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Scrum in a Nutshell:

Building Concepts into Commerce ™


Scrum is a lightweight Agile empirical
framework for managing the develop-
ment and delivery of software prod-
Scr um
ucts.
Agile Management
Scrum’s key practices include:
Framewor k
• Delivery of shippable working product
functionality every two to four weeks.

• Daily measurement of project pro-


gress

• Provides visibility into problems and


impediments that diminish productiv-
ity

Scrum is open-source and requires no


expensive licenses, manuals or certifi-
cation to implement in your organiza-
tion. However, utilising Scrum train-
ing and coaching will help ensure its
successful roll-out and adoption by
your organization.

Product Innovator Ltd.

Docklands Innovation Park


128-130 East Wall Road
Dublin 3
Ireland
Phone: +353.1.8875183
Product Innovator Ltd.
Contact us for information about our
Fax: +353.1.2401310
Scrum training and coaching services
Email: info@productinnovator.com Tel: +353.1.8875183
Roles: Value:
Scrum—An Agile Product Owner: Responsible for setting goals and prioritising the
Management Framework Product Backlog. Lightweight and intuitive: No complicated rules
ScrumMaster: Scrum facilitator, responsible for tracking progress or manuals required, and can implement onto existing
and clearing impediments to progress. engineering practices without disruption.
Scrum Team: Developers, Architects, Testers, Tech Writers, and ROI Focus: delivery and demo of fully functional,
anyone else who owns product deliverables. Titles are not used and shippable code at the conclusion of each 30 day
Scrum is a lightweight em- organisational hierarchy is flat. “Sprint” development increment.
pirical framework for manag- Sprint: Self – Organising Teams: the organisational para-
ing software development digm shifts from task driven management to a self
projects. The term “Scrum” 2-4 week iteration that ends with the delivery of shippable features. organizing flat structured team, where management is
is a rugby football team ex- The end date is hard and may not slip. focused on clearing obstructions to progress and
pression referring to moving tracking changes
the rugby ball towards the Product Backlog: Real-time Visibility into Progress: Scrum uses
goal through concerted, incre- Prioritised list of feature requirements to be delivered within the daily meetings to track progress, impediments and
mental team effort. product release cycle. Usually encompasses several Sprints. changes, and real-time “burn-down charts” to track
the estimated work remaining in the current “Sprint”
Sprint Planning Meeting: increment.
Meeting at commencement of Sprint where goals are set by Product Requirements Feedback Loop: inclusion of cus-
Owner and Sprint backlog is derived by ScrumTeam from the priori- tomer throughout the development process to define
“Scrum” is not an Scrum does not define the tised Product Backlog. requirements
acronym! engineering practices, instead Built in process improvement: at the end of each
it focuses exclusively on Sprint Backlog: Sprint increment, a review meeting is held in order to
defining simple effective pro- List of requirements selected from the prioritised Product Backlog by inspect and adjust engineering and management proc-
ject and product management practices. It has been the Scrum Team for delivery during a Sprint increment. Once esses in order to optimise productivity.
used successfully in the software industry since 1990, agreed, selected items may only be returned to the Product Backlog,
is ISO 9001 and CMM compliant, and can be very Scrum’s practices are intuitive and simple to learn, but
no new items may be added by anyone other than ScrumTeam. implementation can be challenging. Scrum practices –
effectively married to the Extreme Programming (XP)
software development methodology. Scrum can be given their empirical nature – add daylight and visibility
Daily Scrum:
implemented in very small organizations or it can scale to the development process, forcing problems and
At a daily 15 minute “stand-up” Scrum the ScrumMaster asks the
to very large distributed organizations. issues to the surface early so they can be addressed
Team 3 questions: 1) what did you do yesterday, 2) what will you do quickly. The increased visibility into the process can
today, and 3) what are your impediments. be uncomfortable especially during initial Sprints.
Our training and coaching services can keep your
Sprint Review: Scrum implementation on track.
Visual Representation of Scrum: Meeting with all stakeholders at conclusion of Sprint to demonstrate
working features.

Burndown Chart: Product Innovator Ltd.


Track daily progress and estimated remaining effort per Daily Scrum.
Burndown Chart

350
Docklands Innovation Park
300
128-130 East Wall Road
Dublin 3
<-RemainingHours->

250

200 Ireland
150

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Phone: +353.1.8875183
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Fax: +353.1.2401310
0 Email: info@productinnovator.com
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