SCRUM

“[The Agile Manifesto](http://www.agilemanifesto.org/)”

10 points of Scrum

put it all together

Roles

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Product Owner (PO)

• define the features of the product
• decide on release date and content
• be responsible for the profitability of the product (ROI)
• prioritize features according to market value
• adjust features and priority every iteration, as needed
• accept or reject work results

Scrum Master

• represents management to the project
• responsible for enacting Scrum values and
  practices
• removes impediments
• ensure that the team is fully functional and productive
• enable close cooperation across all roles and functions
• shield the team from external interferences

Team

• typically 5-9 people
• cross-functional
  (programmers, testers, user experience designers, etc.)
• full-time members
  (can be exceptions, e.g. database administrator)
• self-organizing teams
  (ideally, no titles but rarely a possibility)
• change memberships only between sprints

Ceremonies

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Sprint Planning

Sprint Review

• team presents what it accomplished during the sprint
• informal: 2-hour prep time rule & no slides
• whole team participates
• invite the world

Sprint Retrospective

• periodically take a look at what is and is not working
• typically 15–30 minutes
• done after every sprint
• whole team participates (scrum master, product owner, team & others)

Daily Scrum meeting
Everyone answers 3 questions:

1. what did you do yesterday?
2. what will you do today?
3. is anything in your way?

Artifacts

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put it all together

Produce Backlog

• the requirements
• a list of all desired work on the project
• ideally expressed such that each item has value to the users or customers of the product
• prioritized by the product owner
• reprioritized at the start of each sprint

Sprint Backlog

• To Be Done
• Text on Spring Backlog

Burn-down Charts

• The team maintains the remaining effort on a daily basis (duration is not considered)
• When possible, hand draw the burn-down chart in the team’s work area on a big sheet
• Teams are more likely to see a big visible chart than they are to look at Excel or a tool burn-down in tool only if necessary (e.g. working in a distributed team)
• Examples for sprint burn-down charts - make visible what you pay attention to