Scrum An HBV204M Presentation Rohit Goswami, MINSTP AMIE AMICHEME April 1, 2020 Presented to Prof. Helmut Neukirchen

Historical Scrum

Why Scrum? With Scrum Figure 1: As envisaged by stakeholders 1 Without Scrum Figure 2: As envisaged by tech managers 2 1

Waterfalls M. David Green. Scrum Novice to Ninja. OCLC: 949229796. Collingwood, VIC, Australia: SitePoint Pty., 2016. URL: http://proquestcombo. safaribooksonline.com/ 9781457199455 2

Aquaphobia … Or how I learned to hate lines and love shapes 2

Original Scrum Scrum is a framework for developing and sustaining complex products. • The official guide is only 19 pages long • There is an expanded book3 • Deals with use-cases mostly (a) Ken Schwaker (b) Jeff Sutherland 3 Jeffrey Victor Sutherland. Scrum: The Art of Doing Twice the Work in Half the Time. First Edition. Crown Business, 2014. 248 pp. ISBN: 978-0-385-34645-0 3

Scrum Plan M. David Green. Scrum Novice to Ninja. OCLC: 949229796. Collingwood, VIC, Australia: SitePoint Pty., 2016. URL: http://proquestcombo. safaribooksonline.com/ 9781457199455 4

Waterfall Shipment from the video here: https: //www.youtube.com/ watch?v=9TycLR0TqFA 5

Scrum Shipment from the video here: https: //www.youtube.com/ watch?v=9TycLR0TqFA 6

Bird’s Eye View from here: https: //www. perinco.de/ 7

People

Roles M. David Green. Scrum Novice to Ninja. OCLC: 949229796. Collingwood, VIC, Australia: SitePoint Pty., 2016. URL: http://proquestcombo. safaribooksonline.com/ 9781457199455 8

Scrum Master -I Supports and evangelizes the scrum process4 Servant Leaders • Formally only in control of • Scrum Rituals • Scrum Artifacts • Focuses on the development team • May or may not code • Must not be formally above team 4M. David Green. Scrum Novice to Ninja. OCLC: 949229796. Collingwood, VIC, Australia: SitePoint Pty., 2016. URL: http://proquestcombo.safaribooksonline.com/9781457199455. 9

Scrum Master - II Scrum myth: The scrum master has to run the daily scrum. In fact, the scrum master does not run any of the events just ensures they happen and that they are successful.5 5from https://www.atlassian.com/agile/scrum/roles 10

Product Owner - I Maintains the vision and direction of the product6 Customer Whisperers • Is answerable to the team and the customer • Develops the backlog of product items • Writes product stories with the SM • Also determines release cycles and sprint priorities 6M. David Green. Scrum Novice to Ninja. OCLC: 949229796. Collingwood, VIC, Australia: SitePoint Pty., 2016. URL: http://proquestcombo.safaribooksonline.com/9781457199455. 11

Product Owner - II Scrum myth: The product owner creates all the requirements, writes all the acceptance criteria and builds all the stories.7 7from https://www.atlassian.com/agile/scrum/roles 12

Team - I Self-organizes to estimate and develop products8 Actual Developers • Are technically independent of outside forces • Focuses on quality • Communicates • Shares effort and ideas • Are all scrum evangelist as well 8M. David Green. Scrum Novice to Ninja. OCLC: 949229796. Collingwood, VIC, Australia: SitePoint Pty., 2016. URL: http://proquestcombo.safaribooksonline.com/9781457199455. 13

Team - II Scrum myth: Scrum developer means that only coders can be part of a scrum team.9 9from https://www.atlassian.com/agile/scrum/roles 14

Rituals

Sprint Planning Goals • Marks the beginning of a sprint • Sets the agenda • Attended by the PO and SM • Stories are discussed • Each story is assigned a fixed number of points • Often further subclassed into: • Story Introduction • Story Estimation • Bugs (stories without points) Conclusions • Stories finalized • Workload understood 15

Daily Standup Goals • Debatable value10 • Short, typically 15 minutes • Standing encourages a shorter duration • Is not a full progress report Typical Queries • Report since last stand up • Blockers • Plans until the next stand up 10Viktoria Stray, Dag I. K. Sjøberg, and Tore Dybå. “The Daily Stand-up Meeting: A Grounded Theory Study”. In: Journal of Systems and Software 114 (Apr. 1, 2016), pp. 101–124. ISSN: 0164-1212. DOI: 10.1016/j.jss.2016.01.004. URL: http://www.sciencedirect.com/science/article/pii/S0164121216000066 16

Sprint Demo Goals • To test functional forms • Completed stories are shown • These are attended by the PO as well Conclusions • Points are tallied on the basis of stories completed • Releases are determined 17

Sprint Retrospective (Opinions) • Similar to the Japanese concept of Kaizen • Essentially a discussion about the last sprint • Determines both pain points and successes • Done before customer input, so typically a bit of a naive approach 18

Artifacts

Stories Each a feature desired by the product owner11 • Basic slices of functionality • Facilitates vertical slicing Given a state when events occur we get a result 11M. David Green. Scrum Novice to Ninja. OCLC: 949229796. Collingwood, VIC, Australia: SitePoint Pty., 2016. URL: http://proquestcombo.safaribooksonline.com/9781457199455. 19

Product Backlog A diary of stories written by the product owner12 • Basically a whiteboard of ideas for the product owner • Should be prepared or refined after each sprint 12M. David Green. Scrum Novice to Ninja. OCLC: 949229796. Collingwood, VIC, Australia: SitePoint Pty., 2016. URL: http://proquestcombo.safaribooksonline.com/9781457199455. 20

Sprint Backlog The commitments of the development team13 • Transient, may contain acceptable perversions of the product backlog • Typically prepared and ordered by priority This assumes the vertical slicing of stories is perfect and each story is truly independent as well as a rough equivalency of work output of each team member. 13M. David Green. Scrum Novice to Ninja. OCLC: 949229796. Collingwood, VIC, Australia: SitePoint Pty., 2016. URL: http://proquestcombo.safaribooksonline.com/9781457199455. 21

Scrum Board Hello Trello14 • Should be public 14M. David Green. Scrum Novice to Ninja. OCLC: 949229796. Collingwood, VIC, Australia: SitePoint Pty., 2016. URL: http://proquestcombo.safaribooksonline.com/9781457199455. 22

Velocity Maturity metrics15 • Is calculated on a historical basis based on sprints and points • Should converge to a horizontal line (mean value) • Measures the amount of work sustainably accomplished per sprint 15M. David Green. Scrum Novice to Ninja. OCLC: 949229796. Collingwood, VIC, Australia: SitePoint Pty., 2016. URL: http://proquestcombo.safaribooksonline.com/9781457199455. 23

Burndown Charts Sprint (local) goal progress16 • Measures the progress towards the completion of a sprint • Ideally, only bugs will cause each daily column to be taller over time • Rising columns implies the scope is exceeding the original sprint backlog which is an anti-pattern 16M. David Green. Scrum Novice to Ninja. OCLC: 949229796. Collingwood, VIC, Australia: SitePoint Pty., 2016. URL: http://proquestcombo.safaribooksonline.com/9781457199455. 24

”Done” and Product Increments • The concept of consensual completion is a cornerstone of the 19 page original document as well • Product increments are essentially ”Ship of Theseus” style replications of the product until the product is a feature of the stories implemented 25

Scrum and Software Quality

Recall: Process Cycle from the Atlassian Agile Coach here https: //www. atlassian. com/agile/ scrum 26

Why Scrum? Ilan Goldstein. Scrum Shortcuts without Cutting Corners: Agile Tactics, Tools, & Tips. Addison- Wesley, July 5, 2013. 208 pp. ISBN: 978-0-13- 300523-3. Google Books: WAKnF5WT8qQC 27

Scrum for Clarity Consider the concepts covered by the McKinsey/Oxford study17: Pain Point Scrum Solution Missing focus Product Backlog Content issues Sprint Backlog Skill issues Velocity Charts Execution issues Sprint Planning 17from Helmut’s slides 28

Unclear Objectives • PO is part of the sprint demos • PO+SM work out the user stories • Team converges to a definition of done 29

Conformance • The team and SM are expected to conform to the committed goals and the point system • The burndown chart is a visual indicator of conformance to the goals per sprint 30

Agility and Communication • The roles and execution cycle enable constant communication • The velocity chart is an indicator of good communication between the team and SM • The team is able to identify key blockers early through standups18 18This is contentious since it is not a full review report and should actually be part of the testing metrics, like automated builds 31

Three Pillars of SQM • Organizational activities → daily standups and productivity metrics like velocity and burndown charts • Constructive activities → roles and rituals • Analytical activities → adherence to team competence (testing, documentation) and reviews 32

Conclusions

Drawbacks (Opinionated) Caveats • Metrics penalize innovation • Refactors are almost never done • Prefers quick implementations with existing tools • Immature teams will encourage friction with multiple scrum masters Assumptions • Higher managerial levels competence • Inter-changable workforce • Documentation and Testing • Technical rating system is also based on interests 33

The Good • The concept of sprints is not necessarily bad • Vertical slicing of tasks is a great idea • Scrum is a quantification of the Agile methodology • Improving communication across the board improves software • The wide adaption of scrum shows this to be true 34

Reality

References i Ilan Goldstein. Scrum Shortcuts without Cutting Corners: Agile Tactics, Tools, & Tips. Addison-Wesley, July 5, 2013. 208 pp. ISBN: 978-0-13-300523-3. Google Books: WAKnF5WT8qQC (cit. on p. 34). M. David Green. Scrum Novice to Ninja. OCLC: 949229796. Collingwood, VIC, Australia: SitePoint Pty., 2016. URL: http: //proquestcombo.safaribooksonline.com/9781457199455 (cit. on pp. 4, 7, 12, 13, 15, 17, 25–30). 36

References ii Viktoria Stray, Dag I. K. Sjøberg, and Tore Dybå. “The Daily Stand-up Meeting: A Grounded Theory Study”. In: Journal of Systems and Software 114 (Apr. 1, 2016), pp. 101–124. ISSN: 0164-1212. DOI: 10.1016/j.jss.2016.01.004. URL: http://www.sciencedirect.com/science/article/pii/ S0164121216000066 (cit. on p. 21). Jeffrey Victor Sutherland. Scrum: The Art of Doing Twice the Work in Half the Time. First Edition. Crown Business, 2014. 248 pp. ISBN: 978-0-385-34645-0 (cit. on p. 6). 37

End Thank you Questions? 37