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Scrum
Scrum
by Mark C. Layton
Scrum For Dummies ®
Published by: John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030‐5774, www.wiley.com
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Library of Congress Control Number: 2014958355
ISBN 978-1-118-90575-3 (pbk); ISBN 978‐1‐118‐90577‐7; (epub); 978‐1‐118‐90583‐8 (epdf)
Manufactured in the United States of America
10 9 8 7 6 5 4 3 2 1
Contents at a Glance Introduction ................................................................ 1
Part I: Getting Started with Scrum ................................ 7Chapter 1: The Basics of Scrum ....................................................................................... 9
Part II: Running a Scrum Project ................................ 29Chapter 2: The First Steps .............................................................................................. 31
Chapter 3: Planning Your Project .................................................................................. 49
Chapter 4: The Talent and the Timing .......................................................................... 69
Chapter 5: Release and Sprint Planning ........................................................................ 89
Chapter 6: Getting the Most Out of Sprints ................................................................ 111
Part III: Scrum for Industry ...................................... 131Chapter 7: Software Development ............................................................................... 133
Chapter 8: Tangible Goods Production....................................................................... 151
Chapter 9: Services ........................................................................................................ 167
Chapter 10: Publishing .................................................................................................. 191
Part IV: Scrum for Business Functions ....................... 201Chapter 11: IT Management and Operations ............................................................. 203
Chapter 12: Portfolio Management .............................................................................. 221
Chapter 13: Human Resources and Finance ............................................................... 243
Chapter 14: Business Development ............................................................................. 259
Chapter 15: Customer Service ...................................................................................... 275
Part V: Scrum for Everyday Life ................................ 287Chapter 16: Dating and Family Life .............................................................................. 289
Chapter 17: Scrum for Life Goals ................................................................................. 311
Part VI: The Part of Tens .......................................... 329Chapter 18: Ten Steps to Transition to Scrum ........................................................... 331
Chapter 19: Ten Pitfalls to Avoid ................................................................................. 343
Chapter 20: Ten Key Benefi ts of Scrum ....................................................................... 347
Chapter 21: Ten Key Metrics for Scrum ...................................................................... 355
Chapter 22: Ten Key Resources for Scrum ................................................................. 363
Index ...................................................................... 367
Table of ContentsIntroduction ................................................................. 1
About This Book .............................................................................................. 1Foolish Assumptions ....................................................................................... 2Conventions Used in This Book ..................................................................... 2Icons Used in This Book ................................................................................. 4Beyond the Book ............................................................................................. 4Where to Go from Here ................................................................................... 5
Part I: Getting Started with Scrum ................................. 7
Chapter 1: The Basics of Scrum. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9The Bird’s Eye Basics ...................................................................................... 9
A roadmap to value ............................................................................. 10A simplifi ed scrum overview .............................................................. 12Scrum teams ......................................................................................... 13Governance ........................................................................................... 14Scrum Framework ................................................................................ 14
The Feedback Feast ....................................................................................... 17Agile Roots ...................................................................................................... 17
Three pillars of improvement ............................................................ 18One Agile Manifesto ............................................................................. 19Twelve agile principles ....................................................................... 20Three platinum principles .................................................................. 21
The Five Scrum Values .................................................................................. 25Commitment ......................................................................................... 25Focus ..................................................................................................... 26Openness .............................................................................................. 26Respect .................................................................................................. 26Courage ................................................................................................. 27
Part II: Running a Scrum Project ................................. 29
Chapter 2: The First Steps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .31Getting Your Scrum On ................................................................................. 32
Show me the money ............................................................................ 32I want it now ......................................................................................... 34We’re not sure what we want ............................................................. 34Is that bug a problem? ......................................................................... 35Your company’s culture...................................................................... 35
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The Power in the Product Owner ................................................................ 36Why Product Owners Love Scrum .............................................................. 38The Company Goal and Strategy — Stage 1 ............................................... 39
Structuring your vision ....................................................................... 40Finding the crosshairs ......................................................................... 42
The Scrum Master ......................................................................................... 42Why Scrum Masters Love Scrum ................................................................. 45Cool Common Roles Outside of Scrum ....................................................... 46
Stakeholders ......................................................................................... 46Scrum mentor ....................................................................................... 48
Chapter 3: Planning Your Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .49The Product Roadmap — A Common Practice, Stage 2 ........................... 49
Take the long view ............................................................................... 50Steps to creating your product roadmap ......................................... 52
When to Break It Down ................................................................................. 55Decomposition Defi nitions ........................................................................... 56Your Product Backlog ................................................................................... 58
The dynamic to‐do list ........................................................................ 59Product backlog refi nement ............................................................... 60Other possible backlog items ............................................................. 63
Product Backlog Common Practices ........................................................... 64User stories ........................................................................................... 64INVEST ................................................................................................... 67Break it down even more .................................................................... 67
Chapter 4: The Talent and the Timing. . . . . . . . . . . . . . . . . . . . . . . . . . . .69The Development Team ................................................................................ 69
The uniqueness of scrum development teams ................................ 70Dedicated teams and cross‐functionality ......................................... 71Self‐organizing and self‐managing ...................................................... 73Colocating or the nearest thing ......................................................... 75
Getting the Edge on Backlog Estimation .................................................... 76Your Defi nition of Done ................................................................................ 77Common Practices for Estimating the End ................................................ 79
Fibonacci numbers and story points ................................................ 80Velocity ................................................................................................. 86
Chapter 5: Release and Sprint Planning . . . . . . . . . . . . . . . . . . . . . . . . .89Release Plan Basics — Stage 3 ..................................................................... 90
Prioritize, prioritize, prioritize ........................................................... 92Release goals ........................................................................................ 93Release sprints ..................................................................................... 94Release plan in practice ...................................................................... 95
ix Table of Contents
Sprinting to Your Goals ................................................................................ 96Sprints defi ned ..................................................................................... 97Planning sprint length ......................................................................... 97Following the sprint life cycle ............................................................ 99
Planning Your Sprints — Stage 4 ............................................................... 101Sprint goals ......................................................................................... 102Phase I ................................................................................................. 103Phase II ................................................................................................ 103
Your Sprint Backlog .................................................................................... 104Capacity for backlog .......................................................................... 106Working the sprint backlog .............................................................. 108Sprint prioritization ........................................................................... 110
Chapter 6: Getting the Most Out of Sprints . . . . . . . . . . . . . . . . . . . . . .111The Daily Scrum — Stage 5 ........................................................................ 111
What’s a daily scrum? ....................................................................... 112What’s achieved in a daily scrum? .................................................. 114
Team Task Board ......................................................................................... 116Swarming............................................................................................. 118
The Sprint Review — Stage 6 ..................................................................... 121The sprint review process ................................................................ 122Stakeholder feedback ........................................................................ 123Product increments ........................................................................... 124
The Sprint Retrospective — Stage 7 ......................................................... 125The sprint retrospective process .................................................... 126
Part III: Scrum for Industry ....................................... 131
Chapter 7: Software Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . .133It’s a Natural Fit ............................................................................................ 134Software Flexibility and Refactoring ......................................................... 136
Release often and on demand .......................................................... 137Customize your release sizes ........................................................... 137Inspect and adapt as you release .................................................... 138
Embracing Change ....................................................................................... 138Development team challenges ......................................................... 139Aligning business with technology .................................................. 139Up‐front engineering .......................................................................... 141Emergent architecture ...................................................................... 143
Applications in Software ............................................................................. 143Video game development ................................................................. 144Clouds and services........................................................................... 148Customization projects ..................................................................... 149
x Scrum For Dummies
Chapter 8: Tangible Goods Production. . . . . . . . . . . . . . . . . . . . . . . . . .151The Fall of Waterfall .................................................................................... 152Construction ................................................................................................ 153
Getting the best in bids ..................................................................... 153Scrum roles in construction ............................................................. 154Customer involvement ...................................................................... 155The subcontractor dilemma ............................................................. 156Worker safety ..................................................................................... 157
Flyover Construction in Bangalore ........................................................... 158Scrum Home Building .................................................................................. 159Manufacturing .............................................................................................. 161
Lean and mean with Toyota ............................................................. 161Survival of the fastest to market ...................................................... 162Maximizing shareholder value ......................................................... 162Strategic capacity management ....................................................... 163Intel ...................................................................................................... 163
Hardware Development .............................................................................. 164Early identifi cation of high‐risk requirements ............................... 164Live hardware development ............................................................. 165
Chapter 9: Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .167Healthcare and Scrum ................................................................................. 167
R&D speed to market ........................................................................ 169Reducing mistakes, increasing quality ............................................ 170Cost cutting ........................................................................................ 172All those regulations! ......................................................................... 174Electronic healthcare records.......................................................... 174Medical device manufacturing and safety ...................................... 176GE Healthcare ..................................................................................... 177
Education and Scrum .................................................................................. 178Challenges in Education Today ................................................................. 179
Curriculum scope increase ............................................................... 179Moving low‐performing students upward ...................................... 181Increasing student‐to‐teacher ratios ............................................... 182
Scrum in the Classroom .............................................................................. 182How one teacher approaches scrum .............................................. 184eduScrum ............................................................................................ 185Blueprint ............................................................................................. 186
The Military and Law Enforcement ........................................................... 187Cybersecurity and warfare ............................................................... 188Scrum and the FBI .............................................................................. 189
Chapter 10: Publishing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .191The Iterative Angle ...................................................................................... 192
Inspection, adaptation, and refactoring.......................................... 192Applying scrum .................................................................................. 194
xi Table of Contents
News Media and Scrum ............................................................................... 196The news media scrum team............................................................ 199Sprint fl exibility .................................................................................. 200
Part IV: Scrum for Business Functions ........................ 201
Chapter 11: IT Management and Operations. . . . . . . . . . . . . . . . . . . . .203Big Data and Large‐Scale Migration ........................................................... 204
Data warehouse project management ............................................ 205Enterprise resource planning ........................................................... 207
The Service‐versus‐Control Conundrum .................................................. 210Security Challenges ..................................................................................... 211The Retiring‐Boomer Gap ........................................................................... 213Profi t‐and‐Loss Potential ............................................................................ 214Innovation versus Stability ......................................................................... 215
DevOps ................................................................................................ 216Maintenance ....................................................................................... 217
Chapter 12: Portfolio Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . .221Portfolio Management Challenges ............................................................. 221
Scrum solutions ................................................................................. 224Startups ......................................................................................................... 226
Lean Startup ....................................................................................... 226Scaling Scrum ............................................................................................... 228
A vertical slicing overview ................................................................ 229Scrum of scrums ................................................................................ 230Scaled Agile Framework (SAFe) ....................................................... 233Large‐Scale Scrum (LeSS) ................................................................. 239
Chapter 13: Human Resources and Finance . . . . . . . . . . . . . . . . . . . . .243Human Resources and Scrum .................................................................... 243Creating the Right Culture .......................................................................... 244
HR and existing organization structures ........................................ 246HR and scrum in hiring ..................................................................... 248Performance reviews ......................................................................... 250
Parexel Informatics ..................................................................................... 252Finance .......................................................................................................... 254
Incremental funding........................................................................... 255Statements of position (SOP) ........................................................... 257Scrum and budgets ............................................................................ 258
xii Scrum For Dummies
Chapter 14: Business Development . . . . . . . . . . . . . . . . . . . . . . . . . . . .259Scrum and Marketing .................................................................................. 259
Marketing evolution........................................................................... 260Using scrum in marketing ................................................................. 262
Scrum in Action ........................................................................................... 263Carsurfi ng............................................................................................ 263CafePress ............................................................................................ 264Xerox ................................................................................................... 265
Scrum for Sales ............................................................................................ 267The scrum solution ............................................................................ 268The scrum sales process .................................................................. 270iSense Prowareness ........................................................................... 272
Chapter 15: Customer Service . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .275The Most Crucial Stakeholder ................................................................... 276
The service conundrum .................................................................... 276Scrum and Customer Service ..................................................................... 278
Inspect and adapt through feedback .............................................. 279Customer service product backlog ................................................. 280Customer service defi nition of done ............................................... 281Inspect and adapt in practice ........................................................... 282
Scrum in Action ........................................................................................... 284
Part V: Scrum for Everyday Life ................................. 287
Chapter 16: Dating and Family Life . . . . . . . . . . . . . . . . . . . . . . . . . . . . .289Finding Love with Scrum ............................................................................ 290
Setting a vision ................................................................................... 291Dating in layers .................................................................................. 292Discovering companionship and scrum ......................................... 294Scrum and dating ............................................................................... 295Win as a team ..................................................................................... 296Focusing fi nds love; multitasking fi nds chaos ................................ 297
Planning Your Wedding Using Scrum ....................................................... 299Families and Scrum ..................................................................................... 300
Setting family strategy and project visions .................................... 301Planning and setting priorities ......................................................... 302Family communication using scrum ............................................... 305Inspect and adapt for families .......................................................... 307Making chores fun and easy ............................................................. 308
xiii Table of Contents
Chapter 17: Scrum for Life Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .311Getting to Retirement .................................................................................. 311
Saving for emergencies ..................................................................... 312Building retirement ............................................................................ 313Securing fi nancial freedom ............................................................... 314
Achieving Weight Goals .............................................................................. 315Keeping Life Balance ................................................................................... 317Planning Travel ............................................................................................ 319Studying ........................................................................................................ 322
Early learning ..................................................................................... 322Graduating from high school............................................................ 324Achieving in college ........................................................................... 326
Part VI: The Part of Tens ........................................... 329
Chapter 18: Ten Steps to Transition to Scrum. . . . . . . . . . . . . . . . . . . .331Step 1: Conduct an Audit ............................................................................ 331
Implementation strategy ................................................................... 331Step 2: Identify and Recruit Talent ............................................................ 332Step 3: Ensure Proper Training .................................................................. 333Step 4: Mobilize a Transition Team ........................................................... 333Step 5: Identify Pilot Project ....................................................................... 335Step 6: Maximize Environment Effi ciency ................................................. 336Step 7: Reduce Single Points of Failure ..................................................... 337Step 8: Establish Defi nition of Done .......................................................... 337Step 9: Kick Off Pilot Project ...................................................................... 337Step 10: Inspect, Adapt, Mature, and Scale .............................................. 338
Inspect and adapt sprint 1 ................................................................ 339Maturity ............................................................................................... 339Scale virally ......................................................................................... 340
Chapter 19: Ten Pitfalls to Avoid . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .343Faux Scrum (Cargo Cult Agile and Double Work Agile) .......................... 343Lack of Training ........................................................................................... 344Ineffective Product Owner .......................................................................... 344Lack of Automated Testing ........................................................................ 344Lack of Transition Support ......................................................................... 345Inappropriate Physical Environment ........................................................ 345Poor Team Selection ................................................................................... 345Discipline Slips ............................................................................................. 346Lack of Support for Learning ..................................................................... 346Diluting until Dead ....................................................................................... 346
xiv Scrum For Dummies
Chapter 20: Ten Key Benefi ts of Scrum . . . . . . . . . . . . . . . . . . . . . . . . .347Better Quality ............................................................................................... 347Decreased Time to Market ......................................................................... 348Increased Return on Investment ............................................................... 348Higher Customer Satisfaction .................................................................... 349Higher Team Morale .................................................................................... 349Increased Collaboration and Ownership .................................................. 350More Relevant Metrics ................................................................................ 351Improved Progress Visibility and Exposure ............................................ 352Increased Project Control .......................................................................... 353Reduced Risk ................................................................................................ 353
Chapter 21: Ten Key Metrics for Scrum . . . . . . . . . . . . . . . . . . . . . . . . .355Sprint Goal Success Rates .......................................................................... 355Defects .......................................................................................................... 356Time to Market ............................................................................................. 357Return on Investment ................................................................................. 358Capital Redeployment ................................................................................. 359Satisfaction Surveys .................................................................................... 360Team Member Turnover ............................................................................. 360Project Attrition ........................................................................................... 361Skill Versatility ............................................................................................. 361Manager:Creator Ratio ................................................................................ 362
Chapter 22: Ten Key Resources for Scrum. . . . . . . . . . . . . . . . . . . . . . .363Scrum For Dummies Cheat Sheet .............................................................. 363Scrum Alliance® ........................................................................................... 363Scrumguides.org .......................................................................................... 364Scrum.org ..................................................................................................... 364ScrumPLoP ................................................................................................... 365Scaled Agile Framework® (SAFe®) ............................................................. 365LeSS ............................................................................................................... 365InfoQ .............................................................................................................. 365Scrum Development Yahoo! Group ........................................................... 366Platinum Edge .............................................................................................. 366
Index ....................................................................... 367
Introduction
Welcome to Scrum For Dummies. Scrum is an agile project -management framework with proven results in decreasing time to market 30 to 40
percent, improving product quality, and heightening customer satisfaction — all this while lowering costs from 30 to 70 percent. Scrum accomplishes all this through integration of business and development talent, improved com-munication models, increased performance visibility, regular customer and stakeholder feedback, and an empirically based inspect‐and‐adapt mentality. Even the most complex project can be managed more effectively using scrum to increase your bottom line.
About This Book My goal is to demonstrate explicitly how scrum can be used for any project — not just software development. As with my Agile Project Management For Dummies (published by John Wiley & Sons, Inc.), this book is intended to be a field manual for the application of scrum in real‐world situations. While I cover scrum fundamentals in detail, this book also delves into how to actually get out and experience its amazing benefits.
Scrum itself is easy to explain, but often the application is difficult. Old habits and organizational mind‐sets need to be shifted, and new ways embraced. For this reason, I ’ ve included success stories so that you can see how scrum can fit into your unique situation.
The main thrust of understanding scrum lies in the three roles, three artifacts, and five events that form its foundation. While I cover these thoroughly, I also include common practices from myself and others in the field. From there you can choose what will work best for your project.
Several books on scrum already exist, but the one you hold in your hands dif-fers in its practicality. I have over a decade of experience with agile methods and scrum, and I bring this to you in a practical guide. You don ’ t need to be a rocket scientist or a whiz programmer; all you need is a project and a passion to get it done in the best way possible. I give you examples from Fortune 100 companies all the way down to a family organizing their vacation.
2 Scrum For Dummies
I focus on the steps necessary to get scrum ’ s magic working for you. My audi-ence ranges from code programmers to sales professionals to product manu-facturers to executives to mid‐tier management — and to stay‐at‐home moms who want a more organized household.
If you ’ re in the IT industry, you have probably heard the terms agile and/or scrum. Maybe you ’ ve even worked within a scrum environment but want to improve your skills in this area and bring others in your firm along with you. If you are not in IT, you might have heard that scrum is a great way to run projects. You are right! Perhaps it ’ s all new and you ’ re just searching for a way to make your project more accessible; or you have a great idea burn-ing inside and just don ’ t know how to bring it to fruition. Whoever you are, an easy way exists to run your project, and it ’ s called scrum. Within these pages, I show you how.
Foolish Assumptions Scrum itself isn ’ t technical. In fact, its basic tenets are common sense. However, in many cases, I ’ ve wrapped this information within the world of technology and have used technical terms to help explain this. Where useful, I ’ ve defined these.
I also cover common practices from scrum experts throughout the world. You can learn so much from others who use this framework in a seemingly limitless spectrum of projects.
Scrum falls under an umbrella of project management called agile project man-agement. Neither scrum nor agile practices is a proper noun. Scrum is a frame-work for organizing your work, while agile is an adjective used to describe a wide variety of practices that conform to the values of the Agile Manifesto and to the 12 Agile Principles. Scrum and agile are not identical or interchangeable, but you frequently see them written in many sources, especially online, inter-changeably. In this book, you will see terminology from both descriptions, because scrum is a frequently used subset of agile practices.
Conventions Used in This Book If you do an online search, you will see the words agile and scrum, differ-ent roles, meetings, and documents; and various agile methodologies and frameworks, including scrum, capitalized. I shied away from this practice for a couple of reasons.
3 Introduction
To start, none of these items are really proper nouns. Agile is an adjective that describes a number of items in project management: agile projects, agile teams, agile processes, and so on. But it is not a proper noun, and except in chapter or section titles, you will not see me use it that way.
For readability, I did not capitalize agile‐related roles, meetings, and docu-ments. Such terms include agile project, product owner, scrum master, devel-opment team, user stories, product backlog, and more. You may, however, see these terms capitalized in places other than this book.
Some exceptions exist. The Agile Manifesto and the Agile Principles are copy-righted material. The Agile Alliance, Scrum Alliance, and Project Management Institute are professional organizations. A Certified ScrumMaster and a PMI‐Agile Certified Practitioner are professional titles.
Scrum For Dummies has six parts. Each part focuses on a different aspect of scrum and utilizing scrum in project management:
✓ In Part I, I show you the basics of scrum and its origin. I define concepts and important terminology as well as introduce the difference between scrum and common practices in scrum.
✓ In Part II, I show you how to get a project started using scrum. You get a look into how the three roles, three artifacts, and five events are broken down and get introduced to some common successful practices. You will discover release and sprint planning and find out how to estimate requirements.
✓ In Part III, I tell you how scrum is applied in industries such as software, manufacturing, construction, healthcare, and education and give con-crete examples of success. You find out how scrum can address chal-lenges specific to each industry.
✓ In Part IV, I show you how scrum is helping transform the business world. You see how scrum is used in large‐scale organizations. You see how scrum is not just an individual unit or only in one company depart-ment but how using scrum can be incorporated across an entire organi-zation from human resources to finance to business development and to customer service.
✓ In Part V, I help you to identify the universality of scrum outside of the business world and applied to daily life. You discover how scrum can be used to find love and for families, as well as how to use the framework of scrum for life goals.
✓ In Part VI, I introduce you to proven tips, metrics, and resources for making a successful transition to scrum and describe useful information to continue your journey in implementing scrum.
4 Scrum For Dummies
Icons Used in This Book The following icons in the margins indicate highlighted material that I thought would be of interest to you. Next, I describe the meaning of each icon that is used in this book.
Tips are ideas that I would like you to take note of. This is usually practical advice that you can apply for that given topic.
This icon is less common than the others in this book. The intent is to save you time by bringing to your attention some common pitfalls that you are better off avoiding.
If you don’t care too much about the technical stuff, you can easily skip these paragraphs and you won’t miss much. If the technical stuff is your thing, you may find these sections fascinating.
This is something that I would like you to take a special note of. This is a con-cept or idea that I thought was important for you know and remember. An example of this would be a best practice that I think is noteworthy.
Beyond the Book A lot of extra content that is not in this book is available at www.dummies.com . Go online to find the following:
✓ Online articles covering additional topics at
http://www.dummies.com/extras/scrum
Here you will find articles, blogs, and other information regarding the implementation and experience of scrum.
✓ The Cheat Sheet for this book is at
www.dummies.com/cheatsheet/scrum
Here you’ll find the major highlights for understanding the scrum framework.
✓ Updates to this book, if any, are also available at
http://www.dummies.com/extras/scrum
5 Introduction
Where to Go from Here To start getting scrum working for you, you can begin applying scrum on smaller projects to get the feel, and before you know it, you ’ ll be handling your most important ones in the same way. This book is applicable to a diverse set of readers and is organized in a way that will allow you to navi-gate it by finding specific areas of interest that are relevant to you. Each chapter can be a reference to you at any time you have a technical question or want to see an example of scrum in real life.
✓ If you are new to scrum, begin with Chapter 1 to understand introduc-tory concepts and terminology; then work your way through Chapter 6 to find out about the entire framework. Then, as you continue on past Chapter 6 , you’ll see how to apply scrum in any situation.
✓ If you are already familiar with scrum and want to find out more about how it applies to many industries, check out Chapters 7 through 10 and read about scrum being practiced in a variety of industries.
✓ If you are a product owner, scrum master, or business leader and want to know more about scrum on a larger scale, start by reading Chapter 12 and all of Part VI for valuable resources.
✓ If you are familiar with scrum and want to know how it can help you address daily life, read Chapters 16 and 17 to get inspiration and examples.
Part I
Getting Started with Scrum
Visit www.dummies.com for great Dummies content online.
In this part . . . ✓ Connecting scrum with the principles of agile project
management.
✓ Using constant feedback through transparency and quantification to elevate success rates of projects.
✓ Becoming tactically flexible to create strategic stability.
✓ Visit www.dummies.com for great Dummies content online.
The Basics of Scrum In This Chapter
▶ Seeing essential scrum principles
▶ Identifying useful scrum values and structure
At its barest, scrum is an empirical exposure model, which means knowl-edge is gained from real‐life experience, and decisions are made based
on that experience. It ’ s a way of organizing your project — whether it be releasing a new smartphone or coordinating your daughter ’ s fifth‐grade birth-day party — to expose whether your approach is generating intended results in reality. If you need to get it done, scrum provides a structure for increased efficiency and faster results.
Within scrum, common sense reigns. You focus on what can be done today, with an eye toward breaking future work into manageable pieces. You can immediately see how well your development methodology is working, and when you find inefficiencies in your approach, scrum allows you to act on them by making adjustments with clarity and speed.
While empirical exposure modeling goes back to the beginning of time in the arts — in sculpting, for example, you chisel away, check the results, make any adaptations necessary, and chisel away some more — its modern‐day usage stems from computer modeling. The empirical exposure model means observ-ing or experiencing actual results, rather than simulating them based on research or a mathematical formula. You then make decisions based on these experiences. In scrum, you break down your project into actionable chunks and then observe your results every step of the way. This allows you to imme-diately make the changes necessary to keep you on the best track possible.
The Bird ’ s Eye Basics Scrum is not a methodology. It isn ’ t a paint by the numbers and end up with a product approach; it’s a simple framework for clearly defining roles and orga-nizing your actionable work so you are more effective in prioritizing work
Chapter 1
10 Part I: Getting Started with Scrum
and more efficient in completing work selected. Frameworks are less pre-scriptive than methodologies and provide appropriate amounts of flexibility for additional processes, structures, and tools that complement them. When this approach is used, you can clearly observe and adopt complementary methods and practices and quickly determine whether you are making real, tangible progress. You create tested, usable results within weeks, days, or in some cases, hours.
Like building a house brick by brick, scrum is an iterative, incremental approach. It gives you early empirical evidence of performance and quality. Roles are distinct and self‐ruling, with individuals and teams being given the freedom and tools to get the job done. Lengthy progress reports, redundant meetings, and bloated management layers are nonexistent. If you just plain want to get the job done, scrum is the approach to use.
Scrum is a term from the rough and tumble game of rugby. Huddles or scrums are formed with the forwards from one side interlocking their arms, heads down, and pushing against the forwards from the opposing team, also inter-locking arms, heads down. The ball is then thrown into the midst of this tightly condensed group of athletes. Although each team member plays a unique position, all play both attacking and defending roles, and work as a team to move the ball down the field of play. Like rugby, scrum also relies on talented people with varying responsibilities and domains working closely together in teams toward a common goal.
I want to emphasize, and have written two‐thirds of this book on, an over-looked concept of scrum — its absolute versatility. For those who know of scrum, they commonly think it’s customized for software, IT, tech stuff. But that ’ s the tip of the scrumberg. Absolutely any project — large, small, tech, artistic, social, personal — all can be productively placed within the scrum framework. In Chapters 7 – 17 , I show you how.
A roadmap to value Throughout this book, I discuss techniques that I and other scrum practitio-ners apply as common practice extensions to scrum. These complement, not replace, the scrum framework. I point out the differences when they occur. Each common practice I include has been tried and tested by me and others and are those I can recommend — but always with the clear understanding that these are outside of scrum and choices for you to make in your own situation.
As a model, I call this aggregation of scrum and vetted common practices the “roadmap to value.” It consists of seven stages that walk you through the
11 Chapter 1: The Basics of Scrum
vision stage of your project all the way through to the task level and back again in a continual process of inspection and adaptation. In other words, the stages help you see what it is you want to achieve, and then have you pro-gressively break it down into pieces through an efficient cycle that leads to real results every day, week, and month.
You know that billion‐dollar idea that ’ s been lurking in the back of your head for years? Follow the seven stages. They ’ ll show you the feasibility and fallacy of it and where to make your improvements — step by step, piece by piece.
Figure 1-1 is a holistic view of the roadmap to value.
From this chart you can easily see how you begin with the vision, work through planning, and then enter the cyclical world of sprints, reviews, and retrospectives.
Figure 1-1: The seven
stages in the roadmap
to value.
12 Part I: Getting Started with Scrum
A simplified scrum overview The process of scrum is simple and circular, with a constant element of inspection and adaptation:
✓ A ruthlessly ordered to‐do list — called a product backlog — is created and maintained.
✓ Top‐priority items are selected for a fixed, regular, time box — called a sprint — within which the scrum team strives for a predetermined and mutually agreed upon goal.
Figure 1-2 gives a visual depiction of scrum.
The scrum process allows you to adapt quickly to changing market forces, technological constraints, regulations, new innovations, and most anything else you can think of. It ’ s the ongoing process of working on the highest‐ priority items to completion that holds the key. Each of these highest‐priority items gets fully developed and tested through the following steps:
✓ Requirement elaboration
✓ Design
✓ Development
✓ Comprehensive testing
✓ Integration
✓ Documentation
✓ Approval
The seven steps to fully build the scope of each requirement is done with every single item. Every requirement taken on during a sprint, no matter how small or large, is fully built out, tested, and approved or rejected.
Figure 1-2: A simplified overview of the different
events and cycles of
scrum.
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When a requirement is accepted and therefore deemed “shippable,” you will know that it works. Hope and guesswork are taken out of the equation and replaced with reality. You tangibly build your product, increment by incre-ment, and showcase these tangible increments to stakeholders for feedback. This feedback generates new requirements that are placed in the product backlog and prioritized against existing known work.
What ’ s more important, efficiency or effectiveness? Hands down, it ’ s effec-tiveness. Don ’ t worry about efficiency until you ’ ve figured out how to be effective. A very efficient development team working on the wrong things is a waste of time. However, a super‐effective development team can easily learn efficiency. Always work on the right things first.
“There is nothing so useless as doing efficiently that which should not be done at all.” —Peter F. Drucker
The scrum cycle is run again and again. With the constant flow of feedback and emphasis on only developing those items of the highest priority, you not only better reflect what your customers are looking for, but you also deliver it to them faster and with higher quality.
Scrum teams No matter the scope of your scrum project, your scrum team will have simi-lar characteristics. The size of the development team will vary somewhat, but the roles remain the same. I go over each specific role in detail throughout this book. Figure 1-3 gives a visual representation of the scrum team.
Figure 1-3: The scrum
team has the develop-
ment team at the core.
14 Part I: Getting Started with Scrum
The heart of the scrum team is the development team. These are the folks who work together to create the product itself. They work directly with a product owner and scrum master. Although I go over both of those roles in detail, suffice it to say that their jobs are to help align business and devel-opment priorities for the organization and to eliminate distractions for the development team so that they can focus on their job — developing!
Stakeholders are not scrum roles, but I include them because they impact your project even though their necks aren ’ t on the line. They can be internal or external. Marketing, legal, infrastructure team and especially customers are examples. But the scrum team itself holds the ultimate level of account-ability. As a team, they figure out how to achieve their objectives within the environment that they find themselves.
Governance Scrum has three roles, and each is equal in status yet separate and indepen-dent in function. Each of these three roles has a defined purpose directly designed to enhance the productivity of the team as a whole:
✓ Product owner: the what and the when (not how much)
✓ Development team: the how and the how much
✓ Scrum master: the process
The creators of scrum didn ’ t happen on these roles by chance, but rather through years of experience working with all kinds of project teams. They ’ ve seen the good, the bad, and the ugly combinations and found that the best results came from these three pillars of success.
I prefer each scrum role full‐time and dedicated solely to the scrum team ’ s project. No thrashing your team members across several different projects, and no part‐time players. How many major league football teams have part‐time players or those who play for more than one football team at once? None that are successful.
In scrum, no single person or role is above another. Everyone is a peer; no one is a boss or underling. “We” is the operative word rather than “I.”
Scrum Framework Scrum is a framework rather than a methodology. It provides clarity of responsibilities through roles, visibility through artifacts, and opportuni-ties for inspection and adaptation through its events. Within this structure,
