The Daily ScrumStephen ForteChief Strategy OfficerTelerikstevef@orcsweb.comITS202

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The goal is to be interactive, after a brief overview of Scrum, we will do a Q&A

Success of the session depends on your questions!Ask a question at any time!

If not questions, I will review all the slides and lecture

Assume you know something about Scrum, but a complete novice is okSession given twice

Speaker.Bio.ToString();Certified Scrum Master

Some slides come from my certification class (with permission)Chief Strategy Officer of TelerikCTO and co-Founder of Corzen, Inc.

Sold to Wanted Technologies (TXV: WAN)International Conference Speaker for 10+ YearsRD, MVP and INETA Speaker Wrote a few books

SQL Server 2008 Developers Guide (Microsoft Press)Co-moderator & founder of NYC .NET Developers Group

http://www.nycdotnetdev.comFormer CTO of Zagat Survey

AgendaWhat is Scrum?Sprints and PlanningThe Daily ScrumThe Sprint ReviewScaling Scrum

We’re losing the relay race

Hirotaka Takeuchi and Ikujiro Nonaka, “The New New Product Development Game”, Harvard Business Review, January 1986.

“The… ‘relay race’ approach to product development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive requirements.”

What is Scrum?

Scrum is an agile process that allows us to focus on delivering the highest business value in the shortest time. Stresses communicationIt 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.

CharacteristicsSelf-organizing teamsProduct progresses in a series of month-long “sprints”Requirements are captured as items in a list of “product backlog”No specific engineering practices prescribedUses generative rules to create an agile environment for delivering projectsOne of the “agile processes”

No religion here please

Scrum

Sidebar: Scrum in the Real World

Corzen’s Data Engine Development in 2006Sprint 1: infrastructureSprint 2: new engine (XML/reflection)

Business value: Enabled multiple sitesSprint 3: vertical independent engine

Business value: one data engine for all spideringSprint 4: distributed processing (Seti@Home style)

Business value: unlimited spidering via cheap VPSesSprint 5: management (WCF)

Business value: thousands of spiders, 1 admin

Product owner

Define the features of the productDecide on release date and contentBe 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

The ScrumMaster

Represents management to the projectResponsible for enacting Scrum values and practicesRemoves impediments Ensure that the team is fully functional and productiveEnable close cooperation across all roles and functionsShield the team from external interferences

The team

Typically 4-9 peopleCross-functional:Programmers, testers, user experience designers, etc.Members should be full-timeMay be exceptions (e.g., database administrator)Teams are self-organizingIdeally, no titles but rarely a possibilityMembership should change only between sprints

AgendaWhat is Scrum?Sprints and PlanningThe Daily ScrumThe Sprint ReviewScaling Scrum

Sprints

Scrum projects make progress in a series of “sprints”

Analogous to Extreme Programming iterationsTypical duration is 2–4 weeks or a calendar month at mostA constant duration leads to a better rhythmProduct is designed, coded, and tested during the sprint

Sprint planning

Team selects items from the product backlog they can commit to completingSprint 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)

A sample product backlogBacklog 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. 3

As a hotel employee, I can run RevPAR reports (revenue-per-available-room) 8

Improve exception handling 8

... 30

... 50

Product backlogThe requirementsA list of all desired work on the projectIdeally expressed such that each item has value to the users or customers of the product Prioritized by the product ownerReprioritized at the start of each sprintThis is the

product backlog

This is the product backlog

Managing the sprint backlog

Individuals sign up for work of their own choosingWork is never assigned (never is a harsh word)

Estimated work remaining is updated dailyAny team member can add, delete or change the sprint backlogWork for the sprint emergesIf work is unclear, define a sprint backlog item with a larger amount of time and break it down laterUpdate work remaining as more becomes known

A sprint backlog

TasksTasksCode the UICode the middle tierTest the middle tier

Write online help

Write the foo class

MonMon8

16

8

12

8

TuesTues4

12

16

8

WedWed ThurThur

4

11

8

4

FriFri

8

8

Add error logging

8

10

16

8

8

No changes during a sprint

Plan sprint durations around how long you can commit to keeping change out of the sprint

Change

AgendaWhat is Scrum?Sprints and PlanningThe Daily ScrumThe Sprint ReviewScaling Scrum

The Daily Scrum

ParametersDaily10-15 minutesStand-up

Not for problem solvingHelps avoid other unnecessary meetingsGreat way to manage remote teams

Prevents teams from wasting time

Everyone answers 3 Qs

These are not status for the ScrumMasterThey are commitments in front of peers

What did you do yesterday?What did you do yesterday?11

What will you do today?What will you do today?22

Is anything in your way?Is anything in your way?33

Sidebar: Scrum and OutsourcingDaily Scrum best way to keep offshore team on targetIncreases the communicationReduces the red tapeUse IM, Skype

AgendaWhat is Scrum?Sprints and PlanningThe Daily ScrumThe Sprint ReviewScaling Scrum

The sprint review

Team presents what it accomplished during the sprintTypically takes the form of a demo of new features or underlying architectureInformal

2-hour prep time ruleNo slides

Whole team participatesInvite everyone

Sprint retrospective

Periodically take a look at what is and is not workingTypically 15–30 minutesDone after every sprintWhole team participates

ScrumMasterProduct ownerTeamPossibly customers and others

AgendaWhat is Scrum?Sprints and PlanningThe Daily ScrumThe Sprint ReviewScaling Scrum

Scalability

Typical individual team is 7 ± 2 peopleScalability comes from teams of teams

Factors in scalingType of applicationTeam sizeTeam dispersionProject duration

Scrum has been used on multiple 500+ person projects

Scaling through the Scrum of scrums

A Scrum reading listBooks I have read:

Agile Project Management with Scrum by Ken Schwaber

Agile Software Development with Scrum by Ken Schwaber and Mike Beedle

Scrum and The Enterprise by Ken Schwaber

Agile Estimating and Planning by Mike Cohn

Other books:Agile and Iterative Development: A Manager’s Guide by Craig Larman

Agile Retrospectives by Esther Derby and Diana Larsen

Agile Software Development Ecosystems by Jim Highsmith

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