Considered to be originator of Stories
Emphasizes on customer being on site
More focus on software dev and good practices

1.Customer define features as “User Stories”

(in initial meeting)

2.Team members break down stories into “Story Points

3.Software developers work in pairs (swap off regularly)

¨“Velocity” of the team is the number of story points
completed by team.
XP iterations (1-3 weeks) are shorter than Scrum iterations (4 weeks)
Each iteration might not have a release
High Emphasis on quality (Doing things only once)

12 Practices of XP:

1.Planning Game

2.Small Releases

3.Metaphor

4.Simple Design

5.Testing

6.Refactoring

7.Pair Programming

8.Collective Code Ownership

9.Continuous Integration

10.Sustainable Pace

11.On-Site Customer

12.Code Standards

XP Roles

XP Coach
XP Customer
XP Programmer
XP Tracker
XP Tester

Core Values of XP

1.Simplicity

2.Communication

3.Feedback

4.Courage

5.Respect

Spikes

Periods of work undertaken to reduce risks

Architectural Spikes

Iterations used to prove technological approach

ROLES

Product owner – Responsible for managing the product backlog.

Scrum master – Servant leader to the development team. Responsible for removing impediments to progress

Team – Group of professional who build the product. The team is empowered to manage its own work.

CEREMONIES

Sprint planning meeting – Done to determine what is to be delivered in the scrum

Sprint Review –

Daily Scrum – 15 minute time boxed meeting

What has been done since last meeting
What will be done before the next meeting
What are the impediments

Product Owner

Product owner decides what will be built and in which order i.e.; grooms the product backlog
Defines the features of the product or desired outcomes in form of releases of the project and chooses release date of releases and content for qualifying for being potentially shippable commodity after the release
Ensures profitability (ROI) as being custodian for the customer and prioritizes features according to market value and helps in finalizing Minimally Marketable Functionality
Adjusts initially and re-adjusts features, combination of features, releases, etc. and their subsequent priority as and when needed
Accepts or rejects work results during demo ceremony & facilitates scrum planning ceremony

Scrum Master

Scrum Master is a facilitative team leader who ensures that the team adheres to its chosen process & also ensures eradication of obstacles
Ensures full functionality and productivity of team & Enables close cooperation across all roles and functions; Shields the team from external interferences.
Ensures that the process is followed, all ceremonies are appropriately staged and conducted including issuing invitations to daily scrum, sprint reviews/demo and sprint planning meetings
Facilitates the daily scrums and scrum of scrums if there is big team
Ensures open, candid and participative environment during retrospective meeting to extract maximum benefit in form of process improvement and the lessons learnt

Team

Team should be generalist i.e.; cross-functional
Team’s appropriate size is suggested to be seven plus or minus two individuals; often splits the team if more than nine individuals and conduct scrum of scrums
Team is self-organized and self-motivated and it selects for its own sprint goals and also specifies its work results
Team generally does not pledges for velocity more than their previous spring & team should be innovative to look for all practical options to achieve their goals within specified project guidelines
Team demonstrates its work results to the product owner and then goes for their internal retrospective along with the Scrum Master

SPRINT PLANNING

Takes place at start of each sprint
Team meets with the product owner and discusses next stage of the project by setting highest priority items from the product backlog
The second part of the sprint planning meeting results in converting this recently prioritized sprint backlog (by the consent of product owner) into tasks with explicit estimate for each task and the volunteer responsible person
Team also agrees with the product owner on the sprint goal and test driven protocols
The probable shippable deliverable commitment coming from the team is generally based on the teams known velocity and their precedence history

SPRINT REVIEW

Takes place at the end of each sprint demonstrating functionality to product owners and to those who are interested
Team meet with the product owner and demonstrate the working software produced during the recent sprint
Gives opportunity to team and product owner and product owner to inspect and adapt the product

PETROSPECTIVE

Occurs at the closing stage of each sprint after demo
Team now meets with its Scrum Master and looks retrospectively at what went well and what went wrong in the previous sprint and what can be Improved and how it can be improved
Individual actions are taken or assigned for futuristic improvement of the process

SPRINT REVIEW

Takes place at the end of each sprint demonstrating functionality to product owners and to those who are interested
Team meet with the product owner and demonstrate the working software produced during the recent sprint
Gives opportunity to team and product owner and product owner to inspect and adapt the product

PETROSPECTIVE

Occurs at the closing stage of each sprint after demo
Team now meets with its Scrum Master and looks retrospectively at what went well and what went wrong in the previous sprint and what can be Improved and how it can be improved
Individual actions are taken or assigned for futuristic improvement of the process

DAILY SCRUM

Team meets for a maximum of 15 minutes per day with the Scrum Master around the team task board
Team members update the task board
Team also aligns itself with one another on tasks
Team answers the following three questions
What has the team member done in the last 24 hours?
What will he be doing in the next 24 hours?
What might be the probable obstacles for his recent activity?

PRODUCT BACKLOG

Prioritized by Product Owner and divided into Release (grouping of features which should go together as per business requirement and customer’s suggestion)
Product backlog should be appropriately Detailed, Estimable, Emergent & Prioritized (DEEP)

SPRINT BACKLOG

Stories that the team plans to take up in the upcoming sprint are placed here

BURNDOWN CHARTS

Chart used to communicate progress during or end of sprint; As the project progresses the burn down chart also burns downs (melts).

PRODUCT BACKLOG

Prioritized by Product Owner and divided into Release (grouping of features which should go together as per business requirement and customer’s suggestion)
Product backlog should be appropriately Detailed, Estimable, Emergent & Prioritized (DEEP)

SPRINT BACKLOG