SCRUM – What is

different / unique

Shyam Singhal
 Why SCRUM?

A belief

SCRUM is empirical and CMMi is NOT

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 Defined Vs. Empirical

• If a process can be fully defined, with all things known

about it so that it can be designed and run repeatedly
with predictable results , it is known as a defined
process, and it can be subjected to automation. If all
things about a process aren't fully known -- only what
generally happens when you mix these inputs and what
to measure and control to get the desired output --
these are called empirical processes.
• From the research, we devised the following
requirements for a systems development process. It
must be :
– Chaos-tolerant, expecting the unpredictable and allowing
flexible responses.
– Constantly measured, with intelligent, timely control.
– In real world projects / programs are dynamic, and requirements
gets transitioned from a fluid state to firm, over a period of time
– Need a methodology, which is flexible and designed to work along
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 SCRUM – Key Principles

• Small working teams that maximize

communication, minimize overhead, and
maximize sharing of tacit, informal knowledge
• Adaptability to technical or marketplace
(user/customer) changes to ensure the best
possible product is produced
• Frequent "builds", or construction of
executables, that can be inspected, adjusted,
tested, documented, and built on
• Partitioning of work and team assignments into
clean, low coupling partitions, or packets
• Constant testing and documentation of a
product-as it is built
• Ability to declare a product "done" whenever
required
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 SCRUM – Key Principles

• - Small
Definition of work
working unit or
teams project
that structure is
maximize
communication,
dependent minimize
on the person’s overhead, and
understanding of Proj.
maximize
Mgmt. sharing
principles; of tacit,
CMMi do no informal
dictate theknowledge
size either
Adaptability
• -for team or
Change to unit.
work
Managementtechnical or marketplace
+ Product Architecture and
(user/customer)
Design changes
Capability; CMMi do not to have
ensure anythe bestin
saying
possible product is produced
either of those.
• Frequent "builds", +
- SDLC methodology orInternal adaptability
construction of to
project requirements
executables, that can be inspected, adjusted,
tested,
- Loose documented,
coupling and high and built on
cohesion – principle of
• architecture
Partitioningandof design;
work and should
team get translated into
assignments into
clean,
-WBS too.low coupling
Incremental partitions,
build, test, fix, regressor cycle;
packetsbasic
Constant
• principle testing and approach
of incremental documentation of a
product-as
- Each it is
incremtl. built
build should result in a “complete”
• Ability to declare a product "done" whenever
executable; of course with planned functionality for
required
given increment
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 SCRUM – Key Principles . . . Contd.

• The key to the success of Scrum is using measurements

to maximize flexibility and risk while maintaining
control. Most projects try to avoid risk. Yet, risk is an
inherent part of software development. Scrum
embraces risk by identifying and managing risk-so that
the best possible product can be built.
• A Scrum software project is controlled by establishing,
maintaining, and monitoring key control parameters.
These controls are critical when a software
development encompasses an unknown quantity of
uncertainty, unpredictable behavior, and chaos. Use of
these controls is the backbone of the Scrum
development process.
• The variables in the systems development project are
risk, functionality, cost, time, and quality. These
variables can be roughly estimated at the start of a
project. Each variable will start changing from the
moment the project starts. Variables are traded off
against each other as the project progresses (improved
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functionality for later time and more money, etc.).
SCRUM - What is different / unique page 6
 SCRUM – Key Principles . . . Contd.

• The identification,
Risk key to the success of Scrum is and
prioritization, using measurements
MMM is the key
to maximize flexibility and risk while maintaining
– control.
CMMi do notprojects
Most restricttry
creativity
to avoid –risk.
Project defines
Yet, risk is an it
inherent part of software development. Scrum
embraces risk by identifying and managing risk-so that
the best possible
Delivery, Processes,product can be built.
Customer, and Employee – all
• A Scrum
are software
critical and project
Project / is controlled
Program by establishing,
Manager has to
maintaining, and monitoring key control parameters.
address those; are
These controls be it SCRUM,
critical whenCMMi, ISO, Six-Sigma, it
a software
development
really does not encompasses
matter. an unknown quantity of
uncertainty, unpredictable behavior, and chaos. Use of
these controls
Project is theand
Monitoring backbone
Controlofprovides
the Scrum you the
development process.
• framework to decide “what” needs to be monitored;
The variables in the systems development project are
how
risk,do you monitor
functionality, it, time,
cost, depends on the project.
and quality. These That
isvariables
why, in can
bestbe roughly estimated
managed projects, at the start of a
invariably
project. Each variable will start changing from the
monitoring
moment theisproject
one ofstarts.
the critical elements.
Variables are traded off
against each other as the project progresses (improved
functionality for later time and more money, etc.).
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 SCRUM – Controls Used

• Backlog - an identification of all requirements that

should be fulfilled in the completed product
• Objects/Components - self-contained reusable things
• Packets - a group of objects within which a backlog
item will be implemented. Coupling between the
objects in a packet is high. Coupling between packets is
low
• Problems - what must be solved by a team member to
implement a backlog item within an object(s) (includes
bugs)
• Issues - Concerns that must be resolved prior to a
backlog item being assigned to a packet or a problem
being solved by a change to a packet
• Solutions - the resolution of an issue or problem
• Changes - the activities that are performed to resolve
a problem
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 SCRUM – Controls Used

• Backlog - an identification
Requirements Management of –allTemplate
requirements that
/ Tool only
should be fulfilled in the completed product
facilitates
• Independent of methodology
Objects/Components used
- self-contained reusable things
• Packets - a group
Architecture of objects
/ Design within
principle which a backlog
– independent of
item will be implemented. Coupling between the
methodology used
objects in a packet is high. Coupling between packets is
Problem
low / Issue resolution – self correction –
• understand
Problems - that
whathelp
mustisbe
“available”
solved by a–team
independent
member toof
implement a backlog item within an object(s) (includes
methodology
Independent
bugs)
of any methodology
• Issues - Concerns that must be resolved prior to a
backlog item being assigned to a packet or a problem
being solved by a change to a packet
• Solutions - the resolution of an issue or problem
• Changes - the activities that are performed to resolve
a problem
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 SCRUM – Processes

• Planning and System Architecture

– What differentiates the Scrum Planning and
System Architecture process from other
methodologies is:
– Controls are established : backlog (requirements)
for this project is established and prioritized, risks
are defined, objects for implementing backlog are
identified, and problems are stated for
implementing the backlog into the related
objects.
– Team assignments : backlog is assigned to teams
of no more than 6 developers, maximizing
communication bandwidth and productivity.
– Prioritization : backlog items are prioritized for
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teams to work on, starting with infrastructure,
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10
 SCRUM – Processes

• Planning and System Architecture

– Controls are established
Requirements Management : backlog (requirements)
and Development and
for this
Risk project is established
Management and part
are an integral prioritized, risks
of any project
–are defined, objects
Differentiation is infor implementing backlog are
implementation.
identified, and problems are stated for
implementingprinciple
Fundamental the backlog into the
of project related
management –
objects. level team of 6-8 resources; WBS element
module
– Team
not assignments
exceeding : backlogdays.
five business is assigned to teams
of no more than 6 developers, maximizing
communication
Prioritization bandwidth
of work units –and productivity.
independent of
– Prioritization : backlog items are prioritized for
methodology
teams to work on, starting with infrastructure,
then most important functionality to least
important functionality.
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 SCRUM – Processes . . . Contd.

• Closure and Consolidation.

– Closure
You haveconsists of finishing of
to be independent system and
methodology used
regression testing, developing training materials,
and completing final documentation. Developed
product are prepared for general release.
Integration, system test, user documentation,
training material preparation, and marketing
material preparation are among closure tasks.

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 SCRUM - Cycle

• A Scrum project starts with the customer.s vision of the

system. The vision maybe vague at first, stated in
market terms rather than system terms. The vision will
become clearer as the project moves forward. A
metaphor of the system is also defined to help guide
development and to provide a tangible communication
model between customers and developers. An initial
vision and metaphor can be usually created in several
days, if they aren.t already part of the customer.s
business plan.
• The customer and development team define
requirements that will deliver the highest value
business value from the vision. A prioritized list called a
Product Backlog is created that consists of these
requirements.
• The development team works for a short, fixed iteration
of thirty days (called Sprints) to create an executable
increment that contains the top priority business value.
The team selects as many requirements as they can
build during the Sprint. They only build the architecture
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 SCRUM – Cycle

• A Scrum project
Requirement starts with the
engineering customer’s
with vision of the
easy to understand
system. The vision maybe vague at first, stated in
communication aidsthan system terms. The vision will
market terms rather
become clearer as the project moves forward. A
Requirements
metaphor of theprioritization
system is alsoas per business
defined needs
to help guide
development and to provide a tangible communication
In nutshell,
model requirements
between customers and engineering
developers. “with”
An initial
vision and metaphor
customer, to address can be usually
business created in several
needs
days, if they aren’t already part of the customer’s
business
PoC plan. part
for “new”
• The customer and development team define
requirements /that
Incremental willapproach
spiral deliver thetohighest value
development,
business value from the vision. A prioritized list called a
rather
Productthan a monolithic
Backlog is created and
that rigid waterfall
consists of these
approach
requirements.
• The development team works for a short, fixed iteration
of thirty days (called Sprints) to create an executable
increment that contains the top priority business value.
The team selects as many requirements as they can
build during the Sprint. They only build the architecture
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 SCRUM – Cycle . . . Contd.

• The customer continues defining requirements

that will deliver high business value. They are
added to the prioritized Product Backlog. The
Product Backlog dynamically changes during
the project as the business conditions change
and through customer response to the product
increments created by the development
teams.
• At the end of every Sprint, the customer
reviews the working system increment

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 SCRUM – Cycle . . . Contd.

• The
It is acustomer
test more continues defining
for architecture requirements
/ design and
that willmanagement
change deliver highthanbusiness value. They
methodology. The are
added being
reason to themethodology
prioritized Product
suggestsBacklog. The
that changes
Product
should beBacklog
traceabledynamically
and change changes during
in vital attributes
the
of project
project as the
should be business conditions
as per impact analysischange
of the
and through
change. It doescustomer
not forbidresponse
change. to the product
increments created by the development
Review
teams. each iteration – whether with customer or
internal, it’s a project call. In fact, any S/W
• At the end of every Sprint, the customer
methodology suggests that validation and
reviews the working system increment
verification should be carried out, it does not put
any binding on “how” and “frequency”

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 Key Learning

SCRUMputs focus / emphasis on “management” of

SCRUM
• Does
S/W not rule activities,
development out the measurement of vital of
rather than engineering
statistics – schedule, effort, cost, risks,
activities
Therefore, in my view it is NOT
SCRUM makes use communication.
impediments,
governance
“focus”
of best practices ofInproj mngmtt for
nutshell,
and “early” detection, such that corrections
a new methodology, but a
• Puts
are more
minimal emphasis
and on focus
less severe; adaptability through
on in-process
effective
rather change
than event management
completion.
collection of fundamental as well
SCRUM is NOT a substitute for processes, and in all
• Puts importance on risk management
probability do not require you to take any waiver for
as best practices of project
• Advocates incremental development approach,
anything.
Thewith periodic
perception / event
that driven
it is better validation
than CMMi is not/ true,
management.
verification
as CMMi
• Prefers
is a framework of “what”; the “how” part is
entirely withShort teams withimplementing
an organization “clear” focus it.
• Advocates Short duration WBS, for better
monitoring and “detect-ability”
•
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Fixes prioritization as per customer
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