Mastering Agile Scrum Project Management | Shaik Naushad | Skillshare

Mastering Agile Scrum Project Management

Shaik Naushad, Programming from 10 years

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15 Lessons (54m)
    • 1. Introduction

    • 2. 1 Why Scrum ?

    • 3. 2 The Agile Revolution

    • 4. 3 Scrum project solutions

    • 5. 4 Scrum Team Roles

    • 6. 5 Assembling the Team

    • 7. 6 Set the Vision for your project

    • 8. 7 USER stories 101

    • 9. 8 Roadmap And Release Plans

    • 10. 9 Sprint Planning

    • 11. 10 Scrum Reporting

    • 12. 11 Standup meeting

    • 13. 12 Scrum backlog grooming

    • 14. 13 Definition of Done

    • 15. 14 Demos


About This Class

You’ve most likely heard of scrum—the popular Agile framework. If this sport sounding framework has piqued your interest, this course is for you. This course is designed to give you a great understanding of what scrum is and how you can start implementing it. I will take you on a journey on how to organize your scrum team and get scrum working at your organization. You will learn about the scrum roles, ceremonies and artifacts.

Are there any course requirements or prerequisites?

  • There are no tools or requirements needed to take this courses

Who this course is for:

  • Anyone who wants to learn about agile and scrum
  • Scrum Masters
  • Product Owners
  • Project Managers
  • Managers
  • Developers


1. Introduction: you have most likely here off. Scram the popular, agile framework. If this port sounding framework has begged your interest, this class is for you. This class is designed to give you a great understanding off what's come is and how you can start implementing it. My name is notion on a serial entrepreneur and you scram to launch my status. Now I'm really excited to shame and knowledge with you. I will take you on a journey on how to organized Iwas cramp team and gets come working toe organization. You will learn about these cramp rules, ceremonies and artifacts, so see you in the glass. 2. 1 Why Scrum ?: Graham wants you to fail. In fact, it's known for the slogan. Fail fast. No, I'm not joking. I realize it sounds kind of weird, but there is a very good reason for this. Traditionally, project managers and developers would work for months or years before software even. Ah, see the smallest result most of the time, around 80% efforts off software projects filled. So why to sign up for more values with Trump? Well, really, they're not. The trick is focusing on the second word. Fast failure is okay. As always, you are learning from it. But if you have to wait for too long, you're not going to learn nearly as much. From it. Scram picks the agile manifesto and escape principles on boils them Down toe, a very simple frame book that ingredients small scale focused on rapid learning cycles. That's what fail fast really means. Learn fast With that in mind, the basics off the remember are designed to increase the fast feedback Look, this camp framework is not descriptive. We refer to it as God grins like the ones you see on the highway. Those guard rails don't really tell you exactly. Wayto drive in delay, but they keep you between the boundaries that will result in a successful road trip. Forward scrum is much the same, with agile principles as the guy post on the loose frame. Birkoff activities on getting executed on a regular short. Should you, your project will be set up for success. In a nutshell. Here is this cramped Remember in the simplest four. To start the product, ONA has to prioritize backlog off work for the team to do. Every two weeks or so, the team looks at the backlog and decides what they can accomplish in the next two bigs. The team develops and, as the solution will backlog off items until they are done on ready to use at the end off two weeks became the monsters, their accomplishments to the product owner and steak hold us. Finally, they reflect on how things went during the two weeks, and they decide what they can do to improve their work practices. That's it. The short time frame and focus on the completed product at the end poses the team Tofail past and more properly, learn fast 3. 2 The Agile Revolution: being a traditional border full project manager made it really unlikely that your project would be successfully completed, let alone according to the plan that you laid out at the beginning. It was more like being a weatherman during forecast for a specific the next year. Except for random luck, you wouldn't be at all waterfall, as the methodology is not inherently a bad thing. In some cases, it makes great sense, like in building constructions were a pre defined set off steps. When executed in order will result in a building you can absolutely plan and should deal that whole project upturn. It happens every time Ah, home or an office building is built. The problem comes when applying the technique toe highly empirical work like software development and medical work is more like a science experiment. You try something, check the result, and if it didn't work, you try something else. You certainly can't do that with a building, but with software or some other products, you can do it every day. That's the cracks off. Why, What a fall didn't work well for software development. You literally cannot up grand plan. The process off discovery. The frustration off highly skilled. The software developers working on border fall project was the tipping point that led to the agile revolution. I don't having a failure rate equal into a better man. These individuals decide time they would come up with a better option. The result is known as agile and came from the agile manifesto granting themselves in the mind set off lean manufacturing where you do just enough just in time to make the goal. This started figuring out how that were applied to software development. The result is the John Manifesto and its underlying principles. Take a look at agile manifesto. You can check it out at this online undress as if the words were in revolutionary enough. Now this group off innovators supported the manifesto with too well, he principles. This manifesto on the principles became the foundation off a new set off project management and software development methodologies. There are a couple of overriding teams that make agile, different one off. The key changes is that they were asking our business partners toe work with us throughout the whole project, not to show up at the beginning to describe what they want, then show up at the end and tell us if we made the mark or not. We need addict ongoing interactions, toe deliver what they really need. Another key is that we no longer want to measure success using milestones in project faces . We want working software's toe. Tell everyone how we are doing, and we want to hear feedback the whole time. Perhaps the most revolutionary change is toe olive teams to self organize. They do a much better job doing the design and test from the ground level than any upturn plants could do. Uptrend planning is a pure article. Evolving design is put practical and tactical. It will get you a toe your goals faster and with higher quality between the manifesto and its principles. This group of developers WAAS done being hi tech software versions off Weatherman. They are ready to be successful and so succeed there is a better way to do software development and its agile 4. 3 Scrum project solutions: traditionally waterfall project team faced three constraints. I'm caused and scope. They're unable to change any of this once the project starts. The problem is during the course on the project, the business and monument changes around you. This means at the time you are done. What you build is no longer valuable. This isn't anyone, sport. The business needs are changing more rapidly than ever. Project requirements are shifting just as quick to keep up. So aims were doomed to fail on every project until the agile manifesto came along. Then we shifted our focus away from constraining all three projects elements and decided to make one off them flexible school. That was huge. You, the business person, can have this steam cause for this amount off time and you can build what they were you believe is the most valuable. It's that simple. All agile methodologies followed the first key paradigm shift lock everything but scope and you go off and you are off to a good start. You also have a friend work that deliver exactly what's needed as quickly as possible. John is a broad umbrella off many methodologies that followed the same principle. Scum is one off them Trump book a step further by creating a frame book to help him stay focused and protect them from distractions Essentially as a shell. To scram are two key rules. The product owner and this crime master. The agile manifesto rights recognized are historically they didn't have access to the right business experts as often as they needed to help guide the Dalai directions and discussions scram! Saw this by creating the roll off our product corner. The business representative is 100% committed to the day. It's a full time job. They also realize that they need someone to help them with resolving the day to day issues and so on the balance. The ongoing requirement changes, So the roll off scrum master was developed to protect it him enough to complete the work without distractions. This dedicated rule also helped them improve the internal team process. Beyond creating these rules to help the pain Come also says that you need to deliver quickly so that you always know whether you are on track in orderto feel fast on learn fast you need ah fast feedback look scan sets the boundary for aims to deliver value as anywhere between two and four weeks. You need tohave business approved on customer really product completed that often come also recognizes that if you are going to be successful and deliver the software quickly that the team needs to meet every day. This is what known as the daily stand up meeting. Finally, the last key element off the framework is to recognize that the healthy team needs time to reflect and think about what they can do to improve. So it's come mandates the ceremony, called the retrospective, where they can assess themselves and decide what to improve. Really, that's it to the framework it focused on this Crumb is to maximize the efficiency off the team. Since court is the point off flexibility for the Al Djula projects. Scrum focus is how to deliver the most value within the constraints off time and budget 5. 4 Scrum Team Roles: Graham is a lightweight frame book that can be incredibly flexible, efficient and powerful, but much like a vehicle, the best body style and frame will be nothing without a powerful engine. More you forward. There are two key rules that exist on every scrum. Pin the product owner on discrim Master. Let's start with the product owner or people. The P O. Is the business re present radio on the team. They are not part off the team members. They show up every day because they're contributing to the final product every day. The review. All the work the team completes and either accept it or, as they came to make changes to ensure the highest value is being delivered. Formerly the business person was represented through our requirements document that rarely , if ever, was updated. Honest cramping. The Pio always is ordering and working to ensure that the team has the clearly understood details off every request and also that each request is an order off priority. They are also interacting on a daily basis with stakeholders. It's not enough for the people to interact with the team. They must also be in Pune with all the changes that are occurring within the business context. As a result, the PIO is the keeper off the product vision he or she defines and managers the backlog off work to be done and paradises. These work items remember that's come allows scope to be flexible since time and cost or long. The video is painfully aware that the world must be continuously sorted toe the highest value. There are also pushing the name toe complete as much work as possible in each short delivery period. Now, if you're wondering how on earth the team can keep up with these demands, you are not alone. The Founders off Scrum recognizes the need for counterbalance to the pure rule. So they created a roll off scrum Master, This crime master protects the team and protects the process. This come master is a facilitator who keeps our in within the guardrails off scum the balance the demands off the people against the needs off the name. This role is the first safety valve to ensure that aims up performing toe a sustainable level. We don't want them toe get burned out before they reached the finish line. That's a big statement if you think about it from values, sustainability and open dialogues on what can and cannot be reasonably accomplished. This crime master is the most visible spokesperson for the the share the team's progress with anyone who is curious or interested in how they are doing. They are also the first escalation point when something gets in the way for the team. This time, Master will work to remove any blocker until they're out off the way off the team and they can continue while the B O focuses on what needs to be done. This come Master focuses on how the game will do the work and one more thing. Discrim Master also holds the team accountable for the commitments to the product owner, the short prince and the team performance over time to help the team improve the process and practices. As you can see, each rule is absolutely critical to getting the framework toe function properly. If you are lacking one off these rules, scum will be far less effective than if you have them both 6. 5 Assembling the Team: scrum is all about dialect, collaboration and communication. Absolutely anything that you can do to make it easier for your team will pay off a big in the evidence down the road. That's why co locate your team members in the same room or space to make the collaboration more effective. In many companies, this simply is not possible due to the building and distance barriers. But that's okay. You can still be successful at scram. You just need to work a bit harder to ensure sufficient collaboration can take place. Some things that you can do our videoconferencing, dedicated chat rooms or conference phones in all the locations. This can easily help your team stay in touch. Now let's talk a little bit about the team composition. Your first priority is to ensure that you have a dedicated team. If you are team members are taking on multiple projects, you're going to lose a lot off efficiency that can slow down your delivery. Dedicating your core team results in better focus, higher efficiency and faster delivery. The ideal team size is seven members, plus or minus two. I know this sounds specific, but research indicates that these numbers maximized people's ability to create close relationships and collaborate more effectively. Sure, you can have more people, but then the communication channels start toe add up, and it takes a lot more work to keep everyone in the loop. In a perfect world, you would have a team made up off 5 to 9 people who have absolutely every skill that you need to complete the work. Those are what we call T shaped resources. They have a broad knowledge at a high level in several areas. They have a deep knowledge, just like a D. For example, a skilled, the job a developer, the vertical off the P, who also have our database analyst skills the crossbar off the tee so she could work on more than one type off deliverable. These types of resources can be hard toe come back. So you want to line up some consultancy resources that can be used when your team needs specialized skills. Specialized skills that I have seen fairly frequently are architects or database analysts, security analysts. These are people who you need once in a while toe work with your team, but you might not have enough work to keep them fully occupied all the time. This is very common with the right level off uptrend commitment and can be done highly successfully. Ah, small unit that worked closely together all the time will for sure face internal conflicts . Some uptrend guided rules are needed toe prevent these trouble. We call these team norms on. We need to help the team established these before any work is even started. These norms, our commitments off the team members made to each other about how they are going toe work together, how they resort disagreements and how they reach design consensus just to give you an idea one off the most common scram team norms that I have seen is agree to disagree, but more forward with the decision that the team makes so another common known is something like when laptops can't be used during meetings to make sure that everyone stays focused on the conversation. You can even have a norms on how to hold each other accountable. You can get very creative with the team norms, but they must have a commitment from all the team tobe a successful. They must also be fairly applied and the team must trust each other enough to hold each other accountable toe honoring the norms. If you take the time toe work through these elements, you will be amazed at how quickly your team can work effectively. 7. 6 Set the Vision for your project: I don't know about you, but I would never go on vacation by showing up to the airport and randomly selecting the destination. I would rather choose my destination and my activities before I start my trick. That's why I know what I am getting, and I will get exactly what I want Us from. Project is exactly the same week. Division is the map that will guide you and you are in to your destination. The product owners establishes vision before any work begins division else. You you are in everyone, Really? Where are you going and what valuable product or enhancements you are going to deliver at the end? The destination contained within division is what we call a minimal buyable product or M we D M V P is about developing a product just enough to get it out the door toe early adopters so that they can call it feedback from them. This approach basically says that if you do a small set off work to get a usable product out the door, then you made the cool. There are a couple of good reasons for approaching the work in this way. First, the faster we get something into our stakeholders hand the faster we get feedback to understand what else is native Second. By keeping fast delivery in mind, we keep minimizing the possibility off school free, accurate discipline and execution is still required, but now you have a way to what for it. Once you have a vision in hand, it is time to start decomposing division into functional parts. Here's division we can use help. Busy professionals have more time and feel healthier by providing a mobile app with, They can quickly order on profitable esti healthy lunch and having caliber optical it by themselves. The product owner can do this in advance, but it's absolutely as in shell that the team fully understand dysfunctions. Only then they been truly understand their role in delivering toe the vision. The first level of decomposition is to identify your teams. Teams are just a broad grouping off steam, low work. The stories do this every day. Appetizers allots countries on visits are all teams that began work with. These aren't simply to help customers read the menu. There are also useful in organizing Big Kitchen. You probably making dessert separately from Solares, right? The same is also true for teams using our sample vision off mobile app for customers to order lunch hour team might be profiled off payment on delivery, among other things. These teams help us in to base first. The help trigger ideas about what needs to be developed to meet the M will be for that team . Second, they help us grow our work together so that we can be efficient and minimize risks like ensuring that we have security built before we complete the profile development. Once we identified our teams, we break them down for the into features. Features are the next smaller slice off work that we can use to help us stay organized. Using our example, we could break the team off the profile in tow. Features like Logan save password. Recent orders favorites on recent locations knowing that we are are getting an M baby. Our product owner may say that the only feature we need for this release our security Logan and save password. The other, while nice tohave, aren't required to complete because the initial release off our product will not necessarily need people to have those features. In this way, you and your team can use division and the B B to set focused on the destination and remind organized along the way. 8. 7 USER stories 101: We talked about teams and features as groupings off work. They're really useful constructs to help us get organized. But they are still too big for the team to work on and deliver value in small time frames. The people we are developing for our customers or users. Each interaction they have with our product is a use case that else has and the team a story about how they are going to use our product. We call these user stories, and this is the level off detail that we need to know what to deliver. The user story, then, is the tactical level off work that can be delivered quickly. At the same time, they are not so small that they really were no value. Anyone on the team can't write you the stories, but but it's usually the direct owner. As a result, off interviewing stakeholders and the representative on the customer, it's day duty to ensure everything in the back. All acts value to the estimate, so they usually like to use their stories when writing you the stories. I n B E S t invest is an acronym that helps you to evaluate whether you have Ah, high quality user story first, would you? The stories are independent. It can be delivered separately from other user stories and have value but itself. If you only have time to do one thing, this story can stand alone. There is also negotiable. Until the story is committed for work. It can be really done, change or cancel at any time. User stories must be valuable in delivers value to the product owner, stakeholder and customer. Simply put, it's meaningful next. They also need to be estimate herbal. You must be able to estimate the size off the story and the story points. That means that the story is descriptive enough so that you know what has to be done to finish it. Only then can you understand the effort required you. The stories must also be small. So the story is small enough to be completed within one sprint and lastly festival. The story provides enough information that you can develop for it. While it seems like a lot to accomplish with you, the story we have a former that will help us, right? Good ones. And here it is. This simple former else are so much by undertaking which customers we're talking about. We get better understanding off what is needed and to help pull our focus on the activity within our product, clearly defining what's needed. And most importantly, the benefit expected from the requirement helps us trigger the conversations that we must have in order to be clear on what is valuable. You think our mobile launch ordering app as an example off would use a story we could use a mobile customer. I want to create a profile so that the future orders are faster. No place this is known as functional. Use a story meaning itself function through the end user. You also write nonfunctional user stories. Those are stories that help support the functionality the end user needs without directly benefiting the here is an example. As a developer, I want to have granted at a based software to the latest version so that we can support and get better product support. Now. It's not good enough to have a good use that story. Each one must have also have acceptance criteria or a C for short. The S E is the most powerful tool the team has to radios effort in getting the story toda whenever you the story is written, the CEO and the team collaborated to Deter mined the Air Sea off the story. So it's toady has a unique set off acceptance criteria in this case, our functional story about creating a profile for the acceptance criteria we could use. The customer name is captured and saved. Next, we could say the customer emails captured and saved. Also, the customer for number is captured and saved, and lastly, you guessed it. The password is captured and sip. Additional accepted criteria for the story would be on in valued for number, address and password are rejected. Acceptance criteria should be explicit as possible so that all parties on the team will know what done is fast the story you the stories, our or tactical pool. This campaign's used to deliver the work for their product writing. Great user stories can be challenging, but with practice, it gets easier over time. 9. 8 Roadmap And Release Plans: you done on Lee work repairing your team's features and backlogs. You also know how long U. S prints are. Now it's time to estimate when things will be world on. Scram has tools for this as well. We used to different mechanisms scored the roadmap on did release plan. The road map is very high level and intento apply. You attains over time. This way, everyone has a general sense off worthy. Focused will be in argument timeframe, using our example from earlier creating a mobile launch ordering app with identify feels off a profile order payments and delivery. Now we need to design the best order to work on these teams while payments may need to be the most important to our business partners. From our dependency perspective, it probably makes sense to prioritize the profile and ordering things first like everything else. And this is a guideline, not our rules. But following this idea, he has won the road map would look like for these teams. As you can see, these teams are in necessarily in the value order. Once you have compiled this look and then organize your stories around the timelines that you have created This is how you create a release plan. The release plan is the next level off detail. It's a high level plan that's Mento. Connect the roadmap toe this prints. It provides visibility to how we are going to deliver in scrum. You must have a fully functional stories to be completed at each end off the sprint. You are not, however, required to release them, so the stakeholders at the every end off sprint. This means that you can complete all the work for two or three months before releasing the combined result. Together, you're user story points to help your aim decide what they can do within its sprint once your team has been together for a while. There reach wasa common consensus on have stabilized velocity, meaning that everyone will know about how many points they have and what they can complete in its print on building velocities stabilizers, you should estimate that the number off points tow target for its print, for example, let's say that our team is just starting out and we have collectively thought that we can actually handle around endpoints, but two weeks or sprint we want to release after the after three sprints, which means that we need tohave about 30 points. But release now. Let's take a look at our road map and the stories that we have organized over the time. Based on our things. All we need to do is select the highest priority stories by sizing to fit each sprint. It should look something like this. You might notice that I'm not planning doors in priority order. As to the level of detail. It's about maximizing the number off points per sprint. So if our next highest priority story stories see is eight points is too big for the sprint , one will go down the list until we find one back benefit story. Be here for five points. Always remember that the road map is just an estimate off when the team completes the stories. The road map is intended to be abated at the end off every spirit. The pain will be learning tens along the way, writing new user stories throughout the spirit. So the road man is meant to be a living document. It's just guy, but it's a guy that will help. You will stay focused on getting the project home 10. 9 Sprint Planning: as your name prepares for the Sprint, more detailed collaboration is necessary, and that's exactly what you do in your first spring planning. Full participation is critical, so you will need your development team members. US Crime Master, the product owner. These responsibilities can be delegated. Using the Paradies backlog, the product owner presents the highest value stories. So the beam, in order the team needs to feel confident and comfortable in earth toe ask questions. The goal here is that everyone on the pain fully understands the intent, all the story and specific acceptance criteria for that story. It's also helpful. Toe post the Danes definition off done. For all the stories in the meeting room, remember the ends. Definition off done applies toe everything. So having the information handy is going to help ensure that all tasks are identified. I can't emphasize enough how important the cushion and answer aspect off spring planning is at the end off this print planning the team is going toe come it or make promise that they will finish all this work. Errors in understanding must be avoided and this is the form to clear the air on these stories. Once everyone has clarity on details off the story. The team writes down the past needed to get its story that let's look at our lunch ordering up as an example for the story. Create a user, i d. The task would be right. New user I d do the database and should take about half an hour. Let's take a look at it, asking off our stories. Each task should be clear and estimated using time at the sprint level. Points are usedto identify stories for the inclusion in this print. At the task level, I'm is used to fill up our capacity. I was that each time members can take on now that you know that the number off hours for all the plan working wasp in you need to verify that you are in has the capacity to complete the work as a general. Regard remembered that in an eight hour World Day, people usually have about six hours, both predictive time. The other two hours are generally filled with phone calls, interruptions, email and such. We are trying to prevent over commitment so there is comparison off necessary versus available hours is a good confirmation step. Finally, now that you have gone to stories clearly explain Andi US toe find for each one. It's timeto come in for the work. Scram! Eight This commitment step very seriously. Each person on the team is asked whether they come in to the story in each sprint, and each person is expected to say Yes, they do or no, they don't on right. If someone can commit, the P O and the team need to work together to change the shape off this print until everyone can. Sprint planning is a key collaborative effort in script. You repeat this meeting at the beginning, off each sprint, and you become better at it each and every time. 11. 10 Scrum Reporting: If you are working on a political project, it's pretty common for stakeholders. Toe. Ask your team members how things are going. This is good. People are interested in the outcome off your project. It can be a distraction, however, for your name. Since some team members have the full perspective on how things are going on, others may not scram. Addresses the challenges by posting information radio else and information. Radiator is anything that you post on the wall or insides that help everyone understand what you are doing and how it's going. This can pick as many unique forms as needed for you and wonderment and project I had seen teams visibly posed division off the project. The team norms, the team definition off down the road map on the release plan. At a minimum, the dim posted asked boards, and they burned out charts. So let's talk about this a little bit in more detail. The past board can take on a number off forms in any form that you like, but it has a key components that you need to follow. It shows the stories committed in this print, the task in their garden status and what asks have been completed. This is a simple example off what ask board can look like it clearly shows the committed stories, Andi related asks. It goes further by showing what asks hard and have known Bean started. Finally, it shows which ones are done. This is a simple tool, and it very easily as everyone what the team is working on the board begins the heart on distant execution. The team will gather around to drag what's happening in the Sprint and help each other if it looks like someone. Is that another primary tool for sharing information on your progress is the Sprint burned down chart? This is used by the team to measure how well they are executing in the sprint with the task word else you about the past completion. It doesn't tell you about how that compares toe where you are the overall sprint or burn out as that 12. 11 Standup meeting: this grandmaster as a scrum process owner will establish your Lise Grande. This is also commonly referred to as the daily stand up meeting or stand up for short in order for scrum toe work. It relies on the three C's collaboration, communication and Gardens. The standard includes all three, its foundational element off collaboration. It includes everyone on the team, the developers, the pestis, the B O on this grandmaster in up occurs at the same time every day. So us Grandmaster will sell at the time that works for everyone. For teams that are co located or within a few time zones, this is pretty straightforward. For international teams, this can be a bit more challenging. But with this video capabilities, that is no task that is insurmountable. I have seen teams member in our country film the standard meeting and send it to over toe in members in an other country to watch as part off this standard. The bottom line is that your dining standard is one off the non negotiables on this ground framework. It usually is held in front off the team's task work. Whether it's Elektronik, our physical, this is the time when Askar moved across the boat at the same time. You will stand up is not a progress report. No one should be delivering the blow by blow off their activities. Just the overview. Stakeholders are encouraged toe attend but as them to hold the questions and come comments until the end off this camp, daily stand ups should be shot. It should be limited to 15 minutes. It can be shorter, but it cannot be longer. The whole team stands up to give it fast. Theres three shorthand name Stand up. Really? If everyone is sitting down, it starts to feel like our meeting on it can drag on Like needing stand to do this gun Master also limits upto three questions per person. What did you do s today? What are you going to do today on? Is there anything blocking your progress as individuals go through these cautions the whole aim understands the progress off the unit and says how they work fits in do the whole at the same time. If the members didn't complete something the day before for several constitutive days, this is the team's opportunity to hold them accountable. This isn't done in a mean spirited way off course. It's simply hard to face your peers and admit that you have missed your goal. It's a daily opportunity to ask for help. One of the most powerful aspects off scram is the immediacy in which issues are resolved. If someone on the Dane says that they have something blocking him, the whole team has the ability to step in and help if it can be resolved within a day by the discount master steps in this crime master cannot fix it in a day. It goes to the product honor and so on. These escalations then continue to grow until the blockers removed that the progress can be made again. The Dallas Crumb is expected cadence for the communication and collaboration Scranton's collaborate and communicate All day long. The Dallas Crumb is just the formal Bush and so that everyone gets to see and hear the team's collective progress. 13. 12 Scrum backlog grooming: in scrum. The product owner is accountable to the team and the stakeholders. This stakeholders want to ensure they get what they need from your project. A key aspect of keeping the right priorities throughout the project is ongoing refinement off the product backlog. This means that the P O is out there meeting with the stakeholders to understand what it needs. They're constantly moving toe work around. As the business nears on requirements shifts throughout the project. Your backlog is consistently changing as new features and stories are being discovered and added. Other stories are being changed and maybe even removed. As these stories are discovered, the B O works out the details and acceptance criteria for each one. But at least once for Sprint, the whole game comes together to see what new items have come up. This usually is a 30 to 60 minute backlog grooming session. It usually happens around the mid point off this print, the people reads the new stories to the team and the team. Asked about any details that are missing, the people would then has the opportunity toe go find answers to the team's questions. What is done? The peer to design want the priority off the new stories are on. Ask them to the backlog where they think the story is fit in. Now this might sound a little scary, but there is a safety net in place to protect the team and the sprint commitment. What's done The Pio to design what the priority off the new stories are on asks them to the backlog where the thing the stories fit in, not this might sound a little scary, but there is a safety net in place to protect the team and the sprint commitment. The Pio can Onley and stories to the future sprints Dispense are in progress are off limits so as your backlog will change throughout the life on the project. But no, you're Sprint commitment can be changed once the sprint begins. This helps dip him, give the commitments, but also allows this cramp teen to adapt to the changing business names throughout the life cycle. Off the project, the other advantage off grooming sessions is that the team gets toe. Ask the Pio for clarification well ahead off sprint planning. If the details can be ready in time for spring planning, making the story can be added to the sprint. This ensures that there are no surprises when this print is underway. These interactions also help the product owner No breadth e gaps in the requirements are it empowers our project owner will fill the gaps in a way that doesn't delay ditty. The deal gets toe keep moving on the current sprint while the investigation happens. 14. 13 Definition of Done: in scrum. The intakes. They sprint commitment very seriously. They're striving each day, toe collaborate and get their stories. Toby Done. Remember, In scram, Dan means a usable product that maids acceptance criteria. Since that's the goal, the team is developing and testing the entire time to ensure that all the acceptance criteria are met. The acceptance criteria approval, though, has to come from the product owner and the final delivery. Since the product owner is the business. Three present day gives on the came the acceptance or rejection is the final word. That means that throughout its sprint, the team members are checking the work when needed with the people. It's story that is accepted can then move across the board. So the done column sometimes hold a brief, more formalization known as the Sprint Review. During the ceremony, the team on the people maids to review with the Sprint as a whole, this checkpoint is where everyone looks at its story from the sprint and sees which one we're done. Anything that isn't accepted as complete is reviewed, prioritized and moved out to another sprint. In some cases, the team has discovered new information about the story and needed to be split into smaller ones. Once those are split, they are also prioritized by the Pio and then move toe the appropriate spit. Finally, the in collectively understands and agrees that what was done and can be done be demonstrator toe the larger stakeholder groups. This meeting is meant to be shot and simple. What did we do? What are we doing? What still needs to be done in the future? Sprint and what's ready to show decision is another step in this crime collaboration. The team acknowledges that their progress and keeps an eye on what's coming. The collaboration helps the team maintain awareness off the whole project. It gives the dame focused on the big picture while delivering a usable product in every sprint. 15. 14 Demos: Instagram. We strive to deliver a working product at the end off every spin. But what's the point off? No one knows about it. Scum answer. So this is the demo. As you know, the Pio is accountable for accepting or rejecting what's being delivered. Whatever they accept, it's ready to be demonstrated or demo to a larger audience. Remember, the Pio is accountable to the other stakeholders as they re present a day of to ensure that they get what they want. The demo is how the show on duh the dim make sure the stakeholders are happy with what they are delivering. The demo is a powerful ceremony for Scranton's. The demo builds trust between the team and the stakeholders, which comes in a few ways in this context. First and foremost, the phone off the direct conversation with this take hold us. This group has a vested interest in the success on the team and the product. It's a great opportunity for the team to receive direct feedback. The stakeholders get to see this for themselves, the work being done on their behalf, the provide feedback to the team both for praise off towards being done and so additions for change, also known as you new stories. After the demo, the People works on adding details and vetting the stories for the backlog. Sometimes the stockholder will see something that's demoed and decide that they don't want it. After all, that's completely OK. Better to hear it now and catch it the right way. The team can then be bold toe. Want a stakeholder? Best want now. Another advantage off the demo is to let the stakeholders know who is working on their project. They get to see for themselves the skills and dedication each deal member brings to every sprint. This is the opportunity to build relationships between the team and the stakeholders. This visibility gives the stakeholders of bought a broader, more balanced perspective on board it takes to create the product. Additionally, the stakeholders will see the team's willingness to receive feedback and adapt to changing needs. Finally, the demo shows the overall progress towards the final goal. You r p o. Keep your product roadmap and release plan up to date after every sprint. This is where you show them to us stakeholders. Your name is bringing the stakeholders along on a journey with them. The stakeholders also provide feedback on the timing and contents off each plan's release. Again. Another trust and relationship building exercise. You might be wondering if you have to demo at the end off every sprint. The answer is no, you don't, but you need to demo it as often as possible. It only helps you build trust with us stakeholders to improve Progress is being made for them.