SCRUMChengdu

Scrum Practices

Linchuan Wang

Scrum Assembling in Chengdu

May 23, 2009

SCRUMChengduScrum Dash Board of

Chengdu Team Two

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Sprint Backlog

• We’ve tried out Scrumworks Pro to host all backlogs.

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DoD3

• A sheet of test cases (generated from Testlink server) will be delivered to the Product Owner as early as possible as a DoD. If the PO has any comments he will let the team know immediately.

• This set of test cases also is being used to drive daily development (each case created and owned by a pair of developer and tester). The pair of developer and tester will work on these test cases in the whole Sprint.

• So, we’re actually DoD3 (DoD Driving Development) Test Case

Team

Product Owner

DoD

TDD

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Test Report for Sprints

• As a part of DoD, a test report (refer to the next page ) will be released along with the running software. The PO will check the software against it even remotely. (we do not have the PO locally in most demo meeting so this is especially important)

• As usual, the PO will find a little number of new defects not covering by these test cases (DoD) which will be fixed in the next Sprint. And the team learned to make better test cases (DoD).

• No team could deliver bug-free software. In that sense, the pass rate would not be 100%. So an agreement on the mandatory test case set should be reached between the PO and the team in the beginning of the Sprint if necessary .

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Scrum of Scrum with the Integration Team

Team One

Plenware

Team Two

PlenwareXYZ TeamUS Team

Team

ABCHW Team Artist Team

Integration Team

Customer

Release&test report

Customer Defects report

Release Notes

-new features

-known bugs&limitations

-change logs

…

Component/Feature Test Case and Report

Smoke Test Case Report

Bug and defect report

Engineering Release

Since the main repo is keep up updated (and built) continually , for each check-in there would be one build, so the customer (whoever) could get any check-in build as an “as-is” engineering release. In that sense, every one (team) can release a new feature, patch or whatsoever by pass the integration team for convenience without quality assurance if that’s really somebody wants.

!!!NOTE!!! For each single check-in on the main repo the submitter HAS to make sure the smoke test case could be passed. If it’s not sure please execute the smoke test by yourself.

Smoke Test Case

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Convention of Integration Scrum Team

• Integration teams mainly focus on build, test, release … instead of actual development.

• It can share team member with development Scrum teams.

• All updates should get confirms from this team before spread it out

• All release should be delivered by this team• All updates and check-ins from task teams must

have test cases along with test status (report)• The defects found by this team often have high

priority

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How to form Common Test Case Suite

Team One

Plenware Team Two

Plenware

XYZ Team

U.S.

Team

ABC

HW Team

Artist Team

Integration Team

Test Case

Test CaseTest Case

Test Case

Test Case

Test Case

Common

Test Case

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All test case of Set 1

passed

Action: request a regression test

How it works

Red Team

Blue Team

Integration Team Working Log

Test Case

Set 1

Test Case

Set 1

Test Case

Set 2

Test Case

Set 3

Test Case

Set 2

A Sprint

Regression testing trigger

Some test

case of Set 1

passed

Action: Check in

regression one

Blue team has to pass three sets of test case to meet the Sprint Goals. Red team has two.

Integration Team has to pass 5 sets from both Red and Blue Team plus all sets passed previously for new deliverable by the end of Sprint.

Main repository

Start regression testing

Action: test case execution

Defects Reporting

Check-in

Test Case

Set 1

Test Case

Set 1

Test Case

Set 1

Test Case

Set 1

Test Case

Set 2

regression two …

Smoke Test Smoke Test Smoke Test

Smoke Test Smoke Test

Smoke Test: For each single check-in on the main repo the submitter HAS to make sure the smoke test case could be passed. If it’s not sure please execute the smoke test by yourself.

Smoke Test

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Release Planning

SCRUMChengduTeam One

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Team One Cont’

195hrs left

42pts planned

29pts_burned.

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Team Two

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Team Two Cont’

23hrs left

28pts planned

27pts_burned

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Team Three

170hrs left

71pts planned

54pts burned.

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Enhanced Product Burdown

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Completion Forecasting

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Project Management Retrospective

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• “You must unlearn what you have learned. “

SCRUMChengduWork the Manager used to do

that the team now does:• 1. Make commitments on behalf of the team about how much

they can get done by a certain date• 2. Convince team that the commitments made on their behalf

are attainable• 3. Give direction to the team on how to implement the work, so

they can deliver on the commitment• 4. Monitor the team's progress, to make sure they stay on

schedule, and isn’t having problems• 5. Step in and determine the solution, if the team falls behind on

their schedule, or starts having problems• 6. Conduct weekly status update and 1:1 meetings with the

team, to surface issues, and provide direction• 7. Provide motivation and push the team to work harder than

they might want to, using carrots and / or sticks• 8. Decide task assignments among the team members and

follow up on tasks to make sure they've been done• 9. Be responsible for the team doing the right thing at the right

time in the right way.

SCRUMChengduBasic truths about team motivation

• 1. People are most productive when they manage themselves;

• 2. People take their commitment more seriously than other people’s commitment for them;

• 3. People have many creative moments during down time;

• 4. People always do the best they can; and,• 5. Under pressure to “work harder,” developers

automatically and increasingly reduce quality.

SCRUMChengduBasic truths about team

performance• 1. Teams and people do their best work

when they aren’t interrupted;

• 2. Teams improve most when they solve their own problems; and,

• 3. Broad-band, fact-to-face communications is the most productive way for teams to work together.

SCRUMChengduBasic truths about team

composition• 1. Teams are more productive than the

same number of individuals;• 2. The optimum size team is around

seven people, and no more than nine;• 3. Products are more robust when a

team has all of the cross-functional skills focused on the work;

• 4. Changes in team composition ruin productivity.

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• “Luke… Let go. Trust the force.”