Scrum - 5

 

# Scrum Metrics

The following are some key metrics that helps measure the work done by scrum teams and value delivered to customers:

Sprint Goal Success

Team Velocity

Sprint Burndown

Time to Market

ROI

Customer Satisfaction

# Agile Estimation

Agile estimation is ”the process for estimating the effort required to complete a prioritized

task in the product backlog”.

This effort is usually measured with respect to the time it will take to complete that task, which, in turn, leads to accurate sprint planning.

Agile teams also make estimations with reference to story points.

A story point is used in Agile Development project to estimate the difficulty of implementing a

given user story.

Agile Estimation Techniques

Planning Poker

T-Shirt Size

Fibonacci Sequence

Planning Poker#

Number-coded playing cards are used to estimate an item. The cards are distributed across the team (sized 2 10), with each of the cards representing a valid estimate. The reading on the cards could be something such as 0, 1, 2, 3, 5, 8, 13, 20, 40, and 100. Now, the product owner or the analyst describes the user story to the team, and the team can ask any related queries.

Each team member secretly selects a card number for an estimate, which is revealed when all the cards are turned over. The card with the most voting is the finalized estimate for the item under discussion. In case of uneven estimates, meetings are held, and the next round of voting commences to produce an estimate everyone agrees with.

T Shirt Sizing #

In this t-shirt sizing Agile estimation technique, the items are estimated in standard t-shirt sizes (i.e., XS, S, M, L, and XL). This is more of an informal but creative technique, and numbers can be assigned to each user story categorized under different t shirt sizes for better understanding.

A story estimated as XS is usually small and requires less effort than the XL story, which is large and has a big estimation number.

Relative Estimation is one of the several distinct flavours of estimation used in Agile teams, and consists of estimating tasks or user stories, not separately and in absolute units of time, but by comparison or by grouping of items of equivalent difficulty.

Fibonacci Sequence#

The Fibonacci sequence is one popular scoring scale for estimating agile story points. In this sequence, each number is the sum of the previous two in the series. The Fibonacci sequence goes as follows: 0, 1, 1, 2, 3, 5, 8, 13, 21, 34, 55, 89… and so on.

# User Story Splitting

“Splitting ” consists of breaking up one user story into smaller ones, while preserving the property that each user story separately has measurable business value.

Story splitting user stories avoids overwhelm by giving the team smaller, more manageable pieces of work.

Story splitting helps teams deliver value to customers early and often.

Story splitting changes the mindset from thinking about layers of development to the experience of the user.

Story splitting requires that the team prioritizes the highest value goals and features for users

User Story Splitting Techniques

Split the user stories by roles

Break down the user stories by workflows

Divide the user stories by data types

Split the user stories by data entry

Split the user stories by business rules

Split user stories by acceptance criteria

Scrum - 4

 

# Scrum Ceremonies

Scrum ceremonies are important elements of the agile methodology and software delivery process. 

The scrum ceremonies provide the framework for teams to get work done in a structured manner, help to set expectations, empower the team to collaborate effectively,and ultimately drive results.

There are 4 Scrum Ceremonies in ideal situations. These are as follows

Sprint Planning

Daily Scrum

Sprint Review

Sprint Retrospective

Sprint Planning is the scrum ceremony designed to make sure the team is prepared to get the right

things done every sprint.

Purpose#

This scrum meeting happens at the beginning of a new scrum sprint and is designed for the Product

Owner and Development Team to meet and review the prioritized Product Backlog.

Through a series of discussions and negotiations, the team should ultimately create a sprint backlog that

contains all items they are committing to complete at the end of the sprint.

The sprint goal should be a shippable increment of work, meaning it can be demonstrated at the end of

a sprint. The Product Owner is responsible for having the Product Backlog ready for review before Sprint Planning begins.

Daily Scrum is the team’s chance to get together, define a plan for the day’s work, and identify any blockers.

Purpose#

This scrum ceremony provides a frequent opportunity for the team to get together and communicate

individual progress toward the sprint goal.

It’s not a status update. Instead, it should illuminate any impediments the team is having.

The Scrum Master is responsible for clearing these roadblocks for the Development Team so they can

focus on delivering the work identified in Sprint Planning.

Each participant in this scrum meeting should be listening to each other and remain present through the

entirety of the meeting.

Sprint Review is the scrum ceremony where all work completed during the sprint can be showcased to

the stakeholders.

Purpose#

At the conclusion of each sprint, the Sprint Review provides a platform for the Development Team to

showcase all the work that has been completed.

This allows stakeholders to see things sooner than later and inspect or adapt the product as it emerges.

The work showcased during this time should be fully demonstrable and meet the definition of done that

the team is operating on.

The team should feel empowered to show off the work they’ve been able to complete over the course

of the sprint.

Sprint Retrospective is the final scrum ceremony in the sequence that allows the team to look back on

the work that was just completed and identify items that could be improved.

Purpose#

Post Sprint Review has been conducted, the scrum team needs to have the opportunity to reflect on the

work that was just showcased and discuss ways in which to improve.

It gives the scrum team a platform to discuss things that are going well, things that could go better, and

some suggestions for changes.

All actionable feedback should be collected and assigned so that members of the scrum team

understand who is responsible for what.

Scrum - 3

 

# Scrum Artifacts

Scrum’s artifacts represent work or value. They are designed to maximize transparency of key

information. These are as follows

The Product Backlog is an emergent, ordered list of what is needed to improve the product. It is

the single source of work undertaken by the Scrum Team.

The Sprint Backlog is composed of the Sprint Goal (why), the set of Product Backlog items selected

for the Sprint (what), as well as an actionable plan for delivering the Increment (how).

An Increment is a concrete steppingstone toward the Product Goal. Each Increment is additive to

all prior Increments and thoroughly verified, ensuring that all Increments work together.

Definition Of Done(DOD)#

The DoD is usually a short document in the form of a checklist, that defines when a product backlog item (i.e., user story) is considered “done”.

Definition Of Ready(DOR)#

It is a checklist of what needs to be done to a product backlog item before the team can start

implementing it in the next sprint. The Product Owner must fulfil so that the Development Team

accepts the story in the Sprint Planning meeting.

It should also meet the INVEST Criteria.

# Scrum Amigos/Roles

There are 3 important roles in SCRUM. They are as follows

Product Owner

Scrum Master

Development Team

PO Role#

Develop the direction and strategy for the products and services, including the short and long time goals.

Understand and explain customer needs for the Development Team.

Gather, prioritize, and manage the product or service requirements.

Determine the release date for the product or service features.

Accept or reject completed features related to the Sprints.

Managing the Product Backlog.

SM Role#

Act as a coach to help the team follow scrum values and practices.

Remove impediments and protect the team from external interference.

Promote good cooperation between the team and stakeholders.

Facilitator of all Scrum Ceremonies.

Protect the team from organizational distractions.

Acts as a servant leader.

Team Role#

To create and deliver the products or services.

Be self-organized and self managed.

Be cross-functional.

To fully dedicate themselves to the product or service they are working on.

To be good listeners.

To be good decision makers and should possess the ability to say NO when needed.

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Scrum -2

# Scrum Principles

The Scrum framework relies on six basic principles, guidelines that must be followed throughout every project.

Control over the empirical process

Self-organization

Collaboration

Value-based prioritization

Time-boxing

Iterative development

Control over the empirical process#

In Scrum, the empirical process is based on observation of hard evidence and experimentation rather than theory.

There are three main ideas to empirical process control: transparency, inspection, and adaptation.

Self-organization#

As the Scrum process relies on many individuals, self-organization is essential.

Everyone involved is empowered to work independently, and the self-organization principle allows for greater buy-in among all parties, while making it easier to assess individual contributions.

This principle fosters a creative and innovative environment that promotes growth.

Collaboration#

The collaboration principle revolves around three core dimensions: awareness, articulation, and appropriation.

This principle also defines project management as a shared value-creation process that relies on teams working together and interacting to produce the best results.

Value-based prioritization#

The Scrum team must prioritize tasks based on their importance and value to both the end-users and company goals.

This prioritization is a continually evolving process that starts at the beginning of the project and continues until its successful completion.

Time-boxing#

The time-boxing principal schedules and allocates amounts of time for the different activities.

Scrum’s time-boxed elements include-

Sprints-2-4 weeks long

Sprint Planning meetings-1-2 hours for task determination

Daily standupmeetings-15 min for task discussion and monitoring

Sprint Review-1–2 hours evaluation of tasks and release cycles

Sprint Retrospective-Maximum upto3 hours for monthly sprint & less than that

Iterative development#

Scrum project requirements are always evolving and changing, requiring constant adjustment and revision.

This principle emphasizes how to manage these changes more productively and effectively, resulting in products that better serve the customer’s needs.

The software development activities in the Scrum framework must be repeated, revisited, and reworked.

Scrum -1

What is SCRUM ?

Scrumis a lightweight framework that helps people, teams and organizations generate value through adaptive solutions for complex problems.

Scrum is anagile development methodology used in the development of Software based on an iterative and incremental processes.

The primary objective of Scrum is to satisfy the customer’s need through an environment of transparency in communication, collective responsibility and continuous progress.

Why is SCRUM used ?

Helps save time and money

Encourages teamwork

Adaptability

Easy to use

Alignment & Transparency within Teams

Proper client collaboration

# Scrum Values

Along with the processes of Scrum, there come the core Scrum Values upon which the Scrum framework is based. It is abbreviated as FORCE.

Focus

Openness

Respect

Courage

Extreme Commitment

Focus#

Aniterative-incremental approach and timely delivery in Scrum helps to keep us stay focussed on the project goal.

Once the requirements are clear and the goal is set, the most effective way to attain the goal is to be goal-oriented.

By focussing more on a goal, you can avoid resource wastage and deliver on time.

This Scrum value leverages lower rate of risks and provides ample time to improve and deliver.

Openness#

Team members should be open about their work, progress, what they learned and the issues they are facing.

They should be open to work with colleagues, recognizing & acknowledging individuals to be who they are.

Be open to team up with the stakeholders in terms of orders and abilities.

Be open towards sharing the feedback with team members and gaining from each other.

Respect#

As a part of the Scrum team, we should respect colleagues, their decisions, and their experience.

As an efficient team member, we should also respect diversity.

Need to respect the stakeholders by not building anything in which people are not interested.

Being responsible team member, we need to completely adhere to the Scrum framework and the associated Scrum roles. We must also respect each other’s skills, knowledge, and insights.

Courage#

Scrum is all about taking risks and finding out an optimized solution.

The Scrum team is allowed to think of different approaches to workshop the best and most appropriate solutions. In order to implement new things to the project, we need to explain these new ideas to the team.

It helps in harmonizing the team, so they cooperate with each other to create unique ideas for enhanced results.

Extreme Commitment#

Scrum teams must be committed to progress and willing to have practical objectives and stick to them.

This is a team activity where we are a part of a team and are accountable to work together and to confirm to the commitments.

Commitment could be either Sprint Based/Team Based/Self Based.

Agile-1

What is Agile ?

Agileis an iterativeapproachtoproject managementandsoftware developmentthat helps teams deliver value to their customers faster.

It involves constant collaboration with stakeholders and continuous improvement at every stage.

It is a way to manage a project by breaking it up into several phases.

Why Agile ?

High Product Quality

Higher Customer Satisfaction

Increased Project control

Reduced Risks

Faster ROI

Improved team morale

Continuous improvement

Improved project predictability

What is Agile Manifesto ?

The Agile Manifesto is a document that sets out the key values and principles behind the Agile philosophy and serves to help development teams work more efficiently and effectively.

It focusses to provide an effective model for teams to successfully adopt the fundaof Agile project management and use it to improve their day-to-day work process.

The Agile Manifesto was founded in February 2001 at a resort in Snowbird, Utah.

It has 4 values & 12 principles.

# Agile Values

#Individuals and interactions over processes and tools

Having the right group of individuals on your software team is vital to success. The people behind the processes are more important than the tools being used. The best possible tools in the wrong hands are worthless.

#Working product over comprehensive documentation

It states that the first and foremost duty of the project team is completing the final deliverablesas identified by the customers in form of product increment than just creating detailed documentation.

#Customer collaboration over contract negotiation

The focus is always on continuous development. We need to have a feedback loop with our customers so that we can constantly ensure that our product works for them.

#Responding to change over following a plan

A software team should have the ability to pivot and change direction whenever they need to, with a flexible roadmap that reflects that. Adynamic roadmap can change from quarter to quarter, sometimes even month to month, and agile teams are able to keep up with those changes.

# Agile Principles

Customer satisfaction through continuous delivery of the product

Adhere to the decided timeframe for the delivery of a working product

All stakeholders must frequently collaborate to ensure that the project is going in the correct direction

Create a supportive environment to motivate team members and encouraging them to get the job done

Prefer face-to-face communication over other methods

Divide large chunks of work intosmaller & achievable tasks for quicker completion and easier integration of changes

Working software is the primary measure of progress

Try to maintain a constant pace of development

Maintain the quality of the product by paying attention to technical details

Maintain simplicity

Promote self-organization in the team

Regularly reflect on your performance for continuous improvement