Scrum CA scrum basics chapter 2
2nd half of the sprint is called
1. we want the team to define all of the tasks / activities to deliver those features once the PBI have been described, requires for the team to come up with estimates. 2. no task is larger than a single day, a daily scrum or reporting, seeing productivity every day from each of the team,
PO, SM and Dev Team conduct sprint planning meeting
1/2 to complete grooming, 1/2 to define tasks and task estimates in 1/2 or full days, no task longer than 1 day
SCRUM MEETING
10-15 min, what did you accomplish yesterday, what will you accomplish today, what impediment do you have. Report to each other, stand up, every single sprint should be the exact same amount of time
3 core outputs
2 are meetings, 3rd output is product service or result which was undertaken the sprint, if the product meets the sprint goals and display in the sprint review. all about the product, no longer than 4 hours for a 30 day sprint. no longer than 90 mins daily. product owner drive the sprint.
Scrum overview
3 roles and 4 artifacts 5 meetings
scum master duties
3 roles, 4 artifacts, 5 meetings,
Delphi Technique
A procedure in which experts create initial forecasts, submit them to the company for averaging, and then refine the forecasts
Release Planning
A release planning meeting is used to create a release plan, which lays out the overall project goals, objectives and backlog of stories. The release plan is then used to create iteration plans for each sprint. The purpose of the Release planning meeting is to have everyone in the team understand and commit to delivering the agreed release. A release generally fixes only the target date or target scope, but not both since the time and effort to complete all the work is defined only at a high level. The project team and the scrum master are present at a release planning meeting as well as the product owner who determines the priority of items on the release backlog list. High level estimated road map Serves as a base to monitor progress in a project To create a release plan you need: 1) A prioritization ans estimation backlog 2) Velocity of the scrum team (estimated) 3) Conditions to satisfaction (goals for the schedule, scope, resources) Can be feature driven or data driven
Fibonacci sequence
A sequence of numbers in which each number is the sum of the preceding two.
Test Driven Development
A way of developing software where the test cases are developed, and often automated, before the software is developed to run those test cases.
Product Vision
Guides the project from its inception to its conclusion
Hofstadter's Law
It always takes longer than you expect, even when you take into account Hofstadter's Law
product backlog creation / release planning
PO introduces product vision, create PBIs, Priortize PBIs, Size PBIs, create a release plan, based on velocity. Total size = TS, Velocity = V, sprint length = SL, TS / V = SL
sprint planning meeting
PO speak to the sprint goal, acceptance criteria, team forecasts number of stories, team breaks PBIs into tasks, estimate tasks: .5 / 1 / 1.5 / 2, build sprint turndown and task board
Planning Poker
Planning Poker, also called Estimation Poker, is an estimation technique which balances group thinking and individual thinking to estimate relative sizes of User Stories or the effort required to develop them.
sprint goals breakdown
Product > desirability UX features, Viability Business model, feasibility architecture technologies
scrum 5 meetings
Sprint Planning. Daily Scrum. Sprint Review. Sprint Retrospective. The Sprint
Scrum
The leading agile development methodology for completing projects with a complex, innovative scope of work
with a story Dod
all code checked in, all unit tests passed, all acceptance tests passed, help file generated, functional tests passed
with a sprint Dod definition of done
all story criteria, product backup updated, performance testing, package, class and architecture, diagram updated, all bugs closed or postponed, code coverage for unit tests at 80%
5 lines
business needs, justification, success criteria, constraints and assumptions, prioritization
who change their mind, substitute functionality, and adjust priorities without paying exorbitant costs
business stakeholders
empirical process
complex processes where it is difficult to have consistent processes. focuses on 3 keys visibility, inspection, adaptation.
the development team helps
create and maintain the sprint backlog, sprint breakdown chart and task board
product owner traits
decisive, available, vision, empowered, respected
defined process control vs empirical process control
defined processes—repeatable processes such as in manufacturing, leads to commoditization. In projects often leads to rework. empirical processes—complex processes where it is difficult to have consistent processes. focuses on 3 keys
development team
develops the functionality is self managing self organizing and cross functional
executives do what (cone of uncertainty)
estimate assuming parkinson's law
project managers estimate (cone of uncertainty)
estimate assuming precision, what are we likely going to do
engineers do what (cone of uncertainty)
estimate with hofstaditer's law
adaptation
if one or more of the processes are determined out of control the processes change
scrum artifacts
information radiators that serve to capture our understanding of the team at a particular point in time. product backlog (baseline requirements), vision, sprint burndown (to do list), task board, product increment (dod definition of done, This product increment must be the sum of all the Product Backlog items completed during the current sprint and the value of the increments produced during all of the previous sprints. The Product increment must be in a usable condition regardless of when the Product Owner decides to actually release it).
with integration Dod definition of done
installation packages created, MOM packages created, operation guide updated, troubleshooting guides updated, disaster recovery plans updated, all test suites passed
scrum was created by
ken schrabber and jeff sutherland in the mid 1990's
major founder of scrum
ken schrabber, jeff sutheerland, mike cohn
scrum master traits
leader, discipline, political / influence, scrum knowledge, facilitator, trusted, listener
rank order backlog
like a spreadsheet of all of the features and requirements user stories, PBI product backlog item (a row on the backlog)
in scrum there are no...
no gantt charts, no time reporting and you don't assign tasks to resources
sprint review
not longer than four hours for a 30 day spring nor more than 1 hour to plan
sprint retrospective
not more than 2 hours for 30 day sprint, not more than 1 hour to plan
white elephant
possession entailing expense and trouble far greater than its usefulness to the owner
defined processes
repeatable processes such as in manufacturing, leads to commoditization. In projects often leads to rework
product owner
responsible for representing interests of all stakeholders, obtaining funding, defining initial requirements, ROI, and objectives (product backlog)
scrum master or project manager
responsible for the scrum process, teaching scrum to everyone, and that everyone follows scrum rules and practices, observes end to end flow of product delivery and takes action to maximize the delivery of value
industrial process theory
scrum is based on IPT which is focused on self organization and emergence. scrum also makes use of the empirical processes over defined processes bu that are not part of the question.
sprint review
scrum team regularly demonstrates a working product at the sprint review, summary of sprint by PO, PO demonstrates every acceptance criteria of every story delivered, gather feedback from stakeholders and incorporate into product backlog, update release plan and discuss next step
based on industrial process theory
self-organization, emergence
shippable product
shippable product
project charter / 5 line
should be a single page, 5 pieces of information, 1st description of the business need, 2nd a justification why does the business need it to be solved, 3rd a definition of success / definition of done, should be quantified, 4th existing technology must be done by this date constraints, 5th prioritization of this project compared to other projects / prioritization of the triple constraints,
sprint tasks
sprint backlog
2-6 week sprints
sprint end date and deliverables do not change, daily scrum every 24 hours
each sprint (2-6 weeks) begins with
sprint planning meeting,
who is responsible to remove impediments identified by the development team, product owner, or scrum master
stakeholders
scrum basics estimating PBIs product backlog item
story point, planning poker, fibonacci sequence, white elephant
with production Dod (definition of done)
stress testing, performance tuning, network diagram updated, security pass validated, threat modeling validated, disaster recovery plan tested
sprint goals
summarizes the desired outcome of an iteration, every sprint should have one sprint goal, why use sprint goals: they support prioritization, creates focus and facilitates teamwork, helps obtain relevant feedback, makes it easier to analyze the feedback, supports stakeholder communication
visibility
the aspects of the process that affect the outcome must be visible to those controlling the process and what is seen must be true
first part of the sprint is called Grooming
the process of defining all of the details, features to complete the current sprint, the product owner and stakeholder are describing in detail about the specific features (how does it look),
sprint retrospective
the product owner doesn't participate, 2 hour meeting, for the product dev team facilitated by the scrum master, what work and what didn't work, on every single sprint, the team should be changing up something, opportunities for improvement,
inspection
the various aspects of the process must examined frequently enough that unacceptable variances in the process can be detected
