After completing the Scrum Guide (Part1 of 2), I will further explore the structure of Lean and Scrum, along with other related aspects in this chapter.

Scrum feedback loop

Scrum is a lightweight, flexible framework that helps individuals, teams, and organisations deliver adaptive solutions driven by value, even in dynamic business environments. It uses an iterative, incremental delivery approach, where learning occurs throughout the process, enabling the delivery of maximum value in the shortest possible time and with minimal cost.

Such a loop includes: Customer's perspective -> Product goal -> Product Backlog -> Sprint Backlog -> Execution -> Review -> Retrospective -> Increments -> linear regression testing -> Opreation->Feedback->Validate->Product Backlog……recycle again and again…

From the beginning, customers provide the perspectives for the scrum team, Product Owner generates ideas. Then Product Owner designs the product goal. In the meeting, the whole team follow the goal to design the Product Backlog, and Product Owner decide the priority based on the value in final. Then developers will pull tasks/user stories from Product Backlog to Sprint Backlog’s TODO list. Developers are completing these tasks/user stories in one Sprint period. In addition, the team will take the demonstration for customers during the review meeting. Finally, the whole team will hold a retrospective meeting to do the summary and look back the last sprint for the better next one.

So, Scrum is not about cost-cutting and efficiency improvements. On the contrary, it often requires more investment.

Here are the definitions of Working software: It meets the customer’s requirements(valuable) as well as has the eligible quality.

After each cycle of Scrum loop, the delivery artifact is Minimal Viable Product(MVP).

Increments = original functions + new functions in total.

Scrum 3 Accountabilities

  • Developers

    • Role: The Development Team is composed of professionals who work together to deliver potentially shippable product(PSP) increments at the end of each sprint. They are cross-functional and self-organising, with the necessary skills to design, develop, test, and deliver the product.

    • Key Responsibilities:

      Deliver the product increment: Build and test features based on the requirements from the product backlog.

      Self-organise: Decide how to organise their work and collaborate to meet the sprint goal.

      Maintain quality: Ensure that the product is built to a high standard and is potentially shippable at the end of each sprint.

      Continuous improvement: Participate in sprint retrospectives to reflect on the work done and look for ways to improve processes.

  • Product Owner

    • Role: The Product Owner is responsible for defining the product vision and managing the product backlog. They serve as the bridge between the stakeholders (such as customers, business owners, or end users) and the development team.

    • Key Responsibilities:

      Define the product backlog: Prioritise the list of features, enhancements, and fixes that need to be developed.

      Ensure value delivery: Make sure that the team works on the most valuable tasks that align with customer and business needs.

      Clarify requirements: Provide clear requirements and make decisions on scope, priorities, and trade-offs.

      Act as a stakeholder liaison: Communicate with customers, stakeholders, and the team to gather feedback and ensure alignment.

  • Scrum Master

    • Role: The Scrum Master is responsible for ensuring that the Scrum framework is followed and that the team operates efficiently. They act as a facilitator, coach, and servant leader to both the development team and the Product Owner.

    • Key Responsibilities:

      Facilitate Scrum ceremonies: Help organise and facilitate Scrum events, such as daily standups, sprint planning, sprint reviews, and retrospectives.

      Remove impediments: Identify and address obstacles that are blocking the team’s progress.

      Coach the team: Support the team in adopting Scrum practices, encourage self-organisation, and foster continuous improvement.

      Protect the team: Shield the team from external distractions or disruptions so they can focus on their work.

Scrum 3 Artifacts

  • Product Backlog

    • Definition: The Product Backlog is a dynamic, ordered list of everything that might be needed in the product. It is the single source of work items for the development team.

    • Key Characteristics:

      Managed by the Product Owner: The Product Owner is responsible for prioritising and refining the backlog.

      Contains user stories, features, enhancements, and bug fixes: These items are often described as Product Backlog Items (PBIs).

      Evolves over time: The backlog is continuously updated based on new information, customer feedback, or market changes.

      Prioritisation: Items at the top of the backlog are more important and are typically worked on first, based on their value and urgency.

    • Purpose: The Product Backlog provides the team with a clear view of the product’s needs and helps ensure that the most important work is always done first.

  • Spring Backlog

    • Definition: The Sprint Backlog is a list of tasks and Product Backlog Items (PBIs) that the development team commits to completing during a single sprint. It is derived from the Product Backlog.

    • Key Characteristics:

      Owned by the Development Team: The team selects which items to work on during a sprint, based on their capacity and priorities.

      Contains both PBIs and tasks: In addition to backlog items, the Sprint Backlog includes detailed tasks needed to complete the items.

      Dynamic: The Sprint Backlog is updated as the team works through the sprint, adding new tasks or making adjustments as needed.

      Visibility: It provides a clear picture of what work is currently being done and what remains to be completed during the sprint.

    • Purpose: The Sprint Backlog serves as a focused plan for the current sprint, enabling the team to track progress and deliver the sprint goal.

  • Increment

    • Definition: The Increment is the sum of all the completed Product Backlog Items during a sprint, plus the work completed in previous sprints. It represents the latest version of the product that is potentially shippable.

    • Key Characteristics:

      Potentially Shippable: At the end of each sprint, the Increment should be in a usable state and could be released to customers if desired.

      Completed and Tested: The Increment includes all the features that meet the team’s definition of “done” and are fully integrated and tested.

      Represents Progress: Each Increment adds value and progresses the product towards meeting the overall goals and vision.

      Visible: The Increment is typically demonstrated during the Sprint Review for inspection by stakeholders.

    • Purpose: The Increment represents the product’s evolution and the value delivered during a sprint. It provides a tangible result that stakeholders can see, review, and provide feedback on.

Scrum 3 Commitment

  • Product Goal

    • Definition: The Product Goal is the commitment associated with the Product Backlog. It defines what the team is trying to achieve with the product, representing the ultimate objective or target the product is working towards.

    • Key Characteristics:

    Guiding the team: The Product Goal guides the team by providing a clear, overarching target for the product. It helps define the vision and sets direction for the work in the Product Backlog.

    Evolving: The Product Goal may evolve over time as business priorities, market conditions, and customer needs change.

    Focus for the Product Owner: The Product Owner is responsible for ensuring the Product Goal is well-defined and communicated to the team and stakeholders.

    • Purpose: The Product Goal ensures the team remains focused on delivering value and aligns all product work toward a common objective.

  • Sprint Goal

    • Definition: The Sprint Goal is the commitment related to the Sprint Backlog. It defines what the team aims to achieve during a sprint and is created collaboratively during the Sprint Planning meeting.

    • Key Characteristics:

    Focused objective: The Sprint Goal provides the team with a clear purpose for the sprint and aligns them on what needs to be delivered.

    Created during Sprint Planning: It is defined at the start of the sprint, and the team decides which Product Backlog items (PBIs) they will work on to achieve this goal.

    Adaptable: The Sprint Goal may evolve slightly during the sprint if new information arises, but the team must stay focused on the overall objective.

    • Purpose: The Sprint Goal ensures that the team is working towards a shared and specific target during the sprint, promoting alignment and providing a measure for success.

  • Definiton of Done(DoD)

    • Definition: The Definition of Done (DoD) is the commitment associated with the Increment. It defines the criteria that must be met for Product Backlog items to be considered complete.

    • Key Characteristics:

    Quality assurance: The DoD ensures that all work completed during the sprint is of high quality, fully tested, and integrated with the existing system.

    Agreed by the team: The team agrees on the Definition of Done, which can evolve over time as the team improves their quality standards and practices.

    Transparency: The Definition of Done provides transparency to stakeholders, allowing them to understand what “done” really means in terms of product quality.

    • Purpose: The Definition of Done ensures that the Increment is truly finished and meets the necessary standards, providing confidence that the product is ready for release or further testing.

Scrum 5 Events

  • Sprint

    • Definition: The Sprint is the core event in Scrum and refers to the time-boxed iteration during which the team works to complete a set of items from the Product Backlog.

    • Key Characteristics:

      • Duration: Typically lasts between 1 to 4 weeks, depending on the team’s preference.

      • Goal: At the end of the Sprint, a potentially shippable product increment is delivered, which should meet the Definition of Done.

      • Consistency: Each Sprint follows the same cycle and is followed by a review and retrospective.

    • Purpose: The Sprint serves as the fundamental cycle where all other events occur. It enables teams to focus on delivering value incrementally.

  • Sprint Planning

    • Definition: Sprint Planning is the event where the team and the Product Owner collaboratively define the work that will be completed in the upcoming Sprint.

    • Key Characteristics:

      • Who: The Scrum Team (Product Owner, Scrum Master, and Development Team) participates.

      • What: The team defines the Sprint Goal, selects items from the Product Backlog to work on, and creates a plan for how to complete those items.

      • Time-box: Typically lasts between 2 to 4 hours for a 2-week Sprint.

    • Purpose: Sprint Planning ensures that everyone is aligned on what needs to be achieved and how to accomplish it.

  • Daily Scrum

    • Definition: The Daily Scrum (also known as the Daily Standup) is a short, time-boxed meeting held every day of the Sprint to inspect progress and adapt the plan.

    • Key Characteristics:

      • Who: Primarily the Development Team; the Product Owner and Scrum Master can attend but do not actively participate unless necessary.

      • Format: Each team member answers three questions:

        1. What did I complete yesterday to help the team achieve the Sprint Goal?

        2. What will I do today to help the team achieve the Sprint Goal?

        3. Are there any blockers or challenges?

      • Time-box: Typically lasts 15 minutes.

    • Purpose: The Daily Scrum allows the team to inspect their progress, make adjustments, and stay focused on the Sprint Goal.

  • Sprint Review

    • Definition: The Sprint Review is an event that occurs at the end of the Sprint where the team demonstrates the work they have completed to stakeholders and gathers feedback.

    • Key Characteristics:

      • Who: The Scrum Team and key stakeholders (e.g., customers, managers) participate.

      • What: The Development Team showcases the Increment, and the Product Owner discusses the Product Backlog and progress towards the Product Goal. Stakeholders provide feedback.

      • Time-box: Typically lasts 1 to 2 hours for a 2-week Sprint.

    • Purpose: The Sprint Review allows stakeholders to inspect the Increment, provide feedback, and ensure that the product is evolving in the right direction.

  • Spring Retrospective

    • Definition: The Sprint Retrospective is a meeting held after the Sprint Review and before the next Sprint Planning to reflect on the Sprint process and identify areas for improvement.

    • Key Characteristics:

      • Who: The Scrum Team (Product Owner, Scrum Master, and Development Team) participate.

      • What: The team reflects on what went well, what could be improved, and what actions can be taken to improve in the next Sprint.

      • Time-box: Typically lasts 1 to 1.5 hours for a 2-week Sprint.

    • Purpose: The Sprint Retrospective helps the team identify areas for improvement in both their processes and collaboration, fostering continuous improvement.

Scrum 5 Values

  • Commitment

    • Definition: Commitment in Scrum refers to the team’s dedication to achieving the Sprint Goal and delivering the highest value possible within the agreed-upon timeframe.

    • Key Characteristics:

      • To the Sprint Goal: The team commits to achieving the goals defined for the Sprint, ensuring that their work aligns with the overall objectives.

      • To the Team: Team members commit to supporting each other, sharing knowledge, and working collaboratively to achieve success.

      • To Continuous Improvement: The team commits to reflecting on their performance and looking for ways to improve in the future.

    • Purpose: Commitment ensures that the team stays focused, works with determination, and is accountable for the work they undertake.

  • Focus

    • Definition: Focus refers to the ability to concentrate on the most important tasks and priorities, ensuring that the team’s energy is directed toward achieving the Sprint Goal and delivering value.

    • Key Characteristics:

      • On the Sprint Goal: The team focuses on delivering the Sprint Goal, ensuring that they avoid distractions and work on the highest-priority tasks.

      • On the task at hand: During the Sprint, team members focus on completing individual tasks efficiently without being diverted by external factors.

      • On the customer’s needs: The team keeps the customer’s needs and the Product Goal in mind, ensuring that the work they’re doing delivers value to the end user.

    • Purpose: Focus helps the team maintain alignment with the Sprint Goal and ensures that energy is not wasted on irrelevant work or distractions.

  • Openness

    • Definition: Openness refers to the team’s willingness to share information, feedback, and progress with each other and stakeholders, creating a culture of transparency.

    • Key Characteristics:

      • Transparency: The team shares information openly, allowing stakeholders and each other to understand progress, challenges, and successes.

      • Honest communication: Team members are open and honest about what’s going well and where they might be facing difficulties, ensuring issues are addressed early.

      • Welcoming feedback: The team is open to receiving feedback from others, viewing it as an opportunity for improvement rather than criticism.

    • Purpose: Openness fosters trust and collaboration, allowing the team to work more effectively and respond to challenges more quickly.

  • Respect

    • Definition: Respect in Scrum means valuing each other’s contributions, listening to different perspectives, and trusting that each person is bringing valuable expertise to the team.

    • Key Characteristics:

      • Value each individual’s expertise: Team members respect each other’s skills, knowledge, and experiences, fostering a collaborative and supportive environment.

      • Listening actively: The team listens to each other’s ideas and feedback, making sure everyone’s voice is heard and valued.

      • Trust: Team members trust each other to do their best and contribute to the team’s success, supporting one another’s development and growth.

    • Purpose: Respect ensures that team members work together harmoniously, value diversity of thought, and collaborate to achieve the best possible outcomes.

  • Courage

    • Definition: Courage in Scrum means having the bravery to take on challenging work, make tough decisions, and speak up when issues or concerns arise.

    • Key Characteristics:

      • Taking on challenges: The team is willing to tackle difficult tasks, knowing that they might encounter obstacles along the way.

      • Speaking up: Team members have the courage to raise concerns, provide honest feedback, and address issues without fear of judgment.

      • Trying new things: The team is willing to experiment with new approaches or techniques to improve the product or process.

    • Purpose: Courage helps the team push boundaries, innovate, and continuously improve, knowing that failure is a part of the learning process.

Sprint 1 extra activity

Product Backlog Refinement

The entire team (PO + Dev + SM) collaborates together.

The PO ensures that the activity is carried out in an organised manner.

It typically happens before the sprint begins.

This is not a formal meeting: it is usually informal, offline, and happens continuously (spending a little time each day).

It involves a small group, with short, high-intensity brainstorming sessions.

The Product Owner and Developers co-create the product feature details.
Behaviour Driven Development (BDD) is recommended.”

This translation conveys the same meaning in a clear, professional British English style, highlighting the collaborative and informal nature of the process.

Lean

This term was originally developed by Toyota Motor Corporation in the mid-20th century as a production and management philosophy aimed at improving production efficiency, reducing waste, enhancing quality, and fostering continuous improvement. This approach became known as the Toyota Production System (TPS), which emphasises the elimination of all forms of waste—such as time, materials, and labour and optimising processes.

Over time, Lean thinking has been widely adopted in various industries beyond manufacturing, including software development and services, leading to the emergence of concepts such as ‘Lean Production’ and ‘Lean Management’ in these fields.

JIT: Just In Time.

2 essential concepts

  • Value

    Anything that customers are prepared to pay for can be regarded as value, because it directly contributes to fulfilling their needs or solving their problems.
    Simply to say, value = customer's perspective.

  • Waste

    Anything that does not contribute to value can be classified as waste.

    There are 8 waste in total. The abbreviation of these 8 words is DOWNTIME.

    • Defects

      Products or services that do not meet quality standards and require rework or scrap.

    • Overproduction

      Producing more than what is needed or before it is needed.

    • Waiting

      Idle time where work is not being done, such as waiting for materials, information, or equipment.

    • Non-utilized Talents

      Employees’ full potential, skills, and ideas are not fully utilised in the organisation’s processes or decision-making.

    • Transportation

      Unnecessary movement of products, materials.

    • Inventory

      Excess materials or products that are not being used immediately.

    • Motion

      Unnecessary movement of people, tools, or equipment that does not add value.

    • Extra Processing

      Doing more work than required or using more complex processes than necessary.

Pull vs Push

  • Pull

    Developers independently pull tasks/user stories from the Product Backlog to Sprint Backlog’s TODO list only if they completed the tasks/user stories at hand.

    One task/user story at a time.

  • Push

    Developers are passively receiving tasks/user stories from the manager.

    More than one at hand at a time. It may cause the 7 kindks of waste except for Motion.