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Scrum 101

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Scrum 101 Learning Objectives:
1. Waterfall project methodology basics - what is waterfall and where did it come from?
2. Agile umbrella practices and frameworks - what is agile? what isn't agile? Where does Scrum fit in?
3. Scrum empirical theory - emperical vs. theoretical
4. Parts of the Scrum framework - roles, events / ceremonies, artifacts and rules
5. Features of cultures that use Scrum

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Scrum 101

  1. 1. Scrum 101
  2. 2. We are driven by helping teams and individuals be the best they can be. We do this through introducing and living agile, people focused practices.
  3. 3. Chris Daily Experiences across multiple industries focused in Agile Transformations and Software Development. Led teams in start- ups to Fortune 500 companies. Tana Linback Background focused on the people and organizational culture that are the foundation of business and Agility. Unique combination of work in software development and human resources leadership.
  4. 4. © 2016 beLithe, LLC Agenda SCRUM 101 LEARNING OBJECTIVES • Waterfall project methodology basics • Agile umbrella practices and frameworks • Scrum empirical theory • Parts of the Scrum framework • Features of cultures that use Scrum Waterfall Basics Scrum Overview Roles 01 02 Events Artifacts Rules Parts of Scrum03 Features of Cultures that use Scrum04
  5. 5. Waterfall A traditional approach to project management.
  6. 6. © 2016 beLithe, LLC History of Waterfall Project Management Project management processes were developed based on step-by-step manufacturing models the United States military used during World War II. Waterfall process developed from highly structured physical environments where after- the-fact changes are prohibitively costly, if not impossible. PhotoCourtesyofflintgm100.com PhotoCourtesyofthwapschoolyard.com
  7. 7. © 2016 beLithe, LLC Requirements Design Development Testing Deployment In the waterfall method to managing projects, you complete work in stages. You do not move to another stage until you have completed the work in the previous stage. Waterfall Process
  8. 8. © 2016 beLithe, LLC Waterfall Project Stats 8 Standish Group 2014 CHAOS Report 16% completed on-time and on-budget 31% cancelled before they are finished 52% significant cost overruns
  9. 9. The problems with BDUF. (big design up front)
  10. 10. Welcome to Agile
  11. 11. © 2016 beLithe, LLC Agile TDD Kanba n XP RUP Crystal Scrum and a few more
  12. 12. © 2016 beLithe, LLC More prescriptive / more rules to follow More adaptive / fewer rules to follow KanbanXPRUP Scrum 120 13 9 3 The Sweet Spot
  13. 13. Scrum Overview
  14. 14. © 2016 beLithe, LLC vv Definition of Scrum (n): A framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value. Scrum is Scrum isScrum is lightweight.simple to understand. difficult to master.
  15. 15. © 2016 beLithe, LLC Learn as we go Plan for change Embrace Change Use, Inspect, Adapt Command and control Planning for what you expect to happen Enforcing the plan Using change control Scrum prefers to... overoveroverover Scrum Theory: Empirical vs. Theoretical
  16. 16. © 2016 beLithe, LLC Sequential vs. Overlapping Work Requirements Design Code Test 4 weeks 4 weeks 4 weeks 4 weeks Time
  17. 17. © 2016 beLithe, LLC Flexibility on Scrum Projects Potential Change Potential Change Potential Change Potential Change Potential Change Potential Change Potential Change 2 Years – No Change 2 Week Increments
  18. 18. © 2016 beLithe, LLC Parts of the Scrum Framework Roles Events Artifacts Rules 01 02 03 04
  19. 19. Scrum Part 01: Roles
  20. 20. © 2016 beLithe, LLC Product Owner Scrum Master The Team Scrum Roles
  21. 21. © 2016 beLithe, LLC Scrum Master Protects the Team from organizational distractions Facilitates consensus building within the Team Shields the Team from external interferences Helps remove project impediments both reactively and proactively Acts as a process coach
  22. 22. © 2016 beLithe, LLC Product Owner Works with team to develop common understanding of requirements Single source of require- ments Owns product vision Prioritizes all work for the product Sets release schedule
  23. 23. © 2016 beLithe, LLC Scrum Team Key Feature #1 Self-Organizing Self-organizing teams choose how to best accomplish their work, rather than being directed by others outside the team The team model in Scrum is designed to optimize flexibility, creativity, and productivity Traditional Team’s tasks and work being directed by a manager
  24. 24. © 2016 beLithe, LLC Scrum Team Key Feature #2 Cross Functional Cross functional teams have all the competencies needed to accomplish the work without depending on others not part of the team Traditional Traditional teams are formed by function The team model in Scrum is designed to optimize flexibility, creativity, and productivity
  25. 25. © 2016 beLithe, LLC Self-organizing and self-managing: team members determine their own tasks (sprint backlog) and how they want to complete them. Team tracks and focuses on how the work gets accomplished. Cross-functional: team members are not tied to a single skillset. Members can be anyone who has the appropriate skills to meet the objectives of the sprint. Directly accountable for creating project deliverables. Ideally, team should be: 1. dedicated to one project for the duration of the project and 2. collocated. The Scrum Team
  26. 26. Scrum Part 02: Events
  27. 27. © 2016 beLithe, LLC Scrum Event Elements Minimizes meetings not defined in Scrum (aka more time to work) Designed to enable transparency and inspection Timeboxed = deadline = sense of urgency Create regularity through consistency Reduces complexity through predictability
  28. 28. © 2016 beLithe, LLC Scrum Events Sprint Planning Daily Scrum Sprint Review Sprint RetrospectiveThe Sprint
  29. 29. © 2016 beLithe, LLC Sprint Basics At the heart of Scrum is the Sprint Consistent iteration of time (timebox) where the team completes a specific group of tasks from start to finish. Timebox duration is consistent from sprint to sprint. Timeboxes vary from team to team between 2 to 4 weeks. Each Sprint can be thought of as a project. Like projects, Sprints are used to accomplish something. Each Sprint builds incrementally on the work of prior Sprints.
  30. 30. © 2016 beLithe, LLC Scrum Process
  31. 31. Scrum Part 03: Artifacts
  32. 32. © 2016 beLithe, LLC Scrum Artifacts Product Backlog01 02 03Sprint Backlog Product Increment 01 02 03 Lists all the work on a project Work to be completed in a sprint Shippable piece of product
  33. 33. Scrum Part 04: Rules
  34. 34. © 2016 beLithe, LLC DOACT CHECK PLAN PDCA William Edwards Deming“Cease dependence on mass inspection to achieve quality. Improve the process and build quality into the product in the first place”
  35. 35. Features of Cultures that use Scrum
  36. 36. © 2016 beLithe, LLC Servant Leadership Encourage Change Increased Collaboration Culture of Continuous Learning Focused on Client Delight Personal Ownership Features of Cultures that use Scrum
  37. 37. © 2016 beLithe, LLC Helpful Reference Material Sites & Organizations Scrum Alliance www.scrumalliance.org Scrum.org www.scrum.org Agile Alliance www.agilealliance.org Mountain Goat Software www.mountaingoatsoftware.com Leading Agile www.leadingagile.com beLithe www.beLithe.com Text Scrum: A Breathtakingly Brief and Agile Introduction Scrum: The Art of Doing Twice the Work in Half the Time Succeeding with Agile: Software Development Using Scrum
  38. 38. © 2016 beLithe, LLC Tana Linback www.beLithe.com Thank you, stay in touch! @CoachLinback tlinback@beLithe.com Chris Daily @Chris_Daily cdaily@beLithe.com Treating employees like adult humans might be common sense, but it is not common practice. - Jurgen Appelo
  39. 39. www.beLithe.com