1. Scrum Claudio Ochoa – Patricio Maller SEG UNSL – Iridis Group
24-Feb-19
Scrum
Claudio Ochoa – Patricio Maller
SEG UNSL – Iridis Group
A rugby play in which the forwards of each side come together in a tight group and struggle to gain possession of the ball when it is tossed in among them.
Iridis Group - SEG

2. Scrum philosophy
“During a Scrum, the pack must work as a unit, not as 8 individuals. Everybody has a role to play. The important goal to bear in mind is that when you work well together as a unit, the whole is much greater than the sum of the parts.”
The On-Line Rugby Coaching Manual
24-Feb-19
Iridis Group - SEG

3. Scrum Authors
Ken Schwaber: developed and formalized Scrum process for systems development.
Jeff Sutherland: initial thoughts and practices prior to formalizing Scrum with Ken.
Mike Beedle: Scrum innovator and practitioner. Wrapped XP with Scrum
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Iridis Group - SEG

4. Scrum life cycle
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Iridis Group - SEG

5. How does Scrum work? Small teams (< 10 people)
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How does Scrum work?
Small teams (< 10 people)
A series of Sprints (30 days)
Visible, usable increments
Time-boxed
One person must be the final arbiter for prioritizing backlog. Clearly, Marketing must be involved.
Each Sprint team must buy into the assignment for the team.
24-Feb-19
Iridis Group - SEG
Iridis Group - SEG

6. Scrum feels different
Less time is spent trying to plan and define tasks
Less time is spent creating and reading management reports
More time is spent with the team understanding what really is happening and empirically responding.
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Iridis Group - SEG

7. Why Scrum? Assumes complicated, unpredictable environment
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Why Scrum?
Assumes complicated, unpredictable environment
Does not assume repeatable process
Contains elements our successful teams were already applying
Scrum is different from processes that have been defined in the past, e.g. the CMM (Capability Maturity Model with its 5 levels of development maturity) defined by the SEI (Software Engineering Institute). The goal of the CMM is a repeatable process where history repeats itself in terms of the kinds of procedures followed and the kinds of deliverables.
Small teams show the greatest productivity per team member. This effect has been measured for tug-of-war games as well as software development.
A recent study found that doubling the size of a SW development team reduced productivity as much as 30%, and quadrupling team size halved productivity.
24-Feb-19
Iridis Group - SEG
Iridis Group - SEG

8. Scrum roles Scrum master The team.
Besides these roles, the following players are identified
Upper management
Customer
Product owner
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Iridis Group - SEG

9. What does the Scrum Master do?
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What does the Scrum Master do?
Makes immediate decisions at Scrum meetings
Records impediments and resolves ASAP
Keeps the team focused and making progress
Tracks progress
24-Feb-19
Iridis Group - SEG
Iridis Group - SEG

10. The Scrum Master
Responsible for ensuring that Scrum values, practices and rules are enacted and enforced
Nexus between management and the team
Drives daily scrums comparing progress made vs. expected.
Ensures impediment are quickly removed and decisions are promptly made.
24-Feb-19
Iridis Group - SEG

11. The Scrum Master cont.
The Scrum Master works with management and customer to identify and institute a product owner.
The Scrum Master and the management form Scrum teams
The Scrum Master, the Product owner and the Scrum team create a Product backlog
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Iridis Group - SEG

12. The Product Backlog
“The Product Backlog is an evolving prioritized queue of business and technical functionality that needs to be developed into a system”
Ken Schwaber
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Iridis Group - SEG

13. The Product Backlog cont.
Requirements are listed in the Product Backlog
Lists features, functions, technologies, enhancements, bug fixes, etc to be applied to the product.
PB is initially incomplete, to get the first Sprint going they need to contain enough requirements to drive a 30-day Sprint.
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Iridis Group - SEG

14. Backlog originates from
Scrum
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Backlog originates from
Product marketing
Sales
Engineering
Customer support
Product marketing generates features and functions
Sales generates backlog causing the product to be more competitive or please a particular customer
Engineering generates backlog that builds tech that holds the whole product together
Customer support generates backlog to fix bugs
24-Feb-19
Iridis Group - SEG
Iridis Group - SEG

15. Backlog characteristics
It’s sorted in order of priority
It also include issues, which may require resolution before one or more backlog items can be worked on. Issues are also prioritized
Requirements never stop changing...all you need is a product vision and enough top priority items on the backlog to begin one iteration
24-Feb-19
Iridis Group - SEG

16. Requirements Emergence
Initially a small set of high-priority requirements is defined
Requirements emerge as the product emerge
Compare this approach vs. up-front requirements
Customer allocates budget for the initially foreseeable Product Backlog
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Iridis Group - SEG

17. Product Owner
ONLY the Product Owner is responsible for managing and controlling the Product Backlog.
The product owner is ONE person, not a committee
No one is allowed to tell the team to work from a different set of priorities.
All of the decisions the Product Owner makes are highly visible, reflected in prioritization of the backlog
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Iridis Group - SEG

18. Estimating Backlog Effort
Initial estimation is done collaboratively by developers, writers, quality staff, etc.
Estimating is an iterative process.
If the Product Owner can not get a clear believable estimation for a top priority item, this should be redefined
The Scrum team selects the amount of Backlog it can handle in a Sprint based on these estimates.
24-Feb-19
Iridis Group - SEG

19. Scrum Teams Self-organizing and fully autonomous
A team commits to turn a selected set of Backlog into a working product(Sprint goal)
The team can do whatever is necessary to achieve its goal.
It is only constrained by organizational conventions and standards.
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Iridis Group - SEG

20. Team dynamics
Scrum is structured to provide teams an environment within which they can do their best
Scrum is empirical and teams can reduce functionality and still meet goals.
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Iridis Group - SEG

21. Team size The size of the team should be ±7 people.
If more than 8 people are available they can broken down in multiple teams (notice that there will still be ONE backlog), and their Scrum Masters will have to coordinate their work.
24-Feb-19
Iridis Group - SEG

22. Teams composition There are no roles on teams.
Teams self-organize to turn requirements into product functionality.
Avoid people refusing to code because “it doesn’t fit their job description”
However, a team can be composed of writers, testers, and quality guys with specific tasks assigned
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Iridis Group - SEG

23. Working environment Open working environments Use whiteboards
Silence is a bad sign
Use whiteboards
Working hours are set by the team
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Iridis Group - SEG

24. Sprint Fixed period of time, usually 30 days
A team is let loose for the 30-day Sprint
The scope or nature of work being done can NOT be changed
No one is allowed to add more functionality
No one can tell the team how to proceed
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Iridis Group - SEG

25. What happens during a Sprint?
Scrum
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What happens during a Sprint?
Scrum Meetings
Each team produces a visible, usable increment
Each increment builds on prior increments
Each team member buys into assignment
This is not Exploratory Development -- modifying and extending code until you have something that works. Evolutionary Delivery is about producing something useful. It must be determined: what will be delivered, when it will be delivered, who will deliver it -- clear project milestones and deliverables, distinct roles and responsibilities. This requires initial design or project preparation where the deliverables are: an architecture, a set of scenarios, an initial plan identifying clear project milestones and deliverables. A delivery should implement one or more user interactions with the system (not just an empty user interface that does nothing), complete scenarios or use cases.
24-Feb-19
Iridis Group - SEG
Iridis Group - SEG

26. Sprint Rules Total focus on the task at hand NO interruptions to team
Scrum
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Sprint Rules
Total focus on the task at hand
NO interruptions to team
NO changes allowed from the outside
New work may be uncovered in the Sprint by the development team
There are many things happening in a software firm and people drift. Programmers, wonderfully creative and imaginative people, wander off into creative and imaginative problems instead of working on planned tasks.
The manager must talk to every one of his people every day. He needs to know what each of them is doing, if they are progressing, if they are having problems, if they are tired, if they need a break, and so on. At the end of each week, he must know what tasks have been completed…
Dwayne Phillips, “How People Drive the Outsourcing Process,” Cutter IT Journal, July 1998, p. 40
24-Feb-19
Iridis Group - SEG
Iridis Group - SEG

27. Sprint Planning Meeting
Consists of two consecutive meetings
Team meets with Product Owner, management and users to decide functionality to be build in next Sprint.
Teem meeting to figure out how functionality is to be built into a product increment.
Inputs to the meeting:
Product backlog, latest increment, capabilities and past performance of the team
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Iridis Group - SEG

28. Sprint Backlog
The team determines work to be performed to reach Sprint Goal
Product Owner often attends
Compile a list of tasks (Sprint Backlog) having enough detail to take 4-16 hours to complete.
Team modifies Sprint Backlog throughout the Sprint, adding/removing tasks.
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Iridis Group - SEG

29. Scrum
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Daily Scrum Meeting
Short ( min) status meetings, facilitated by the Scrum Master
All team members attend
One activity – the Scrum Master asks 3 questions of each attendee
How does a project get late? One day at a time!
Fred Brooks, The Mythical Man-Month
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Iridis Group - SEG
Iridis Group - SEG

30. Format of the Daily Scrum
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Format of the Daily Scrum
What have you completed since the last Scrum meeting?
What got in your way of completing this work?
What will you do between now and the next Scrum meeting?
This process has ties to the Theory of Constraints. The questions identify constraints or bottlenecks daily and make sure they are evaluated and handled appropriately.
This solves one problem with teleworking -- lack of visibility. Here you can clearly see what everyone is doing.
24-Feb-19
Iridis Group - SEG
Iridis Group - SEG

31. Benefits of Daily Scrums
Improve communications
Eliminate other meetings
Identify and remove impediments
Improves everyone’s level of project knowledge
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Iridis Group - SEG

32. Scrum Master responsibilities
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Scrum Master responsibilities
Keep the Daily Scrum short by enforcing the rules
Ensure that room is setup for the meeting
Setup conference calls for team members working remotely
Arrange chairs so people don’t get caught up in side conversations as they move chairs around
A chicken and a pig are together when the chicken says “Let’s start a restaurant!”.
The pig thinks it over and says “What whould we call this restaurant?”
The chicken says “Ham n’ Eggs”
The pig says “No thanks, I’d be committed, but you’d only be involved...”
24-Feb-19
Iridis Group - SEG
Iridis Group - SEG

33. Meeting insights Time and location of Daily Scrums should be constant
Managers can attend Daily Scrums, however only team members are allowed to speak (pigs and chickens rule)
A Daily Scrum is NOT a design session
24-Feb-19
Iridis Group - SEG

34. Handling Impediments
The Scrum Master must record and remove impediments detected in Daily Scrums
If Scrum Master does not fully understand the impediment, he should meet with the team member after the meeting.
Team must report impediments every Daily Scrum until it gets resolved
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Iridis Group - SEG

35. Common impediments Examples
Required to attend other meetings o training sessions
Asked by management to do something else
Unsure of design decision
Unsure how to use technology
24-Feb-19
Iridis Group - SEG

36. Follow-up meetings
Any discussion needed other than the status provided in the Daily Scrum leads to a follow-up meeting
Examples
Design discussions
Requirements interpretation discussions
Sharing of information
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Iridis Group - SEG

37. 4 variables
Every product development project is constrained by four variables
Time
Cost (people + resources)
Quality
Functionality
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Iridis Group - SEG

38. Sprint Mechanics A Sprint fixes 3 out of the 4 variables:
Time: always 30 days
Cost: salary of team + development environment
Quality: usually an organizational standard
The team has the authority to change functionality as long as it meets the Sprint goal
24-Feb-19
Iridis Group - SEG

39. Mandatory tasks During a Sprint, the team has 2 mandatory tasks:
Daily Scrum Meetings: must be promptly attended by ALL team members
Sprint Backlog: must be kept up-to-date. Team members must adjust the estimates as they work on the Backlog
24-Feb-19
Iridis Group - SEG

40. Sprint cancellation
A Sprint should be cancelled if it no longer makes sense given the circumstances
Management can cancel a Sprint if the Sprint goal becomes obsolete.
Market conditions or technological requirements may change
Because of short duration of Sprints, it rarely makes sense to cancel it.
24-Feb-19
Iridis Group - SEG

41. Sprint Cancellation cont
The team can also decide to cancel a Sprint
They may realize they can not achieve the Sprint goal
They may run into a major roadblock
Sprint termination consumes resources
A new Sprint Planning meeting must be conducted
24-Feb-19
Iridis Group - SEG

42. Sprint Review 4-hour informational meeting.
Team presents the product increment built during the Sprint to
Management
Customers
Users
Product Owner
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Iridis Group - SEG

43. Sprint Review cont Surprises from the Sprint are reported
Scrum
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Sprint Review cont
Surprises from the Sprint are reported
ANYTHING can be changed, work can be added, eliminated, re-prioritized
New estimates and team assignments are made for the next Sprint
You can use experience from earlier increments to better estimate and plan later increments.
It's always easier to estimate shorter development periods.
24-Feb-19
Iridis Group - SEG
Iridis Group - SEG

44. Benefits of Scrum Requirements change is managed
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Benefits of Scrum
Requirements change is managed
Market input is incorporated
Customers see on-time delivery of increments, which refines requirements
Relationship with customer and marketing develops, trust builds, knowledge grows
24-Feb-19
Iridis Group - SEG
Iridis Group - SEG

45. Implementing Scrum Scrum encapsulates existing engineering practices
Scrum Master helps the team improve their engineering practices by
Causing the team to reevaluate and discard wasteful practices
Assessing, designing and adopting new practices
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Iridis Group - SEG

46.
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Iridis Group - SEG

47. Final Thought
“Scrum is not for everyone, but it is for those who need to wrestle working systems from the complexity of emerging requirements and unstable technology”
Ken Schwaber
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Iridis Group - SEG

48. References: Books & Articles
Agile Software Development with Scrum. Ken Schwaber & Mike Beedle
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Iridis Group - SEG

49. References: Web http://www.controlchaos.com/ Ken Schwaber’s site
Scrum
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References: Web
Ken Schwaber’s site
Mike Beedle’s site
Agile Alliance’s site
-- click on Articles
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Iridis Group - SEG
Iridis Group - SEG

50. Questions? Claudio Ochoa Patricio Maller cochoa@nec.com.ar
24-Feb-19
Iridis Group - SEG