Introduction to Scrum - 7 Minutes

敏捷的价值观

• 个体和交互胜过过程和工具
• 可以工作的软件胜过面面俱到的文档
• 客户合作胜过合同谈判
• 响应变化胜过遵循计划
• 虽然右项有价值，但我们更重视左项

敏捷的原则

1. 我们最优先要做的是通过尽早的、持续的交付有价值的软件来使客户满意。
2. 即使到了开发的后期，也欢迎改变需求。敏捷过程利用变化来为客户创造竞争优势。
3. 经常性地交付可以工作的软件，交付的间隔可以从几个星期到几个月，交付的时间间隔越短越好。
4. 在整个项目开发期间，业务人员和开发人员必须天天都在一起工作。
5. 围绕被激励起来的个体来构建项目。给他们提供所需的环境和支持，并且信任他们能够完成工作。
6. 在团队内部，最具有效果并且富有效率的传递信息的方法，就是面对面的交谈。
7. 工作的软件是首要的进度度量标准。
8. 敏捷过程提倡可持续的开发速度。责任人、开发者和用户应该能够保持一个长期的、恒定的开发速度。
9. 不断地关注优秀的技能和好的设计会增强敏捷能力。
10. 简单——使未完成的工作最大化的艺术——是根本的。
11. 最好的构架、需求和设计出自于自组织的团队。
12. 每隔一定时间，团队会在如何才能更有效地工作方面进行反省，然后相应地对自己的行为进行调整。

Scrum 333

3 Roles

• Product Owner
• Scrum Master
• Team

3 Artifacts or document

• Product Backlog
• Sprint Backlog
• Burndown Chart

3 Ceremonies

• Sprint Planning
• Dailly Scrum
• Sprint Review & Retrospective

其他资源

• https://www.youtube.com/watch?v=9TycLR0TqFA
• https://www.youtube.com/watch?v=XU0llRltyFM
• https://www.youtube.com/watch?v=Z9QbYZh1YXY

Introduction to Scrum - 7 Minutes

Image

Script

Introduction to scrum,a seven minute training video with details on what you need to start using
scrum.Today this video is intended for people who are just getting started with the scrum framework
and need a quick primer.

Hi,my name is Steve Stedman and I am the founder of utility software.In this
video we will cover the basics behind scrum and  we'll take a look at how scrum compares to waterfall 
development and will examine the three roles,three artifacts,three ceremonies that make up scrum.First,
let's take a look at how scrum compares to the older alternative of waterfall development.Waterfall typically
goes through a lengthy planning process which could take several months followed by building the product which
again could take many months and then testing the product,reviewing and eventually deploying the product.At 
this point you may end up bringing the wrong product to market if market demand or technology has changed,since 
the original plan was developed.There are several problems with this method.First of all, the planning must be
completed before any work begins and in most cases the planning is done without entirely understanding the 
project.Once development is being done.Often times things get sent back to the planning phase, and the project
either needs to start over or the developers are just criticized for not understanding the plan.This cycle can
happen many times.When development is done building the product, it gets thrown over the fence to test, 
where, when problems are encountered, it bounces back to development and sometimes back to planning.
The same issues occur in the next few steps with lots of back stepping and doing over this can lead to lag times and many
months to several years in order to get product out the door. 

With scrum, an implementation of agile, the process is broken up into smaller pieces. 
First we do just enough planning to get started with building the minimal feature set. 
We build what was planned. Next, we test and review that small feature set and get it
ready to ship. When that cycle is complete, we end up with a potentially shippable product. 
This process usually occurs in a time period of one to three weeks. This is then repeated 
time and time again reducing the time from planning to development to testing. Each time 
through the planning process, we're doing just enough planning to complete the next
incremental release, you end up with several incremental releases called sprints, 
a sprint usually takes from one to three weeks and you just keep repeating these Sprint's until your
product is feature complete. Sometimes you may end up shipping your product after the second sprint 
or the third or the fourth or even further, but you eventually end up with a shipping
product.

In scrum there are three key roles that are needed for the framework to work.
Well, first the product owner, this is the person responsible for defining the
features that are needed in the product. The product owner has the bright ideas
that turn into products. The scrum master is a servant leader to the team,
responsible for protecting the team and the process, running the meetings and
keeping things going. The team can be made up of developers, testers, writers
and anyone else that helps in building the product. Team members often play
multiple roles, some days developers may end up doing tests or testers may end up writing.
Either way the team works to get the product done.

There are three artifacts or documents that are used in scrum. First, the product
backlog, this is where product owners create a prioritized list of features
known as user stories that could go into the product, this list evolves and
changes priority with every sprint. User stories are a way of describing a
feature set that follows the: as a user I need something so that reason format.
This way of phrasing a user story allows the product owner to specify the right
amount of detail for the team to estimate the size of the task. The highest priority 
user stories go into the sprint backlog, these get estimated for size and are 
committed to for the next sprint. Burndown charts show the progress during a sprint 
on the completion of tasks in the sprint backlog, this chart should approach zero
points as the work is being completed. 

There are three ceremonies that make up scrum, think of these as meetings or discussions.
Sprint planning is where the product owner, scrum master and team meet to discuss 
the user stories and estimate their relative sizes. 
The daily scrum is a brief stand-up meeting where the team discusses what they have completed since
the previous meeting, what they're working on and anything that might be blocked or need help. 
The sprint review and retrospective occurs at the end of the sprint this is where the team
demonstrates the completed work to the product owner and then the team discusses what they can do to improve
the process going forward. 

Let's bring it all together and take a look at the scrum workflow start with the product backlog 
which is where the product owner builds a list of the bright ideas and features that could go into the product.
The product owner prioritizes the list and brings the top items to the team.
Sprint planning is where the team product owner and scrum master discussed the top priority user stories
determining what can go into the next sprint. The output from the sprint planning meeting is the sprint backlog
,this is a list of user stories that have been committed to for the next sprint.
The entire team and product owner have a solid understanding of what each of the user stories involves based on the
discussions from the sprint planning meetings. The Sprint is a one to three week time box where the work committed
to in the sprint backlog has worked on through to completion during the Sprint.
The daily scrum occurs as a stand-up meeting where the team discusses what they have completed and what they are 
working on as well as any blocked items.The out come of the sprint is a potentially shippable product.
Potentially shippable means that the product owner can decide if it is ready to ship or if there are any additional
features needed before it ships. At the end of the sprint, a sprint review and sprint retrospective meeting occurs. 
The sprint review is where the team showcases their work to the product owner and the retrospective is where the
team works on what they can do to improve their process.
Repeat this workflow for each sprint.