The Scrum Team now starts creating software, starting on the day immediately
after the day of Sprint planning. The developers create an increment of software functionality during the first Sprint.
It may be larger or smaller than they have forecast. The entire Scrum Team
collaborates during the sprint, clarifying the work. The work may have to be
redefined, with requirements added or removed as needed, if the Development
Team finds that it has time left or the remaining time is inadequate.
Every day during the Sprint, the
developers have a 15-minute meeting, called the Daily Scrum, to re-plan their
upcoming work, always striving to deliver what was forecast. To maximize
developer productivity, the Sprint objective must be agreed on by both the
developers and the Product Owner. They agree that they will build as much of
the required software as they can and that they may be
redirected with every new Sprint. The Product Owner agrees that the
requirements the developers are working on will not change during a Sprint.
Anything that wasn't planned (including, for example, bringing developers to
customer meetings) waits for the next sprint. Developer productivity arises
from not being interrupted. Employing shorter sprints usually accommodates more
frequent changes.
The first task for the Scrum Master is
to find developers to form the Development Team. The people on this team need
to have the skills to turn the needs and requirements of the Product Owner
(Product Backlog) into working increments of software with every Sprint.
All members of the Scrum Team get together
for introductions, discuss the upcoming work, and lay out the logistics for
working together. The Scrum Team needs to know the vision (the needed and the
hoped-for outcome), what outcomes would signify success and failure, and what
the constraints are. The team looks only at the most important requirements and
selects the maximum number that have a high likelihood of being developed in
the upcoming Sprint. (The developers are skilled at decomposing big
requirements into small actionable things that they can develop in a Sprint.)
Scrum is a framework for managing
complex work, such as software development. It is very simple,
consisting only of three roles, three artifacts, and five events. Scrum binds
them together with rules of play.
The team of people that will be developing
the software is called the Scrum Team. It consists
of the person who wants the software developed (the Product Owner), a
manager (the Scrum Master), and the developers. To avoid confusion, there can
be only one Product Owner. The Product Owner decides what should be developed
in every iteration, or Sprint in
Scrum terminology, and evaluates the incremental results at the end of every
Sprint. The Scrum Master manages the project the Scrum way. Some Scrum Masters
are certified in Scrum; some have significant, verifiable experience in using
Scrum successfully. Knowing how to manage Scrum Teams and projects is what
counts.
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