Sunday 18th of November 2012 11:55:00 AM
Scrum is founded on empirical process control theory, or empiricism. Empiricism asserts that knowledge comes from experience and making decisions based on what is known. Scrum employs an iterative, incremental approach to optimize predictability and control risk.
Key success factors
- Sprint Planning Meeting
- What will be delivered in the Increment resulting from the upcoming Sprint?
- How will the work needed to deliver the Increment be achieved?
- Daily Scrum Meeting
- What has been accomplished since the last meeting?
- What will be done before the next meeting?
- What obstacles are in the way?
- Sprint Review Meeting
- The Product Owner identifies what has been “Done” and what has not been “Done”;
- The Development Team discusses what went well during the Sprint, what problems it ran into, and how those problems were solved;
- The Development Team demonstrates the work that it has “Done” and answers questions about the Increment;
- The Product Owner discusses the Product Backlog as it stands. He or she projects likely completion dates based on progress to date; and,
- The entire group collaborates on what to do next, so that the Sprint Review provides valuable input to subsequent Sprint Planning Meetings.
- Sprint Retrospective
- Inspect how the last Sprint went with regards to people, relationships, process, and tools;
- Identify and order the major items that went well and potential improvements; and,
- Create a plan for implementing improvements to the way the Scrum Team does its work.
The Scrum Team
- The Product Owner
- Clearly communicating vision, goals, and Product Backlog items to the Development Team;
- Ordering the items in the Product Backlog to best achieve goals and missions;
- Ensuring the value of the work the Development Team performs;
- Ensuring that the Product Backlog is visible, transparent, and clear to all, and shows what the Scrum Team will work on next; and,
- Ensuring the Development Team understands items in the Product Backlog to the level needed.
- The Development Team
- They are self-organizing. No one (not even the Scrum Master) tells the Development Team how to turn Product Backlog into Increments of potentially releasable functionality;
- Development Teams are cross-functional, with all of the skills as a team necessary to create a product Increment;
- Scrum recognizes no titles for Development Team members other than Developer.
- Regardless of the work being performed by the person, there are no exceptions to this rule;
- Individual Development Team members may have specialized skills and areas of focus, but accountability belongs to the Development Team as a whole; and,
- Development Teams do not contain sub-teams dedicated to particular domains like testing or business analysis.
- The Scrum Master
- Service to the Product Owner
- Service to the Development Team
- Service to the Organization
The heart of Scrum is a Sprint, a time-box of one month or less during which a “Done”, useable, and potentially releasable product Increment is created. Sprints have consistent durations throughout a development effort. A new Sprint starts immediately after the conclusion of the previous Sprint.
Sprints contain and consist of the Sprint Planning Meeting, Daily Scrums, the development work, the Sprint Review, and the Sprint Retrospective.
- Product Backlog
- Sprint Backlog
Definition of "Done"