SFC - Scrum Fundamentals
Applicable
Portfolios, programs, and/or projects in any industry
Products, services, or any other results to be delivered to stakeholders
Projects of any size or complexity
Overview
Defined by the Project Vision Statement
Impacted By
Time
Cost
Scope
Quality
Resources
Organizational Capabilities
Scrum is
Adaptative
Iterative
Fast
Flexible
Effective
designed to deliver significant value quickly
and throughout a project
cross-functional, self-organized, and empowered teams who dividetheir work into short, concentrated work cycles called Sprints
Sprint generally lasts between one and six weeks
and involves the Scrum Team working
Why Use Scrum?
Key benefits
Adaptability
Transparency
Continuous Feedback
Continuous Improvement
Continuous Delivery of Value
Sustainable Pace
Early Delivery of High Value
Efficient Develpment Process
Motivation
Faster Problem Resolution
Effective Deriverables
Customer Centric
High Trust Eviroment
Collective Ownership
High Velocity
Innovative Environment
Large projects may have multiple Scrum Teams working in parallel making it necessary to synchronize and facilitate the flow of information and enhance communication
Scrum core team
members include
Product Owner
Scrum Master
Scrum Team
Divison of the SBOK
Principles
expand on the six principles which form the foundation on which
Scrum is based
Apects
7 describe the five aspects that are important
considerations for all Scrum projects
Processes
nineteen fundamental Scrum processes
and their associated inputs, tools, and outputs
Scrun Principles
Empirical Process Control
Self-Organization
Collaboration
Value-based Prioritization
Time-boxing
Iterative Development
Transparency
Inspection
Adaptation
Awareness
Articulation
Appropriation
deliver maximum business value,
from early in the project and continuing throughout
Sprints
Daily Standup Meetings
Sprint Planning Meetings
Sprint Reviw Meetings
delineates the Product Owner’s and organization’s responsibilities related to iterative development
Scrum Aspects
Organization
defined roles and responsibilities
in a Scrum project
Core Roles
mandatorily required for producing
Produc Owner
Responsible for achieving maximum business value
Responsible for articulating customer requirements
Maintaining business justification for the project.
The Voice of the Customer
Scrum Master
Facilitator who ensures that the Scrum Team
Guides, facilitates, and teaches Scrum practices
Clears impediments for the team
Ensures that Scrum processes are being followed
Non-core Roles
not mandatorily
Stakeholder(s)
customers, users, and sponsors
influence the project throughout the
project’s development
is for the stakeholders that the project produces
the collaborative benefits
Scrum Guidance Body (SGB)
set of documents and/or a group of experts who are typically involved with defining objectives related to quality, government regulations, security, and other key organizational parameters
Vendors
external individuals or organizations, provide products and/or services that are not within the core competencies of the project organization.
Business Justification
Value-driven Delivery
Scrum attempts to start delivering results
as early in the project as possible.
Product Owner is primarily responsible
for business justification
Quality
Acceptance Criteria
Approach of continuous improvement whereby the team learns from experience and stakeholder engagement to constantly keep the Prioritized Product Backlog updated with any changes in requirements
Any changes to the requirements reflect changes in
the internal and external business environment and allow the team to continually work and adapt
important quality-related tasks (e.g., development, testing, and documentation) are completed as part of the same Sprint by the same team
continuous improvement with repetitive testing optimizes the probability of achieving the expected quality levels in a Scrum project
Change
designed to embrace change
stakeholders change their mind about what they want and need throughout a project (sometimes referred
to as “requirements churn")
change by using short, iterative Sprints that incorporate customer feedback on each Sprint’s deliverables
Risk
uncertain event
Risks that are likely to have a positive impact on the project are referred to as opportunities, whereas threats are risks that could affect the project in a negative manner
Scrum Processes
Initiate
Create Project Vision
Identify Scrum Master and Stakeholders
Form Scrum Team
Develop Epic(s)
Create Prioritized Product Backlogs
Conduct Release Planning
Plan and Estimate
Create User Stories
Estimate Users Stories
Commit User Stories
Identify Tasks
Estimate Tasks
Create Sprint Backlog
Implement
Create Deliverables
Conduct Daily Standup
Groom Prioritized Product Backlog
Review and Retrospect
Demonstrate and Validate Sprint
Retrospect Sprint
Release
Ship Deliverables
Retrospect Project
For large scale Scrum
Scrum for large projects
Create large projects component
Conduct and coordinate sprints
Prepare large projects release
Scrum for the enterprise
Create program or portfolio components
Review and update scrum guidance body
Create and groom program or portfolio backlog
Coordinate program or portfolio components
Retrispect program or portfolio releases