Skip to main content

Scrum-xProcess: step by step

I always tell people who are starting with xProcess to try the simplest things first, and in particular to try out "Simple Process" before embarking on processes which have more complex features configured, like the Scrum and FDD processes. This is just so you get the idea of what the scheduler does, how to reprioritise tasks and the effects of adding resources, manually assigning tasks, adding constraints (dependencies) and using the gantt and burndown charts. So it's a good idea to read The Simplest Possible Way to Get a Project Plan before reading this article because that takes you very quickly through those first steps.

So I'm assuming you've had a play with those first steps of setting up a project in xProcess and now you're ready to use a more configured process, in fact to use Basic Scrum 3. (Note processes can be easily changed in xProcess so it's very possible further changes have been made to this process by the time you read this article! The principles should hold though.)

These are the steps to go through to set up a Scrum project in xProcess:
  1. Import the Scrum process into your data source.
  2. Create a project (setting the various parameters in the New Project dialog)
  3. Add project resources and give people the appropriate Scrum role (e.g. Product Owner, Scrum Master or Team Member)
  4. Create the first Sprint
  5. Create backlog items
  6. Create a Delivery
  7. Ensure Team Members update their tasks regularly.
The first two steps can be done separately or together. Firstly ensure you are in the Project Manager perspective (if you see either "Project Participant" or "Process Engineer" on the toolbar, click the icon and change to "Project Manager"). Then click on the "Projects" button on the Project Toolbar (on left usually) and then select "New". This brings up the dialog shown at the top of this page. Here you can select the Basic Scrum process and import it. Then at the top of the same dialog select this process and hit next. This brings up the dialog shown here.

More to come...
Post a Comment

Popular posts from this blog

Does your Definition of Done allow known defects?

Is it just me or do you also find it odd that some teams have clauses like this in their definition of done (DoD)?
... the Story will contain defects of level 3 severity or less only ... Of course they don't mean you have to put minor bugs in your code - that really would be mad - but it does mean you can sign the Story off as "Done"if the bugs you discover in it are only minor (like spelling mistakes, graphical misalignment, faults with easy workarounds, etc.). I saw DoDs like this some time ago and was seriously puzzled by the madness of it. I was reminded of it again at a meet-up discussion recently - it's clearly a practice that's not uncommon.

Let's look at the consequences of this policy. 

Potentially for every User Story that is signed off as "Done" there could be several additional Defect Stories (of low priority) that will be created. It's possible that finishing a Story (with no additional user requirements) will result in an increase in…

"Plan of Intent" and "Plan of Record"

Ron Lichty is well known in the Software Engineering community on the West Coast as a practitioner, as a seasoned project manager of many successful ventures and in a number of SIGs and conferences in which he is active. In spite of knowing Ron by correspondence over a long period of time it was only at JavaOne this year that we finally got together and I'm very glad we did.

Ron wrote to me after our meeting:

I told a number of people later at JavaOne, and even later that evening at the Software Engineering Management SIG, about xProcess. It really looks good. A question came up: It's a common technique in large organizations to keep a "Plan of Intent" and a "Plan of Record" - to have two project plans, one for the business partners and boss, one you actually execute to. Any support for that in xProcess?

Good question! Here's my reply...

There is support in xProcess for an arbitrary number of target levels through what we call (in the process definitions) P…

Understanding Cost of Delay and its Use in Kanban

Cost of Delay (CoD) is a vital concept to understand in product development. It should be a guide to the ordering of work items, even if - as is often the case - estimating it quantitatively may be difficult or even impossible. Analysing Cost of Delay (even if done qualitatively) is important because it focuses on the business value of work items and how that value changes over time. An understanding of Cost of Delay is essential if you want to maximise the flow of value to your customers.

Don Reinertsen in his book Flow [1] has shown that, if you want to deliver the maximum business value with a given size team, you give the highest priority, not to the most valuable work items in your "pool of ideas," not even to the most urgent items (those whose business value decays at the fastest rate), nor to your smallest items. Rather you should prioritise those items with the highest value of urgency (or CoD) divided by the time taken to implement them. Reinertsen called this appro…