SCRUM敏捷项目管理开发模型(英文版)课件

1、ScrumSanthosh SrinivasanOutlineWhat is ScrumWhy ScrumScrum PracticesWhy Scrum worksPros and ConsCase StudySummaryWhat is ScrumScrum is an agile, lightweight process that can be used to manage and control software and product development using iterative, incremental practices 3HistoryOrigin in RugbyG

2、etting an out of play ball into playUsed to describe hyper-productive development in 1987 by Ikujiro Nonaka and Hirotaka TakeuchiWhy ScrumSoftware Development LifecycleRequirements Gathering and AnalysisDesignImplementationTestingDeliveryOutput of one stage serves as input for the succeeding stageWh

3、y Scrum 2AssumptionEach stage produces a predictable and defined outputApplication of the process results in repeatable outputsResultsLoss of controlSurprisesIncomplete or wrong productsWhy Scrum 3Major approaches to controlling processesDefined process controlEmpirical process controlDefined proces

4、s controlWell defined set of inputsRepeatable outputs upon completionWhy Scrum 4Empirical process controlExpects the unexpectedProvides and exercises control through frequent inspection and adaptationImperfectly defined processes that generate unpredictable and unrepeatable resultsScrum PracticesScr

5、um MasterInterface between the management and the scrum teamTypically an experienced engineerResponsible for removing impediments that stall the progress of Scrum Team MembersShould be able to make quick decisions based on incomplete dataScrum Practices 2Product BacklogList of features under conside

6、rationBusiness features and technology featuresSorted by priorityProduct OwnerSole owner of the product backlogChanges to the product backlog have to be approved by the product ownerTechnical lead or Project ManagerScrum Practices 3Scrum TeamCross FunctionalDesigners, Testers, Technical Writers?Reco

7、mmended Team Size 5 - 10Scrum Practice 4SprintLasts for about 30 daysImplement the top priorities in the Project Backlog called as the Sprint BacklogSprint estimates updated as tasks are completed or new tasks crop upPotentially shippable product incrementScrum Practices 5Daily Scrum MeetingLasts ab

8、out 15 minutesWhat was achieved since the last meeting?What are the impediments to your tasks?What will you achieve before the next meeting?Scrum Practices 6Sprint ReviewLasts for about 4 hoursProvides feedback to the managementProvides feedback to the next SprintScrum Practices - Summary30 days24 h

9、oursProduct BacklogAs prioritized by Product OwnerSprint BacklogBacklog tasksexpandedby teamPotentially ShippableProduct IncrementDaily ScrumMeetingSource: Adapted from a presentation on Scrum 2 that has Adapted from Agile Software Development with Scrum by Ken Schwaber and Mike Beedle.SprintWhy Scr

10、um WorksMost of the defined model assumptions are removedConstant feedbackFocused on “What can be done” instead of “Why it cant be done”ProsGreat emphasis on team workTeam learns and contributes throughout the process Team becomes autonomous and strives for excellenceRotation of leadership depending

11、 on the phase gives a distributed nature of project executionPros 2The management team has a pulse on the progress of the team, stepping in whenever requiredOrganizations sometimes learn about obstacles created by established practicesCreates an open environment and encourages feedbackEvaluation of

12、effort and subsequent rewards are based on the team performancePros 3Reduced need for meetings, authorization and reportingIterative model leading to a delivery every 30 daysCan act as a wrapper for practices already in placeConsThe basic premise that the team is committed to the project. If the tea

13、m is not committed then process collapsesThe managements comfort level in delegation of tasksEmotional impact of failure on team members if the project failsCons 2The size of the team is restricted due to the involvement of all team membersSuited for development of new products and not for enhanceme

14、nt of an existing productReliance on experienceCase StudyYear1996CompanyIndividual IncTeamPersonal News Page (PNP)8 engineersCase Study 2ProblemNo features delivered in 8 monthsBad reputation within the companyCausesFeatures under implementation shelved for “Hot Ideas”Case Study 3Approach to the pro

15、blemHead of product management made product ownerProduct Backlog createdProduct Owner controlled the Product BacklogSprint Backlog followedFirst Sprint with Daily Scrum meetingsCase Study 4DifficultiesPeople still approached engineers for adding new features including Product OwnerDaily Scrum meetin

16、gs lasted lot longer than 15 minutes initiallyExisting policy created interferenceNon-team members attend Daily Scrum meetingsCase Study 5ResultsA release within the monthFirst release in 9 monthsDemo for managementMore attention to engineers problemsTeam spirit and confidence upCustomers happy to see functioning system and the potentialSummaryScrum is an agi