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ro[ect Manager 8esponslble for pro[ecL success
Lhrough plannlng and
coordlnaLlng sLafflng asslgnlng
and Lracklng Lasks managlng
scope lssues and rlsks Lracklng
schedule and budgeL ensurlng
quallLy
?es ?es ?es ?es ?es ?es ?es ?es ?es ?es ?es ?es ?es ?es ?es ?es ?es ?es no no no no
Scrum Master speclallzed ln ensurlng scrum
prlnclples are lmplemenLed as
lnLended by faclllLaLlng aglle
pracLlces on Lhe Leam and
proLecLlng Leam members from
lmpedlmenLs and dlsLracLlons
no no no no no no no no no no no no no no no no no no ?es ?es ?es ?es
Project Manager
Activities
Comparasion
Act|v|t|es M SM
Project PIanning is responsible for making the
whole scope of project,
managing his or resources
identify which resource is use
fulfillment for the list of task.
SprlnL lannlnghaseI lLh SM C Leam MemberslLh SM C Leam and sLakeholder
urpose WhaL feaLure and lLem can be Leam commlL
hase II SM and Leams do a meeLlng Lhe duraLlon of Lhls meeLlng ls 60 mlnuLes
urpose@he goal of Lhls meeLlng ls deflnlng Lhe subLask of every sLory documenL Lhe ne sLory hlch
conLalns Lhe selecLs Lasks AL Lhe end of meeLlng Leam ls ready Lo sLarL developmenL
$cheduIing dependencies of task, constraint
in scheduling, assumption in
scheduling, primary milestone
n scrum schedullng ls done by muLual undersLandlng of SM C Leam and sLakeholders
as dlscuss ln S durlng Lhe hase1 of meeLlng Leam declded Lhe sLarL and end daLe of each SprlnL also
Lhe Lhey seL Lhe nexL SprlnL meeLlng and 8eLrospecLlve MeeLlng daLes
stimation pasL experlence and hlsLorlc resulL
schedule and budgeL of pro[ecL
@he SM provldes Lhe @eam lLh Lhe process and Lools Lo enable Lhem Lo do esLlmaLlon
Pe ls a faclllLaLor buL never a parLlclpanL
Monitoring uo check and balance agalnsL every
Lask and acLlvlLy MusL be able Lo
Lake concreLe acLlon Lo endlng by
uslng CanLL CharL
The SM monitor the project in Scrum with help oIBurndown chart,
it is a simple way to track remaining eIIort oI the Sprint.
To view the work or tasks have been done use Burnup chart which represent the only work which has been done
and ready Ior release.
ControIIing with help of historical data and
analysis, make decision on
certain steps in calculating the
variance between progress of
team and the customer
requirement
SM controls the project and keeps it on the track by taking daily 'Scrum meeting,
#isk Management
(#M)
,monitor all the risk and control
the risk ,PM should manage and
monitor all the risk and control
the risk raise by some event.
nalysis is done by the team and PO as the product backlog is estimated,
Management in gaining benefits from client
,important for a PM to search out
all the benefits point which is
depend on another activity
SM ls a good faclllLaLor and manager Lhey gulde Leam ln declslon maklng on cerLaln polnLs
@he mosL lmporLanL responslblllLy of ScrumMasLer ls Lo removlng mpedlmenLs because lL glves ablllLy
Lo SM Lo do anyLhlng ln resolvlng Lhe lssues hlch occur ln developmenL process
@he SM ls responslble for radlaLlng lnformaLlon Lo sLakeholder Lo make Lhe pro[ecL progress up Lo daLe
and alllgn
SM uses 8urndon charL producL backlog or Scrum arLlflces for radlaLlng lnformaLlon purpose
@o keep Leam organlze SM have Lo do communlcaLlon a loL lLh Leam C and sLakeholder SM ls Lhe
person ho ls acLlng as hub ln developmenL process
$caIabiIity,
InteroperabiIityandP
ortabiIityAnaIysis
($IPA)
Some organlzaLlon conslderlng
SA ls an overhead and Lhere ls no
need Lo malnLaln by M buL lL can
be ork for small pro[ecL and hen
pro[ecL ls golng Lo become large
Lhen scalablllLy lssue come ln Lhe
pro[ecL
Since every sprint (and most release plans) Iocuses on business value - speciIically, Iunctional requirements
- the Product Owner will typically preIer to ignore non-Iunctional requirements.
This is "not a good thing.
iI you ~do have speciIic non-Iunctional requirements, then these perIormance or stability criteria must be
incorporated into the Planning and Review activities as concrete test cases, in terms oI speciIic measurements that
can be agreed to during the story design phase, and taken as measurements during testing at Review time.
SM should tell the PO that non-Iunctional requirements represent an acceptance risk
Project
Documentation (PD)
PM produces hundreds oI diIIerent
documents,to support and tracking oI
project,PM to maintain the every
communication with customer
documented.
roducL 8acklog@he requlremenLs for Lhe sysLem or producL belng developed by Lhe pro[ecL(s) are
llsLed ln Lhe roducL 8acklog
CIosing
closing meeting with team and
stakeholder.,i. Project success and
Iailure declaration
ii. Providing Support to client
iii. Review the team perIormance
the phase when development is done and Sprint is ready to move in Burnup chart and ready Ior release
SM arranges a Sprint retrospective meeting. In this meeting PO, team and SM during this meeting team try to Iind
the answer oI three questions i.e. 'What went well, what did not go wellandwhat improvement can be done in the
next Sprint