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1、Scrum,Santhosh Srinivasan,Outline,What is ScrumWhy ScrumScrum PracticesWhy Scrum worksPros and ConsCase StudySummary,What is Scrum,Scrum is an agile, lightweight process that can be used to manage and control software and product development using iterative, incremental practices 3,History,Origin in
2、 RugbyGetting an out of play ball into playUsed to describe hyper-productive development in 1987 by Ikujiro Nonaka and Hirotaka Takeuchi,Why Scrum,Software Development LifecycleRequirements Gathering and AnalysisDesignImplementationTestingDeliveryOutput of one stage serves as input for the succeedin
3、g stage,Why Scrum 2,AssumptionEach stage produces a predictable and defined outputApplication of the process results in repeatable outputsResultsLoss of controlSurprisesIncomplete or wrong products,Why Scrum 3,Major approaches to controlling processesDefined process controlEmpirical process controlD
4、efined process controlWell defined set of inputsRepeatable outputs upon completion,Why Scrum 4,Empirical process controlExpects the unexpectedProvides and exercises control through frequent inspection and adaptationImperfectly defined processes that generate unpredictable and unrepeatable results,Sc
5、rum Practices,Scrum MasterInterface between the management and the scrum teamTypically an experienced engineerResponsible for removing impediments that stall the progress of Scrum Team MembersShould be able to make quick decisions based on incomplete data,Scrum Practices 2,Product BacklogList of fea
6、tures under considerationBusiness features and technology featuresSorted by priorityProduct OwnerSole owner of the product backlogChanges to the product backlog have to be approved by the product ownerTechnical lead or Project Manager,Scrum Practices 3,Scrum TeamCross FunctionalDesigners, Testers, T
7、echnical Writers?Recommended Team Size 5 - 10,Scrum Practice 4,SprintLasts for about 30 daysImplement the top priorities in the Project Backlog called as the Sprint BacklogSprint estimates updated as tasks are completed or new tasks crop upPotentially shippable product increment,Scrum Practices 5,Da
8、ily Scrum MeetingLasts about 15 minutesWhat was achieved since the last meeting?What are the impediments to your tasks?What will you achieve before the next meeting?,Scrum Practices 6,Sprint ReviewLasts for about 4 hoursProvides feedback to the managementProvides feedback to the next Sprint,Scrum Pr
9、actices - 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 Sc
10、hwaber and Mike Beedle.,Sprint,Why Scrum Works,Most of the defined model assumptions are removedConstant feedbackFocused on “What can be done” instead of “Why it cant be done”,Pros,Great emphasis on team workTeam learns and contributes throughout the process Team becomes autonomous and strives for e
11、xcellenceRotation of leadership depending on the phase gives a distributed nature of project execution,Pros 2,The management team has a pulse on the progress of the team, stepping in whenever requiredOrganizations sometimes learn about obstacles created by established practicesCreates an open enviro
12、nment and encourages feedbackEvaluation of effort and subsequent rewards are based on the team performance,Pros 3,Reduced need for meetings, authorization and reportingIterative model leading to a delivery every 30 daysCan act as a wrapper for practices already in place,Cons,The basic premise that t
13、he team is committed to the project. If the team is not committed then process collapsesThe managements comfort level in delegation of tasksEmotional impact of failure on team members if the project fails,Cons 2,The size of the team is restricted due to the involvement of all team membersSuited for
14、development of new products and not for enhancement of an existing productReliance on experience,Case Study,Year1996CompanyIndividual IncTeamPersonal News Page (PNP)8 engineers,Case Study 2,ProblemNo features delivered in 8 monthsBad reputation within the companyCausesFeatures under implementation s
15、helved for “Hot Ideas”,Case Study 3,Approach to the problemHead of product management made product ownerProduct Backlog createdProduct Owner controlled the Product BacklogSprint Backlog followedFirst Sprint with Daily Scrum meetings,Case Study 4,DifficultiesPeople still approached engineers for addi
16、ng new features including Product OwnerDaily Scrum meetings lasted lot longer than 15 minutes initiallyExisting policy created interferenceNon-team members attend Daily Scrum meetings,Case Study 5,ResultsA release within the monthFirst release in 9 monthsDemo for managementMore attention to engineer
17、s problemsTeam spirit and confidence upCustomers happy to see functioning system and the potential,Summary,Scrum is an agile processScrum questions the basic assumptions of defined process control modelScrum practicesCase StudyPros and Cons,References,Agile Software Development with ScrumKen Schwaber, Mike BeedlePrentice Hall 2001http:/,Questions,
