Certified Scrum Master
Definition of Scrum
(n) A framework (not a prescriptive methodology) within which people can address complex, adaptive problems, while productively and creatively delivering products of the highest possible value.
Cancelling a Sprint
- A Sprint can be cancelled before the Sprint time-box is over (the time-box just can't be lengthened or shortened) - Only the Product Owner has the authority to cancel the Sprint - A Sprint would be cancelled if the Sprint Goal becomes obsolete (which could happen if market or technology conditions change) - Cancellation rarely makes sense since Sprints are so short in duration (very uncommon) - If a Sprint is cancelled, any completed items are reviewed and all incomplete items are returned back to the Product Backlog
Characteristics of the Sprint
- A Sprint is a time-boxed event of one month or less during which a "Done", usable, and potentially releasable product Increment is created - Sprints have consistent durations throughout a development effort - A new Sprint starts immediately after the conclusion of the previous Sprint (iterative) - Each Sprint can be considered its own individual project - Each Sprint has a goal of what is to be built, a design, and flexible plan that will guide building it, the work, and the resultant product increment. - Sprints
Sprint Goal
- An objective that will be met within the Sprint through the implementation of the Product Backlog, and provides guidance to the Development Team on why it is building an Increment - The SPRINT GOAL is established from/a product of the SPRINT PLANNING meeting - The selected Product Backlog items deliver one coherent function, which can be the Sprint Goal
Monitoring Progress Toward Goals
- At any point in time, the total work remaining to reach a goal can be summed. - Burn-downs, burn-ups, or cumulative flows have proven useful; however, these do not replace the importance of empiricism. In complex environments, what will happen is unknown. Only what has already happened may be used for forward-looking-decision making.
Development Team Size
- Development Teams are small enough to remain nimble and large enough to complete significant work with a Sprint. - Development Teams should typically consist of between 3 to 9 individuals (More than 9 is too complicated to manage/bulky, less than 3 limits knowledge/skills/capabilities of team to produce significant work/Increments during a Spring)
Definition of "Done"
- It is vital that all stakeholders have a common understanding/expectation/standard of what "Done" means - The purpose of each Sprint is to deliver Increments of potentially releasable functionality that adheres to the Scrum Team's current definition of "Done" - As Scrum Teams mature, it is expected that their definitions of "Done" will expand to include more stringent criteria for higher quality - New definitions, as used, may uncover work to be done in previously "Done" Increments - Any one product or system should have a definition of "Done" that is a standard for any work done on it
Scrum Events
- Prescribed events are used in Scrum to create regularity - ALL Scrum events are time-boxed events, meaning that each event has a maximum duration of time. (A hard end-time) - Once a Sprint begins, its duration is FIXED and cannot be shortened or lengthened - The Sprint itself is essentially a container for all other events. Other than the Sprint itself, each event in Scrum is a formal opportunity to inspect and adapt something - Reduced transparency leads to lost opportunities to inspect and adapt
Characteristics of Product Backlog Refinement
- Product Backlog Refinement is an ongoing process in which the Product Owner and the Development Team collaborate on the details of the Product Backlog items - Product Backlog Refinement usually consumes no more than 10% of the capacity of the Development Team. HOWEVER, Product Backlog items can be updated at any time by the Product Owner or at the Product Owner's discretion - The lower the Product Backlog item, the less detail (typically) - Product Backlog items that can be "Done" by the Development Team within one Sprint are deemed "Ready" for selection in a Sprint Planning session/event - the DEVELOPMENT TEAM is responsible for ALL ESTIMATES in the Product Backlog. The Product Owner may influence the Development Team by helping it understand and select Trade-Offs, but the people who will perform the work make the final estimate.
Results of the Sprint Review
- Results of the Sprint Review session include: a) Revised Product Backlog that defines the probable Product Backlog items for the next Sprint
End Notes
- Scrum exists only in its entirety and functions well as a container for other techniques, methodologies, and practices - While it's possible to implement only some parts of Scrum, the result is not a Scrum framework, as Scrum ONLY exists in its entirety
Artifact Transparency
- Scrum relies on Transparency (TIA) - Deicisions to optimize value and control risk are made based on the perceived state of the artifacts - As Transparency decreases, probability for flaws AND risk increase - The Scrum Master is responsible for ensuring transparency
Characteristics of Scrum Artifacts
- Scrum's Artifacts represent work or value to provide transparency and opportunities for inspection and adaptation - Artifacts defined by Scrum are specifically designed to maximize transparency of key information so that everybody has the same understanding of the artifact
Characteristics of the Daily Scrum
- The Daily Scrum is a 15-minute time-boxed event for the DEVELOPMENT TEAM. It is held every single day of the Sprint. - Optimizes team collaboration and performance by inspecting the work completed since the last Daily Scrum and forecasting upcoming Sprint Work. - The Daily Scrum session is held at the same time and place each day to reduce complexity - The Development Team uses the Daily Scrum to inspect progress toward the Sprint Goal and to inspect how progress is trending toward completing the work in the Product Backlog - The Structure of the meeting is set by the Development Team - The Scrum Master ensures that the Development Team has the meeting, but the Development Team is responsible for conducting the Daily Scrum - The Daily Scrum is an internal meeting for the Development Team. If others are present, the Scrum Master ensures that they do not disrupt the meeting.
Characteristics of the Development Team
- The Development Team consists of professionals who do the work of delivering a potentially releasable INCREMENT of "Done" product at the end of each Sprint. - A "Done" Increment is required at the Sprint Review. Only members of the Development Team can create the Increment. - Development Teams are structured and empowered by the organization to organize and manage their own work. (self-organizing)
Charactertics of the Product Backlog
- The Product Backlog is an ordered list of everything that is known to be needed in the Product. It is the single source or requirements for any changes to be made to the product - The PRODUCT OWNER is responsible for the Product Backlog, including its content, availability, and ordering (prioritizing) - A Product Backlog is NEVER COMPLETE. It continues to evolve as the product and the environment in which it will be used evolves. - It is DYNAMIC; it constantly changes to identify what the product needs to be appropriate, competitive, and useful. If a product exists, its Product Backlog also exists. - The Product Backlog lists all features, functions, requirements, enhancements, and fixes that constitute the changes to be made to the product in future releases - A Product Backlog is a LIVING artifact - Changes in business requirements, market conditions, or technology may cause changes in the Product Backlog - Multiple Scrum Teams often work in tandem on the same Product Backlog (one Product Backlog, multiple Scrum Teams)
Characteristics of the Product Owner
- The Product Owner is one person, NOT A COMMITTEE. - Those wanting to modify the Product Backlog must address the Product Owner
Responsibilities of the Product Owner
- The Product Owner is responsible for maximizing the value of the product resulting from work of the Development Team. - The Product Owner is the SOLE PERSON responsible for managing the Product Backlog.
Characteristics of the Scrum Master
- The Scrum Master is a SERVANT-LEADER for the Scrum Team. The Scrum Master helps those outside of the Scrum Team to understand which of their interactions with the Scrum Team are helpful and which aren't. The Scrum Master helps everyone change these interactions to maximize the value created by the Scrum Team.
Responsibilities of the Scrum Master
- The Scrum Master is responsible for promoting and supporting Scrum as defined in the Scrum Guide. Scrum Masters do this by helping everyone understand Scrum Theory, practices, rules, and values.
Charactertistics of the Sprint Retrospective
- The Sprint Retrospective is an opportunity for the Scrum Team to inspect itself and create a plan for improvements to be enacted during the next Sprint - The Sprint Retrospective occurs after the Sprint Review and prior to the next Sprint Planning sessions - At most, the Sprint Retrospective is a 3-hour meeting - Scrum Master ensures that the event takes place and that attendees understand its purpose
Elements of the Sprint Review
- The Sprint Review includes the following elements: a) Attendees include the Scrum Team (Product Owner, Scrum Master, and Development Team) and key stakeholders (the Organization) invited by the Product Owner. b) Product Owner explains what Product Backlog items have been "Done" and what has not been "Done" c) The Development Team discusses what went well during the Sprint, what problems it ran into, and how the problems were solved d) The Development Team demonstrates the work that it has "Done" and answers questions about the Increment e) The Product Owner discusses the Product Backlog as it stands. He or she projects likely target and delivery dates based on progress to date (if needed) f) The entire group collaborates on what to do next, so that the Sprint Review provides valuable input to subsequent Sprint Planning g) Review of how the marketplace or potential use of the product might have changed and what next steps would be h) Review of the timeline, budget, potential capabilities, and marketplace for the next anticipated releases
Characteristics of the Sprint Review
- The Sprint Review is held at the end of the Sprint to inspect the Increment and adapt the Product Backlog if needed - During Sprint Review, the Scrum Team and stakeholders collaborate about what was done in the Sprint (includes Product Owner and Scrum Master and Organization) - This is an INFORMAL meeting, not a status meeting, and the presentation of the Increment is intended to elicit feedback and foster collaboration - At most, the Sprint Review is a 4-hour meeting - The Scrum Master ensures this meeting occurs and that attendees understand its purpose
Development Team's Sprint Responsibilities
- The number of items selected from the Product Backlog for a Sprint is solely up to the Development Team. Only the Development Team can assess what it can accomplish over the upcoming Sprint (Self-Organizing) - If the Development Team determines it has too much or too little work, it may renegotiate the selected Product Backlog items with the Product Owner
Sprint Planning
- The work to be performed in the Sprint is planned at the Sprint Planning. This plan is created by the collaborative work of the entire Scrum Team. - Sprint Planning is time-boxed to a maximum of 8 hours for a one-month Sprint - A Sprint Planning session produces a SPRINT GOAL
Characteristics of the Sprint Backlog
- the Sprint Backlog is the set of Product Backlog items selected for a particular Sprint, plus a plan for delivering the product Increment and realizing the Sprint Goal. - The Sprint Backlog is a FORECAST by the Development Team about what functionality will be in the next Increment and the work needed to deliver that functionality into a "Done" Increment. - The Sprint Backlog makes visible all the work that the Development Team identifies as necessary to meet the Sprint Goal. - To ensure continuous improvement, it includes at least one high priority process improvement identified in the last/previous Retrospective meeting - The DEVELOPMENT TEAM modifies the Sprint Backlog throughout the Sprint, and the Sprint Backlog emerges during the Sprint. - As new work is required, the Development Team adds it to the Sprint Backlog. As work is performed or completed, the estimated remaining work is updated. When elements of the plan are deemed unncessary, they are removed. - ONLY THE DEVELOPMENT TEAM can change its Sprint Backlog during a Sprint - The Sprint Backlog is a highly visible, real-time picture of the work that the Development Team plans to accomplish during the Sprint, and it belongs solely to the Development Team.
5 Values of Scrum
1) Focus 2) Openness 3) Respect 4) Courage 5) Commitment F O R C C
3 Roles of Scrum Team
1) Product Owner 2) Development Team 3) Scrum Master ~ Scrum Teams are self-organizing and cross-functional. Scrum Teams deliver products iteratively and incrementally, maximizing opportunities for feedback.
3 Scrum Master Service Relationships
1) Scrum Master service to Product Owner S ---> P 2) Scrum Master service to Development Team S ---> D 3) Scrum Master service to the Organization S ---> O
4 Scrum Events
1) Sprint Planning 2) Daily Scrum 3) Sprint Review 4) Sprint Retrospective Some Dummies Share Socially (SDSS)
A Sprint consists of:
1) Sprint Planning 2) Daily Scrums 3) Development Work 4) Sprint Review 5) Sprint Retrospective
3 Pillars of Empirical Process Control Implementation
1) Transparency 2) Inspection 3) Adaptation Tía (mi tía)
Agile Principle #8 (Agile processes...)
Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
Agile Principle #12 (At regular...)
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
Agile Principle #5 (Build projects...)
Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
Agile Principle #4 (Business people...)
Business people and developers must work together daily throughout the project.
Agile Principle #9 (Continuous attention...)
Continuous attention to technical excellence and good design enhances agility.
Agile Principle #3 (Deliver working...)
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
3 Pillars of EPCT: Adaptation
If an inspector determines that one or more aspects of a process deviate outside acceptable limits, and that the resulting product will be unacceptable, the process or the material being processed must be adjusted. An adjustment must be made as soon as possible to minimize further deviation.
Time-Boxed Duration of a Sprint
Less than or equal to one month. (The duration of a Sprint will be less than or equal to one month.) Any longer than one month and the scope can change/get more complex/increase in risk. Sprints enable predictability by ensuring inspection and adaptation of progress toward a Sprint Goal at least every calendar month. The one month time box also limits risk to one calendar month of cost.
Agile Principle #1 (Our highest...)
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
Scrum Approach
Scrum employes an iterative, incremental approach to optimize predicability and control risk.
Scrum Theory
Scrum is founded on empirical process control theory, or empiricism. Empiricism asserts that knowledge comes from experience and making decisions based on what is known.
3 Pillars of EPCT: Inspection
Scrum users must frequently inspect Scrum artifacts and progress toward a Sprint Goal to detect undesirable variances. Their inspection should not be so frequent that inspection gets in the way of the work. Inspections are most beneficial when diligently performed by skilled inspectors at the point of work.
Applicability of Scrum
Scrum was initially developed for managing and developing products. The framework has been used for IT projects, government projects, school projects, etc. (very wide applicability)
Time-Boxed Duration of Daily Scrum
Session is time-boxed to less than or equal to 15 minutes
Time-Boxed Duration of Sprint Retrospective
Session is time-boxed to less than or equal to 3 hours
Time-Boxed Duration of Sprint Review
Session is time-boxed to less than or equal to 4 hours
Time-Boxed Duration of Sprint Planning
Session is time-boxed to less than or equal to 8 hours
Agile Principle #10 (Simplicity ---)
Simplicity --- the art of maximizing the amount of work not done --- is essential.
Definition of Product Backlog Refinement
The act of adding detail, estimates, and order to items in the Product Backlog
Agile Principle #11 (The best...)
The best architectures, requirements, and designs emerge from self-organizing teams.
Scrum Team Dynamics
The essence of Scrum is a small team of people. This team must be highly FLEXIBLE and ADAPTIVE.
Agile Principle #6 (The most...)
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
3 Pillars of EPCT: Transparency
Transparency: significant aspects of the process must be visible to those responsible for the outcome. Transparency requires those aspects be defined by a common standard so observers share a common understanding of what is being seen. Such as: 1) a common language referring to the process must be shared by all participants 2) those performing the work and those inspecting the results increment must share a common definition of "Done"
Agile Manifesto
We value... 1) Individuals and interactions over processes and tools 2) Working software over comprehensive documentation 3) Customer collaboration over contract negotiation 4) Responding to change over following a plan. (Icky Worms Can Read) While there is value in the items on the right, we value the items on the left more.
Agile Principle #2 (Welcome changing...)
Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
Agile Principle #7 (Working software...)
Working software is the primary measure of progress.
Characteristics of the S ---> D Service Relationship
a) Coaching the Development Team in self-organization and cross-functionality b) Helping the Development Team to create high-value products c) Removing impediments to the Development Team's progress d) Facilitating Scrum events as requested or needed e) Coaching the Development Team in organizational environments in which Scrum is not yet fully adopted and understood
4 Product Backlog attributes include:
a) Description b) Order c) Value d) Estimate DOVE
Characteristics of the S ---> P Service Relationship
a) Ensuring that goals, scope, and product domain are understood by everyone on the Scrum Team as well as possible b) Finding techniques for effective Product Backlog Management c) Helping the Scrum Team understand the need for clear and concise Product Backlog items d) Understanding Product Planning in an empirical environment e) Ensuring the Product Owner knows how to arrange the Product Backlog to maximize value f) Understanding and practicing agility g) Facilitating Scrum events as requested or needed
5 Scrum Values
a) Focus b) Openness c) Respect d) Courage e) Commitment
3 Purposes of the Sprint Retrospective
a) Inspect how the last Sprint went with regards to people, relationships, processes, and tools b) Identify and order the major items that went well and potential improvements c) Create a plan for implementing improvements to the way the Scrum Team does its work
Characteristics of the S ---> O Service Relationship
a) Leading and coaching the organization in its Scrum adoption b) Planning Scrum implementations within the Organization c) Helping employees and stakeholders understand and enact Scrum and Empirical Product Development d) Causing change that increases the productivity of the Scrum Team e) Working with other Scrum Masters to increase the effectiveness of the application in the Scrum organization
During the Sprint:
a) No changes are made that would endanger the SPRINT GOAL b) Quality goals do not decrease c) Scope may be clarified and re-negotiated between the Product Owner and Development Team as more is learned
3 Scrum Artifacts
a) Product Backlog b) Sprint Backlog c) Increment
Responsibilities of the Development Team
a) They are SELF-ORGANIZING. No one (not even the Product Owner or Scrum Master) tells the Development Team how to turn Product Backlog items into Increments of potentially releasable functionality. b) Development Teams are CROSS-FUNCTIONAL, with all the skills as a team necessary to create a product Increment. c) Scrum recognizes NO TITLES for Development Team members d) Scrum recognizes NO SUB-TEAMS in the Development Team, regardless of domain (like testing, architecture, operations, business analysis, etc.)
Sprint Planning answers the following:
a) What can be delivered in the Increment resulting from the upcoming Sprint? b) How will the work needed to deliver the Increment be achieved?
Product Backlog Management
~ The Product Owner is the SOLE PERSON responsible for managing the Product Backlog. - Product Backlog Management includes: a) Clearly expressing Product Backlog items b) Ordering the items in the Product Backlog to best achieve goals and missions (Prioritization) c) Optimizing the value of the work the Development Team performs d) Ensuring that the Product Backlog is visible, transparent, and clear to all, and shows what the Scrum Team will work on next e) Ensuring the Development Team understands items in the Product Backlog to the level needed ~ Product Owner is accountable for completion and performance of all these tasks
