint planning •Sprint review •Sprint retrospective •Daily scrum meeting Artifacts •Product backlog •Sprint backlog •Burndown charts Capgemini Technology Services Together.

November 2008 © 2008 Capgemini .Sprint planning Sprint planning meeting Team capacity Sprint prioritization Product backlog • • Analyze and evaluate product backlog Select sprint goal Sprint goal Business conditions Sprint planning • Current product • • Technology Decide how to achieve sprint goal (design) Create sprint backlog (tasks) from product backlog items (user stories / features) Estimate sprint backlog in hours Sprint backlog Capgemini Technology Services Together.All rights reserved 14 . Free your energies Robert de Wolff.

All rights reserved 15 . Free your energies © 2008 Capgemini .Sprint planning As a vacation planner. I want to see photos of the hotels. Code the middle tier (8 hours) Code the user interface (4) Write test fixtures (4) Code the foo class (6) Update performance tests (4) Capgemini Technology Services Together.

All rights reserved 16 .The daily scrum 1 What did you do yesterday? 2 What will you do today? 3 Is anything in your way? Capgemini Technology Services Together. November 2008 © 2008 Capgemini . Free your energies Robert de Wolff.

The sprint review  Team presents what it accomplished during the sprint  Typically takes the form of a demo of new features or underlying architecture  Informal • 2-hour prep time rule • No slides  Whole team participates  Invite the world Capgemini Technology Services Together.All rights reserved 17 . Free your energies Robert de Wolff. November 2008 © 2008 Capgemini .

All rights reserved 18 . Free your energies Robert de Wolff.Sprint retrospective     Periodically take a look at what is and is not working Typically 15–30 minutes Done after every sprint Whole team participates • ScrumMaster • Product owner • Team • Possibly customers and others Capgemini Technology Services Together. November 2008 © 2008 Capgemini .

Scrum framework Roles •Product owner •ScrumMaster •Team Ceremonies •Sprint planning •Sprint review •Sprint retrospective •Daily scrum meeting Artifacts •Product backlog •Sprint backlog •Burndown charts Capgemini Technology Services Together.All rights reserved 19 . November 2008 © 2008 Capgemini . Free your energies Robert de Wolff.

Free your energies Robert de Wolff. November 2008 © 2008 Capgemini .Product backlog  The requirements  A list of all desired work on the project  Ideally expressed such that each item has value to the users or customers of the product  Prioritized by the product owner  Reprioritized at the start of each sprint Capgemini Technology Services Together.All rights reserved 20 This is the product backlog .

November 2008 © 2008 Capgemini .All rights reserved 21 .Sprint backlog  List of tasks  Team is commited to  Drawn from the product backlog This is the sprint backlog Capgemini Technology Services Together. Free your energies Robert de Wolff.

All rights reserved 22 . Free your energies Robert de Wolff. November 2008 © 2008 Capgemini . delete or change the sprint backlog  If work is unclear.Managing the sprint backlog  Individuals sign up for work of their own choosing Work is never assigned!  Estimated work remaining is updated daily  Any team member can add. define a sprint backlog item with a larger amount of time and break it down later  Update work remaining as more becomes known Capgemini Technology Services Together.

November 2008 © 2008 Capgemini .All rights reserved 23 .Tasks Code the user interface Code the middle tier Mon Tues Wed 8 16 4 12 8 10 Thu 7 Fri Test the middle tier Write online help 8 12 16 16 11 8 50 40 Hours 30 20 10 0 Mon Tue Wed Thu Fri Capgemini Technology Services Together. Free your energies Robert de Wolff.

Free your energies Robert de Wolff.Capgemini Technology Services Together. November 2008 © 2008 Capgemini .All rights reserved 24 .

Questions Together. Free your energies www.com .capgemini.

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