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Introduction to the Scrum Framework for managing project-based development cycles
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Implementing the Scrum Framework
Pictures and outline by Eric Figueroa
Observed at Moving Player, November 2011
Scrum Terminology Sprint = name for a project (instills a sense of
urgency – it’s a race!) Product Owner = one team member who
represents the product’s stakeholders or users Scrum Team = team assigned to project Scrum Master = handles the administration
of the Sprint (not necessarily a “project leader”)
Product Backlog = list of all the User Stories necessary to achieve the Sprint goal
User Story = product elements written from the user’s perspective (not tasks!)
STEP 1: Sprint Meeting Build a new CROSS-FUNCTIONAL Scrum Team
For each new project, choose a Product Owner
Meet all together to discuss the project
During the meeting create the Product Backlog of User Stories
Decide on a Sprint length and goal
STEP 2: Planning Poker Each team member gets a deck of cards and
rates the “Complexity” of each User Story
The team comes to a consensus on each story’s complexity
Complexity, not time, is the basis for the performance metrics – why?
Because in developing certain projects (like software), time often cannot be predicted accurately
Planning Poker Deck
Use a non-linear scale (i.e. Fibonacci sequence)X = the User Story is impossible? = I have no clue
STEP 3: Daily Scrum Daily meeting timeboxed at 15 minutes
Each team member has: 1 minute to say what they did yesterday, 1 minute to say what they did today
The Scrum Master can identify problems early, because Friday is too late
As a manager you can engage with your employees, keep them informed about the state of the business, etc.
Daily Scrum
Use a Fibonacci scale, not a linear methodX = the User Story is impossible? = I have no clue
STEP 4: Weekly SprintEach week the team selects tasks from the Product Backlog and puts them into that week’s “Cold Room”
Throughout the week they move from TO DO to IN PROGRESS to DONE
This process is repeateduntil the Sprint goal is reached
Scrum Board
STEP 5: Weekly Release Release a beta or demonstrate a project
element to the client or Product Owner EVERY FRIDAY
NO EXCEPTIONS!
You can’t wait until the end of the project to know you’re on the wrong track or that your product doesn’t work
Clients rarely know what they want, know everything they want at the beginning, or know how to articulate it even if they do
STEP 6: Retrospective At the end of the sprint, meet with the whole
team to discuss what went right and what went wrong
Everyone gets a chance to speak
Agree on ONE major problem to correct for the next Sprint
Schedule a new Sprint Meeting for the next project or product development cycle
Accountability, part i After the first week of executing Scrum, you
will have the following figures:
Average Complexity Points each individual can execute daily
Average Complexity Points the team as a whole can execute daily and weekly
How long it will take the team to complete all the Sprint’s User Stories based on these figures
Accountability, part ii In successive weeks, you can compare individual
and team performance with previous weeks to identify productivity issues in REAL-TIME
Compare the Sprint deadline with the expected completion date based on your team’s actual performance
You can use Excel templates to graph all this data visually and keep track of User Stories
Post them all next to the Scrum Board
Results Most teams begin to report drastic
improvement within 3 months
There IS quite a lot of ritual but it can provide the necessary structure
Easy to start, difficult to master
This is just the beginning . . .