SCRUM敏捷项目管理开发模型(英文版)课件.ppt

《SCRUM敏捷项目管理开发模型(英文版)课件.ppt》由会员分享，可在线阅读，更多相关《SCRUM敏捷项目管理开发模型(英文版)课件.ppt（29页珍藏版）》请在淘文阁 - 分享文档赚钱的网站上搜索。

1、ScrumSanthosh SrinivasanSanthosh SrinivasanOutlinen nWhat is Scrumn nWhy Scrumn nScrum Practicesn nWhy Scrum worksn nPros and Consn nCase Studyn nSummaryWhat is Scrumn nScrum is an agile,lightweight process that can be used to manage and control software and product development using iterative,incre

2、mental practices 3Historyn nOrigin in Rugbyn nGetting an out of play ball into playGetting an out of play ball into playn nUsed to describe hyper-productive development in 1987 by Ikujiro Nonaka and Hirotaka TakeuchiWhy Scrumn nSoftware Development Lifecyclen nRequirements Gathering and AnalysisRequ

3、irements Gathering and Analysisn nDesignDesignn nImplementationImplementationn nTestingTestingn nDeliveryDeliveryn nOutput of one stage serves as input for the succeeding stageWhy Scrum 2n nAssumptionAssumptionn nEach stage produces a predictable and defined outputEach stage produces a predictable a

4、nd defined outputn nApplication of the process results in repeatable Application of the process results in repeatable outputsoutputsn nResultsResultsn nLoss of controlLoss of controln nSurprisesSurprisesn nIncomplete or wrong productsIncomplete or wrong productsWhy Scrum 3n nMajor approaches to cont

5、rolling processesn nDefined process controlDefined process controln nEmpirical process controlEmpirical process controln nDefined process controln nWell defined set of inputsWell defined set of inputsn nRepeatable outputs upon completionRepeatable outputs upon completionWhy Scrum 4n nEmpirical proce

6、ss controln nExpects the unexpectedExpects the unexpectedn nProvides and exercises control through Provides and exercises control through frequent inspection and adaptationfrequent inspection and adaptationn nImperfectly defined processes that generate Imperfectly defined processes that generate unp

7、redictable and unrepeatable resultsunpredictable and unrepeatable resultsScrum Practicesn nScrum Mastern nInterface between the management and the Interface between the management and the scrum teamscrum teamn nTypically an experienced engineerTypically an experienced engineern nResponsible for remo

8、ving impediments that Responsible for removing impediments that stall the progress of Scrum Team Membersstall the progress of Scrum Team Membersn nShould be able to make quick decisions based Should be able to make quick decisions based on incomplete dataon incomplete dataScrum Practices 2n nProduct

9、 BacklogProduct Backlogn nList of features under considerationList of features under considerationn nBusiness features and technology featuresBusiness features and technology featuresn nSorted by prioritySorted by priorityn nProduct OwnerProduct Ownern nSole owner of the product backlogSole owner of

10、 the product backlogn nChanges to the product backlog have to be approved Changes to the product backlog have to be approved by the product ownerby the product ownern nTechnical lead or Project ManagerTechnical lead or Project ManagerScrum Practices 3n nScrum Teamn nCross FunctionalCross Functionaln

11、 nDesigners,Testers,Technical Writers?Designers,Testers,Technical Writers?n nRecommended Team Size 5-10Recommended Team Size 5-10Scrum Practice 4n nSprintn nLasts for about 30 daysLasts for about 30 daysn nImplement the top priorities in the Project Implement the top priorities in the Project Backlo

12、g called as the Sprint BacklogBacklog called as the Sprint Backlogn nSprint estimates updated as tasks are Sprint estimates updated as tasks are completed or new tasks crop upcompleted or new tasks crop upn nPotentially shippable product incrementPotentially shippable product incrementScrum Practice

13、s 5n nDaily Scrum Meetingn nLasts about 15 minutesLasts about 15 minutesn nWhat was achieved since the last meeting?What was achieved since the last meeting?n nWhat are the impediments to your tasks?What are the impediments to your tasks?n nWhat will you achieve before the next What will you achieve

14、 before the next meeting?meeting?Scrum Practices 6n nSprint Reviewn nLasts for about 4 hoursLasts for about 4 hoursn nProvides feedback to the managementProvides feedback to the managementn nProvides feedback to the next SprintProvides feedback to the next SprintScrum Practices-Summary30 days24 hour

15、sProduct 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 Scrum W

16、orksn nMost of the defined model assumptions are removedn nConstant feedbackn nFocused on“What can be done”instead of“Why it cant be done”Prosn nGreat emphasis on team workn nTeam learns and contributes throughout the process n nTeam becomes autonomous and strives for excellencen nRotation of leader

17、ship depending on the phase gives a distributed nature of project executionPros 2n nThe management team has a pulse on the The management team has a pulse on the progress of the team,stepping in whenever progress of the team,stepping in whenever requiredrequiredn nOrganizations sometimes learn about

18、 obstacles Organizations sometimes learn about obstacles created by established practicescreated by established practicesn nCreates an open environment and encourages Creates an open environment and encourages feedbackfeedbackn nEvaluation of effort and subsequent rewards are Evaluation of effort an

19、d subsequent rewards are based on the team performancebased on the team performancePros 3n nReduced need for meetings,authorization and reportingn nIterative model leading to a delivery every 30 daysn nCan act as a wrapper for practices already in placeConsn nThe basic premise that the team is commi

20、tted to the project.If the team is not committed then process collapsesn nThe managements comfort level in delegation of tasksn nEmotional impact of failure on team members if the project failsCons 2n nThe size of the team is restricted due to the involvement of all team membersn nSuited for develop

21、ment of new products and not for enhancement of an existing productn nReliance on experienceCase Studyn nYearn n19961996n nCompanyn nIndividual IncIndividual Incn nTeamn nPersonal News Page(PNP)Personal News Page(PNP)n n8 engineers8 engineersCase Study 2n nProblemn nNo features delivered in 8 months

22、No features delivered in 8 monthsn nBad reputation within the companyBad reputation within the companyn nCausesn nFeatures under implementation shelved for Features under implementation shelved for“Hot Ideas”“Hot Ideas”Case Study 3n nApproach to the problemn nHead of product management made product

23、Head of product management made product ownerownern nProduct Backlog createdProduct Backlog createdn nProduct Owner controlled the Product BacklogProduct Owner controlled the Product Backlogn nSprint Backlog followedSprint Backlog followedn nFirst Sprint with Daily Scrum meetingsFirst Sprint with Da

24、ily Scrum meetingsCase Study 4n nDifficultiesn nPeople still approached engineers for adding People still approached engineers for adding new features including Product Ownernew features including Product Ownern nDaily Scrum meetings lasted lot longer than Daily Scrum meetings lasted lot longer than

25、 15 minutes initially15 minutes initiallyn nExisting policy created interferenceExisting policy created interferencen nNon-team members attend Daily Scrum Non-team members attend Daily Scrum meetingsmeetingsCase Study 5n nResultsn nA release within the monthA release within the monthn nFirst release

26、 in 9 monthsFirst release in 9 monthsn nDemo for managementDemo for managementn nMore attention to engineers problemsMore attention to engineers problemsn nTeam spirit and confidence upTeam spirit and confidence upn nCustomers happy to see functioning system Customers happy to see functioning system

27、 and the potentialand the potentialSummaryn nScrum is an agile processn nScrum questions the basic assumptions of defined process control modeln nScrum practicesn nCase Studyn nPros and ConsReferences1.1.Agile Software Development with Scrum Ken Ken SchwaberSchwaber,Mike,Mike BeedleBeedle Prentice Hall 2001Prentice Hall 20012.2.http:/