"Scrum Guide" mindmap by Özmen

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"Scrum Guide" mindmap by Özmen by Mind Map: "Scrum Guide" mindmap by Özmen

1. Scrum Team

1.1. attributes

1.1.1. self-organizing they choose how to accomplish their work

1.1.2. cross-functional everyone needed to accomplish goals are in team

1.2. why this Scrum Team format

1.2.1. flexible

1.2.2. creative

1.2.3. productive

1.3. Dev. Team

1.3.1. deliver potentially releasable "Done" increment only Dev. team can deliver

1.3.2. self-organized structured & empowered by org. efficiency effectiveness only they(not even SM) decide how to turn Product Backlog into increments

1.3.3. cross-functional have all skills to create a product increment

1.3.4. 1 title developer

1.3.5. 1 team no tester team developer team analysis team

1.3.6. individuals may have speciliazed skills but whole team has the accountability

1.3.7. size small enough to be flexible smaller large enough to achieve increment larger

1.4. Product Owner

1.4.1. maximize Value of product and the work of dev team how depends on org.

1.4.2. needs respect for her decisions from entire org.

1.4.3. managing backlog order items to best achieve goals and missions optimize the value of the work Dev Team performs clearly express dev team understands items to the level needed. transparent, visible and clear roadmap everyone gets what scrum team will work on next sole person responsible for but Dev Team can do PO's duties too.

1.4.4. do not allow another set of requirements anyone tell what to do other than PO

1.5. Scrum Master

1.5.1. responsible for Scrum is understood is applied ensures Scrum Team adheres theory practice rules

1.5.2. servant-leader

1.5.3. tell outsiders you are helping Scrum team you are hurting Scrum team

1.5.4. services to PO Backlog management tells Scrum Team understand agility facilitating Scrum events Dev Team coach help remove impediments facilitating Scrum events Org lead & coach help plan cause work

2. Events

2.1. The Sprint

2.1.1. cannot be shortened or lengthened

2.1.2. consistent durations are best

2.1.3. starts after previous sprint conclusion

2.1.4. rules no change to endanger scope may be clarified between Dev Team and PO. as more is learned

2.1.5. each sprint is a project accomplish something WHAT a design HOW a flexible plan WHEN

2.1.6. duration limited 1 month when it's too long definition of what is being built may change complexity may rise risk may increase

2.1.7. risk limits risk to one month of cost

2.1.8. predictabilty inspect and adapt every 1 month

2.1.9. cancelling only PO can do it PO may influence from others how? Sprint Goal is obsolete! but since sprint is not too long, cancelling may not be best decision traumatic experience for Scrum Team items DONE items unDONE items

2.2. Sprint Planning

2.2.1. who? Scrum Team

2.2.2. duration 8 hours / 1 month

2.2.3. responsibilities SM event takes place everyone understand its purpose teaches Scrum Team to keep it in time-box

2.2.4. Questions What? What can be delivered in the increment resulting from the incoming Sprint? Sprint Goal How? How will the work needed to deliver the Increment be achieved?

2.2.5. Sprint Goal If work turns out to be different(less/much) than Dev. Team expected, they collaborate with PO to negotiate the scope of Backlog.

2.2.6. end of Sprint Planning Dev Team should be able to explain

2.3. Daily Scrum

2.3.1. goal optimizes probability that the Development Team This is a key inspect and adapt meeting.

2.3.2. benefits Dev Team understand improve communications eliminate other meetings identify impediments to development for removal highlight and promote quick decision-making improve the Development Team’s level of knowledge

2.3.3. how? Inspect last 24 hours Forecast next 24 hours 15 minutes 3 Qs What did I do yesterday What will I do today Do I see any impediments Same place & time reduce complexity Inspect progress

2.3.4. Scrum Master ensure Dev Team has the meeting teaches Dev Team to keep in 15 minutes. enforces the rule only Dev Team members participate

2.3.5. Dev Team responsible for conducting the Daily Scrum

2.3.6. after daily The Development Team or team members often meet immediately after the Daily Scrum

2.4. Sprint Review

2.4.1. attendees Scrum Team Key stakeholders invited by PO

2.4.2. SM event takes place everyone gets the purpose teaches time-box

2.4.3. PO explains done not done discusses Product Backlog as it is projects like completion dates(if needed)

2.4.4. Dev. Team discuss what went well what problems demonstrates "done" work answers questions

2.4.5. goal Inspect increment Adapt Product backlog

2.4.6. Review timeline budget marketplace

2.4.7. 4 hour / 1 month

2.4.8. result revise Product Backlog defines the probable Product Backlog items for the next Sprint.

2.4.9. What's next? everybody talks about what's next valuable input for next spring planning What's the next valuable next item? market changes

2.4.10. informal meeting

2.4.11. status meeting

2.4.12. presentation of the Increment is intended to elicit feedback foster collaboration

2.5. Sprint Retrospective

2.5.1. inspect the last sprint people relationships process tools

2.5.2. Identify & order what went well potential improvements

2.5.3. adapt next sprint definition of "done" to improve product quality

2.5.4. SM event takes place everyone gets the purpose teaches time-box accountable for Scrum process encourages Scrum Team

2.5.5. after review before next sprint's "sprint planning"

2.5.6. 3 hours / 1 month

2.6. time-boxed

2.7. inspect and adapt

3. Artifacts

3.1. Product Backlog

3.1.1. single source requirements for any changes

3.1.2. ordered list everything needed in product

3.1.3. PO is responsible content availability ordering

3.1.4. lists features functions requirements enhancements fixes

3.1.5. item description order estimate value higher ordered items clearer more detailed READY can be "DONE" by Dev. Team

3.1.6. Backlog refinement When? Scrum Team what? add details estimates order < %10 of Dev. Team Sprint

3.1.7. estimations Dev. Team is responsbile PO helps to understands and selects trade-offs

3.1.8. Monitoring Total work remaining release burndown sprint burndown Do not forget empricism What will is unknown. What has happened may be used for forward-looking

3.2. Sprint Backlog

3.3. Increment

3.4. transperency

4. Definition

4.1. Purpose

4.1.1. complex products develop deliver sustain

4.2. A framework

4.2.1. within which people can address complex adaptive problems while productively and creatively delivering products

4.2.2. within which you can employ various processes techniques

4.3. lightweight

4.4. simple to understand

4.4.1. difficult to master

4.5. Scrum makes clear

4.5.1. the relative efficacy of your product management and development practices

4.5.2. so that you can continuously improve the product the team the working environment

4.6. consists

4.6.1. Scrum Team

4.6.2. roles

4.6.3. events

4.6.4. artifacts

4.6.5. rules

4.7. specific tactics

4.7.1. vary

4.7.2. described somewhere else

4.8. is not

4.8.1. a technique

4.8.2. a process

4.8.3. a definitive method

5. Uses of Scrum

5.1. Scrum proved especially effective in iterative and incremental knowledge transfer.

5.2. The essence of Scrum is a small team of people.

5.2.1. The individual team is highly flexible and adaptive.

5.2.2. These strengths continue operating in single, several, many, and networks of teams that develop, release, operate and sustain the work and work products of thousands of people.

5.2.3. They collaborate and interoperate through sophisticated development architectures and target release environments.

6. history (NEW!)

6.1. 1600s

6.1.1. philosophy Empricisim

6.2. 1620

6.2.1. scientific method Francis Bacon

6.3. 1930

6.3.1. Plan-Do-Study-Act Walter Shewhart of Bell Labs taught

6.4. Plan-Do-Check-Act

6.4.1. W. Edwards Deming Toyota trained hundreds of the company’s managers

6.5. 1984

6.5.1. Toyota Production System

6.5.2. Taiichi Ohno

6.5.3. Eiji Toyoda

6.6. 1980-1990

6.6.1. Lean researchers from MIT had begun to study Japanese manufacturing systems

6.7. 1986

6.7.1. The New New Product Development Game Studying manufacturers that were releasing successful innovations far faster than competitors, the authors identified a team-oriented approach that changed the design and development process for products such as copiers at Fuji-Xerox, automobile engines at Honda, and cameras at Canon. Rather than following conventional “relay race” methods of product development — in which one group of functional specialists hands off its completed phase to the next functional stage — these companies were using what Takeuchi and Nonaka called a “rugby” approach, “where a team tries to go the whole distance as a unit, passing the ball back and forth.”

6.8. 1993

6.8.1. Jeff Sutherland

6.8.2. Easel Corporation software company,

6.9. 1995

6.9.1. needed to develop a new product to replace its legacy offerings in less than six months.

6.9.2. Scrum Events inspired from First experimented

6.10. 2001

6.10.1. Agile Manifesto

6.11. source

6.11.1. The Secret History of Agile Innovation

7. Theory

7.1. Empiricism

7.1.1. asserts that knowledge comes from experience making decisions based on

7.1.2. pillars transparency Significant aspects of the process inspection to detect undesirable variances work >(is more important than) inspection adaptation process inspection and adaptation events

7.2. Scrum employs

7.2.1. iterative

7.2.2. incremental approach to optimize control maximizing opportunities

8. Values (NEW!)

8.1. Commitment

8.1.1. People personally commit to achieving the goals of the Scrum Team

8.2. Cuorage

8.2.1. The Scrum Team members have courage to do the right thing and work on tough problems.

8.3. Focus

8.3.1. Everyone focuses on the work of the Sprint and the goals of the Scrum Team.

8.4. Openness

8.4.1. The Scrum Team and its stakeholders agree to be open about all the work and the challenges with performing the work.

8.5. Respect

8.5.1. Scrum Team members respect each other to be capable, independent people.

8.6. Successful use of Scrum depends on people becoming more proficient in living these five values.

9. resources

9.1. Go to Scrum Guide

9.2. Go to Agile Manifesto

9.3. Suggested Reading for Professional Scrum Master

9.3.1. The Scrum Framework The Scrum Guide Agile Software Development with Scrum Scrum: A pocket guide

9.3.2. Scrum Theory and Principles The New New Product Development Game A Leader's Framework for Decision-Making The Leaders's Guide to Radical Management

9.3.3. Cross-functional, Self-organizing Teams The 5 Dysfunctions of a Team Drive Peopleware

9.3.4. Coaching and Facilitation Coaching Agile Teams Agile Retrospectives Scrum Mastery

9.3.5. Scrum at Large The Enterprise and Scrum Software in 30 days Our Iceberg is Melting