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Chapter 02 - Introduction to Scrum

25. Lesson: Scrum Phases & Processes

In this next lesson, we're going to take a look at the core Scrum processes. As you'll see, there are no fewer than 18 of them organised into five large groups: initiation, planning and estimation, implementation, review, retrospect, and release. Let's take a look at each of these briefly now.

26. Scrum Phases

There are five phases to a scrum project: an initiation phase, a planning and estimation phase, an implementation phase, reviews and retrospects at the end of each sprint, and then the release of solutions to production. Let's go through each one of these in turn.

27. Initiate

In the first portions of the project, we need to successfully initiate In other words, we need to figure out what the solution is that we're trying to deliver—what is the vision behind this particular project? We need to be able to effectively identify who our stakeholders are on the customer side, who the Scrum master is, who's going to help facilitate the creation of the solution, and to be able to effectively form our Scrum team. From there, we want to be able to develop certain epics and personae. We want to be able to create what we call the prioritised product backlog. In short, given all of these requirements, which go first, second, and third, and then the ability to create the initial stage release plans at which point in the solution set, would it be appropriate to take our potentially shippable solutions and make them actually shippable solutions that go to customers and begin to deliver value to them as soon as possible?

28. Plan & Estimate

The following phase of the project is dedicated to planning and estimating effort. The way that we generally do this begins with user story workshops. We want to be able to write fairly short and straightforward user stories that disrupt describe features and capabilities associated with the solution in question. And then we want the team, based on a set of prioritised user stories, to be able to approve, estimate, and commit to certain user stories within a particular sprint. From there. I want to be able to look at what's going to actually have to happen in order to create those user stories. what tasks will need to occur. how much effort will be associated with each of those tasks. And then to be able to create an appropriate backlog for each sprint that helps us identify what work and what user stories will be delivered in that particular sprint.

29. Implement

The next portion of the project focuses on implementation. As we work our way through each sprint, we're going to want to create the appropriate deliverables based on the user stories in question. We want to be able to conduct a regular daily stand-up or scrum meeting to keep everybody appropriately informed and aligned on who's working on which things. And we want the product owner to be able to successfully groom the product backlog in order to reflect new change requests, new risks that have been identified, as well as changing priorities associated with different sets of business needs in preparation for the upcoming sprints.

30. Review & Retrospect

The next important aspect of this project is to conduct a Sprint review and a Sprint retrospect. We may use a scrum of scrums to actually make sure that our scrum team is properly aligned with other scrum teams in a larger program. But effectively, what we're going to do at this stage is to carry out two meetings: a Sprint review and a Sprint retrospective. The Sprint review helps us look at the product that's produced. We're looking and talking to the product owner and other customers and stakeholders to review which user stories have been effectively done and to get the buy-in and commitment of the product owner that, in fact, those user stories have been effectively done and completed. The purpose of a Sprint retrospective is to look at the team's processes themselves. How can the team work more effectively together to improve their performance for the next Sprint? Whether that's environmental issues, collaboration opportunities, needs for certain new tools and techniques, needs for certain other kinds of resources, or just additional facilitation that can be done by the Scrum Master to support the team's effort

31. Release

The last of the aspects is actually coordinating and planning a release. If our potentially shippable products that come out of our sprint are in fact desired to be really shipped into production, we need to be able to both ship those successfully and integrate our release with the release and deployment planning of the larger organization. If the project is coming to a close, the last of the processes actually enables us to retrospect the entire project, identify lessons learned for the Scrum guidance body, and hopefully take the capabilities of this particular team and leverage them effectively into other processes and other practises of the organization.

32. Lesson: Introduction to Scrum Summary

In this chapter, we looked at a number of key aspects of Scrum: what it is, what its benefits are, a little bit about how you scale it, some of its key principles and aspects, and the 18 processes associated with it.

33. Introduction to Scrum Summary

Scrum and other types of agile methodologies were designed specifically to deal with key issues identified in many kinds of projects across many different organizations. These included an over-focus on documentation, presentation, and perhaps less of a focus on producing working software solutions; a focus on things like contracts; over-collaboration; the ability to manage change as we worked our way through projects; and ultimately, how well we empowered individuals to work collaboratively together to produce effective solutions. We then talked about some of the key benefits of Scrum, specifically how Scrum works together to create inspectable, adaptable practises that allow the organisation to use capabilities like empirical process control to look at solutions and to be able to use our ability to see what's going on to adapt in an appropriate way. We talked about the notion of scalability and how you can scale a Scrum project to any size using what we call a scrum of Scrum. We talked about some of the key principles around Scrum, including things like self-organization, collaboration, and the like. We talked about some of the key aspects of Scrum: being able to effectively have a business justification for the project in question, being able to effectively adapt the project to meet changes in risk needs as they evolve, and being able to do that at the appropriate level of quality. We then finished up by introducing the core processes associated with Scrum and how we use those processes to support the various activities within a particular Scrum sprint and within a larger Scrum project.

34. Chapter 02 Quiz

Now that you've had a chance to get your hands a little bit dirty with agile practises and Scrum, try your luck at the quiz and see how you do.

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