1. Dilbert
Scott Adams

2. 2
Dilbert
Scott Adams 2

3. 3
Dilbert
Scott Adams 3

4. Scrum Better Software, May/June 2009 Volume 11, Issue 6
An Agile method of project management
Iterative / incremental work cycles
Sprints
Each Sprint produces a functional product
Assess and revise
“Facilitates communication and collaboration to yield high impact teamwork”
“Hyper-performing teams”

5. Scrum – Overview Roles: Product owner Scrum team ScrumMaster
Prioritizes product backlog
Communicates product vision to team
Negotiates “Sprint” goals
Accepts or Rejects each increment
Scrum team
Cross functional
Self-organizing *
About seven
ScrumMaster
Facilitator (productivity, self-organizing)
Removes “interrupts”
Enforces Scrum rules
Ensures all Scrum “products” are visible
* Once work is assigned, the team determines how to do the work. No interrupts from the Product owner… allows for a stable uninterrupted time to do the work.

6. Scrum Meetings Sprint planning meeting Daily Scrum meeting
Product owner & team negotiate work for the next sprint
Product owner sets priority
Team commits to work it can accomplish
Daily Scrum meeting
Member updates
15 minutes
What was done yesterday, what is planned for today, impediments
Sprint review meeting
At the end of sprint
Demos product increment
Product owner accepts/rejects
Examine progress and revise direction if needed
Sprint retrospective
Inspects process and adapts as needed
Reflect on sprint & identify ways to improve

7. Begin work without knowing all the requirements…
Beliefs
Requirements can be added incrementally as development proceeds
Limitations to what team can know at the beginning
What is known at the beginning is the most essential functionality
Certain features only possible after other, basic, functionality has been built
Team can be trusted to self-organize
What you get is hyper-productive teams

8. “I’ll know it when I see it (IKIWISI)”
The “Business Case”
Building frequent customer interaction into the Scrum process
… allows customer to connect “vision” with the product
Prevents team from deviating far from customer’s “vision”
Flexibility to adapt at the “last” moment
… allowing for revisions in scope

9. Challenges What could possibly go wrong? How to transition to Scrum?
Different work habits – “culture” clash
Employee anxiety over the “change”
HR must realign employee development, career paths, incentive programs… etc.
Scrum principles and processes must be implemented at the team and management level

10. Alan Cooper
Speaking about users in a post Keynote speech chat with delegates at the Patterns and Practices Summit at Microsoft (2006).