Typically consists of a team of 7 people who work together in short, sustainable bursts of activity called sprints, with plenty of time for review and. One of the best books I’ve found on the scrum topic is Scrum: A Breathtakingly Brief and Agile Introduction it’s a short, concise book that explains the basics of. Scrum – A breathtakingly brief and agile introduction. (Productivity and Books).
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You can learn a lot about agile on the interwebs. These pages contain some of our own writings and publications, and links to outside resources we find especially helpful. Looking for a fast, focused overview of scrum roles, scrum artifacts, and the sprint cycle?
[PDF] Scrum: a Breathtakingly Brief and Agile Introduction Full Colection
You can read the full text right here, or you can download it to your Kindle for 99 centsor buy it as a slick, gorgeously illustrated pocket paperback perfect for gifting to colleagues.
Want the couch potato version? Check out Chris delivering Scrum in 13 Minutesbelow. Scrum is a lightweight framework designed to nad small, close-knit teams of people develop complex products.
The brainchild anv a handful of software engineers working together in the late 20th Century, scrum has gained the most traction in the technology sector, but it is not inherently technical and you can easily adapt the tools and practices described in this book to other industries. You can use scrum to build a better mousetrap, for example, or to run the marketing breathtakingy of a puppy chow company.
You can even use it to collaborate on writing a book—we did. A scrum team typically consists of around seven people who work together in short, sustainable bursts of activity called breathfakingly, with plenty of time for review and reflection built in.
A development team represents a significant investment on the part of the business. There are salaries to pay, offices to rent, computers and software to buy and maintain and on and on. The product owner is responsible for maximizing the return the business gets on this investment ROI. One way that the product owner maximizes ROI is by directing the team toward the most valuable work, and away from less valuable work.
In scrum, no-one but the product owner is authorized to ask the team to do work or to change the order of backlog items. Another way that the product owner maximizes the value realized from the team’s efforts is to make sure the team fully understands the requirements. If the team fully understands the requirements, then they will build the right thing, and not waste time building the wrong thing.
Each of these users stories, when completed, will incrementally increase in the value of the product. For this reason, we often say that each time a user story is done we have a new product increment.
The scrum master acts as a coach, guiding the team to ever-higher levels of cohesiveness, self-organization, and performance. The scrum master helps the team learn and apply scrum and related agile practices to the team’s best advantage. The scrum master is constantly available to the team to help them remove any impediments or road-blocks that are keeping them from doing their work. This is a peer position on the team, set apart by knowledge and responsibilities not rank. High-performing scrum teams are highly collaborative; they are also self-organizing.
The team members doing the work have total authority over how the work gets done. The team alone decides which tools and techniques to use, and which team members will work on which tasks. The theory is that the people who do the work are the highest authorities on how best to do it. Similarly, if the business needs schedule estimates, it is the team members who should create these estimates. A scrum team should possess all of the skills required to create a potentially shippable product. Most often, this means we will have a team of specialists, each with their own skills to contribute to the team’s success.
However, on a scrum team, each team member’s role is not to simply contribute in their special area. The role of each and every team member is to help the team deliver potentially shippable product in each sprint.
Often, the best way for a team member to do this is by contributing work in their area of specialty. Other times, however, the team will need them to work outside their area of specialty in order to best move backlog items aka user stories from “in progress” to “done. So, how many team members should a scrum team have?
The common rule of thumb is seven, plus or minus two. That is, from five to nine. Fewer team members and the team may not have enough variety of skills to do all of the work needed to complete user stories.
More team members and the communication overhead starts to get excessive. The product backlog is the cumulative list of desired deliverables for the product. This includes features, bug fixes, documentation changes, and anything else that might be meaningful and valuable to produce. The list of user stories is ordered such that the most important story, the one that the team should do next, is at the top of the list.
Right below it is the story that the team should do second, and so on. Since stories near the top of the product backlog will be worked on soon, they should be small and well understood by the whole team.
Stories further down in the list can be larger and less well understood, as it will be some time before the team works on them. Unlike the product backlog, it has a finite life-span: Stories are deliverables, and inttroduction be thought of as units of value. Tasks are things that must be done, in order to deliver the stories, and so tasks can be thought of as units of work.
A story is something a team delivers; a task is a bit of work that a person does. Each story will normally require many tasks. A burn chart shows us the relationship between breathtakinggly and scope.
Time aand on the horizontal X-axis and scope is on the vertical Y-axis. A burn up chart shows us how much scope the team has got done over a period of time.
Each time something new is completed the line on the chart moves up. A burn down chart shows us what is left to do. In general, we expect the work remaining to go down over time as the team gets things done. Sometimes the work remaining changes suddenly, when scope is added or removed.
These events appear as vertical lines on the burn down chart: When the team’s tasks are visible to everyone from across the room, you never have to worry that some important piece of work will be forgotten. The simplest task board consists of three columns: Tasks move across the board, providing visibility regarding which brdathtakingly are done, which are in progress, and which are yet to be started.
This visibility helps the team inspect their current situation and adapt as needed. The board also helps stakeholders see the progress that the team ajd making. Done is a wonderful word; when the team gets a user story done it’s time to celebrate! But sometimes there is confusion about exactly what that word “done” means.
A programmer might call something done when the code has been written. The tester might think that done means that all of the tests have passed. The operations person might think that done means it’s been loaded onto the production servers. A business person may think that done means we can now sell it to customers, and it’s ready for them to use.
This confusion about what “done” means can cause plenty of confusion and trouble, when the salesperson asks why the team is still working on the same story that the programmer said was done two weeks ago! In order to avoid confusion, good scrum teams create their own definition of the word “done” when it is applied to a user story. They decide together what things will be complete before the team declares a story to be done.
The team’s definition may include things like: This list of things that the team agrees to always do before declaring a story done becomes the teams “definition of done. When the team thinks a story is done, they all gather around and review each item, to confirm that it has been completed.
Only then will the team declare the story as done. The sprint cycle is the foundational rhythm of the scrum process. Whether you call your development period a sprint, a cycle or an iteration, you are talking about exactly the same thing: At the end of your sprint, you will be demonstrating working software or thy name is Mud. The more frequently the team delivers a potentially shippable product increment, the greater freedom the business has in deciding when and what to ship.
Notice that there are 2 separate decisions here:. Additionally, the more frequently the team delivers and demonstrates a potentially shippable product increment, the more frequently the team gets feedback, which fuels the important inspect-and-adapt cycle. The shorter the sprint cycle, the more frequently the team is delivering value to the business.
As of this writing, it is common for scrum teams to work in sprints that last two weeks, and many teams are starting to work in one-week sprints.
Scrum: A Breathtakingly Brief and Agile Introduction
Much of intgoduction original writing about scrum assumed a month-long sprint, and at the time that seemed very short indeed! The table below maps out the various meetings you would schedule during a one-week sprint.
The meeting lengths shown are an appropriate starting point for a team doing one-week sprints. Sprint planning marks the beginning of the sprint.
[PDF] Scrum: a Breathtakingly Brief and Agile Introduction Full Colection – video dailymotion
Commonly, this meeting has two parts. The goal of the first part is for the team to commit to a set of deliverables for the sprint. During bref second part of the meeting, the team identifies the tasks that must be completed in order to deliver the agreed upon user stories.
We recommend one to two hours of sprint planning per week of development. The product owner leads this part of the meeting. One by one, in priority order, the product owner presents the stories he would like the team to complete during this sprint.
As each story is presented, the team members discuss it with the product owner and review acceptance criteria to make sure they have a common understanding of what is expected. Then the team members decide if they can commit to delivering that story by the end of the sprint.
Note the separation in authority: In phase two of the sprint planning meeting, the team rolls up its sleeves and begins to decompose the selected stories into tasks.