XP @ Scrum

XP @ Scrum:

Scrum has been employed successfully as a management wrapper for Extreme Programming engineering practices. Scrum provides the agile management mechanisms; Extreme Programming provides the integrated engineering practices.

Benefits of XP @ Scrum include:

1. The agile management and control mechanisms of Scrum are applicable for any type of project, including business initiatives that consist of multiple, simultaneous software development, business development, re-engineering, marketing, support, and implementation projects. xp@Scrum projects fit within the overall management framework of these initiatives.
2. xP@Scrum projects realize the full benefits of self-organization; teams are iteration (or Sprint) goal directed, rather than story directed.
3. When Extreme Programming projects are wrapped by Scrum, they becomes scalable and can be run simultaneously by non-colocated teams.
4. Scrum implements in a day; Extreme Programming can be gradually implemented within the Scrum framework.
5. xp@Scrum projects benefit from ADM's business value metrics process for measuring and managing initiative ROI.

Sine of death by UI Test Automation

Software Waterfall Cycle.

Basic Waterfall Cycle. 

Agile Testing Quadrants.

Agile Testing Quadrants.

Overview ScrumMaster Role.............

Overview ScrumMaster Role:

The ScrumMaster is responsible for making sure that all the pieces of the Scrum process come together and work as a whole. The Product Owner must do his or her job. The Team must do its job. The chickens must be kept in line. The Product Owner and the Team must collaborate appropriately and use the Scrum meetings for inspection and adaptation.

The responsibilities of the ScrumMasters can be summarized as follows:

• Remove the barriers between development and the Product Owner so that the Product Owner directly drives development.

• Teach the Product Owner how to maximize ROI and meet his or her objectives through Scrum.

• Improve the lives of the development team by facilitating creativity and empowerment.

• Improve the productivity of the development team in any way possible.

• Improve the engineering practices and tools so that each increment of functionality is potentially shippable.

• Keep information about the team’s progress up-to-date and visible to all parties.

When the ScrumMaster fulfills these responsibilities, the project usually stays on track. These responsibilities should be enough to keep the ScrumMaster busy; no ScrumMaster should have any time left over to act like a typical boss.

Indeed, a ScrumMaster who acts like a program manager probably isn’t fulfilling all of his or her duties as a ScrumMaster.

ScrumMaster.......

ScrumMaster:

A strange name like “ScrumMaster” for the person who facilitates Scrum projects?

Why didn’t I continue to use the standard title “project manager”? 

The ScrumMaster are different from those of a traditional project manager. 

This difference in terminology is symbolic of a drastic change managers must make to their approach if they are to effectively manage Scrum projects.

The authority of the ScrumMaster is largely indirect; it springs mainly from the ScrumMaster’s knowledge of Scrum rules and practices and his or her work to ensure that they are followed.

The ScrumMaster is responsible for the success of the project, and he or she helps increase the probability of success by helping the Product Owner select the most valuable Product Backlog and by helping the Team turn that backlog into functionality. 

The ScrumMaster earns no awards or medals because the ScrumMaster is only a facilitator.

Roles in Scrum........

Roles in Scrum:

There are only three roles in Scrum:

1.) The Product Owner.

2.) The Team.

3.) The ScrumMaster.

All management responsibilities in a project are divided among these three roles.

The Product Owner is responsible for representing the interests of everyone with a stake in the project and its resulting system. The Product Owner achieves initial and ongoing funding for the project by creating the project’s initial overall requirements, return on investment (ROI) objectives, and release plans. The list of requirements is called the Product Backlog. The Product Owner is responsible for using the Product Backlog to ensure that the most valuable functionality is produced first and built upon; this is achieved by frequently prioritizing the Product Backlog to queue up the most valuable requirements for the next iteration.

The Team is responsible for developing functionality. Teams are self-managing, self-organizing, and cross-functional, and they are responsible for figuring out how to turn Product Backlog into an increment of functionality within an iteration and managing their own work to do so. Team members are collectively responsible for the success of each iteration and of the project as a whole.

The ScrumMaster is responsible for the Scrum process, for teaching Scrum to everyone involved in the project, for implementing Scrum so that it fits within an organization’s culture and still delivers the expected benefits, and for ensuring that everyone follows Scrum rules and practices.