Scrum is a framework for developing complex products and systems. It employs an iterative, incremental approach with three roles - Product Owner, Scrum Master, and Team - and four meetings - Planning, Daily Scrum, Review, and Retrospective. The Product Owner prioritizes items in the Product Backlog and accepts or rejects work results. The cross-functional Team selects and delivers the highest priority backlog items within a Sprint. The Scrum Master helps the Team achieve their goals and shields them from distractions.

1. Scrum
Gavrishev Alexander

2. What is Scrum?
“Scrum is a framework for developing
complex products and systems. It is grounded
in empirical process control theory. Scrum
employs an iterative, incremental approach to
optimize predictability and control risk.”
-Ken Schwaber

3. History
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“The New New Product Development Game,”
by Hirotaka Takeuchi, Ikujiro Nonaka, Harvard
Business Review, 1986
Influenced by best practices in Japanese
industry (Toyota and Honda)
“Scrum Development Process,” Ken Schwaber
and Jeff Sutherland, OOPSLA 1995

4. Scrum has been used by
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Microsoft
Yahoo
Google
Electronic Arts
IBM
Philips
Nokia
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Apple
BBC
Intuit
Nielsen Media
Qualcomm
Texas Instruments
...

5. Scrum has been used for
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Commercial software
In-house development
Financial applications
Embedded systems
24x7 systems with
99.999% uptime
requirements
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Video game
development
Life-critical systems
Websites
Mobile phones
...

6. What is Scrum?

7. What is Scrum?
Scrum is characterised by 3 roles:
Product Owner, Scrum Master and Team
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And, 4 meetings:
Planning Meeting, Daily Scrum, Review
Meeting and Retrospective
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8. Product owner
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Responsible for maximizing the value of the
product
Manages for the Product Backlog (items and
prioritization)
Responsible for the product’s profitability
Accepts or rejects work results
Collaborates with both the team and
stakeholders

9. Team
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Self-organized and cross-functional
Select and commit to delivery highest-priority
items from the Product Backlog
Members decide how the work is arranged and
how assignments are distributed.
Optimal size is small enough to remain nimble
and large enough to complete significant work
within a Sprint

10. Scrum Master
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Team's coach, helps Scrum practitioners
achieve their highest level of performance
Shield the team from external interferences
Works to ensure that the team has the best
possible circumstances for realizing the goals
fixed for the Sprint

11. What is Scrum?

12. Product Backlog
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To-do list of the changes of the product
Constantly reprioritized
Highest prioritized goals are transferred to a
Sprint Backlog
Managed solely by Product Owners

13. Sprint Backlog
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To-do list for a Sprint
Consists of the with highest priority
Created during Sprint planning meeting
Estimated work remaining is updated daily
Real-time picture of the work that the
Development Team plans to accomplish during
the Sprint

14. Sprint

15. Sprint
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Scrum projects make progress in a series of
“sprints”
Time-box of 2–4 weeks at most
Product is designed, coded, and tested during
the sprint
A new Sprint starts immediately after the
conclusion of the previous Sprint

16. Daily
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15-minute time-boxed meeting
Only team members can talk
Everyone answers 3 questions
o What did they do yesterday?
o What will they do today?
o Is anything on the way?
Helps avoid other unnecessary meetings

17. Review & Retrospective

18. Sprint Review
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Team presents what it accomplished during the
sprint
Team and stakeholders collaborate about what
was done in the Sprint
The form of a demo of new features or
underlying architecture
No slides

19. Retrospective
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Inspect how the last Sprint went with regards to
people, relationships, process, and tools
Identify and order the major items that went well
and potential improvements
Create a plan for implementing improvements
to the way the Scrum Team does its work

20. Product Backlog Example

21. Sprint Backlog Example

22. Burndown Chart

23. Retrospective Example
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What went well?
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What could be improved?
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Team collaboration
Splitting stories to the tasks
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Meetings approvals
Improve code documentation
Adaptation
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Follow meetings invitations
Meeting about PHPDoc

24. Issues
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Micromanagement of team members and the
process
No guidance
Ignore, customize the agile practices
Continually fail to deliver product
Large teams or not cross-functional teams
Work is declared "done" whether it is done or
not.

25. Questions?

26. References
“The Scrum Guide”, Ken Schwaber and Jeff
Sutherland
“How To Fail With Agile”, Mike Cohn and Clinton
Keith
“Getting Agile with Scrum”, Mike Cohn
“What is Scrum?”, Kane Mar