SLS Scrum 160921

SCRUM Class
September 2016
© Streamline Studios 2016, All Rights Reserved. Trade names, trademarks, registered trademarks and copyrights are the property of their respective owners.
AGENDA
What we will cover today
• Introduction
• Roles in Scrum
• Events in Scrum
• Artifacts of Scrum
• Q&A
“Why do we do Sprints?”
I often hear agile being called "another development
methodology". It's not. Agile is a mindset about quickly
finding what is truly fun about a game while respecting and
leveraging human talent in the process.
Great games require craftsmanship, creativity and

discovery. Such attributes will never be codified by a
methodology; we will never have hit game factories.
- Clinton Keith
INTRODUCTION
Let’s go over the basics first
• What is Scrum?
• Adaptive and Iterative framework for managing software development.
• Intended to be a faster and more flexible approach, delivering the greatest

Value in the least amount of Time.
• Principles
• Empirical Process Control

• Self-organization
• Collaboration
• Prioritization
INTRODUCTION
Scrum Principles
• Empirical Process Control: Decision-making based on observation and

experimentation (vs. up-front decision-making).
• Self-organization: Today’s workers have much more to offer than just

their technical expertise, and deliver greater value when self-organized
(vs. traditional command-and-control style management).
• Collaboration: Product development is a shared value creation process

that needs all the stakeholders working and interacting together to deliver
the greatest value.
• Prioritization: Delivering the greatest value in the shortest amount of time

requires prioritization and dividing what will be done from what needs to
be done.
INTRODUCTION
30-second summary
• A Product Owner creates a prioritized wishlist called a Product Backlog
• The team completes its work in Sprints, that last from 2 to 4 weeks
• In Sprint Planning, the team chooses a chunk of the Product Backlog and
decides how to implement it
• The team meets each day to communicate, assess and plan its progress
• The Scrum Master enforces Scrum rules and helps the team focus on its work
• Each Sprint produces potentially shippable working product
• Each Sprint ends with a Sprint Review and a Sprint Retrospective Meeting
INTRODUCTION
Advantages of Scrum
• Continuous progress: Product functionalities are delivered on a continual basis,

ensuring steady progress
• Prioritized Delivery: Features with highest VALUE are always at the top of priority
• Adaptable: Changes in requirements can be accommodated without significantly

impacting the overall project progress
• Collective accountability: The Scrum team is collectively responsible for

ensuring that the work agreed on for a Sprint is completed within each Sprint.
• Transparency: Ensures complete transparency to all stakeholders. Customers

are aware and constantly updated on product progress, and team members are
aware of their roles & responsibility at any given time
ROLES
Overview
IN SCRUM
• The roles and responsibilities of the traditional project manager are divided
among the three core roles
• The Product Owner is responsible for achieving maximum business

value. The Product Owner represents the voice of customer.
• The Scrum team (dev team) is responsible for completing the product
deliverable for the Product Owner
• The Scrum Master is a guardian and a facilitator who ensures that the
team members are provided with the best environment to successfully
complete the product development.
ROLES
Product Owner
IN SCRUM
• Assesses viability and ensures delivery of the product
• Decides on the Product Vision
• Prioritizes the items in the Product Backlog according to business value
• Ensures transparency and clarity on Product Backlog items
• Clearly understands all items on the Product Backlog and communicates

them to the team
• Provides acceptance criteria for the items
• Inspects deliverables to validate acceptance criteria
ROLES
Scrum Master
IN SCRUM
• Acts as a guardian and facilitator for the team
• Protects the team from external interference
• Does not get work done (i.e. no touching tasks), but only facilitates the team
• Ensures the team follows and implements Scrum practices
• Acts as a motivator and a coach for the team
• Acts as a change agent, ensuring a smooth and effective change process

(e.g. when backlog, release schedule or requirements change, helping the team deal with them)
ROLES
The Scrum Team
IN SCRUM
• Typically 6 to 10 members
• Cross-functional and self-organizing
• Enjoys complete autonomy during a sprint
• Equality maintained among all members of the team
• No further subdivision of teams
• Responsibility of work lies with the whole team
EVENTS
Overview
IN SCRUM
EVENTS IN
Sprint Planning Meeting
SCRUM
• Product Owner explains top User Stories, expectations, business impact, etc
• Team estimates tasks based on complexity, length and risk factors
• Team commits to completing a defined set of Product Backlog items
• Sprint Backlog is created, and tasks are identified
EVENTS IN SCRUM
Daily Scrum (not necessarily a stand-up!)
• Daily meeting of team members and Scrum Master (Product Owner is optional)
• Time-boxed to 15 minutes
• Team members discuss:

• What they did yesterday
• What they plan to do today
• What impediments are in their way (if any)
• External stakeholders can attend, but no one apart from the Scrum Team,
Scrum Master and the Product Owner may speak
EVENTS IN
Sprint Review Meeting
SCRUM
• Held at the end of a Sprint
• Attended by:
• Scrum Team
• Scrum Master
• Product Owner
• Stakeholders
• Team members present what they accomplished in the Sprint
• Product Owner accepts or rejects done backlog items
• Stakeholders view work done and provide feedback
EVENTS IN SCRUM
Sprint Retrospective Meeting
• Opportunity for to take a step back and examine the previous Sprint
• Attended by the Scrum Master and the team members (Product Owner is optional)
• Stakeholders are not allowed.
• Team discusses what went well during the past Sprint, and what did not
• Raise any issues they faced during the past Sprint and discuss how they can
address those issues
• Identify potential improvements to its functioning

• Improvements may include defining non-functional items in the Product Backlog
• Review and improve the definition of “done”
You can use this page as a checklist for each Retrospective meeting! ;)
ARTIFACTS IN
Materials created and maintained
SCRUM
• Product Backlog
• Sprint Backlog
• “The Increment”
• Others
• Sprint burn-down chart
• Impediment log
• SCRUM board
ARTIFACTS
The Product Backlog
IN SCRUM
• Developed, maintained and prioritized by Product Owner
• List of features and functionalities needed to accomplish the Product Vision
• Sorted in order of Business Value (most valuable items at top) as determined by

Product Owner
• Includes:
• Features
• Bugs
• Technical developments
• Infrastructure
ARTIFACTS IN SCRUM
The Product Backlog - Backlog Grooming
• Product Owner’s responsibility:

• Adding or changing items on the backlog
• Reprioritization of items
• Providing more detailed User Stories
• Ensures high-priority items on the Product Backlog are refined

• 2-3 Sprints’ worth
• Refined well before the Sprint Planning Meeting -> for team’s prior review
• Broken down into clearly-defined set of stories -> easier to estimate
• Approx 10% of each Sprint should be used for refining the backlog
• Product Owner refines by him/herself
• Product Owner refines with dev team (through Q&A)
ARTIFACTS
The Sprint Backlog
IN SCRUM
• Consists of the tasks that the team selects for the current Sprint (from the Product
Backlog)
• Goal of each Sprint is to complete all items in the Sprint Backlog according
to the defined criteria of “done”
• Each member (or pair) of the Scrum team picks items from the Sprint Backlog that
he or she wants to work on the next day
• New tasks may be discovered and some tasks may become unnecessary during a
Sprint. The Scrum team should modify the Sprint Backlog accordingly
ARTIFACTS
“The Increment”
IN SCRUM
• a.k.a. “Potentially Shippable Product”
• “Results that are completed to a high degree of confidence and represent work of
good quality that is potentially shippable to end customers at the end of a sprint.
Being potentially shippable does not mean the results will actually be delivered to
customers. Shipping is a business decision; potentially shippable is a state of
confidence.”
ARTIFACTS
Sprint Burn-down chart
IN SCRUM
• Shows the amount of work remaining

across time during the Sprint
• At the end of each day, Scrum team

members deduct the amount of work
done (will be handled by Scrum Master at SLS)
• Indicator of Team Velocity and whether

all committed Users Stories will be
completed within the Sprint
ARTIFACTS
Impediment Log
IN SCRUM
• Maintained by Scrum Master
• Format can be mutually determined by Scrum Master and Scrum Team
• Each log should contain, at minimum:

• Description of Impediment
• Impacts of the Impediment
• Whether or not it was solved
• The solution for the Impediment
• Scrum Master updates the log after each Daily Scrum by adding new impediments
that came up during the meeting
ARTIFACTS
Scrum Board
IN SCRUM
(example only)
Q&A
Any questions?

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SCRUM Class

Great games require craftsmanship, creativity and

• Adaptive and Iterative framework for managing software development.

• Intended to be a faster and more flexible approach, delivering the greatest

• Empirical Process Control

• Empirical Process Control: Decision-making based on observation and

• Self-organization: Today’s workers have much more to offer than just

• Collaboration: Product development is a shared value creation process

• Prioritization: Delivering the greatest value in the shortest amount of time

• A Product Owner creates a prioritized wishlist called a Product Backlog

• Each Sprint produces potentially shippable working product

• Continuous progress: Product functionalities are delivered on a continual basis,

• Adaptable: Changes in requirements can be accommodated without significantly

• Collective accountability: The Scrum team is collectively responsible for

• Transparency: Ensures complete transparency to all stakeholders. Customers

• The Product Owner is responsible for achieving maximum business

• Assesses viability and ensures delivery of the product

• Decides on the Product Vision

• Prioritizes the items in the Product Backlog according to business value

• Ensures transparency and clarity on Product Backlog items

• Clearly understands all items on the Product Backlog and communicates

• Provides acceptance criteria for the items

• Inspects deliverables to validate acceptance criteria

• Acts as a guardian and facilitator for the team

• Protects the team from external interference

• Ensures the team follows and implements Scrum practices

• Acts as a motivator and a coach for the team

• Acts as a change agent, ensuring a smooth and effective change process

• Cross-functional and self-organizing

• Enjoys complete autonomy during a sprint

• Equality maintained among all members of the team

• No further subdivision of teams

• Responsibility of work lies with the whole team

• Team estimates tasks based on complexity, length and risk factors

• Team commits to completing a defined set of Product Backlog items

• Sprint Backlog is created, and tasks are identified

• Team members discuss:

• Held at the end of a Sprint

• Team members present what they accomplished in the Sprint

• Product Owner accepts or rejects done backlog items

• Stakeholders view work done and provide feedback

• Identify potential improvements to its functioning

• Review and improve the definition of “done”

• Developed, maintained and prioritized by Product Owner

• List of features and functionalities needed to accomplish the Product Vision

• Sorted in order of Business Value (most valuable items at top) as determined by

• Product Owner’s responsibility:

• Ensures high-priority items on the Product Backlog are refined

• a.k.a. “Potentially Shippable Product”

• Shows the amount of work remaining

• At the end of each day, Scrum team

• Indicator of Team Velocity and whether

• Maintained by Scrum Master

• Format can be mutually determined by Scrum Master and Scrum Team

• Each log should contain, at minimum:

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