Scrum Handbook 2010-07-07 - Scrum Master

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Jeff Sutherland’sScrum HandbookEverythingyou needto knowto starta Scrum projectin yourorganizationscrumtraininginstitutepress

This book is dedicated to Nobel Laureate Muhammad Yunus and theGrameen Bank for originating microenterprise development and theAccion International President’s Advisory Board, responsible for much ofmicroenterprise development in the western hemisphere.The strategy for bootstrapping the poor out of poverty has beena model for freeing hundreds of thousands of software developers fromdeveloper abuse caused by poor management practices.Thanks to the reviewers of the text who include among many others: Tom Poppendieck Henrick Kniberg Rowan Bunning Clifford ThompsonAbout this bookThis manual is based on The Scrum Papers, published by The ScrumTraining Institute (see information on how to receive your own copy, please contactthe author:Jeff SutherlandScrum Training Institute32 Appleton StreetSomerville, MA

Executive SummaryScrum is an agile method designed to add energy, focus, clarity,and transparency to project planning and implementation. Today,Scrum is used in small, mid-sized and large software corporationsall over the world.Properly implemented, Scrum will: Increase speed of development Align individual and corporate objectives Create a culture driven by performance Support shareholder value creation Achieve stable and consistent communication ofperformance at all levels Enhance individual development and quality of lifeThis manual gives some basic information on how to get startedwith Scrum, and also describes some cases in point. It is based onThe Scrum Papers, formerly published by The Scrum TrainingInstitute (see Sutherland’s Scrum Handbook3

ContentsPreface51. Scrum at a glance62. The Scrum Roles143. Getting Started with Scrum184. Scrum Cases385. The SirsiDynix Case466. Can Scrum projects fail?59Appendix1. Who’s who in Scrum2. ReferencesJeff Sutherland’s Scrum Handbook4

.In less than a decade Scrum has risen from being a method used by a number ofenthusiasts at the Easel Corporation in 1993, to one of the world’smost popular and well-known frameworks for development ofsoftware. The continued expansion of the global rollout of Scrum istestimony to the fact that Scrum delivers on its promise.While it is often said that Scrum is not a silver bullet, Scrum can belike a heat-seeking missile when pointed in the right direction. Itsinspect and adapt approach to continuous quality improvement can doserious damage to outmoded business practices. By focusing onbuilding communities of stakeholders, encouraging a better life fordevelopers, and delivering extreme business value to customersScrum can release creativity and team spirit in practitioners and makethe world a better place to live and work.Scrum has emerged from a rough structure for iterative,incremental development to a refined, well-structured, straightforward framework for complex product development. I’ve workedwith others to adjust, test, and adjust it again until it is solid. Thisframework is fully defined in the Scrum Guide at,where Ken Schwaber and I sustain and help it emerge further.The manual you are holding has been compiled from papers andcompendiums which have been used at the Scrum Training Institute(“The Scrum Papers”). We hope that it may serve both as aninspiration and a source of information for those readers who intendto start their first Scrum projects in their organizations. SeasonedScrum users may also find some nuggets of wisdom. In any case, weappreciate all kinds of feedback. The Scrum adventure has just begunfor us all!Yours faithfully,Jeff SutherlandChairman, Scrum Training InstituteCo-Creator of ScrumBoston, USAJuly 20105

CHAPTER 1Scrum at a GlanceScrum is an iterative, incremental framework for projects andproduct or application development.Scrum structures development in cycles of work called Sprints.These iterations are less than one month in length, and usualllymeasured in weeks. Sprints take place one after the other. TheSprints are of fixed duration – they end on a specific date whetherthe work has been completed or not, and are never extended. Hence,they are said to be timeboxed.At the beginning of each Sprint, a cross-functional team selectsitems (customer requirements) from a prioritized list. They committo complete the items by the end of the Sprint. During the Sprint, thechosen items do not change. Every day the Team gathers briefly toreplan its work to optimize the likelihood of meeting committments.At the end of the Sprint, the team reviews the Sprint withstakeholders, and demonstrates what they have built. People obtainfeedback that can be incorporated in the next Sprint.Inspect & adaptScrum emphasizes a working product at the end of the Sprint that isreally “done”; in the case of software, this means code that is: integrated fully tested potentially shippableA major theme in Scrum is “inspect and adapt.” Since developmentinevitably involves learning, innovation, and surprises, Scrumemphasizes taking a short step of development, inspecting both theresulting product and the efficacy of current practices, and thenadapting the product goals and process practices. Repeat forever.A major theme in Scrum is”inspect and adapt”.Agile Development and ScrumScrum is, as the reader supposedly knows, an agile method. The agilefamily of development methods evolved from the old and wellknown iterative and incremental life-cycle approaches. They wereborn out of a belief that an approach more grounded in human reality– and the product development reality of learning, innovation, andchange – would yield better results.Jeff Sutherland’s Scrum Handbook6

The original Scrum paperTakeuchi, Hirotaka; Nonaka, Ikujiro(January-February 1986). “ The NewNew Product Development Game”.Harvard Business Review.Scrum — a Rugby term“Scrum [---] in the sports of rugbyunion and rugby league, is a way ofrestarting the game, either after anaccidental infringement or (in rugbyleague only) when the ball has goneout of play. [---][A] scrum is formed by the playerswho are designated forwards bindingtogether in three rows. The scrumthen ‘engages’ with the oppositionteam so that the players’ heads areinterlocked with those of the otherside's front row. The scrum half fromthe team that did not infringe thenthrows the ball into the tunnelcreated in the space between the twosets of front rowers’ legs. Both teamsmay then try to compete for the ballby trying to hook the ball backwardswith their feet.”(From Wikipedia)Agile principles emphasize building working software that peoplecan get hands on quickly, versus spending a lot of time writingspecifications up front. Agile development focuses on crossfunctional teams empowered to make decisions, versus bighierarchies and compartmentalization by function. It also focuses onrapid iteration, with continuous customer input along the way. Oftenwhen people learn about agile development or Scrum, there’s aglimmer of recognition – it sounds a lot like back in the start-up days“when we just did it.”Scrum was strongly influenced by a 1986 Harvard BusinessReview article on the practices associated with successful productdevelopment groups; in this paper the term “Scrum” was introduced,relating successful development to the game of Rugby in which aself-organizing (self-managing) team moves together down the fieldof product development. The first Scrum team was created at EaselCorporation in 1993 by Dr. Jeff Sutherland (the author of thismanual) and the Scrum framework was formalized in 1995 by KenSchwaber.Used at major companiesToday, scrum is used by companies large and small, including: Yahoo! Microsoft Google Lockheed Martin Johns Hopkins APL Siemens Nokia Motorola, SAP Cisco GE CapitalOne US Federal ReserveTeams using Scrum report significant improvements, and in somecases complete transformations, in both productivity and morale. Forproduct developers – many of whom have been burned by the“management fad of the month club” – this is significant. Or to put itplain: Scrum is just simple and powerful!7

Jeff Sutherland’s Scrum Handbook8

Part IScrum Basics9

This is How Scrum WorksThe Scrum Team is comprised ofthree Scrum Roles1 The Product BacklogA Scrum project is driven by a product vision compiled by theProduct Owner, and expressed in the Product Backlog. The ProductBacklog is a prioritized list of what’s required, ranked in order ofvalue to the customer or business, with the highest value items at thetop of the list. The Product Backlog evolves over the lifetime of theproject, and items are continuously added, removed or reprioritized.A. The Product OwnerTakes the inputs of what the productshould be and translates them into aproduct vision or a Product Backlog.2 The SprintScrum structures product development in cycles of work calledSprints, iterations of work which are typically 1–4 weeks in length.The Sprints are of fixed duration and end on a specific date whetherthe work has been completed or not; they are never extended.B. The TeamDevelops the product envisioned by theProduct Owner.3 Sprint PlanningAt the beginning of each Sprint, the Sprint Planning Meeting takesplace. The Product Owner and Scrum Team (with facilitation fromthe ScrumMaster) review the Product Backlog, discuss the goals andcontext for the items, and the Scrum Team selects the items from theProduct Backlog to commit to complete by the end of the Sprint,starting at the top of the Product Backlog.Each item selected from the Product Backlog is designed and thenbroken down to a set of individual tasks. The list of tasks is recordedin a document called the Sprint Backlog.C. The Scrum MasterDoes whatever it takes to make theScrum Team successful, such asremoving organizational impediments,facilitating meetings, acting as agatekeeper so no one unnecessaryinterrupts the team's work.Jeff Sutherland’s Scrum Handbook4 Daily Scrum MeetingOnce the Sprint has started, the Scrum Team engages in another ofthe key Scrum practices: The Daily Stand-Up Meeting. This is ashort (15 minutes) meeting that happens every workday atan appointed time. Everyone on the team attends. At this meeting,the information needed to inspect progress is presented. Thisinformation may result in replanning and further discussionsimmediately after the Daily Scrum.5 Sprint Review and RetrospectiveAfter the Sprint ends, there is the Sprint Review, where the ScrumTeam and stakeholder inspect what was done during the Sprint,discuss it, and figure out what to do next. Present at this meeting arethe Product Owner, Team Members, and ScrumMaster, pluscustomers, stakeholders, experts, executives, and anyone elseinterested.Following the Sprint Review, the team gets together for the SprintRetrospective which is an opportunity for the team to discuss what’sworking and what’s not working, and agree on changes to try.10

Daily Scrum24 hrsSprint Planning Meeting 2Sprint BacklogVisionNew functionalityis demonstrated atend of SprintSprint BacklogSprint Planning Meeting 1Sprint RetrospectiveProduct BacklogProductOwner11

What’s Wrong WithTraditional Software Development?The traditional way to build software, used by companies big and small,was a sequential life cycle of which there are many variants (such as theV-Model). Commonly, it is known as “The Waterfall”.1. It typically begins with a detailed planning phase, where the endproduct is carefully thought through, designed, and documented in greatdetail.2. The tasks necessary to execute the design are determined, and thework is organized using tools such as Gantt charts and applications such asMicrosoft Project. The team arrives at an estimate of how long thedevelopment will take by adding up detailed estimates of the individualsteps involved.3. Once stakeholders have thoroughly reviewed the plan and providedtheir approvals, the team starts to work.4. Team members complete their specialized portion of the work, andthen hand it off to others in production-line fashion.5. Once the work is complete, it is delivered to a testing organization(some call this Quality Assurance), which completes testing prior to theproduct reaching the customer. Throughout the process, strict controls areplaced on deviations from the plan to ensure that what is produced isactually what was designed.This approach has strengths and weaknesses. Its great strength is that it issupremely logical – think before you build, write it all down, follow a plan,and keep everything as organized as possible. It has just one greatweakness: humans are involved. Hence a lot of problems occur: Creativity is inhibitedThis approach requires that the good ideas all come at the beginning of therelease cycle, where they can be incorporated into the plan. But as we allknow, good ideas appear throughout the process – in the beginning, themiddle, and sometimes even the day before launch. A process that doesnot permit change will stifle this innovation. With the waterfall, a greatidea late in the release cycle is not a gift, it’s a threat. Written documents have their limitationsThe waterfall approach places a great emphasis on writing things down asa primary method for communicating critical information. The veryreasonable assumption is that if I can write down on paper as much aspossible of what’s in my head, it will more reliably make it into the headof everyone else on the team; plus, if it’s on paper, there is tangible proofthat I’ve done my job. The reality, though, is that most of the time thesehighly detailed 50-page requirements documents just do not get read.When they do get read, the misunderstandings are often compounded. Awritten document is an incomplete picture of my ideas; when you read it,you create another abstraction, which is now two steps away from what Ithink I meant to say at that time. It is no surprise that seriousmisunderstandings occur.Jeff Sutherland’s Scrum Handbook12

Bad timingSomething else that happens when you have humans involved is the handson “aha” moment – the first time that you actually use the working product.You immediately think of 20 ways you could have made it better.Unfortunately, these very valuable insights often come at the end of therelease cycle, when changes are most difficult and disruptive – in otherwords, when doing the right thing is most expensive, at least when using atraditional method. No crystal ballsHumans are not able to predict the future. For example, your competitionmakes an announcement that was not expected. Unanticipated technicalproblems crop up that force a change in direction. Furthermore, people areparticularly bad at planning uncertain things far into the future – guessingtoday how you will be spending your week eight months from now issomething of a fantasy. It has been the downfall of many a carefullyconstructed Gantt chart. Too much work and no funIn addition, a sequential life cycle tends to foster an adversarialrelationship between the people that are handing work off from one to thenext. “He’s asking me to build something that’s not in the specification.”“She’s changing her mind.” “I can’t be held responsible for something Idon’t control.” And this gets us to another observation about sequentialdevelopment – it is not much fun. The waterfall model is a cause of greatmisery for the people who build products. The resulting products fall wellshort of expressing the creativity, skill, and passion of their creators.People are not robots, and a process that requires them to act like robotsresults in unhappiness. Sub-optimized resultsA rigid, change-resistant process produces mediocre products. Customersmay get what they first ask for (at least two translation steps removed), butis it what they really want once they see the product? By gathering all therequirements up front and having them set in stone, the product iscondemned to be only as good as the initial idea, instead of being the bestonce people have learned or discovered new things.Many practitioners of a sequential life cycle experience these shortcomingsagain and again. But, it seems so supremely logical that the commonreaction is to turn inward: “If only we did it better, it would work, and ifwe just planned more, documented more, resisted change more, everythingwould work smoothly”. Unfortunately, many teams find just the opposite:the harder they try, the worse it gets! There are also management teamsthat have invested their reputation – and many resources – in a waterfallmodel; changing to a fundamentally different model is an apparentadmission of having made a mistake. And Scrum is fundamentallydifferent .13

CHAPTER 2The Scrum RolesIn Scrum, there are three primary roles: The Product Owner,The Team and The Scrum Master.The Product OwnerThe Product Owner is responsible for maximizing return oninvestment (ROI) by identifying product features, translatingthese into a prioritized feature list, deciding which should be atthe top of the list for the next Sprint, and continually reprioritizing and refining the list.The Product Owner has profit and loss responsibilityfor the product, assuming it is a commercial product.In the case of an internal application, the ProductOwner is not responsible for ROI in the sense of acommercial product (that will generate revenue),but they are still responsible for maximizing ROI inthe sense of choosing – each Sprint – the highestbusiness-value lowest-cost items.Not a product managerIn some cases, the Product Owner and the customer arethe same person; this is common for internal applications.In others, the customer might be millions of people with avariety of needs, in which case the Product Owner role issimilar to the Product Manager or Product MarketingManager position in many product organizations. However,the Product Owner is somewhat different than a traditionalProduct Manager because they actively and frequentlyinteract with the team, personally offering the priorities andreviewing the results each two- or four-week iteration, rather thandelegating development decisions to a project manager. It isimportant to note that in Scrum there is one and only one person whoserves as – and has the final authority of – Product Owner. In multiteam programs, this one Product Owner may delegate the work toProduct Owners that represent him or her on subordinate teams, butall decisions and direction come from the top-level, single ProductOwner.Jeff Sutherland’s Scrum Handbook14

The TeamThe Team builds the product that the customer is going touse: the application or website, for example. The team inScrum is cross-functional and includes all the expertisenecessary to deliver the potentially shippable product eachSprint. It is also self-organizing (self-managing), with a veryhigh degree of autonomy and accountability.Hence, there is no team manager or project manager in Scrum.Instead, the Team members decide what to commit to, and howbest to accomplish that commitment. The Team is selforganizing.Dedicated teamThe Team in Scrum is seven plus or minus twopeople. For a software product the Team might includeprogrammers, interface designers, and testers. TheTeam develops the product and provides ideas tothe Product Owner about how to make theproduct great. In my experience, it is essentialthat the Team is 100 percent dedicated to thework for one product during the Sprint;multitasking across multiple products or projectswill severely limit performance. Stable Teams areassociated with higher productivity, so changingteam members should also be avoided.Application groups with many people areorganized into multiple Scrum teams, eachfocused on different features for the product, withclose coordination of their efforts. Since one Teamdoes all the work (planning, analysis, programming,and test) for a complete customer-centric feature,15

Agile Development and Scrum Scrum is, as the reader supposedly knows, an agile method. The agile family of development methods evolved from the old and well- known iterative and incremental life-cycle approaches. They were born out of a belief that an approach more grounded in human reality – and the product development reality of learning, innovation, and change – would yield better .

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