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The product backlog holds only requirements and bugs deferred to future sprints and is the interface between the Product Owner, representing customers and other stakeholders, and the team. PBIs are assessed in story points only. The sprint backlog consists of implementation tasks, test cases, bugs of the current sprint, and impediments and is for the implementation team. When working on a task, a team member updates the remaining hours on these tasks, but typically does not touch the PBI, except to mark it as ready for test or completed.

Stakeholders should not be concerned with the sprint backlog, only with the PBIs. Using tasks, the team lays out an initial plan for how to transform the selected PBIs into working software. Each individual can identify primary activity and identify planned days off.

The work pane compares available time against the estimated hours for the team, both for each team member and grouped at the level of activities like development or testing. Bugs should be managed according to context. Different teams view bugs differently. Product teams tend to think of anything that detracts from customer value as a bug, whereas contractors stick to a much tighter definition.

In either case, do not consider a PBI done if there are outstanding bugs because doing so would create technical debt. Accordingly, treat bugs that are found in PBIs of the current sprint as simply undone work and manage them in the current iteration backlog.

In addition, you often discover bugs unrelated to the current PBIs, and these can be added to the product backlog, unless you have spare capacity in the current sprint. The committed work of the sprint should normally take precedence, unless the bug found is an impediment to achieving the sprint goal. This can create a small nuisance for grooming the product backlog, in that individual bugs are usually too fine-grained and numerous to be stack ranked against the heftier PBIs. For a one-month sprint, the sprint planning meeting is limited to a day before work begins on the sprint. For shorter sprints, the meeting should take a proportionally shorter length of time.

Note that this does not mean that all tasks are known on the first day of the sprint. On the contrary, tasks may be added to the sprint backlog whenever necessary. Rather, timeboxing sprint planning means that the team needs to understand the committed PBIs well enough to start work. In addition to the two macro cycles of release and sprint, TFS uses the two finer-grained cycles of check-in and test to collect data and trigger automation.

In this way, with no overhead for the users, TFS can provide mechanisms to support both automating definitions of done and transparently collecting project metrics. These are private activities, in the sense that VS makes no attempt to persist any data from these activities before the developer decides to check in. The finest-grained coding cycle at which TFS collects data and applies workflow is the check-in that is, any delivery of code by the developer from a private workspace to a shared branch. This cycle provides the first opportunity to measure done on working code.

The most common Agile practice for the check-in cycle is continuous integration, in which every check-in triggers a team build from a TFS build definition. The team build gets the latest versions of all checked-in source from all contributors, provisions a build server, and runs the defined build workflow, including any code analysis, lab deployment, or build verification tests that have been defined in the build. Continuous integration is a great practice, if build breaks are rare.

In that case, it is a great way to keep a clean, running drop of the code at all times.


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The larger the project, however, the more frequent build breaks can become. For example, imagine a source base with contributors. Suppose that they are all extraordinary developers, who make an average of only one build break per three months. With continuous integration, their build would be broken every day.

Scrum Values added to Scrum Guide, so what? – The People Developer.

To avoid the frequent broken builds, TFS offers a form of continuous integration called gated check-in. Gated check-in extends the continuous integration workflow, in that it provisions a server and runs the team build before check-in. Only if the full build passes, then the server accepts the code as checked in. Otherwise, the check-in is returned to the developer as a shelveset with a warning detailing the errors. In addition, prior to the server mechanisms of continuous integration or gated check-in, TFS runs check-in policies.

These are the earliest and fastest automated warnings for the developer. Completed PBIs need to be tested, as do bug fixes. Typically, team members check in code in small increments many times before completing a PBI. However, when a PBI is completed, a test cycle may start. In addition, many PBIs and bug fixes are often completed in rapid succession, and these can be combined into a single test cycle. Accordingly, a simple way to handle test cycles is to make them daily.

TFS allows for multiple team build definitions, and a good practice is to have a daily build in addition to the continuous integration or gated check-in build. In this case, it is shown inside Eclipse, as a team working with Java code would see. In addition, Microsoft Test Manager MTM, part of the VS product line enables you to compare the current build against the last one tested to see the most important tests to run based on both backlog changes and new or churned code, as shown in Figure 2.

Daily scrums should last no more than 15 minutes. As the Scrum Guide explains, during the meeting, each team member explains the following:. Although TFS does not require daily builds, and the process rules do not mandate combining the daily and testing cycles, treating the daily cycle and test cycle as the same is certainly convenient.

Product Announcements

TFS helps considerably with preparation for the Scrum questions:. In this way, the team members can focus the meeting on crucial interpersonal communication rather than on questions about whose data to trust. For each of these cycles—check-in, test, release, and sprint—the team should have a common definition of done and treat it as a social contract.

The Scrum Guide – Introduction

The entire team should be able to see the status of done transparently at all times. Without this social contract, it is impossible to assess technical debt and, accordingly, impossible to ship increments of software predictably. With Scrum and TFS working together, every cycle has a done mechanism. Check-in has its policies and the build workflows, test has the test plans for the cycle, and sprint and release have work items to capture their done lists. In addition to the daily 15 minutes, Scrum prescribes that the team have two meetings at the end of the sprint to inspect progress the sprint review and identify opportunities for process improvement the sprint retrospective.

Based on the retrospective, the sprint end is a good boundary at which to make process changes. You can tune based on experience, and you can adjust for context. For example, you might increase the check-in requirements for code review as your project approaches production and use TFS check-in policies, check-in notes, and build workflow to enforce these requirements. Scrum uses the sprint cadence as a common cycle to coordinate prioritization of the product backlog and implementation of the iteration backlog. The team manages its capacity by determining how much product backlog to take into the coming sprint, usually based on the story points delivered in prior sprints.

This is an effective model for running an empirical process in complex contexts, as defined in Figure 1. TFS includes an automated task board that visualizes the sprint backlog, as shown in Figure 2. It provides a graphical way to interact with TFS work items and an instant visual indicator of sprint status. Alternative queries allow different groupings, such as by team member.

What is Agile? And what is the difference between Agile and Scrum?

Automated task boards are especially useful for geographically distributed teams and scrums. You can hang large touch screens in meeting areas at multiple sites, and other participants can see the same images on their laptops. Because they all connect to the same TFS database, they are all current and visible.

Introduction to Scrum

At Microsoft, we use these to coordinate Scrum teams across Redmond, Raleigh, Hyderabad, and many smaller sites. The history of task boards is an interesting study in idea diffusion. Ohno created his own model after observing how American supermarkets stocked their shelves in the s. Ohno introduced this to the factory, where the card became the signal for the component supplier to bring a new bin of parts.

Surprisingly, only in the past few years have software teams discovered the value of the visual and tactile metaphor of the task board. And Toyota only recently looked to bring Agile methods into its software practices, based not on its manufacturing but on its observation again of Western work practices. In software practices, Kanban has become the name of more than the task board; it is also the name of an alternative process, most closely associated with David J.

Tomomi Mitsuishi , Software Developer at Rakuten. Katalina Rotaru , Muzica. Show More. No Downloads. Views Total views. Actions Shares. Embeds 0 No embeds. No notes for slide. The Daily Scrum: Why is it there? To report status and update Information Radiators Burndown chart, Scrum board, etc. For the ScrumMaster to learn the Sprint status 3. To update the content and ordering of SBIs 4. To answer the three questions and make impediments visible 2 ScrumGatheringJapan.

In recent years the Scrum Patterns Group has evolved a comprehensive set of patterns for Scrum that allow teams to try proven approaches that have worked in many companies. While the Scrum Guide provides the basic rules of Scrum, the patterns amplify the guide by showing teams how to solve problems in a specific context. Scrum should be fast, easy, and fun. For many new Scrum Masters, it is slow, hard, and painful. Using proven patterns for starting up a new team or accelerating an existing team can rapidly eliminate a lot of Scrum Master headaches.