1 Dilbert Scott Adams 2 Dilbert Scott Adams

1 Dilbert Scott Adams

2 Dilbert Scott Adams

3 Dilbert Scott Adams

Scrum Better Software, May/June 2009 Volume 11, Issue 6 • An Agile method of project management • Iterative / incremental work cycles Sprints Each Sprint produces a functional product • Assess and revise “Facilitates communication and collaboration to yield high impact teamwork” “Hyper-performing teams”

Scrum – Overview Roles: • Product owner Prioritizes product backlog Communicates product vision to team Negotiates “Sprint” goals Accepts or Rejects each increment • Scrum team Cross functional Self-organizing * About seven • Scrum. Master Facilitator (productivity, selforganizing) Removes “interrupts” Enforces Scrum rules Ensures all Scrum “products” are visible * Once work is assigned, the team determines how to do the work. No interrupts from the Product owner… allows for a stable uninterrupted time to do the work.

Scrum Meetings • Sprint planning meeting Product owner & team negotiate work for the next sprint Product owner sets priority Team commits to work it can accomplish • Daily Scrum meeting Member updates 15 minutes What was done yesterday, what is planned for today, impediments • Sprint review meeting At the end of sprint Demos product increment Product owner accepts/rejects Examine progress and revise direction if needed • Sprint retrospective Inspects process and adapts as needed Reflect on sprint & identify ways to improve

Begin work without knowing all the requirements… Beliefs • Requirements can be added incrementally as development proceeds • Limitations to what team can know at the beginning • What is known at the beginning is the most essential functionality • Certain features only possible after other, basic, functionality has been built • Team can be trusted to self-organize • What you get is hyper-productive teams

“I’ll know it when I see it (IKIWISI)” The “Business Case” • Building frequent customer interaction into the Scrum process … allows customer to connect “vision” with the product • Prevents team from deviating far from customer’s “vision” • Flexibility to adapt at the “last” moment … allowing for revisions in scope

Challenges What could possibly go wrong? How to transition to Scrum? • Different work habits – “culture” clash • Employee anxiety over the “change” • HR must realign employee development, career paths, incentive programs… etc. • Scrum principles and processes must be implemented at the team and management level

Alan Cooper • Speaking about users in a post Keynote speech chat with delegates at the Patterns and Practices Summit at Microsoft (2006). http: //channel 9. msdn. com/posts/Charles/Alan-Cooper-Questions-after-his-keynote/ http: //www. youtube. com/watch? v=s. NWBn. Caz. Ic. U