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Agile Development (Scrum Guide)

2025-02-10 15:36:00   0  Report

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This mind map is a reading note of 'Agile Development (Scrum Guide).' The Scrum Guide outlines Scrum as a framework that enables teams to address complex problems while delivering high-value products creatively and efficiently. It highlights Scrum's lightweight, easy-to-understand, yet challenging-to-master nature. The guide details the composition of Scrum, including roles, events, artifacts, and rules, each serving a critical purpose. It emphasizes the empirical process control theory, advocating transparency, inspection, and adaptation. Scrum's application spans product development, enhancement, and support, with core values like commitment, courage, and respect guiding teams toward success.

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Outline/Content

Scrum Definition

Scrum is a framework within which people can solve complex adaptive problems, while also efficiently and creatively delivering the highest possible value products.

Features

Lightweight

Easy to understand

Difficult to master

Composition

The Scrum framework consists of the Scrum team and related roles, events, artifacts, and rules. Each part of the framework has its specific purpose, which is crucial for the success and utilization of Scrum.

Rules

The rules of Scrum organize roles, events, and artifacts together, managing their relationships and interactions.

Scrum Application

1. Research and identify viable market, technological, and product capabilities;

2. Develop products and enhance features;

3. Products and enhancements, released multiple times a day with high frequency;

4. Develop and support cloud (online, secure, on-demand) and other runtime environments to provide for product usage;

5. Support and update the product.

Scrum Theory

Experience-based Empirical Process Control Theory

The three pillars

Transparent

The key stages in the process must be evident to those responsible for the output. To achieve transparency, uniform standards must be established for these key stages, so that everyone paying attention to these stages will have a consistent understanding of what they observe.

Inspect

Scrum users must frequently inspect Scrum artifacts and progress towards completing Sprint goals to identify unnecessary differences. Inspections should not be too frequent to impede the work itself. When inspections are conducted diligently by skilled inspectors during work, they yield the best results.

Adapt

If the inspector finds that one or more aspects of the process have deviated beyond an acceptable range and will result in an unacceptable product, adjustments to the process or its content must be made. These adjustments must be executed as soon as possible to minimize further deviations.

Four events

Sprint Planning Meeting

Daily Scrum Stand-up

Sprint Review Meeting

Scrum Values

Commitment

Courage

Focus

Open

Respect

Scrum team

PO (product owner)

Responsibilities

Maximize the product value developed by the development team

The sole person responsible for managing the product backlog

Clearly articulate the product backlog items;

Sort the product backlog items to best achieve the goals and mission;

Optimize the value of the work executed by the development team;

Ensure that the product backlog is visible, transparent, and clear to everyone, while also displaying the next work the Scrum team will undertake;

Ensure that the development team has a thorough understanding of the product backlog items.

PDT (Product Development Team)

Composition

The development team includes professionals from various fields, responsible for delivering potentially releasable and "done" product increments at the end of each Sprint. A "done" increment is required at the Sprint Review meeting. Only members of the development team can create increments.

Characteristics

is self-organized

It is a cross-functional team.

Do not recognize any titles of the development team members.

Do not recognize the so-called "sub-teams" within the development team.

Each member of the development team may have their own expertise and focus areas, but the responsibility belongs to the entire development team.

Scale

(3, 9]

SM (Scrum Master)

Servant Leadership

Maximize the value created by the Scrum team

Serving the Product Owner

Ensure that everyone in the Scrum team understands the goals, scope, and product domain as much as possible.

Find tips for effectively managing your product backlog.

Help the Scrum team understand why clear and concise product backlog items are necessary.

Understanding product planning within an empiricist context

Ensure that the product owner knows how to arrange the product backlog to maximize value.

Understand and practice agility.

Guide Scrum events when requested or needed.

Serving the development team

As a coach, provide guidance to the development team in self-organization and cross-functional aspects.

Help the development team create high-value products

Remove obstacles in the development team's work progress.

Guide Scrum events as requested or needed.

In an organizational environment where Scrum has not been fully adopted and understood, guiding the development team as a coach.

Serving the organization

Lead and coach the organization in adopting Scrum

Planning the Implementation of Scrum within the Organization

Help employees and stakeholders understand and implement Scrum and experience-oriented product development.

Initiate changes that can enhance the productivity of a Scrum team

Collaborate with other Scrum Masters to enhance the effectiveness of Scrum applications within the organization.

Scrum Events

Function

Use fixed events to create regularity, thereby reducing the necessity for meetings other than Scrum.

Each event in Scrum is a formal opportunity for inspection and adaptation.

Sprint

Sprint is the core of Scrum, [2 to 4 weeks], maintaining consistent length.

Composition

Sprint Planning Meeting

Daily Scrum Stand-up

Development work

Sprint Review Meeting

Requirement

Changes that are detrimental to the Sprint goal cannot be made.

a goal that cannot be compromised on quality

As the understanding of information increases, the product owner can clarify and renegotiate with the development team on what needs to be done within the scope.

Each Sprint can be considered as a project.

The length of a Sprint is limited to one month.

Cancel Sprint

Cancel before the Sprint time box ends

Only the product owner has the authority to cancel a Sprint.

If a Sprint loses its value and significance to its environment, then it should be canceled.

Because Sprint timeframes are usually short, it is generally not reasonable to cancel Sprint.

Re-evaluation of the review

Cause a severe blow

Sprint Planning Meeting

is completed through the collaborative effort of the entire Scrum team.

It is time-boxed.

Function (Answer the following questions)

What should be included in the upcoming Sprint delivery increment?

The Product Owner explains the Sprint goal and the product backlog items required to achieve that goal. The entire Scrum team collaborates to understand the work of the Sprint.

Input for the Sprint meeting

It is a product backlog.

Latest product increment

The prediction of the development team's capabilities in this Sprint

The past performance of the development team

Draft Sprint Goals

How can the work required to deliver the increment be completed?

Sprint To-Do List

Selected product to-do list items

How to deliver their plan

Estimated Workload

Planning work

Self-organized collection

The Product Owner is able to help clarify the selected product backlog items and make trade-offs.

Explain how to complete

Sprint Goal

To achieve the goals set out in the product backlog within the current Sprint.

Provide guidance for the development team

Allow some flexibility for the features implemented by the development team in the Sprint.

The selected product to-do list items will provide a coherent and consistent functionality.

If the required work differs from what was expected, the development team needs to communicate and negotiate with the product owner about the scope of the Sprint backlog.

Daily Scrum Stand-up

During the period, 15 minutes each day.

Review yesterday's achievements

Report on today's plan

Raise the issue encountered

Function

Not resolved at the meeting

Sprint Review Meeting

Hold at the end of the Sprint

Purpose: To inspect the delivered product increments and adjust the product backlog as needed.

Demonstrate increment

Duration: ≤4h

Include content

The attendees include the Scrum team and the key stakeholders invited by the product owner.

The Product Owner explains which items on the product backlog are "done" and which are not "done".

The development team discusses what work was done well during the Sprint, what problems were encountered, and how these problems were resolved.

The development team demonstrates the "completed" work and answers questions about the delivered increments.

The product owner discusses the current state of the product backlog.

All attendees discussed the next steps of the work.

The most valuable change to be made next, brought about by reviewing the market or potential product usage methods.

Review the schedule, budget, potential, and market for the next anticipated product feature or capability version release.

Output

Revised Product To-Do List

Clarify the product backlog items likely to enter the next Sprint

To make global adjustments in anticipation of new opportunities

Sprint Review Meeting

It is an opportunity for the Scrum team to inspect itself and create the next Sprint improvement plan.

Happens after the Sprint review meeting ends and before the next Sprint planning meeting.

Duration: ≤3h

Purpose

Inspect how the previous Sprint fared in terms of people, relationships, processes, and tools.

Identify and prioritize the key aspects that are performing well and those that potentially need improvement.

Develop a plan to improve the Scrum team's working methods

Scrum artifacts

Presenting work tasks and values in different ways can be used to provide transparency and opportunities for review and adaptation.

Product Backlog

It is an ordered list that covers every known requirement for the product.

Forever is incomplete.

List all features, functionalities, requirements, enhancements, and fixes for updates to be released in the future: description, sequence, estimation, and value.

will grow into a larger and more detailed list

It may be necessary to use attributes that can group items on the product backlog.

Product backlog refinement refers to the process of adding details, estimating, and prioritizing items on the product backlog.

Items on the product backlog with a higher priority are typically clearer and contain more details than those with a lower priority.

The development team is responsible for all estimation work.

Function: Monitor the progress of goal realization

Sprint To-Do List

It is a set of product backlog items selected for the current Sprint, along with the plan to deliver the product increment and achieve the Sprint goal.

At least include one high-priority process improvement identified in the previous review meeting.

A plan with sufficient detail

During the Sprint, only the development team can change the Sprint Backlog.

Function: Monitor Sprint Progress

Incremental

It is the sum of all product backlog items completed in a Sprint, as well as the total value of increments produced in all previous Sprints.

At the end of the Sprint, the new increment must be "done", which means it must be usable and meet the definition of "done" as set by the Scrum team.

The increment is an inspectable and potentially releasable product component that supports empiricism at the end of the Sprint.

An increment is a step towards a vision or goal. Regardless of whether the product owner decides to release it, the increment must be available.