Scrum
was founded
Ken Schwabber
Jeff Sutherland
is a framework
Not a process
in 1990, by
which is lightweight
Not a technique
where you add your own
Processes
Techniques
is an example of empirical process control
which acquires knowledge through experience
which make decisions based on "knowns"
Incrementally
Control risk
Become more predictable
is upheld by 3 pillars
Transparency (visibility)
Inspection
Adaptation
No secret or point-to-point conversations
Common definition of done
Adjusting non-acceptable artefacts as fast as possible
Team values
Commitment
Courage
Openness
Respect
is carried out by teams which
are made up of strictly only a
Product Owner
Development Team
Scrum Master
are cross functional
are self-organising
Not dependent on skills/people outside of team
No titles ofther than "developer" are recognised
organises work into timeboxes
called "Sprints"
One month or less
with the goal of producing a product increment
which is potentially releasable
Defined by a goal
Which can only be failed/cancelled by a Product Owner
All developers design
All developers develop
All developers test
All developers perform business analysis
All developers write docs
Developers choose if they have a lead or not
And if so, choose who it is
Daily, at standup
At end of sprint, in sprint review
Daily, at standup
At end of sprint, in sprint review
Simplifying the chain of command
Demising governance to those closer to the work (de-centralisation) prevents systems and process breaking down
Hence why companies de-centralise and government devolve powers
a "learning cycle"
which acknowledges how requirements are emergent / that they unfold as the project proceeds
for those cases when it isn't possible to follow a process whjch will repeatedly produce acceptable quality output
which is what Waterfall is good for
Processes
Until product completes/cancels/is no longer funded
which focus teams and provide a sense of accomplishment
which instill the "art of the possible"
avoiding the persuit of perfection
Assigning work "by role" encourages waterfall thinking
is best learnt "by doing it"
"Nothing focuses the mind like a noose" -- Mark Twain
which themselves are organised by "ceremonies"
Daily Scrum
Planning
Review
Grooming
Retrospective
Planning more than 30 days ahead is too hard
"My approach is risky and invites failure" -- Dr Winston Royce, father of waterfall, 1970
Team model optimises
flexibility
productivity
creativity
allows any other "non-scrum" meetings to take place if they are needed in order for the sprint goal to be met
has 6 artefacts
increment
product backlog
sprint backlog
definition of done
sprint progress graph
project progress graph
recommends having a slack day after every two sprints where developers can see what else is going on in the organisation and do some self-training
better to use a burn-up rather than a burn-down as these communicate increases/decreases in scope unambigiously
has extra meetings like grooming, as needed to support the sprint goal
grooming is not timeboxed
produces
sprint backlog
includes a "plan" to do the work (subtasks)
sprint goal