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![Page 1: Kenneth R. Walsh, Ph.D. Associate Professor Department of Management and Marketing University of New Orleans The 2014 Southeast Symposium on Contemporary.](https://reader036.fdocuments.us/reader036/viewer/2022062515/56649ce35503460f949af425/html5/thumbnails/1.jpg)
SCRUM SE
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SCRUM SEWHAT IS SCRUM AND UNDER WHAT CIRCUMSTANCE DOES IT
FIT INTO THE SYSTEMS ENGINEERING PROCESS?
Kenneth R. Walsh, Ph.D.Associate ProfessorDepartment of Management and MarketingUniversity of New Orleans
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WHY IS IT DIFFICULT TO MAKE THIS A BETTER SYSTEM?
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SOFTWARE SYSTEMS FACED THE SAME PROBLEMS
• COMPLEX SYSTEMS
• COMPLEX REQUIREMENTS
• COMPLEX INTERFACE
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TRADITIONAL WATERFALL APPROACH
Analysis
Design
Development
Testing
Implementation
Maintenance
Scrum Sprint
Problems With Traditional Approach•Analysis Paralysis•Requirements Change•Technology Changes•Unknown unknowns•Unknown could-be’sLe
sson L
earn
ed
Scrum Sprint
2
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HANDLING REQUIREMENTS – THE SCRUM BACKLOG
• INCLUDES USER STORIES
• INITIALLY DEVELOPED AT A HIGH LEVEL
• PRIORITIZED
• TOP ITEMS SELECTED FOR SPRINT AND REFINED IF NECESSARY
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• PROJECT INITIATION
• PRODUCT VISION
• ITERATIVE SPRINTS (EACH 3-5 WEEKS)
• SPRINT PLANNING MEETING
• SPRINT
• DAILY SCRUM
• SCRUM OF SCRUM (LARGE MULTI-TEAM PROJECTS ONLY)
• SPRINT REVIEW MEETING
• SPRINT RETROSPECTIVE MEETING
• COMPLETION
SCRUM PROCESS
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SCRUM PROCESS
http://commons.wikimedia.org/wiki/File:Scrum_process.svg
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• MORE IMPORTANT WITHOUT EVERY REQUIREMENT DEFINED
• SHARED VISION
• A CLOSER PARTNERSHIP BETWEEN TECHIES AND BUSINESS PEOPLE THAN USUALLY ACHIEVED WITH SDLC
• IDENTIFY KEY ASPECTS OF PRODUCT NOT DETAILS
• BROAD VISION, BUT CANT PREDICT FUTURE
• MINIMAL MARKETABLE PRODUCT
THE PRODUCT VISION
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• IN OTHER CONTEXTS
• REQUIREMENTS
• USE CASE SCENARIOS
• IDENTIFIES USER ROLE AND WHAT THEY WANT TO ACCOMPLISH
• BEGIN WITH A SHORT DESCRIPTION
• CAN BE FURTHER DEVELOPED IF NEEDED AFTER BEING PRIORITIZED
• NEEDS ACCEPTANCE TEST BEFORE BEING USED FOR A SPRINT
USER STORIES
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• BACKLOG ITEMS
• IDEAS
• FEATURES
• REQUIREMENTS
• SOME WELL DEVELOPED, SOME NOT
• SOME DISCARDED
• MANAGED BY PRODUCT OWNER
• PRIORITIZED FOR SPRINT
THE PRODUCT BACKLOG
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• SELECT ITEM FROM THE PRODUCT BACKLOG
• ESTIMATE ITEMS
• SELECT SET OF ITEMS THAT CAN BE COMPLETED IN THE SPRINT
• CREATE SPRINT BACKLOG
SPRINT PLANNING MEETING
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• REVIEW PRODUCT WITH STAKEHOLDERS
• LIMIT TO 4 HOURS
• FINISHED/ CONTINUE/ CANCEL DECISION
SPRINT REVIEW MEETING
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• TEAM MEMBERS REFLECT ON PROJECT
• ASK
• WHAT WENT WELL
• WHAT DIDN’T WORK
• USE IMPROVEMENT IDEAS IN NEXT SPRINT
• 3 HOUR TIME LIMIT
SPRINT RETROSPECTIVE
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EARLY ATTEMPTS
http://www.crosstalkonline.org/storage/issue-archives/2012/201205/201205-Carlson.pdf
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POTENTIAL ADVANTAGES
• FEEDBACK LOOP IMPROVES QUALITY OF FINAL PRODUCT
• REDUCED INVESTMENT RISK
• REDUCED PROJECT RISK (TIME, FUNCTION)
• ADAPTS TO TECHNOLOGY CHANGE
• INCREASES INNOVATION
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CHALLENGES COMPARED TO IT
• MORE DIVERSE TEAM
• MORE COMPLEX SUBSYSTEM INTERACTIONS
• MORE DIFFICULT TO DETERMINE INDEPENDENT INCREMENT
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FUTURE APPLICATION
• RESILIENT COMMUNITIES
• TRANSPORTATION SYSTEMS
• THE INTERNET OF THINGS
• MAN MACHINE COLLABORATION