Scrum Fundamentals: Phases

Scrum prescribes a cadence called sprints.

Sprint planning meeting, the execution of the sprint 

• Sprint are 1-6 weeks
• Demo at the end/multiple demos (to internal team/ external stakeholders)
• Create Retrospective

Positions/Scrum procedures

Agile, Scrum, XP and Kanban (main focus)

Kanban is extremely popular and valuable for the concept of managing flow, but it's not itself a fully developed software development life cycle methodology.



Agile Methodology

Scrum Roles:

Scrum Master: 

 take whatever practices and parameters you're adopting from Scrum, and make sure that those are consistently applied so that the team can use them;using the rules of Scrum to self-organize and do what makes sense

Product owner role:

·         the advocate, the lead, the sort of ultimate responsible party on this area

·         prioritize the backlogs, write user stories, and be the voice of the customer;

·         strong narrative collaboration across the whole team that will help you drive to good well thought out product;  

·         It's not the Product Owner's job in a well run team, I would say, to shield the developers from customers or users

bringing your whole team on a design sprint. So everybody can get out there and see what's really relevant, what's really valuable, to what they're doing

 Agile Team:

·          five to ten people, with seven being kind of the sweet spot.

Development Team:

·         developers, designers, testers, documentation and media, if that applies.

Phases:

·         prescribes this cadence of iteration called sprints

·         Spring and Iteration (Interchangeable)

·         Sprint (phases)

·         Spring planning meeting

·         Execution of the sprint (1-6 weeks –> Demo == internal then stakeholders)

·         Retrospective(well/wrong writeup)

Planning (1):

·         Product owner

·         Product backlog

·         Prioritize user stories

·         Sprint planning meeting(put items into the draft sprint backlog)

·         Rule of thumb: 2 times as long as the number of weeks

·         Sprint backlog(decide on what to put in the draft sprint backlog)

Scenario

four items that the product owner thinks are of roughly equal value to the user. And one of those items is five times as long as the others, they may prioritize that one the lowest. Or they may even take something else out of the product backlog to substitute for it. 

generally want to pull about two times as many items off of the sprint backlog as you've seen that you can historically finish

Reason

you may find that there are certain items, once you start discussing them, that either are going to take longer than you thought and you'd rather wait on them as the product owner. Or that maybe you thought you understood

Ask questions, and collaborate for more details/test cases you find you need to go out and learn more about it than you thought

Backlog:  prioritized list of user stories that the team thinks they can finish during the iteration, the sprint

Sprint Goal: a theme, general idea focused on a certain thing for the sprint

work together to think about what a good implementation is going to be and how they're going to move through it.

Sprint Execution(2):

·         daily standup meeting (10 to 15 minute meeting)

·         meeting where everybody gets up and says what did I accomplish yesterday?

·         What will I accomplish today? 

·         What obstacles are impeding my progress? 

·          You'll sometimes see variations where instead, the members talk about what they're going to do to help the team move toward the sprint goals

Discussion between developers/product owner are taken offline followed up individually----Short 10/15 minute meeting

Demo(3):

·          Show first the internal team and kind of talking about the work, making sure everybody sees everything was done.

·          second one of these, with your external stakeholders, bigger meeting, more general feedback

High Functioning Team:

Agile is there's a big focus on having a whole team together and having the right discussions early, as you're going along and developing things, rather than finding them out too late

 even the end of a sprint is too late, later than it should be for a high functioning team. 

Retrospective(4):

·         Finish sprint 

·         thinking about what went well

·         what could have been better

·         what they want to change

·         What practices are not working/what to discard

·         What practices they should newly adopt and start doing

·         if there are others that they haven't been doing?

How the discipline suggests that you take the input of strong narrative and convert it into product, and then figure out how you're doing on that.