Here is a presentation I presented to management describing how waterfall transitions into scrum. Couldn’t have been done without slideshare.com slides. This is me giving back.
31. Gets input from customers, end-users, team, managers, stakeholders, executives, industry experts when crafting the vision
32. Turns input into a single list of what should be produced, prioritized based on business value and risk
33. Owns the Product Backlog“The Product Owner’s focus is ROI. The Product Owner directs the project, sprint by sprint, to provide the greatest ROI and value to the organization.” Product Owner Scrum Master Team 8
34.
35. It can be played by an existing person (such as a former Project Manager or team-member).
40. Facilitates – doesn’t “manage” (direct) the team“The Scrum Master is responsible for the success of the project, and helps increase the potential for success by helping the Product Owner select the most valuable backlog items and by helping the Team turn that backlog into functionality.” Product Owner Scrum Master Team 9
43. Self-organizing and self-managing - it is responsible for making a commitment and managing itself to hit the goals (or get as close as it can)
44. Authority to do whatever is necessary to meet it’s commitment
45. The ideal team size in Scrum is 7 people +/- 2“The Team is responsible for managing itself and has the full authority to do anything to meet the sprint goal within the guidelines, standards, and conventions of the organization and of Scrum.” Product Owner Scrum Master Team 10
46.
47. Prioritized based on business value and risk, in the judgment of the Product Owner
48. Items at the top of the list will be completed by the team first and should have more detail than lower priority items
49. Constantly being revised by the Product Owner, to maximize the business success of the team’s efforts
88. Scrum Shifts the Drivers 23 Traditional Project Scrum Project The plan creates cost / schedule estimates The vision creates scope estimates Fixed Budget Scope Schedule Plan Driven Value Driven Scope Budget Schedule Estimated
90. Waterfall vs. Agile 25 Scope Schedule Ch Ph2 Ph 3 Ph 4 Ph 5 Scope Analysis/Design Schedule Ph2 Ch Budget Code Ph 3 Component Test Ph 4 System Test Ph 5 End to End Small Slices of work 20% Done = 100% usable
91. 26 Sprints Align w/ Waterfall Exits Requirements Product Increments Phase Exits Value “Trimming the Tale” Time to move on Ph3 Charter Ph2 Ph4 Ph5 100% System Verification Goal is to remove this phase through automation Not all requirements are written Scope Teams “sprint” all the time Value is created quicker Schedule/Budget Team members dedicated
92. References Salesforce.com Agile Transformation Inovis - Reformulating the Product Delivery Process Project Management With Scrum 27