SLIDES LINK HTTPS://SOUND.ETI.PG.GDA.PL/STUDENT/MATERIALY.HTML -> PROJEKTOWANIE OPROGRAMOWANIA SYSTEMÓW
ON THE PREVIOUS LECTURE SPECIFICATION TYPES UNIFIED MODELING LANGUAGE WATERFALL MODEL
AGENDA HISTORY SCRUM VS WATERFALL SCRUM VALUES PROJECT CYCLE SCRUM TEAM SCRUM OVERVIEW
WHAT IS SCRUM? FRAMEWORK WITHIN WHICH PEOPLE CAN ADDRESS COMPLEX ADAPTIVE PROBLEMS, WHILE PRODUCTIVELY AND CREATIVELY DELIVERING PRODUCTS OF THE HIGHEST POSSIBLE VALUE SIMPLE FRAMEWORK FOR EFFECTIVE TEAM COLLABORATION ON COMPLEX PRODUCTS SCRUM IS: LIGHTWEIGHT SIMPLE TO UNDERSTAND DIFFICULT TO MASTER
WHERE IS SCRUM? EDUCATION HTTPS://WWW.MICHAELVIZDOS. COM/SCRUM-IN-SCHOOL.HTML WEDDING PLANNING HTTP://WWW.SCRUMYOURWED DING.COM/ CHURCH HTTPS://WWW.SCRUMINC.COM/ SCRUM-IN-CHURCH/ MARKETING HTTPS://UHURUNETWORK.COM/ AGILE-MARKETING-SCRUM/ HR HTTPS://WWW.SCRUM.ORG/RES OURCES/BLOG/AGILE-HR
HISTORY 1986 1995 2002 2009 The New Product Development Game article wroten by Hirotaka Takeuchi and Ikujiro Nonaka Ken Schwaber and Jeff Sutherland formalized the Scrum framework in the first published paper on Scrum at OOPSLA Ken Schwaber founded the Scrum Alliance with Mike Cohn and Esther Derby Ken left the Scrum Alliance and founded Scrum.org Scrum was introduced by Jeff Sutherland at Easel Corporation Manifesto for Agile Software Development Jeff Sutherland created his owncompan: Scrum.inc. The first Scrum Guide was published. 1993 2001 2006 2010
MANIFESTO FOR AGILE SOFTWARE DEVELOPMENT WE ARE UNCOVERING BETTER WAYS OF DEVELOPING SOFTWARE BY DOING IT AND HELPING OTHERS DO IT. THROUGH THIS WORK WE HAVE COME TO VALUE: Individuals and interactions Working software Customer collaboration Responding to change over over over over processes and tools comprehensive documentation contract negotiation following a plan THAT IS, WHILE THERE IS VALUE IN THE ITEMS ON THE RIGHT, WE VALUE THE ITEMS ON THE LEFT MORE.
WATERFALL VS SCRUM WATERFALL DEFINED MODEL DEMING CYCLE Requirements System Design Act Plan Implementation Integration and Testing Deployment of System Check Do Maintenance
WATERFALL VS SCRUM Requirements System Design Review Product Planning Implementation Integration and Testing Deployment of System Maintenance Product Analysis Design Coding Testing Release
SCRUM VALUES
SCRUM EVENTS SPRINT SPRINT PLANNING DAILY SCRUM SPRINT REVIEW SPRINT RETROSPECTIVE
SCRUM ARTIFACTS PRODUCT BACKLOG SPRINT BACKLOG INCREMENT
SCRUM CYCLE
WHAT IS SPRINT? TIME-BOX OF DURING WHICH A DONE, USEABLE, AND POTENTIALLY RELEASABLE PRODUCT INCREMENT IS CREATED A NEW SPRINT STARTS IMMEDIATELY AFTER THE CONCLUSION OF THE PREVIOUS SPRINT DURING THE SPRINT: NO CHANGES ARE MADE THAT WOULD ENDANGER THE SPRINT GOAL QUALITY GOALS DO NOT DECREASE SCOPE MAY BE CLARIFIED AND RE-NEGOTIATED BETWEEN THE PRODUCT OWNER AND DEVELOPMENT TEAM
PRODUCT BACKLOG
PRODUCT BACKLOG ORDERED LIST OF EVERYTHING THAT IS KNOWN TO BE NEEDED IN THE PRODUCT A PRODUCT BACKLOG IS DYNAMIC AND NEVER COMPLETE THE EARLIEST DEVELOPMENT OF IT LAYS OUT THE INITIALLY KNOWN AND BEST-UNDERSTOOD REQUIREMENTS EVOLVES AS THE PRODUCT AND THE ENVIRONMENT IN WHICH IT WILL BE USED EVOLVES
BACKLOG REINFORCEMENT CHANGE OF PRIORITETS ADD STORY POINTS ADD ELEMENTS REMOVE ELEMENTS SPLIT BIG ELEMENTS TO FEW SMALER
SPRINT PLANNING
SPRINT PLANNING WHAT CAN BE DELIVERED IN THE INCREMENT RESULTING FROM THE UPCOMING SPRINT? HOW WILL THE WORK NEEDED TO DELIVER THE INCREMENT BE ACHIEVED? WORK IS SELECTED FROM THE PRODUCT BACKLOG AND PULLED INTO THE SPRINT BACKLOG.
STORY POINTS A STORY POINT IS A RELATIVE UNIT OF MEASURE, DECIDED UPON AND USED BY INDIVIDUAL SCRUM TEAMS, TO PROVIDE RELATIVE ESTIMATES OF EFFORT FOR COMPLETING REQUIREMENTS HOW MUCH EFFORT A ITEM WILL REQUIRE, RELATIVE TO OTHER ITEMS
SPRINT BACKLOG
SPRINT BACKLOG SET OF PRODUCT BACKLOG ITEMS SELECTED FOR THE SPRINT PLAN FOR DELIVERING THE PRODUCT INCREMENT AND REALIZING THE SPRINT GOAL
DAILY SCRUM
DAILY SCRUM 15-MINUTE TIME-BOXED EVENT FOR THE DEVELOPMENT TEAM TO SYNCHRONIZE ACTIVITIES AND CREATE A PLAN FOR THE NEXT 24 HOURS OPTIMIZES THE PROBABILITY THAT THE DEVELOPMENT TEAM WILL MEET THE SPRINT GOAL HELD AT THE SAME TIME AND PLACE EACH DAY TO REDUCE COMPLEXITY IMPROVE COMMUNICATIONS, ELIMINATE OTHER MEETINGS, IDENTIFY IMPEDIMENTS TO DEVELOPMENT FOR REMOVAL, HIGHLIGHT AND PROMOTE QUICK DECISION-MAKING, AND IMPROVE THE DEVELOPMENT TEAM S LEVEL OF KNOWLEDGE
SCRUM TEAM
SCRUM TEAM PARTS OF SCRUM TEAM: DEVELOPMENT TEAM PRODUCT OWNER SCRUM MASTER
DEVELOPMENT TEAM TEAM CONSISTS OF PROFESSIONALS WHO DO THE WORK OF DELIVERING A POTENTIALLY RELEASABLE INCREMENT OF DONE PRODUCT AT THE END OF EACH SPRINT THEY ARE SELF-ORGANIZING TEAMS ARE CROSS-FUNCTIONAL SCRUM RECOGNIZES NO TITLES FOR DEVELOPMENT TEAM MEMBERS SCRUM RECOGNIZES NO SUB-TEAMS IN THE DEVELOPMENT TEAM MEMBERS MAY HAVE SPECIALIZED SKILLS AND AREAS OF FOCUS, BUT ACCOUNTABILITY BELONGS TO THE TEAM AS A WHOLE OPTIMAL TEAM SIZE IS SMALL ENOUGH TO REMAIN NIMBLE AND LARGE ENOUGH TO COMPLETE SIGNIFICANT WORK WITHIN A SPRINT
SCRUM MASTER SCRUM MASTER IS RESPONSIBLE FOR PROMOTING AND SUPPORTING SCRUM THE SCRUM MASTER IS A SERVANT-LEADER FOR THE SCRUM TEAM HELPS THOSE OUTSIDE THE SCRUM TEAM UNDERSTAND WHICH OF THEIR INTERACTIONS WITH THE SCRUM TEAM ARE HELPFUL AND WHICH AREN T HELPS EVERYONE CHANGE INTERACTIONS TO MAXIMIZE THE VALUE CREATED BY THE TEAM
SCRUM MASTER SERVICE TO THE PRODUCT OWNER ENSURING THAT GOALS, SCOPE, AND PRODUCT DOMAIN ARE UNDERSTOOD BY EVERYONE ON THE TEAM AS WELL AS POSSIBLE. FINDING TECHNIQUES FOR EFFECTIVE PRODUCT BACKLOG MANAGEMENT. HELPING THE SCRUM TEAM UNDERSTAND THE NEED FOR CLEAR AND CONCISE PRODUCT BACKLOG ITEMS. UNDERSTANDING PRODUCT PLANNING IN AN EMPIRICAL ENVIRONMENT. ENSURING THE PRODUCT OWNER KNOWS HOW TO ARRANGE THE PRODUCT BACKLOG TO MAXIMIZE VALUE. UNDERSTANDING AND PRACTICING AGILITY. FACILITATING SCRUM EVENTS AS REQUESTED OR NEEDED.
SCRUM MASTER SERVICE TO THE DEVELOPMENT TEAM COACHING THE DEVELOPMENT TEAM IN SELF-ORGANIZATION AND CROSS-FUNCTIONALITY. HELPING THE DEVELOPMENT TEAM TO CREATE HIGH-VALUE PRODUCTS. REMOVING IMPEDIMENTS TO THE DEVELOPMENT TEAM S PROGRESS. FACILITATING SCRUM EVENTS AS REQUESTED OR NEEDED. COACHING THE DEVELOPMENT TEAM IN ORGANIZATIONAL ENVIRONMENTS IN WHICH SCRUM IS NOT YET FULLY ADOPTED AND UNDERSTOOD.
SCRUM MASTER SERVICE TO THE ORGANIZATION LEADING AND COACHING THE ORGANIZATION IN ITS SCRUM ADOPTION; PLANNING SCRUM IMPLEMENTATIONS WITHIN THE ORGANIZATION; HELPING EMPLOYEES AND STAKEHOLDERS UNDERSTAND AND ENACT SCRUM AND EMPIRICAL PRODUCT DEVELOPMENT; CAUSING CHANGE THAT INCREASES THE PRODUCTIVITY OF THE SCRUM TEAM; AND, WORKING WITH OTHER SCRUM MASTERS TO INCREASE THE EFFECTIVENESS OF THE APPLICATION OF SCRUM IN THE ORGANIZATION.
SCRUM MASTER CERTIFICATION LEARNING PATCH: HTTPS://WWW.SCRUM.ORG/PATHWAY/SCRUM-MASTER PSM LEVEL I DEMONSTRATES A FUNDAMENTAL LEVEL OF SCRUM MASTERY. PSM LEVEL II DEMONSTRATES AN ADVANCED LEVEL OF SCRUM MASTERY. PSM LEVEL III DEMONSTRATES A DISTINGUISHED LEVEL OF SCRUM MASTERY.
PRODUCT OWNER THE SOLE PERSON RESPONSIBLE FOR MANAGING THE PRODUCT BACKLOG. PRODUCT BACKLOG MANAGEMENT INCLUDES: CLEARLY EXPRESSING PRODUCT BACKLOG ITEMS. ORDERING THE ITEMS IN THE PRODUCT BACKLOG TO BEST ACHIEVE GOALS AND MISSIONS. OPTIMIZING THE VALUE OF THE WORK THE DEVELOPMENT TEAM PERFORMS. ENSURING THAT THE PRODUCT BACKLOG IS VISIBLE, TRANSPARENT, AND CLEAR TO ALL, AND SHOWS WHAT THE SCRUM TEAM WILL WORK ON NEXT. ENSURING THE DEVELOPMENT TEAM UNDERSTANDS ITEMS IN THE PRODUCT BACKLOG TO THE LEVEL NEEDED.
SPRINT REVIEW
SPRINT REVIEW SPRINT REVIEW IS HELD AT THE END OF THE SPRINT TO INSPECT THE INCREMENT AND ADAPT THE PRODUCT BACKLOG DURING THE SPRINT REVIEW, THE TEAM AND STAKEHOLDERS COLLABORATE ABOUT WHAT WAS DONE IN THE SPRINT.
SPRINT REVIEW ELEMENTS ATTENDEES INCLUDE THE SCRUM TEAM AND KEY STAKEHOLDERS INVITED BY THE PRODUCT OWNER; THE PRODUCT OWNER EXPLAINS WHAT PRODUCT BACKLOG ITEMS HAVE BEEN DONE AND WHAT HAS NOT BEEN DONE ; TEAM DISCUSSES WHAT WENT WELL DURING THE SPRINT, WHAT PROBLEMS IT RAN INTO, AND HOW THOSE PROBLEMS WERE SOLVED; TEAM DEMONSTRATES THE WORK THAT IT HAS DONE AND ANSWERS QUESTIONS ABOUT THE INCREMENT; THE PRODUCT OWNER DISCUSSES THE PRODUCT BACKLOG AS IT STANDS; THE ENTIRE GROUP COLLABORATES ON WHAT TO DO NEXT; REVIEW OF HOW THE MARKETPLACE OR POTENTIAL USE OF THE PRODUCT MIGHT HAVE CHANGED WHAT IS THE MOST VALUABLE THING TO DO NEXT; REVIEW OF THE TIMELINE, BUDGET, POTENTIAL CAPABILITIES, AND MARKETPLACE FOR THE NEXT ANTICIPATED RELEASES OF FUNCTIONALITY AND CAPABILITY OF THE PRODUCT.
INCREMENT
INCREMENT INCREMENT IS THE SUM OF ALL THE PRODUCT BACKLOG ITEMS COMPLETED DURING A SPRINT AND THE VALUE OF THE INCREMENTS OF ALL PREVIOUS SPRINTS AT THE END OF A SPRINT, THE NEW INCREMENT MUST BE DONE THE INCREMENT IS A STEP TOWARD A VISION OR GOAL
DEFINITION OF DONE TEAM MUST HAVE A SHARED UNDERSTANDING OF WHAT IT MEANS FOR WORK TO BE COMPLETE.
SPRINT RETROSPECTIVE
SPRINT RETROSPECTIVE THE SPRINT RETROSPECTIVE OCCURS AFTER THE SPRINT REVIEW AND PRIOR TO THE NEXT SPRINT PLANNING DURING THE SPRINT RETROSPECTIVE, THE TEAM DISCUSSES: WHAT WENT WELL IN THE SPRINT WHAT COULD BE IMPROVED WHAT WILL WE COMMIT TO IMPROVE IN THE NEXT SPRINT
HOW TO MAKE FUN RETROSPECTIVE? HTTP://WWW.FUNRETROSPECTIVES.COM/
SPRINT TIMEBOXES Sprint time Sprint planning Daily SCRUM Sprint review Retrospective Percent time of sprint 1 week 2 hours 15 minutes 1 hour 45 minutes 14% 2 weeks 4 hours 15 minutes 2 hours 1.5 hour 14% 4 weeks 8 hours 15 minutes 4 hours 3 hours 14%
SCRUM OVERVIEW https://youtu.be/gy1c4_yixco
SCRUM PROS ENSURES INVOLVEMENT OF CUSTOMERS AND STAKEHOLDERS FOR DEVELOPING BEST PRODUCT FOR THEM MAKES A BUSINESS SUCCESSFUL WHERE DOCUMENTATION IS HARD TO MAKE IT IS RAPID TO GET RESULTS AND DEVELOPMENT IS QUICKLY TESTABLE IT IS A LIGHTWEIGHT METHOD CONSISTING OF FREQUENT UPDATES OF THE PROGRESS THROUGH REGULAR MEETINGS SCRUM IS ITERATIVE IN NATURE THAT REQUIRES CONTINUOUS FEEDBACK FROM THE USER IT ENSURES ANY MISTAKE TO BE REMOVED AND EASILY RECTIFIED THE PROJECT DEVELOPMENT IS VISIBLE AT ALL STAGES CONSISTS OF SHORT SPRINTS WITH CONSTANT FEEDBACK THAT MAKES IT EASY TO COPE WITH CHANGES REQUIRED BY CLIENTS OFFERS MAXIMUM FLEXIBILITY TO CHANGE THE DEVELOPMENT AT ANY STAGE MAKES ISSUES IDENTIFIABLE THROUGH DAILY MEETINGS THAT CAN BE RESOLVED ON TIME OFFERS HIGH TRANSPARENCY TO THE CLIENT TO TRACE THE PROCESS AND TO MEASURE INDIVIDUAL PRODUCTIVITY ENSURES PRODUCT DELIVERY AT A SCHEDULED TIME IT IS BUDGET FRIENDLY AND LEADS TO QUICK BUT CHEAP RESULTS
SCRUM CONS OFTEN LEADS TO SCOPE CREEP, DUE TO THE LACK OF A DEFINITE END-DATE THE CHANCES OF PROJECT FAILURE ARE HIGH IF INDIVIDUALS AREN'T VERY COMMITTED OR COOPERATIVE ADOPTING THE SCRUM FRAMEWORK IN LARGE TEAMS IS CHALLENGING THE FRAMEWORK CAN BE SUCCESSFUL ONLY WITH EXPERIENCED TEAM MEMBERS DAILY MEETINGS SOMETIMES FRUSTRATE TEAM MEMBERS IF ANY TEAM MEMBER LEAVES IN THE MIDDLE OF A PROJECT, IT CAN HAVE A HUGE NEGATIVE IMPACT ON THE PROJECT QUALITY IS HARD TO IMPLEMENT, UNTIL THE TEAM GOES THROUGH AGGRESSIVE TESTING PROCESS
ON THE NEXT LECTURE VERSION CONTROL SYSTEMS