Scrum Practices
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Transcript of Scrum Practices
SCRUMChengdu
Scrum Practices
Linchuan Wang
Scrum Assembling in Chengdu
May 23, 2009
SCRUMChengduScrum Dash Board of
Chengdu Team Two
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Sprint Backlog
• We’ve tried out Scrumworks Pro to host all backlogs.
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DoD3
• A sheet of test cases (generated from Testlink server) will be delivered to the Product Owner as early as possible as a DoD. If the PO has any comments he will let the team know immediately.
• This set of test cases also is being used to drive daily development (each case created and owned by a pair of developer and tester). The pair of developer and tester will work on these test cases in the whole Sprint.
• So, we’re actually DoD3 (DoD Driving Development) Test Case
Team
Product Owner
DoD
TDD
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Test Report for Sprints
• As a part of DoD, a test report (refer to the next page ) will be released along with the running software. The PO will check the software against it even remotely. (we do not have the PO locally in most demo meeting so this is especially important)
• As usual, the PO will find a little number of new defects not covering by these test cases (DoD) which will be fixed in the next Sprint. And the team learned to make better test cases (DoD).
• No team could deliver bug-free software. In that sense, the pass rate would not be 100%. So an agreement on the mandatory test case set should be reached between the PO and the team in the beginning of the Sprint if necessary .
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Scrum of Scrum with the Integration Team
Team One
Plenware
Team Two
PlenwareXYZ TeamUS Team
Team
ABCHW Team Artist Team
Integration Team
Customer
Release&test report
Customer Defects report
Release Notes
-new features
-known bugs&limitations
-change logs
…
Component/Feature Test Case and Report
Smoke Test Case Report
Bug and defect report
Engineering Release
Since the main repo is keep up updated (and built) continually , for each check-in there would be one build, so the customer (whoever) could get any check-in build as an “as-is” engineering release. In that sense, every one (team) can release a new feature, patch or whatsoever by pass the integration team for convenience without quality assurance if that’s really somebody wants.
!!!NOTE!!! For each single check-in on the main repo the submitter HAS to make sure the smoke test case could be passed. If it’s not sure please execute the smoke test by yourself.
Smoke Test Case
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Convention of Integration Scrum Team
• Integration teams mainly focus on build, test, release … instead of actual development.
• It can share team member with development Scrum teams.
• All updates should get confirms from this team before spread it out
• All release should be delivered by this team• All updates and check-ins from task teams must
have test cases along with test status (report)• The defects found by this team often have high
priority
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How to form Common Test Case Suite
Team One
Plenware Team Two
Plenware
XYZ Team
U.S.
Team
ABC
HW Team
Artist Team
Integration Team
Test Case
Test CaseTest Case
Test Case
Test Case
Test Case
Common
Test Case
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All test case of Set 1
passed
Action: request a regression test
How it works
Red Team
Blue Team
Integration Team Working Log
Test Case
Set 1
Test Case
Set 1
Test Case
Set 2
Test Case
Set 3
Test Case
Set 2
A Sprint
Regression testing trigger
Some test
case of Set 1
passed
Action: Check in
regression one
Blue team has to pass three sets of test case to meet the Sprint Goals. Red team has two.
Integration Team has to pass 5 sets from both Red and Blue Team plus all sets passed previously for new deliverable by the end of Sprint.
Main repository
Start regression testing
Action: test case execution
Defects Reporting
Check-in
Test Case
Set 1
Test Case
Set 1
Test Case
Set 1
Test Case
Set 1
Test Case
Set 2
regression two …
Smoke Test Smoke Test Smoke Test
Smoke Test Smoke Test
Smoke Test: For each single check-in on the main repo the submitter HAS to make sure the smoke test case could be passed. If it’s not sure please execute the smoke test by yourself.
Smoke Test
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Release Planning
SCRUMChengduTeam One
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Team One Cont’
195hrs left
42pts planned
29pts_burned.
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Team Two
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Team Two Cont’
23hrs left
28pts planned
27pts_burned
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Team Three
170hrs left
71pts planned
54pts burned.
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Enhanced Product Burdown
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Completion Forecasting
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Project Management Retrospective
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• “You must unlearn what you have learned. “
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that the team now does:• 1. Make commitments on behalf of the team about how much
they can get done by a certain date• 2. Convince team that the commitments made on their behalf
are attainable• 3. Give direction to the team on how to implement the work, so
they can deliver on the commitment• 4. Monitor the team's progress, to make sure they stay on
schedule, and isn’t having problems• 5. Step in and determine the solution, if the team falls behind on
their schedule, or starts having problems• 6. Conduct weekly status update and 1:1 meetings with the
team, to surface issues, and provide direction• 7. Provide motivation and push the team to work harder than
they might want to, using carrots and / or sticks• 8. Decide task assignments among the team members and
follow up on tasks to make sure they've been done• 9. Be responsible for the team doing the right thing at the right
time in the right way.
SCRUMChengduBasic truths about team motivation
• 1. People are most productive when they manage themselves;
• 2. People take their commitment more seriously than other people’s commitment for them;
• 3. People have many creative moments during down time;
• 4. People always do the best they can; and,• 5. Under pressure to “work harder,” developers
automatically and increasingly reduce quality.
SCRUMChengduBasic truths about team
performance• 1. Teams and people do their best work
when they aren’t interrupted;
• 2. Teams improve most when they solve their own problems; and,
• 3. Broad-band, fact-to-face communications is the most productive way for teams to work together.
SCRUMChengduBasic truths about team
composition• 1. Teams are more productive than the
same number of individuals;• 2. The optimum size team is around
seven people, and no more than nine;• 3. Products are more robust when a
team has all of the cross-functional skills focused on the work;
• 4. Changes in team composition ruin productivity.
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• “Luke… Let go. Trust the force.”