ESC CO-3

Scrum
Scrum is a method that emphasizes a set of project management
values and practices, rather than those in requirements,
implementation, and so on. it is easily combined with or
complementary to other methods.
Scrum appears simple, yet has practices that deeply influence the
work experience and that capture key adaptive and agile qualities.
some keys that include:
• self-directed and self-organizing team
• no external addition of work to an iteration, once chosen
• daily stand-up meeting with special questions
• usually 30-calendar day iterations
• demo to external stakeholders at end of each iteration
• each iteration, client-driven adaptive planning

scrum roles
• Product Owner
• Possibly a Product Manager or Project Sponsor
• Decides features, release date, prioritization, $$$
• Scrum Master
• Typically a Project Manager or Team Leader
• Responsible for enacting Scrum values and practices
• Remove impediments / politics, keeps everyone
productive
 • Project Team
• 5-10 members; Teams are self-organizing
• Cross-functional: QA, Programmers, UI Designers,
etc.
• Membership should change only between sprints

Scrum Artifacts
• Scrum has remarkably few artifacts
• Product Backlog
• Sprint Backlog
• Burndown Charts
• Can be managed using just an Excel spreadsheet
• More advanced / complicated tools exist:
• Expensive
• Web-based – no good for Scrum Master/project
manager who travels
• Still under development
User Stories
• Instead of Use Cases, Agile project owners do "user stories"
• Who (user role) – Is this a customer, employee, admin,
etc.?
• What (goal) – What functionality must be
achieved/developed?
 • Why (reason) – Why does user want to accomplish this
goal?
As a [user role], I want to [goal], so I can [reason].

Sprint Backlog
• Individuals sign up for work of their own choosing
• Work is never assigned
• Estimated work remaining is updated daily
• Any team member can add, delete change sprint backlog
• Work for the sprint emerges
• If work is unclear, define a sprint backlog item with a larger
amount of time and break it down later
• Update work remaining as more becomes known

List out common mistakes and misunderstandings of scrum

• Not a self-directed team; managers or Scrum Master direct or
organize the team
• No daily update of the Sprint Backlog by members or daily
tracker
• New work added to iteration or individual
• Product Owner isn't involved or doesn't decide
• No Sprint Review
• Many masters
• Documentation is bad
• Design or diagramming is bad
 • Full team (including customers and management) not briefed in
Scrum and its values
• Scrum Meeting too long or unfocused
• Predictive planning; PERT chart planning

Adoption Strategies
• In contrast to the recommended gentle, pilot-project adoption
strategy of UP (for example), the Scrum creators encourage
organizations to first adopt it on their single most difficult and
critical project.
• After the first project is underway, but not before the second
iteration (so that all the practices have been practiced), extra-
project management and potential customers may be invited to
observe Scrum Meetings, Sprint Planning, and Sprint Reviews.
• Second-generation Scrum projects can start before the
completion of the first, although the first should be given some
time to "ripen," such as three completed iterations.
• Jeff Sutherland, one of the Scrum creators and a VP Engineering
or CTO at several organizations, recommends ultimately
expanding Scrum practices to the highest levels of the
development organization.

sprint review
• Team presents what it accomplished during the sprint
• Typically takes the form of a demo of new features or underlying
architecture
• Informal
 • 2-hour prep time rule
• No slides
• Whole team participates
• Invite the world

Scalability
• Typical individual team is 7 ± 2 people
• Scalability comes from teams of teams
• Factors in scaling
• Type of application
• Team size
• Team dispersion
• Project duration
• Scrum has been used on multiple 500+ person projects
Kanban
• Kanban is a visual system for managing work.
• It Visualizes both the process (the workflow) and the actual work
passing through that process.
• Kanban is a workflow management method designed to help us
to visualize your work, maximize efficiency.
• The goal of Kanban is to identify potential bottlenecks in your
process and fix them, so work can flow through it cost-effectively
at an optimal speed or throughput.
Kanban Method

Kanban is not a software development lifecycle methodology or an

approach to project management.

It requires that some process is already in place so that Kanban can be

applied to incrementally change the underlying process.

The Kanban Method is a process to gradually improve whatever you

do- almost any business function can benefit from applying the
principles of the Kanban Methodology.

Kanban principles
The four foundational principles
• Start with what you are doing now:
• Agree to pursue incremental, evolutionary change
• Initially, respect current roles, responsibilities and job-titles
• Encourage acts of leadership at all levels

The Positive side of Kanban

• Everyone is on the same page
• Kanban reveals bottlenecks in your workflow
• Kanban brings flexibility
• Your team gets more responsive
 • You focus on finishing work to boost collaboration and
productivity

types in Kanban
• Kanban Cards – This is the visual representation of tasks. Each
card contains information about the task and its status such as
deadline, assignee, description, etc.
• Kanban Columns – Each column on the board represents a
different stage of your workflow. The cards go through the
workflow until their full completion.
• Work-in-Progress Limits – They restrict the maximum amount of
tasks in the different stages of the workflow. Limiting WIP allows
you to finish work items faster, by helping your team to focus
only on current tasks.
• Kanban Swimlanes – These are horizontal lanes you can use to
separate different types of activities, teams, classes of service,
What is a Kanban Card?
A Kanban card contains valuable information about the task and its
status such as a summary of the assignment, responsible person,
deadline, etc.
Prioritizing the Kanban Backlog
• The backlog is the space where you place work items or ideas
that will be done in the near or distant future. However, there is
no guarantee that all tasks in the Kanban Backlog will be
delivered. The items in this column are more like an option the
team has for the future work rather than a commitment point.
SAFE
 The Scaled Agile Framework, or SAFe, methodology is an agile
framework for development teams built on three pillars: Team,
Program, and Portfolio.
Safe Lean Agile Principles
These basic principles and values for SAFe must be understood,
exhibited and continued in order to get the desired results.
• Take an economic view
• Apply systems thinking
• Build incrementally with fast, integrated learning cycles
• Base milestones on an objective evaluation of working
systems
• Visualize and limit WIP, reduce batch sizes and manage
queue lengths
• Decentralize decision-making

Safe Values
The SAFe agile is based on these four values.
Alignment:
Built-in Quality
Transparency:
Program Execution:
Lean Agile Leaders The Lean-Agile Leaders are lifelong
learners and teachers. It helps teams to build better systems
through understanding and exhibiting the Lean-Agile SAFe
Principles.