Localized Scrum Process and Practices for the Materials Center Project Team

1 Scrum Core Process

All actions should follow the illustrated flow, which is immutable except for possible adjustments within major phases; a two‑week sprint is recommended as the optimal iteration length.

2 Ideal vs Reality

In theory a stable, self‑driven team can complete an iteration without external help, but in practice multi‑team collaboration, changing personnel, and shifting focus cause communication overhead and process compromises.

3 Three Essential Roles

Product Owner (PO) : defines and prioritises the product backlog, ensures the team works on the right things, and must clearly express backlog items, their value and assign scores.

Express backlog items concisely and clearly.

State the value of each item after team discussion.

Score items (preferably on a 0‑100 scale) without using vague terms like "urgent".

Scrum Master (SM) : acts as a tactical advisor, guides the team through Scrum events, facilitates communication, maintains backlog health and sprint progress.

Ensure every team member understands goals, scope and product domain.

Guide Scrum events such as daily stand‑up, review and retrospective.

Serve as communication hub between PO and the team.

Maintain product and sprint backlogs.

Scrum Team : cross‑functional members (frontend, backend, testing, etc.) who collectively deliver potentially shippable increments each sprint.

The team possesses all skills needed to produce a product increment.

All members share the same sprint goal.

Individual expertise is respected, but responsibility is collective.

4 Backlog Management

Product Backlog : a prioritized list of product‑level requirements maintained by the PO, described as user stories with background, value and acceptance criteria. Tools such as online documents, JIRA or TAPD can be used.

Managed by product owners, including priority and add/remove actions.

Use user‑story format to aid team understanding.

Each item should include background and value.

Sprint Backlog : a subset of the product backlog selected for the current sprint, collaboratively refined by the team, with a clear definition of “Done”.

Derived from the product backlog.

Team members jointly evaluate and select items.

Define “Done” criteria together.

5 Localised Scrum Process for the Materials Center Project

All activities start after development begins, with daily stand‑ups initiating the iteration.

6 Scrum Events and Practices

Each event has a clear purpose and should produce tangible outcomes.

6.1 Requirement Review Meeting

Initiated by the PO, the meeting reviews selected backlog items, discusses background, value and goals, and reaches consensus on the sprint backlog.

6.2 Task Breakdown & Estimation (Planning Poker)

After requirement review, the SM leads a session where team members estimate effort using Planning Poker, discuss extremes, and agree on an average story‑point value.

6.3 Design Review

If critical design issues arise, product and developers jointly evaluate the design.

6.4 Code Review + Unit Testing

After code is submitted for testing, the SM organizes a Code Review where developers present their logic, discuss improvements, and share challenges.

6.5 Next‑Sprint Pre‑Review

Near the end of the current sprint, PO and SM gather core developers and testers to preview upcoming tasks and identify potential risks.

6.6 Iteration Demo

Before release, the team demonstrates completed work to stakeholders, gathering feedback and confirming that the product meets expectations.

6.7 Retrospective

All participants reflect on the sprint, noting good points and improvement areas, using warm‑up activities, Good & Need‑to‑Improve stickers, and 5W analysis to identify root causes.

6.8 Daily Stand‑up

Each day the team briefly shares what was done yesterday, plans for today, and raises blockers; the SM facilitates and keeps the meeting under ten minutes.

7 Definition of "Done"

The team must agree on a clear definition of completion for each story, involving product acceptance, testing criteria, and possibly release validation; if not met, the item may be removed from the sprint.

8 Re‑evaluating Story Points

After each sprint the team revisits the previous sprint's story‑point estimates, adjusts them based on actual effort, and aligns velocity to maintain a healthy iteration pace.

9 Simple Summary

The localized Scrum practice achieved most of its goals, with the team consistently delivering value, though improvements are needed in daily stand‑up efficiency and targeted agile training for new members.