An Agile Process is simple to comprehend, simple to implement, and prioritizes collaboration and results over artifacts. The following are some traits of an agile process:
‥ Having an accountable owner
‥ Clarifying everyone’s roles and responsibilities
‥ Benchmarking itself against Agile values and principles
‥ Being lean, efficient, and expedient
‥ Being scalable
‥ Adapting to change
‥ Leveraging automation
The following statement is true:
“ITIL defines the processes and best practices that underpin Agile Service Management”
Setting up Scrum according to the Scrum Guide's definition is the responsibility of the Scrum Master. This is accomplished by assisting everyone in the Scrum Team and the organization to comprehend Scrum theory and practice.
For a single ITSM process, the process backlog serves as the one repository for all current and future requirements, including process activities, tool updates, plans, interfaces, documentation, training, and improvements. The Process Backlog is never finished because it is constantly changing, getting new priorities, and evolving. As long as the process continues, it will endure. The Process Owner is its only owner and manager.
A process increment, which was the pre-determined result of a sprint, is a potentially releasable and completed part of the process. The Sprint Planning Meeting is when the Process Increment is defined. It is constructed throughout the Sprint using the items on the Sprint Backlog. When a Process Increment satisfies the established definition of done, it is deemed complete. During the Sprint Review Meeting, it is shown and discussed. The Process Owner then selects if and when to release the Process Increment.
A subset of the Process Backlog, the Sprint Backlog anticipates which Process Increment will be built during the upcoming Sprint. It is drafted during the Sprint Planning Meeting and lists all the steps that must be taken to accomplish the Sprint Goal. It must be easily seen and accessible for inspection.
To achieve the sprint goal, the team might self-organize around the key artifact of the sprint backlog. In order for the Team to comprehend the definition of done and be able to assess progress during the Daily Scrum, it should be sufficiently detailed.
At the conclusion of the Sprint, the Sprint Backlog expires, ideally with all the items finished. There is no automatic carryover of outstanding items to the following Sprint. With the other Process Backlog issues, they are given a new order of priority and will be discussed at the following Sprint Planning Meeting.
Burndown Chart – Is a graph that shows the trend of completed and remaining work over a specified time period such as the timebox of the Sprint or the planned rollout of the new or improved process. The most common types of Burndown Charts are the Process Burndown and the Sprint Burndown.
A self-organizing team is aware of what is necessary to complete tasks. They are given a goal, a backlog of tasks, a deadline, and a precise and agreed-upon definition of done for each unit of work. The team decides on a strategy for finishing the task and achieving the objective. In essence, the team is given the "what," and they decide on the "how" as a group.
A crucial component of continuous improvement is agile process improvement. Improvement opportunities should be evaluated against Agile ideals and principles from concept to retirement, whether they pertain to new or current processes.
