SCRUM

Introduction

The waterfall methodology is a project management approach that emphasizes a linear progression from beginning to end of a project. It is not a suitable for projects with many changes. On the contrary, the Agile Model is based on the iterative incremental development model.

Agile is a theoretical framework, and it does not present any particular practice that a team should follow. On the other hand, Scrum is a specific type of Agile that defines the practices required for the project. Scrum gives advices but doesn't force a development team to do things a certain way.

Scrum is defined completely in the Scrum Guide by Ken Schwaber and Jeff Sutherland, the originators of Scrum.

Scrum Roles

Scrum Team

An ideal Scrum team is highly self-organized and excels in cross-functionality. A self organizing team decides the best way to accomplish a task instead of being directed by some external entity.

The Scrum team is strictly divided into three roles:

The Product Owner

The Product Owner is a business oriented individual responsible for the product backlog. The Product Owner ́s goal is to maximize the project value and the work of the Scrum team. The Product Owner is tasked with ordering the product backlog items. The individual who assumes this role also ensures that each team member has a clear understanding of the items. The Product Owner also monitors the progress of the entire project.

The Scrum Master

The Scrum Master is an expert and a coach for the Scrum team and ensures that the Scrum framework is strictly followed. The Scrum Master may assist the other Scrum team members in eliminating obstructions and facilitating their work. The Scrum Master also aids the organization in adapting the Scrum development framework.

The Development Team

This is a team of application area experts that delivers the end product as well as manages their individual efforts. They, along with those in the previously mentioned roles, are jointly called the Scrum team. A Scrum team is self-organizing. Team members must know how to manage their own efforts without oversight by others. The Scrum team is also cross-functional. They are experts who are competent in performing all required tasks without soliciting outside help.

In Scrum, the Project Manager role does not exist, and the traditional duties of a Project Manager are taken over by the Product Owner and the development team.

Scrum Events

Sprints

Every Scrum project has a different number of development cycles, also called Sprints. A Scrum project is based on the Sprint, a one or two-week time box that creates a done item, which can be used or even released.

According to the Scrum guide, a Sprint can actually last up to one month. Scrum uses scheduled practices to establish regularity and to reduce the need for non Scrum meetings. All events are time boxed, so each event has a maximum duration; once a Sprint is launched, that duration cannot be changed.

A new Sprint usually takes place after the previous Sprint's end.

Apart from the Sprint itself, there is time for other events. Scrum always provides for inspection and adaptation. These other events are designed to allow for transparency and monitoring. Without these events, the team has less visibility and loses the opportunity to inspect and adapt.

The Scrum events that are executed during the Sprint are:

Sprint Planning

Sprint planning is the first event inside a Sprint. The team prepares and distributes the requirements for the Sprint, and plans the Sprint backlog as well as the items to be developed. According to the Scrum guide, this can take four to eight hours, but in practice, it usually takes 1-2 hours.

Daily Scrum

This is a fifteen minute meeting for representatives of the development team to evaluate the work from the last session. They also synchronize their upcoming work and plan for the next twenty four hours. It’s important to keep the meeting timeboxed - this helps to maintain focus and prevents the meeting from turning into a lengthy discussion.

Sprint Review

According to the Scrum guide, this is a four hour meeting (in practice, it usually takes less) to inspect results and plan for the future. In this meeting, we gather feedback for the Scrum team and all other stakeholders upon completion of a Sprint.

Sprint Retrospective

This is a three hour Scrum team meeting that is conducted to boost the next Sprint.

The Sprint itself, as well as all other events, is time boxed with a maximum predefined duration and a specific goal for the Scrum team. Individual Sprints are designed to provide regularity, inspection, adaptation and critical transparency.

Four L (4L’s) retrospective

The acronym 4Ls represents Loved, Learned, Loathed, and Longed For. It is a simple and popular technique for Scrum team to identify both the positive aspects (Loved and Learned) and the areas for improvement (Loathed and Longed For).

The 4Ls retrospective is designed to encourage individuals to share their thoughts as an integral part of being agility and striving for continuous improvement.

Loved

What aspects of the last Sprint did individuals enjoy? This could be anything from a process, an achievement, a specific team action, or even a technology.

Learned

What things did the team learn from successes and mistakes? Any lessons, insights, or experiences acquired throughout the Sprint should be shared within this category.

Loathed

What things the team didn’t like about the work? Highlight the challenges, setbacks, and frustrations encountered by the team during the Sprint. This provides an opportunity to identify issues collaboratively and address them effectively.

Longed for

What is something that the team wish existed or was possible that would ensure that the project would be successful?

Scrum Artifacts

Definition of Done

This artifact explains what is required to consider a piece of work complete.

At Leapwise, we have defined our own DoD following the industry standards and best practices.

Product backlog

A product backlog is a prioritized list of work for the development team that is derived from the roadmap and its requirements. The most important items are shown at the top of the product backlog so the team knows what to deliver first.

Sprint backlog

A sprint backlog is a list of tasks the team aims to accomplish within a project sprint. Typically, these tasks are selected from the product backlog during the sprint planning session. A well-defined sprint backlog helps mitigate scope creep by precisely defining the activities the team will do - and those it won't - during each sprint.

Increment

At the end of a Sprint, all the items in the product backlog are combined to produce an increment. Each Increment is additive to all prior Increments and thoroughly verified, ensuring that all Increments work together. In order to provide value, the Increment must be usable. Multiple Increments may be created within a Sprint.

Monitoring Sprint progress

This involves forecasting and measuring the performance of an individual Sprint.

Burndown chart

The burndown chart is a visual tool that shows the amount of work remaining in the sprint. It plots the remaining work against the time, and shows the ideal and actual progress of the team. The burndown chart helps the team track their velocity, which is the rate of completing work in the sprint. It also helps the team identify any deviations or risks that may affect the sprint goal, and adjust their plan accordingly.

Burnup chart

A burnup chart is a graph that shows project progress over time. There are two main lines shown on the chart: one for the total project work planned, and the other for tracking the work completed to date.