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Hello guys, welcome to the Scrum Master

full

cost video, just learn in this video, we will cover some of the most important concepts related to

scrum

, we will talk about what exactly is

scrum

, the components of the scrum process, the role of a scrum. Master the scrum. methodology how scrum meetings work how scrum and can ban differ from each other and finally we will cover some important interview questions that will help you conduct your interview our instructors jeff and chandra will help you understand the topics easily before you begin. Don't forget to subscribe and click the bell icon so you don't miss any updates from us.

Now let's jump to the right. Hello, welcome to Simply Learn's scrum tutorial. I am CMR Chandra. Mr. professional consultant and trainer

certified

as Scrum Master BMP Prince to practice it. managing professional devops and kobit 5 as part of this tutorial, we are going to understand the basic requirements of understanding scrum, agile methodology, so let's see a problematic scenario that was in the absence of adopting agile in a given environment, so In a given scenario, there is a problem expressed, then we have a problem, our consumer does not like our product, we will have to make changes immediately, so now as usual, any manager would respond, the manager says that make the changes, because it's always the changes or something like that. what we offer is in the interest of the consumer, therefore, keeping in mind the interest of the consumer, the value that needs to be created for the clients, any changes that need to be made in any of our projects involving the consumers and the client, is We may demand to make the change, but what is it?

The problem here is making the change, so we can't. We have already started working on the last batch. The waterfall model we follow does not allow for changes to be made mid-process. Does that mean the waterfall model never allows changes to be made? It turns out that that is not true. The 100% waterfall model allows us to make changes but it does not allow us to make them quickly, so every time there is a change it requires a lot of effort, it requires changes to the documentation, it requests the changes in several different ones. implementations that have already been done, that have already been executed and then they involve a lot of efforts, which takes a lot of time and also involves more costs now, how do we make the change that is required for the client and at the same time we do not have any additional effort that is required for these efforts, whatever is being done, to be acceptable to both parties, both the stakeholders i.e. the project organization and the client, so how can we make this happen quickly?

That's very important to us, so we should have used agile methodologies, so agile helps us do this, so one of the agile methodologies that we will look at as part of this tutorial is Scrum, so let's see how scrum will help the scenario of The changes that are emerging most frequently just before that allow us to understand what is the meaning of agile, what is the meaning of agile, what does it mean and why should we adopt agile, so agile means moving more fast, be flexible, respond to changes which is now agile. a set of methods and practices that focuses on iterative development why iterative in each iteration agile methodologies help us create a functional piece of the software product that will help us make quick fixes to those pieces of software.

This is not a complete product, it is part. of that larger product, so the requirements and solutions are obtained thanks to self-organized cross-functional teams that collaborate, so when we say cross-functional team self-organized team, these are the teams that are 7 plus or minus 2 of the team size, What I'm talking about is who basically have several different skills, each of the team members will have several different skills and they will complement them. I think today the developer is talking about this cross-functional team that owns everything as one team, some of the organizations have already demonstrated their capabilities by having this approach, such as having a self-organized and cross-functional team that has responsibility for the entire product, the particular piece of the product module that they have created, so this helps improve accountability and also ensures better visibility of the product that is being created and delivered, let's see later the advantages of using Agile, what it gives us, how we Help, now the organization that follows these methodologies, so that we can see that the projects follow a predefined schedule and have a predictable cost, so that the schedules can be seen. but wherever changes are required, wherever directions need to be changed in terms of making the necessary changes to adopt the required scenario, the agile change scenario helps us and provides flexibility so that clients have visibility of each phase of the project, so which is very essential, whoever adopts the agile methodology must ensure active participation of the client so that they are actively involved so that the clients or the clients are actively involved in the sense that they know what is happening what they are getting they know that they are recognizing by giving feedback every now and then so that they are not surprised at the end, which used to happen during waterfall approaches, then more interaction between the project team and the project means that there must be agile collaboration, emphasizes on having collaboration, so scrum specifically has something called uh daily uh scrum where a 15 minute meeting where the entire scrum team has to sit together uh self organized team as well as all that agile team has to come together express what they have completed before the last daily scrum meeting and what is pending, why it is pending and what they are going to do before the next meeting so that all this is expressed.

This will help the team, as well as the housekeeping

master

and product owner, have visibility into what is complete, what needs to be completed, and this. It will help the project manager or housekeeping

master

to provide the necessary inputs, better visibility to customers and stakeholders, moreover, the production of the product is predictable and sometime may occur earlier than expected, so now , initially, as we know, the visibility of anything we do will be very lower. So now, as we discuss more and more, as we exchange more ideas, the visibility will be greater than what would happen in the future, the ability to predict will also become easier and if this does not happen only with the team of the project, it also happens. with customers and all stakeholders involved in the project, so as to ensure high-quality upcoming development testing and collaboration from the moment the project is broken down, so now every iteration, every module, every piece of Software being created is tested periodically and feedback is obtained from the Active user and user participation is ensured so that it is recognized, so that the customer's needs are provided, so that it does not discover something that it did not need.

I'm watching. I said something. I'm getting something that scenario is removed, then the product backlog can be refined and reprioritized, so since we move the iteration based on the change scenario, depending on the direction changes, we can keep reordering or going back. to prioritize our backlog, which should be created first if we have 1 2 3 4 five. I can do it like 3 41 25, so depending on the change scenario, when it needs to be executed, it is a bit flexible and easy to do, then the teams can maximize the value of the project, as the clients can provide the pre-priority to the project, so we know that visibility also increases.

The consumer as well as all the stakeholders will also express what value they have seen in this and this will also help in making a decision whether we should continue with this project or not. Better visibility, better decision making, better value realization. the customer's needs can focus on increasing the value delivered, so as the customer provides feedback as visibility increases, the customer gets that value and then expresses what changes, what they may additionally need Here, how you can improve it. These interactions can occur so that the customer can focus on increasing value delivery. In fact, I think before we used to talk about time to market, today we are talking about time to value, which means how quickly consumers, users or customers realize the value.

Is that benefit achieved? So that's what's increasingly happening in the discussion that requires closer collaboration with consumers and their feedback about their experiences with the products or services they use. It is very essential to understand the different methodologies that we use. If we have in a Gile we can talk about scrum kban extreme programming i.e. XP lean methodologies crystal so now in this video tutorial we are focusing on scrum so let's understand what this is all about scrum, so before you go and understand what it is about. It's the scrum itself, so let's look at the history of the scrum, where it started, how it started.

So down the line during 1986, the name scrum was first introduced by management experts yukuo nonaka and hiro takauchi, in japanese, so now this terminology was introduced but later. In 1995, Jeff Suland and Ken Shar created the initial version of what would become agile methodologies, so now, in early 1995, the need for agile methodologies was felt and talked about. I mean, why do we need AEL methodologies in the future? What would the future organization be? it seems like that would trigger in terms of what kind of approaches we might need to have starting in 2001 the agile alliance is founded and you look at scrum for the first time agile software development with scrum is published then later uh down the line 2002 the scrum alliance is founded by Weber and certifications are added and then in 2006, scrum in is created,

certified

scrum

course

s are taught so that people start getting certified in uh scrum and then in 2009, scrum.org is created, which offers professionals a series of scrum certifications and then in 2010, the first scrum guide was published, which was available to everyone, so from then on I think more and more people start to adopt scrum methodologies.

Now, an interesting part is the journey that started from the 1980s to 2010. Several changes have happened to this particular methodology, but one thing to keep in mind is that it was the same 20 years ago or 15 20 years ago. Yes, we didn't see the need for a prison, so there was talk but not much about the need for a gel, but today we are talking more and more about it. The reason is that I believe that the change in market conditions, the increase in competition, the need to respond to the change requested by consumers or market variations, has become increasingly important for organizations and service providers. if they don't respond to change, they may lose in the competition so their survival is at stake so it is very essential for them to understand this dynamic and respond to those scenarios quickly so that is where the adoption of aile, the benefit of adopting a gel and became scrum. popular, so what is Scrum?

So let's look at that. Now Scrum is a framework that allows teams to work together. It means collaboration is very important as we become agile. So with the Scrum team you can look, I mean see and experience, so you learn from experiences. so those are captured self-organized working on problems so that they work together discuss ideas reflect on their victories means that any achievements should be celebrated recognized quick wins recognized and their losses should be improved so where things are not going well Corrections are necessary I think the scrum approach would help in terms of doing it faster and better than some of the benefits of using scrum.

It would seem that Steam can provide project deliverables and efficiently, so over time we will complete all the features and functionalities so that the complete model, methodology, what there is to help achieve them, then more time and money is spent efficiently, so time is very important, giving results in the mentioned schedule is very important, ensuring that the results are obtained effectively, it is important, efficiently, the performance of those products now. since we are creating those small pieces of work in each iteration so that the user experience is also there and the quick feedback comes back to save time and money and we are doing it in time for the projects to be divided into smaller units called Sprint, So the iterations I'm talking about are the rapid iterations of activities that occur during the adoption ofscrum when the organization adopts the scrum methodology, so it is called Sprint, it is a timebox iteration that will have a set of product backlog subsets taken as a Sprint backlog and the user stories and epics are They are delivered as part of that Sprint and then reviewed daily as part of the daily scrum meeting and we also have other meetings that will take place when we look at the scrum methodology and how this happens.

I think we will get better visibility which works better for fast moving projects now when we need to respond quickly when we want to move faster now remember when we say moving faster it doesn't mean we can allow any defect to happen we can ignore something that doesn't we can do, that we need to make sure that everything is taken care of at the same time, all the results that are created must be recognized correctly, confirmed, yes, it is defect-free, so everyone that is supposed to be addressed is taken care of and things they are moving faster and better and the results are in line with what was actually expressed as a requirement, those are being met so, the scrum meetings give the team great visibility as there is a daily scrum meeting that continues to occur, People talk about what they have done since the day before. scrim what they have agreed to complete and what is complete is everything is complete or something is pending if it is pending why is that pending and what are you going to do morebefore the next daily scrum meeting so that it is discuss, understand that there is a quick 15 minute meeting that gives feedback and also where there is a dependency, look at the deviations that occur later, perhaps scrum master sits down with them separately to understand that in detail on a daily basis.

Scrum meetings provide quick feedback to increase visibility. What happens on the ground constantly involves feedback from clients and customers, as I mentioned above, while discussing active and agile client participation is very essential, so the client must give feedback every time that part of work. the application or a product is provided, so only then, if the product or module that is created has those features and functionalities that help it meet the necessary requirements, is it happening or not, then make changes based on the Feedback is very easy because everyone is informed and aware of what is being changed and what needs to be changed, then the individual efforts of the team members are given.

Focus, yes, individual efforts are essential at the same time, cross skills of each team member we call it a self-organizing team like me. I mentioned earlier, so each member of the team will have different skills, different capabilities and cross-skilling within the team is also encouraged so that ownership of individual deliverables and the team as a whole, working together to deliver some features, is also can achieve at that time. The scrum team involves the product owner, scrum master and then the scrum team, so each of these are different roles that have their own objectives to accomplish with specific instructions and each of these cannot be merged, such as , the roles and responsibilities of the product owner cannot be assigned to just one. individual who is a scrum master, so both roles cannot be assigned to a single individual because it conflicts with the goals of both roles, so thinking about putting this team member as Scrub Master Product Owner, thinking in that angle it is also something that is will not work, which will not give the required results, so what are these roles, what are the responsibilities, where is the focus of each of the roles, so let's analyze that now in what as far as the product owner is concerned, so the product owner is primarily responsible for maximizing the return on investment by determining the features of the product, prioritizing it into a list of what to focus on for the next print run, and constantly reprioritizing and refining it, so So the key points we need to look at here are determining product features, maximizing return on investment. the second and then reprioritize and refine the product backlog now why do you need to do that to maximize Roi in the sense that obviously the product owner needs to work closely with the company and have an idea of ​​what they are the needs of the company, what are the needs of the client and how? helps the customer achieve that result, so it helps justify that investment, what they are doing with the features and functionality of the product and then talking about reprioritizing and refining it, it depends on what features need to be delivered and in what order, for what there is already an order that is defined.

So depending on the change scenario, you can reorder it and the product owner has the ownership and responsibilities, so the entire focus is on ensuring the right product backlog, prioritizing it and also adding stories and epics in the product backlog. product depending on what it does. business sense so the scrum master the following role helps teams learn and apply scrum to gain business value means the scrum master works closely with the team to help remove impediments something that stops moving forward something that doesn't allow deliver things in the way that is required something that stops correctly so it must be eliminated that must be understood what the impediments are so when we say impediment what are the impediments we can think of the skills and capabilities of the team that is One thing, such maybe the test environment, maybe a process, many of them present themselves as a bottleneck or impediment that prevents things from moving more smoothly, so the Scrub Master should work on it, identify it and support the team or guide the team to overcome them and protect them from interfaces that help the team to adopt agile practices, so that the team is encouraged to adopt agile practices and ensure that they demonstrate and provide the required value as they move forward, as scrum Master is focuses on one side in terms of making the scrum team work, while the product owner looks at the entire product backlog. and work more closely with the company, so they need to have a good handshake to ensure everything goes well, but these two roles cannot be merged because since they have two different angles and two different dynamics, spending time to achieve Both can be very challenging. and getting into conflict and prioritizing will also be difficult, so the scrum team is a collection of all the individuals working together to meet the requirements of the stakeholders, so the self-organizing team is what I was mentioning and what we were discussing above, so these teams bring together each of the The team member will have several different capabilities, so they will contribute individually and as a team as a whole, complement or contribute to the end result and value what they need to create, and This team must have a clear understanding of the deliverable being made.

What they are thinking about is that they are going to create that value, ultimately, what needs to be achieved, meeting the requirements, what needs to happen to customers, so they need to understand the direction. It should be clear to the team, so there are certain artifacts to consider when it comes to scrum, so let's look at that and now we talk about the artifacts which are the components of the scrum process that can improve transparency and understanding of the work. There are three artifacts mainly we call it uh product backlog Sprint backlog and then uh product increment so let's see what this is one by one so when I say product backlog it consists of a list of new features, changes that will be made to the existing features.

The responsibility fixes the infrastructure changes and various other activities that the team needs to perform to ensure a particular outcome, so this product backlog comes with the required features and functionalities, which needs to be delivered, so the Prioritizing this should happen in what order. what needs to be delivered, so the product backlog is the complete list that needs to be delivered as part of this project and as the project progresses many new backlog items will be added to the product backlog as that the dynamics of particular scenarios continue to change. so new priorities keep being added to the backlog, additional items are added depending on what those dynamics are, so a Sprint backlog is further analyzed so that Sprint refers to that short period of iterations, so that the team aims to do a certain amount of work to help the teams. deliver working software on a frequent basis, so the sprint could last anywhere from 1 to 4 weeks, depending on what the deliverable is, so the sprint backlog is a subset of the product backlog, so the item Prioritization is taken in the Sprint, which is a time frame that iterates the Sprint.

The backlog contains the task that the team intends to complete to satisfy the Sprint Goal, so what is that Sprint Goal? So each of those iterations, the time box iterations will have a specific goal to achieve, so the Sprint Goal is the goal decided for the Sprint as a result. of negotiation between the product owner and the team, so what can be delivered, how long does it take to deliver, when should it be delivered, the goal may be given by the product owner, but it is possible to complete it. There is some negotiation that happens there. then they decide that they agree yes, we can do it, we can't do it, if we can do it, what does it require in terms of effort, time and cost.

Everything is decided and discussed so that the object of those particular iterations is agreed upon, once it is agreed upon. I think the team should first identify the tasks from the product backlog that need to be delivered to achieve the goal, so that these stars are then added to the backlog, so there should be an agreement between both of them and once it is added, once it is agreed upon as part of that Sprint, the deliverable, the outcome of the Sprint would be the one that needs to be completed as part of it, the objectives, the goal, the results that a specific working software then increments the product, so This refers to the combination of all completed product backlog tasks. in the Sprint and the value of the increase from previous Sprints now, when we talk about lean lean talks about eliminating waste, it talks about value streams now in each of these impressions, since functional software is now delivered, each of these pieces must be kept complementing what has already been delivered and what will be delivered in the future, keeping in mind that each deliverable will be implemented or configured in such a way that there are no specific bottlenecks, no specific constraints arise, so these must be taken into account. into account, which requires complete visibility of what the end goal is that we are going to achieve, so in this product increment, all those combinations of product backlogs that are being done must take this into account, the team must be very clear So in the first sprint I delivered something in the second sprint I delivered something but I can't integrate them they can't work together this will lead to more problems and then complications that shouldn't happen so when we say agile it's about moving faster, good.

So responding to change is fine, but that shouldn't lead to more complexity, it should simplify things and make them more fluid, which is why scrum emphasizes that part, so an increment refers to the inspectable usable work done at the time. end of the Sprint, represents the step towards the goal or general vision. of the project as I was mentioning then the result should be in usable condition even if the product owner doesn't decide to release it so it should be usable condition so we talk about two things one is release and other is deployment now. people usually get confused between release and deployment so please post this part of what we are talking about.

The product is usable, so it is launched. The product is usable, but only after deployment will the user have access to use it, so that's the difference. The launch makes that product. usable, while the implementation makes it available for the user to use, so this difference people need to know, so the release does not mean that it is already available for the user to use, so this understanding of the difference must also be there so that one can understand what it means. by release as well and what it means by deployment, that's whywhen we talk about DeVos we still talk about cicd in cicd we talk about continuous integration, continuous delivery and continuous deployment, so in continuous delivery you are basically talking about release, so once it is released, it becomes usable, so once implemented is available for the user to use and that is about the scrum artifacts.

Now let's look at the scrum framework, what that scrum framework looks like in its entirety, so what are the components that come into the picture? We already talked about the scrum approach itself what it is now we talked about understanding the artifacts then we talked about the roles in scrum the activities for each of the roles we understood now where we see all this when we look at the scrum framework so that the picture let us see When we say scrum framework, we already talked about the product backlog, we can see it is on the left side at the beginning, we have a sprint planning, so we talk about sprint, timebox and work iterations pending of the product, the elements that are moving. towards the Sprint to a specific Sprint, what needs to be delivered, which becomes the backlog of the Sprint, now the backlog items are taken and the scrum team works on it and holds a daily scrum meeting and a Once the deliverables for that particular Sprint are obtained, a review is performed. the increment is delivered and at the same time a retrospective is done of what was planned versus what was delivered, which is verified if you look at the Sprint review so that you have a retrospective to verify what was planned versus what was delivered to the At the same time the review points will come and be updated in the product backlog and also for the product owner, so the product owner must know what is delivered, what is spent to be delivered and what increment is delivered further, so that these increments are delivered to production and deployed to production. have values ​​that integration that occurs both all increments come together to provide fulfillment of the requirement as well as create that value, which is what Reed, so the product backlog is the first step of the scrum framework, is a set of lists of tasks to have success

full

y achieved the stakeholders' objectives, we discuss that while discussing the product backlog so that further sprint planning is done where the team determines the product catalog task that they will work on and try to deliver during the Sprint now this is negotiated, understood, agreed and then moved towards the Sprint to receive the delivery, then the Sprint backlog is the tasks discussed during the Sprint Planning i.e. the previous step and also during the planning from the script and then add them to the Sprint Backlog once it hits the Sprint Backlog as part of the timebox iteration.

Sprint deliverables should happen. now the scrum team, the scrum team, which is actually a self-organizing team, as we mentioned, maybe 5-10 n team members will work on the task in the sprint backlog and they will also have a daily scrum where the team He will also discuss the topic for 15 minutes. events where the team member synchronizes activities and plans what they intend to achieve in the next 24 hours, which is achieved compared to what was discussed in the previous daily scrum and then, if necessary, further discussions must be held to correct those that can be taken. as a separate meeting, not as part of the daily scrumUsually the daily scrum meeting would be 15 minutes, it should not be longer than that, it is an indicative time, so updates are quicker to understand what is happening and then the sprint review happens, once the sprint is completed the sprint review happens which involves the team in the scrum. teacher, product owner and stakeholders to understand what is being agreed upon and what is being delivered, so what is accomplished is reviewed in full and then during this meeting the team shows what they accomplished during the Sprint , time is given to ask questions.

Observations give feedback and provide suggestions at that time, the product owner also presents the product backlog to the stakeholders to get feedback for the upcoming Sprints and on things related to the backlog now that this Sprint is complete for the next one. Sprint, what should the prioritization be? the product owner has to talk to the stakeholders so that there is a good understanding, a good handshake on what needs to be delivered and what is the priority in the given list, then the sprint retrospective is done, after the Sprint review, the Sprint retrospective is held during this meeting. went well, like past mistakes, potential problems, what are the new ways to handle them, what needs to be done correctly in the next iterations or in the next prints, you need to identify the data that is found from here and incorporated when planning the News sprint, so it works as a Lessons learned What went well What didn't go well What we did for those What didn't go well So what is the learning that we have in these iterations?

So how can we ensure that the same mistakes are not repeated in the next iterations? It can be discussed, documented and then considered while moving to next spring, then the increment is a viable result that is delivered to the stakeholders, so this is where the user actually sees that viable piece of work and then also provides the necessary feedback on the particular application piece or piece of software, then there is something called a scrum board which is used during this scrum flow from the product backlog to the creation of that increment, so let's see what a scrum board is. scrum that is used during scrum practice.

The board is a physical or virtual tool that helps the team visualize items on the Sprint clock, thus helping to keep track of what is being delivered, what is in progress, and what needs to be delivered in the future. , so that it shows all the action items during the daily scrum, which helps keep the team focused on the tasks that need to be completed and the priorities of them. The scrum board is usually present in a place accessible to all members of the team. team is a visual board and can be a physical whiteboard and stickers or virtual software tools that can be used and displayed on the screen so that the scrum board is divided into different slots, as if it were in progress, and done so when new Sprints are started the existing board is reset and a new scrum board is created, so since it is a visual system I think it is taking K's thinking, so the visual system always works effectively because the moment I know that I see something, it is put next to my name that I need to complete this, it is quite obvious to me that I will make efforts to complete it, so it is a conscious effort that I will make.

Put it in my Consciousness, so something that is not visible to me is that what is out of sight is out of mind, so I will not work on it, so there may be a tendency to forget that the first slide here is all about user stories. and epics and what I want to do as a team is, before we get into the user stories, I want to go to the whiteboard and I just want to give you a little bit more information that might help us organize our discussion. We're about to embark here, so one word that's not on our slides is themes, themes are epics and user stories grouped together.

You know, epics and similar user stories grouped together for planning purposes, so an epic is big. You would never do an epic in or forgive me, a topic in a Sprint is too big, so it is used for planning purposes below. I would put that epic ethics are low priority large user stories, meaning that one ethics will eventually have to be disaggregated into multiple User Stories, the reason it would be low priority is because if an epic were in a higher in the product backlog, it would have to be more detailed, that's when you would break it down, so epics will generally live in the lower priority levels of a product backlog and As user stories are completed and Epic increases in priority, it will eventually be split into more manageable user stories, so we have large, low priority user stories.

User stories are functions or features that the product owner wants to develop. a user story becomes a functional software that provides value to the customer and, um, and the product owner is the voice of the customer, the product owner is the one who would accept or reject the completed user stories and then there are tasks and a reminder of when we were talking. The Sprint Planning Meeting, we said that the Sprint Planning Meeting has two parts: the first part is selecting all the user stories that will be included in the Sprint and then disaggregating each of those user stories into tasks that are done. in the Sprint Planning meeting and then those tasks are the things that actually get done when the Sprint work begins.

User stories can be estimated in story points or ideal days. Most teams prefer story points. They might start with ideal days, but then they usually will. I end up going to the story points, the tasks are estimated at the ideal time, which is usually ours, okay, so now let's go back to our slides, on the top left a use case could be an example of a story user, so it is something the user wants to do and how the system should support it. One use case could be to select and check out items in a catalog now which could actually be an epic or maybe a theme because maybe it would be disaggregated on the login screen, catalog.

Shopping cart and checkout, but the use case could be a standalone user story or it could actually be a series of user stories that would result from that below that requirement, it could be a functional requirement, a technical task or even a bug fix, so I'll go back to the board and a product backlog will have a lot of user stories coming from the customer, just what the customer wants done, but the team may know they have to do some development work . In order for user stories to work, you know there are some system level non-functional requirements that need to be met, so there could be technology user stories and then you can look at this under.

I can't see your chats, but then there could also be user stories with defects, there could even be user stories with risks, now what could happen is the product owner prioritizes them, so this one first, then that one, then that one, and the team says well, the only thing is that Well, we have to do some development work before we can create a user story and so what we really need to do is insert that before the second priority user story and therefore the priority of user stories in the product backlog, while you can. Start with just being, you know simple functional user stories coming from the product owner, it will evolve to include some other things that are also considerations when it comes to priorities because you know the relationships between successors and predecessors, dependencies and things like that. considerations about a user story, return to the screen, bottom left, now the user story can use a dummy user or a Persona to help the team or the team and the product owner get an idea of ​​who is going to do it. be doing this function, uh, what are they going to need to be able to complete the function?

Etc., so you try to create a real, fictitious well, but a person who is actually doing it to get out of the realm of you knows the requirements on the list and knows the specifications and things like that and says, "Okay, how do you should the user experience look like? um, a brief description of the user story using some kind of wireframe format like we suggest here as a user or Persona. I want this feature to not differentiate from our estimation session here as a frequent traveler .eat grapes so I can be healthier in the one we didn't do, the inventory system as a customer, okay, there is a user, I want to receive a cash refund so I don't have to wait in line at the bank, okay, here is.another user story as a consumer.I want the shopping cart functionality to be able to easily purchase items online and maybe could be both a customer and an executive like a suit.I want to generate a sales report to know which departments need improvement your productivity as a buyer, so you can see.

I tried to come up with these different rolesright here, executive buyer, sales rep, etc., and that's the format as a user type. I want some kind of goal, um or feature, and uh, so that's some kind of a reason, the next one connecting the dots by writing all the user stories necessary to figure out the full use case, like we were talking about here if you want being able to buy items online from a catalog that could be multiple. user stories to support that use case and of

course

we would like to be able to connect the dots and see where all the user stories fit into the overall goal of the project or release and the stories, excuse me, are grouped together to form one epic story or top level, so epic or theme stories can be divided into children's stories or tasks, and that's what we were covering before, so you have themes at the top, which is the largest grouping, so to speak .

It's mainly used for, you know, high-level planning purposes, so you have your themes and then you have your epics, which are large, low-priority user stories and will have to be broken down into smaller user stories, like in the question we had. at the end of the last section where, the product owner needed something done and the team said: well, based on the size of this user story, it will take three sprints to get it right, a user story has to be small enough to be completed in a single Sprint, so a Sprint can contain more than one user story, but a user story cannot span Sprints, so the feature or function that was in the question probably looked more like a epic, it was something that should be disaggregated into smaller user stories. or maybe it was more of a use case that would need more than one user story in order to really deliver the overall use case.

Let's see as a product supervisor. I want to see a list of unfinished parts at the end of the day so I can reassign work the next day great description of the average user story well done did you hear that team as a product supervisor? I want to see a list of unfinished parts at the end of the day so I can reassign work the next day, which is a well-crafted description of a user story Now, here are some things I want you to memorize. You were hoping I was done with the memorization part, so I want you to remember that we have to invest in our user stories and I was going to the whiteboard and I didn't change cameras, so let me do it.

I recommend, you know, figuring out how to memorize better so that you can, yeah, well, no, if you wanted to, what I recommend is being able to write all of these things down on a piece of white paper. essay in about 14 minutes because that's the amount of free time you have in the tutorial when you're in the uh or when you're taking the exam um exen it's a little bit different, maybe you don't have a tutorial the one time You would have a tutorial if you were in a center taking an exam. Exen has other options, like you can take a paper exam, where you get a third.

You know a friend or someone who will agree to do some kind of process. the test for you or you can do it yourself on your laptop and they have software that watches you while you take the test and they require you to take the laptop and do like a 360 so they can verify that you I don't have cheat sheets on the wall or anything like that, but the point is that you have to have this memorized, whether you're going to throw it on the paper or not, when I took the test. I actually did the paper option, um, and that was due to some time constraints and it was the quickest way to get me on the exam, so I didn't write down anything that I had memorized, but I memorized it and I had memorized it.

Well enough that I can remember it in my mind. Okay, so we're talking about user stories and you have to invest in your user stories. You know, I like to memorize things by creating these charts that have the first letter. of the word or phrase you're memorizing sounds in a separate column and then I make up a story, you know, that reminds me that I have to have I in V EST, this one is pretty easy, you'll probably just invest. It works um. but let's review that I stands for independent independent, which means that each user story stands on its own. um you don't have when we're doing scrum, you don't do a user story that won't result in working software, I just talked about the description of user stories, so it's a user that needs some kind of functionality for some kind of reason and they are all independent, they will work together, of course, they will work together if that is the need, but, um, if you developed a login screen, I could demonstrate the software that works for the login screen, there could be another user story that, you know, has to do with showing the catalog and being able to mark or select the items that you want to buy, but would there be software that works for that, would you work together?

Yes, but each user story would be completed or result in some kind of working software and they have to be independent negotiable negotiable in the way the user story will be implemented the product owner does not dictate to the team the team does not dictate it. says it's just this way and we don't want to hear anything from you so that there are discussions about the size and implementation of each user story so that the product owner can't make it so detailed that there is no room for discussion and the possibility of that you know the team that proposes solutions other than those of the product.

The owner was trying to dictate um V means valuable meaning. Every user story has to create value for the customer or the end user and it has to be estimable as an estimate, except estimate is not really a word, it is estimable um and as for small it has to be small enough to be done in a just Sprint, if we are doing two we Sprints it needs to be able to be done in two weeks or less, if we are doing four we Sprints it could be a bigger user story but it still has to be done in four weeks or less and then the last It is verifiable.

Each user story must be testable and must be testable on two levels. Remember that our triangle must be testable in intrinsic quality level unit tests, etc. and also testable at an extrinsic level, which is the customer's point of view, which is acceptance, so every user story has to be testable, okay, that's investing, so let's add that to our list of things to memorize, invest and then the next one we have. here are the three C's of a user story, so the first team C is a card, so user stories should be able to be written to a 4x6 index card or some medium similar to that card, the second C It's the conversation, the user story card. is the thing that is used to get the team and the product owner to talk and discuss on disk to make sure that the product owner and the team are on the same page when it comes to what is actually supposed to be developed and, um, uh, what.

You know, what it's supposed to look like in the end, which brings us to the third one, which is the confirmation that every user story essentially has to have acceptance tests in itself, so the 4x6 card conversation is the starting point, that's where the team is and the Product Owner discusses and then eventually acceptance tests will be included in the user story card so they can be used during the Sprint Review to ensure that it is acceptable that there is commit , okay, so let's add that to the memorization list, so that's three C's. Right now I have an example here of a user story card, so we're looking here and if you were to go on the Internet and look for story cards of user, they would be similar, there would be some differences, of course, um. but typically what you will have is a title or a name for the user story and then there will be some kind of unique identifier like user story 321 and then there will be the description like we just talked about.

As a librarian, I want to have the possibility to search for a book according to different criteria to save time when serving a customer, then there could be other descriptive words or links to other information that could be needed AR and then there would be acceptance criteria or tests to Sometimes they are included on the back of the card, but the point is that they are on the card cord rather than there being an estimate of the size, they could be ideal days or story points, as I mentioned in most teams. Make story points, you're more likely to get tested instead of the ideal day, but you know we'll cover both so you understand the differences.

It's probably not listed here, but there will probably be value. point allocation this is where the product owner relatively determines the value of the stories just like we were doing when planning poker. The product owner might say well, this story is twice as valuable as this one when comparing them together. and this is what these value points are the ones that are used to prioritize user stories that are supposed to be a v in value points and then usually there will also be an indication, sometimes it's just by colors, They could be words, that has to do with it. with um, you know where the story came from, it came from the client, that would be considered a functional requirement, um, if it came from the team, it would be from the technical domain.

I'm trying to write from where, you know, it's not me. team, it's the mouse clearly, it's hard to do that, that's where it comes from um here you have client technology it could also have a defect, maybe it could have risk um and then there will also be an X factor um which would be some kind of word probably like um stable um erratic um incomplete something like that for the team to designate the user story with respect to the amount of uncertainty or risk associated with that user story and because that's all part of the story, right? story will become working software, it may take some effort to figure out how to make that user story, so that's the X Factor, um, on the right here on the same graph, we have some comments on um.

If you're using a software package, excuse me, like Trello or Jira or something, excuse me, the user story cards will usually be able to hold more information using dynamic links and things like that, it might even include things like responsible team member or Depending on However you are doing it, you would divide the user story into tasks and you may have team members assigned to multiple tasks for the user story. Okay, so that's what a user story card usually looks like. Sometimes your cards sometimes are like. sticky notes and placed on a tin board. If you use can to track the project, if you have a story that is too big to complete in a Sprint, you will have to subdivide it or we call it. disaggregate into smaller user stories and there are three ways that we propose here that you could do it, you could split it based on operational limits for example as an operator one needs to manage the bookings which could be split for example there could be one part that has to do with making a reservation, another that has to do with modifying it and another that has to do with canceling it, so it could be divided into this construction here, its three separate user stories.

You can also separate based on exceptions or cross-cutting concerns, for example, at first develop only one main path, such as accepting a loan payment, then address exceptions such as, what happens if a person overpays? So, create a user story that acknowledges it and processes a refund and/or gives the option to transfer the entire overpayment to a future payment or something and then also add other concerns like technology access restrictions or the operator registration name, so maybe you know when you are working on uh When accepting payments or processing refunds, it will verify who the operator is or track it so that if at a later time you know who is the one who gave this refund, here you can look and see if you know right, the operator's name was. registered or maybe you put some restrictions so that maybe not everyone can make a refund and then you would have levels of users that have different privileges and then down to the bottom split Based on data limits for an example you know as Accountant, one you need to enter balance sheet information, um, which could then be broken down into summary and separate information, um, accounts receivable details, or you know, maybe you could have AP, you know, so you can have different parts of the balance sheet, um , activities that need to be done, so enter AR enter AP Etc.

Makes sense, so just to prompt you to give you some ideas on what to do in a scrum project if the scenario arises where the team is estimating a user story and won. Doesn't fit in a Sprint, it's too big now when it comes todetermine the value of user stories, this mainly belongs to the product owner and always returns money, but money, you know that value can be analyzed from different points of view. seeing such new revenue, obviously you know how to get new customers and get them to buy things, way down there is another incremental revenue consideration, so someone is in the process of placing an order, maybe there are some premium features that could be accessories at that time. in time, or maybe added later, so you have an existing customer who actually buys more or upgraded parts of the existing one they already bought or is in the process of buying retained value, so this is, you know, retaining customers so you don't go to a competitor and then the bottom line is operational efficiency.

Do you know how things could be done to speed up the process of whatever so that the cost of delivering the product is reduced, then this brings us to a discussion about priorities recognizing that there are some priority concerns that come from both the customer domain and the technical domain and there are some prioritization models. If we look here, there is value-based prioritization and the hierarchy of that would be high value. by high risk followed by high value and then low risk followed by low value and then low risk so you know we could have written this a little bit differently but that's value based prioritization and this is primarily the owner of the product with perhaps some input from the team. just deciding what you most want to hear the team say, well, you know there are some bigger risks with this user story than that, so you'll probably want to persuade the product owner to take care of the high... risk things first um because that would have a uh oh excuse me, an impact on the future, things that need to be done.

There is the Cano model, uh, which analyzes each of the user stories and classifies them as linear mandatory or exciting and the mandatory elements are those user stories that are essential and that will never move Beyond moving the customer, the user end Beyond neutral, if they are not there, it creates dissatisfaction if you, the product owner and the team, have done a good job. When identifying what the mandatory or threshold elements are, you will see that it simply sets it to neutral, that is what is expected for the linear elements of the product. User stories are those user stories that, as they are progressively implemented throughout the project and added to the feature set, will linearly increase customer satisfaction and, in their absence, there may be dissatisfaction until reaching high implementation, creating high customer satisfaction and then the third category is the turn-ons and delighters, um, and those are features or functions.

Those are user stories that are not mandatory and the absence of them will never result in satisfaction being less than neutral, but by adding them, you could create excitement and delight for the customer. These would normally be features that would be included in a premium. version of the product or maybe add-ons that are promoted, you know at the point of sale, you know if you thought about this because it will really help you or whatever, that's the Cano model and then there's the weaker relative wait method and uh This Everything is using numbers so each feature is assigned a value for its benefit and is assigned a value for penalty which means what is the problem if that feature or function is not included and then there is the side of the cost and the risk side and then those. they are all calculated together and that results in, excuse me, a ranking or a hierarchy that gives you priority for user stories.

We are also talking about Moscow, right? We are talking about Moscow. Moscow is another model of prioritization. Could? he said otherwise should should shouldn't couldn't not Moscow mscw should should shouldn't couldn't no and we talked about it thanks for that confirmation it seems like a long time ago or is it just me I know it was last weekend but it's like last year, okay now let's talk about velocity um Priyanka that's exactly right so velocity is the ability of the team to complete the work in a single iteration so the team has estimated the user stories for the size or the ideal days and, um, the sprints will be three weeks long, obviously not all user stories can be completed in a single sprint and be done with the project.

Well, I guess maybe I shouldn't say it. Obviously, when I say that, I'm thinking, well, maybe. You had a very small, short-lived project, so you could, but the point is that it's the team's ability to complete work in a given sprint and it's an observation, it's not a prediction, so if we're working on sprint five and We are working to determine what our velocity is, so it would be the average of the previous four Sprints, if there were outliers you would ignore them, so it is an observation if we look at the question or the box number two. here velocity is used to determine how many user stories we are going to include in a given Sprint and also how many Sprints we are going to need to create a version or a set of user stories and here is an example in box number three.

A team completed five user stories of size 5 3 8 13 and two user stories of size five, each of them, were half complete. What is the speed of the team and the answer will be 31 or 36 31 is the sum of the completed stories? user stories um if you were 36 you would be claiming half of the two that were five so that would be a total of 10 so you claim half which would be five would get you to 36 but it won't be 36 because The only thing that counts for progress is working software, so even if the team had finished nine out of 10 story points for a user story which means it's almost done and then the Sprint ends, that wouldn't count. account for speed and you don't play with speed, um, you can play with your estimates and you can play with, you know, what user stories. they are going to be completed in a Sprint but they are not, the speed is not variable it is based on past performance when it comes to planning levels we have what is called the planning onion and let me walk you through it here .

In the broader area is the level of vision, so the level of vision that is appropriate, they are the ones who have the strategy and the objectives for the company and where it is going, so they have that big overview for the company, that is. It will likely include products and each product should have a roadmap. My example of that website I'm working on has three versions that make up the product roadmap. Version one is the free site. Version two is my membership site. and version three is the site referral commission paying version and the product roadmap is then supported by releases so for my project I have three releases so all the user stories needed for the free version They are on release one. all the additional user stories that are needed for the paid version, the subscriber version, and then also for version three, those are all releases, three releases, and then for each Sprint, we will pull user stories from the release in which we are working. in a release there are likely to be multiple Sprints required and, um, and then the Sprints are populated with individual user stories which are then disaggregated into tasks and we do the daily scrum, which is the daily level of planning and coordination, so We call that the planning onion we already talked about the launch and the roadmap, a concept here, so let's review this quickly, pray for high level epics and determine goals and launches, so we'll use epics and themes to group things, what?

You know? what should be included in which release then what are the goals of the releases, then the first point set release goals based on market demand, regulatory needs or customer expectations for each release you want to estimate the target stories , repeat until the target stories and iteration duration are assigned, it should be some things being combined here, being able to estimate the velocity and then assign stories to the Sprints so we keep estimating the user stories and keep organizing that until we can do that, we can find an iteration length. o Sprint Duration and then calculate what our velocity is for each Sprint and then assign stories to the Sprints, next bullet down iterate until the user stories and release date meet the satisfaction conditions, so it should definitely having done it or acceptance of the release and trying not to include too much in a release backlog, so just like you wouldn't want to include too many user stories in a Sprint, you want to have the appropriate timelines and, uh, what's included in the events, uh make.

Okay, so here's a little bit more about release planning on this slide. You have the product backlog here on the left and then we could come up with a release plan that could be reversed and viewed horizontally and probably plan three releases in advance, or at least you're doing more detailed planning around it, because things are going to emerge when we know that Sprint One will help in Sprint Two and the things that happen in Sprint One. and two that are going to help launch three and then you have, you know, your subsequent launches where we're just doing very high-level planning.

It's called continuous wave planning, where we do detailed planning for things in the future and in conjunction with doing high-level planning for things in the future. Did I say that right detailed planning for things in the short term in conjunction with high level planning for things in the future? And we talked about deciding as late as possible. I think it means it's better. to actually plan subsequent launches in order to make sure that we have the most information, the most information available, okay, so the estimation let's start from the top left the principles behind the estimation let's understand the cone of uncertainty, which is an estimate or best guess to start with and then progressively becomes more precise, in fact, let's take a break and look at the cone of uncertainty, so at the beginning of a project there will be a high level of uncertainty.

If I had to draw this graph, I would. a little more like this, so clearly you are going to risk the project as soon as possible and eventually all risk disappears when the project is finished. Risk is uncertainty. Okay, below that, the only estimate that matters is the one provided by the team. backed by this comment here, nothing is impossible for the one who doesn't have to do it, so the product owner is like team, come on you can do this, the team is like no, we know what our velocity is, no, the product owner says "I." I'm telling you there's no way that can't be done.

I know you can do it. I trust you. I believe in you, but the product owner doesn't have to. He has to do the work. Okay, top right, there are always overestimates and underestimates. For a problem we deal with, we are more likely to underestimate than overestimate and by looking at our iteration speed or Sprint to Sprint, there might be some information that shows us that we are underestimating for example, which means I'm thinking we know that user stories are smaller than they are and that we can let you know a certain number of things done in a Sprint and then there is a failure, but that would mean that would be discussed during the retrospective and then we would do it. something different in the future, which might include re-estimating scrum's estimate isn't necessarily harder, however, scrum exposes bad estimates earlier, which is nice when we were doing our um uh poker planning, you could see that, the First time as a team, you know?

We didn't know each other, we didn't know everyone's thoughts and concerns and those kinds of things that you know are shared and absorbed as a project progresses and so there is a greater awareness of that, so what we would say is that you are using techniques of Estimation Scrum estimation techniques may be most inaccurate at the beginning of a project, but will quickly become very accurate as the project progresses. Let's see if there are any questions here. Can the speed be increased over a period of time for the project? Yes. Now it is not that it can, it will increase if the team learns to work together better and better.

You would expect that if I could use my mouse here if we were tracking speed, then this would be a point. Point completed here, uh. Let me do points to get points and here's the time and we go from Sprint to Sprint. Hopefully you may know that in the first two Sprints theteam would be learning to work together and there would be a steep curve and then it would flatten out and maybe you know a slow increase in the future as the team emerges as a high performing team, they get better at their cross functional, uh functional, you know someone It's the team keeps moving forward, um, other things, you know, um.

Oh, sorry, I put the thing on my screen there, um um, so that the team you know learns to work better together and you know that their estimates become more accurate, etc., and you would expect a high-performing team to have a high result. so for speed where there is a rapid improvement and then it stabilizes and then starts to go up well, we talk about the cone of uncertainty, let's talk about the ideal time, when we do estimates for user stories, do it on ideal days, when we do it When estimating tasks, we do them in the ideal time, which means hours.

I think it's on the board or it was on the board. Oh, I was in it. So ideal time is the amount of time it takes to complete a job, but that is based on the notion that the team member or members are available to just do the job without distractions or anything at all, so assuming that um prian can sit, add a keyboard and code for eight hours without taking a lunch break, no phone calls, no arguments, no meetings of any kind they only work eight hours, how much could Priyanka do in those 8 hours? That's the ideal time, but the thing is, there's no one who can spend every minute of every day just doing At work, there will be distractions, so it needs to become a time span.

Now we don't convert it to elapsed time at the user story level, but we do convert it to maximum time when we work at the task level and what that looks like. That is, you know that for each team member you will have to do it separately because some team members have more distractions than others, some may have other tasks that take them away, whatever the case, you determine how much time in a day given, a team member is available to work, so let's say it's five hours of eight for one, maybe it's six hours of eight for another, maybe it's four hours of eight, but you figure out what it is and then you take the average and that.

Average availability is used to convert ideal time to elapsed time. I should have checked this box here because we talked about this too. And then I already mentioned that this here only considers actual work time, not distractions, so that's the concept of ideal time. when it comes to story points, it's different than they are a size measurement of each other, so we were planning poker this morning where we were looking at grapes versus apples and then we were looking at oranges and what else do we do? We have watermelons and coconuts and we weren't trying to calculate how long it would take to eat grapes compared to how long it would take to eat a coconut.

It's clear that it will take longer to eat a coconut because there is more effort involved, so we have a feeling that it will take longer, but by comparing the coconut to our baseline of two, we arrive at a baseline of two for the story of smaller user. We compare eating coconuts to that baseline and say it's okay. You know it's going to take more effort to eat the coconut than it does to eat grapes or apples. So you can do it like we did. You can also triangulate, for example, when we did our planning project this morning or this morning.

I rather at the beginning um oh, that's not it, that's the daily showdown here, if I had said Team, I want you to choose a small user story, a medium user story and a large user story, um and then we would compare other stories. to those three and so we would triangulate on that um let's say we did, you know, two with small uh, sorry, I'm saying the wrong grapes were small, the apples were medium and the coconuts were large, well, if we then look at Orange and we said, well, you know, the orange is smaller than the apples but bigger than the grapes, so we would know that this would fit between the grapes and the apples, so let's say you know we had apples at five and grapes at the two, so we would say an orange will probably be three and the values ​​you already know.

I used the modified Fibonacci series in our example. What we do in scrum and agile. If we use story points, we will use a non-linear scale for the values, at the bottom, here is the modified Fibonacci sequence, the way the Fibonacci sequence works, by the way, um um, the value is the sum of both on the right, so let me split this up here because it's a modified Fibonacci. so 13 is 5 + 8 8 is 3 + 5 5 is 2 + 3 and 3 is 1 + 2 if we were doing the real Fibonacci series this wouldn't be 20 it would be 13 + 8 which would be 21 um and no I don't know why some use Modified Fibonacci and others don't, but that's a common thing if you're planning poker and you give everyone seven cards 1 two 3 5 8 13 and 20 um another non-linear scale is doubling 1 2 486 Usually you don't go too left with values ​​because that means you're being too granular or you have stories that are probably too big and need to be disaggregated.

Now someone just chatted here. Should some buffer time be included in the actual estimates? Let me answer that question first by going back to the ideal time and then I will come back to the story points and answer the question when we are estimating the ideal time. We don't add a special amount of time that we would call a buffer, we just allow for distractions and interruptions that might seem like a buffer. uh one hour work day, you're usually available to do your project, work five of those eight hours, so when we convert ideal time to elapsed time, you know we're going to add additional time based on the distractions and interruptions that we would make.

We don't call it a buffer, but that's essentially what we're doing now when it comes to user stories, we're using story points, it's different, points are for the most ENT work and why might we need to have some ? extra time for a user story, well it's probably driven by uncertainty, there may be other things that affect it, but that's the main thing, sorry team, so when the team is estimating the size of the story username, they will include it in their discussion. and estimates any additional time or buffer time that would be required for that user story to complete, so we adapt to uncertainty when using story points.

Yeah, we're looking at the So those are the story points, let's compare the two. Ideal Time uses things like hours and days, which is easier to explain outside of The team is right, suits, things, days and hours, everyone's estimates may be different, it's not a bad thing, it's easier to do at first because we're oriented to think about time, um, and it kind of sheds light on the story points of lost time, um. they're harder to explain outside of the team, you know, the suit says, well, how long will it take to do the 301 user story and our response is, well, that's a 10 point user story?

User story and the suit says what that means. I wonder how long it's going to take, so the costumes have to become story points. Now this is what it's much easier to achieve consensus when estimating story points and once we get good at it it will be much faster, we have to remember that it's not comparable between teams so you know that a team working on set will have their own type of system for sizing stories and another team that might even be working on the same project will have a CO, a completely different scheme. and so, if the speed of one team is 25 and the speed of another is 50, it does not mean that the team with the speed of 50 is capable of doing more work than the teams whose speed is 25 and we did when we arrived. our day we started with um uh a poker planning exercise and just so you know we used all the team members so we selected the team the product that was there to answer any questions the team discussed each of the cards of history and then, um. they decided what their vote was going to be and then they all voted at once, if there were outliers, they were discussed and, um, the reasons for that, uh, those variations, those outliers, um, then they were part of the discussion and then We did another round of voting and will continue to do so until our estimates converge or we reach a consensus on them.

Okay, the advantages of planning poker is fun, it's fast, it involves the whole team, and the team understands a little bit about all the stories that everyone brings to the table. Experience and discussion during estimation provides clarity in direction approach and even a bit of design if we were on the same room team and were planning a poker activity like we did at the beginning of our day, together, we would do it. You could know how to model it a little better or if we tried to unmute everyone but you could hear the background noise. I tried to do it, it doesn't really work, but you get the idea that if the team is arguing and stuff like that you would actually get to the point where your estimates would converge and the team would say, "Okay, the size of this user story is, You know, whatever is fine, so we have to wrap everything up for today, so we wrap up here and that means.” Tomorrow when we meet, we'll do slide 20, we'll start with what affinity estimation is and look at affinity estimation, we're going to talk about tracking progress using information radiators and then we're going to talk about what we do when we find variations between the plan and the actual results and then we will do our test.

Now let's talk about scrum values. This is different from pillars. These are um values, so there are five um. values ​​for that and this is something I want you to memorize, so I'm going to switch my cameras here and go to the white port and we'll add it to our list. Oh, wrong color, you can say I'm a project. manager because that would bother me so the five values ​​of scrum and there's an acronym that you can see on the screen on the right C Force okay so five values ​​of scrum and c for c and you know my style here you don't have to do it De This way, you know what works for you, but you have some kind of strategy for memorizing things that will probably serve you well, so um, the first C is commitment, the next one, four, four, F is focus, or is openness, It is two extremes or one.

I don't know the opening, we'll blame it on the scoreboard if it's not right um R is for respect and the last C is courage and there's your little graph and um let me briefly go over these um none of These are going to be a big surprise here. We have already talked about some of them in one context or another. So, commitment means the commitment that the team is going to make to deliver value to the customer. They are on board. The purchase in all of that is there. Focus, the team will concentrate on the few important things at a time, so we are going to do time boxing, we are not going to do things in a broad and specific way, we will concentrate on a few things at a time or it is openness that is analogous to T transparency and pillars, which means that we are going to be completely open when sharing information about the project, our own opinions, our fears, our concerns, etc.

R stands for respect and that's kind of the 360 ​​degree view that we have. we respect ourselves, we respect others, we respect the uh Concepts that we're using as part of scrum and um um and you and we also respect the other stakeholders 360 and the last C stands for courage and that's the courage to make commitments. , even when you are in an uncertain environment um courage to deal with a fear that comes from failure uh courage to uh share disagreements openly but respectfully um courage to participate in the debate of technical approaches Etc. okay, now let's go to the life cycle graph life of scrum and what I What I want to do is dig a little deeper into this and I'm going to try to use my mouse to make some additions to this.

First, we have the product backlog. The product backlog must be kept up to date. and we call that preparation preparation is adding user stories and removing user stories in motion from the product backlog the product backlog is the scope of the project that the product owner owns that the team helps in that effort related to the preparation is pruning backlog pruning is prioritizing and representing prioritizing so that the product backlog is pruned and fixed regularly over the course of the project. Now there's a meeting that happens right here called the Sprint Planning Meeting. Can I do PSP here?

Sprint planning meeting. Okay, that's one of the ceremonies or events that haveplace in scrum in the sprint planning meeting are a time limited event at two hours for each week of the sprint, so in our example here we have a 30 day sprint, so if we have in a four week sprint , our Sprint Planning meeting will last eight hours and two things happen during the Sprint Planning meeting: The user stories to be included in the Sprint are successfully selected and placed in the Sprint Backlog, which is a subset of the product backlog that contains the user stories that will be completed during the Sprint and the second thing that happens during the Sprint Planning meeting is that the selected user stories are disaggregated into tasks and estimated once done, then the work of the sprint begins there will be a daily scrum like we did at the beginning of our work day together as our team and then at the end of the work of the uh sprint there will be the sprint review, the sprint review meeting or ceremony is also the moment. is boxed and the time is one hour for each week of the sprint, so if we are doing a four week sprint, the sprint review meeting will last 4 hours, the main purpose of the review is to show and demonstrate the software and get feedback from relevant stakeholders and let the product owner say: I accept or reject the work that has been done;

Next comes the Sprint Retrospective, now this is where the team asks and answers three questions: What went well, what didn't go well and What are we going to do differently in the future from the previous Sprint that was just completed and those that were just completed? are coming? And then the Sprint itself will result in working software or customer value and then of course everything goes. Go back and repeat as many Sprints as necessary to complete the project scope. Let's see. I see a chat here. How similar or different is the product backlog to the SRS Software Requirements Specifications document, which is widely used in projects.

Is different. If you're hanging on to that question, we're going to have a discussion later on user stories and that will help you understand the differences, and we'll get into user stories that come from customer and user stories. that come from the text domain and that will help answer your question, so okay, stick with that, okay, thank you very much, okay, so a little more detailed view of the scrum project lifecycle, now let's talk a couple more things here when it arrives. In a Sprint, there are a few things that affect the length of the Sprint, so the team will have to decide how long each of the Sprints will last and things that are a factor include the stability of the product backlog. is changing a lot, so that's going to be an argument in favor of shorter durations, because there is a high level of uncertainty and therefore you have a greater amount of control over your project if you have shorter sprints now, on the other hand Another factor is cost. to iterate every time we do a sprint, there are costs associated with the sprint planning meeting, the sprint review, the sprint retrospective, the right people show up to those meetings, you have to pay them and, excuse me, there is an overhead cost for actually doing the sprints.

The goal of the Sprint is for the software to work in the end, the final product should be almost available or potentially deliverable. Now there may be working software that the product owner will not want to release, perhaps because it is a separate component of the working software. because the system doesn't create any value or usability for end users, uh, and maybe wait until the end of a release before releasing everything, but the IDE IDE is working software and could be released if the customer wanted. Do it, I'm sorry, I just left something out. I see a question there.

I'll come back to your question in a second. The duration of the Sprint and deliverables do not change once the team has committed. This is another one of those things that must be seen. is absolute when we are doing scrum, so if we say we are going to do two Sprints and we select five user stories based on our speed or capacity, once that decision has been made, the duration of the Sprint does not change and it does not add or remove any user stories now, the product owner could cancel a sprint, but that would be extreme since there is such a major change in the product backlog that the current sprint work is going to end. be completely irrelevant, don't change the sprint, cancel the sprint and then the one below here the sprint starts with planning and ends with review in a retrospective and there was a question here: is there a problem with merging the retrospective and planning ceremonies? and the answer to that is yes now, could they be combined depending on the environment?

The answer is yes and the way we would come to determine whether it would make sense or not is who will participate. But they would be separate agendas, so the agenda for the retrospective is what went well, what didn't go well, what are we going to do differently and the mandatory participants for that meeting are the team, the scrum team, the scrum master, probably will be there as a facilitator, um, it's. the product owner will be there maybe maybe not if the product owner is there you know the product owner could maybe answer questions and help clarify but the product owner doesn't have a say in what went well so that didn't go well and where we are going. do differently that's owned by the team in the planning meeting, the product owner has to be there and the product owner is the main driver of that meeting um the product owner is talking or dealing with the priority the user Stories What teams weigh Maybe there are some dependencies that need to be considered, but the product owner has to make difficult decisions regarding what will be done in the next Sprint based on the team's constraints, such as speed, technology, sequencing and things like.

That then, um, I kind of responded that from a real world point of view, yes, it might not be desirable on the exam, they are completely separate, did I understand you there? I'll keep an eye on the chat box to make sure I've received the response. Okay for you and let's move on, okay, the Sprint Planning Meeting, this is looking down, it takes place at the beginning of a new Sprint, it is attended by the team, the product owner and the scrum master, and there are two approaches to deciding what it is. What will be included in the Sprint can be commitment based and it can also be velocity based and the goal here is to get the team going to make sure there is clarity between the team and the product owner as to what the definition is. .

It looks like it's made for the US stories that will be included in the Sprint and of course it needs to be realistic and achievable and you know there might be a little problem where you know. -i.e. Product Owner who is driving really hard and the team says you know we can do these Sprints and the Product Owner says no, come on, you have to do at least one more. Gotta have this one in this Sprint. um you might get a question like that and it might be what would the Scrub Master do if you had a dominant product owner who was trying to persuade the team to do more than the team thinks they can do, and that's where the scrum comes in.

Master, the scrum Master plays the role. role of the mentor, the coach and, you know, helping in solving those types of problems without deciding the scrum master is not a decider the team decides when it comes to how and the product owner decides when it comes to what is right scrum meeting uh daily scrum we have talked about it well, the entire team attends the meeting, could the product owner be present? Yes, does the product owner need to be present? No, sometimes the product owner can be, you know, an impediment to the meeting, but it would be welcome, but if the product owner started asking questions or became the focus of the questions.

If you ask me, the Scrum Master would have to help facilitate a change because that would not be effective for the duration of the daily scrum. We talked for 15 minutes about that and the agenda. What I did yesterday? What am I going to do today? and what are my goals? Sprint review impediments now, who will attend will be the team, the product owner, the scrum master and potentially others, so optionally others that you know we would like feedback from would be and the users, the operations people , Pursuits, all of those would be welcome depending on the relevance of the software being demonstrated and which is subject to acceptance testing and which product owner you know, who gives the thumbs up or thumbs down when it comes to acceptance , the duration of this, we mentioned before, is not just two fixed hours it's one hour per week, so if you did a four week Sprint, I would plan for the review to last a maximum of 4 hours.

The agenda is to demo the entire software, get feedback, and then see where we are when it comes to the release plan, the retrospective, who's there, which the team attends, and I would modify this slightly and say this is the required group. that must be there. Optionally, the Scrum Master would be there. Potentially, I could have an external facilitator the role of the scrum master would be that of facilitator now um a good scrum master being a facilitator in a retrospective would have some knowledge of control charts the five years um um Ishikawa diagrams things like that and although the scrum master would not be participating in the actual use of the tools, the scrum Master would be facilitating the effective use of those tools.

As for duration, the rule is 45 minutes for each week. Those were four good, five lousy, so if you had a uh two weeks um uh Sprint then you would have an hour and a half retrospective Max and what's the purpose there's the agenda for the retrospective three questions what went well what didn't go well what are we going to do differently and it's not just a chat session well that would be part of this, you will use tools and techniques, like some that I mentioned, control charts, Ishikawa diagrams, five, there are a number of things that you could use to that assignable causes arise for the problems, so that we could then come up with a solution for those um this is where continuous improvement is going to happen um you know that continuous improvement is the result of other things, but this is the main thing and if you had a question about the relevance or need for retrospectives there's no room for doubt, you do a retrospective after every Sprint um if you don't do a comeback um if you don't then um there's no improvement um you know, things just stay static, like that that we talk about the four main ceremonies in a scrum Sprint project planning with me daily the sprint review and then the sprint retrospective all considered mandatory to do scrum effectively and not doing them uh or one of them would be considered a sale, acceptable artifacts which we use when it comes to scrum, we have talked about the product backlog, we talked about the sprint backlog, there is also a release backlog, depending on the size of the project, it might be advisable to group user stories into releases, yes you have a product. roadmap uh your releases would align for that um for example I have a um uh a real life project that I'm working on and my product roadmap is um uh I have three versions it's a website um the first uh version is Free, the second version includes a membership component and the third version includes a referral commission portion, so I will do three releases.

I will have all the user stories that will result in version one for all users. stories that result in version two, so that's what the release backlog is and so if you look at it in sequence, the product backlog is the overall scope of the project, the release backlog is a subset of the product backlog and then the sprint backlog would be a subset of the release backlog, the release backlog could look like this: It is a list of user stories written by the product owner and that will be developed by the team members and, isn't it?

For what we did this morning, here's another example of a product backlog. This is more of a list and only has the title. There would be a user story card for each of the items in the product backlog, but the idea would be for it to be prioritized. There could be user stories that are added or removed depending on what the product owner wants. The product owner owns the product backlog. That's an IG. Does the product owner create all user stories for the product backlog? no isolation, absolutely not because there are technical considerations that the back of the product or the product owner might not even consider theproduct.

The owner's perspective is more of the customer side, the end user side, so the product owner might not even think about things like security. or things related to architecture, um, and there might even be user stories that come from the technical domain that need to be developed before some of the user stories from the product owners, another artifact is the definition of done, the definition of done is primarily a checklist and this is what forms the agreement between the product owner and the team as to when we consider something to be completely done and if we look down here it's um uh, where's my?

I'm looking for my cursor, it says here, it is usually prepared by the scrum master. in consultation with the team i.e. I would modify this slightly, the definition of done is really team driven, the scrum Master never makes decisions if you have a scrum Master, that says we have to have this in the definition. I agree that the Scrum Master is part of the effort to develop the definition of Done, but I would flip that Scrum Masters, the facilitator, is the team that still um owns it, so now it owns it. of the product involved in this absolutely because the product owner is involved in the definition of the story and what a fully implemented story looks like, so here's a short list of what a done definition in the story might look like. has been fully implemented or the code has been completed as described um automated unit tests have been developed with at least 80% code coverage um it could be more than that um this is just an example that automated unit tests and History acceptance tests do not pass any severity has one or two defects and then the high priority test cases have been automated and added to the Regression Suite.

The definition of done we noted will likely evolve as the team's maturity increases as the project progresses. There are three different roles in scrum. Master the product owner and the development team the scrum master helps both the development team and the product owner the scrum master works with the product owner to maximize return on investment the scrum master empowers the development team by encouraging creativity by removing impediments and providing

training

and mentoring as appropriate the product owner is responsible for the success of the project by defining the requirements and priorities of the project vision the product owner has to resist the temptation to manage the team or add more important work after Having started a Sprint, the Product Owner has to be willing to make the difficult choices during Sprint Planning.

The Development Team is made up of five to nine members with a mix of roles and has the autonomy to self-organize and choose the best way. to meet the product owner's objectives and is responsible for them. A scrum master is a qualified servant leader a scrum master has very little formal authority however is expected to help the team achieve intended results without interfering with the team's autonomy the scrum master facilitates scrum ceremonies such as sprint planning daily St stand up Sprint Review and Sprint Retrospective The scrum Master removes obstacles or impediments faced by the team The scrum Master is also a process coach and mentor The scrum Master should not be a line manager of the team The scrum Master should not Being a Taskmaster, the Scrum Master is not a technical or design authority nor does it make decisions for the team during the course of the project.

The Scrum Master should not do anything that robs the team of its empowerment and ability to self-organize. Let's talk about the attributes of a Scrum Master. Scrum Masters must demonstrate accountability, although they are not solely responsible for the team's performance. They will consider it their responsibility to eliminate anything that affects the team's productivity. They will try to allow the team to do the best they can. They are humble. work in the background and let the team take all the glory will use we statements and rarely use I statements are able to put aside their ego and pour all their attention into the team are collaborative by nature will encourage the team to have conversations between themselves and with other stakeholders outside the team.

They will push all the right people to get involved and work together to try to solve the problems. They are committed to the team. Even if being a Scrum Master is a part-time job. they will give top priority to the team's needs, hence the Scrum Master's work assignment, especially if they are part-time. It is necessary to take this into account. They are capable of influencing. They are naturally good communicators and able to convince others to adopt different approaches. Apply various techniques to mobilize organizational resources when necessary. Tour the strict political RPP when necessary. in the method, they may not be technical or domain experts; however, they have enough knowledge to be able to have productive conversations about the project they are performing the team tasks for the scrum master.

The scrum master is a crucial role and is important to you. to be clear exactly how the scrum master serves the team. Scrum Masters are servant leaders, this means they put the team before themselves and help the team, for example they create, ensure that scrum ceremonies are carried out effectively, ensure that there is a fluid flow of information within and outside the team and that there is a spirit of collaboration in decision making and problem solving. Scrum Masters should make it their mission to solve problems that hinder the team's progress, no matter what the nature of the problem is, a scrum Master needs to mobilize the appropriate resources within the organization to resolve those problems in a timely manner and escalate them quickly.

If that doesn't happen, we must understand that in the short duration of a Sprint, even a few hours of being stuck can make the difference between a successful scrum sprint and a failed one. The Masters protect the team. They ensure that the team is not disturbed or asked to deviate from its commitments. If pressure mounts due to unreasonable expectations, they will step in and push on the team's behalf. It also plays the role of peacemaker when a conflict arises, encouraging the parties to focus on the problem, discuss the problem with an open mind and resolve the conflict eventually.

Scrum Masters are the team's process coaches, using their understanding of agile methods and Scrum in particular. To guide the team through the do's and don'ts of scrum, they ensure that the team stays true to the principles of agile development. Scrum Master roles in scrum teams. Before discussing the role of a developer in a scrum team, let's talk about the desirable characteristics of Scrum teams should be small and the size of the Nimble team should be no less than three and no more than nine, so that would be 6 more. or less 3 exceptions, but common UNC, small attribute makes the team agile and improves productivity, avoids the phenomenon.

Mike calls it social loafing and instead concentrates on work. The team size should be large enough so that team members can produce and show significant increment of work at the end of each Sprint. Sprint after Sprint is self-sufficient and cross-functional for For example, if a team needs front-end development skills, database experience, and service experience, all of those skills must be present on the team. Ideally, team members are generalizing. Members of the specialist team must not only be experts or specialists in one aspect of the development effort, but they must also be experts. You also have sufficient skills and knowledge to perform other roles as required, for example if you are a front-end developer you should be able to take on the role of service developer if necessary if a large team is to be split into larger scrum teams. little ones. scrum favors feature teams over component teams autonomous, self-organizing teams choose for themselves how they will organize themselves and meet the product owner's goals no one can dictate to the team how to do their work the team decides in collaboration with the owner of product, project direction, and the pros and cons of different approaches, let's talk about some key decision points or factors to consider when forming scrum teams: Introducing teams over component teams first The issue is whether it is better to align members of the equipment based on the characteristics or components.

Scrum favors feature teams over component teams, for example it is best to avoid bringing together all UI developers and all API or service developers. Why, because each feature or user story. It will require both the UI and services or API. Component-based organization will reduce the incentive to collaborate. The only reason component teams can be justified would be if the components are likely to be used by many other teams. Gather the right people. It is important to get the right mix of people for the team, the right level of technical and domain expertise, teams will naturally have senior and junior level developers.

This works perfectly as there will be things that will be more appropriate for junior developers and others that won't as well. The risk of a small team is that the team may lose broader perspectives and dissenting points of view. One way to avoid this is to deliberately favor diversity in all aspects. Gender, ethnicity, personality traits. Etc., it may take some time for the team to progress through the process. assault stage of team development and develop the trust needed to work together effectively, but it can be done once a team has been formed. It is better to preserve and assign entire teams rather than individuals to projects.

It is best to avoid assigning team members to multiple projects at the same time. distributed team at the same time a distributed team may be inevitable those in the same geographical location should be located in the same team room and technological processes and ground rules should be implemented to overcome the disadvantages of all team members not being Co-located plotting team size and productivity will likely result in an S-curve (you can see here that a team can be too small or too large). Remember that the sweet spot is six plus or minus three. Think of scrum as a lightweight framework that uses principles and practices that help teams. by delivering functional software in short cycles to the customer, allowing rapid feedback, continuous improvement and rapid response to change, promotes the delivery of value, such as functional software to the customer in an incremental and iterative manner, it is not a process or technique to develop software, but it is. a framework within which various processes, techniques and practices are employed in scrum the iterations that deliver working software to the customer are called Sprints in each iteration or Sprint results in potentially deliverable software this slide is a graphical representation of an agile project using scrum Starting at the On the left you can see that the product owner owns the product backlog and, in collaboration with the team, develops the user stories or requirements for the project.

The product backlog is prioritized and the highest priority items occupy the top of the product backlog in collaboration with the product owner. The team decides how to group user stories into releases based on the product roadmap. Once release planning has been completed, user stories are selected for a Sprint. The duration of the Sprint will be 2 to four weeks once the Sprint backlog is completed. has been determined, the team then disaggregates each user story into tasks during each Sprint, user stories are developed as the code is written, integrated into the system, and daily scrums are held at the end of a Sprint , there is a Sprint review where the working software is demonstrated and presented to the customer for acceptance.

The team then conducts a Sprint Retrospective. During the retrospective, the team mainly looks at three things: what went well, what didn't go well, and what should be done differently in the future. The speed of the device is then updated. like information radiators that transparently display the status and progress of the project and then the cycle repeats until the project is completed a sprint is an iteration in scrum at the beginning of a project the scrum team determines the duration of the project. Sprints forMost project Sprints will last two to four weeks. Factors that affect the duration of the Sprint include the stability of the product backlog once the Sprint has started, the duration never changes nor are user stories added or deleted, so if many changes are expected, one more Sprint Short duration would be better, however, if the product backlog is relatively stable, a longer sprint duration may be appropriate overhead, there are overhead costs associated with each sprint, for example, each sprint will have a sprint planning meeting.

Sprint, a Sprint Review, and a Sprint Retrospective If a team has been able to reduce these overhead costs through automated testing, continuous integration, etc., these costs can be more easily absorbed, making shorter Sprints more desirable; However, if these overhead costs remain high, the team may need to use longer duration Sprints, a team may be tempted to extend the duration. of Sprints in an effort to hide their inefficiencies remember that agile projects favor shorter Sprints and it is the responsibility of the scrum Master to coach and coach the team so that they can reduce waste, irregularities and overuse and shorten the Sprint goal. of a Sprint is to deliver working software.

At the end of each Sprint, the team should be able to deliver nearly releasable or potentially releasable software. This is not easy, especially for an existing product with many legacy features, but it can be done with the right technical practices and mature development processes. Once the Sprint duration has been determined and User Stories have been selected for the Sprint, the Sprint duration cannot be modified nor can User Stories be added or deleted, the Sprint will end at the designated time, regardless of whether the equipment has met the requirements. Sprint goals or not, this allows for effective continuous improvement.

If the team is unable to deliver working software as planned, the team will have to figure out why that happened and then make changes to improve in the future. The Product Owner may choose to cancel or end a Sprint in specific situations, for example, a significant change in priorities or a mid-course fix. It may invalidate the current Sprint backlog, since we are only talking about a couple of weeks of work, canceling a Sprint would be an extremely rare event, a Sprint will begin. with a Sprint Planning meeting and ends with a Sprint Review and Retrospective. There are three backlogs used in scrum.

The pending work of the product. The release backlog and the sprint backlog. The product backlog is the master container for all user stories for the project. The product backlog is continuously. pruned or prioritized so that maximum value is delivered to the customer the release backlog is a subset of the product backlog the releases support the product roadmap and each release is populated with user stories required for that release the backlog Sprint is a subset of the release backlog and contains the user stories that will be developed in the Sprint, as we said, the product backlog contains the user stories for the entire project and is the responsibility of the product owner.

User stories are features, functions or requirements that provide value to the customer, however, the product backlog will also have to contain technical or non-functional user stories necessary for the system to function properly. The product backlog may also include user stories related to risks or defects. The product owner is responsible for keeping the product backlog up to date. This is achieved. When pruning the backlog, which is prioritizing and reprioritizing the product backlog, it must also be continually cleaned. This is the process of adding and removing user stories based on the customer's needs and wants. There are four scrum ceremonies.

The Sprint Planning Meeting. The daily scrum. review and the Sprint Retrospective, let's take a detailed look at each of these ceremonies. The Sprint Planning meeting has a two-hour time limit for each week of the Sprint. If the Sprint is going to be 2 weeks long, then the time limit will be 4 hours. If the Sprint is to be four weeks long, then the time for the Sprint Planning meeting will be eight hours. The entire scrum team must attend, including all roles. The most important aspects of this meeting are team capacity and definition. Once done, there are two approaches to selecting user stories for a Sprint, one is based on team velocity and the other is driven by engagement.

Team buy-in is critical and the goals of the sprint must be clearly understood and the desired outcome must be clearly articulated with the definition of done then there is the daily scrum the time box for the daily scrum is 15 minutes regardless of the length of the sprint everything the scrum team, including all roles, must attend the daily scrum each member of the development team individually answers three questions what did you do did yesterday what am I going to do today and what are my impediments this is how team members coordinate their work and The scrum Master learns from the impediments that must be addressed.

The Sprint Review is held at the end of the Sprint and has a time limit of one hour for each week of the Sprint, so if the Sprint were to last four weeks, the meeting Sprint review would last 4 hours and should be attended by the entire scrum team, including all roles and any other stakeholders. In project success, the purpose of the review is to demonstrate that the software works and to obtain and evaluate feedback. It can range from complete acceptance of the completed software to complete rejection. The Sprint Retrospective occurs after the conclusion of the Sprint Review and is time-bound. 45 minutes for each week of the Sprint, so if the Sprint is two weeks long, then the retrospective would last 1 and a half hours and should be attended by the entire scrum team, including all roles; however, product owner assistance is considered optional during the retrospective, the team answers four questions: what worked well, what didn't work well, what should be done differently, and what still baffles us.

One or more problem detection techniques can be used in retrospectives and this ceremony is a vital part of continuous improvement in the end. From the retrospective, the velocity teams and Project information radiators are updated, then the next Sprint Planning meeting takes place and this cycle continues until the project is completed. The definition of done is an important artifact for a scrum team. It is the main reporting mechanism. for team members and there may be a different definition of dun at various levels definition of dun for a feature or user story the definition of done for a Sprint and the definition of done for a release is actually just a checklist of activities that add verifiable and demonstrable value to the product are created by the scrum master in consultation with the team a sample list of elements for defining the criteria is provided here is done the story is fully implemented or the code is completed as described Automated unit tests have been developed with at least 80% code coverage.

Automated unit tests and acceptance tests in history are passing high priority test cases. They have been automated and added to the regression suite. Note: This is only intended as an example. Each team's definition of done will vary slightly depending on the maturity of the team and the specific situation of the team. The product team has undertaken a new project called WeatherMaster. The team is planning to move to the scrum methodology and this is a summary of the time of your first 15 minute scrum meeting Rick is the scrum master for this meeting where the team members discuss what they did yesterday, their plans for today and the impediments they faced, all team members are standing including Todd who joined the meeting via video chat.

Rick conducts the meeting near a scrum board. Angela, the owner of the product, is absent. Rick reiterates that all discussions will be put on hold until after the scrum meeting and encourages his team to keep the meeting short. People can intervene to resolve obstacles. Hello team, welcome to the daily meeting for the product team at Project WeatherMaster. We are in Sprint One and today is day two as we are planning the transition to the scrum methodology. I hope you find this daily meeting useful. In this meeting you will provide information about what you did yesterday, what you plan to do today, and the challenges you faced.

I think everyone here, let's get started. I don't see Angela, shouldn't she be here? I added Angela as an optional attendee to this meeting and since she didn't show up, we don't have to wait for her to provide a specific Yes or No about the Product Owner participating in the daily scrum. The PO's main role is to provide direction and clarify requirements and priorities, as we don't always discuss them in detail in this meeting. The PO does not need to be here if the POS wants to attend, they are usually in listen-only mode during the meeting.

They can use the information collected during the meeting for separate offline conversations. What's up with Todd? He works from his home office. Todd will be part of the meeting via video chat. It is important that we include all team members in the meeting Hello Todd, how are you? I'm fine, thanks, I'm audible. Yes, Team Todd, let's defend the meeting. Why don't you go first? Yesterday Aaron was working on creating the mock objects to mask the database calls from the unit tests. The difficulty with this approach is that our server-side logic depends so much on metadata that writing a real mock is a gigantic exercise;

There are decisions that are made during runtime based on the data. of history procedure calls are also made based on values ​​returned via inline queries that are also embedded in the code. I was debugging the code until about 9:00 p.m. m. but for the life of me I couldn't figure this out, Aaron, could we please ask you to be concise when providing an update if you think some of the details you need to describe might be interesting to others, why don't you write a Wiki page on it and share the link to return to your update?

Did you finish your homework yesterday? No, it turned out to be much more complex than he had imagined. I will continue. Working on it today and seeing if I can find an XML structure to mock the schema and encode some return values, but I'm really stuck when it comes to online queries. I know what you're talking about, there is a reason why inline queries are in code, this is mainly for performance reasons when the overhead of making a procedure call based on a metadata value and then process sorry for the interruption again guys this is a really great conversation.

May I suggest we write this number down? in the parking lot, I'm not sure what you mean by that, Rick, let me explain that what Aaron just mentioned is a blocking issue. Team members should mention it during the daily scrum so everyone knows that one of the team members is stuck. However, the daily scrum is not necessarily the meeting where solutions to every obstacle can or should be found. It seems like Mary knows a thing or two about the topic Aaron has raised. Let's write this down as a theme in the parking lot. This means the team can have offline conversations after the daily scrum to track it.

I'm also going to make a note that will track the impediment that Aon faced daily until it is removed, you should let me know if I can help you in any way, right? Aaron, is there anything else? He would like to say no. I'm done, thanks yesterday. I worked on the development of wizards for creating wholesale orders. I'm almost done today. I need to write code to handle some of the exception scenarios before I can hand them over to Susan to test. For me, I guess you forgot to mention any impediments that aren't really an impediment right now, but I would like to mention that my computer probably needs to be upgraded with more RAM.

It's been slow for the past few weeks. Well, I wrote some scenarios. to try out the book order wizard. I'm looking to get my hands on the code as soon as Mary finishes today. I also hope to complete the company's test orders that have been pending for atime. I'm fine for the moment, but I have a question: Shouldn't we all update the task board as we speak? We might be up to you if you think you want to do this during the meeting. If you ask my opinion, we should update the board as soon as we can. they are ready.

Tove move tasks and not wait for the meeting. This will ensure that the dashboard is always up to date and also that we use the meeting time to focus on the conversations. That's a great point. Rick. I can't see the board very well. from here anyway, so maybe we should find a way to create an electronic version as well at some point. Great, Point Todd, why don't you continue with your updates? Well, hey Rick, would you like to know about my work in the advertising module? first or the integration server, whatever the team decides is fine with me, remember this is really your meeting and I'm just here to facilitate and ensure that we get the most out of this meeting, so I guess I'll start with the integration server.

I would like to inform everyone that I managed to set up the integration server which we can use as a Sandbox to test the code before checking it into Source Control. I'll send you all a link with some instructions and credentials that I also started looking for. In the advertising module stories, it seems like there are a lot of open statements in the stores that I don't really understand. I guess I should have paid more attention during sprint planning. I really need to have a conversation with Angela about this. That is my main impediment at the moment.

I sent him an email but have not received a response yet. I have nothing new to add today. I'm almost done setting up our project in the free tool I downloaded yesterday. I'll show you a demo at the meeting I scheduled later today. I'll try to track down some of these items from the parking lot. Anything else before closing the meeting. Okay, that's all for today. Have a great day. Do you have a moment to chat about online queries very quickly. The purpose of a scrum meeting is to keep team members updated and resolve any impediments.

It is an ideal way to start the day on a positive note. The Scrum Master reinforces the team's sense of self-management. Facilitates communication. between team members returns the team's focus to what is important and supports improvement, so before we delve into the differences between scrum and Canan, let's take a look at what exactly scrum is Scrum is an agile project management framework and simple that organizations use to help teams. collaborate manage unpredictable and complex projects or products while ensuring that delivered products are of the highest value describes a set of meeting tools and roles that allow teams to work in sync and help them structure and manage their work scrum is one of those things that are really easy to understand but very difficult to master and although scrum is considered to be generally used by software development teams, its principles and themes are quite universal and can be used with almost all types of teamwork and teams. scrum managers can learn from their experiences. what worked, what didn't work and things like that, can also be organized to handle your problems effectively and basically improve yourself by reflecting on them.

So how does scrum work? Here we have the first component, the product backlog, the product backlog. of a list of tasks that need to be completed for the stakeholders' goals to be achieved, then the team decides which tasks from the product backlog they want to complete and deliver in a 2-4 week period called a Sprint, hence the name Sprint. Sprint planning. Next, the tasks that were discussed in the previous phase are added to the Sprint backlog. This is a set of tasks that the current Sprint will focus on. After this, the scrum team, which usually has 5-9 members, will work on these tasks now.

They also have regular scrum meetings where they talk about their wins, the problems they are facing and what they plan to do in the next 24 hours and then they have the Sprint Review. The Sprint Review is a meeting during which the team shows what they achieved during the Sprint and during this time questions, observations, comments and suggestions are asked. The Product Owner also receives feedback for upcoming Sprints from stakeholders. They also have a Sprint Retrospective now during this session. p Errors, potential problems and new ways to handle them. Data is identified from Here it is incorporated into the new Sprint plan, the final step is the increase.

A viable and usable output is provided here to stakeholders, so now that we know how scrum works, let's take a look at Canan. Canan comes from the Japanese word can bam, which literally means sign. Like scrum, Canan is a popular agile framework that is a visual system by which work can be easily managed as it progresses. Canan uses something known as a can ban board to make these things possible, with this you can easily identify bottlenecks and then fix them. cost-effective at optimal speeds Canan's main focus is transparency as everything related to tasks is on the dashboard, everyone can stay up to date, it also ensures that teams focus on their current tasks until they are finished, this limits the amount of work in progress, so on the can ban board the work is divided into smaller, more manageable pieces the work to be done is written on a note or card and placed on a board the columns of the board help To represent where each element is with respect to the workflow now let's look at what they are in detail, let's find out how Canan works.

Now the board consists of three main components. There is the to-do list that represents the items that need to be completed. The in progress column that represents the items that are currently being done. worked and the completed or done now column represent tasks or items that have already been completed now, although this is a physical representation of the board, several organizations use software versions of the board that replace sticky notes with cards that can be moved from a column to another as the work progresses, now an example of such software is Trello, so if you want to learn more about Trello, you can check out the link that I will add to the live chat in a moment, at this point, you guys should have I noticed how similar these two frameworks sound, so let's go over some of their similarities.

Let's find out how they are alike. First, they both have Lean and Agile principles, which means reducing waste, and they are both iterative and time-bound approaches that allow the product to work. Delivering incrementally, both frameworks aim to reduce the amount of work in progress, forcing teams to ensure they focus on a smaller set of tasks, which also makes blockages and bottlenecks a bit more. visible. In both cases, the work is divided. In smaller, more manageable units, both frameworks use pull scheduling now, this means products are only created based on demand rather than forecasts. Transparency plays an important role in both frameworks by helping them drive process improvement, and in both cases the release plan is continuous. optimized and finally both methods aim to deliver releasable software frequently and sooner than expected, so now that we come to Midway, let me ask you a question: do you use scrum or cban in your workplace or do you use this software for reasons personal?

What exactly do you use them for? Let me know in the live chat. Now let's take a look at how these two Frameworks differ from each other. First, let's take a look at Cadence. Cadence refers to the amount of time in a Sprint or before a release. So when it comes to scrum, the entire project is divided into time-bound iterations, i.e. into smaller, more manageable units, but when it comes to bans, it is event-based. The next criterion we will look at is the release methodology in scrum releases. takes place after each Sprint, which typically takes 2-4 weeks to complete for Canan releases, is carried out on a continuous delivery basis, and occurs in such a way that changes, such as configuration changes to new features, bug fixes and experiments, reach users in a safe, fast and sustainable manner, next let's take a look at how changes in both frameworks are addressed in scrum.

Changes cannot be made while the Sprint is in progress. Once complete, changes can be considered in the Sprint plan and then added to the Sprint backlog with Canan. Changes can be made at any time and incorporated into the workflow. Now let's consider the metrics that are measured in scrum for planning and process. Improvement speed, which is the measure of the work a team can complete in a Sprint, is the key metric in Canan's lead time is the key metric, this represents the period of time between the appearance of a new task in its workflow and its final output from the system.

Next, let's take a look at how teams work in these frameworks. In scrum, you need a cross-functional team to achieve this. Your goals in a Sprint in Canan Cross-functional teams are optional, but specialized teams that focus on particular aspects of the workflow are required. Now let's talk about new additions in scrum, just like change management, you can't add any items between a Sprint or an Iteration. In the tin band, new elements can be added to the board as long as there is capacity available for it. Now let's look at job roles. Within these frameworks, scrum has three main job roles: product owner, scrum master, and scrum team with Canan, you don't If you have specific job roles, now let's talk about representation or furthermore, let's talk about how the data with scrum.

The board must be reset once a particular Sprint is completed. The dash band remains persistent throughout the project and finally. Take a look at the project link with scrum, it is more suitable for longer projects and with Canan, projects that can be completed in a shorter period of time are better, so which one should I choose now? The selection of these two methods is mainly based on the requirements of the team, do you expect your project to be shorter? you want to make changes at any time you don't want to set specific job roles then you can ban is the framework for you or you want a long running project with different job roles and involve cross functional teams scrum is the answer for you based on the differences we discussed in The last issue, you can make an informed decision.

Now let's take a look at some of the popular companies around the world that employ both frameworks. Some of the companies that have implemented scrum successfully are Facebook General Electronics and Adobe companies that have implemented gban are semens BBC and sap. If starting to learn is half the battle, what if you could do it for free? Visit Skillup just learn, click the link in the description to To know more, as part of this tutorial we are going to understand the typical interview questions that would arise when someone faces the interview for any of the roles in the scrum, so the number one question is what is Scrum so scrum is a framework that enables the team. work together so that scrum teams can learn from experiences, self-organize, work on problems, reflect on their wins and losses, improve, so this is a simple framework that will provide better capability and methodology to handle it better.

It is very well defined and articulated and this provides better knowledge and capabilities. Creating XS is very easy and the roles are well defined, so define the roles in scrum, what are the typical roles we come across in scrum, so one of the roles we come across is that of product. owner, so the product owner is primarily responsible for maximizing ROI by determining product features that prioritize it into a list of what to focus on for the next print and constantly reprioritize and refine it, for What happens is that whenever we need to make a delivery, it is very important for us to have clear requirements, what requirements must be met to meet those requirements, the products that are produced must have specific features and functionalities, so that The product owner has the list of features and functionality that must be created when the product comes out as a result of a project, so the product owner is primarily responsible for ensuring This list of features isidentified and prioritized as needed, so the next role we can think of is Scrum Master, who helps teams learn and apply Scrum to realize business value, so Scrum Master helps remove impediments.

An impediment is anything that can prevent things from flowing smoothly. it protects them from the interface and helps the team adopt agile practices now scrum is one of the methodologies for agile approaches and practices now remember that the term agile itself is not a practice, it refers to indicating that move faster become flexible respond to change be flexible now The scrum methodology, especially the scrum Master, must understand this dynamic and ensure that the team understands it, and the scrum Master must guide the team to adopt these methodologies and ensure that the results are achieved accordingly, so that the next Ro be the Scrum team, so the scrum team is a group of people who work together. to meet stakeholder requirements, so the scrum team is generally the size of five or so 2 who are self-organizing, so scrum team members would have several different capabilities, so each of their capabilities complement each other to achieve the required results, so question number three, what are the responsibilities of the scrum team?

So the scrum team is self-organizing as I mentioned earlier, so it is a self-organizing team that has five to seven members and the responsibilities would include developing and delivering work products during each Sprint now. We're looking at new Sprint terminology, so what does Sprint mean now? Sprint refers to an iteration, an iteration on a time box that will have specific deliverables that need to be accomplished as part of it, so that the self-organizing team takes on that specific piece of work. needs to be delivered, so it is a sprint backlog, we call it that from the product backlog, the features, functionalities that need to be delivered as part of this specific iteration called sprint timebox iteration and those backlog items.

Sprint returns are delivered as a result of the Sprint would be the features that have been taken as a piece of work, work product to demonstrate ownership and transparency of the work that has been assigned to them, so they own everything that is assigned to them. assigned, there must be ownership to ensure the success of the daily scrum meeting. by providing clear and correct information for scrum to have an event there are five events basically so one of the events that happens daily is the daily scrum meeting where the team comes to the scrum master to talk about what they have achieved in the previous one.

So far, is there anything stopping you from moving forward? So, give the crisp updates, specific summary updates so that the Scrum Master understands the status, so that any specific changes or any specific support that is required, the Scrum Master will discuss it separately with those people and get it done, it should be a meeting of at least 15 minutes when we say daily meeting for the scrum team to collaborate with each of the team members work together and self organize so the next question is the difference between everything and scrum now it is very essential to understand. the differences in terminology so if we end up seeing incorrect understanding of each of the terminologies then it will be difficult to explain so what does agile mean and what is it when it comes to the terminology called scrum?

The term agile refers to the ability to move quickly and easily by becoming more flexible and adaptable. This is the meaning that is associated with the term agile so many times. I have seen people answering agile is a methodology agile is an iterative and incremental methodology and I also think that when you search through popular search engines, you may come across something incorrect: agile is the terminology used to indicate that You have to move quickly and easily, becoming more flexible and adaptable. We must take this into account, so the question may be: what are agile methodologies?

You can give the impression that one of the agile methodologies is Scrum and you can continue with several different methodologies. So scrum is an agile methodology. The term scrum is the name given to the meth agile methodology that allows the organization to become agile. So to become agile, obviously, there are several methodologies. Scrum is very popular, so that's the main difference. If you look at the Agile Manifesto and the 12 principles that act as guidelines for becoming agile, there is something called the Agile Manifesto. The four points clearly articulate what is needed. being focused on being ail and that support which is supported through the 12 guiding principles for scrum to be used in projects where requirements are constantly changing means that I want to become ail, so I adopt scrum, so this definitely has to align with the Agile Manifesto and take the guidelines that are mentioned in the 12 principles of the Agile Manifesto and then look at the leadership perspective, the roles perspective, so the Manifesto mentions the collaborative interactions required to become agile, while scrum defines roles such as scrum master, product owner, self-organizing teams, which is cross-functional. self-organizing team, so these are the three main roles that scrum defines now.

Generally, when we say projects, we come across the role of project manager Pro. Do we see such project managers in scrum? The answer is no, because the scrum master who interacts with the team regularly. Rather than management, they focus on playing a facilitation role for the scrum teams so that things can be delivered in the necessary way and the team is given more flexibility to take calls and achieve results, so that scrum master facilitate while product owner like me. mentioned above looks at the product backlog and previous PRs and provides what other features and functionality should be built in the next iterations.

So when talking about flexibility, the agile manifesto definitely mentions the required focus on working software and changes, so that's the focus. Direction what it provides for scrum approaches to allow teams to react to changes quickly the scrum methodology is designed in such a way that the team understands that it can react and those changes and modifications are made visible to the team so that the delivery perspective The Manifesto provides the necessary guidelines on frequent delivery of product or software, so scrum with scheduled iterations called builds Sprints is delivered to the users regularly and maintains agile principles, which is very important, so the delivery here is done according to the requirements of the users according to the requirements of the client, because the client when we want to become a secondary client. it has to involve stakeholders very closely it has to collaborate without that you can't become agile so the next point is about agile collaboration.

The Manifesto emphasizes individual interactions and collaborations with customers. So based on this, if you look in the scrum, how are they demonstrating this, then there are several. events that happen in scrum, so as I mentioned above, we have daily stand-ups and other scrum events like the sprint retrospective. Sprint reviews the daily stand meetings that happen as Sprint planning that happens regularly, so it becomes a reason for collaboration and for everyone to discuss and make the decision. Call question number five, what are the main artifacts of this Crum process? Now the product backlog consists of a list of new features, changes that the organization is looking to incorporate into existing features, changes to existing features.

Buck fixes changes to the infrastructure and various other activities to ensure a particular result, hence the product backlog, so we can talk about the Sprint backlog, a subset of the product backlog, so the work Sprint backlog contains tasks that the team intends to complete to satisfy the Sprint goals, so it sets out the things in the product backlog. they are included in the sprint backlog and those are the features that are supposed to be produced as a result as part of that particular sprint. The team first identifies the tasks in the product backlog that need to be delivered to achieve a goal, so these tasks are then added. to Sprint backlog so that the team first identifies the tasks in the product backlog based on priorities, the list that is prioritized in the product backlog that is taken in Sprint back LW and then they are delivered so that you can think next in the increase of the product. is the combination of all product backlogs completed in the Sprint and the value of increments from previous impressions, the result must be in usable condition even if the product owner does not decide to publish it, each of the increments is very important coming out, so now you need to address this question number six: How are Sprint Product and Backlog different from each other? which is the list of all features Consolidated functionality while the Sprint Backlog is the list of items to be completed during each Sprint that are taken from the product backlog the backlog when it comes to the product backlog the owner of the Product collects the backlog from the customer and assigned to the team, while in the Sprint backlog the teams collect the backlog from the product owner and set the time frame for the Sprint, so that the product backlog is specific. for the end goal, while the sprint backlog is specific to that specific sprint iteration called sprint in scrum, what are we going to produce as part of your product backlog is based on the customer's vision, while The print backlog will vary depending on the product vision defined by the product owner, so prioritize the list that the product backlog takes from there so that the product backlog is independent of the Sprint backlog, while the backlog from Sprint depends on the product backlog, so we already know that.

Let me explain it, so this is the prioritized list of backlogs that we take from the product backlog and create this specific product as part of Sprint, which becomes the Sprint backlog, so the product backlog refers Until the project is complete, the product owner maintains the product backlog for a Sprint backlog when it comes to the Sprint backlog, each new Sprint as a backlog added by the team as each print is started, the Next question is: Who is the scrum master and what does he do? So, a Scrum Master promotes and supports the adoption of Scrum in the team.

Scrum Master helps everyone understand the theory, practices, rules and values ​​in scrum. Therefore, Scrum Master plays the role of facilitator and facilitator. So the Scrum Master ensures that the team follows the principles of Scrum values. and practices removes blockers that can hinder project progress protects the team from distractions ensuring the team delivers value during each Sprint, so the next question is what happens in daily stand-up sessions, so daily stand-up sessions are the discussion that takes place daily and takes place generally lasts 15 minutes, the goal is to understand what went well, what tasks were completed since the last stand-up session, what tasks are pending, and the obstacles the team faced. , if some specific task was not completed due to certain reasons, then what stops? they stop the team to achieve that, that needs to be made visible so that a separate meeting can be held to discuss that and make necessary corrections by taking appropriate actions, so the goal of this daily meeting is to understand the overall scope and status The project can be continued with additional individual discussion after the daily stand-up sessions, as I mentioned above, if you find that something is not being achieved according to plan.

Now how do we make sure it is corrected and why does it happen? Is there any support? The team needs to focus on that, so something like that can be checked in question number nine, what is Scrum ban? So scrum ban is a development methodology that is a combination of scrum and kban, so it can be used to meet the needs of the team that aims to minimize batch work and adopt a pull-based system, so Canan is called a pull BAS system, which actually helps in terms of visualizing what work is in progress and, givenwhich is a visualized system, it is visible to everyone.

So it works in terms of making people aware of taking that job and closing it quickly, so it is also called group system because the job is pulled from that particular list and this approach or methodology or Conan thinking is applied in scrum, we call it. as a scrumban, the combination of this definitely helps in terms of making the entire journey successful and supports the scrum methodology, so scrum B includes the structure of scrum along with the flexibility and visualization of can ban, so scrum B be used by teams that need to be scrum structure that has the structure of scrum and the flexibility of a flow-based method like Onan, then question number 10, what is Sprint zero and Spike?

So the term Sprint zero refers to the small amount of effort put into creating a vision, a rough skeleton. of the product backlog, so now we do this every time we need to understand certain things, how things look to gain certain insights, so this also includes Insight to estimate the product launch, so you get some Vision , get some clarity, so this Sprint Zero is It requires creating the skeleton of the project along with the research spikes, maintaining a minimal design, developing a small number of stories completely, having low speed and being lightweight. So talking about the spike, the spike is a set of activities used in extreme programming.

I think this was introduced there in extreme Pro programming. that is one of the agel methodologies that involve research, design, research, proof of concepts etc., so the goal of spike is to reduce the risk of technical approach by gaining knowledge that helps in understanding the requirements and improving reliability, for which the more aware we are, the more clarity we will have. I think we go one step further. It will be easier, so you can make informed decisions. The next question is what is Scrum of scrums. Now scrum of scrums is a terminology used for scaled agile techniques required to control and collaborate with multiple scrum teams.

So when will we find the need to collaborate? between multiple scrum teams, so these are the scenarios where the organization is a complex structure of complex nature where you may need to manage them together, all together to achieve the common goal for the business, you would have multiple scrum teams. scrum, so scrum of scrum helps. terms of better collaboration and handle them easily or in a better way, better control, it is best used in situations where teams work together on complex tasks by simply visualizing the system with several different deliverables that are not simple deliverables that we can do with a simple scrum team. instead, we have several different deliverables that need to be done and the dynamics are too complex, so in larger projects scrum of scrum approaches can be adopted to scale the agile methodology to that level to be used to establish transparency, collaboration , adaptation and adoption required. scale to ensure that products can be developed and delivered, so whatever products are delivered, whatever we consider will be delivered, so you need to focus on business objectives, which is very essential.

What is user story mapping? So user story mapping represents and organizes the user. stories that help in understanding the functionalities of systems, planning releases of systems backlog and providing value to customers, so first of all we write user stories to understand the functionality of the features required in the perspective of the user, now if you assign those user stories whose user stories are linked to others. user story whose functionality is linked to other functionality, which will determine that it will be easier here, so now the Maps user story organizes the user story according to priority along the horizontal axis on the vertical axis in which they are represented based on the increasing level of sophistication so this will help in terms of handling in a regular flow in a specific flow not in a regular flow in a specific flow so that things can be done in order with complete clarity then question number 13, what happens in the Sprint Retrospective, after the Sprint Review, for the Sprint to be completed, for the Sprint Review to happen in the Sprint Retrospective. is done during this meeting the lessons learned what went well what mistakes we made what the problems were so is there a new way of doing things?

All of this is discussed so that these necessary fixes can be considered in the next iterations, Sprints, so the data. from here it is incorporated when planning the new Sprint, so the learning you had will compile it, what went right, what went wrong, what was supposed to be the best approach and how we approach it, is there any other way to do it ? Therefore, these are discussed and it is very essential to do so at the end of each of the Sprints, review question number 14, what is empirical process control in scrum?, so empiricism refers to work based on facts, experiences, evidence, observations and experimentation, thus establishing empirical control of the process. and followed in scrum to ensure that project progress and project interpretation are based on observation facts, so actual facts and figures are very important.

Any decision we make, any progression we make, should always be based on real facts and images from which we should not deviate. So rely on transparency, observation and adaptation, obviously, when you are working on data in ground reality, so you are working in real reality, it is transparent, it is in observation data, the mentality of the team and the required change in thinking. Process and culture are very essential to achieve the agility required by the organization, so team mindset is very essential and adopting process compliance with process, culture, behavior obviously plays a very important role when something is done within the organization, so it is necessary. it should be done as per need which should complement the business objectives, it is very important and should be based on facts not some thoughts, assumptions or ideas, so the next question is what are some of the drawbacks of using scrum, so scrum requires people who have experience without which the project risks will have a risk of failure, so one does not have the ability to request scrum, it is difficult for the team to be collaborative and committed, so the people who They collaborate, people collaborating themselves is a big challenge in many organizations, so implementing this is very important when you want to.

To adopt scrum, scrum requires teams to be collaborative and committed to ensure the required results, they must work together and must also collaborate with customer stakeholders. The least experienced kma Master can cause the project to fail, so be careful. The scrum Master is the one who is the facilitator, we need to understand this, the one who enables the scrum teams, the one who ensures that the objectives of the scrum teams work the way we need them to work, if the scrum Master does not understand this, the dynamics will not work. is clear about this, obviously, he or she cannot allow the team It becomes that if the tasks are not well defined, the project may have inaccuracies.

Scrum works best for smaller projects and would be difficult to scale to large, complex projects. That's where we were discussing some questions before this scrum scrum that we discussed about when it becomes a complex project that needs to be managed together and it will become complex, so the next question is what are the skills of a scrum master, so a solid understanding of scrum and the AEL concept scrum Master must have fine-tuned organizational skills so that when scrum Master is working with self-organizing team with several different capabilities, so unless the organization has interpersonal skills, if scrum Master If you don't have to work with them, it will be difficult, so the Scum Master must be familiar with the technology that the team uses, a basic understanding of how the dynamics associated with that work and the Scum Master must have the ability to coach and teach the team to follow scrum and its methodologies and be very clear about the terminology artifacts and all the events that happen, so scrum Master must have the ability to handle conflicts and resolve them quickly so that the conflict is a scenario that would happen for several different reasons, However, when a conflict occurs, the scrum master should not shy away from it to resolve it in the interest of the project, whatever is being done, it is very important that the scrum master has to be a servant leader, so it is not like you were a specific manager or leader of a certain type and you were doing this a certain way.

No, I'm actually facilitating. I am guiding. I am showing some direction to the organization so that it is like this for the team when we say organization, I am talking about the scrum team so that they can undertake the specific project and achieve the results accordingly. Question number 17, how can Discord be dealt with within the scrum team? Now it is necessary to identify the root cause of the problem and Full ownership must be established when dealing with this and trying to diffuse disagreements, so emphasis is placed on the focus area that complements the project, so here, when We address any of the discussions, any of the opportunities or any action, what we need to take. revolve around the goal of the end goal of whatever we are doing, when we need to solve something, when we get to the root causes, it always helps to look at actions in terms of eliminating those causes, so once the causes are eliminated, It's pretty obvious. you can easily confront and address it with the right set of actions, so emphasize focus areas that complement the project in the sense that it should be the final direction, not my individual interest, not that individual interest.

I favor this person. I favor that person that shouldn't be the case, so I favor this solution or I favor that solution. I agree with this particular technology. I am very happy with this technology. There are no such thoughts. It is the address that is established. I need to move things in that direction. Establishing a common understanding and guiding the team towards Direction, continuously tracking and providing complete visibility, is very important, so the next question is what is the user story, so user stories are a tool agile software development project management that provides the team with simple natural language.

Explanations of one or more features written from the end users perspective Now for example I am an account holder in a bank so what is the facility that a bank would give to the account holders? There is ATM banking, there is net banking, there is mobile banking and now there is over the counter when the bank is working on creating certain specific features or specific mobile applications for the account holders. What are the things the user needs that should be displayed now? If I say that the role here is that of the account holder as an account holder.

I want to download the statements for each month as an account holder I want to download the statements for each month this is my requirement how will you facilitate this this will provide information on how the bank works what are the features and functionalities and how these requirements are fulfilled can the bank fulfill and what features the particular mobile application must have so that the account holder can download the statements, so that the user stories provide information about what each user, so the account holder is not just a user, there are a lot of users here when it comes to For a bank's mobile app, we have people who monitor it, manage it and develop it, so they need to be clear about what exactly they need and that needs to be written as part of the user history and what features and functionality can be easily determined. of this, so a user story doesn't go into details, it just mentions, as I gave an example, it just mentions how a certain type of work will bring value to the end user.

The end user in this case could be an external or even internal end user. clients or colleagues within the organization, so if I am an organization, I produce an HR application. I create a HR application for claims processing which I don't have until today, so it is for internal users in the bank example. I'm talking about external clients. Therefore, user stories also form the building blocksof the agile framework, such as epics and initiatives, which help ensure that the team works towards achieving the organization's goals through epics and initiatives, so that the requirements for realizing user stories are met or they add later after discussing them with the team to write a user story The participation of the team members is very essential, they must discuss, come out and agree.

Yes, these are the features, the functionality that should be there. User stories are recorded on post-it note cards or project management software, whatever. feasible and what is available there, the next question is how epic stories and user tasks differ, so that the user storage provides the team with a simple explanation of the business requirements created from the inducer's perspective, As we saw in the few examples of the previous questions, epics are the collection of related elements. User stories are usually large and complex, so these epics are created with specific goals in mind and the user stories are grouped together to form an epic, while the task refers to the one used to keep track of the work, so they are used to break down further. of user stories, so there is a smaller unit in scrum that is used to track work, one person or a team or two people usually work on tasks, so these tasks or these through this task, I believe that the features and functionalities that are required to be achieved are done in a way that question number 20, what is Sprint now?

As I mentioned earlier in question number four, then Sprint is the terminology used in scrum. I think we explained several different concepts as we go, so Sprint is the terminology used in scrum and refers to the time box. iteration, then we understood what are these iterations in scrum approaches when we are going through the creation of a specific module or feature that is part of a product is done during the Sprint, the duration of the Sprint varies between a week or two, so which means it is a simple short duration, some features are taken and created, so what is speed?

Velocity is the metric used in scrum, which is a measure of the amount of work the team completes during the Sprint, so this helps measure how things are moving, how. The faster they are moving, refers to the number of user stories completed in a single Sprint, so this speaks to that speed, so, or speed, speed, uh, how fast are we going, how much slower are we going, this It helps vary the variations that we can make in that speed, uh. Depending on the needs of the business, what are the responsibilities of the product owner? The product owner defines the vision of the project, anticipates the customer needs and creates appropriate user stories so they don't write user stories as such, they definitely have a set of people who should be involved, the team, uh, to write the stories from the users, there should be a lot of discussion, brainstorming should be done to write the user stories, but the product owner is responsible, so the product owner should evaluate the progress of the project based on this backlog .

The project product owner has and must answer all questions related to the product. The team may have certain questions. Sprints as the Sprint progresses. The scrum team may have certain questions. Clarifications related to user stories. It is necessary to clarify what burnup and burn down are. charts usually when we say chart it is a graphical representation so burn down chart is a tool used to keep track of the amount of work that has been completed so it is a bar chart , the amount of work completed, the height of the bars continue to increase on the chart recording based on what is completed, which will show the total amount of work that needs to be done for a sprint or a project, making it a bar graph where each of the bars continues to increase in height.

As the amount of things being delivered increases, the burn-in charts are usually again a graphical representation, a bar chart, so what is backordered shows that now initially it will have a larger bar and as As the project progresses, the height of the bars decreases, indicating what is backlogged. It is a representation of how quickly the team is working through user stories, it helps you understand that, so It shows the total effort versus the amount of work for each iteration, which is helpful for you to deal with. How much do you spend to complete question 24? How is estimation done in the scrum project?

So, the estimation of user stories is done based on their difficulty. A particular scale that is used to rate the difficulty of user stories so that you can analyze how difficult or easy it is. Are these some of the scales used, like numerical sizes 1-10, t-shirt sizes like fibos series SM ml XL, or dog breeds based on value? Many such approaches are taken, what are some risks in scrum and how are they managed. First of all, we need to know what risk is, so some types of risk in scrum are related to the sprint product knowledge and capability of the budget people.

Now when we say budget risk increases by exceeding the allocated budget, it takes more like looking for more variances, I estimated for X. It goes like X Plus Delta X, so can we control it? You need to look at it, so you need to evaluate that risk and what possibilities it can increase the cost. Related people like team members should have the right skills and abilities if they lack that. obviously, uh, difficult, it's not just about skills and capabilities, the culture, the behavior, the attitude, the energy, the synergy, the collaboration, what the people will have, then the related Sprint in terms of duration and deliverables that exceed the duration, adding scope to that Sprint in the middle, so that the challenges. difficulties, so the product refers to user stories and epics that have poorly defined user stories and a picture not properly articulated, there is no proper visualization when you look at that user story, it is not understood, so no, no one explains it correctly, so knowledge and capabilities, so it is not just people related, it is a complete system, everyone was involved with the specific resource with their maximum capacity, it can also be technological capabilities, so when I say risk , basically involves evaluation analysis of identification and definition of risk response plans and implementing them now that Let's say that the evaluation of risks must be both qualitative and quantitative, so depending on the impact and probability of a risk, if it is a high impact risk, obviously you have to do both qualitative and quantitative, if it is a simple one with a very minor impact, you can take the following option. call accordingly to what extent you may need to analyze and have the response plans for it, so once you have implemented and defined and implemented the response plans, it is quite obvious that you need to continue to monitor them and manage the risks, now the impacts and the probabilities of the risks may vary as the project progresses. progresses, so we may need to continue to evaluate the identified risk and continue to identify new risks as we progress through the project, so that they are carried out continuously from the beginning of the project to its completion, the reason why I said that it is essential to understand that the impact of the risk is based on the proximity of the risk actually occurring now, for example, if you start working on something, nothing is delivered right now if the specific people risk is not available or the client is not involved. early stage very early stage so the impact of the risk is, consequently, the project would be delayed in its entirety or the requirements are not very clear, it is delaying some of that type of impact that will have now as the project progresses almost like 50% of the project completed now that there are some challenges or risks associated with customer engagement issues occurring now that you're halfway through the project, so again it's going to have a different kind of impact. 50% is delivered now needs to progress because active participation of stakeholders including the customer is very important when it is becoming So when that is not happening as an example, I am taking the participation of customers, the part of collaboration, if that is not happening now here, the level of impact is not equal to the level of impact when this happens at the beginning of the project the same type of risk that we are evaluating, so that is the reason why each of the risks you should keep evaluating the identified, keep evaluating as the project progresses and check if new risks are introduced as the project progresses so the next question is: some popular tools used in scrum so these are the list so we can think about JB Zoho Trello jira software yix, where is version one, so now what I'm saying is that these are the tech tools, so when we say tools we can't just limit our thought to tech tools, so What exactly does this tool do?

What are the techniques used? We must be very clear about the metrics, what is measured and the methodology to measure it and what processes are used, what steps are used, what should be used, unless that we are clear regarding the specific type of project, the use of these tools may not make any sense; you can't even implement or customize this for the requirement you are trying to achieve so you need to be clear about it when selecting the tool so 27 how scrum master keeps track of sprint progress so we have several different events happening in uh scrum, like daily scrum meetings, scrum retrospective scrum planning, scrum review and checking for escaped defects, defect density, burn, uh, sprint burn speed, so check all this provides better insight to the scrum master so that tracking Sprint progress is easier, so how to deal with scope change now, before we understand how to deal with scope change, we need to understand what scope change is, so the term Scope creep refers to change that is uncontrolled and added without checking the impact on constraints such as scope time cost.

Now what happens is that you will be doing certain functions or delivering certain features now that you are forced or influenced or without your knowledge. Some additional things are implemented that may impact later, may add value, may not add value later, it doesn't matter, but they may create an impact in terms of cost, time and schedules, which is inexplicable and that extra effort. you have put an additional cost, what you have put will be as if it is not recognized by the clients and you will not get anything paid for it, so to avoid scope creep to deal with this, one must ensure close monitoring of the work that is being done. on a day-to-day basis because scope can occur when team members influence team members, team members are influenced by the consumer, so it can happen, so understand communicating the vision to the team to ensure alignment, so that the team is very sensitive to what changes what is happening and then capture the periodic review of the project requirements against what is delivered to emphasize to the team and the client about the approved requirement so that someone does not come and influence you or have additional things delivered, you don't need to be pressured properly to ensure any changes introduced must go through change control so no changes are allowed without proper approval from the authorities so only those that are required to be implemented are implemented and that is done formally through the formal change request, so gold plating is avoided, so it is a bit of a different thought. process when we say gold plating, so we are doing the projects, we are trying to add certain things to the scope to please the client, as an example, doing something additional, providing some additional features and functionalities for which we are not paid, so scrope crep is not a terminology. is used for it, but the term used is gold plated, but however, since it is an additional scope, we add it here, so let's not say that when the scope is scrolled, we say that it is not gold plated, the plating in gold it is an addressdifferent, so just to Explain along with the scope, what else would happen with where the additional deliverables would come, which is a gold plating, so question 29, what is MVP and MMP, which means minimum viable product and minimal marketing product, so now the minimum viable product is a Lean concept?

Startup that emphasizes the impact of learning while developing the product, allowing you to test and understand the idea by exposing yourself to the initial version of the product for Target customers and users, so to achieve this you need to collect all the necessary relevant data. and learn from the data collected, so the idea behind MVP is to produce a product to provide access to users and observe how the product is used, perceived and understood. This will also provide more information about the needs of customers or users when it comes to a minimum marketable product. This refers to the product description that will have a minimum number of features that address the users' requirements.

MMP would also help the organization reduce time to market because it has clarity on what we may require. To provide question number 30, what does DOD mean? Definition of done correctly, then d refers to the collection of deliverables that includes written codes, comments on coding unit tests, integration tests, design documents, release notes, etc., this would add variable and demonstrable values ​​to the development of the project, so D is very useful for scrum in identifying deliverables to achieve the project objectives for the reason stated above. Therefore, when defining the steps necessary to deliver the iterations, the appropriate tool, such as burndown, is used to make the process more effective and ensure timely feedback throughout the project.

Lifecycle that ensures the journey through the product backlog items is done and understood correctly, then creates a checklist for the product backlog items that ensures the process is defined to be task-oriented, involving the Product Owner for review during the Sprint and the Sprint Retrospective dealing with DOD. The next question, how can a scrum master be a servant leader? It is very important something important to understand. So what is the meaning of servant leader? The term servant leader mainly emphasizes the service orientation that a leader must demonstrate, which is why today we say that every organization is service. organization, even an organization that is producing carard, if there is no service orientation, they cannot sell, so more emphasis is placed on having service orientation.

The scrum Master should be a facilitator, a guide, a mentor, etc., this helps the team to have greater participation and empowerment, so now question number 32. How can multiple teams be coordinated? One of the most common approaches for this is the Scrum meeting of scrums, where members representing each scrum team discuss progress, performance issues, risk, etc., together - this is a complex structure. What are you talking about? The frequency of these? the meetings should be predefined well articulated well defined in general scrum master would represent the scrum team in particular on behalf of that scrum team they would go and represent the meeting in addition to having a head scrum master responsible for the coordination and collaboration between all the scrums that facilitates these meetings, thank you all, we have reached the end of the full cost of scrum video simply learning.

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