Essential Scrum: A Practical Guide to the Most Popular Agile Process,Item Preview
13/01/ · Link Download >> blogger.com?book= A Practical Guide to the Most Popular Agile Process The Single-Source, Comprehensive Guide to 18/09/ · Essential Scrum will provide every team member, manager, and executive with a commonEssential Scrum: A Practical Guide to the Most Popular Agile Process (Addison Essential Scrum: A Practical Guide to the Most Popular Agile Process (Addison-Wesley Signature Series (Cohn)) ebook free download link on this page and you will be directed to 01/07/ · Essential Scrum: A Practical Guide to the Most Popular Agile Process PDF book by Kenneth S. Rubin (A Mike Cohn Signature Book) Read Online or Free Download in Essential Scrum: A Practical Guide to the Most Popular Agile Process. Download Essential Scrum by Kenneth S. Rubin PDF eBook free. The “Essential Scrum: A Practical Guide to the ... read more
Tomlinson Ebook Online PDF. Free Download Essentials of Classic Italian Cooking by Marcella Hazan Ebook Online PDF. Free Download Essentials of Comparative Politics Fourth Edition by Patrick H. O'Neil Ebook Online PDF. Free Download Essentials of Contemporary Management by Gareth Jones, Jennifer George Ebook Online PDF. Free Download Essentials of Criminal Justice by Larry J. Siegel, John L. Worrall Ebook Online PDF. Free Download Essentials of Economics, 9th Edition by Bradley Schiller, Karen Gebhardt Ebook Online PDF. Free Download Essentials Of Epidemiology In Public Health by Ann Aschengrau, George R. Seage Ebook Online PDF. Free Download Essentials of Exercise Physiology by William D. McArdle BS M. Ed PhD, Frank I. Katch, Victor L. Katch Ebook Online PDF. Free Download Essentials of Fire Fighting and Fire Department Operations 6th Edition by IFSTA Ebook Online PDF. Free Download Essentials of Fire Fighting, 6th Edition by IFSTA Ebook Online PDF.
Free Download Essentials of Geology 12th Edition by Frederick K. Lutgens, Edward J. Tarbuck, Dennis G. Tasa Ebook Online PDF. Free Download Essentials of Geology Fourth Edition by Stephen Marshak Ebook Online PDF. Free Download Essentials Of Health Policy And Law Essential Public Health by Joel B. Teitelbaum, Sara E. Wilensky Ebook Online PDF. Marieb Ebook Online PDF. Free Download Essentials of Human Anatomy and Physiology by Elaine Nicpon Marieb Ebook Online PDF. Free Download Essentials of Human Behavior: Integrating Person, Environment, and the Life Course by Elizabeth D. Hutchison Ebook Online PDF. Free Download Essentials of Intentional Interviewing: Counseling in a Multicultural World HSE Interviewing Techniques by Allen E.
Ivey, Mary Bradford Ivey, Carlos P. Zalaquett, Kathryn Quirk Ebook Online PDF. Free Download Essentials of International Relations Sixth Edition by Karen A. Mingst, Ivan M. Arreguín-Toft Ebook Online PDF. Free Download Essentials of Life-Span Development by John Santrock Ebook Online PDF. Free Download Essentials of Marketing: A Marketing Strategy Planning Approach by Jr. Jerome McCarthy Ebook Online PDF. Free Download Essentials of Meteorology: An Invitation to the Atmosphere by C. Donald Ahrens Ebook Online PDF.
Free Download Essentials of MIS 11th Edition by Kenneth C. Laudon, Jane Laudon Ebook Online PDF. Free Download Essentials of Nursing Research: Appraising Evidence for Nursing Practice by Denise F. Polit PhD FAAN, Cheryl Tatano Beck DNSc CNM FAAN Ebook Online PDF. Free Download Essentials of Oceanography 11th Edition by Alan P. Trujillo, Harold V. Thurman Ebook Online PDF. Free Download Essentials of Organizational Behavior 13th Edition by Stephen P. Robbins, Timothy A. Judge Ebook Online PDF. Free Download Essentials of Pathophysiology: Concepts of Altered States by Carol Porth RN MSN PhD Ebook Online PDF. Free Download Essentials of Physical Anthropology by Robert Jurmain, Lynn Kilgore, Wenda Trevathan Ebook Online PDF. Free Download Essentials of Physical Anthropology: Discovering Our Origins Second Edition by Clark Spencer Larsen Ebook Online PDF. Free Download Essentials of Psychiatric Mental Health Nursing - Revised Reprint, 2e by Elizabeth M. Varcarolis RN MA Ebook Online PDF.
Free Download Essentials of Psychiatric Mental Health Nursing: Concepts of Care in Evidence-Based Practice by Mary C. Townsend DSN PMHCNS-BC Ebook Online PDF. Free Download Essentials of Psychology: Concepts and Applications by Jeffrey S. Nevid Ebook Online PDF. Free Download Essentials of Sociology Fifth Edition by Anthony Giddens, Mitchell Duneier, Richard P. Appelbaum, Deborah Carr Ebook Online PDF. Free Download Essentials of Statistics for the Behavioral Sciences by Frederick J Gravetter, Larry B. Wallnau Ebook Online PDF. Free Download Essentials of Strategic Management: The Quest for Competitive Advantage by John Gamble, Jr. Free Download Essentials of Strength Training and Conditioning - 3rd Edition by National Strength and Conditioning Association Ebook Online PDF.
Free Download Essentials of Testing and Assessment: A Practical Guide for Counselors, Social Workers, and Psychologists by Edward S. Neukrug, R. Charles Fawcett Ebook Online PDF. Free Download Foundations of Addictions Counseling 3rd Edition by David Capuzzi, Mark D. Stauffer Ebook Online PDF. Free Download Foundations of American Education, 7th Edition by L. Dean Webb, Arlene Metha, K. Forbis Jordan Ebook Online PDF. Free Download Foundations of Business by William M. Pride, Robert J. Hughes, Jack R. Kapoor Ebook Online PDF. Free Download Foundations of Catholic Social Teaching: Living as a Disciple of Christ by Ave Maria Press Ebook Online PDF. Free Download Foundations of Clinical Research: Applications to Practice by Leslie G. Portney Ebook Online PDF. Free Download Foundations of College Chemistry by Morris Hein, Susan Arena Ebook Online PDF. Free Download Foundations of Earth Science 7th Edition by Frederick K.
Free Download Foundations of Legal Research and Writing by Carol M. Bast, Margie A. Hawkins Ebook Online PDF. Free Download Foundations of Marketing by William M. Pride, O. Ferrell Ebook Online PDF. Free Download Foundations of Materials Science and Engineering by William Smith, Javad Hashemi Ebook Online PDF. Free Download Foundations of Maternal-Newborn and Women's Health Nursing, 6e by Sharon Smith Murray MSN RN C, Emily Slone McKinney MSN RN C Ebook Online PDF. Free Download Foundations of Nursing in the Community: Community-Oriented Practice, 4e by Marcia Stanhope, Jeanette Lancaster Ebook Online PDF. Free Download Foundations of Physical Education, Exercise Science, and Sport by Deborah Wuest, Jennifer Fisette Ebook Online PDF. Free Download Foundations of Sport and Exercise Psychology With Web Study Guide-5th Edition by Robert Weinberg, Daniel Gould Ebook Online PDF. Free Download Founding Brothers: The Revolutionary Generation by Joseph J.
Ellis Ebook Online PDF. Free Download Four Portraits, One Jesus: A Survey of Jesus and the Gospels by Mark L. Strauss Ebook Online PDF. Free Download Four Seasons in Rome: On Twins, Insomnia, and the Biggest Funeral in the History of the World by Anthony Doerr Ebook Online PDF. Free Download Four-Season Harvest: Organic Vegetables from Your Home Garden All Year Long, 2nd Edition by Eliot Coleman Ebook Online PDF. Free Download Four: A Divergent Collection by Veronica Roth Ebook Online PDF. Free Download Learning Evidence: From the Federal Rules to the Courtroom Learning Series by Deborah Merritt, Ric Simmons Ebook Online PDF. Free Download Learning Python, 5th Edition by Mark Lutz Ebook Online PDF. Free Download Learning SAS by Example: A Programmer's Guide by Ron Cody Ebook Online PDF. Free Download Learning Spark: Lightning-Fast Big Data Analysis by Holden Karau, Andy Konwinski, Patrick Wendell, Matei Zaharia Ebook Online PDF.
Free Download Sir Gawain and the Green Knight; Pearl; [and] Sir Orfeo From Priddy Books by Ebook Online PDF. Free Download Siren's Call A Rainshadow Novel by Jayne Castle Ebook Online PDF. Free Download Sisters by Raina Telgemeier Ebook Online PDF. Free Download The Drowned Boy Inspector Sejer Mysteries by Karin Fossum Ebook Online PDF. Free Download The Drunkard's Walk: How Randomness Rules Our Lives by Leonard Mlodinow Ebook Online PDF. Free Download The Drunken Botanist: The Plants That Create the World's Great Drinks by Amy Stewart Ebook Online PDF.
Free Download The DUFF: Designated Ugly Fat Friend by Kody Keplinger Ebook Online PDF. Free Download The Dukan Diet Made Easy by Pierre Dukan Ebook Online PDF. Free Download The Dynamics of Persuasion: Communication and Attitudes in the 21st Century Routledge Communication Series by Richard M. Perloff Ebook Online PDF. Free Download The Dyslexic Advantage: Unlocking the Hidden Potential of the Dyslexic Brain by Brock L. Eide M. Rubin Ebook Online PDF If you want to download Essential Scrum: A Practical Guide to the Most Popular Agile Process Addison-Wesley Signature Series Cohn book, i provide downloads as a pdf, kindle, word, txt, ppt, rar and zip.
You can also freely print the book. If you want to read online the Essential Scrum: A Practical Guide to the Most Popular Agile Process Addison-Wesley Signature Series Cohn we also provide a facility that can be read through your notebook, netbook, ipad, kindle, tablet and mobile phone. Please click the link to download the book for free. In fact,book is really a window to the world. Even many people may not like reading books; the books will always give the exact information about fact, fiction, experience, adventure, politic, religion, and more. We are here a website that givescollections of books more than the book store. We give you lots of numbers of link to get the book.
You can find this book easily right here. As one ofthe window to open the new world, this Essential Scrum: A Practical Guide to the Most Popular Agile Process Addison-Wesley Signature Series Cohn. Essential Scrum: A Practical Guide to the Most Popular Agile Process Addison-Wesley Signature Series Cohn by Kenneth S. au: Kindle Store Free Download Essential Scrum: A Practical Guide to the Most Popular Agile Process Addison-Wesley Signature Series Cohn by Kenneth S. Rubin Ebook Online PDF Free Download Essential Scrum: A Practical Guide to the Most Popular Agile Process Addison-Wesley Signature Series Cohn by Kenneth S. Rubin Ebook Online PDF Essential Scrum: A Practical Guide to the Most Popular Agile Process Addison-Wesley Signature Series Cohn ebook free download link on this page and you will be directed to the free registration form.
If you still need more books as references, going to search the title and theme in this site is available. You will find more lots books in various disciplines. You can also as soon aspossible to read the book that is already downloaded Essential Scrum: A Practical Guide to the Most Popular Agile Process Addison-Wesley Signature Series Cohn So depending on what exactly you are searching, you will be able to choose ebooks to suit your own need to access completely for free download Essential Scrum: A Practical Guide to the Most Popular Agile Process Addison-Wesley Signature Series Cohn. Home Free Download E-Squared: Nine Do-It-Yourself Energy Experiments That Prove Your Thoughts Create Your Reality by Pam Grout Ebook Online PDF Free Download Engine Management: Advanced Tuning by Greg Banish Ebook Online PDF Free Download Engineering Fundamentals of the Internal Combustion Engine 2nd Edition by Willard W.
Pulkrabek Ebook Online PDF Free Download Engineering Mechanics: Dynamics 13th Edition by Russell C. Hibbeler Ebook Online PDF Free Download Engineering Mechanics: Statics plus MasteringEngineering with Pearson eText -- Access Card Package 13th Edition by Russell C. Hollands, Simon Banbury, Raja Parasuraman Ebook Online PDF Free Download Engineering Vibration 4th Edition by Daniel J. Inman Ebook Online PDF Free Download Engineering with Excel 4th Edition by Ronald W. Larsen Ebook Online PDF Free Download Engineering Your Future: A Brief Introduction to Engineering by William Oakes, Les Leone Ebook Online PDF Free Download Engineering Your Future: Comprehensive by William C. Ebook Online PDF Free Download Enhancing Professional Practice: A Framework for Teaching, 2nd Edition Professional Development by Charlotte Danielson Ebook Online PDF Free Download Enrique's Journey The Young Adult Adaptation : The True Story of a Boy Determined to Reunite with His Mother by Sonia Nazario Ebook Online PDF Free Download Enrique's Journey by Sonia Nazario Ebook Online PDF Free Download EntreLeadership: 20 Years of Practical Business Wisdom from the Trenches by Dave Ramsey Ebook Online PDF Free Download Entrepreneurship: Successfully Launching New Ventures 5th Edition by Bruce R.
Duane Ireland Ebook Online PDF Free Download Environment: The Science Behind the Stories 5th Edition by Jay H. Withgott, Matthew Laposata Ebook Online PDF Free Download Environmental and Natural Resource Economics: A Contemporary Approach by Jonathan M. Harris, Brian Roach Ebook Online PDF Free Download Environmental Economics: An Introduction The Mcgraw-Hill by Barry Field, Martha k Field Ebook Online PDF Free Download Environmental Engineering: Fundamentals, Sustainability, Design by James R. Plater Ebook Online PDF Free Download Environmental Law 8th Edition by Nancy K. Silverman Ebook Online PDF Free Download Environmental Regulation: Law, Science, and Policy, Seventh Edition Aspen Casebook by Robert V. Leape Ebook Online PDF Free Download Environmental Science by William Cunningham, Mary Cunningham Ebook Online PDF Free Download Environmental Science: Toward a Sustainable Future 12th Edition by Richard T. Boorse Ebook Online PDF Free Download Environmental Science: Your World, Your Turn by Jay Withgott Ebook Online PDF Free Download Epic Survival: Extreme Adventure, Stone Age Wisdom, and Lessons in Living From a Modern Hunter-Gatherer by Matt Graham, Josh Young Ebook Online PDF Free Download Epic Tomatoes: How to Select and Grow the Best Varieties of All Time by Craig LeHoullier Ebook Online PDF Free Download Epidemiology For Public Health Practice Friis, Epidemiology for Public Health Practice by Robert H.
Friis, Thomas Sellers Ebook Online PDF Free Download Epidemiology: with STUDENT CONSULT Online Access, 5e Gordis, Epidemiology by Leon Gordis MD MPH DrPH Ebook Online PDF Free Download Equine Science, 4th Edition by Rick Parker Ebook Online PDF Free Download Equitable Remedies, Restitution and Damages, Cases and Materials American Casebook Series by Candace Kovacic-Fleischer, Jean Love, Grant Nelson Ebook Online PDF Free Download Eragon Inheritance, Book 1 by Christopher Paolini Ebook Online PDF Free Download Eric Carle: Around the Farm: Play-a-Sound From Publications International by Ebook Online PDF Free Download Eric Sloane's Weather Book by Eric Sloane Ebook Online PDF Free Download Escape from Camp One Man's Remarkable Odyssey from North Korea to Freedom in the West by Blaine Harden Ebook Online PDF Free Download Escape from Mr.
Lemoncello's Library by Chris Grabenstein Ebook Online PDF Free Download Escaping Home: A Novel The Survivalist Series by A. American Ebook Online PDF Free Download Escaping Reality The Secret Life of Amy Bensen by Lisa Renee Jones Ebook Online PDF Free Download España Y Su Civilización, Sexta Edicion by Francisco Ugarte, Michael Ugarte, Kathleen McNerney Ebook Online PDF Free Download Esperanza Rising by Pam Munoz Ryan, Pam Munoz Ryan Ebook Online PDF Free Download Essay Exam Writing for the California Bar Exam by Mary Basick, Tina Schindler Ebook Online PDF Free Download Essential Biochemistry by Charlotte W.
Pratt, Kathleen Cornely Ebook Online PDF Free Download Essential Cell Biology, 4th Edition by Bruce Alberts, Dennis Bray, Karen Hopkin, Alexander D Johnson, Julian Lewis, Martin Raff, Keith Roberts, Peter Walter Ebook Online PDF Free Download Essential Clinical Anatomy by Dr. Dalley II PhD Ebook Online PDF Free Download Essential Concepts of Business for Lawyers by Robert J. Rhee Ebook Online PDF Free Download Essential Elements Book 1 Flute From Hal Leonard by Ebook Online PDF Free Download Essential Elements Comprehensive Band Method, Bb Clarinet Book 2 From Brand: Hal Leonard Corp by Ebook Online PDF Free Download Essential Elements Comprehensive Band Method: B Flat Trumpet Book 1 by Tim Lautzenheiser, Paul Lavender, John Higgins, Tom C. Rhodes, Charles Menghini, Don Bierschenk Ebook Online PDF Free Download Essential Elements Eb Alto Saxophone, Bk. Our focus was on bleeding-edge, continuously evolving, state-of-the-art, discovery informatics platforms that research scientists would use to help discover the next blockbuster molecule.
We needed a way of developing that would allow us to quickly explore new ideas and approaches and learn fast which solutions were viable and which were not. We had a strategic corporate partner to whom we needed to show working results every few weeks or so to get feedback, because our product had to integrate with its core line of DNA sequencers. This need for rapid exploration and feedback did not mesh well with the detailed, upfront planning we had been doing. We also wanted to avoid big up-front architecture design. When the first real scientist-facing application was put on top of that architecture, and we finally validated design decisions made many months earlier, it took 42 seconds to tab from one field on the screen to the next field. If you think a typical user is impatient, imagine a molecular biologist with a Ph.
having to wait 42 seconds! It was a disaster. We needed a different, more balanced approach to design, which included some design up front combined with a healthy dose of emergent, justin-time design. We also wanted our teams to be more cross-functional. Historically Genomica operated like most organizations. Development would hand off work to the test teams only after it was fully completed. We now had a desire for all team members to synchronize frequently—daily was the goal. In the past, errors were compounded because important issues were being discussed too late in the development effort. For these reasons, and others, we determined that Scrum would be a good fit for Genomica. However, we pulled together the available information and did the best we could, which was substantially better than we had done before see Table 1. From an effort perspective, with Scrum development we required one-tenth the amount of effort calculated in person-months compared to our previous use of a Can Scrum Help You?
Equally important, the Scrum development progressed at seven times the velocity of the waterfall development, meaning that per unit of time, the Scrum development produced about seven times more valuable features than the waterfall development. Even more compelling was that we delivered the software to our partner in a time frame that met the expectations for the launch of its new hardware platform. This enabled us to reinforce a long-term partnership that substantially increased the shareholder value of Genomica. Can Scrum Help You? The Genomica pre-Scrum experience of building features that nobody wanted and delivering those features late and with poor quality is not uncommon. Genomica, like many other organizations, had survived by being no worse than its competitors. I saw the same problems when I first started working in commercial software development in the mids. Organizations that have diligently applied Scrum are experiencing a different reality see Figure 1.
They are also seeing an improved return on investment by delivering smaller, more frequent releases. And, by relentlessly exposing organizational dysfunction and waste, these organizations are able to reduce costs. Scrum is also well suited to help organizations succeed in a complex world where they must quickly adapt based on the interconnected actions of competitors, customers, users, regulatory bodies, and other stakeholders. And Scrum provides more joy for all participants. Not only are customers delighted, but also the people doing the work actually enjoy it!
They enjoy frequent and meaningful collaboration, leading to improved interpersonal relationships and greater mutual trust among team members. Though Scrum is an excellent solution for many situations, it is not the proper solution in all circumstances. The Cynefin framework Snowden and Boone is a sense-making framework that helps us understand the situation in which we have to operate and decide on a situation-appropriate approach. I will use the Cynefin framework to discuss situations in which Scrum is and is not a good fit. First, it is important to realize that the many facets of software development and support will not fit nicely into just one Cynefin domain.
Software development is a rich endeavor, with aspects that overlap and activities that fall into all of the different domains Pelrine So, while most software development work falls in the domains of complicated or complex, to boldly claim that software development is a complex domain would be naive, especially if we define software development to include the spectrum of work ranging from innovative new-product development, ongoing software product maintenance, and operations and support. If there is a right answer, we will know it only with hindsight. This is the domain of emergence.
We need to explore to learn about the problem, then inspect and adapt based on our learning. Working in complex domains requires creative and innovative approaches. We need to create a safe-fail environment for experimentation so that we can discover important information. In this environment high levels of interaction and communication are essential. Innovative new-product development falls into this category as does enhancing existing products with innovative new features. Scrum is particularly well suited for operating in a complex domain. In such situations our ability to probe explore , sense inspect , and respond adapt is critical. Complicated Domain Complicated problems are the domain of good practices dominated by experts. There might be multiple right answers, but expert diagnosis is required to figure them out. Although Scrum can certainly work with these problems, it might not be the best solution. For example, a performance optimization effort that calls for adjusting parameters to find the best overall system performance would be better served by assembling experts and letting them assess the situation, investigate several options, and base their response on good practice.
Much of day-to-day software maintenance dealing with a flow of product support or defect issues falls into this category. This is also where many of the tactical, quantitative approaches like Six Sigma are particularly well suited, although these tactical approaches can also apply with simple domains. Simple Domain When dealing with simple problems, everyone can see cause and effect. Often the right answer is obvious and undisputed. This is the domain of legitimate best practices. There are known solutions. Once we assess the facts of our situation, we can determine the proper predefined solution to use.
Scrum can be used for simple problems, but it may not be the most efficient tool for this type of problem. Using a process with a well-defined, repeatable set of steps that are known to solve the problem would be a better fit. For example, if we want to reproduce the same product over and over again, a well-defined assembly-line process would be a better fit than Scrum. Or deploying the same commercial-off-the-shelf COTS product into the th customer environment might best be completed by repeating a well-defined and proven set of steps for installing and configuring the product. We are in a crisis and need to act immediately to prevent further harm and reestablish at least some order. For example, suppose a university published an article stating that our product has a flawed algorithm that is producing erroneous results.
Our customers have made substantial business investments based on the results from our product, and they are filing lawsuits against us for large damages. Scrum is not the best solution here. We are not interested in prioritizing a backlog of work and determining what work to perform in the next iteration. We need the ability to act immediately and decisively to stem the bleeding. With chaotic problems, someone needs to take charge of the situation and act. In such cases, people tend to interpret and act according to their personal preference for action. In software development, many people are familiar with and therefore have a personal preference for phase-based, sequential approaches that work well in simple domains.
Unfortunately, as I will discuss in Chapter 3, these tend to be a rather poor fit for much of software development. When you are in the disorder domain, the way out is to break down the situation into constituent parts and assign each to one of the other four domains. You are not trying to apply Scrum in the disorder domain; you are trying to get out of this domain. Interrupt-Driven Work Scrum is not well suited to highly interrupt-driven work. Say you run a customer support organization and you want to use Scrum to organize and manage your support activities.
Your product backlog is populated on a continuous basis as you receive support requests via phone or email. At no point in time do you have a product backlog that extends very far into the future, and the content and order of your backlog could change frequently perhaps hourly or every few minutes. And, even if you think you know the work, there is a very good likelihood that a high-priority support request will arrive and preempt any such forward-looking plans. In interrupt-driven environments you would be better off considering an alternative agile approach called Kanban.
Kanban is not a stand-alone process solution, but instead an approach that is overlaid on an existing process. Scrum and Kanban are both agile approaches to development, and each has strengths and weaknesses that should be considered once you make sense of the domain in which you are operating. In some organizations both Scrum and Kanban can be used to address the different system needs that coexist. For example, Scrum can be used for new-product development and Kanban for interrupt-driven support and maintenance. Closing Scrum is not a silver bullet or a magic cure. Scrum can, however, enable you to embrace the changes that accompany all complex product development efforts. And it can, and has, worked for Genomica and many other companies that decided to employ an approach to software development that better matched their circumstances.
Although the Scrum framework is simple, it would be a mistake to assume that Scrum is easy and painless to apply. These realizations can be painful for many organizations. However, if they move past the initial discomfort and work to solve the problems Scrum unearths, organizations can take great strides in terms of both their software development process and products and their levels of employee and customer satisfaction. The rest of the book is devoted to discussing the essential aspects of Scrum. I will begin with a description of the entire Scrum framework, including its roles, activities, artifacts, and rules. Who knows; if you use Scrum in the right way and in the proper conditions, perhaps you too will deliver value as successfully as my wife did on that fateful day back in PART I CORE CONCEPTS This page intentionally left blank Chapter 2 SCRUM FRAMEWORK This chapter provides an overview of the Scrum framework with a primary focus on its practices, including roles, activities, and artifacts.
Subsequent chapters will provide a deeper treatment of each of these practices, including an in-depth look at the principles that underlie the practices. Overview Scrum is not a standardized process where you methodically follow a series of sequential steps that are guaranteed to produce, on time and on budget, a high-quality product that delights customers. Instead, Scrum is a framework for organizing and managing work. The Scrum framework is based on a set of values, principles, and practices that provide the foundation to which your organization will add its unique implementation of relevant engineering practices and your specific approaches for realizing the Scrum practices. The result will be a version of Scrum that is uniquely yours.
To better grasp the framework concept, imagine that the Scrum framework is like the foundation and walls of a building. The Scrum values, principles, and practices would be the key structural components. What you can do, however, is customize inside the structure of Scrum, adding fixtures and features until you have a process that works for you. Scrum is a refreshingly simple, people-centric framework based on the values of honesty, openness, courage, respect, focus, trust, empowerment, and collaboration. Chapter 3 will describe the Scrum principles in depth; subsequent chapters will highlight how specific practices and approaches are rooted in these principles and values. The Scrum practices themselves are embodied in specific roles, activities, artifacts, and their associated rules see Figure 2. The remainder of this chapter will focus on Scrum practices. There can be other roles when using Scrum, but the Scrum framework requires only the three listed here.
Scrum Roles 15 Scrum team ScrumMaster Product owner Development team FIGURE 2. The ScrumMaster is responsible for guiding the team in creating and following its own process based on the broader Scrum framework. The development team is responsible for determining how to deliver what the product owner has asked for. The Scrum framework defines just the roles that are specific to Scrum, not all of the roles that can and should exist within an organization that uses Scrum. Product Owner The product owner is the empowered central point of product leadership. He1 is the single authority responsible for deciding which features and functionality to build and the order in which to build them.
The product owner maintains and communicates to all other participants a clear vision of what the Scrum team is trying to achieve. As such, the product owner is responsible for the overall success of the solution being developed or maintained. See Chapter 9 for a detailed description of the product owner role. ScrumMaster The ScrumMaster helps everyone involved understand and embrace the Scrum values, principles, and practices. She acts as a coach, providing process leadership and helping the Scrum team and the rest of the organization develop their own highperformance, organization-specific Scrum approach. At the same time, the ScrumMaster helps the organization through the challenging change management process that can occur during a Scrum adoption. As a facilitator, the ScrumMaster helps the team resolve issues and make improvements to its use of Scrum. She is also responsible for protecting the team from outside interference and takes a leadership role in removing impediments that inhibit team productivity when the individuals themselves cannot reasonably resolve them.
The ScrumMaster has no authority to exert control over the team, so this role is not the same as the traditional role of project manager or development manager. The ScrumMaster functions as a leader, not a manager. I will discuss the roles of functional manager and project manager in Chapter See Chapter 10 for more details on the ScrumMaster role. Development Team Traditional software development approaches discuss various job types, such as architect, programmer, tester, database administrator, UI designer, and so on. Scrum defines the role of a development team, which is simply a diverse, cross-functional collection of these types of people who are responsible for designing, building, and testing the desired product. The development team self-organizes to determine the best way to accomplish the goal set out by the product owner. The development team is typically five to nine people in size; its members must collectively have all of the skills needed to produce goodquality, working software.
Of course, Scrum can be used on development efforts that require much larger teams. However, rather than having one Scrum team with, say, 35 people, there would more likely be four or more Scrum teams, each with a development team of nine or fewer people. See Chapter 11 for more details on the development team role and Chapter 12 for more details on coordinating multiple teams. Scrum Activities and Artifacts Figure 2. Scrum Activities and Artifacts 17 Daily scrum Sprint planning Sprint backlog Product backlog Sprint execution Grooming Potentially shippable product increment Sprint retrospective Sprint review FIGURE 2. The product owner has a vision of what he wants to create the big cube. Because the cube can be large, through an activity called grooming it is broken down into a set of features that are collected into a prioritized list called the product backlog.
A sprint starts with sprint planning, encompasses the development work during the sprint called sprint execution , and ends with the review and retrospective. The sprint is represented by the large, looping arrow that dominates the center of the figure. The number of items in the product backlog is likely to be more than a development team can complete in a short-duration sprint. For that reason, at the beginning of each sprint, the development team must determine a subset of the product backlog items it believes it can complete—an activity called sprint planning, shown just to the right of the large product backlog cube.
Advocates of the word forecast like it because they feel that although the development team is making the best estimate that it can at the time, the estimate might change as more information becomes known during the course of the sprint. I agree that all development teams should generate a forecast estimate of what they can deliver each sprint. Commitments support mutual trust between the product owner and the development team as well as within the development team. Also, commitments support reasonable short-term planning and decision making within an organization.
And, when performing multiteam product development, commitments support synchronized planning—one team can make decisions based on what another team has committed to do. In this book, I favor the term commitment; however, I occasionally use forecast if it seems correct in context. To acquire confidence that the development team has made a reasonable commitment, the team members create a second backlog during sprint planning, called the sprint backlog. The sprint backlog describes, through a set of detailed tasks, how the team plans to design, build, integrate, and test the selected subset of features from the product backlog during that particular sprint. Next is sprint execution, where the development team performs the tasks necessary to realize the selected features. Each day during sprint execution, the team members help manage the flow of work by conducting a synchronization, inspection, and adaptive planning activity known as the daily scrum.
The Scrum team completes the sprint by performing two inspect-and-adapt activities. In the first, called the sprint review, the stakeholders and Scrum team inspect the product being built. In the second, called the sprint retrospective, the Scrum team inspects the Scrum process being used to create the product. At this point the Scrum sprint cycle repeats, beginning anew with the development team determining the next most important set of product backlog items it can complete. In the remainder of this chapter I will discuss each of these activities and artifacts in greater detail.
Product Backlog Using Scrum, we always do the most valuable work first. The product owner, with input from the rest of the Scrum team and stakeholders, is ultimately responsible for determining and managing the sequence of this work and communicating it in the form of a prioritized or ordered list known as the product backlog see Figure 2. For ongoing product development, the product backlog might also contain new features, changes to existing features, defects needing repair, technical improvements, and so on. The product owner collaborates with internal and external stakeholders to gather and define the product backlog items. He then ensures that product backlog items Scrum Activities and Artifacts Feature A Feature B Feature C Defect 23 19 High-priority items Refactor X Feature D Feature E Feature F FIGURE 2.
The product backlog is a constantly evolving artifact. Overall the activity of creating and refining product backlog items, estimating them, and prioritizing them is known as grooming see Figure 2. Product backlog Feature A Feature B Feature C Prioritizing Creating and refining FIGURE 2. The argument was that prioritizing is simply one form of ordering and, according to some, not even the most appropriate form of ordering. The issue of how to best sequence items in the product backlog, however, is influenced by many factors, and a single word may never capture the full breadth and depth of the concept.
Although there may be theoretical merit to the ordered-versusprioritized debate, most people including me use the terms interchangeably when discussing the items in the product backlog. Before we finalize prioritizing, ordering, or otherwise arranging the product backlog, we need to know the size of each item in the product backlog see Figure 2. Scrum does not dictate which, if any, size measure to use with product backlog items. In practice, many teams use a relative size measure such as story points or ideal days. A relative size measure expresses the overall size of an item in such a way that the absolute value is not considered, but the relative size of an item compared to other items is considered. For example, in Figure 2. What we can conclude is that feature E is about four times larger than feature C.
I will discuss these measures further in Chapter 7. Sprints In Scrum, work is performed in iterations or cycles of up to a calendar month called sprints see Figure 2. The work completed in each sprint should create something of tangible value to the customer or user. Sprints are timeboxed so they always have a fixed start and end date, and generally they should all be of the same duration. A new sprint immediately follows the completion of the previous sprint. As a rule we do not permit any goal-altering changes in scope or personnel during a sprint; however, business needs sometimes make adherence to this rule impossible.
I will describe sprints in more detail in Chapter 4. Feature A 5 Feature B 3 Feature C 2 Feature D 5 Feature E 8 FIGURE 2. To determine the most important subset of product backlog items to build in the next sprint, the product owner, development team, and ScrumMaster perform sprint planning see Figure 2. During sprint planning, the product owner and development team agree on a sprint goal that defines what the upcoming sprint is supposed to achieve. To acquire confidence in what it can get done, many development teams break down each targeted feature into a set of tasks. The collection of these tasks, along with their associated product backlog items, forms a second backlog called the sprint backlog see Figure 2.
The development team then provides an estimate typically in hours of the effort required to complete each task. Breaking product backlog items into tasks is a form of design and just-in-time planning for how to get the features done. Most Scrum teams performing sprints of two weeks to a month in duration try to complete sprint planning in about four to eight hours. A one-week sprint should take no more than a couple of hours to plan and probably less. During this time there are several approaches that can be used. The approach I use most often follows a simple cycle: Select a product backlog item whenever possible, the next-most-important item as defined by the product owner , break the item down into tasks, and determine if the selected item will reasonably fit within the sprint in combination with other items targeted for the same sprint.
If it does fit and there is more capacity to complete work, repeat the cycle until the team is out of capacity to do any more work. The development team alone does the task breakdowns to confirm that it really can deliver all of the selected product backlog items. I will describe each approach in more detail in Chapter Exactly what tasks the team performs depends of course on the nature of the work for example, are we building software and what type of software, or are we building hardware, or is this marketing work? Nobody tells the development team in what order or how to do the task-level work in the sprint backlog.
Instead, team members define their own task-level work and then self-organize in any manner they feel is best for achieving the sprint goal. See Chapter 20 for more details on sprint execution. Daily Scrum Each day of the sprint, ideally at the same time, the development team members hold a timeboxed 15 minutes or less daily scrum see Figure 2. This inspect-andadapt activity is sometimes referred to as the daily stand-up because of the common practice of everyone standing up during the meeting to help promote brevity. Sprint execution takes up the majority of time spent in each sprint Sprint backlog Sprint execution Each feature has a set of tasks that the team performs in order to complete that feature FIGURE 2.
The daily scrum is essential for helping the development team manage the fast, flexible flow of work within a sprint. The daily scrum is not a problem-solving activity. Rather, many teams decide to talk about problems after the daily scrum and do so with a small group of interested people. A daily scrum, however, can be useful to communicate the status of sprint backlog items among the development team members. Mainly, the daily scrum is an inspection, synchronization, and adaptive daily planning activity that helps a selforganizing team do its job better. At the daily scrum, only the pigs should talk; the chickens, if any, should attend as observers. Not everyone agrees. The metaphor of pigs and chickens breaks down if you try to apply it within a Scrum team. Done In Scrum, we refer to the sprint results as a potentially shippable product increment see Figure 2.
This definition specifies the degree Sprint execution Potentially shippable product increment Sprint review FIGURE 2. For example, when developing software, a bare-minimum definition of done should yield a complete slice of product functionality that is designed, built, integrated, tested, and documented. An aggressive definition of done enables the business to decide each sprint if it wants to ship or deploy or release what got built to internal or external customers. As a practical matter, over time some teams may vary the definition of done. For example, in the early stages of game development, having features that are potentially shippable might not be economically feasible or desirable given the exploratory nature of early game development. In these situations, an appropriate definition of done might be a slice of product functionality that is sufficiently functional and usable to generate feedback that enables the team to decide what work should be done next or how to do it.
See Chapter 4 for more details on the definition of done. Sprint Review At the end of the sprint there are two additional inspect-and-adapt activities. One is called the sprint review see Figure 2. The goal of this activity is to inspect and adapt the product that is being built. Critical to this activity is the conversation that takes place among its participants, which include the Scrum team, stakeholders, sponsors, customers, and interested members of other teams. The conversation is focused on reviewing the just-completed features in the context of the overall development effort.
Everyone in attendance gets clear visibility into what is occurring and has an opportunity to help guide the forthcoming development to ensure that the most business-appropriate solution is created. A successful review results in bidirectional information flow. At the same time, the Scrum team members gain a deeper appreciation for the business and marketing side of their product by getting frequent feedback on the convergence of the product toward delighted customers or users. The sprint review therefore represents a scheduled opportunity to inspect and adapt the product. As a Scrum Activities and Artifacts 27 Sprint review is the next-to-last activity in a sprint Potentially shippable product increment Sprint review Sprint retrospective FIGURE 2.
See Chapter 21 for more details on the sprint review. Sprint Retrospective The second inspect-and-adapt activity at the end of the sprint is the sprint retrospective see Figure 2. This activity frequently occurs after the sprint review and before the next sprint planning. Whereas the sprint review is a time to inspect and adapt the product, the sprint retrospective is an opportunity to inspect and adapt the process. During the sprint retrospective the development team, ScrumMaster, and product owner come together Sprint retrospective is the last activity in a sprint Sprint retrospective FIGURE 2.
The focus is on the continuous process improvement necessary to help a good Scrum team become great. At the end of a sprint retrospective the Scrum team should have identified and committed to a practical number of process improvement actions that will be undertaken by the Scrum team in the next sprint. See Chapter 22 for details on the sprint retrospective. After the sprint retrospective is completed, the whole cycle is repeated again— starting with the next sprint-planning session, held to determine the current highestvalue set of work for the team to focus on. There are other practices, such as higher-level planning and progress-tracking practices, that many Scrum teams use. These will be described in subsequent chapters. In the next chapter, I will provide a description of the core principles on which Scrum is based. This will facilitate the deeper exploration of the Scrum framework in subsequent chapters.
This chapter describes the agile principles that underlie Scrum and compares them with those of traditional, plan-driven, sequential product development. In doing so, the chapter sets the stage for understanding how Scrum differs from more traditional forms of product development and for a more detailed analysis of Scrum practices in subsequent chapters. Doing so makes it easier for people to understand how Scrum is similar to or different from something they know and understand. The goal of comparing agile principles with traditional development principles is not to make the case that plan-driven, sequential development is bad and that Scrum is good.
As I described briefly in the context of the Cynefin framework in Chapter 1, Scrum and traditional, plan-driven, sequential development are appropriate to use on different classes of problems. By taking this perspective when describing traditional development, I am better able to draw out the distinctions and more clearly illustrate the principles that underlie Scrum-based development. One pure form of traditional, plan-driven development frequently goes by the term waterfall see Figure 3. However, that is just one example of a broader class of plan-driven processes also known as traditional, sequential, anticipatory, predictive, or prescriptive development processes. Plan-driven processes are so named because they attempt to plan for and anticipate up front all of the features a user might want in the end product, and to determine how best to build those features. The idea here is that the better the planning, the better the understanding, and therefore the better the execution.
The problem is that most product development efforts are anything but predictable, especially at the beginning. So, while a plan-driven process gives the impression of an orderly, accountable, and measurable approach, that impression can lead to a false sense of security. After all, developing a product rarely goes as planned. For many, a plan-driven, sequential process just makes sense, understand it, design it, code it, test it, and deploy it, all according to a well-defined, prescribed plan. There is a belief that it should work. Even if a plan-driven process repeatedly produces disappointing results, many organizations continue to apply the same approach, sure that if they just do it better, their results will improve.
The problem, however, is not with the execution. Scrum, on the other hand, is based on a different set of beliefs—ones that do map well to problems with enough uncertainty to make high levels of predictability difficult. The principles that I describe in this chapter are drawn from a number of sources, including the Agile Manifesto Beck et al. These principles are organized into several categories as shown in Figure 3. This is followed by a discussion of principles that deal with balancing up-front prediction with just-in-time adaptation. Then, I discuss principles focused on learning, followed by principles for managing the work in process. I conclude by focusing on progress and performance principles.
Variability and Uncertainty Scrum leverages the variability and uncertainty in product development to create innovative solutions. Employ iterative and incremental development. Leverage variability through inspection, adaptation, and transparency. Reduce all forms of uncertainty simultaneously. Embrace Helpful Variability Plan-driven processes treat product development like manufacturing—they shun variability and encourage conformance to a defined process. The problem is that product development is not at all like product manufacturing. In manufacturing our goal is to take a fixed set of requirements and follow a sequential set of well-understood steps to manufacture a finished product that is the same within a defined variance range every time see Figure 3.
In product development, however, the goal is to create the unique single instance of the product, not to manufacture the product. This single instance is analogous to a unique recipe. Instead, we want to create a unique recipe for a new product. Some amount of variability is necessary to produce a different product each time. In fact, every feature we build within a product is different from every other feature within that product, so we need variability even at this level. Only once we have the recipe do we manufacture the product—in the case of software products, as easily as copying bits. That being said, some manufacturing concepts do apply to product development and can and should be leveraged. For example, as I will discuss shortly, recognizing and managing inventory or work in process , which is essential to manufacturing, is Same input FIGURE 3.
By the very nature of the work involved, however, product development and product manufacturing are not at all the same thing and as such require very different processes. Employ Iterative and Incremental Development Plan-driven, sequential development assumes that we will get things right up front and that most or all of the product pieces will come together late in the effort. Scrum, on the other hand, is based on iterative and incremental development. Although these two terms are frequently used as if they were a single concept, iterative development is actually distinct from incremental development. Iterative development acknowledges that we will probably get things wrong before we get them right and that we will do things poorly before we do them well Goldberg and Rubin As such, iterative development is a planned rework strategy.
We use multiple passes to improve what we are building so that we can converge on a good solution. For example, we might start by creating a prototype to acquire important knowledge about a poorly known piece of the product. Then we might create a revised version that is somewhat better, which might in turn be followed by a pretty good version. In the course of writing this book, for example, I wrote and rewrote each of the chapters several times as I received feedback and as my understanding of how I wanted to communicate a topic improved. Iterative development is an excellent way to improve the product as it is being developed. The biggest downside to iterative development is that in the presence of uncertainty it can be difficult up front to determine plan how many improvement passes will be necessary. Instead, we break the product into smaller pieces so that we can build some of it, learn how each piece is to survive in the environment in which it must exist, adapt based on what we learn, and then build more of it.
While writing this book, I wrote a chapter at a time and sent each chapter out for review as it was completed, rather than trying to receive feedback on the entire book at once. This gave me the opportunity to incorporate that feedback into future chapters, adjusting my tone, style, or delivery as needed. It also gave me the opportunity to learn incrementally and apply what I learned from earlier chapters to later chapters. Incremental development gives us important information that allows us to adapt our development effort and to change how we proceed. The biggest drawback to incremental development is that by building in pieces, we risk missing the big picture we see the trees but not the forest. Scrum leverages the benefits of both iterative and incremental development, while negating the disadvantages of using them individually.
Scrum does this by using both ideas in an adaptive series of timeboxed iterations called sprints see Figure 3. During each sprint we perform all of the activities necessary to create a working product increment some of the product, not all of it. This is illustrated in Figure 3. This all-at-once approach has the benefit of quickly validating the assumptions that are made when developing product features. For example, we make some design decisions, create some code based on those decisions, and then test the design and code—all in the same sprint. By doing all of the related work within one sprint, we are able to quickly rework features, thus achieving the benefits of iterative development, without having to specifically plan for additional iterations. A misuse of the sprint concept is to focus each sprint on just one type of work— for example, sprint 1 analysis , sprint 2 design , sprint 3 coding , and sprint 4 testing.
Such an approach attempts to overlay Scrum with a waterfall-style work breakdown structure. I often refer to this misguided approach as WaterScrum, and I have heard others refer to it as Scrummerfall. So, by the end of a sprint we have created a valuable product increment some but not all of the product features. That increment includes or is integrated and tested with any previously developed features; otherwise, it is not considered done. For example, increment 2 in Figure 3. At the end of the sprint, we can get feedback on the newly completed features within the context of already completed features.
This helps us view the product from more of a big-picture perspective than we might otherwise have. We receive feedback on the sprint results, which allows us to adapt. We can choose different features to work on in the next sprint or alter the process we will use to build the next set of features. When that happens, we can schedule rework for a future sprint as part of our commitment to iterative development and continuous improvement. This helps overcome the issue of not knowing Variability and Uncertainty 35 up front exactly how many improvement passes we will need. Scrum does not require that we predetermine a set number of iterations.
The continuous stream of feedback will guide us to do the appropriate and economically sensible number of iterations while developing the product incrementally. Leverage Variability through Inspection, Adaptation, and Transparency Plan-driven processes and Scrum are fundamentally different along several dimensions see Table 3. A plan-driven, sequential development process assumes little or no output variability. It follows a well-defined set of steps and uses only small amounts of feedback late in the process. In contrast, Scrum embraces the fact that in product development, some level of variability is required in order to build something new.
Scrum also assumes that the process necessary to create the product is complex and therefore would defy a complete up-front definition. Furthermore, it generates early and frequent feedback to ensure that the right product is built and that the product is built right. At the heart of Scrum are the principles of inspection, adaptation, and transparency referred to collectively by Schwaber and Beedle as empirical process control. In Scrum, we inspect and adapt not only what we are building but also how we are building it see Figure 3.
To do this well, we rely on transparency: all of the information that is important to producing a product must be available to the people involved in creating the product. Transparency makes inspection possible, which is needed for adaptation. Transparency also allows everyone concerned to observe and understand what is happening. It leads to more communication and it establishes trust both in the process and among team members. TABLE 3. For example, start-up organizations including large organizations that focus on novel products may only have assumptions as to who the actual customers of their products will be. This uncertainty must be addressed or they might build brilliant products for the wrong markets.
Traditional, sequential development processes focus first on eliminating all end uncertainty by fully defining up front what is to be built, and only then addressing means uncertainty. This simplistic, linear approach to uncertainty reduction is ill suited to the complex domain of product development, where our actions and the environment in which we operate mutually constrain one another. In Scrum, we do not constrain ourselves by fully addressing one type of uncertainty before we address the next type. Instead, we take a more holistic approach and focus on simultaneously reducing all uncertainties end, means, customer, and so on. Of course, at any point in time we might focus more on one type of uncertainty than another. Simultaneously addressing multiple types of uncertainty is facilitated by iterative and incremental development and guided by constant inspection, adaptation, and transparency.
Prediction and Adaptation When using Scrum, we are constantly balancing the desire for prediction with the need for adaptation. Favor an adaptive, exploratory approach. Embrace change in an economically sensible way. Balance predictive up-front work with adaptive just-in-time work. Keep Options Open Plan-driven, sequential development requires that important decisions in areas like requirements or design be made, reviewed, and approved within their respective phases. Furthermore, these decisions must be made before we can transition to the next phase, even if those decisions are based on limited knowledge. Scrum contends that we should never make a premature decision just because a generic process would dictate that now is the appointed time to make one. Instead, when using Scrum, we favor a strategy of keeping our options open. Often this principle is referred to as the last responsible moment LRM Poppendieck and Poppendieck , meaning that we delay commitment and do not make important and irreversible decisions until the last responsible moment.
And when is that? When the cost of not making a decision becomes greater than the cost of making a decision see Figure 3. At that moment, we make the decision. To appreciate this principle, consider this. On the first day of a product development effort we have the least information about what we are doing. On each subsequent day of the development effort, we learn a little more. day or very early on? Most of us would prefer to wait until we have more information so that we can make a more informed decision. When dealing with important or irreversible decisions, if we decide too early and are wrong, we will be on the exponential part of the cost-of-deciding curve in Figure 3. As we acquire a better understanding regarding the decision, the cost of deciding declines the likelihood of making a bad decision declines because of increasing market or technical certainty.
The reality is that it is very unlikely that we can get all of the requirements, or the detailed plans based on those requirements, correct up front. In fact, we believe that trying to do so could be dangerous because we are likely missing important knowledge, leading to the creation of a large quantity of low-quality requirements see Figure 3. This figure illustrates that when using a plan-driven, sequential process, a large number of requirements are produced early on when we have the least cumulative knowledge about the product. This approach is risky, because there is an illusion that we have eliminated end uncertainty. It is also potentially very wasteful when our understanding improves or things change as I will describe shortly. Prediction and Adaptation Danger zone! At that point all of the inconvenient realities of what is really needed will drive us to make changes. Scrum favors a more adaptive, trial-anderror approach based on appropriate use of exploration.
Exploration refers to times when we choose to gain knowledge by doing some activity, such as building a prototype, creating a proof of concept, performing a study, or conducting an experiment. In other words, when faced with uncertainty, we buy information by exploring. Our tools and technologies significantly influence the cost of exploration. Historically software product development exploration has been expensive, a fact that favored a more predictive, try-to-get-it-right-up-front approach see Figure 3. Even the cost of a simple typo was at least a day in the schedule. A waterfall-style process that allowed for careful consideration of current knowledge and prediction in the presence of uncertainty in an attempt to arrive at a good solution just made economic sense. Fortunately, tools and technologies have gotten better and the cost of exploring has come way down. There is no longer an economic disincentive to explore.
Good thing, too, because the context the surrounding technologies in which our solutions must exist is getting increasingly more complex. In Scrum, if we have enough knowledge to make an informed, reasonable step forward with our solution, we advance. However, when faced with uncertainty, rather than trying to predict it away, we use low-cost exploration to buy relevant information that we can then use to make an informed, reasonable step forward with our solution. The feedback from our action will help us determine if and when we need further exploration. Embrace Change in an Economically Sensible Way When using sequential development, change, as we have all learned, is substantially more expensive late than it is early on see Figure 3. Why is this so? If we make a mistake during analysis and find it during analysis, it is an inexpensive fix.
If that same error is not found until design, we have to fix not only the incorrect requirement, but potentially parts of our design based on the wrong requirement. This compounding of the error continues through each subsequent phase, making what might have been a small error to correct during analysis into a much larger error to correct in testing or operations. To avoid late changes, sequential processes seek to carefully control and minimize any changing requirements or designs by improving the accuracy of the predictions about what the system needs to do or how it is supposed to do it.
Unfortunately, being excessively predictive in early-activity phases often has the opposite effect. It not only fails to eliminate change; it actually contributes to deliveries that are late and over budget as well. Why this paradoxical truth? First, the desire to eliminate expensive change forces us to overinvest in each phase—doing more work than is necessary and practical. As a result, we produce a large inventory of work products based on these assumptions. Later, this inventory will likely have to be corrected or discarded as we validate or invalidate our assumptions, or change happens for example, requirements emerge or evolve , as it always will. This fits the classic pattern of a self-fulfilling prophecy see Figure 3. Thus, we must be prepared to embrace change. And when that change occurs, we want the economics to be more appealing than with traditional development, even when the change happens later in the product development effort.
Our goal, therefore, is to keep the cost-of-change curve flat for as long as possible—making it economically sensible to embrace even late change. Figure 3. We can achieve that goal by managing the amount of work in process and the flow of that work so that the cost of change when using Scrum is less affected by time than it is with sequential projects. Regardless of which product development approach we use, we want the following relationship to be true: a small change in requirements should yield a proportionally Prediction and Adaptation 43 Cost of change Scrum Traditional Time FIGURE 3. Another desirable property of this relationship is that we want it to be true regardless of when the change request is made. With Scrum, we produce many work products such as detailed requirements, designs, and test cases in a just-in-time fashion, avoiding the creation of potentially unnecessary artifacts.
As a result, when a change is made, there are typically far fewer artifacts or constraining decisions based on assumptions that might be discarded or reworked, thus keeping the cost more proportional to the size of the requested change. Using sequential development, the early creation of artifacts and push for premature decision making ultimately mean that the cost of a change rises rapidly over time as inventory grows. This causes the inflection point where the line begins to aggressively climb up on the traditional curve in Figure 3. When developing with Scrum, there does come a time when the cost of change will no longer be proportional to the size of the request, but this point in time as illustrated by the inflection point on the Scrum curve in Figure 3. Balance Predictive Up-Front Work with Adaptive Just-in-Time Work A fundamental belief of plan-driven development is that detailed up-front requirements and planning are critical and should be completed before moving on to later stages.
In Scrum, we believe that up-front work should be helpful without being excessive. Does that mean we should do no requirements or planning work up front? Of course not! Scrum is about finding balance—balance between predictive up-front work and adaptive just-in-time work see Figure 3. Exactly how that balance is achieved is driven in part by the type of product being built, the degree of uncertainty that exists in both what we want to build end uncertainty and how we want to build it means uncertainty , and the constraints placed on the development. Being overly predictive would require us to make many assumptions in the presence of great uncertainty. Being overly adaptive could cause us to live in a state of constant change, making our work feel inefficient and chaotic. To rapidly develop innovative products we need to operate in a space where adaptability is counterbalanced by just enough prediction to keep us from sliding into chaos.
The Scrum framework operates well at this balance point of order and chaos. Validated Learning When using Scrum, we organize the work to quickly create validated learning a term proposed by Ries We acquire validated learning when we obtain knowledge Validated Learning 45 that confirms or refutes an assumption that we have made. Validate Important Assumptions Fast An assumption is a guess, or belief, that is assumed to be true, real, or certain even though we have no validated learning to know that it is true. Plan-driven development is much more tolerant of long-lived assumptions than Scrum.
Assumptions represent a significant development risk. In Scrum, we try to minimize the number of important assumptions that exist at any time.
This content was uploaded by our users and we assume good faith they have the permission to share this book. If you own the copyright to this book and it is wrongfully on our website, we offer a simple DMCA procedure to remove your content from our site. Start by pressing the button below! Home Add Document Sign In Register. Essential Scrum: A Practical Guide to the Most Popular Agile Process Home Essential Scrum: A Practical Guide to the Most Popular Agile Process. Kenny Rubin has created an indispensab Author: Kenneth S. DOWNLOAD PDF. Kenny Rubin has created an indispensable resource for us. Hand them this book and ask them to flip to Chapter 3 for a complete explanation of how Scrum is less risky than plan-driven management.
Want to help the team come to a common understanding of Scrum? The visual icon language used throughout this book will help you help them. These are just two ways this book can aid you to coach Scrum teams. Use it well. Kenny does an excellent job of distilling the key tenets of the Scrum framework into a simple format with compelling visuals. As a Scrum coach for many teams, I continually reference the material for new ways to help teams that are learning and practicing the framework. Kenny Rubin has laid out in this book all the pragmatic business case and process materials needed for any corporate IT shop to successfully implement Scrum. Along with providing the basics and introduction to Scrum, this book addresses the questions of masses—what happens to project managers? Essential Scrum helps us understand the big picture and guides how organization leaders can support and be involved with their Scrum teams for successful agile transformations.
Bendre, CSM, PMP, Senior Consultant, 3i Infotech Inc. This book pulls together a thorough set of agile management principles that really hit the mark and will no doubt guide you toward a more effective agile approach. Kenny uses real-world examples and clear illustrations to show what makes a solid foundation for successful agile development. Kenny has one of those valuable perspectives. The simple layout and businesslike graphics make it easy to scan quickly and find specific topics. Any organization that is seeking to evolve from a traditional waterfall approach toward a more agile methodology will find Essential Scrum a definitive guidebook for the journey. Adopting a new way of working while in a project is even harder.
I wish I had this kind of book when I started using Scrum. Not only is it the most comprehensive introduction to Scrum available today, but it is also extremely well written and easy on the eye with its fantastic new visual Scrum language. In Essential Scrum, Kenny Rubin provides us with a step-by-step guide to those complexities while retaining the essential simplicity. Real-world experiences coupled with enlightening illustrations make Scrum come to life. For senior managers and team members alike, this is a must-read book if you are starting or considering whether to implement Scrum in your organization.
This will certainly be a book recommended to my students. In one hand he holds the formal or ideal Scrum definition, and in the other, the pragmatic application of it. He brings the wisdom of his workshops and years of experience to the table for you to read in his latest book. If you are about to start out on your agile adoption journey or are seeking guidance midcourse, grab a copy. Kenny Rubin does so in a satisfying and nondogmatic way. The reader gets a pragmatic look at Scrum and learns when and how to best apply Scrum to achieve business benefits. Essential Scrum provides an ideal overview of both the big picture and the details in an accessible style. It is sure to become a standard reference. The Addison-Wesley Signature Series provides readers with practical and authoritative information on the latest trends in modern technology for computer professionals.
The series is based on one simple premise: Great books come from great authors. Titles in the series are personally chosen by expert advisors, world-class authors in their own right. These experts are proud to put their signatures on the covers, and their signatures ensure that these thought leaders have worked closely with authors to demne topic coverage, book scope, critical content, and overall uniqueness. The expert signatures also symbolize a promise to our readers: You are reading a future classic. Make sure to connect with us! Where those designations appear in this book, and the publisher was aware of a trademark claim, the designations have been printed with initial capital letters or in all capitals. The author and publisher have taken care in the preparation of this book, but make no expressed or implied warranty of any kind and assume no responsibility for errors or omissions.
No liability is assumed for incidental or consequential damages in connection with or arising out of the use of the information or programs contained herein. For more information, please contact: U. Corporate and Government Sales [email protected] For sales outside the United States, please contact: International Sales [email protected] Visit us on the Web: informit. Includes bibliographical references and index. ISBN pbk. paper —ISBN pbk. paper 1. Scrum Computer software development 2. Agile software development. Project management. D47R Agile visual icon language copyright © Kenneth S. Rubin and used with permission. All rights reserved. Printed in the United States of America. This publication is protected by copyright, and permission must be obtained from the publisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in any form or by any means, electronic, mechanical, photocopying, recording, or likewise.
To obtain permission to use material from this work, please submit a written request to Pearson Education, Inc. ISBN ISBN Text printed in the United States on recycled paper at Edwards Brothers Malloy in Ann Arbor, Michigan. First printing, July To my wife, Jenine, for all your loving support To my sons, Jonah and Asher, for inspiring me To my father, Manny, for teaching me the value of hard work To my mother, Joyce, for showing me what real courage looks like may her memory be a blessing This page intentionally left blank CONTENTS List of Figures xxv Foreword by Mike Cohn xxxi Foreword by Ron Jeffries xxxiii Preface xxxv Acknowledgments xxxix About the Author Chapter 1 Introduction What Is Scrum?
Scrum Origins Why Scrum? Genomica Results Can Scrum Help You? Mutual Commitment Change versus Clarification Consequences of Change Being Pragmatic Abnormal Termination Definition of Done What Is the Definition of Done? Definition of Done Can Evolve Over Time Definition of Done versus Acceptance Criteria Done versus Done-Done Closing 61 61 62 62 62 62 63 63 64 64 64 64 65 65 65 66 67 67 68 69 69 69 69 70 72 72 74 74 76 77 77 78 Chapter 5 Requirements and User Stories Overview Using Conversations Progressive Refinement What Are User Stories? Card Conversation Confirmation 79 79 81 82 83 83 84 85 xiv Contents Level of Detail INVEST in Good Stories Independent Negotiable Valuable Estimatable Sized Appropriately Small Testable Nonfunctional Requirements Knowledge-Acquisition Stories Gathering Stories User-Story-Writing Workshop Story Mapping Closing 86 88 88 89 90 91 92 92 93 93 95 95 96 98 Chapter 6 Product Backlog Overview Product Backlog Items Good Product Backlog Characteristics Detailed Appropriately Emergent Estimated Prioritized Grooming What Is Grooming?
Who Does the Grooming? When Does Grooming Take Place? Definition of Ready Flow Management Release Flow Management Sprint Flow Management Which and How Many Product Backlogs? What Is a Product? Large Products—Hierarchical Backlogs Multiple Teams—One Product Backlog One Team—Multiple Products Closing 99 99 Chapter 7 Estimation and Velocity Overview What and When We Estimate Portfolio Backlog Item Estimates Contents Product Backlog Estimates Task Estimates PBI Estimation Concepts Estimate as a Team Estimates Are Not Commitments Accuracy versus Precision Relative Size Estimation PBI Estimation Units Story Points Ideal Days Planning Poker Estimation Scale How to Play Benefits What Is Velocity? Is ScrumMaster a Full-Time Job? Capacity in Story Points Capacity in Effort-Hours Selecting Product Backlog Items Acquiring Confidence Refine the Sprint Goal Finalize the Commitment Closing Chapter 20 Sprint Execution Overview Timing Participants Process Sprint Execution Planning Flow Management Parallel Work and Swarming Which Work to Start How to Organize Task Work xxii Contents What Work Needs to Be Done?
Who Does the Work? Scrum process model Make decisions at the last responsible moment. Plan-driven requirements acquisition relative to product knowledge Historical cost of exploration Significant late cost of change with sequential development Self-fulfilling prophecy Flattening the cost-of-change curve Balancing predictive and adaptive work Learning loop pattern Component integration How utilization affects queue size delay 30 31 32 34 36 38 Figure 3. Ceremony scale 55 58 Figure 4. The benefits of timeboxing The benefits of short-duration sprints Excitement over time Checkpoint comparison Cumulative investment at different states Deciding on the next sprint length after sprint termination 61 63 64 65 66 71 73 Figure 5. A user story template and card User story with additional data attached User story conditions of satisfaction User story abstraction hierarchy Example epic Example theme Highly dependent stories Example technical story Undesirable technical story Nonfunctional requirements Knowledge-acquisition story Story map 81 83 84 85 87 87 88 89 90 91 93 94 97 Figure 6.
Product backlog items Product backlog items are different sizes. Product backlog items are estimated. Product backlog items are prioritized. Grooming reshapes the product backlog. Grooming is a collaborative effort. Outside-of-primary-flow grooming with sequential projects When grooming happens Definition of ready Release-level view of the product backlog The product backlog as a pipeline of requirements The product backlog is associated with the product. Hierarchical product backlogs Team-specific view of the product backlog Scenarios for multiple product backlogs 99 List of Figures Figure 7.
Effect of committing on estimates Effort versus accuracy when estimating Relative size estimation Absolute versus relative size estimation Planning Poker concepts Planning Poker uses binning. Accruing technical debt to meet unreasonable fixed scope and date The myth, reality, and good practice of how testing affects velocity As technical debt increases, velocity decreases. Activities for managing technical debt Example technical debt economic analysis Ways to make technical debt visible at the technical level Approaches for servicing technical debt A technique for managing technical debt when using Scrum Figure 9. Principal product owner responsibilities The product owner manages economics. Comparison of customer or business engagement over time Product owner characteristics A day in the life of a product owner Example of a product owner on internal development Example of a product owner on commercial development Pragmatic Marketing framework Example of a product owner on outsourced development Example of a product owner on component development Same person as product owner of more than one Scrum team Hierarchical product owner role Figure 8.
Flocking: simple rules and frequent feedback Team diversity T-shaped skills Team members must act as if they are all in the same boat. The cost of multitasking Sustainable pace over time Figure Functional managers collectively create Scrum teams.
Essential Scrum : a practical guide to the most popular agile process,Essential Scrum: A Practical Guide to the Most Popular Agile Process PDF Details
01/07/ · Essential Scrum: A Practical Guide to the Most Popular Agile Process PDF book by Kenneth S. Rubin (A Mike Cohn Signature Book) Read Online or Free Download in 12/06/ · In this conversation. Verified account Protected Tweets @; Suggested users 13/01/ · Link Download >> blogger.com?book= A Practical Guide to the Most Popular Agile Process The Single-Source, Comprehensive Guide to Essential Scrum: A Practical Guide to the Most Popular Agile Process Read Online Audio material to accompany the course is available to download free in MP3 format from www. Essential Scrum: A Practical Guide to the Most Popular Agile Process (Addison-Wesley Signature Series (Cohn)) ebook free download link on this page and you will be directed to 18/09/ · Essential Scrum will provide every team member, manager, and executive with a commonEssential Scrum: A Practical Guide to the Most Popular Agile Process (Addison ... read more
In Scrum, we inspect and adapt not only what we are building but also how we are building it see Figure 3. Choose your language ×. Product Backlog Using Scrum, we always do the most valuable work first. Free Download Foundations of Sport and Exercise Psychology With Web Study Guide-5th Edition by Robert Weinberg, Daniel Gould Ebook Online PDF. Kubasek, Gary S. Scott Fogler Ebook Online PDF.
As a Scrum Activities and Artifacts 27 Sprint review is the next-to-last essential scrum pdf free download in a sprint Potentially shippable product increment Sprint review Sprint retrospective FIGURE 2, essential scrum pdf free download. Jerome McCarthy Ebook Online PDF. Katch Ebook Online PDF Free Download Essentials of Fire Fighting and Fire Department Operations 6th Edition by IFSTA Ebook Online PDF Free Download Essentials of Fire Fighting, 6th Edition by IFSTA Ebook Online PDF Free Download Essentials of Geology 12th Edition by Frederick K. The result will be a version of Scrum that is uniquely yours. Without the unique involvement of each, this book would be a mere shadow of itself. Advocates of the word forecast like it because they feel that although the development team is making the best estimate that it can at the time, the estimate might change as more information becomes known during the course of the sprint. Find Your Why: A Practical Guide to Discovering Purpose for You and Your Team pdf by Simon Sinek.
No comments:
Post a Comment