Академический Документы
Профессиональный Документы
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Foundations
by Scrum.org – Improving the Profession of Software Development
v3.1
Professional Scrum at Scrum.org
Architects
Business Analysts
Product Owners DB Specialists
Scrum Masters
Executives Designers
Developers
Testers
Day 1 Day 2
• Introductions • Sprint 3
• Sprint 1 • Scrum Planning
• Scrum Framework: 1 • Sprint 4
• Sprint 2 • Getting Started
• Scrum Framework: 2 • Keeping Scrum Healthy
Introduces Scrum
mechanics and practices
Not Very
1 2 3 4 5 6 7 8 9 10
10
9
8 Very
7
6
5
4
3 Not
2
1
© 1993 - 2012 Scrum.org, All Rights Reserved 9
Where are you now?
10
We know what to do Living
9 and we aren’t doing it the dream
8
Scrum Familiarity
7
6 Learning
5 and improving
4
3
2 This hurts. Things are just fine
1 Help. without Scrum
0
0 1 2 3 4 5 6 7 8 9 10
Current Process Effectiveness
© 1993 - 2012 Scrum.org, All Rights Reserved 10
Sprint 1
Professional Scrum Foundations
• Get requirements
Part 1 Part 2
Teams work independently Share with class
Record Summarize
• What went well? • What worked well
• What could improve? • What could improve
• What will you change or • Commitments for next
retain next Sprint? Sprint
4. The Team offers their work for inspection and adapts the
plan for the next cycle
© 1993 - 2012 Scrum.org, All Rights Reserved 18
Scrum (n): A framework within which people can
address complex problems, and productively and
creatively deliver products of the highest possible
value.
Scrum is:
• One of the agile methods
• Lightweight
• Extremely simple to understand
• Extremely difficult to master
© 1993 - 2012 Scrum.org, All Rights Reserved 19
What Scrum Is and Is Not
Keeping Scrum Healthy
Defined Empirical
Trust
Inspection & Goal
& Transparency
Adaptation realization
Courage
Adaptation Inspection
OK to change
tactical direction.
Sprint
Increment
Daily
Product Sprint Scrum
Backlog Backlog Product Development Scrum
Owner Team Master
What We Make
Chaos
Complicated
More is known than unknown
Complex
More is unknown than known
Waterfall
Plan Design Code Test Release Review
Scrum
Waterfall Scrum
© 1993 - 2012 Scrum.org, All Rights Reserved 32
Roles and Responsibilities
The Scrum Framework, Part 1
Product Owner
Development Team
Product Owner
Development Team
Scrum Master
© 1993 - 2012 Scrum.org, All Rights Reserved 42
Scrum Artifacts
The Scrum Framework, Part 1
Product Backlog
Sprint Backlog
Increment
© 1993 - 2012 Scrum.org, All Rights Reserved 44
Product Backlog
• Sized appropriately
– May be completed within a single Sprint
– Typically with a few other PBIs
Features
Constraints Behaviors
definitions
User actions or
Bugs / Defects Use Cases
stories
Non-functional
Desirements
requirements
• Is potentially shippable
• Must be DONE
– As per Scrum Team standards
– With no work remaining
© 1993 - 2012 Scrum.org, All Rights Reserved 51
Artifacts Review
Product Backlog
Sprint Backlog
Increment
© 1993 - 2012 Scrum.org, All Rights Reserved 52
Events and Time Boxes
The Scrum Framework, Part 1
Sprint
Sprint Planning
Daily Scrum
Sprint Review
Retrospective
© 1993 - 2012 Scrum.org, All Rights Reserved 54
Sprint
Sprint
Sprint Planning
Daily Scrum
Sprint Review
Retrospective
© 1993 - 2012 Scrum.org, All Rights Reserved 63
Section Summary
• Scrum Defined
• Agile Software Development with Scrum by Ken Schwaber and Mike Beedle
• The Fifth Discipline: The art and practice of the learning organization by Peter Senge
• martinfowler.com/articles/itsNotJustStandingUp.html
Part 1 Part 2
Teams work independently Share with class
Record Summarize
• What went well? • What worked well
• What could improve? • What could improve
• What will you change or • Commitments for next
retain next Sprint? Sprint
• Scrum Measurements
• Self Organization
120
100
80
60
40
20
0
Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10
• Used to see
– How we are progressing in the Sprint
– If scope should be discussed with the Product Owner
25
Functionality Delivered
20
15
10
0
1 2 3 4 5 6 7 8 9
Sprint
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Velocity
Code
• Everyone pitches in regardless of
Test
individual skill specialty
• Typical duration is 5% of
total Sprint length
Forecast functionality
Sprint Backlog
Inputs Outcome
• The Product Backlog • The Sprint Goal or Goals
• Product Owner
• Development Team
• Scrum Master
Allows flexibility in
• Allows wiggle room for exact implementation of PBIs
delivering the • Although the Sprint Goal is fixed
increment
Are sacrosanct • As the Development Team works, it keeps this goal in mind
throughout the • Each Daily Scrum assesses the Team’s progress toward
meeting the Sprint Goal
Sprint
© 1993 - 2012 Scrum.org, All Rights Reserved 94
Some Sprint Goals
Decrease upstream
payloads by 30%
What
Impediments are
in your way?
• Share commitments
• Identify Impediments
+ • No slides
all who care to
attend • Show your work
• A discussion of:
– The Scrum process
– Scrum Team member behaviors
– Tools used and needed
– Expanding the Definition of Done
- Norm Kerth,
Project Retrospectives: A Handbook for Team Reviews
What could be
What worked well?
improved?
What will we
commit to doing
in the next
Sprint?
© 1993 - 2012 Scrum.org, All Rights Reserved 107
Self Organization
The Scrum Framework, Part 2
• Requires skill
– In the domain at hand
– In the constraints of the framework
– In the software development craft
Anything that:
• Scrum Measurements
• Self Organization
• Planning Levels
• Defining Done
Changing the
Constantly
Focuses on plan doesn’t
and
historical mean
consistently
performance changing
transparent
timing
Release
Backlog Product Owner
owns this
Product
Backlog
Sprint
Entire
Scrum Team
Backlog
owns this
Development Teams
own this
Daily
Plan
Other Next
Next Next This
Backlog Next
Release Sprint Sprint
Items Sprint
• Grooming means
– Planning the PBL to an actionable level of detail
– Maintaining a Rolling Backlog Projection
- James Surowiecki
The Wisdom of Crowds
Accuracy
Effort or Time
• Non-linear in progression
– Can you distinguish 1 point from 2?
– Can you distinguish a 17 from an 18? Include big and
– How about a 99 from a 100? small outliers if
you want.
• Use units that make sense
– XS, S, M, L, XL, XXL
0, ½, 100, 300, ∞
– 1, 2, 3, 5, 8, 13, 21
– 1, 2, 4, 8, 16, 32
Cost: 5 Constraint
Cost: 1
2. Total cost of all the work
Cost: 8
Cost: 13
3. Total cost to an iteration
Cost: 3
Cost: 100
Cost: 13
“This is huge”
• Because it
– Causes reactive estimates “This will be a 5”
– Shuts down discussion
– May leave important details undiscovered “I have no idea.”
Homer
Marge
1
Bart Lisa Maggie
Homer
Marge
3
Bart Lisa Maggie
Homer
Marge
5
Bart Lisa Maggie
Title: ...
As a . . .
I want . . .
So that . . .
Product Owner ___________
Bob
Scenario: ...
Given . . .
When . . . Business Value ___________
13
Improvement to
User Experience
• Risk
– Identify risk for items in the Backlog
– Do highest risk items first
Estimated ROI Index
• Return on Investment
𝐸𝑠𝑡𝑖𝑚𝑎𝑡𝑒𝑑 𝑉𝑎𝑙𝑢𝑒
– Simple business value
ranking system 𝐸𝑠𝑡𝑖𝑚𝑎𝑡𝑒𝑑 𝐸𝑓𝑓𝑜𝑟𝑡 (𝑐𝑜𝑠𝑡)
– This gives a single number
by which to rank work
Cost: 13
Cost: 20
Cost: 20
When will
Cost: 3
constraint A
Cost: 5
likely ship?
Cost: 1
Cost: 8
• Average Team Velocity = 32
• Sprint Length = 2 weeks
Cost: 13
Cost: 3 A
Cost: 100
Cost: 13 6 weeks
© 1993 - 2012 Scrum.org, All Rights Reserved 157
Product Backlog
Defect A
Size: 13
What will be
Defect B
Size: 1
Requirement A
ready in 8
Size: 2
Requirement B
Size: 8
weeks?
Requirement C All This
Size: 5
Constraint A
Size: 13
Requirement D • Average Team Velocity = 18
Size: 3
Requirement E • Sprint Length = 2 weeks
Size: 13
Constraint B
Size: 5
Requirement F
Size: 8
Constraint C
Size: 2
Avg 19
15 Likely Case
Bottom 3
10 Avg 14
Worst Case
5
0
1 2 3 4 5 6 7 8 9
Sprint
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Projecting Velocity for 3 Sprints
Product Backlog
Estimate: 2
Estimate : 3
Most Likely Case:
Estimate : 5 3 Sprints X 19 points = 57points
Estimate : 1
Estimate : 3
Estimate : 100
Top 3 Avg Middle 3 Avg Bottom 3
Estimate : 13 23 19 Avg 14
Best Case Likely Case Worst Case
© 1993 - 2012 Scrum.org, All Rights Reserved 160
Product Backlog Burndown Chart
700
600
Functionality Remaining
200
100
0
1 2 3 4 5 6
Sprint
© 1993 - 2012 Scrum.org, All Rights Reserved 161
Defining Done
Scrum Planning
• Planning Levels
• Estimating Software Development
• Owning a Product Backlog
• Defining Done
Product Backlog
Release Plan
Sprint Plan
Daily Plan
• Cone of Uncertainty
www.construx.com/Page.aspx?hid=1648
Getting
Ready
Starting
© 1993 - 2012 Scrum.org, All Rights Reserved 173
Change is the only constant.
Getting Ready
Getting Started
• Organizational change is a
“The way we do
difficult multi-step process
that requires leadership
things here.”
© 1993 - 2012 Scrum.org, All Rights Reserved 175
Each Team Answer 3
MIN
Product Owner
Scrum Master
© 1993 - 2012 Scrum.org, All Rights Reserved 185
What is a reasonable DoD for a first Sprint?
• Sprint Planning
• Daily Scrums
• Sprint Review
• Sprint Retrospective
Getting Ready
Starting
© 1993 - 2012 Scrum.org, All Rights Reserved 191
Keeping Scrum Healthy
Professional Scrum Foundations
• Keep these visible to all 4 New features will have corresponding unit
tests
• Keep a growing list of them
• Watch DoD grow over time
5 Tests will run as part of the automated build
processes
The CTO asks why, “What are you doing to help the team
improve their velocity?”
B: “Good idea.”
• Preparation is minimal,
no more than 2 hours Real software.
Real feedback.
Real value.
© 1993 - 2012 Scrum.org, All Rights Reserved 207
Anti-Pattern: Absent Product Owner (APOP)
Scrum
On!