Follow the standard EPMO Project Process up until the point you are ready to begin your Scrum as described on the Scrum Pilot web page under the “How to Pilot Scrum” section.
1. Define the Scrum Goal
Whether you are managing your whole project or just a subset, it’s important to clearly define the scope of your Scrum before you begin.
2. Identify Your Stakeholders
The Project Manager (in conjunction with the Sponsor and the Business Lead), identifies the Stakeholders (i.e., the people who will be impacted by the outputs of the Scrum team).
3. Assign Scrum Resources
The Project Manager (in conjunction with the Sponsor and the Business Lead), assigns the following resources (See Scrum Roles for descriptions): Scrum Master, Product Owner, and Scrum Team. Ensure the selected resources have the time to commit to their Scrum roles!
Scrum Masters require EPMO Oversight Project Manager (OPM) approval when Scrum is being used for the solution implementation and the lifecycle costs of the IT activity are estimated to be over $500,000.
4. Scrum Master Populates the EPMO Scrum Workbook
The EPMO has an all-in-one Excel Scrum Workbook that has all the needed templates (they are tabs within the workbook) for tracking Scrum minimum deliverables. The Scrum Master does the initial population of the Workbook, stores it in the Project’s SharePoint site, and provides a link to the Scrum Team and Stakeholders.
5. Hold Scrum Kick-off Meeting
The Scrum Master schedules and holds a Kick-off Meeting. The Product Owner and Scrum team are required attendees. Stakeholders are optional. At this meeting the Scrum Master ensures everyone is clear on the scope of work and provides a Scrum overview, including an explanation of roles. The team may also use this meeting to decide on the duration of their sprints (one to four weeks).
6. Product Owner Creates the Product Backlog
Using input from Stakeholders, the Product Owner creates the Product Backlog (tab #3 in the EPMO Scrum Workbook). The Product Backlog is a prioritized list of user stories (requirements). To create this log, the Product Owner may enlist the help of a Business Analyst and/or hold requirements gathering sessions (called Storytime Sessions) with Stakeholders. The Product Owner should focus on clearly defining the highest priority user stories and ensure each has defined acceptance criteria. User stories that are lower on the list can be more general. An important role of the Product Owner is to continually refine the Product Backlog, which includes adding, clarifying, deleting and reprioritizing user stories.
7. Hold a Product Backlog Grooming Meeting
The Scrum Master schedules this meeting. The purpose is to discuss and make updates to the Product Backlog in preparation for sprint planning. The Product Owner answers questions about the user stories, user stories are updated for clarification, and large user stories (epics) are broken down into smaller ones.
8. Hold a Sprint Planning Meeting
This meeting is scheduled by the Scrum Master. During the meeting, the Scrum Team focuses on the user stories that are listed as the highest priority on the Product Backlog. The team estimates these user stories (by assigning story points, see tab #4 on the EPMO Scrum Workbook for more on estimating), breaks the user stories down into tasks, and commits to which ones to complete in the next sprint.
9. Team works on the Sprint Tasks
The Scrum Team members work both independently and collaboratively on their assigned tasks throughout the sprint.
10. Hold a Daily Scrum
This is a fifteen (15) minute stand-up meeting. Team members take turns providing the following information: 1) What they completed yesterday; 2) What they plan to complete today; and 3) Any impediments they have to completing their or the team’s work. As part of this meeting, the Sprint Backlog is updated with the status of work and any new tasks or assignments.
11. Make Updates to Burn Charts
Following the Daily Scrum meeting, the Scrum Master makes updates to reflect the current sprint progress on the burn-up and burn-down charts. See the Sprint Backlog & Burn Charts (tab #4 on the EPMO’s Scrum Workbook). By updating the chart on this tab with the story points completed, the Burn charts automatically update.
The Burn Charts can be shared with the Scrum Team and Stakeholders to provide transparency into sprint progress. If the overall project has a Project Manager, he/she may want to include these charts in their Monthly Project Status Reports.
12. Scrum Master works to remove Impediments (as needed)
As part of the daily Scrum, the team discloses any impediments. The Scrum Master tracks these items and assists in resolving them. This may include meeting with Stakeholders or others who are not part of the project. The Impediments Log (tab #7 in the EPMO Scrum Workbook) is an optional tool that the EPMO offers for tracking. It is primarily the same as Issue tracking in the standard EPMO Project Process.
13. Hold a Sprint Review Meeting
The Scrum Master schedules this meeting to correspond with the end of the Sprint. The team demonstrates/presents the completed user stories to the Product Owner. The Stakeholders are also often in attendance at this meeting. Based on the acceptance criteria, the Product Owner accepts or rejects the user story as being done.
14. Product Owner Updates the Product Backlog
Following the Sprint Review Meeting, the Product Owner updates the Product Backlog to designate which user stories were completed. Other updates might also be required to add or update user stories based on outcomes or discussions in the Sprint Review Meeting.
15. Scrum Master Updates the Sprint Velocity Chart
Following the Sprint Review Meeting, the Scrum Master updates the Sprint Velocity chart (tab # 5 in the EPMO Scrum Workbook). The chart tracks the story points committed and completed for each sprint as well as overall averages for all sprints. This information is helpful for sprint planning, release planning, and for use in the Sprint Retrospective Meeting (step 16 below).
The Sprint Velocity Chart can also be shared with Stakeholders to provide transparency into overall project progress. If the overall project has a Project Manager, they may want to include these charts in their Monthly Project Status Reports.
16. Sprint Retrospective Meeting
This is a lessons learned exercise focused on what worked well and what can be improved on for the next sprint. The Team selects at least one idea for improvement to implement in the next sprint. The results of the Sprint Retrospective should be tracked by the Scrum Master in the Sprint Retrospective Log (tab # 8 in the EPMO Scrum Workbook).
Steps 7 - 16 are repeated for each Sprint. Begin your Product Grooming Session prior to completing the current Sprint so that the team will be ready to launch into Sprint Planning as soon as the current sprint is finished.
17. Project Close out
Complete the standard Project Process Closing Phase once all your sprints are completed. A final Close-out Report is required for all IT projects with lifecycle costs over $500,000 regarless of the project approach used.
Resources for Additional Information on Scrum
• Scrum Guide from the scrumalliance.org