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Scrum Guide Notes, Exams of Software Development

University of California - BerkeleySoftware Development

Ensure that the Product Backlog is visible, ... Accountability belongs to the team as a whole. The Scrum ... uct Backlog for the Sprint is solely up to the.

Typology: Exams

2022/2023

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Scrum Guide Notes
Vasileios Papadopoulos
Agile Software Development
- A different approach to the software develop-
ment process
- Focuses on the clean delivery of individual
pieces or parts of the software and not on the
entire application
- Requirements & solutions evolve through the
collaborative effort of teams and their cus-
tomers and/or end users
- Encourages early delivery and continuous im-
provement
- The term Agile was popularized in 2001 when
the Agile Manifesto was published
Agile Manifesto
-Individuals and interactions
over processes and tools
-Working software
over comprehensive documentation
-Customer collaboration
over contract negotiation
-Responding to change
over following a plan
Definition of Scrum
Scrum (n): A framework within which people
can address complex adaptive problems, while
productively and creatively delivering products
of the highest possible value.
What is a framework?
A framework is a system of rules, ideas, or be-
liefs that is used to plan or decide something.
Note
As a framework, Scrum will never provide
you with exact processes or show you ex-
actly how to deal with problems. Instead,
it provides a set of rules and relies on the
team to find the best possible solution
Concept
- Small team of people that is highly flexible
and adaptive
- Employ an iterative, incremental approach to
optimize predictability and control risk
- Make decisions based on empirical process
control theory, or empiricism
Empiricism
Knowledge comes from experience and making
decisions on what is known.
Scrum Consists of
- Roles
- Events
- Artifacts
- Rules
Scrum Optimizes
- Flexibility
- Creativity
- Productivity
Three Pillars of Scrum
-Transparency
Make significant aspects of the process visible
to those responsible for the outcome
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Scrum Guide Notes

Vasileios Papadopoulos

Agile Software Development

  • A different approach to the software develop- ment process
  • Focuses on the clean delivery of individual pieces or parts of the software and not on the entire application
  • Requirements & solutions evolve through the collaborative effort of teams and their cus- tomers and/or end users
  • Encourages early delivery and continuous im- provement
  • The term Agile was popularized in 2001 when the Agile Manifesto was published

Agile Manifesto

  • Individuals and interactions over processes and tools
  • Working software over comprehensive documentation
  • Customer collaboration over contract negotiation
  • Responding to change over following a plan

Definition of Scrum

Scrum (n): A framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value.

What is a framework?

A framework is a system of rules, ideas, or be- liefs that is used to plan or decide something.

Note As a framework, Scrum will never provide you with exact processes or show you ex- actly how to deal with problems. Instead, it provides a set of rules and relies on the team to find the best possible solution

Concept

  • Small team of people that is highly flexible and adaptive
  • Employ an iterative, incremental approach to optimize predictability and control risk
  • Make decisions based on empirical process control theory, or empiricism

Empiricism

Knowledge comes from experience and making decisions on what is known.

Scrum Consists of

  • Roles
  • Events
  • Artifacts
  • Rules

Scrum Optimizes

  • Flexibility
  • Creativity
  • Productivity

Three Pillars of Scrum

  • Transparency Make significant aspects of the process visible to those responsible for the outcome
  • Inspection Frequently inspect the progress towards a goal to detect undesirable variances
  • Adaption Adjust the process as soon as possible to min- imize further deviation

Scrum Values

  • Commitment People personally commit to achieving the goals of the Scrum Team
  • Courage The Scrum Team members have courage to do the right thing and work on tough problems
  • Focus Everyone focuses on the work of the Sprint and the goals of the Scrum Team
  • Openness The Scrum Team and its stakeholders agree to be open about all the work and the challenges with performing the work
  • Respect Scrum Team members respect each other to be capable, independent people

The Scrum Team

  • Product Owner
  • Development Team
  • Scrum Master

Note Be careful not to confuse the Scrum Team with the Development Team. The Scrum Team contains the Development Team, along with the Product Owner and the Scrum Master

Scrum Team Characteristics

  • Deliver products iteratively and incrementally
  • Self-organizing
  • Cross-functional

Self-organization

Self-organizing teams choose how best to accom- plish their work, rather than being directed by others outside the team.

Cross-functionality

Cross-functional teams have all competencies needed to accomplish the work without depend- ing on others not part of the team.

The Product Owner

  • Responsible for maximizing the value of the product resulting from work of the Develop- ment Team
  • One person, not a committee
  • The only person responsible for managing the Product Backlog. They have the final say on its content and ordering and everyone must respect their decisions

Note The Product Owner may have the Devel- opment Team or someone else manage the Product Backlog. They, however, remain accountable

Product Backlog

  • A prioritized list of desired product function- ality
  • Provides a shared understanding of what is needed in the product and in which order

Product Owner - Product Backlog

  • Clearly express Product Backlog Items
  • Order the items in the Product Backlog to best achieve goals and missions
  • Optimize the value of work the Development Team performs
  • Ensure that the Product Backlog is visible, transparent, clear to all and shows what the Scrum Team will work on next

Scrum Events

  • The Sprint
  • Sprint Planning
  • Daily Scrum
  • Sprint Review
  • Sprint Retrospective

Scrum Event Characteristics

  • Create regularity
  • Minimize the need for meetings not defined in Scrum
  • Time-boxed (have max duration)
  • Each event is an opportunity to inspect and adapt something
  • Failure to include any of these events results in reduced transparency

The Sprint

  • Acts as a container for all other events
  • Duration: One month or less (consistent du- ration)
  • A new sprint starts immediately after the con- clusion of the previous Sprint
  • A “Done”, potentially releasable Product In- crement is created
  • Consists of:
    • Sprint Planning
    • Daily Scrums
    • Development Work
    • Sprint Review
    • Sprint Retrospective

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 be- tween the Product Owner and the Develop- ment Team as more is learned

Cancelling a Sprint

  • Only the Product Owner has the authority to cancel a Sprint
  • The Sprint is cancelled if the Sprint Goal be- comes obsolete
  • Any completed and “Done” Product Backlog items are reviewed
  • If part of the work is potentially releasable, the Product Owner typically accepts it
  • All incomplete Product Backlog Items are re- estimated and put back on the Product Back- log

Note Sprint cancellations are often traumatic to the Scrum Team and should be avoided. They also consume resources as everyone regroups in another Sprint Planning to start another Sprint.

Sprint Planning

  • What can be delivered in the Increment re- sulting from the upcoming Sprint?
  • How will the work needed to deliver the In- crement be achieved?
  • The plan is created by the collaborative work of the entire Scrum Team
  • Max duration: 8 hours for one-month Sprint
  • Attendees: All Scrum Team members

Sprint Planning - Input

  • Product Backlog
  • Latest Product Increment
  • Projected capacity of the Development Team during the Sprint
  • Past Performance of the Development Team

Sprint Planning - Notes

  • The number of items selected from the Prod- uct Backlog for the Sprint is solely up to the Development Team
  • The Product Owner can help to clarify se- lected Product Backlog Items and make trade- offs
  • The Development Team may renegotiate se- lected Product Backlog Items with the Prod- uct Owner
  • The Development Team may invite other peo- ple to attend to provide technical or domain advice
  • Output: Sprint Backlog and Sprint Goal

Sprint Backlog

  • The Product Backlog Items selected for this Sprint
  • A plan for delivering them

Sprint Goal

  • An objective that will be met within the Sprint through the implementation of the se- lected Product Backlog Items
  • Provides guidance to the Development Team on why it is building the Increment
  • Created by the entire Scrum Team

Note Although Sprint Planning starts by hav- ing the Product Owner discuss the objec- tive that the Sprint should achieve and the Product backlog Items that, if completed during the Sprint, would achieve the Sprint Goal, the final Sprint Goal is created by the collaborative effort of the entire Scrum Team

Daily Scrum

  • Held every day of the Sprint at the same place and time
  • The Development Team plans work for the next 24 hours
  • Max duration: 15 minutes
  • Attendees: All Development Team members

Daily Scrum - Notes

  • The Scrum Master ensures that the Develop- ment Team has the meeting but the Develop- ment Team is responsible for conducting the Daily Scrum
  • The Scrum Master teaches the team to keep the Daily Scrum within the 15-minute time- box
  • The Development Team or team members of- ten meet immediately after the Daily Scrum for related discussions
  • It is an internal meeting for the Development Team. If others are present, the Scrum Master ensures they do not disrupt the meeting

Daily Scrum - Benefits

  • Improve communications
  • Eliminate other meetings
  • Identify impediments to development for re- moval
  • Highlight and promote quick decision-making
  • Improve the Development Team’s level of knowledge

Sprint Review

  • Held at the end of each Sprint
  • Inspect the Increment and adapt the Product Backlog if needed
  • Collaborate on the next things that could be done to optimize value
  • Max duration: 4 hours for a one-month Sprint
  • Attendees: All Scrum Team members and Stakeholders (Invited by the Product Owner)

Sprint Review - Notes

  • The Sprint Review is not a demo
  • The presentation of the Increment is intended to elicit feedback and foster collaboration
  • Output: A revised Product Backlog that de- fines the probable Product Backlog Items for the next Sprint
  • The Product Owner and the Development Team cooperate during refinement
  • The Scrum Team decides how and when re- finement is done
  • Usually consumes no more than 10% of the Development Team’s capacity

Note It is the sole responsibility of the Develop- ment Team to estimate items in the Prod- uct Backlog. Although the Product Owner may influence the team by helping it un- derstand and select trade-offs, the people who will perform the work make the final estimate

Sprint Backlog

  • The set of Product Backlog Items selected for the Sprint
  • A plan for delivering the Increment and real- izing the Sprint Goal
  • Includes at least one high priority process im- provement identified in the previous Retro- spective meeting
  • Belongs solely to the Development Team. Only they can change it during a Sprint

Increment

  • The sum of all Product Backlog Items com- pleted during the Sprint and the value of In- crements of all previous Sprints
  • A step towards a vision or a goal
  • Must be in usable condition regardless of whether the Product Owner decides to release it

Definition of “Done”

  • When a Product Backlog Item or an Incre- ment is described as “Done”, everyone must understand what “Done” means
  • The definition of “Done” is used to assess when work is complete on the product Incre- ment - Guides the Development Team in knowing how many Product Backlog Items it can se- lect during a Sprint Planning

Definition of “Done” - Notes

  • Multiple Scrum Teams working on the same Product must mutually define the definition of “Done”
  • If the definition of “Done” is part of the con- ventions, standards or guidelines of the devel- opment organization, all Scrum Teams must follow it as a minimum
  • As Scrum Teams mature, it is expected that their definitions of “Done” will expand to in- clude more stringent criteria for higher quality
  • A new Definition of “Done”, as used, may un- cover work to be done in previously “Done” Increments

Sprint Progress

  • The Development Team tracks the total work remaining in the Sprint Backlog at least every Daily Scrum
  • Helps evaluate the likelihood of achieving the Sprint Goal

Release Progress

  • The Product Owner tracks the total work re- maining to reach a goal at least every Sprint Review
  • They compare this amount with work re- maining at previous Sprint Reviews to assess progress toward completing projected work

References

[1] Kent Beck, Mike Beedle, Arie Van Ben- nekum, Alistair Cockburn, Ward Cunning- ham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, et al. Manifesto for agile software devel- opment. https://www.agilemanifesto. org/, 2001.

[2] Ken Schwaber and Jeff Sutherland. The scrum guide. https://www.scrumguides. org/, November 2017.