09/09/2024

SCRUM

Alaa ATITALLAH
Table of content

• What’s Scrum?
• Continuous learning
• Increments
• Sprints
• Parts of SCRUM framework
• SCRUM artifacts
• SCRUM Team
• SCRUM Events

Alaa ATITALLAH
SCRUM ?
According to the Scrum Guide, which is written by the creators of scrum.

a framework for developing, delivering, and sustaining complex projects.

By framework, we mean that scrum contains basic structures and

ideas for completing a project.

refers to scrum as a process framework for your project management and work
techniques rather than a standalone process or definitive method.

can be customized to suit your specific project

Scrum Guide 1
Continuous Learning ? A key component of scrum and agile in general

The stronger the vision at

Scrum projects start with a vision the start of the project, the
better the product is then
(the initial desired end result of the project)
work done and iteration at
a time.

• After the first iteration, we have some of the features of the product, notice that our vision has slightly changed.
This is because we have learned from implementing the first product features and adapted our vision accordingly.
• After our second iteration, the product contains the work of the first iteration as well as the work of the second
iteration. It now has more features that the customer will value.
• Because of continuous feedback, we may have improved some of the features from the first iteration. Notice that
our vision has again been adapted.
• After the third iteration, our product is closer to our vision, but our vision has again changed slightly.
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Continuous Learning ? A key component of scrum and agile in general

You can see that we are building the project incrementally because we are building it
piece by piece. We are building it iteratively because the product gets improved as we
are learning along the way.
This process of building and improving
parts of the product continues indefinitely,
Incremental allowing the product to stay relevant in a
changing marketplace.
SCRUM
Iterative
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 Increments At the end of every iteration, a product called an increment is ready.

An increment is a usable product that

may be given to the customer.

Scrum Guide

Here we see that 3 iterations have created 3 increments of the product.

Each increment must meet the organization's agreed upon definition of done.
Including :
Security Quality Documentation

Each increment contains the work of the current iteration as well as the work of all prior iterations.
In other words, an increment is the complete state of the product after an iteration.
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Sprints In scrum, iterations are called sprints.

A sprint is a time-boxed to period used to work on an

increment. The time period of a sprint is fixed. In
general, you do not shorten or lengthen the duration of
the current sprint. Sprints usually have a duration of 1-4
weeks, with two-week sprints being typical.

Shorter sprints create an opportunity for more adaptation. Longer sprints allow for more work
to be done in a single increment.

It's up to each team to decide on the appropriate sprint length. In Agile

projects, we shift our thinking a little bit so that instead of using the
scientific method only for discovery, we also use it to accomplish the work
of a project.
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Parts of Scrum framework There are 3 main parts of the scrum framework.

Artifacts SCRUM Roles

tools that allow for transparency of the project. the roles related to scrum Product owner
Product backlog Scrum master
Sprint backlog Dev team
Sprint goal SCRUM Events Stakeholders
Sprint board
the events related to scrum. These are also called ceremonies or
Sprint reports. meetings.
Sprint planning meeting
Daily standups
Sprint review
Sprint retrospective 6
 Artifacts
Product Backlog
Spring Backlog
Sprint Goal
Sprint Board
Spring Reports

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Artifacts
The main purpose of the artifacts
is to provide project transparency. This enables the team to have a shared
Anyone with proper access can
use the artifacts to see the current
understanding of the project so that
state of the project, including the everybody is on the same page.
project's history and future plans.

Product Backlog is an ordered, ever-changing to do list for the project.

Sprint Backlog The sprint backlog includes a plan on how to accomplish the work of the issues

Sprint goal represents the objective of the sprints increments.

Sprint Board it only contains the issues in the sprint backlog

Sprint reports contains a nice summary of the sprint

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 Product Backlog It contains issues that are not yet part of any sprint.
• The product backlog can include issues that represent features, The scrum guide
improvements, bug fixes or any other type of issue that you would like. refers to issues
• The product backlog is ordered. Issues near the top of the backlog are as items. You
might also hear
the closest to being worked on, so they usually have more details than
the lower items. Scrum Guide them referred to
as stories

• Modifying the product backlog is called product backlog refinement. Constant feedback means that the
product backlog is always changing

each scrum team decides how to do refinement, but it should consume no more than 10 % of the
development team's time.

Scrum Guide

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Sprint Backlog The list of issues to be completed during the sprint

• The sprint backlog includes a plan on how to accomplish the work of the
issues.
• In Jira, this means that before starting the actual sprint, more details are
added to the issues in the sprint backlog. Those details describe how the
work of the issues will be done.

each scrum team decides how to do

refinement, but it should consume no
more than 10 % of the development
Scrum Guide team's time.

As part of planning for sprints, it is common to estimate

how much work an issue will take. Story points are the
most common estimation statistic.
Story points are a relative measure of the amount of work
required to complete an issue.
Story points are used to help the team decide how many
issues can be completed in a sprint. 10
Sprint Goal represents the objective of the sprints increments.
• The sprint goal is reached by completing the issues in the sprint backlog.
• A scrum role is that the sprint goal does not change during the sprint.
• The sprint is considered a success if the sprint goal is reached.

Why we should have Sprint Goal?

it provides a coherence to the product increment.

This means that the features are related so that the product
increment is valuable rather than building a collection of unrelated
features.

it enables flexibility with the sprint backlog.

Projects are complex and even though the sprint duration is
relatively short, the team cannot predict the future and will learn
and adjust during the sprint. There has to be flexibility somewhere.
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Sprint Board it only contains the items in the sprint backlog

• Items in the product backlog or items that are assigned to other sprints
are not shown on the sprint board.

Even in sprint projects, boards are often called Kanban boards, so

don't be confused if you hear that term related to a sprint.

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Sprint Reports We have seen in an earlier part the importance of reports in agile

• They are tool to visualize the work, promote transparency, help with troubleshooting
and continuous improvement, and help with planning and estimating.
Scrum has some common reports related to sprints:

Burndown chart
Spring report
Velocity chart

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Burndown chart shows the progress that the team makes during a sprint

• The sprint backlog starts with a certain number of items, each with an associated number of story points or other
estimation statistic. The total number of starting points is shown on the left of the chart. This is the number of story
points that the development team estimated that it would complete in the sprint.
• The gray guideline shown is used to show the number of story points that should remain on a given day, assuming a
linear Burndown of story points.
• The red line shows the actual number of remaining story points over time. You can see that about two days into the
sprint, one story point was completed.
• Consulting this chart is an easy way to
see if the team is on track for the current
sprint. If the red line is below the gray
line, your team is on track to complete
all of the story points and reach the
sprint goal. If not, the team may need to
make some adjustments to reach the
sprint goal.

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Spring report contains a nice summary of the sprint
• It shows the Burndown chart as well as the current status of all of the issues in the sprint. This is an easy way to see
how the sprint is progressing.

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Velocity chart shows the estimated and the actual velocity of the team over time.
• Velocity represents the rate at which the team accomplishes work. Usually, it is the number of story points
completed per sprint. Some teams use an estimation statistic other than story points, so in that case, velocity
measures some other units completed per sprint. You can see the team's velocity of a single sprint by looking at
the Burndown chart.

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 SCRUM Roles
Product Owner
Scrum Master
Development team
Stakeholders

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Product Owner
The product owner is the member of the scrum team who is
responsible for :
• communicating the product vision: The stakeholders and the
scrum team need to have an understanding of the product
vision in order to work effectively.
• maximizing the value of each increment. Each feature that the
development team works on should be of high value.
• the product backlog. Others may help with the product
backlog, but the product owner is responsible for it.
Stakeholders primarily interact with him.
• represents the stakeholders when they are not part of the
discussion such as during scrum team meetings.
• accountable to the stakeholders for the success of the project.

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 Scrum Master
The scrum master is the member of the scrum team who is responsible for :

• promoting and supporting scrum, for scrum team members as well as

stakeholders. It is up to the scrum master to ensure that everyone
understands how and why things are done a certain way.
• the day-to-day effectiveness of the scrum team. This includes
ensuring that the team is reaching its goals and continuously
improving.
• protecting the focus of the team. This may mean helping to remove
bottlenecks or ensuring that those outside are interacting with the
team in helpful ways.
• increasing the transparency of the project. There should be no
surprises about the current status of the project.
• The scrum master's tasks vary by project and from day-to-day. Typical
tasks include coaching the scrum team and stakeholders on scrum
and agile, helping to remove blocking issues, facilitating scrum events,
configuring scrum artifacts, and monitoring sprint progress. 19
 Scrum Master
The scrum master is primarily
responsible for the effectiveness of
the team.

The product owner is responsible for

the value of the product.

Product Owner
The separate roles lead to greater team success and sustainability. 20
Dev Team The development team is a cross-functional, adaptive team that does the work of the project.

• Responsibilities of the development team include:

• Estimating issues- this is usually done using story points, but other estimation methods can be used.
• Deciding on how much work can be done in the sprint: only the development team can decide how much work to
take out. It is assumed that the development team is in the best position to forecast how much work the issues
take.
• Deciding how to organize to do the work of the team- this is because the team is an empowered, self-organizing
team.
• Creating the increment of each sprint
• The only members allowed to modify the sprint backlog during the sprint. This is sometimes necessary as the
team learns and adjusts as it is building.

The Scrum Guide recommends having from 3 to 9 members of

the development team. Fewer than 3 members decreases the
productivity and quality created by a cross-functional group of
people working together. More than 9 members tends to
Scrum Guide increase the amount of coordination required.
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SCRUM Events

Sprint planning meeting

Daily Standup
Sprint Review
Sprint Retrospective
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Sprint planning meeting
• The sprint planning meeting is held at the start of a sprint. The
entire scrum team attends the meeting. The duration of the
meeting is typically 4 hours for a 2 week sprint. If your sprints are 4
weeks long, you can expect this meeting to be twice as long. The
purpose of the meeting is to plan the work of the sprint. The output
of the meeting is an agreed upon sprint goal and a sprint backlog.
• Before the meeting, the product owner usually has a proposed sprint goal and a minimum set of issues that
accomplish the goal. These preliminary items often come from the product backlog that has been updated during
the previous sprints, sprint review, and sprint retrospective meetings. We will discuss these meetings a bit later.
During the meeting, the team usually discusses the sprint goal, modifies the sprint backlog, places story point
estimates on issues, and adds details to the issues to better describe the specific work to be done. The development
team is responsible for estimating the story points for the work and deciding on how much work can be done during
the sprint. They need to do enough planning to have an accurate forecast for the amount of work that they will
agree to. The development team also creates subtasks for the first few days of the sprint. The subtasks are often a
day or less of work. This is an example of an empowered team rather than a command and control-based team.
The purpose of the meeting has been met when there is an agreed upon sprint goal and sprint backlog. The sprint
backlog contains the issues that the development team has agreed to complete during the sprint, as well as a plan
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for completing that work.
Daily Standup
The daily standup meeting is also called the daily scrum. It is a
planning meeting that occurs everyday and the participants
usually stand as a reminder that it's a short meeting.
The meeting usually takes place in the same location at the
same time everyday. The development team are the primary
attendees for the daily standup. Others may attend the
meetings, but are usually asked to listen only.
The meeting usually last 15 minutes or less.
The purpose of the meeting is to inspect recent progress
toward the sprint goal, plan the day's work, and identify any
impediments to the team. The team usually makes plans to
resolve the impediments, but the discussion often moves to
after the meeting.
The output of the meeting is the plan for the day. It's
important that the daily standup is a collaborative meeting
and not simply a status update. The team collaborates to
make the best decisions for the day given the latest
information. They usually decide on who will work on specific
issues, to plan slightly changes after every daily standup. This
is continuous improvement.
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Sprint Review
• The sprint review meeting occurs near the end of the
sprint. It is an informal meeting that includes the
scrum team and interested stakeholders. It is typically
a 2-hour meeting for 2-week sprints. The purpose of
the meeting is to inspect the increment that was just
created in the sprint and to collaboratively update
the product backlog. This is a meeting with a lot of
feedback on the project and includes a brainstorming
session to help decide what to do next. The output of
the meeting is a first-pass at the next sprint's
backlog. By the time the sprint planning meeting
happens for the following sprint, the team already has
a good idea of what they will be working on.

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Sprint Retrospective
• The sprint retrospective is the last event of the sprint.
The scrum team attends the retrospective. The
meeting typically takes 90 minutes for a 2- week
sprint. The purpose of the meeting is for the team to
inspect itself including its processes, tools, and team
interaction. The retrospective is a positive meeting
containing constructive feedback. Everyone should
always remember that they are part of a team. The
scrum master usually helps make sure that this is a
positive meeting. The team usually discusses what they
should keep doing, what they should stop doing, and
what they should start doing. The meeting is about
continuously improving the team. The output of the
meeting is to add one or more improvement related
issues to the next sprint's backlog. It's important that
the team spent some of it's time on these issues,
rather than exclusively building the product.
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Sprint Retrospective
Here's a summary of the four meetings related to a sprint. It's important to
always make sure that the meetings have high value and the team should
focus on continuously improving their meetings. Notice that the next sprint
goal and sprint backlog start to form in the sprint review. The retrospective
usually adds one or more issues. This forms the starting sprint backlog for the
sprint planning meeting.

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Alaa ATITALLAH