Scrum is an iterative and incremental agile software development framework for managing software projects and product or application development. Its focus is on “a flexible, holistic product development strategy where a development team works as a unit to reach a common goal” as opposed to a “traditional, sequential approach”. Scrum enables the creation of self-organizing teams by encouraging co-location of all team members, and verbal communication between all team members and disciplines in the project.
A key principle of Scrum is its recognition that during a project the customers can change their minds about what they want and need (often called requirements churn), and that unpredicted challenges cannot be easily addressed in a traditional predictive or planned manner. As such, Scrum adopts an empirical approach—accepting that the problem cannot be fully understood or defined, focusing instead on maximizing the team”s ability to deliver quickly and respond to emerging requirements.
We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
- Individuals and interactions over processes and tools
- Working software over comprehensive documentation
- Customer collaboration over contract negotiation
- Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.
- Single person responsible for maximizing the return on investment (ROI) of the development effort
- Responsible for product vision
- Constantly re-prioritizes the Product Backlog, adjusting any longterm expectations such as release plans
- Final arbiter of requirements questions
- Accepts or rejects each product increment
- Decides whether to ship
- Decides whether to continue development
- Considers stakeholder interests
- May contribute as a team member
- Has a leadership role
- Cross-functional (e.g., includes members with testing skills, and often others not traditionally called developers: business analysts,domain experts, etc.)
- Self-organizing / self-managing, without externally assigned roles
- Negotiates commitments with the Product Owner, one Sprint at a time
- Has autonomy regarding how to reach commitments
- Intensely collaborative Most successful when located in one team room, particularly online casino for the first few Sprints
- Most successful with long-term, full-time membership. Scrum moves work to a flexible learning team and avoids moving people or splitting them between teams.
- 7 ± 2 members
- Has a leadership role
- Facilitates the Scrum process
- Helps resolve impediments
- Creates an environment conducive to team self-organization
- Captures empirical data to adjust forecasts
- Shields the team from external interference and distractions to keep it in group flow (a.k.a. the zone)
- Enforces timeboxes
- Keeps Scrum artifacts visible
- Promotes improved engineering practices
- Has no management authority over the team (anyone with authority over the team is by definition not its ScrumMaster)
- Has a leadership role
Is the sum of all the Product Backlog Items (PBI) completed during a Sprint and all previous Sprints.
Simply, a list of features, technologies, bugs, and customers ideas. written by the product owner with the customer & Dev. team
Product backlog Items (PBI) that the Dev. team only select for each sprint, putting a estimated time and priority of each PBI with the Product owner.
The Product owner meet with the Dev. team to see what PBI will be added in the sprint, and see Product owner recommendation to be in first.
The Dev. Team meet daily to see what is done, in progress, and or to do. with reviewing any requirement come”s
The really developing of the tasks the inside each PBI
Give a ready for deploying sprint of the software to be added to the increment , and to be review be the Product owner and Customer, sending back there feedback to be added in the Product backlog as is
the Dev Team meet to check what went will, what didn”t, and what to improve
The steps we take using Scrum
1| Initial Meeting
Product Owner & Customer explains what they want and the number of days needed for the product backlog is proposed
The backlog is done, listing the features, technologies, bugs, and functions together with rate and estimated time, Product Owner will edit the Product Backlog “what we need to do first?”.
The Dev. team take this backlog and convert it to sprint backlog by selecting PBI and adding to them tasks and estimated time
The Dev. team start working on the sprint by having daily scrum meeting, software development, and Grooming the Product backlog
Demonstrate all the features that is done in the sprint, and sending a ready – deploy sprint to the product owner to be reviewed
Work accepted by product owner, can be deployed to production, each sprint is a potentially shipable increment of the software
Bug & small changes , and feedback all added to the Product backlog as will with other new requests can on the way
Inspect things and adapting, upon finishing the sprint, the Scrum team discusses what went will , what didn”t, and what to improve. the output will be added to the product backlog.