-So I want to conclude this lesson by providing a high - -2
-level view of this scrum process. The process is represented here, - -3
-and as you can see it has several components. We're going to - -4
-go through all of them one at a time. We're going to - -5
-start with a product backlog. Product backlog is the single source - -6
-of requirements, for the process. They're order by value raised priority - -7
-necessity, so that all of this characteristics can be taken into - -8
-account when selecting which backlog items to consider for the next iteration. - -9
-It's a living list in the sense that backlog items - -10
-can be added or removed. And it's not really defined - -11
-as we just said, by the product owner. In the - -12
-sprint planning, what happens is that the next increment or - -13
-the next sprint is defined. So basically, the backlog items - -14
-of interest are selected based on the characteristics we just - -15
-mentioned: value, [UNKNOWN], priority, and necessity. And the items are - -16
-converted into tasks and estimated. So the result is this sprint - -17
-backlog, which is the set of backlog items that will - -18
-be completed during the next sprint. The sprint is an actual - -19
-iteration of this scrum process. It's got a main part - -20
-that lasts two to four weeks, and within this main part, - -21
-there are many daily scrums that last 24 hours. So - -22
-let's see how this work. A daily scrum is typically characterized - -23
-by a 50-minute meeting at the beginning of the day - -24
-for the team to sync, and what happens during the meeting - -25
-is that there is a discussion of the accomplishments since - -26
-the last meeting. A to do list for the next - -27
-meeting is produced, and there is also an obstacle analysis. - -28
-So if some problem appear, they're discussing the daily scrum, and - -29
-possible solutions are proposed. At the end of the two - -30
-four-week cycle, there is a sprint review and retrospective. The sprint - -31
-review normally consists of a four hour meeting. In the - -32
-meeting, the product owner assesses the accomplishment for the specific sprint, - -33
-and the team discusses issues that were encountered and solved. - -34
-There is typically a demo of the deliverable for that - -35
-sprint. And at that point, the product owner will also - -36
-discuss the backlogs. And together with the team they will decide - -37
-what to do next. In the retrospective conversely what happens - -38
-is there is more focus on the process. So the - -39
-goal of that part of the meeting is discussing possible - -40
-process improvements. To identify them - -41
-and if promising improvements are identified - -42
-try to plan how to implement those improvements and use them - -43
-in the next iterations. And something else that might happen at - -44
-the end of a sprint is that if the product increment - -45
-is good enough as it reach the state in which it - -46
-can be actually shipped that will result in a release that - -47
-is not just internal. To show the product owner the progress - -48
-that can also be deployed and actually used in production. So - -49
-one final consideration is that as you can see, XP and scrum - -50
-are fairly similar, and that's because they're both agile development - -51
-processes. So the main thing to keep in mind is that - -52
-they both implement and enforce - -53
-those ideas, values, practices, and characteristics - -54
-that we saw when we discussed agile development process in general. -- cgit 1.4.1