Basics of Scrum and how to use it with illustrations!
If you’re already practicing Scrum, you’ve probably heard it several times, but you’ve probably heard that “Scrum is easy to understand and difficult to practice.”
We asked Joe Justice, a certified Scrum trainer, about such Scrum. He says it’s very easy if you can understand Scrum correctly.
He teaches Scrum at many of the leading global companies and is active in more than 20 countries around the world. In Japan, we have a wealth of experience in teaching Scrum at companies such as Toyota Motor Corporation, KDDI, NEC, Hitachi, and Canon.
“3-5-3” and scrum accessories
Scrum is easy, fast and fun with just 11 basic elements. There are 3 roles , 5 events , and 3 creations called “3-5-3” . This simplicity may be the reason why Scrum is the most used agile framework in the world.
Job listings often require a “Certified Scrum Master (CSM)” more than any other agile qualification. Eleven elements of Scrum may not be needed if other business features can provide the same value as Scrum. This article describes 11 elements of Scrum and when you can skip each part without compromising business performance.
In addition, the agile business professional community has developed and refined hundreds of Scrum accessories (other than the 11 basic elements of Scrum) to improve the business capabilities of Scrum teams. This article describes the features of the most commonly used accessories. You can also systematically improve your agile teamwork business outcomes and choose whether to start practicing a particular accessory by reviewing Scrum’s 3-5-3.
The product owner role prioritizes the work of the Scrum team. Coordinate and align the organization to build the right thing and what the right thing is among many stakeholders.
If you can continuously do the following and make it the most valuable option, then you have achieved it in another way and you do not need the role of product owner.
The product owner’s input is an estimate of the business value of the options to be implemented and the effort to do so. It is also important for the team to learn.
The list of options to consider is the “not ready” list, which is Scrum’s first recommended accessory. The unprepared list is in the team’s Scrumboard column. The projects, products, and services to be performed are listed for consideration by the product owner. This has not yet been prioritized by technical dependencies, value, effort, etc.
If the product owner succeeds, the output is the product backlog, which is a single, prioritized list. It requires at least the first sprint of work to meet the team’s definition of ready. The definition of ready is usually written on the Scrum board and is agreed upon by the team. The team promises that product backlog items that meet the definition of ready are likely to be completed in a single sprint.
Here’s a summary of what product owners input and output for their success.
Input: Backlog “Not Ready” Column
Output: “Product Backlog” that meets the “Definition of Ready ” column
If the organization consistently and visibly improves speed, quality, and psychological safety, and the value of the five Scrum events listed below is achieved, the role of the Scrum Master is already different. It is achieved by the method of, so it may be omitted.
The Scrum Master observes the work of the Scrum team. This is the input of the Scrum Master and may also participate in the work of the Sprint Backlog. Their main output is to improve the team’s speed, well-being, and ability to systematically improve, or to be able to work in a particular business or positively. These “improvements” can be implemented immediately without disrupting the team, or put on the team’s unprepared list and immediately prioritize the Product Backlog or Spring Backlog.
The second output of the Scrum Master is the large visible “Scrum Board”. Create a stable interface between Scrum teams and enable many teams to work together quickly and effectively in Group Scrum.
The third output of the Scrum Master is to promote the five events of Scrum, or to ensure that the output of the five events of Scrum is filled in another way.
For clarity, let’s summarize the inputs and outputs of the Scrum Master role.
Input: Observe or participate in the work of the Scrum team.
Output: Improvements to systematically improve team speed, well-being, and abilities.
Output: Allows the “Scrum Board” team to work together quickly and effectively.
Output: Promote 5 events in Scrum, or verify that the value of the 5 events is achieved in another way.
Development team / DEVELOPMENT TEAM
A development team is a person, a robot, or an automated process. It is the development team that completes the work. The performance of the development team is determined by the speed at which inputs, called “ready backlogs,” produce outputs. The output is called a “product increment” (a product that is ready for delivery to the customer), and a sprint review confirms that this meets the definition of completion and acceptance criteria.
The development team receives as input a product backlog that meets the definition of ready. The Product Backlog item at the top of the Product Backlog must meet the Ready definition.
The development team then creates a “sprint backlog”. The sprint backlog is a development team plan. The development team modifies the sprint backlog many times during the sprint.
Achieving the top item in the product backlog means meeting acceptance criteria and meeting the definition of team completion.
Input: “Product Backlog” that meets the “Definition of Ready”
Output: “Spring Backlog” that shows a modifiable plan to meet the “Definition of Completion” of the “Product Backlog Item”
Output: ” “Definition of Completion” and “Product Backlog Items” that meet acceptance criteria
Sprints can be omitted if the product is consistently achieved on time, on budget, and has a quick feedback loop on the problem at work.
A sprint is the shortest cycle of time for a team to provide feedback on a product or service and how effectively it is completed. This is not well understood. You cannot end a sprint if your product has not completed all design, evaluation, quality, financing, testing, certification, and other phases, or reviews.
If you don’t understand this correctly, consider a seminar with a Certified Scrum Master and then a Certified Scrum Product Owner.
Input: “Product Backlog” that meets “Definition of Ready”
Output: “Product Backlog Item” that meets “Definition of Completion” and acceptance criteria
If the team is consistently successful in providing customers with missions and goals completed within the sprint, the team can skip the sprint plan.
The sprint plan tells the product owner how likely the sprint is to meet quality standards. It’s also the shortest meeting to make an initial plan on how to get the job done.
Input: “Product Backlog” that meets the “Definition of Ready”
Output: “Spring Backlog” agreed by the development team and the product owner. This is completed within the agreed “sprint”, satisfying the “definition of completion” and acceptance criteria.
Daily Scrum / DAILY SCRUM
Daily Scrum can be omitted if the people doing the work already know what to do next, what is blocking them, and have the fastest way to help and improve each other.
Daily Scrum is the shortest meeting to re-plan your day’s work for optimal output.
Input: Status of “Scrum Board” updates, such as what has been completed and what is in progress.
Output: A plan for the day to make the most progress responsibly in a healthy and sustainable way.
Sprint reviews can be skipped if they are psychologically safe, receive real user feedback within days of the development team completing the work, and are being used to reprioritize or improve the work. I will.
A sprint review is a practical and shortest event that statistically describes the amount of product backlog that can meet the definition of completion within the next sprint and makes an initial plan to achieve it.
Input: One or more “Product Backlog Items” that meet the “Definition of Ready Definition” acceptance criteria
Output: Observation of the user or expected user who will use the generated “Product Backlog Item”. This step is often misunderstood. “Product Backlog Items” are used by customers in “Sprint Reviews”. If the sprint didn’t produce something that was satisfying to the customer, the sprint was too short for the team’s current level of automation and engineering techniques.
Sprint retrospectives can be omitted if the people at work are consistently speeding up without compromising quality and maintaining psychological safety and well-being.
Sprint Retrospective is a practical and shortest meeting to increase psychological safety and increase team speed and well-being without compromising quality.
Input: Observing sprint reviews and daily sprint work.
Output: Continuous improvement to increase speed or well-being. Within the next sprint, we promise to complete within the capabilities of the Scrum team.
The product backlog can be omitted if work is prioritized, it is commonly understood between the person doing the work and the person requesting the work, and multitasking is minimal or nonexistent.
The product backlog is a list of individual sprint-sized projects, products, and services.
Input: The “not ready” column or list in the backlog.
Output: The top items in the product backlog are incorporated into the sprint backlog by the development team during the “sprint plan”.
If your team stays focused and your project isn’t multitasking, you may not need a sprint backlog because the purpose of the sprint backlog has been achieved in another way.
The Sprint Backlog allows the development team to work on top product backlog items within the sprint to meet the definition and acceptance criteria for completion. The plan is to demonstrate its success in a sprint review.
(Can be shipped) Increment / POTENTIALLY SHIPPABLE PRODUCT INCREMENT
This output is achieved if the team delivers the completed high quality products to the customer at the end of each sprint and the customer can use them.
Keep in mind that agile teams who are unable to show the delivery process for an in-progress product may be stagnant, confused, or at risk of delivery.
Also, increments are most often built on past increments and need to be tested and evaluated to work when integrated with past increments and other real products. This test is part of the sprint and is usually done as part of the sprint review.
Not ready / NOT READY
In the column or list just to the left of the product backlog, you can consider options for future work.
PRODUCT BACKLOG REFINEMENT / PRODUCT BACKLOG REFINEMENT
In a meeting that everyone attends, scrutinize the items in the “Not Ready” column and prioritize the product backlog. The product backlog meets the definition of ready.
DEFINITION OF READY
It’s just to the left of the column, which is usually not ready. A particular product backlog item is less risky as it is more than 80% likely to complete its work within the sprint, indicating minimal clarity and business integrity.
A place to place work waiting for external dependencies, such as another team or vendor, or a robotic process that is out of the control of the team.
Definition of completion / DEFINITION OF DONE
The team’s commitment is that every work completed must meet its defined quality standards.
A column for each sprint. Scrolls back four or more sprints to show what meets the definition of completion and has been accepted by the team’s customers in each previous sprint.
Team agreement / TEAM WORKING AGREEMENT
It is usually above the sprint backlog. Shows what the team members have agreed to. The list is usually less than 10 items for you to remember and use.
SPRINT BURN DOWN CHART
A time chart showing what items meet the definition of completion and when they were completed. The Sprint Burndown Chart can quickly answer the question of when a particular scope will complete.
If you want to expand the scope, such as attracting new projects or clients, we recommend using the burn-up chart.
RELEASE BURN DOWN CHART
A time chart showing when and what met the definition of completion while working on larger products in the current and past sprints. For example, modern cars have thousands of parts. If the development team is improving an average of 20 parts per sprint with the definition of completion: backwards compatibility, higher yields, faster production times, lower costs, the release burndown chart is in production for that car Displays a trend line that shows when all parts meet the new definition of completion.
Persona / PERSONAS
Usually just to the right of the completion board and likely to influence the release or use of the product, users, buyers, maintainers, purchasing influencers, people who fund the project, or potential Shows stakeholders, compliance officers, etc. within an company.
For each persona, make a short list of short names, pictures to imagine, what you want from the product or service you’re building, and related dislikes and causes of dissatisfaction. Create a backlog to please each persona to assess value and mitigate risk. Maximize profits for any persona.
See Relative Size Estimates / RELATIVE SIZE ESTIMATION REFERENCES
By looking at recently completed projects, teams can quickly and accurately predict the effort and complexity of the next project. Then, by predicting the completion time according to the definition of completion and acceptance criteria, you can know when it will be completed and whether the team is speeding up or slowing down. Speed is often used to assess whether additional automation or robot support is increasing the speed of a team.
See Relative Value Estimates / RELATIVE VALUE ESTIMATION REFERENCES
Reference projects are based on how much revenue you ultimately make, how much impact you ultimately have on your company’s mission, how much you mitigate risk, and whether you have learned new abilities. .. This will create a value score. Training on how to ensure a value score is provided at the Certified Scrum Product Owner Seminar. Value scores that can be referenced from past projects allow product owners to quickly assess their rough value to the company. Considering the size of the effort and the technical dependencies, we will work on the most valuable and least labor-intensive work first.
GROUP SCRUM BOARD
A large board with rows for each team working and columns for each team to see each completed sprint. It shows the KPIs needed to run the entire business. In reality, these KPIs are usually the amount or resources each team spends on that sprint, and the amount or resources that the output of that sprint brings to the company. The number of points of work the team has completed in the sprint, quality issues and quality scores in the output of the sprint, and specifically what was completed in the sprint.
Thank you for reading about the basics of Scrum, how to use it, and recommended Scrum accessories.
Comments, corrections and feedback are welcome.
Now, as part of a healthy and positive team, quickly create valuable products.