Scrum Excel Spreadsheet – So you can have a more global view of Scrum and its implementation, here you will find an original summary of Jeff Shuterland (creator of SCRUM) of what you need to launch a Scrum project.
If you do not feel like reading a lot, you can watch a video of our course on project management through Scrum.
It is a quick description of the whole process, but it will be great for you to start with the “how to do in scrum”. Less rolls and more wood!
1. Choose a product manager.
This person is the one with the clear vision of what is needed, what is going to be done, manufactured or achieved. it will take into account risks and compensations, what is possible and what is feasible.
2. Choose a team.
Who will do the real work? This team needs to have the necessary skills to make the vision of the product manager a reality. The teams have to be small: between 3 and 9 people is normal.
3. Choose a Scrum Master.
She is the person who will lead everyone else through the Scrum system of work helping the team eliminate everything that holds them back. Remove waste.
4. Elaborate and prioritize a list of objectives or backlog.
The Backlog is nothing more than a list of everything that must be done to turn the vision into reality. This list exists and evolves throughout the process, it is the map or the road map of the product.
At any time during the project, the list of pending objectives is the only and final panoramic view “of everything the team could do, in order of priorities”. There is only one list of pending objectives. This means that the product manager has to make decisions about the priorities of the process.
You should consult with all stakeholders and with the team to make sure that they represent both what the client wants and what is feasible to build.
5. Make a refined estimate of the list of pending objectives.
It is crucial that the people who are really going to carry out the items listed in the list calculate the effort each one will take. The team must go item by item to decide if it is really feasible to do so.
Is there enough information to carry out each one? Is it small enough to calculate? Is there a definition of “fact”? Does everyone agree on the requirements that must be met to consider that a thing is “done”? Does it offer a visible value?
Each item must be able to present itself, it must be ready to, ideally, be able to be put into operation. Do not make estimates of the list of pending objectives in hours, because people are fatal to calculate time. Make estimates about size: small, medium or large. Or even better: use the Fibonacci sequence and calculate the value point of each of the entries in the list: 1, 2, 3, 5, 8,13, 21, etc. What is known as the Planning Poker.
6. Planning of sprints.
This is the first Scrum meeting. The team, the Scrum Master and the product manager sit down to plan the sprint.
The sprints always last a certain amount of time, which is less than a month. Usually, almost everyone does sprints of one or two weeks. The team looks at the beginning of the list of pending objectives and makes an estimate of how much they may have finished in this sprint. If the team has already done a sprint, they should keep in mind the points they made in the last one. That number is known as the speed of the equipment. The Scrum Master and the team should always be trying to increase that number in each sprint. It is also the time for the team and the product manager to make sure that everyone understands exactly how these items are going to create the vision. In addition, in this meeting everyone must agree on the goal, what everyone wants to achieve in that sprint.
One of the pillars of the Scrum is that once the team has committed to what they think can end in a sprint, there is no turning back. It can not be changed and nothing can be added. The team has to be able to work autonomously throughout the sprint, to finish what they anticipated they could do.
7. Make the work visible.
The most common way to do this is with a Scrum board and its three columns: Pending, In process, Done. The post-it represents the items that must be completed and the team changes them on the board, as they are finished, one by one.
Another way to make the work visible is to create a burn down or pending work diagram. In one of the axes is the number of points that the team has taken to the sprint and in the other the number of days. Each day the Scrum Master records the number of points that have been completed and records them in the pending work diagram. Ideally, there should be a downward curve that reaches zero points on the last day of the sprint.
8 Daily Scrum. Daily Meeting standing.
This is the vital pulse of the Scrum. Each day at the same time, for no more than fifteen minutes, the team and the Scrum Master meet and answer three questions:
What did you do yesterday to help the team finish the sprint?
What are you going to do tomorrow to help the team finish the sprint?
What obstacles stand in your way or that of the team?
It is done. That’s what the meeting is about. If it lasts more than fifteen minutes you are doing something wrong. This helps the team know exactly where each item of the sprint is.
Are all tasks completed on time? Is there a possibility to help other team members overcome obstacles? The tasks are not assigned from above, the equipment is autonomous; it is they who decide. There is no need to dispatch in detail with the managers. The Scrum Master is responsible for removing the obstacles that prevent the team from advancing.
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9 Revision or demonstration of the sprint.
This is the meeting in which the team shows what they have built during the sprint. Anybody can be present, not only the product manager, the Scrum Master and the team, but also the company managers, the bosses, the clients, everyone who wants to. It is an open meeting in which the team explains what could have happened to the “fact” column during the sprint.
The team should only show what fits perfectly with the definition of “fact”. That which is completely finished and that can be delivered because it does not need more work. It may not be a finished product, but it should be a feature of it, which is ready to start working.
10 Retrospective of the sprint.
After a team has shown what they have achieved during the last sprint they sit down to reflect on what went well, what could be done better and what could be improved in the next sprint. What improvement can the team incorporate into the process immediately?
We are not looking for someone to blame; We are analyzing the process. Why was that so? Why did that slip away? What could make us be faster? It is crucial that people take responsibility for their process and results and try to find solutions as a team. In turn, people have to have the courage to pose the problems that they are really encountering in a constructive way. To solve and not to accuse. The rest of the team must have the maturity to listen to that opinion, take it into account and look for a solution, instead of becoming defensive.
At the end of the meeting, the team and the Scrum Master should have agreed on an improvement of the process that will be incorporated in the next sprint. That process of improvement, which is also known as kaizen, should be included in the list of pending objectives of the next sprint, with acceptance tests. Thus, it will be easy for the team to see if they have really implemented the improvement and what effect it has had on the speed.
11 The next cycle of sprints starts immediately.
Taking into account the previous experience of the team with obstacles and the incorporation of improvements.
Well there is nothing, hundreds of hours of reflection concentrated in 11 points. I hope it is your help and you can successfully implement the SCRUM.
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