Scrum Framework
Ria Mae G. Corda
IT Consultant
Applica Pte. Ltd.
Outline
What is Scrum?
Scrum Team
Product Backlog
Sprint Planning
Outline
Sprint Backlogs
Daily Scrum
Sprint Retrospectives
What is Scrum?
A framework, not a methodology
It is still a type of agile software development
What it looks like
Scrum Team
Product owner
– Represents stakeholders
Scrum master
– Maintains processes
Scrum members
– Does the actual analysis, design, implementation
and testing
Product Backlogs
A prioritized list of requirements (stories or
features)
What the customer wants
We call these stories or backlog items
Product Backlogs
Product Backlogs
Theproduct backlog should be kept at a
business level
– The product owner should focus on business
goals
Example: Investigate requirements like “add
indexes to tables” or “use MVC framework”
Sprint Planning
Make sure the product backlog is in
shipshape before the sprint planning meeting
– The product backlog should exist!
– Per product, there should only be one product
backlog and one product owner
– All important items should have importance
ratings assigned to them
– The product owner should understand each story
Sprint Planning
Use tools
– JIRA Bug Tracking Tool
– Excel
– VersionOne, ScrumWorks, XPlanner
Sprint Planning
Output of the sprint planning meeting
– A sprint goal
– A list of team members
– A sprint backlog
– A defined sprint demo date
– A defined time and place for daily scrum
Sprint Planning
Why the product owner
has to attend
– Scope and Importance
has to be decided on by
the product owner
– Estimate has to be
decided on by the team
– Face to face negotiation
is needed
Sprint Planning
Stickto the time box (2 to 8 hours)
Decide on sprint length
– Product owners prefer short sprints, developers
prefer long sprints
– Usually 3 weeks
Sprint Planning
Define the sprint goal
– Ask “Why are we doing this sprint and not go
have vacation instead?”
– Something not yet achieved
– Helpful in mid-sprint, for people to refocus on
what they should be aiming for
Sprint Planning
Decide which stories to
include in the sprint
– The blue brace
represents estimated
velocity
how many story points
the team can finish
during the sprint
Sprint Planning
Decide which stories
should be included in
the sprint
– Scenario: the product
owner is disappointed
that story D is not
included in the sprint
Sprint Planning
Decide which stories
should be included in
the sprint
– Option 1: reprioritize
Sprint Planning
Decide which stories
should be included in
the sprint
– Option 2: reduce the
scope of story A
Sprint Planning
Decide which stories
should be included in
the sprint
– Option 3: split story A
and reprioritize
Sprint Planning
How does the team decide which is
included?
– Gut feel
Works well for small teams and short sprints
– Computations
Decide on the estimated velocity
Calculate how many stories to include without
exceeding the estimate
Sprint Planning
How does the team
decide which is
included?
– Decide on estimated
velocity
Base on previous
sprints
Make computations
based on available
resources (man-days)
Sprint Planning
How does the team decide which is included?
– In making computations, consider the focus factor
(or how much distractions are expected by the
team)
Sprint Planning
How does the team decide which is included?
– Determine the focus factor by looking at previous
sprints
Actual velocity is the sum of the initial estimates of all
stories completed last sprint
Sprint Planning
How does the team decide which is included?
– Determine the focus factor by looking at previous
sprints
Actual velocity is the sum of the initial estimates of all
stories completed last sprint
Sprint Planning
How does the team decide which is included?
– Determine the focus factor by looking at previous
sprints
Sprint Planning
How does the team
decide which is
included?
– Based on the estimated
velocity choose the stories
to include
When in doubt, choose
fewer stories
Sprint Planning
How does the team decide which is
included?
– It is safe to average out previous sprints for more
reliable estimates
– If the team is new:
Look
at the focus factor of other teams
GUESS!!!
Sprint Planning
Using index cards during planning
– Allows for mobility, personal involvement, multiple
editing, easier reprioritization
Sprint Planning
Using index cards during planning
– Any updates on the index cards should be logged
in the official product backlog
Sprint Planning
Using index cards during planning
– Decide on tasks for each story
Sprint Planning
Decide on definition of “DONE”
– Code checked in
– Finished integration testing
– Deployed on test server and ready for acceptance
test
– Ready to deploy to production
Sprint Planning
Breaking down stories into smaller stories or
into tasks
– Story
Something the product owner cares about
Deliverable
– Task
The nitty-gritty details the product owner cares less
about
Non-deliverable
Sprint Planning
Sprint Planning
Define time and place for daily scrum
– Disadvantage of afternoon scrum
You try to remember what you said you will do today
– Disadvantage of morning scrum
You try to remember what you did yesterday
– Choose a time which is comfortable for everyone
Sprint Backlog
Sprint Backlog
Sprint Backlog
Sprint Backlog
Sprint Backlog
Burndown chart
Sprint Backlog
Remove backlog(s) from sprint
Sprint Backlog
Add backlog(s) to sprint
Sprint Backlog
Wrong priorities
Sprint Backlog
Too many unplanned items crop up
Daily Scrum
The daily scrum involves reporting what each
has accomplished, any impediments to the
task, and what each plans to do next
The daily scrum should only be done in 15
minutes
– Can be a stand up meeting to enforce time
Daily Scrum
Dealing with latecomers
– Establish a fine
Dealingwith members who do not have
anything to do
– Old-school
– Shame
– Peer pressure
– Servitude
Sprint Retrospectives
Sprintretrospectives are important for the
team not to commit the same mistake over
and over again
Have three columns
– Good
– Could have done better
– Improvements
Sprint Retrospectives
Usual stuff that come up
– “We should have spent more time breaking down
stories into sub items and tasks”
– “Too many external disturbances”
– “We overcommitted and only got half of the stuff
done”
– “Our office environment is too noisy and messy”
