Scrum Documentation

01-scrum.md

Referenced from The Scrum Guide by Ken Schwaber and Jeff Sutherland

Scrum Definition

• The Scrum framework consists of Scrum Teams and their associated roles, events, artifacts, and rules.
• The rules of Scrum bind together the events, roles, and artifacts, governing the relationships and interaction between them.
• 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 optimise predictability and control risk.

Three Pillers of Scrum

• Three pillars uphold every implementation of empirical process control: transparency, inspection, and adaptation.

Transparency

• Everybody knows all the processes that are responsible for the outcome they are expected to produce.
• The standards are shared and common for everyone.

• e.g. Backlog means backlog to everyone, it should only have one definition, so does done or reviewing

Inspection

• Scrum artefacts and progress are inspected frequently.
• Code quality. Code review.
• Sprint burnout, time taken that sort of stuff.
• Must be done by skilled inspector without affecting the work in progress

Adaptation

• Inspection is done by inspector and adjustments and done by developer and in the sprint as well.
• The scrum result (common goal) must be kept acceptable so adjustment must happen in the sprint (retrospective) or in the code if that result deviates beyond acceptable mark
• Scrum events for inspection and adaptation
  • Scrum Planning
  • Daily Scrum
  • Sprint Review
  • Sprint Retrospective

02-scrum_team.md

Scrum Team

• Scrum Teams deliver products iteratively and incrementally, maximizing opportunities for feedback.

Scrum team consists of

Product Owner

• Product Backlog management includes:
• Clearly expressing Product Backlog items
• Ordering the items in the Product Backlog to best achieve goals and missions
• Optimizing 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 Product Owner is one person, not a committee.
• No one but the product owner is allowed to tell the Development Team to work from a different set of requirements, and the Development Team isn’t allowed to act on what anyone else says.

Development Team

• Coding team that do the work and move the items to done.
• Development Teams are structured and empowered by the organization to organize and manage their own work.
• Development Teams characteristics:
• They are self-organizing.
• Development Teams are cross-functional
• Scrum recognizes no titles for Development Team members other than Developer
• Scrum recognizes no sub-teams in the Development Team
• Individual Development Team members may have specialized skills and areas of focus, but 
accountability belongs to the Development Team as a whole.
• Size: 3-9.
• Big enough for discussion and diversity of skillset. Small enough to manage and coordinate easily.

Scrum Master

• The Scrum Master is responsible for ensuring Scrum is understood and enacted.
• The Scrum Master is a servant-leader for the Scrum Team.
• The Scrum Master helps those outside the Scrum Team understand which of their interactions with the Scrum Team are helpful and which aren’t.

Scrum Master Service to the Product Owner

• Finding techniques for effective Product Backlog management;
• Helping the Scrum Team understand the need for clear and concise Product Backlog items;
• Understanding product planning in an empirical environment (Relying on or derived from observation or experiment);
• Ensuring the Product Owner knows how to arrange the Product Backlog to maximize value;
• Understanding and practicing agility; and,
• Facilitating Scrum events as requested or needed.

Scrum Master Service to the Development Team

• Coaching the Development Team in self-organization and cross-functionality;
• Helping the Development Team to create high-value products;
• Removing impediments to the Development Team’s progress;
• Facilitating Scrum events as requested or needed; and,
• Coaching the Development Team in organizational environments in which Scrum is not yet fully adopted and understood.

Scrum Master Service to the Organization

• Leading and coaching the organization in its Scrum adoption;
• Planning Scrum implementations within the organization;
• Helping employees and stakeholders understand and enact Scrum and empirical product development;
• Causing change that increases the productivity of the Scrum Team; and,
• Working with other Scrum Masters to increase the effectiveness of the application of Scrum in the organization.

03-scrum-events.md

Scrum Events

• create regularity and to minimize the need for meetings not defined in Scrum
• every event has a maximum duration
• Once a Sprint begins, its duration is fixed and cannot be shortened or lengthened
• Sprint is the container of all other events
• Other then sprint all other event is to inspect and adapt
• Allow critical transparency and inspection

The Sprint

• he 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
• A new Sprint starts immediately after the conclusion of the previous Sprint
• Sprint Planning, Daily Scrums, the development work, the Sprint Review, and the Sprint Retrospective
• Each Sprint may be considered a project with no more than a one-month horizon
• Each Sprint has a definition of what is to be built, a design and flexible plan that will guide building it, the work, and the resultant product.
• Predictability by ensuring inspection and adaptation of progress toward a Sprint Goal every month
• Sprints limit risk to one calendar month of cost.

During the Sprint:

• No changes are made that would endanger the Sprint Goal;
• Quality goals do not decrease; and,
• Scope may be clarified and re-negotiated between the ProductOwner and Development Team as more is learned.

Cancelling a Sprint

• cancelled before the Sprint time-box is over
• Product Owner has the authority
• Happens if Sprint Goal becomes obsolete
• Any completed and “Done” Product Backlog items are reviewed. If part of the work is potentially releasable, the Product Owner typically accepts it.
• incomplete Product Backlog Items are re-estimated and put back on the Product Backlog. The work done depreciates and re-estimated.
• Sprint cancellations consume resources
• It is traumatic
• Very uncommon

Sprint Planning

• Plan is created by the collaborative work of the entire Scrum Team.
• Sprint Planning is time-boxed to a maximum of eight hours for a one-month Sprint.
• The Scrum Master ensures that the event takes place and that attendants understand its purpose.
• The Scrum Master teaches the Scrum Team to keep it within the time-box.

Sprint panning answers

What can be done this Sprint?

• What can be delivered in the Increment resulting from the upcoming Sprint?
• The Product Owner discusses the objective that the Sprint should achieve and the Product Backlog items that, if completed in the Sprint, would achieve the Sprint Goal.
• The Development Team works to forecast the functionality that will be developed during the Sprint.
• The number of items selected from the Product Backlog for the Sprint is solely up to the Development Team
• Only the Development Team can assess what it can accomplish over the upcoming Sprint.
• The input to this meeting is
• the Product Backlog,
• the latest product Increment,
• projected capacity of the Development Team during the Sprint, and
• past performance of the Development Team
• After the Development Team forecasts the Product Backlog items it will deliver in the Sprint.
• the Scrum Team crafts a Sprint Goal.
• The Sprint Goal is an objective that will be met within the Sprint through the implementation of the Product Backlog, and it provides guidance to the Development Team on why it is building the Increment.

How will the chosen work get done?

• How will the work needed to deliver the Increment be achieved?
• the Development Team decides how it will build this functionality into a “Done” product Increment during the Sprint.
• The Product Backlog items selected for this Sprint plus the plan for delivering them is called the Sprint Backlog.
• enough work is planned during Sprint Planning for the Development Team to forecast what it believes it can do in the upcoming Sprint
• Work planned for the first days of the Sprint by the Development Team is decomposed by the end of this meeting
• The Development Team self-organizes to undertake the work in the Sprint Backlog
• The Product Owner can help to clarify the selected Product Backlog items and make trade-offs.
• By the end of the Sprint Planning, the Development Team should be able to explain to the Product Owner and Scrum Master how it intends to work as a self-organizing team to accomplish the Sprint Goal and create the anticipated Increment.

Sprint Goal

• The Sprint Goal is an objective set for the Sprint
• It is created during the Sprint Planning meeting
• The sprint goal is a coherance to
• Group product backlog items to deliver one funtionality
• A reason for a team to work together
• If the work turns out to be different than the Development Team expected, they collaborate with the Product Owner to negotiate the scope of Sprint Backlog within the Sprint.

Daily Scrum

• 15-minute time-boxed event
• Purpose
• Synchronize activities
• Create plans for next 24 hours
• Inspect work since last Daily scrum
• Forcast work that can be done before next daily scrum
• Held every day same time

• The Development Team or team members often meet immediately after the Daily Scrum for detailed discussions, or to adapt, or replan, the rest of the Sprint’s work.

• the Development Team is responsible for conducting the Daily Scrum
• only Development Team members participate in the Daily Scrum
• This is a key inspect and adapt meeting.
• Daily Scrums
• improve communications,
• eliminate other meetings,
• identify impediments to development for removal,
• highlight and promote quick decision-making, and
• improve the Development Team’s level of knowledge.

Things to tell

• What I did yesterday
• What will I do doday
• Do I see any roadblocks

Sprint Review

• held at the end of the Sprint to inspect the Increment and adapt the Product Backlog if needed
• the Scrum Team and stakeholders collaborate about what was done in the Sprint
• attendees collaborate on the next things that coul d be done to optimize value
• Informal review and feedback expected
• four-hour time-boxed meeting for one-month Sprints

The Sprint Review includes the following elements

• Attendees include the Scrum Team and key stakeholders invited by the Product Owner;
• The Product Owner explains what Product Backlog items have 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 (if needed);
• The entire group collaborates on what to do next, so that the Sprint Review provides valuable input to subsequent Sprint Planning;
• Review of how the marketplace or potential use of the product might have changed what is the most valuable thing to do next; and,
• Review of the timeline, budget, potential capabilities, and marketplace for the next anticipated release of the product.

Goal: revised Product Backlog that defines the probable Product Backlog items for the next Sprint

Sprint Retrospective

• The Scrum Team inspect itself and create a plan for improvements to be enacted during the next Sprint.
• Occurs after the Sprint Review and before to the next Sprint Planning.
• 3 hour time-boxed
• The Scrum Master participates as a peer team member in the meeting from the accountability over the Scrum process.
• By the end of the Sprint Retrospective, the Scrum Team should have identified improvements that it will implement in the next Sprint.

Purpose

• 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.

Role of Scrum Master during diffrent Scrum Events

• For many Scrum events, the Scrum Master is not a participant.
• Each event includes the different roles at different levels of participation including non-participation.
• During Sprint Planning the Scrum Master may help facilitate the meeting and provides input into the Sprint Goal; not much involvement.
• During the Daily Scrum the Scrum Master does not participate and may observe in order to later provide feedback to the Development Team on how to possibly improve the event.
• During the Sprint Review the Scrum Master may help facilitate the meeting.
• During the Sprint Retrospective the Scrum Master is an event participant at the same level as the Product Owner and Development Team members.

04-Scrum-Artifacts.md

Scrum Artifacts

• Work or value to provide transparency and opportunities for inspection and adaptation.

Product Backlog

• An ordered list of everything that might be needed in the product.
• The single source of requirements for any changes to be made to the product.
• The Product Owner is responsible
• Content, availability, and ordering
• A Product Backlog is never complete
• Only lays out the initially known and best-understood requirements.
• It evloves with the product and envirnment.
• Constantly change based on what the product needs to be appropriate, competitive and useful.
• As long as a product exists, its Product Backlog also exists.
• Higher ordered Product Backlog items are usually clearer and more detailed than lower ordered ones.
• Refine backlog items so that one event can be 'done' by the end of the sprint and not be left hanging
• Refined item are set to be Ready
• The Development Team is responsible for all estimates.
• Backlog item types
• Features
• Functions
• Requirements
• Enhancements
• Fixes
• Attribute
• Description
• Order
• Estimation
• Value (Importance)

Monitoring Progress

• At any point in time, the total work remaining to reach a goal can be summed. Product owner does it.
• Compare with last print see work done.
• burn- downs, burn-ups, or cumulative flows may be useful.

Sprint Backlog

• set of Product Backlog items selected for the Sprint
• A plan for delivering the product Increment
• Realizing the Sprint Goal
• Forecast by the Development Team about what functionality will be in the next Increment
• All of the work that the Development Team identifies as necessary to meet the Sprint Goal.
• The Development Team modifies the Sprint Backlog throughout the Sprint.
• As new work is required, the Development Team adds it to the Sprint Backlog.
• As work is performed or completed, the estimated remaining work is updated.
• When elements of the plan are deemed unnecessary, they are removed.

Monitoring Progress

• the total work remaining in the Sprint Backlog can be summed
• The sum happens every Daily Scrum to project the likelihood of achieving the Sprint Goal.

Increment

• The Increment is the sum of all the Product Backlog items completed during a Sprint and the value of the increments of all previous Sprints.
• At the end of a Sprint, the new Increment must be “Done,” which means it must be in useable condition and meet the Scrum Team’s definition of “Done.”
• It must be in useable condition regardless of whether the Product Owner decides to actually release it.

Artifact Transparency

• The Scrum Master’s job is to work with the Scrum Team and the organization to increase the transparency of the artifacts. This work usually involves learning, convincing, and change. Transparency doesn’t occur overnight, but is a path.

Definition of Done

• Any one product or system should have a definition of “Done” that is a standard for any work done on it.