1. Abhishek Kumar
B.Tech. 3rd Year
Computer Science and Engineering
Hindustan Institute of Technology and Management, Agra
Seminar on
2. Introduction
History of Scrum
Introduction to Agile
Scrum Framework
Scrum Roles
Events
ScrumArtifacts
Applications of Scrum
Advantages/Disadvantages
Conclusion
Index
3. Scrum is an iterative and incremental Agile software
Development Framework for managing product development.
Scrum is a management and control process that cuts through
complexity to focus on building software that meets business
needs.
Scrum adopts an empirical approach—accepting that the
problem cannot be fully understood or defined, focusing
instead on maximizing the team's ability to deliver quickly, to
respond to emerging requirements and to adapt to evolving
technologies and changes in market conditions.
Introduction
4. 1995
Design of a new method: Scrum by Jeff Sutherland & Ken Schwaber
Enhancement of Scrum by Mike Beedle & combination of Scrum with XP
1996
Introduction of Scrum at OOPSLA conference
2001
Publication “Agile Software Development with Scrum” by Ken Schwaber & Mike
Beedle
2005
Scrum and XP were the most popularAgile frameworks implemented
2009
Scrum is the single most popularAgile implementation.
With popularity there is criticism or frustration of failure in some cases
History of Scrum
5. Agile is SDLC model, a combination of iterative and
incremental process models with focus on process adaptability
and customer satisfaction by rapid delivery of working
software product.
In agile the tasks are divided to time boxes (small time frames)
to deliver specific features for a release.
The most popular agile methods include:
Rational Unified Process (1994), Scrum (1995), Crystal Clear, Extreme
Programming (XP) (1996), Adaptive Software Development(ASD),
Dynamic Systems Development Method (DSDM) (1995)
What is Agile ?
7. The Scrum framework consists of Scrum Teams and their
associated roles, events, artifacts, and rules.
Each component within the framework serves a specific purpose
and is essential to Scrum’s success and usage.
Sprint
The heart of Scrum is a Sprint, a time-box of two weeks or one month
during which a potentially releasable product increment is created.
A new Sprint starts immediately after the conclusion of the previous
Sprint.
In product development, a sprint is a set period of time during which
specific work has to be completed and made ready for review.
Scrum Framework
9. Roles
Product owner
The product owner defines what to do and in what order to
do it.
Product owners decide which features and functionality to
build and the order in which to build them.
The Product Owner is responsible for maximizing the value
of the product and the work of theTeam.
Scrum Framework
10. Roles
ScrumMaster
ScrumMasters act as coaches and facilitators to Scrum
teams, ensuring that the team and the rest of the
organization obtain optimum results from the Scrum
process.
The ScrumMaster is the keeper of the scrum process.
He/she is responsible for:
making the process run smoothly
removing obstacles that impact productivity
organizing and facilitating the critical meetings
Scrum Framework
11. Roles
TheTeam
The Team is self-organizing and cross-functional. That
means the team comprises of analysts, designers,
developers, testers, etc. as appropriate and as relevant to
the project.
Scrum Framework
13. Product Backlog
The Product Backlog lists all
features, functions, requirements,
enhancements, and fixes that
constitute the changes to be made
to the product in future releases.
Scrum Process Framework
14. Grooming
Product backlog grooming is made
up of the activities of writing and
refining, estimating, and prioritizing
product backlog items.
Scrum Process Framework
15. Sprint Planning
During sprint planning, a sprint
backlog is produced to help the
team acquire confidence that it can
deliver the committed product
backlog items.
Scrum Process Framework
16. Sprint Backlog
A prioritized list of tasks that the
team needs to complete during
the sprint.
The sprint backlog is a list of
stories the sprint team members
have agreed to complete for a
sprint.
Scrum Process Framework
17. Sprint Execution
The period of time during which
the development team performs
the tasks necessary to complete
the features selected during sprint
planning.
Scrum Process Framework
18. Daily Scrum
The Daily Scrum Meeting is a
15-minute meeting for the
Team, conducted daily to
quickly understand the work
since the last Daily Scrum
Meeting and create a plan for
the next 24 hours.
Scrum Process Framework
19. Potentially Shippable Product
It means completed to a high degree of
confidence and being of such quality that
the work could be shipped to end customers
at the end of a sprint.
Potentially Shippable = state of confidence.
Potentially Shippable =Validated learning
Potentially Shippable ≠ Shipped
Scrum Process Framework
20. Sprint Review
At the end of a sprint the team
demonstrates the functionality added
during the sprint.
During the Sprint Review, a presentation
of the increment that is getting released
is reviewed.
Scrum Process Framework
21. Sprint Retrospective
At the end of each sprint the team
participates in a retrospective meeting to
reflect on the sprint that is ending and
identify opportunities to improve in the
new sprint.
The scrum master and team members
discuss the work completed and
demonstrate the completed work to the
product owner.
Scrum Process Framework
22. Commercial software
In-house development
Contract development
Financial applications
ISO 9001-certified applications
Embedded systems
Video game development
Applications of Scrum
Websites
Satellite-control software
Handheld software
Mobile phones
Network switching applications
ISV applications
23. Advantages
It provides customer satisfaction by
optimizing turn around time and
responsiveness to requests
Increase the quality
Provide better estimates while
spending less time creating them
Scrum is fast, quick and can adapt
changes easily
Never changes the schedule, or
Sprint
Work estimates are much easier
Work proceeds and completes more
logically
Advantages/Disadvantages of Scrum
Disadvantages
It’s hard!
Documentation is very less
Team members dedication is very
important
Team work is highly essential
If team members does not
cooperate well, the project will
face failure
Scrum doesn’t fix anything: the
team has to do it
Bad products will be delivered
sooner, and doomed projects will
fail faster
25. Agile and Scrum are not the same.
Scrum is advised to teams with experienced team members as the
Framework requires great collaboration and self-organization as
well.
If the Scrum rules are not followed strictly, a project can lead to
failure. Hence, it is necessary to have a proper understanding of
Scrum concepts among the entire team.
Evidence shows that scrum has gained popularity and will continue
in the many years to come.
Conclusion
The Product Owner is the sole person responsible for managing the Product Backlog.
The Product Owner is responsible for maximizing the value of the product and the work of the Team.
The Team size should be kept in the range from 5 to 9 people, if possible.
A team composed of a product owner, ScrumMaster, and development team that works on a Scrum development effort.
Fewer than five team members decrease interaction and results in smaller productivity gains. Having more than nine members requires too much coordination.
This figure depicts the whole process of the Scrum.
• Prioritized by the product
owner
• Reprioritized at the start of
This is the each sprint
This picture shows all of the grooming activities applied against a product backlog.
Sprint Planning Meeting is of duration of maximum of four hours for two weeks sprints and eight hours for one month Sprints. It is the responsibility of the Scrum Master to ensure that the meeting takes place and that all the required attendees are present and understand the purpose of the scheduled meeting.
Sprint Planning focuses on the following two questions:
What needs to be and can be delivered in the Sprint Increment?
How will the work needed for the execution of Sprint be achieved?
60 to 90 minutes or timeboxed to
be no more than 45 minutes per
week of sprint duration
60 to 90 minutes or timeboxed to
be no more than 45 minutes per
week of sprint duration