ScrumScrum

Santhosh SrinivasanSanthosh Srinivasan

OutlineOutline

What is ScrumWhat is Scrum Why ScrumWhy Scrum Scrum PracticesScrum Practices Why Scrum worksWhy Scrum works Pros and ConsPros and Cons Case StudyCase Study SummarySummary

What is ScrumWhat is Scrum

Scrum is an agile, lightweight Scrum is an agile, lightweight process that can be used to manage process that can be used to manage and control software and product and control software and product development using iterative, development using iterative, incremental practices incremental practices [3][3]

HistoryHistory

Origin in RugbyOrigin in Rugby Getting an out of play ball into playGetting an out of play ball into play

Used to describe hyper-productive Used to describe hyper-productive development in 1987 by Ikujiro development in 1987 by Ikujiro Nonaka and Hirotaka TakeuchiNonaka and Hirotaka Takeuchi

Why ScrumWhy Scrum

Software Development LifecycleSoftware Development Lifecycle Requirements Gathering and AnalysisRequirements Gathering and Analysis DesignDesign ImplementationImplementation TestingTesting DeliveryDelivery

Output of one stage serves as input Output of one stage serves as input for the succeeding stagefor the succeeding stage

Why Scrum 2Why Scrum 2

AssumptionAssumption Each stage produces a predictable and defined Each stage produces a predictable and defined

outputoutput Application of the process results in repeatable Application of the process results in repeatable

outputsoutputs ResultsResults

Loss of controlLoss of control SurprisesSurprises Incomplete or wrong productsIncomplete or wrong products

Why Scrum 3Why Scrum 3

Major approaches to controlling Major approaches to controlling processesprocesses Defined process controlDefined process control Empirical process controlEmpirical process control

Defined process controlDefined process control Well defined set of inputsWell defined set of inputs Repeatable outputs upon completionRepeatable outputs upon completion

Why Scrum 4Why Scrum 4

Empirical process controlEmpirical process control Expects the unexpectedExpects the unexpected Provides and exercises control through Provides and exercises control through

frequent inspection and adaptationfrequent inspection and adaptation Imperfectly defined processes that Imperfectly defined processes that

generate unpredictable and generate unpredictable and unrepeatable resultsunrepeatable results

Scrum PracticesScrum Practices

Scrum MasterScrum Master Interface between the management and Interface between the management and

the scrum teamthe scrum team Typically an experienced engineerTypically an experienced engineer Responsible for removing impediments Responsible for removing impediments

that stall the progress of Scrum Team that stall the progress of Scrum Team MembersMembers

Should be able to make quick decisions Should be able to make quick decisions based on incomplete databased on incomplete data

Scrum Practices 2Scrum Practices 2

Product BacklogProduct Backlog List of features under considerationList of features under consideration Business features and technology featuresBusiness features and technology features Sorted by prioritySorted by priority

Product OwnerProduct Owner Sole owner of the product backlogSole owner of the product backlog Changes to the product backlog have to be Changes to the product backlog have to be

approved by the product ownerapproved by the product owner Technical lead or Project ManagerTechnical lead or Project Manager

Scrum Practices 3Scrum Practices 3

Scrum TeamScrum Team Cross FunctionalCross Functional Designers, Testers, Technical Writers?Designers, Testers, Technical Writers? Recommended Team Size 5 - 10Recommended Team Size 5 - 10

Scrum Practice 4Scrum Practice 4

SprintSprint Lasts for about 30 daysLasts for about 30 days Implement the top priorities in the Implement the top priorities in the

Project Backlog called as the Sprint Project Backlog called as the Sprint BacklogBacklog

Sprint estimates updated as tasks are Sprint estimates updated as tasks are completed or new tasks crop upcompleted or new tasks crop up

Potentially shippable product incrementPotentially shippable product increment

Scrum Practices 5Scrum Practices 5

Daily Scrum MeetingDaily Scrum Meeting Lasts about 15 minutesLasts about 15 minutes What was achieved since the last What was achieved since the last

meeting?meeting? What are the impediments to your What are the impediments to your

tasks?tasks? What will you achieve before the next What will you achieve before the next

meeting?meeting?

Scrum Practices 6Scrum Practices 6

Sprint ReviewSprint Review Lasts for about 4 hoursLasts for about 4 hours Provides feedback to the managementProvides feedback to the management Provides feedback to the next SprintProvides feedback to the next Sprint

Scrum Practices - SummaryScrum Practices - Summary

30 days

24 hours

Product BacklogAs prioritized by Product Owner

Sprint Backlog

Backlog tasksexpandedby team

Potentially ShippableProduct Increment

Daily ScrumMeeting

Source: Adapted from a presentation on Scrum [2] that has Adapted from Agile Software Development with Scrum by Ken Schwaber and Mike Beedle.

Sprint

Why Scrum WorksWhy Scrum Works

Most of the defined model Most of the defined model assumptions are removedassumptions are removed

Constant feedbackConstant feedback Focused on “What can be done” Focused on “What can be done”

instead of “Why it can’t be done”instead of “Why it can’t be done”

ProsPros

Great emphasis on team workGreat emphasis on team work Team learns and contributes Team learns and contributes

throughout the process throughout the process Team becomes autonomous and Team becomes autonomous and

strives for excellencestrives for excellence Rotation of leadership depending on Rotation of leadership depending on

the phase gives a distributed nature the phase gives a distributed nature of project executionof project execution

Pros 2Pros 2

The management team has a pulse on the The management team has a pulse on the progress of the team, stepping in progress of the team, stepping in whenever requiredwhenever required

Organizations sometimes learn about Organizations sometimes learn about obstacles created by established practicesobstacles created by established practices

Creates an open environment and Creates an open environment and encourages feedbackencourages feedback

Evaluation of effort and subsequent Evaluation of effort and subsequent rewards are based on the team rewards are based on the team performanceperformance

Pros 3Pros 3

Reduced need for meetings, Reduced need for meetings, authorization and reportingauthorization and reporting

Iterative model leading to a delivery Iterative model leading to a delivery every 30 daysevery 30 days

Can act as a wrapper for practices Can act as a wrapper for practices already in placealready in place

ConsCons

The basic premise that the team is The basic premise that the team is committed to the project. If the team committed to the project. If the team is not committed then process is not committed then process collapsescollapses

The management's comfort level in The management's comfort level in delegation of tasksdelegation of tasks

Emotional impact of failure on team Emotional impact of failure on team members if the project failsmembers if the project fails

Cons 2Cons 2

The size of the team is restricted due The size of the team is restricted due to the involvement of all team to the involvement of all team membersmembers

Suited for development of new Suited for development of new products and not for enhancement of products and not for enhancement of an existing productan existing product

Reliance on experienceReliance on experience

Case StudyCase Study

YearYear 19961996

CompanyCompany Individual IncIndividual Inc

TeamTeam Personal News Page (PNP)Personal News Page (PNP) 8 engineers8 engineers

Case Study 2Case Study 2

ProblemProblem No features delivered in 8 monthsNo features delivered in 8 months Bad reputation within the companyBad reputation within the company

CausesCauses Features under implementation shelved Features under implementation shelved

for “Hot Ideas”for “Hot Ideas”

Case Study 3Case Study 3

Approach to the problemApproach to the problem Head of product management made Head of product management made

product ownerproduct owner Product Backlog createdProduct Backlog created Product Owner controlled the Product Product Owner controlled the Product

BacklogBacklog Sprint Backlog followedSprint Backlog followed First Sprint with Daily Scrum meetingsFirst Sprint with Daily Scrum meetings

Case Study 4Case Study 4

DifficultiesDifficulties People still approached engineers for People still approached engineers for

adding new features including Product adding new features including Product OwnerOwner

Daily Scrum meetings lasted lot longer Daily Scrum meetings lasted lot longer than 15 minutes initiallythan 15 minutes initially

Existing policy created interferenceExisting policy created interference Non-team members attend Daily Scrum Non-team members attend Daily Scrum

meetingsmeetings

Case Study 5Case Study 5

ResultsResults A release within the monthA release within the month First release in 9 monthsFirst release in 9 months Demo for managementDemo for management More attention to engineers’ problemsMore attention to engineers’ problems Team spirit and confidence upTeam spirit and confidence up Customers happy to see functioning Customers happy to see functioning

system and the potentialsystem and the potential

SummarySummary

Scrum is an agile processScrum is an agile process Scrum questions the basic Scrum questions the basic

assumptions of defined process assumptions of defined process control modelcontrol model

Scrum practicesScrum practices Case StudyCase Study Pros and ConsPros and Cons

ReferencesReferences

1.1. Agile Software Development with Agile Software Development with ScrumScrum

Ken Schwaber, Mike BeedleKen Schwaber, Mike Beedle Prentice Hall 2001Prentice Hall 2001

2.2. http://www.mountaingoatsoftware.chttp://www.mountaingoatsoftware.com/pres/RedistributableIntroToScruom/pres/RedistributableIntroToScrum.pptm.ppt

3.3. http://www.controlchaos.com/http://www.controlchaos.com/

QuestionsQuestions