scrum framework at a glance - managing an agile team
What is scrum?
Scrum is a project management paradigm that began with a focus on software development but has now been used to research, sales, marketing, and advanced technologies.
The Scrum Team consists of a Scrum Master, a Product Owner, and Developers who are responsible for converting task selection into an increment of value within a Sprint.
The team takes some amount of tasks from the product backlog and puts it in the sprint backlog and decides whether it's the right amount of work they need to do in one sprint.
What is a sprint?
A sprint is a fixed amount of time in Agile product development during which particular tasks must be done and ready for review.
Scrum Team: Product Owner, Development team , Scrum master.
Product owner: usually a project's key stakeholder—typically someone from marketing or product management, or the lead user of a system. They have a deep understanding of users, the marketplace, competitors, and trends.
Responsible for return on investment.
Final arbiter of requirements questions.
Focused more on the what than on the how.
Development team: It is composed of professionals who deliver a potentially releasable Increment of “Done” product at the end of every Sprint.
Cross-functional group
Attempts to build a “potentially shippable product” increment every sprint.
Collaborates
Self-organizing
A scrum development team is collectively responsible for thin slices of properly tested product every sprint.
Scrum master: As the title implies, the scrum master is the master of scrum, who ensures the scrum framework is followed. Scrum has a clearly defined set of roles and rituals that should be followed and the scrum master works with each member of the scrum team to guide and coach the team through the scrum framework.
Has no management authority
Doesn't have a project manager role
Facilitator
Protects the team from distraction and interruptions. Removes impediments out of the team.
Helps people how to use scrum
Promotes improved engineering practices
Enforces time boxes
Provides visibility
Product Backlog: Everything we might ever do. PBI > Product Backlog Item
Any work that represents business value or consumes time and attention from the team may be worth listing in the product backlog.
Prioritized by the product owner which is high priority and which is low. If its not the back log it doesn't exist. Anyone can add in the backlog, but the product owner decides which has more priority over the other.
Items on the top(Highest priorities) are more important than on the bottom. No two items can be exactly the same priority, especially at the top.
Sprint Backlog: What we have agreed to do during the current sprint. It has an end date.
Scrum Meetings or Rituals:
Sprint Review Meeting: The sprint review meeting is a key inspect and adapt mechanism in scrum so we want to avoid things that could interfere with transparency.
Agenda : Product demonstration, Product owner declares what’s done, Measure velocity(Optional)
First thing we should do in a sprint review meeting: Live demonstration of a potentially shippable(Properly tested) product increment.
Definition of done: Properly tested, code is refactored and potentially shippable.
The stakeholder should direct his complaint about priorities to the product owner. Discussing feedback from the outside stakeholder should be after the demonstration and measurement of which goals were achieved.
Scrum doesn't have a concept of partially done PBI.
PBI is considered done when all its tasks have been completed.
If the product owner thinks a PBI is done , but there are other related things he wants, he should declare this PBI done and the additional functionality should be identified by other PBIs.
If a PBI is partially done what a product owner should do is to return the entire PBI wherever he wants within the product backlog.
Sprint Retrospective Meeting:
The facilitator does not intervene directly in the content of a groups discussion; to do so would be to abandon neutrality and reduce the group’s responsibility for solving its problems. What went well in that sprint and what could be improved.
A learning team can become efficient when necessary.
Backlog refinement meeting:
In Scrum, Backlog Refinement is an ongoing process in which the Product Owner and the Development Team collaborate to ensure that items on the Product Backlog: are understood the same way by all involved (shared understanding), have a size estimate for the (relative) complexity and effort of their implementation, and.
During the backlog refinement meeting, everyone is there to refine the requirements together. Success at agile requires business people and developers to work together daily throughout the project.
Objective of this meeting: To get a better understanding of upcoming work and split it to form smaller PBIs.
Sprint Planning meeting:
The product backlog contains everything we might ever work on, while the sprint backlog contains just the things we’ll work on during one sprint.
According to agile project management with scrum, only 60% of the tasks are likely to be identified during the sprint planning meeting. Other tasks, such as unanticipated dependencies, will be discovered during sprint execution.
Two part meeting.
Sprint planning part 1 is for committing to product backlog items(PBIs)
Sprint planning part 2 is for coming up with tasks. This is important for multi-team scrum.
Note: A scrum team attempts to build a potentially shippable product increment every sprint. This requires a mix of analysis, design, implementation, even deployment.
Daily scrum meeting: 15 minutes. What you did yesterday, what will you do today and are there any blockers? Anything outside that , discuss after the meeting(Sidebar).
Integrity: The team and the scrum master must help create the circumstances for the team to take responsibility. This may include techniques such as nudging people and modeling behavior.
Here are a few things a scrum master and his team needs to be aware of.
Motivate yourself and Your team.
Work between Micro-managing and abdication.
Plan enough so that you can keep your team busy and also plan according to reality. Don’t plan something that is not possible.
Every once in a while stop what you are doing, step back a little and look at what you have done and check if it’s exactly what you wanted.
Following old rule won’t always work. Change according to the environment.
Fail fast, so that your can fix early.
As a scrum master, remove any obstacles to make the team more efficient.
Observer >> Orient(Calculate) >> Decide >> Act
Look outside the box and around your business environment.
Don’t guess, decide on facts.
Make your own rules, according to predecessors success and failures.
Have a great goals for your team.
Give freedom to your team.
The team must have all the skills necessary to complete the project.
Small teams are better. 8 is the best number.
Stop blaming others and find a solution.
Successful people know how to invest their time.
Do daily scrum meetings.
Everybody is a team member.
No Multi-tasking.
Every time you do something, finish it. Half done is not done.
Whenever you find a mistake, you need to solve it right away.
Working more won’t get things done more.
No pushing people, no creating scenes and no chaos.
Don’t keep secrets from your team.
Your destination is not your happiness.
Idea’s are almost worthless without execution.
Have reward after you accomplish or finish your project.
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