1. An Introduction to Scrum
Most slides are courtesy of Mike Cohn at Mountain Goat Software:

2. Scrum Photo Credit: Jim McDougall [via Flicker]
Rugby scrum explained:

3. What is Scrum?
Scrum is a lightweight, simple to understand (but difficult to master) agile process framework.
Scrum is one of several agile software development methods.
Scrum and Extreme Programming (XP) are probably the two best-known Agile methods. XP emphasizes technical practices such as pair programming and continuous integration. Scrum emphasizes management practice such as the role of Scrum Master.
Many companies use the management practices of Scrum with the technical practices of XP.
rapidly changing or highly emergent requirements
With Scrum no specific engineering practices are prescribed

4. Agile Methods Scrum Extreme Programming (XP) Kanban DSDM Crystal
Agile as an umbrella term that describes several lightweight development methods including Extreme Programming, Adaptive System Development, Dynamic System Development Method (DSDM), Feature Driven Development, Kanban and Crystal.
Adaptive System Development
Kanban
Feature Driven Development
DSDM
Crystal

5. The Agile Manifesto–a statement of values
Process and tools
Individuals and interactions
over
Comprehensive documentation
Working software
over
Contract negotiation
Customer collaboration
over
while there is value in the items on the right, we value the items on the left more.
Following a plan
Responding to change
over
Source:

6. History of Scrum
Ken Schwaber and Jeff Sutherland developed the Scrum method in the early 1990’s. The Scrum method has evolved somewhat over the years.
The definitive guide to the rules of Scrum, The Scrum Guide, is maintained by Ken Schwaber and Jeff Sutherland. [The most recent edition of The Scrum Guide was published in 2013.]
[Quick definition]
Major appeal of Scrum is the simplicity of its basic principles.

7. Origins of the idea
The Scrum methodology was inspired by new approaches to commercial product development being explored in the late 1980’s.
In a 1986 article in the HBR, Hirotaka Takeuchi and Ikujiro Nonaka urged companies to “Stop running the relay race and take up rugby”.
“In today's fast-paced, fiercely competitive world of commercial new product development, speed and flexibility are essential. Companies are increasingly realizing that the old, sequential approach to developing new products simply won't get the job done. Instead, companies in Japan and the United States are using a holistic method—as in rugby, the ball gets passed within the team as it moves as a unit up the field.”
Few ideas are completely original.
What is the “sequential approach’?

8. We’re losing the relay race
Hirotaka Takeuchi and Ikujiro Nonaka, “The New New Product Development Game”, Harvard Business Review, January 1986.
“The… ‘relay race’ approach to product development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive requirements.”
would be nice to include a quote from Wicked Problems here

9. Scrum in 100 words
Scrum is an agile process that allows us to focus on delivering the highest business value in the shortest time.
It allows us to rapidly and repeatedly inspect actual working software (every two weeks to one month).
The business sets the priorities. Teams self-organize to determine the best way to deliver the highest priority features.
Every two weeks to a month anyone can see real working software and decide to release it as is or continue to enhance it for another sprint.
Releasable software every iteration.

10. Scrum origins Jeff Sutherland Ken Schwaber Mike Beedle
Initial scrums at Easel Corp in 1993
IDX and 500+ people doing Scrum
Ken Schwaber
ADM
Scrum presented at OOPSLA 96 with Sutherland
Author of three books on Scrum
Mike Beedle
Scrum patterns in PLOPD4
Ken Schwaber and Mike Cohn
Co-founded Scrum Alliance in 2002, initially within the Agile Alliance

11. Characteristics Self-organizing teams
Product progresses in a series of month-long (or shorter) “sprints”
Requirements are captured as items in a list of “product backlog”
No specific engineering practices prescribed
Uses generative rules to create an agile environment for delivering projects
One of the “agile processes”
Sprints may be 1-4 weeks in length.
“One aspect of agile development is often missed or glossed over: a world view that organizations are complex adaptive systems. A complex adaptive system is one in which decentralized, independent individuals interact in self-organizing ways, guided by a set of simple, generative rules, to create innovative, emergent results. XP’s 12 practices, for example, were never intended to be all-inclusive rules; instead, they are generative rules that interact in concert when a team of individuals practices them.“
“Most methodologies provide inclusive rules—all the things you could possibly do under all situations. Agile methods offer generative rules—a minimum set of things you must do under all situations to generate appropriate practices for special situations. Teams that follow inclusive rules depend on someone else to name in advance the practices and conditions for every situation. This obviously breaks down quickly. A team that follows generative rules depends on individuals and their creativity to find ways to solve problems as they arise. Creativity, not voluminous written rules, is the only way to manage complex software development problems and diverse situations.”

12. Potentially shippable
Scrum
24 hours
Sprint
2-4 weeks
Return
Sprint goal
Potentially shippable
product increment
Sprint backlog
Return
Cancel
Gift wrap
Coupons
Cancel
Gift wrap
Coupons
Product
backlog

13. Putting it all together
“Sprints contain and consist of the Sprint Planning Meeting, Daily Scrums, the development work, the Sprint Review Meeting, and the Sprint Retrospective.”
Image available at

14. Sprints Scrum projects make progress in a series of “sprints”
Analogous to Extreme Programming iterations
Typical duration is 2–4 weeks or a calendar month at most
A constant duration leads to a better rhythm
Product is designed, coded, and tested during the sprint
Constant duration = when time is up, iteration is done. Doesn’t matter how much work is done. This is called timeboxing. With timeboxing, the deadline is fixed, but the scope may be reduced (or increased if you finish all the stories early). “Without timeboxing, projects usually work to a fixed scope,[10] such that when it is clear that some deliverables cannot be completed, either the deadline slips (to allow more time) or more people are involved (to do more in the same time). Usually both happen, delivery is late, costs go up.”

15. Sequential vs. overlapping development
Requirements
Design
Code
Test
Rather than doing all of one thing at a time...
...Scrum teams do a little of everything all the time
Source: “The New New Product Development Game” by Takeuchi and Nonaka. Harvard Business Review, January 1986.

16. No changes during a sprint
Another factor to consider when deciding length of sprint: how long you can go without feedback.
Plan sprint durations around how long you can commit to keeping change out of the sprint

17. Scrum framework Roles Ceremonies Artifacts Product owner ScrumMaster
Team
Roles
Sprint planning
Sprint review
Sprint retrospective
Daily scrum meeting
Ceremonies
Product backlog
Sprint backlog
Burndown charts
Artifacts

18. Scrum framework Roles Ceremonies Artifacts Product owner ScrumMaster
Team
Roles
Sprint planning
Sprint review
Sprint retrospective
Daily scrum meeting
Ceremonies
Artifacts
Product backlog
Sprint backlog
Burndown charts

19. Product owner Define the features of the product
Decide on release date and content
Be responsible for the profitability of the product (ROI)
Prioritize features according to market value
Adjust features and priority every iteration, as needed 
Accept or reject work results

20. The ScrumMaster Represents management to the project
Responsible for enacting Scrum values and practices
Removes impediments
Ensure that the team is fully functional and productive
Enable close cooperation across all roles and functions
Shield the team from external interferences
“The ScrumMaster's authority extends only to the process. The ScrumMaster is an expert on the process and on using it to get a team to perform to its highest level. But, a ScrumMaster does not have many of the traditional responsibilities—scope, cost, personnel, risk management among them—that a project manager does.”
Who then does risk management?

21. The team Typically 5-9 people Teams are self-organizing
Cross-functional:
Programmers, testers, user experience designers, etc.
Members should be full-time
May be exceptions (e.g., database administrator)
“The team itself assumes the responsibility for determining how to best achieve the product goals (as established by the product owner). Team members will collaboratively decide which person should work on which tasks, which technical practices are necessary to achieve stated quality goals, and so on.”
“Scrum relies on a self-organizing, cross-functional team. The scrum team is self-organizing in that there is no overall team leader who decides which person will do which task or how a problem will be solved. Those are issues that are decided by the team as a whole. The team is cross-functional so that everyone necessary to take a feature from idea to implementation is involved.”

22. The team Membership should change only between sprints
Ideally, no titles but rarely a possibility
Membership should change only between sprints
“Scrum recognizes no titles for Development Team members other than Developer, regardless of the work being performed by the person; there are no exceptions to this rule;” [Scrum Guide]
Motivation for no-roles rule: “for a team of specialists to be successful each specialist must accept general responsibility for the system as a whole.”

23. Scrum framework Roles Ceremonies Artifacts Product owner ScrumMaster
Team
Roles
Sprint planning
Sprint review
Sprint retrospective
Daily scrum meeting
Ceremonies
Ceremonies = activities or things you do
Could add release planning or “develop product backlog”
Product backlog
Sprint backlog
Burndown charts
Artifacts

24. Sprint goal Sprint backlog Sprint planning meeting
Team capacity
Sprint prioritization
Analyze and evaluate product backlog
Select sprint goal
Sprint
goal
Product backlog
Business conditions
Sprint planning
Decide how to achieve sprint goal (design)
Create sprint backlog (tasks) from product backlog items (user stories / features)
Estimate sprint backlog in hours
Release plan = “a roadmap of what can be expected after a couple of sprints, and what will be part of the release and what won’t.”
Business condition example: 99 cent apps are popular
Print goal or theme is defined by stories selected from product backlog. May select a story that is not the absolutely next highest priority story because it complements a theme related to the highest priority stories.
Current product
Sprint
backlog
Technology

25. Sprint planning
Team selects items from the product backlog they can commit to completing
Sprint backlog is created
Tasks are identified and each is estimated (1-16 hours)
Collaboratively, not done alone by the ScrumMaster
High-level design is considered
“The two parts of the Sprint Planning Meeting answer the following questions, respectively:
o What will be delivered in the Increment resulting from the upcoming Sprint?
o How will the work needed to deliver the Increment be achieved?”
As a vacation planner, I want to see photos of the hotels.
Code the middle tier (8 hours)
Code the user interface (4)
Write test fixtures (4)
Code the foo class (6)
Update performance tests (4)

26. The daily scrum Parameters Not for problem solving
15-minutes
Stand-up
Not for problem solving
Whole world is invited
Only team members, ScrumMaster, product owner, can talk
Helps avoid other unnecessary meetings
Chickens and pigs…
“Over the years, the labels have generated their share of controversy. Some argue that the terms are harmful to the process because they are derogatory. Others say that the negative connotation conjures a power dynamic that drives negative behavior. Either way, you won't find any references to animals, barnyard or otherwise, in the new Scrum Guide.”

27. Everyone answers 3 questions
What did you do yesterday? 1
What will you do today? 2
Is anything in your way? 3
These are not status for the ScrumMaster
They are commitments in front of peers

28. The sprint review Team presents what it accomplished during the sprint
Typically takes the form of a demo of new features or underlying architecture
Informal
2-hour prep time rule
No slides
Whole team participates
Invite the world

29. Sprint retrospective
Periodically take a look at what is and is not working
Typically 15–30 minutes
Done after every sprint
Whole team participates
ScrumMaster
Product owner
Team
Possibly customers and others

30. This is just one of many ways to do a sprint retrospective.
Start / Stop / Continue
Whole team gathers and discusses what they’d like to:
Start doing
Stop doing
This is just one of many ways to do a sprint retrospective.
Continue doing

31. Scrum framework Roles Ceremonies Artifacts Product owner ScrumMaster
Team
Roles
Sprint planning
Sprint review
Sprint retrospective
Daily scrum meeting
Ceremonies
Product backlog
Sprint backlog
Burndown charts
Artifacts

32. This is the product backlog
The requirements
A list of all desired work on the project
Ideally expressed such that each item has value to the users or customers of the product
Prioritized by the product owner
Reprioritized at the start of each sprint
This is the product backlog

33. A sample product backlog
Backlog item
Estimate
Allow a guest to make a reservation 3
As a guest, I want to cancel a reservation. 5
As a guest, I want to change the dates of a reservation.
As a hotel employee, I can run RevPAR reports (revenue-per-available-room) 8
Improve exception handling
... 30 50
As a <role> I want to <feature> so that <business value>

34. The sprint goal
A short statement of what the work will be focused on during the sprint
Life Sciences
Support features necessary for population genetics studies.
Database Application
Make the application run on SQL Server in addition to Oracle.
Financial services
Support more technical indicators than company ABC with real-time, streaming data.

35. Managing the sprint backlog
Individuals sign up for work of their own choosing
Work is never assigned
Estimated work remaining is updated daily

36. Managing the sprint backlog
Any team member can add, delete or change the sprint backlog
Work for the sprint emerges
If work is unclear, define a sprint backlog item with a larger amount of time and break it down later
Update work remaining as more becomes known

37. A sprint backlog Tasks Mon Tues Wed Thur Fri 8 10 16 8 16 12 4 12 16 8
Code the user interface
Add error logging 8 10 16 8 16 12 4 12 16 8 4 11 8 8
Code the middle tier
Test the middle tier
Write online help
Write the foo class

38. A sprint burndown chart
Hours

39. Tasks Mon Tues Wed Thur Fri Code the user interface 8 4 12 16 8 10 167 11 8
Code the middle tier 16
Test the middle tier 8
Write online help 12 50 40 30
Hours 20 10
Mon
Tue
Wed
Thu
Fri

40. Scalability Typical individual team is 7 ± 2 people Factors in scaling
Scalability comes from teams of teams
Factors in scaling
Type of application
Team size
Team dispersion
Project duration
Scrum has been used on multiple person projects

41. Scaling through the Scrum of scrums

42. Scrum of scrums of scrums

43. Where to go next www.mountaingoatsoftware.com/scrum

44. A Scrum reading list
Agile and Iterative Development: A Manager’s Guide by Craig Larman
Agile Estimating and Planning by Mike Cohn
Agile Project Management with Scrum by Ken Schwaber
Agile Retrospectives by Esther Derby and Diana Larsen

45. A Scrum reading list
Agile Software Development Ecosystems by Jim Highsmith
Agile Software Development with Scrum by Ken Schwaber and Mike Beedle
Scrum and The Enterprise by Ken Schwaber
Succeeding with Agile by Mike Cohn
User Stories Applied for Agile Software Development by Mike Cohn

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47. Contact information
Presentation by: Mike Cohn m
(720) (office)
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