SPRINT CYCLE – 6 weeks

• Design: 1 Week
  • Sprint Planning happens at the beginning of this week
    • Available the thursday BEFORE sprint planning, Product Owner will produce Theme for sprint, and prioritized list of issues for review
  • Design meetings for any changes/new features that involve redesign. Only the key stakeholders for the given issue need attend. Out of that meeting should come a spec that QA can then use to write test plans from.

• Feature Development: 2 weeks
  • QA works on test plans for the upcoming functionality during this phase
  • End of these 2 weeks is FEATURE FREEZE, and first release to QA
  • No triage during the first week; should have triage the thursday of the second week

• Bug Backlog: 1 Week
  • Bug triage weekly
  • End of this week there should be another release to QA. Optionally there could be additional releases during the week.

• QA Phase: 2 weeks
  • Bug triage weekly, or more if QA sees a need (not daily)
  • Iterative releases to QA, decided upon by communication between dev and QA
  • Towards end of cycle, QA gives recommendation of go or not go, and list of blocking issues that must be fixed in order to release.
  • Communicate with customers about upcoming release.
  • Product owner produces document for the next sprint the last friday of this phase.

• Product Release
  • Assuming we are on schedule, actual release would occur the tuesday of the Design Week for the next sprint.

SCRUM

• Scrumaster will drive the meeting, using the burndown chart. Purpose is to simply assess if we are on track: were our estimates correct or do we need to adjust them? are we on schedule with our due dates on tasks? Are there impediments that need to be addressed?
  • This will require developers having estimates, and due dates in their tasks
• Are there any issues relevant to the whole team, or red flags that need to be raised?
• Scrum should be brief, probably closer to 15 minutes than a half hour.

ROLES:

Project Manager:

• Tracking status
• "The accountability piece": main artifact is the Burn-down chart
• Red flags (ie: people are going beyond what they estimated, totals add up to more time than is allotted, etc) should be raised to Janet
• Coordinate Biz issues
• Include PM tasks in the chart, with estimates and dates
• Collect information off-line, not in meetings

Product Owner – responsible for vision/priorities:

• Roadmap: higher level timeframe
• Themes for each sprint: put this out to group before sprint planning
• Takes first pass through feature/bug queue before sprint planning to organize/prioritize in light of larger roadmap (business value)
• Primary artifact is the product backlog, prioritizing

Team Manager:

• Resource management
• Performance

Developers:

• Estimates of tasks
• Reporting exceptions in the scrum: task is taking longer than is expected, etc
• Manage own bug queue
• Do feature work, then bugs – we need to assign these in appropriate size chunks, so this is possible within a given sprint

QA:

• Owns JIRA
• First pass at new bugs, assign:
  • Component and developer
  • Severity
  • Priority
  • Does this needed to be added to this round of changes? If so, raise it with team, in triage. If it seems really urgent, and a potentially large issue, might raise it in scrum as a red flag.
• Developers can pushback as needed, disagree with priority, severity, assignment
• Triage: mainly during QA phase, not during feature work; responsible for raising red flags, if there are issues that need to be addressed immediately/with greater urgency
• QA decides when final release is ok to go to prod

Customer Support:

• First response
• Customer messaging
• Customer Advocate
• In communication with "Product Owner" about customer needs, priorities as they come up