1. Overview of Scrum

2. Agenda What is Agile ? Agile Vs Traditional project management
Agile Values and Principles
Agile Triangle
Agile Methodologies : Scrum, XP, Lean
Agile Planning – Cone of uncertainty, planning levels
Business case and Product vision
Define- Project Scope, Use case, User story, Epic, Theme 2

3. Agenda Overview of Scrum development process Product owner
Scrum Master
Scrum development team
Communicating with the stakeholders in Scrum
Types of Sprint meetings
The Scrum process
Pre-game phase
Game phase
Tracking sprint progress
Burndown chart
Sprint task board, Metrics
Examples

4. What is Agile ?
Agile software development describes a set of principles for software development under which requirements and solutions evolve through the collaborative effort of self-organizing cross-functional teams.
Agile project management:
- Respond to change
- Use resources effectively
- Foster strong ties with customers
- Create customer solutions
- Increase capacity 4

5. Agile Vs Traditional project management
Agile project management differs from traditional project management in four fundamental ways: 5

6. Agile Vs Traditional project management6

7. Agile Vs Traditional project management7

8. Agile Vs Traditional project management8

9. Agile Values 9

10. Agile Principles 10

11. Agile Triangle 11

12. Agile Methodologies 12

13. Agile Methodologies - Scrum
One of the key Scrum practices minutes daily meetings known as scrums. In Scrum meetings, each team member answers three questions:
In Scrum, a sprint is a fixed-length development period, or iteration, with a clear goal, consisting of an agreed set of work items to complete. A single sprint lasts from two weeks to a month.
A Scrum team uses two types of backlog: 13

14. Agile Methodologies - XP
XP is very disciplined approach and provides a programmer-centric model that is focused on the ongoing, rapid delivery of small releases of software.
With XP, the interval between software releases is usually days. The period is further broken down into iterations, each lasting between one and four weeks. 14

15. Agile Methodologies - Lean
Lean software development provides guidelines for streamlining the development process so that teams can meet customer needs much more efficiently. 15

16. Agile Planning
Types:
Rolling wave planning- Planning in stages as a project progresses.
Progressive elaboration
Benefits of Planning
A good agile plan:
Basis for making decisions
Establishes goal
Maximize value
Minimize cost 16

17. Agile Planning- Cone of uncertainty
In Agile project management, the Cone of Uncertainty describes the evolution of the amount of uncertainty during a project. Uncertainty not only decreases over time passing, but it also diminishes its impact by risk management, specifically by decision-making.

18. Agile Planning- Levels
Agile Planning occurs at various levels:

19. Agile Planning- Levels
Release Planning:
Iteration planning:

20. Agile Planning- Business case and Product vision
Business case is a short document outlining:
Opportunity, Goals, Strategy, Project vision, Milestones,Investment and expected payback.
Product vision:
The product vision is a description of:
What will be delivered- which is encapsulated in a vision statement, of who will be involved in creating a product, and of how the work will be done.

21. Define- Project Scope, Use case, User story, Epic, Theme
Project Scope: A project's scope is the extent of the work it includes.
Use Case: Use case provides an overview of a project's scope(similar to WBS). It describes how users must be able to interact with a system, and the required results. It also describes exceptions, or the steps that must occur in response to system errors.
User Story: User stories break down the project's high-level requirements into specific, discrete requirements for particular product functions They are usually expressed using wording as :
Epic: Epics are larger user stories that can't be implemented within the ideal time-frame of two to ten days, and for which the required work effort is difficult to estimate.
Theme: An agile team may need to group user stories into themes in order to prioritize them as a set. The grouping criteria can be based on user stories relating to same feature, logical sequence, technical feasibility, and priorities.

22. Overview of Scrum development process
Scrum is a framework for developing complex products. 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). Thus Scrum is based on empirical process control where a Scrum team follows a continuous cycle of inspection and adaptation.
Scrum framework:
Roles : Product Owner, Scrum Master, Development Team
Ceremonies : Sprint Planning, Sprint Review, Sprint Retrospective, Scrum of Scrums & Daily Scrum Meeting
Artifacts : Product Backlog, Sprint Backlog, Burn down Chart, task boards etc.

23. 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.

24. Product Owner The product owner:
represents the interests of the customer, maintains the product backlog and measures profitability in terms of return on investment(ROI).
works closely with the development team and is available to answer questions throughout the project.
is also responsible for the below functions:
An effective product owner has specific personal and professional qualities:

25. The Scrum Master: Scrum Master
provides training and guidance in the scrum approach, monitors the team's work, and attempts to remove any obstacles to productivity.
is the expert on all Scrum-related issues and ensures that everyone works according to Scrum principles and practices.
interacts closely with both the product owner and the development team.
identifies and addresses obstacles to productivity and any performance issues in the development team.
should posses the below qualities:

26. Scrum team
The Scrum team/development team is a self-organizing, cross-functional team that takes responsibility for meeting the requirements in the product backlog.
A Scrum team usually consists of five to nine individuals who share the responsibility for developing a product and delivering it to the product owner at the end of each sprint.
The development team
decides how best to develop required functionality
self-organizing
Cross-functional
contacts the Product owner when any questions arise about customer requirements

27. Communicating with the stakeholders in Scrum
Effective communication is essential in the Scrum methodology. Scrum favors face-to-face communication over voice, text or even video communication. This is because it happens in real time, builds trust and encourages free flow of information.
Additionally, visual forms of communication such as burndown charts, task boards, etc may be used to track and communicate progress.
Reviews and demonstrations are also important for facilitating communication in Scrum.
The types of meetings are:

28. Types of sprint meetings
Sprint planning meeting: A sprint planning meeting takes place at the start of each sprint. The purpose is for the product owner, Scrum Master, and the development team to negotiate the scope of the next sprint within a limited period of time, usually eight hours. The team prepares the sprint backlog and defines a sprint goal.
Daily Scrum: During a daily Scrum or daily standup meeting which is usually minutes, team members discuss what was done during past day, what will happen during the next 24 hours, and any obstacles that have arisen.
Scrum of scrums: Scrum of scrums is a meeting that takes place in large projects with multiple teams, to coordinate the work of the teams. A representative from each team meets after the daily standup meeting for not more than 15 minutes. Each representative outlines what the team did over the past 24 hours and what it will do that may affect other teams. The aim is to reveal problems or issues that may affect other teams. A Scrum of Scrums may be held only two or three times a week or daily depending on the project complexity.

29. Types of sprint meetings
Sprint review meeting: A Sprint review meeting is held at the end of each sprint and lasts for a maximum of four hours. During the meeting, the development team presents the result of the sprint to the product owner, the Scrum Master and other stakeholders. The product owner assesses the result against the sprint goal and amends the product backlog accordingly.
Sprint Retrospective: Sprint Retrospective is held after the sprint review meeting by the Scrum Master to discuss with the development team how the sprint went and how it could have been improved in the next sprint.

30. The Scrum process

31. Pre-game phase
During the Pre-game phase, initial planning and design takes place.
The product owner:
establishes project's goal
defines product requirements
creates an ordered list of requirements known as a product backlog
decide on the number of product releases,
set product delivery dates
The development team
reviews the backlog
identify and assign deliverables to different sprints
The development team and product owner review the product backlog to come up with a high- level design of how to implement items.

32. Game phase
The game phase is where the core Scrum practices exist and where the bulk of the work is done.
During the game phase, a Scrum team plans what work to include in each sprint and completes actual development tasks.
Daily standup meetings happen during the sprint everyday to update everyone on their progress and any obstacles.
Throughout the sprint, developers conduct unit tests and make corrections or improvements based on the results.
Once a sprint ends, Sprint review meeting is conducted during which team presents the sprint result for customer review. Feedback is incorporated in plans for subsequent sprints.
Sprint retrospective is conducted by the Scrum Master to review the sprint and identify possible improvements for upcoming sprints.

33. Tracking Sprint Progress- Sprint Burndown chart
A sprint burndown chart tracks the cumulative number of hours of work remaining in a sprint against the number of days left in the sprint.
It is also a good visual indicator of team's velocity- the rate at which work is being completed- compared to the estimated velocity.

34. Tracking Sprint Progress- Sprint task board, Metrics
A sprint task board is used to track the status of individual tasks.
Task board makes it possible to see at a glance which tasks still have to be started, which are in progress and which have been completed.
Task boards are also referred to as 'information radiators'. They are publicly displayed and used to convey status information to a team.
Metrics mentioned below can also be used to track sprint progress.

35. 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 95 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

36. Scrum has been used by: Microsoft Yahoo Google Electronic Arts
High Moon Studios
Lockheed Martin
Philips
Siemens
Nokia
Capital One
BBC
Intuit
Intuit
Nielsen Media
First American Real Estate
BMC Software
Ipswitch
John Deere
Lexis Nexis
Sabre
Salesforce.com
Time Warner
Turner Broadcasting
Oce

37. Scrum has been used for:
Commercial software
In-house development
Contract development
Fixed-price projects
Financial applications
ISO 9001-certified applications
Embedded systems
24x7 systems with % uptime requirements
the Joint Strike Fighter
Video game development
FDA-approved, life-critical systems
Satellite-control software
Websites
Handheld software
Mobile phones
Network switching applications
ISV applications
Some of the largest applications in use

38. Characteristics Self-organizing teams
Product progresses in a series of month- long “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”

39. The Agile Manifesto–a statement of values
Process and tools
Individuals and interactions
over
Comprehensive documentation
Working software
over
Contract negotiation
Customer collaboration
over
Following a plan
Responding to change
over
Source:

40. Project noise level Anarchy Complex Requirements Complicated Simple
Far from
Agreement
Anarchy
Complex
Requirements
Complicated
Source: Strategic Management and Organizational Dynamics by Ralph Stacey in Agile Software Development with Scrum by Ken Schwaber and Mike Beedle.
Simple
Close to
Agreement
Technology
Close to
Certainty
Far from
Certainty

41. 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

42. Putting it all together
Image available at

43. 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

44. 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.

45. No changes during a sprint
Plan sprint durations around how long you can commit to keeping change out of the sprint

46. 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

47. 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

48. 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

49. 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

50. The team Typically 5-9 people Cross-functional:
Programmers, testers, user experience designers, etc.
Members should be full-time
May be exceptions (e.g., database administrator)

51. The team Teams are self-organizing
Ideally, no titles but rarely a possibility
Membership should change only between sprints

52. 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

53. 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
Current product
Sprint
backlog
Technology

54. 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
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)

55. 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

56. 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

57. 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

58. 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

59. 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

60. 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

61. 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

62. 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

63. The sprint goal Life Sciences
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.

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

65. 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

66. 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

67. A sprint burndown chart
Hours

68. 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

69. 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

70. Scaling through the Scrum of scrums

71. Scrum of scrums of scrums

72. 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

73. Reference 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
Skillsoft Learning portal.