SCRUM FOUNDATION PROFESSIONAL - Oakinterlink

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SCRUM FOUNDATIONPROFESSIONALCertification Course

ServicesWe Offerwww.oakinterlink.comService 01Service 02Service 03TRAINING.CONSULTINGOUTSOURCING.

Course ObjectivesWhat knowledge and skills learners will gain:01To give participants basic knowledge of AgileScrum02Acquire skills to adequately plan for scrumimplementation03Acquires skills to develop products in theworkplace04Gain a certificate in Scrum foundation

Course Objectives

PRE COURSE EXERCISE

Pre Course Exercise 10 questions

What is AGILE?Agile is a time boxed, iterativeapproach to software delivery thatbuilds software incrementally fromthe start of the project, instead oftrying to deliver it all at once nearthe end.

What is AGILE?Agile is an iterative approach to projectmanagement and software developmentthat helps teams deliver value to theircustomers faster. Instead of relying on a"big bang" launch, an agile team deliverswork in small, but consumable, increments.Requirements, plans, and results areevaluated continuously so teams have anatural mechanism for responding tochange quickly.

LIST OF WIDELY USED AGILE METHODOLOGIES: Agile Scrum MethodologyLean Software DevelopmentKanbanExtreme Programming (XP)CrystalDynamic SystemsDevelopment Method(DSDM) Feature Driven Development(FDD)

WHERE DID AGILE COME FROM?In 2001, a small group of people,tired of the traditional approachto managing softwaredevelopment projects, designedthe agile manifesto. It is a moreimproved method for managingthe progress of softwareprojects.

Module 1AGILEUnderstanding Agile

ABOUT AGILEThe AgileManifesto

The Four Values of the AgileManifestoThe Agile Manifesto is comprised of four foundational valuesand 12 supporting principles which lead the Agile approach tosoftware development. Each Agile methodology applies thefour values in different ways, but all of them rely on them toguide the development and delivery of high-quality, workingsoftware.

1. Individuals and Interactions Over Processes andTools

2. Working Software Over ComprehensiveDocumentation

3. Customer Collaboration Over Contract Negotiation

4. Responding to Change Over Following a Plan

The Twelve Agile ManifestoPrinciplesThe Twelve Principles are the guiding principles for the methodologiesthat are included under the title “The Agile Movement.” They describe aculture in which change is welcome, and the customer is the focus of thework. They also demonstrate the movement’s intent as described byAlistair Cockburn, one of the signatories to the Agile Manifesto, which is tobring development into alignment with business needs.

The 12 Principles of Agile Development1.Customer satisfaction through early and continuous software delivery –Customers are happier when they receive working software at regular intervals, ratherthan waiting extended periods of time between releases.2.Accommodate changing requirements throughout the development process –The ability to avoid delays when a requirement or feature request changes.3.Frequent delivery of working software – Scrum accommodates this principle sincethe team operates in software sprints or iterations that ensure regular delivery ofworking software.4.Collaboration between the business stakeholders and developers throughout theproject – Better decisions are made when the business and technical team are aligned.5.Support, trust, and motivate the people involved – Motivated teams are morelikely to deliver their best work than unhappy teams.6.Enable face-to-face interactions – Communication is more successful whendevelopment teams are co-located.

The 12 Principles of Agile Development(Continues)7.Working software is the primary measure of progress – Delivering functional software to thecustomer is the ultimate factor that measures progress.8. Agile processes to support a consistent development pace – Teams establish a repeatable andmaintainable speed at which they can deliver working software, and they repeat it with each release.9. Attention to technical detail and design enhances agility – The right skills and good designensures the team can maintain the pace, constantly improve the product, and sustain change.10. Simplicity – Develop just enough to get the job done for right now.11.Self-organizing teams encourage great architectures, requirements, and designs – Skilledand motivated team members who have decision-making power, take ownership, communicateregularly with other team members, and share ideas that deliver quality products.12. Regular reflections on how to become more effective – Self-improvement, processimprovement, advancing skills, and techniques help team members work more efficiently.The intention of Agile is to align development with business needs, and the success of Agile isapparent. Agile projects are customer focused and encourage customer guidance and participation.As a result, Agile has grown to be an overarching view of software development throughoutthe software industry and an industry all by itself.

Agile Model Agile method proposes incremental and iterative approach to software designWaterfall Model Development of the software flows sequentially from start point to end point. The agile process is broken into individual models that designers work on The design process is not broken into an individual models The customer has early and frequent opportunities to look at the product andmake decision and changes to the project The customer can only see the product at the end of the project Agile model is considered unstructured compared to the waterfall model Waterfall model are more secure because they are so plan oriented Small projects can be implemented very quickly. For large projects, it is difficult All sorts of project can be estimated and completed.to estimate the development time. Error can be fixed in the middle of the project. Only at the end, the whole product is tested. If the requirement error is foundor any changes have to be made, the project has to start from the beginning Development process is iterative, and the project is executed in short (2-4)weeks iterations. Planning is very less. The development process is phased, and the phase is much bigger thaniteration. Every phase ends with the detailed description of the next phase. Documentation attends less priority than software development Documentation is a top priority and can even use for training staff and upgradethe software with another team Every iteration has its own testing phase. It allows implementing regressiontesting every time new functions or logic are released. Only after the development phase, the testing phase is executed becauseseparate parts are not fully functional. In agile testing when an iteration end, shippable features of the product isdelivered to the customer. New features are usable right after shipment. It isuseful when you have good contact with customers. All features developed are delivered at once after the long implementationphase. Testers and developers work together At the end of every sprint, user acceptance is performed Testers work separately from developers User acceptance is performed at the end of the project. It requires close communication with developers and together analyzerequirements and planning Developer does not involve in requirement and planning process. Usually, timedelays between tests and coding

Module 2Introduction to ScrumUnderstanding Scrum

What is Scrum?Scrum is a subset of Agile. It is a“ lightweight process framework for agiledevelopment, and the most widely-usedone.

Purpose of the Scrum“Many companies are realizing that the traditional project managementprinciples are no longer applicable in today’s extremely dynamic anddemanding environment.A fixed approach of planning is no longer a good method since it isvery difficult to anticipate everything in advance and respond to it inthe plan. Instead, more agile planning methods are required toaccommodate for changing markets, technology and resources overthe course of a typical project.

Purpose of the ScrumScrum is a framework for developing,“ delivering, and sustaining complexproducts.

Definition of Scrum“Scrum is a framework within which peoplecan address complex adaptive problems,while productively and creativelydelivering products of the highestpossible value.

Scrum is Lightweight Simple to understand Difficult to master

Definition of Scrum Scrum is a process framework that has been used to manage work on complexproducts since the early 1990s. Scrum is not a process, technique, or definitive method. Rather, it is a framework withinwhich you can employ various processes and techniques

Definition of Scrum Scrum makes clear the relative efficacy of your product management and worktechniques so that you can continuously improve the product, the team, and theworking environment.

Uses of ScrumScrum was initially developedfor managing and developingproducts.

Scrum has been used extensively, worldwide,to:1. Research and identifyviable markets, technologies,and product capabilities; 3. Release products andenhancements, asfrequently as many timesper day; 2. Develop productsand enhancements;

Scrum has been used extensively,worldwide, to (Continues):4. Develop and sustain Cloud (online, secure, on-demand) andother operational environments for product use; and,5. Sustain and renew products

Use of ScrumScrum has been used to develop software,hardware, embedded software, networksof interacting function, autonomousvehicles, schools, government, marketing,managing the operation of organizationsand almost everything we use in our dailylives, as individuals and societies.

Use of ScrumAs technology, market, and environmentalcomplexities and their interactions haverapidly increased, Scrum’s utility in dealingwith complexity is proven daily. Scrumproved especially effective in iterative andincremental knowledge transfer. Scrum isnow widely used for products, services,and the management of the parentorganization.

Use of ScrumThe essence of Scrum is a small team ofpeople. The individual team is highlyflexible and adaptive. These strengthscontinue operating in single, several, many,and networks of teams that develop,release, operate and sustain the work andwork products of thousands of people.

Module 3Scrum TheoryUnderstanding Scrum

Scrum TheoryScrum is founded on empirical processcontrol theory, or empiricism.Empiricism asserts that knowledge comesfrom experience and making decisionsbased on what is known.Scrum employs an iterative, incrementalapproach to optimize predictability andcontrol risk.

Scrum TheoryThree pillars uphold everyimplementation of empirical processcontrol:1. Transparency2. Inspection3. Adaptation.

TransparencySignificant aspects of the process must bevisible to those responsible for the outcome.Transparency requires those aspects be definedby a common standard so observers share acommon understanding of what is being seen.

For ExampleA common languagereferring to the processmust be shared by allparticipants; and,Those performing the workand those inspecting theresulting increment mustshare a common definitionof “Done”

InspectionScrum users must frequently inspect Scrumartifacts and progress toward a Sprint Goal todetect undesirable variances.Their inspection should not be so frequent thatinspection gets in the way of the work.Inspections are most beneficial when diligentlyperformed by skilled inspectors at the point ofwork

AdaptationAdaptation If an inspector determines that oneor more aspects of a process deviate outsideacceptable limits, and that the resulting productwill be unacceptable, the process or the materialbeing processed must be adjusted.An adjustment must be made as soon aspossible to minimize further deviation.

ELEMENTSOFSCRUM&THE RULES THAT-BINDTHEM

Scrum EventsInspection & AdaptationScrum prescribes four formal events for inspection andadaptationSprint PlanningDaily ScrumSprint ReviewSprintRetrospective

Scrum ValuesWhen the values of commitment,courage, focus, openness and respect areembodied and lived by the Scrum Team,the Scrum pillars of transparency,inspection, and adaptation come to lifeand build trust for everyone.The Scrum Team members learn andexplore those values as they work withthe Scrum roles, events, and artifacts.

Scrum ValuesSuccessful use of Scrum depends onpeople becoming more proficient in livingthese five values.

Scrum ValueThe Scrum Team members have courage to do theright thing and work on tough problems.Everyone focuses on the work of the Sprint andthe goals of the Scrum Team.The Scrum Team and its stakeholders agree to beopen about all the work and the challenges withperforming the work.Scrum Team members respect each other to becapable, independent people.People personally commit to achieving the goalsof the Scrum Team.

Module 4The Scrum TeamUnderstanding the Scrum Team

The Scrum TeamThe Scrum Team consists of a ProductOwner, the Development Team, and aScrum Master.Scrum Teams are self-organizing andcross-functional.Self-organizing teams choose how best toaccomplish their work, rather than beingdirected by others outside the team.

The Scrum TeamCross-functional teams have allcompetencies needed to accomplish thework without depending on others notpart of the team.The team model in Scrum is designed tooptimize flexibility, creativity, andproductivity.The Scrum Team has proven itself to beincreasingly effective for all the earlierstated uses, and any complex work.

The Scrum TeamScrum Teams deliver products iterativelyand incrementally, maximizingopportunities for feedback. Incrementaldeliveries of “Done” product ensure apotentially useful version of workingproduct is always available.

The Product Owner“The Product Owner is responsible for maximizing the value of the product resultingfrom work of the Development Team.How this is done may vary widely across organizations, Scrum Teams, andindividuals. The Product Owner is the sole person responsible for managing theProduct BacklogJohn Smith

Product Backlog Management Includes: Clearly expressing Product Backlog items; Ordering the items in the Product Backlog tobest achieve goals and missions; Optimizing the value of the work theDevelopment Team performs; Ensuring that the Product Backlog is visible,transparent, and clear to all, and shows what theScrum Team will work on next; and, Ensuring the Development Team understandsitems in the Product Backlog to the level needed.

The Product OwnerThe Product Owner may do the above work, orhave the Development Team do it. However, theProduct Owner remains accountable.The Product Owner is one person, not acommittee. The Product Owner may represent thedesires of a committee in the Product Backlog, butthose wanting to change a Product Backlog item’spriority must address the Product Owner.

The Product OwnerFor the Product Owner to succeed, the entireorganization must respect his or her decisions.The Product Owner’s decisions are visible in thecontent and ordering of the Product Backlog. Noone can force the Development Team to workfrom a different set of requirements.

The Development TeamThe Development Team consists ofprofessionals who do the work of delivering apotentially releasable Increment of “Done”product at the end of each Sprint.A “Done” increment is required at the SprintReview. Only members of the DevelopmentTeam create the Increment. DevelopmentTeams are structured and empowered by theorganization to organize and manage theirown work. The resulting synergy optimizes theDevelopment Team’s overall efficiency andeffectiveness.

Development Teams Have The Following CharacteristicsThey are self-organizing. No one (not even the ScrumMaster) tells the Development Team how to turnProduct Backlog into Increments of potentiallyreleasable functionality;25%30%50%75%Development Teams are cross-functional, with allthe skills as a team necessary to create a productIncrement;Scrum recognizes no titles for Development Teammembers, regardless of the work being performed bythe person;Scrum recognizes no sub-teams in the DevelopmentTeam, regardless of domains that need to be addressedlike testing, architecture, operations, or businessanalysis; and,Individual Development Team members may havespecialized skills and areas of focus, but accountabilitybelongs to the Development Team as a whole.

Development Team Size: 9 -3Optimal Development Team size is small enough toremain nimble and large enough to complete significantwork within a Sprint.Fewer than three Development Team membersdecrease interaction and results in smaller productivitygains. Smaller Development Teams may encounter skillconstraints during the Sprint, causing the DevelopmentTeam to be unable to deliver a potentially releasableIncrement. Having more than nine members requirestoo much coordination. Large Development Teamsgenerate too much complexity for an empirical processto be useful. The Product Owner and Scrum Masterroles are not included in this count unless they are alsoexecuting the work of the Sprint Backlog.

The Scrum Master“The Scrum Master is responsible for promoting and supporting Scrum as defined in theScrum Guide. Scrum Masters do this by helping everyone understand Scrum theory,practices, rules, and values. The Scrum Master is a servant-leader for the Scrum Team. TheScrum Master helps those outside the Scrum Team understand which of their interactionswith the Scrum Team are helpful and which aren’t. The Scrum Master helps everyone changethese interactions to maximize the value created by the Scrum Team.Jane Lucas

The Scrum Master Service To The ProductOwnerThe Scrum Master serves the Product Owner inseveral ways, including: Ensuring that goals, scope, and productdomain are understood by everyone on theScrum Team as well as possible; Finding techniques for effective ProductBacklog management; Helping the Scrum Team understand theneed for clear and concise Product Backlogitems; Understanding product planning in anempirical environment; Scrum MasterJane Lucas Ensuring the Product Owner knows how toarrange the Product Backlog to maximizevalue; Understanding and practicing agility; and, Facilitating Scrum events as requested orneeded.

The Scrum Master Service To The DevelopmentTeamThe Scrum Master serves the DevelopmentTeam in several ways, including: Coaching the Development Team in selforganization and cross-functionality; Helping the Development Team to createhigh-value products; Removing impediments to the DevelopmentTeam’s progress; Facilitating Scrum events as requested orneeded; and, Scrum MasterJane Lucas Coaching the Development Team inorganizational environments in which Scrumis not yet fully adopted and understood.

The Scrum Master Service To The OrganizationThe Scrum Master serves the organization in several ways, including: 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. Scrum MasterJane Lucas

Module 5The Scrum EventsUnderstanding the Scrum Events

Scrum EventsPrescribed events are used in Scrum to create regularity andto minimize the need for meetings not defined in Scrum.All events are time-boxed events, such that every event hasa maximum duration.Once a Sprint begins, its duration is fixed and cannot beshortened or lengthened. The remaining events may endwhenever the purpose of the event is achieved, ensuring anappropriate amount of time is spent without allowing wastein the process

Scrum EventsEach event in Scrum is a formal opportunity to inspect andadapt something. These events are specifically designed toenable critical transparency and inspection. Failure toinclude any of these events results in reduced transparencyand is a lost opportunity to inspect and adapt.

The SprintThe heart of Scrum is a Sprint, a time-box of one month orless during which a “Done”, useable, and potentiallyreleasable product Increment is created. Sprints haveconsistent durations throughout a development effort. Anew Sprint starts immediately after the conclusion of theprevious Sprint.

The SprintSprints contain and consist of the Sprint Planning, DailyScrums, the development work, the Sprint Review, and theSprint Retrospective.During the Sprint: No changes are made that would endanger the SprintGoal; Quality goals do not decrease; and, Scope may be clarified and re-negotiated between theProduct Owner and Development Team as more is learned.

The SprintSprints contain and consist of the Sprint Planning, DailyScrums, the development work, the Sprint Review, and theSprint Retrospective.During the Sprint: No changes are made that would endanger the SprintGoal; Quality goals do not decrease; and, Scope may be clarified and re-negotiated between theProduct Owner and Development Team as more is learned.

The SprintSprints contain and consist of the Sprint Planning, DailyScrums, the development work, the Sprint Review, and theSprint Retrospective.During the Sprint: No changes are made that would endanger the SprintGoal; Quality goals do not decrease; and, Scope may be clarified and re-negotiated between theProduct Owner and Development Team as more is learned.

The SprintEach Sprint may be considered a project with no more thana one-month horizon.Like projects, Sprints are used to accomplish something.Each Sprint has a goal of what is to be built, a design andflexible plan that will guide building it, the work, and theresultant product increment.Sprints are limited to one calendar month. When a Sprint’shorizon is too long the definition of what is being built maychange, complexity may rise, and risk may increase.Sprints enable predictability by ensuring inspection andadaptation of progress toward a Sprint Goal at least everycalendar month. Sprints also limit risk to one calendarmonth of cost.

Cancelling ASprint

Cancelling A SprintA Sprint can be cancelled before the Sprint time-box is over.Only the Product Owner has the authority to cancel theSprint, although he or she may do so under influence fromthe stakeholders, the Development Team, or the ScrumMaster.A Sprint would be cancelled if the Sprint Goal becomesobsolete. This might occur if the company changes directionor if market or technology conditions change. In general, aSprint should be cancelled if it no longer makes sense giventhe circumstances.But, due to the short duration of Sprints, cancellation rarelymakes sense.

Cancelling A SprintWhen a Sprint is cancelled, any completed and “Done”Product Backlog items are reviewed. If part of the work ispotentially releasable, the Product Owner typically acceptsit.All incomplete Product Backlog Items are re-estimated andput back on the Product Backlog. The work done on themdepreciates quickly and must be frequently re-estimated.Sprint cancellations consume resources, since everyoneregroups in another Sprint Planning to start another Sprint.Sprint cancellations are often traumatic to the Scrum Team,and are very uncommon.

SprintPlanning

Sprint PlanningThe work to be performed in the Sprint is planned at theSprint Planning. This plan is created by the collaborativework of the entire Scrum Team.Sprint Planning is time-boxed to a maximum of eight hoursfor a one-month Sprint. For shorter Sprints, the event isusually shorter. The Scrum Master ensures that the eventtakes place and that attendants understand its purpose. TheScrum Master teaches the Scrum Team to keep it within thetime-box.

Sprint Planning Answers The Following: What can be delivered in the Increment resulting from theupcoming Sprint? How will the work needed to deliver the Increment beachieved?

Sprint Goal

Sprint Goal:The Sprint Goal is an objective set for the Sprint that can bemet through the implementation of Product Backlog. Itprovides guidance to the Development Team on why it isbuilding the Increment.It is created during the Sprint Planning meeting. The SprintGoal gives the Development Team some flexibility regardingthe functionality implemented within the Sprint. Theselected Product Backlog items deliver one coherentfunction, which can be the Sprint Goal.The Sprint Goal can be any other coherence that causes theDevelopment Team to work together rather than onseparate initiatives.

Sprint Goal:As the Development Team works, it keeps the Sprint Goal inmind. In order to satisfy the Sprint Goal, it implementsfunctionality and technology.If the work turns out to be different than the DevelopmentTeam expected, they collaborate with the Product Owner tonegotiate the scope of Sprint Backlog within the Sprint.

Daily Scrum

Daily Scrum:The Daily Scrum is a 15-minute time-boxed event for theDevelopment Team. The Daily Scrum is held every day of theSprint. At it, the Development Team plans work for the next24 hours. This optimizes team collaboration andperformance by inspecting the work since the last DailyScrum and forecasting upcoming Sprint work. The DailyScrum is held at the same time and place each day toreduce complexity

Daily Scrum:The Development Team uses the Daily Scrum to inspectprogress toward the Sprint Goal and to inspect howprogress is trending toward completing the work in theSprint Backlog. The Daily Scrum optimizes the probabilitythat the Development Team will meet the Sprint Goal.Every day, the Development Team should understand how itintends to work together as a self-organizing team toaccomplish the Sprint Goal and create the anticipatedIncrement by the end of the Sprint.

Daily Scrum:The structure of the meeting is set by the DevelopmentTeam and can be conducted in different ways if it focuses onprogress toward the Sprint Goal.Some Development Teams will use questions, some will bemore discussion based. Here is an example of what might beused: What did I do yesterday that helped the DevelopmentTeam meet the Sprint Goal? What will I do today to help the Development Team meetthe Sprint Goal? Do I see any impediment that prevents me or theDevelopment Team from meeting the Sprint Goal?

Daily Scrum:The Development Team or team members often meetimmediately after the Daily Scrum for detailed discussions,or to adapt, or re-plan, the rest of the Sprint’s work. TheScrum Master ensures that the Development Team has themeeting, but the Development Team is responsible forconducting the Daily Scrum. The Scrum Master teaches theDevelopment Team to keep the Daily Scrum within the 15minute time-box.The Daily Scrum is an internal meeting for the DevelopmentTeam. If others are present, the Scrum Master ensures thatthey do not disrupt the meeting. Daily Scrums improvecommunications, eliminate other meetings, identifyimpediments to development for removal, highlight andpromote quick decision-making, and improve theDevelopment Team’s level of knowledge. This is a keyinspect and adapt meeting.

Sprint Review

A Sprint Review:A Sprint Review is held at the end of the Sprint to inspectthe Increment and adapt the Product Backlog if needed.During the Sprint Review, the Scrum Team and stakeholderscollaborate about what was done in the Sprint.Based on that and any changes to the Product Backlogduring the Sprint, attendees collaborate on the next thingsthat could be done to optimize value.This is an informal meeting, not a status meeting, and thepresentation of the Increment is intended to elicit feedbackand foster collaboration.

A Sprint Review:This is at most a four-hour meeting for one-month Sprints.For shorter Sprints, the event is usually shorter. The ScrumMaster ensures that the event takes place and thatattendees understand its purpose.The Scrum Master teaches everyone involved to keep itwithin the time-box.

A Sprint Review:The Sprint Review includes the following elements: Attendees include the Scrum Team and key stakeholdersinvited by the Product Owner; The Product Owner explains what Product Backlog itemshave been “Done” and what has not been “Done”; The Development Team discusses what went well duringthe Sprint, what problems it ran into, and how thoseproblems were solved; The Development Team demonstrates the work that it has“Done” and answers questions about the Increment;

A Sprint Review:The Sprint Review includes the following elements: The Product Owner discusses the Product Backlog as itstands. He or she projects likely target and delivery datesbased on progress to date (if needed); The entire group collaborates on what to do next, so thatthe Sprint Review provides valuable input to subsequentSprint Planning; Review of how the marketplace or potential use of theproduct might have changed what is the most valuable thingto do next; and, Review of the timeline, budget, potential capabilities, andmarketplace for the next anticipated releases offunctionality or capability of the product.

Sprint Review.“The result of the Sprint Review is a revised ProductBacklog that defines the probable ProductBacklog items for the next Sprint. The Product Backlogmay also be adjusted overall to meet newopportunities.

Daily Scrum

A Sprint Retrospective:Sprint Retrospective The Sprint Retrospective is anopportunity for the Scrum Team to inspect itself and createa plan for improvements to be enacted during the nextSprint. The Sprint Retrospective occurs after the SprintReview and prior to the next Sprint Planning.This is at most a three-hour meeting for one-month Sprints.For shorter Sprints, the event is usually shorter. The ScrumMaster ensures that the

Scrum Value The Scrum Team members have courage to do the right thing and work on tough problems. The Scrum Team and its stakeholders agree to be open about all the work and the challenges with performing the work. People personally commit to achieving the goals of the Scrum Team. Scrum Team members respect each other to be capable, independent .

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