Using Scrum development framework to iterate quickly over a product or a service.

１.Scrum Definition

Scrum is a famous development framework.It is adopted in many domains holding essentially complex work,beyond software product development where scrum has its roots.In a nutshell,scrum framework helps people ,teams and organizations generate value through adaptive solutions for complex problems.Scrum is simple.The framework is purposefully incomplete.Scrum is built upon by the collective intelligence of people using it.Scrum requires a scrum master to foster an environment where:

• A product owner orders the work for a complex problem into a Product Backlog.
• The scrum team turn the selection of the work into an increment of value during a Sprint.
• The stakeholders and the team inspect the results and adjust for the next sprint.

Scrum doesn’t have any detailed rules.It just defines the parts required to implement scrum theory.

２.Scrum Theory

Scrum employs an iterative, incremental approach to optimize predictability and to control risk. Scrum engages groups of people who collectively have all the skills and expertise to do the work and share or acquire such skills as needed.

2.1.Transparency

The process and work must be visible to those performing the work as well as those receiving the work. Important decisions are based on the perceived state of its three formal artifacts (Product Backlog,Sprint Backlog,Increment).

Artifacts that have low transparency can lead to decisions that diminish value and increase risk. Transparency enables inspection. Inspection without transparency is misleading and wasteful.

2.2.Inspection

The Scrum artifacts and the progress toward agreed goals must be inspected frequently and diligently to detect potentially undesirable variances or problems.

Scrum provides five events to inspect process and the scrum artifacts.The five events are The Sprint,Sprint Planning,Daily Scrum,Sprint Review ,Sprint Retrospective.Scrum events are designed to provoke change.

Inspection enables adaptation. Inspection without adaptation is considered pointless.

2.3.Adaptation

If any aspects of a process deviate outside acceptable limits or if the resulting product is unacceptable,the process being applied or the materials being produced must be adjusted. The adjustment must be made as soon as possible to minimize further deviation.

Adaptation becomes more difficult when the people involved are not empowered or self-managing. A Scrum Team is expected to adapt the moment it learns anything new through inspection.

3.Scrum Values

Commitment, Focus, Openness, Respect, and Courage

• The Scrum Team commits to achieving its goals and to supporting each other.
• Their primary focus is on the work of the Sprint to make the best possible progress toward these goals.
• The Scrum Team and its stakeholders are open about the work and the challenges.
• Scrum Team members respect each other to be capable, independent people, and are respected as such by the people with whom they work.
• The Scrum Team members have the courage to do the right thing, to work on tough problems.

The Scrum Team members learn and explore the values as they work with
the Scrum events and artifacts. These are helpful to implement the Scrum theory.

4.Scrum Team

The fundamental unit of Scrum is a small team of people, a Scrum Team. The Scrum Team consists of one Scrum Master, one Product Owner, and Developers. They focus on one objective at a time, the Product Goal.Scrum Teams are cross-functional, meaning the members have all the skills necessary to create value
each Sprint. They are also self-managing, meaning they internally decide who does what, when, and how.
The Scrum Team is small enough to remain nimble and large enough to complete significant work within a Sprint, typically 10 or fewer people.

The Scrum Team is responsible for all product-related activities from stakeholder collaboration,verification, maintenance, operation, experimentation, research and development, and anything else that might be required.a valuable, useful Increment every Sprint.

4.1.Developers

Developers are the people in the Scrum Team that are committed to creating any aspect of a usable Increment each Sprint.
the Developers are always accountable for:

• Creating a plan for the Sprint, the Sprint Backlog;
• Instilling quality by adhering to a Definition of Done;
• Adapting their plan each day toward the Sprint Goal; and,
• Holding each other accountable as professionals.

4.2.Product Owner

The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team.
The Product Owner is also accountable for effective Product Backlog management, which includes:

• Developing and explicitly communicating the Product Goal;
• Creating and clearly communicating Product Backlog items;
• Ordering Product Backlog items;
• Ensuring that the Product Backlog is transparent, visible and understood.

For Product Owners to succeed, the entire organization must respect their decisions. These decisions are visible in the content and ordering of the Product Backlog, and through the inspectable Increment at the Sprint Review.

The Product Owner is one person, not a committee. The Product Owner may represent the needs of many stakeholders in the Product Backlog. Those wanting to change the Product Backlog can do so by trying to convince the Product Owner.

4.3.Scrum Master

The Scrum Master is accountable for establishing Scrum as defined in the Scrum Guide. They do this by helping everyone understand Scrum theory and practice, both within the Scrum Team and the organization.Scrum Masters are true leaders who serve the Scrum Team and the larger organization.
The Scrum Master serves the Scrum Team in several ways, including:

• Coaching the team members in self-management and cross-functionality;
• Helping the Scrum Team focus on creating high-value Increments that meet the Definition of Done;
• Causing the removal of impediments to the Scrum Team’s progress;
• Ensuring that all Scrum take place and are positive, productive, and kept within the timebox.

The scrum master is a servant leader.The scrum master serves the Product Owner in several ways, including:

• Helping find techniques for effective Product Goal definition and Product Backlog management;
• Helping the Scrum Team understand the need for clear and concise Product Backlog items;
• Helping establish empirical product planning for a complex environment; and,
  Facilitating stakeholder collaboration as requested or needed.

The Scrum Master serves the organization in several ways, including:

• Leading, training, and coaching the organization in its Scrum adoption;
• Planning and advising Scrum implementations within the organization;
• Helping employees and stakeholders understand and enact an empirical approach for complex work;
• Removing barriers between stakeholders and Scrum Teams.

5.Scrum Events

The Sprint is a container for all other events. Each event in Scrum is a formal opportunity to inspect and adapt Scrum artifacts.

• These events are specifically designed to enable the transparency required.
• Failure to operate any events as prescribed results in lost opportunities to inspect and adapt.
• Events are used in Scrum to create regularity and to minimize the need for meetings not defined in Scrum.
• All events are held at the same time and place to reduce complexity.

5.1.The Sprint

Sprints are the heartbeat of Scrum, where ideas are turned into value.A new Sprint starts immediately after the conclusion of the previous Sprint.All the work necessary to achieve the Product Goal, including Sprint Planning, Daily Scrums, Sprint
Review, and Sprint Retrospective, happen within Sprints.
During the Sprint:

• The Product Backlog is refined as needed;
• Scope may be clarified and renegotiated with the Product Owner as more is learned.
• No changes are made that would endanger the Sprint Goal;
• Quality does not decrease;
• A sprint last 2 to 4 weeks.When a Sprint’s horizon is too long the Sprint Goal may become invalid,complexity may rise, and risk may increase.
• Various practices exist to forecast progress, like burn-downs, burn-ups, or cumulative flows.
• A Sprint could be cancelled if the Sprint Goal becomes obsolete. Only the Product Owner has the authority to cancel the Sprint.

5.2.Sprint Planning

Sprint Planning initiates the Sprint by laying out the work to be performed for the Sprint. This resulting plan is created by the collaborative work of the entire Scrum Team.The Product Owner ensures that attendees are prepared to discuss the most important Product Backlog items and how they map to the Product Goal. The Scrum Team may also invite other people to attend Sprint Planning to provide advice.
The following topics should be addressed in the sprint planning:

• Why is this Sprint valuable?
  The Product Owner proposes how the product could increase its value and utility in the current Sprint.
• Topic Two: What can be Done this Sprint?
  Through discussion with the Product Owner, the Developers select items from the Product Backlog to include in the current Sprint. The Scrum Team may refine these items during this process, which increases understanding and confidence.
• How will the chosen work get done?
  For each selected Product Backlog item, the Developers plan the work necessary to create an Increment that meets the Definition of Done. This is often done by decomposing Product Backlog items into smaller work items of one day or less.

5.3.Daily Scrum

The purpose of the Daily Scrum is to inspect progress toward the Sprint Goal and adapt the Sprint Backlog as necessary, adjusting the upcoming planned work.

The Daily Scrum is a 15-minute event for the Developers of the Scrum Team. To reduce complexity, it is held at the same time and place every working day of the Sprint. If the Product Owner or Scrum Master are actively working on items in the Sprint Backlog, they participate as Developers.The Developers can select whatever structure and techniques they want, as long as their Daily Scrum focuses on progress toward the Sprint Goal and produces an actionable plan for the next day of work.This creates focus and improves self-management.

5.4.Sprint Review

The purpose of the Sprint Review is to inspect the outcome of the Sprint and determine future adaptations. The Scrum Team presents the results of their work to key stakeholders and progress toward the Product Goal is discussed.
During the event, the Scrum Team and stakeholders review what was accomplished in the Sprint and what has changed in their environment. Based on this information, attendees collaborate on what to do next. The Product Backlog may also be adjusted to meet new opportunities. The Sprint Review is a working session and the Scrum Team should avoid limiting it to a presentation.
The Sprint Review is the second to last event of the Sprint and is timeboxed to a maximum of four hours for a one-month Sprint. For shorter Sprints, the event is usually shorter.

5.5.Sprint Retrospective

The purpose of the Sprint Retrospective is to plan ways to increase quality and effectiveness.The Scrum Team inspects how the last Sprint went with regards to individuals, interactions, processes,tools, and their Definition of Done. Inspected elements often vary with the domain of work.Assumptions that led them astray are identified and their origins explored. The Scrum Team discusses what went well during the Sprint, what problems it encountered, and how those problems were (or were not) solved. The Scrum Team identifies the most helpful changes to improve its effectiveness. The most impactful improvements are addressed as soon as possible. They may even be added to the Sprint Backlog for the next Sprint.

6.Scrum Artifacts

Scrum’s artifacts represent work or value. They are designed to maximize transparency of key information. Thus, everyone inspecting them has the same basis for adaptation.
Each artifact contains a commitment to ensure it provides information that enhances transparency and focus against which progress can be measured:

• For the Product Backlog it is the Product Goal.
• For the Sprint Backlog it is the Sprint Goal.
• For the Increment it is the Definition of Done.
  These commitments exist to reinforce empiricism and the Scrum values for the Scrum Team and their stakeholders.

6.1.Product Backlog

The Product Backlog is an emergent, ordered list of what is needed to improve the product. It is the single source of work undertaken by the Scrum Team.
Product Backlog items that can be Done by the Scrum Team within one Sprint are deemed ready for selection in a Sprint Planning event. They usually acquire this degree of transparency after refining activities. Product Backlog refinement is the act of breaking down and further defining Product Backlog items into smaller more precise items. This is an ongoing activity to add details, such as a description, order, and size. Attributes often vary with the domain of work.The Developers who will be doing the work are responsible for the sizing. The Product Owner may influence the Developers by helping them understand and select trade-offs.
Commitment: Product Goal

6.2.Sprint Backlog

The Sprint Backlog is composed of the Sprint Goal (why), the set of Product Backlog items selected for the Sprint (what), as well as an actionable plan for delivering the Increment (how).The Sprint Backlog is a plan by and for the Developers. It is a highly visible, real-time picture of the work that the Developers plan to accomplish during the Sprint in order to achieve the Sprint Goal. Consequently, the Sprint Backlog is updated throughout the Sprint as more is learned. It should have enough detail that they can inspect their progress in the Daily Scrum.
Commitment: Sprint Goal

6.3.Increment

An Increment is a concrete stepping stone toward the Product Goal. Each Increment is additive to all prior Increments and thoroughly verified, ensuring that all Increments work together. In order to provide value, the Increment must be usable.Multiple Increments may be created within a Sprint. The sum of the Increments is presented at the Sprint Review thus supporting empiricism. However, an Increment may be delivered to stakeholders prior to the end of the Sprint. The Sprint Review should never be considered a gate to releasing value.Work cannot be considered part of an Increment unless it meets the Definition of Done.
Commitment: Definition of Done

See also:
https://www.scrumcn.com/agile/

文章来源: blog.csdn.net，作者：WongKyunban，版权归原作者所有，如需转载，请联系作者。

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