Daily Scrums

Daily Scrums:

It improve communications, eliminate other meetings, identify and remove

impediments to development, highlight and promote quick decision-making, and improve

everyone’s level of project knowledge.

The ScrumMaster ensures that the Team has the meeting. The Team is responsible for conducting the Daily Scrum. The ScrumMaster teaches the Team to keep the Daily Scrum short by enforcing the rules and making sure that people speak briefy. The ScrumMaster also enforces the rule that chickens are not allowed to talk or in anyway interfere with the Daily Scrum.

The Daily Scrum is not a status meeting. It is not for anyone but the people transforming the

Product Backlog items into an increment (the Team). The Team has committed to a Sprint Goal,

and to these Product Backlog items. The Daily Scrum is an inspection of the progress toward

that Sprint Goal (the three questions).

Follow-on meetings usually occur to make adaptations

to the upcoming work in the Sprint. The intent is to optimize the probability that the Team will

meet its Goal. This is a key inspect and adapt meeting in the Scrum empirical process.

Responsibilities of the ScrumMasters:

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.

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.