I went through the CSM training arranged by my company – Euromonitor on Jan 15th 2013 as it was a mandatory requirement (from my employer) for my role & responsibility. It was conducted by Peeter Deemer from “SCRUM Alliance” in Bangalore. It was really very helpful and eye opener session for me on the SCRUM. Also, I appeared for the online exam and got the certification. My membership on the “Scrum Alliance” DB can be
accessed as: http://scrumalliance.org/profiles/233484-ashok-kumar-sahu
As it was a first exposure session, few/many things I understood might be not correct but thought of putting / sharing them down now and in future also so that I can keep an watch on my understanding or maturity level improvement. Before to this, I had done some good amount of online reading on this to get an idea and also had worked for a long time with a fantastic & great team (Compose product team from Thomson Reuters) where got exposure to partial SCRUM and Ad-Hoc execution both (Will write my long experience with this team sometime later). I’ll be doing the same as and when I’ll be improving more on this Agile – SCRUM. 🙂
My understanding on the first day of SCRUM training:
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– Agile process (Scrum practice) does not say ‘No documentation’. In fact it encourages for more documentation but it should be right amount of documentation which is really needed and can be used by team or useful for the product.
– Scrum team (especially development) is not responsible for finalizing the product release or release date but the Product Owner is.
– ScrumMaster(SM) role is to be or act as:
- Process Owner (Monitors and improves the process as it suits to the company, team and product)
- Protector (Keeps the team away from the external factors so that the team can concentrate on their day-to-day work)
- Problem Solver (To improve productivity, SM should help in removing any blockades/problems/impediments faced by the team)
– Testing can’t be left to the end of sprint(s) as it increases risk factor. In fact, it should start as soon as the team is done with the PBI development work.
– ScrumMaster should help the team in figuring out the details of task team wants to do. S/He should encourage the team on how to figure out and when.
– In the Sprint Retrospective, every team member needs to come out with at least one +ve and one –ve points on the respective sprint.
– In the Sprint Retrospective, we need to discuss on ‘Why velocity is not increasing?’ if there are no blockades/problems/impediments. That would remind the team to put in their team work and the ethics.
– If there is any dependency on a different product/team, then all (SM, PO, Team) needs to be present in the sprint grooming and planning calls and they need to commit to clear the dependency by providing required help or input. If the earlier happens, then it makes more sense to include the dependency/related PBIs in a sprint.
– Scrum does not help/solve/prevent issues but helps in cropping up the problems or make them visible to all so that it can be addressed and things can be improved.
– SM is the one who should say NO to Not Required/Limit/Capability like things as he is the protector for team.
– Different Sprint Types are as: 1) Velocity based and 2) Capacity based
– In a sprint end/closure, if a PBI is incomplete or needs rework or needs improvement/change then that PBI should be pushed/moved to Product Backlog and then re-estimate again for the pending work and include in upcoming sprint.
– Burndown chart should not be seen by the management or anybody else apart from the real team. The management only should see this if the team is not doing well and some problem is going on.
– Product Owner (PO) should report/update to management only on the “Release Backlog” (and the related PBIs/Stories targeted for) and the “Release burn down chart” and nothing else on the Scrum front.
– SM should be courageous, diplomatic and should know how to escalate and protect the team.
– An Overcommitted team only has two options: 1) Cut Quality 2) Work at an unsustainable pace. Both quickly ruin the team’s productivity.
– Definition of Done is: Coded, Tested and No defects.
– No meeting should be headed/driven by anybody in particular but if SM facilitates all the meetings it’s well and good. As he gets time to train the team, mentor/groom them in the learning scrum & implement it in a better/matured way.
– Test automation also should get introduced along with Unit Test and Test Driven Development (TDD).
– If the question arises taking a break in between the sprints then you are overcommitted so don’t do this – it’s the real problem.
– Why we measure the PBIs in points?: Humans are good at estimating small things like your/opponent/my boss’s weight but if somebody asks your building’s weight or what’s all the buildings in your street weigh then your mind just goes blank. The answer could come up like not sure but might be above 1000 tons which shows how difficult/complex it is. That’s why we need to go for another kind of measure like points to get an idea of roughly. So here all street building(s) is the project/PBI and the tasks under is as individual’s weight.
– While working with Cross-Functional teams, Effort Points of two different teams can’t be compared even for a single company or a single product/project. As they are two different person’s from different sources as like you can’t compare resources from two different Zones/places like UK and India.
– While estimating the Product Backlog Items (PBIs) in the SCRUM Planning meeting, When different team member’s effort point votings are high and low and the same voting remains in similar situation after 3rd try then go for a card in between low and high , or go for a majority or ask if the story is big (if so then breakdown it further).
– Poker card effort estimation should be done by all DBA, Tester/QA, Developer, PO….etc. because over a period of time everybody needs to understand who has got how much work involved. This will get better after sometime. We need to start practicing this as we need to start somewhere.
That’s for now………..:)