2012.05.03 scrum master - southern adventist universitycomputing.southern.edu/korson/2012.05.03...

Copyright © 2012 QualSys Solutions 1/178

Scruma 3-day course for

ScrumMasters

by

Timothy D. Korson

Version 12.0503


Restricted UseThis copyrighted material is provided to attendees of QualSys Solutions courses under a restricted licensing agreement exclusively for the personal

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Any presentation or reuse of any part of this material in any form must be approved in writing by [email protected]

Copyright © 2012 QualSys Solutions. All rights reserved.


Administrivia• Introductions

• Start time

• End time

• Test

• Lunch

• Breaks

• Cell phones

• Laptops


Scrum Master Course Basic Objectives

To display an understanding of:• Scrum Theory and background

– Empiricism• Scrum Meetings

– Sprint Planning. Daily Scrum, Sprint Review, Sprint Retrospective

• Scrum Roles– ScrumMaster, Product Owner, Scrum Team

• Scrum Artifacts– Product Backlog, Sprint Backlog, Progress

Monitoring Charts, Product Increment, Definition of Done


Scrum Master Course Advanced Objectives

To display an understanding of:• the Agile approach to dealing with projects

– Command and control, metrics, estimating

• the lean and agile principles that underlie Scrum– Small batches, inspect and adapt, eliminate waste

• how Scrum can help them create products that “delight” their users– Focus on goals, not requirements

• how to transition to organizational Scrum

www..qualsys.org © QualSys Solutions 2012 /178

Does Anyone Really Do Agile Development?

• Gartner predicts that by the end of 2012, agile development methods will be used on 80% of all software development projects.

• PMI’s research has shown that the use of agile has tripled from December 2008 to May 2011.

• Furthermore, research demonstrates the value that agile can have in decreasing product defects, improving team productivity, and increasing delivery of business value.

http://www.pmi.org/en/Certification/New-PMI-Agile-Certification.aspx


Outline• Overview

– Scrum Basics – Scrum and the Business Culture

• Details– Product Owner– Development Team – Scrum Master – Scrum for the Enterprise– Engineering Practices (optional)

The majority of the course is organized by role. Details of the Scrum artifacts, meetings, and rules are discussed in the context of each role


Workshops - Exercises• The course has a number of exercises in

addition to these PowerPoint slides


Outline

• Agile and Scrum Context • Scrum and the Business Culture • Product Owner• Development Team • Scrum Master • Scrum for the Enterprise• Engineering Practices

The course is primarily organized by role. Artifacts and meetings are discussed in the context of each role


Why Agile?• Rapid pace of change in the business

environment requires businesses to become agile.

• Recognition of the nature of new product development

• Predictive vs. Empirical Process Control.

• CMMI has the concept of “institutionalization” at the heart of its philosophy

• Differences in philosophy about the goal of product development

• Meet up-front specifications vs. create maximum value

• Realization that companies have become too inwardly focused.

adapt

inspect

transparency


Agile


Scrum Basics


Scrum

• Scrum in the sport of rugby, is a way of restarting the game, either after an accidental infringement or (in rugby league only) when the ball has gone out of play.


Official Definition of Scrum

Jeff Sutherland

Ken Schwaber


Official Scrum is Minimal(Only 15 Pages)

• Roles– Product Owner, ScrumMaster, Development Team

• Events– Sprint, Sprint Planning Meeting, Daily Scrum, Sprint Review,

Sprint Retrospective

• Artifacts– Product Backlog, Sprint Backlog, Progress Monitoring

Artifacts, Increment, Definition of Done,

• Rules– See Scrum Guide


Common Scrum Practices

• This course discusses a number of concepts, techniques, artifacts, and practices that are not an “official” part of Scrum, but are recommended by leaders in the Scrum community and widely used by Scrum teams.– Release planning. Product Roadmap– Stories, Story points and Velocity– Burndown and burn-up charts– Pre-Sprint Planning Meeting– Retrospective and Impediment Backlog– Lean and agile principles– Scrum of Scrums– Scrum Integration Team


Three Scrum Roles

• the ScrumMaster, who maintains and supports the processes

• the Product Owner, who represents the stakeholders and the business

• the Development Team, a cross-functional group of who do the actual analysis, design, implementation, testing, etc.


Not Just Separate RolesDifferent Persons

• ScrumMaster

• Product Owner


Where is the Project Manager?


Project Management FunctionsSplit Three Ways

ScrumMaster• Personnel management• Motivate and inspire the

team to TEAM greatness

• Works with the rest of the organization to remove team obstacles

• Training and mentoring the organization on how to interact with the Scrum team

• Ensures adherence to the Scrum framework

Technical Team• Work breakdown• Task assignment• Process improvement• Coordination of tasks• Detail coordination with

other technical groups• Individual accountability

Product Owner• ROI• Requirements• Reporting to senior

management; interface to the other stakeholders;strategic coordination with other technical groups

• Budgeting, Hiring• Motivate and inspire the

team to build a great PRODUCT the delights users

P r o j e c t M a n a g e m e n t


But Real People and Their Jobs Are Involved

• What happens to the people who were doing project management?– Product owner– Scrum Master– Other management roles within the organization

needed to support and facilitate Scrum

– Project Manager of a non Scrum project


Protecting a Pilot Team

Regulatory agencies

Senior management

Process groups

System integrationTeam


Chicken and Pig

A key to understanding many Scrum jokes.


Pig Roles

The Pigs are the ones committed to the project in the Scrum process—they are the ones with “their bacon on the line” and performing the actual work of the project.

ScrumMaster+ Development team + Product Owner

Scrum Team (all affectionately referred to as Pigs)


Chicken Roles

Chickens are not involved in the day to day Scrum process, but must be taken into account. They are people for whom the software is being built.

• Stakeholders (customers, vendors, users)– They are only directly involved in the process

during the sprint reviews. • Managers • Executives• Marketing personnel


Super Chickens

– Senior managers or other persons important to the project are sometimes called super chickens..

– Chickens (even super chickens) only control over the team is through negotiating backlog items with the Product Owner


Kicking off a Scrum Project

• Business justification – ROI calculations, etc.• Initial project scope, duration, and budget are estimated

– Product roadmap and release plan

• Product Owner – elaborates the project scope into an ordered list of desired

features (“stories”) called the product backlog– gets consensus on relative business value of each feature in the

product backlog from the stakeholders– gets from the technical team a ballpark estimate on the relative

effort of developing each feature– sequentially orders the product backlog according to long term

ROI and other logistics– gathers additional requirement details for the top features in the

product backlog.


Kicking off your group project

• Brainstorm a product that you would like to “develop” during this course

• Estimate an Initial project scope, duration, and budget.– Product roadmap and release plan

• Product Owner – Create a vision statement for your product– List 3-5 benefits of your product that the marketing department

could use to market your product.

Exercise


Product Backlog

• The product backlog contains broad descriptions of all required features, wish-list items, etc. rank ordered so as to maximize long term ROI and other logistics.

• The backlog can be reordered, added to, or deleted from, at any time by the product owner.– Anyone can submit an item to the PO

• The product backlog is the property of the Product Owner. Business value is known by the Product Owner. ROI can only be calculated after development effort is estimated by the Development Team.


Timeboxed Sprint Planning Meeting

– (1st part) Team: Work to clarify Product Backlog items and determine which ones will go into the Sprint Backlog. Agreement on the Sprint Goals.

– (2nd part) Development Team (PO must be available): hashing out a plan for the Sprint, resulting in the initial Sprint Backlog

Prioritizes Estimates and Commits


Establishing a Sprint Goal

Think of the product you decided on for your running group project

• Envision a product increment that would be reasonable to build in the first sprint• Establish a Sprint Goal• Be prepared to explain how a goal is different from a set of specifications


The Sprint Backlog

Set of PBIs selected for the sprint +

A plan for delivering the product increment and realizing the goal


The Sprint Plan• The Sprint Plan is devised by the Development Team.

Neither the PO nor the ScrumMaster play a traditional project manager role.

• Typically the plan involves the team breaking down backlog items into smaller work items. – Work items should be small and specific enough to be

clearly understood and quickly finished, but not so small as to create unnecessary overhead.

– Work items on the sprint backlog are never assigned. Instead, work is signed up for by the team members as needed, according to the work priority and the team member skills and preferences.


Team’s Sprint Task Board


Successful Sprint Planning Meeting

• Pre-conditions–––

• Post-conditions–––

Exercise


Daily Scrum

• Is a short disciplined meeting.• Only “pigs” may speak• The meeting is timeboxed to X minutes• During the meeting, each team member answers three

questions: 1. What have you done since yesterday that contributes to

reducing the sprint backlog?

2. What are you planning to do today that will reduce the sprint

backlog?

3. Are there any obstacles hindering you from accomplishing

your goal?


Purpose of the Daily Scrum


The PO and ScrumMaster are part of the Scrum Team. Should They Attend the Daily Scrum?


Daily ScrumExercise


Sprint Review Meeting

• Clarify what was completed and what was not completed

• Present the completed work to the stakeholders– Who should do this?

• Incomplete work cannot be demonstrated• Product Backlog is often revised

based on ideas generated during the Sprint review


Sprint Review Meeting

• Feedback, feedback, feedback– did we really deliver value– do we really understand the business

context and goals– can I have my cookie now

• Attended by – the team– anyone interested in the current state of

the project


Sprint Review MeetingExercise


Sprint Retrospective(Start – Stop – Continue)

• For the team, by the team• All team members reflect on the past sprint

– PO?– others by invitation?

• Two main questions are asked in the sprint retrospective: – What went well during the sprint? – What could be improved in the next sprint?

• Timeboxed


I like maintaining a Retrospective backlog

• Prioritized list of items for the team to work on• List is prioritized according to the long term ROI to the

team– Value to the team– Cost to achieve

• Items can be added to the bottom of the backlog at any time by any team member– Should chickens be able to add items?

• Sprint retrospective is spent grooming the retrospective backlog and creating a task plan for the items the team will be working on during the next sprint


Sprint RetrospectiveExercise


Sprint Length

• The team (which includes the PO) decides the sprint length.– What factors would cause a team to go to a shorter sprint?

– What factors would cause a team to go to a longer sprint?


Welcomes Changing Requirements

sprint

new requirement!


ScrumMaster

ScrumMaster

One of the many jobs of a ScrumMaster


Cost of Context SwitchingExercise


Scrum

Product Backlog

Release Backlog

Continuous Flow of Business Value

Now You Know the Basics of Scrum


Context

• Scrum wasn’t developed in a vacuum• Scrum continues to evolve. The “official” definition of

Scrum was last revised in July, 2011– http://www.scrum.org/scrumguides

• In the beginning what influenced Jeff and Ken?

Jeff Sutherland Ken Schwaber


1986 Harvard Business Review

• The New New Product Development Game• by Hirotaka Takeuchi and Ikujiro Nonaka


Core Scrum Principles

• Inspect and adapt– Core driver for short sprints, test driven

approach

• Kaizen– The Scrum continuous improvement mindset

• Identify and remove impediments– Don’t work around them. Remove them


Scrum Fundamentals• Transparency – exposes problems early and builds trust• Strict prioritization – the fundamental for focus• Empirical (invent/implement) & adaptive

– Short feedback loop– Continuous improvement (Keizen)– Frequent & regular delivery of working software– Plans are needed, but a plan is not a promise1

• Cross-functional self-organizing team• Personal commitment - team chooses how much work to

commit to• Limit work in progress• Time-boxing• Face-to-face communication• Simple tools1. The only thing I can promise is to notify you as soon as I know that reality is diverging from the plan


Toyota North America Mission Statement

1. As an American company, contribute to the economic growth of the community and the United States.

2.As an independent company, contribute to the stability and well-being of team members.

3.As a Toyota group company, contribute to the overall growth of Toyota by adding value to our customers.


The Toyota Way – 2004Lean


Agile Principles1. Our highest priority is to satisfy the customer through

early and continuous delivery of valuable software. 2. Welcome changing requirements, even late in

development. Agile processes harness change for the customer's competitive advantage.

3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

4. Business people and developers must work together daily throughout the project.

5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.


Agile Principles6. Working software is the primary measure of

progress. 7. Agile processes promote sustainable development.

The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

8. Continuous attention to technical excellence and good design enhances agility.

9. Simplicity--the art of maximizing the amount of work not done--is essential.

10.The best architectures, requirements, and designs emerge from self-organizing teams.

11.At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.


My Calculus Teacher Once Told Me

• The hard things are really simple• It is the simple things that are hard


Agile

• Tactical or Strategic?• Project process or corporate paradigm shift?

What do you think


What the Agile Philosophy is REALLY About

• Short term profits delighting customers• Preoccupation with internal efficiencies continuous

value stream for end users• Command and control enabling and self organizing• Contracts Collaboration• Rules common sense• Silos complete teams• Fantasy Reality• Plodding excitement


Transforming the World of Work

• Into a place where

– Employees are energized, productive and having fun

– Companies are making good profits by producing products that end-users value

– End-users are delighted


Agile ManifestoWe are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:

• Individuals and interactions over processes and tools

• Working software over comprehensive documentation

• Customer collaboration over contract negotiation

• Responding to change over following a plan

That is, while there is value in the items on the right, we value the items on the left more.

Kent Beck et al - February 13, 2001 – Snowbird, Utah

gileManifesto


Individuals and interactions over processes and tools

Defect tracking tool?

KLOC/person day?


Working software over comprehensive documentation

How much value should you assign to documentation – or partially completed code?

Traditional Earned Value Management


Customer collaboration over contract negotiation

• PO is an integral part of the team• Sprint Demo every 2 weeks• Frequent Releases


Responding to change over following a plan

Product Backlog can be reordered at any time


Once Upon a Time• List three Myths about Agile that you have

heard a manager or co-worker express.

Exercise


Scrum• A framework within which people can address

complex adaptive problems, while productively and creatively delivering products of the highest possible value - Scrum Guide


Scrum• Scrum is fundamentally about people and

supporting an invigorating, respectful, creative, fun way of interacting.

• Is it possible to simultaneously maximize value for– Team members– Product Stakeholders– End Users– Society


SCRUM AND THE BUSINESS CULTURE


Work the Plan (Crack the Whip)

• Quality work has a maximum velocity• When my manager tells me I have to meet a deadline

– Work overtime– Cut corners on functionality– Decrease quality– Stop testing

• The long term cost of decreasing quality to meet deadlines is staggering!– Velocity plummets due to technical debt

• Scrum prevents the business from exerting pressure to cut quality.– ScrumMaster has a role to play here


New Product Development

• Building something we have never built before– so we are not quite sure what exactly will best meet our

business objectives and delight the user.

– And we are not quite sure how to build it


Demanding Certainty in the Face of Uncertainty is Dysfunctional

Why do we do this?

Chaordic environments have inherent uncertainty

Cha

ordi

c


Focusing On What Counts

• I know a company where every Friday afternoon, the employees spend several hours filling out 7 different time reporting systems.

• How much time does your company waste on measuring, reporting, work breakdown structures, pert charts, etc.?

• Scrum does allow for necessary waste – it is the unnecessary waste that Scrum seeks to eliminate

• In general, I have found that trying to measure partially finished artifacts is unnecessary waste, and potentially misleading.– Only burn down items that are done!

Track Done - Scrum pattern by Jim Coplien


Status Updates


So When a Manager Asks for a Love Song

• Your reply should be:


Planning in Scrum• Daily Scrum• Sprint Planning meeting• Release• Product


Planning• Does your organization

treat a plan as a– Commitment?– Promise?– Moral obligation?

• If a plan is not a promise, what good is it?

I Do Solemnly Swear


Commitment• What does it mean that the team makes a

commitment to the sprint backlog?• Why do you think commitment was changed to

forecast in the most recent Scrum Guide?


External Dependencies

• An ideal cross functional team has no external blocking dependencies

• Life is rarely ideal, even in an organization committed to Scrum– Shared server farm for scalability testing– Scarce hardware resources for testing embedded

systems– Scarce domain or technical knowledge

• What should you do if the top item on the backlog has a potentially blocking external dependency?– Release plans depend as much on external

dependencies as on the team

What do you think


Estimating• At the beginning of each increment, all points

of view have a vital role to play in the planning game

• For each backlog item to be implemented, estimates must include all work to make the item potentially shippable.– Including any

dependencies


Sustainable Pace

• Scrum teams are supposed to set a sustainable pace– What does that mean– How can it be achieved


A Sprint is NOT a Mini-Waterfall

S I1 I2 I3

Develop and test I1

S I1 I2 I3Develop I1

Test I1

Develop I2


Ship As Frequently As Your Users Can Absorb

• Value can only be validated in the field• Time and resource consuming, albeit

necessary, for the business– Users typically hate change, unless…– May need to run parallel systems– May need a set of beta users that can absorb

change more frequently

• If a defect gets by the team, we want the users to find it a quickly as possible


Impact on Test Planning• Must plan on a wide range of testing activities

throughout the project– Deployment testing– Scalability testing– Performance testing– Usability testing– Multi-platform testing

• Every type of test should be run at least 3 times before deployment of version one.


Beyond Basics• Customer collaboration is embedding the

mind of the user in the software• Transparency is when the user feels like

software is an extension of mind• Empowerment is when users experience the

exhilaration of being able to do what they only dreamed of doing

http://agileconsortium.pbworks.com/f/AgileArchitectureRedPillBluePill.pdf by Jeff Sutherland


Product Owner(Maybe the busiest job)


Product Owner• Full time• Co-located• Present and

accounted for


Who Makes the Best Product Owner?

Project Manager Business Analyst Product ManagerMarketing Manager

What do you think


Product Owner• Clearly and continuously articulate the project

vision• Inspire the team to build a great product


Vision Statement• What are the characteristics of a good vision

statement?• Who formulates the vision statement?

– How?

• How do we keep the vision alive?


Implementing the Vision


Vision to Roadmap to Backlog


PO Has Many Responsibilities• Clarifying the current sprint backlog• Grooming the top of the product backlog in

preparation for the next sprint• Helping remove obstacles • Coordinating the backlog concerns of all the other

stakeholders• Continuously re-ordering the product backlog• Coordinating with infrastructure groups, other

product owners, and any portfolio owner • Reviewing Items as they are completed by the

team• Maintaining any release plan• Identifying, clarifying and communicating risk


PO May Need Support• Clarifying the current sprint backlog• Grooming the top of the product backlog in preparation for the next sprint• Removing obstacles • Coordinating the backlog concerns of all the other chickens• Continuously re-prioritizing the product backlog• Coordinating with infrastructure groups and other product owners• Reviewing Items as they are completed.


Product Backlog Grooming

• It is the responsibility of the product owner to articulate the sprint business goals and vision, as well as a draft of the enabling specification for the up-coming sprint

• It is the responsibility of the team to brainstorm with the product owner to clarify and envision product possibilities for the next sprint

– Technical risk and dependencies

• Users and other stakeholdersneed to contribute their input– Marketing– Sales– Deployment team– Support staff


Good Requirements


Deep• Detailed appropriately• Estimated• Emergent• Prioritized

– Rank ordered so as to optimize long term ROI

• Marketability or utility• Learning and Risk• Dependencies • Effect on velocity

Product Backlog


Formal Approaches• Relative Weighting• Theme Scoring• MoSCoW• ROI• NPV

Exercise


Product Backlog Items• Can be submitted by anyone• Must add business value to the product

– New features– Bug fixes ( issues found in the field)– Non-functional, quality items

• Performance enhancements that add value to the users

• Upgrade to the DBMS• Major Refactoring

– What about Training?


INVEST• Independent• Negotiable• Valuable• Estimable• Sized appropriately• Testable


Other Requirements• Business rules• Regulatory documents• Workflow diagrams• UI prototypes• Security requirements


Discuss• How “big” should a backlog item be?

– As big as possible as long as it can be finished within a sprint?

– As small as possible as long as it still provides business value on it’s own?

• Does an item have to be “releasable” to provide business value?– Yes!– No, an item can provide value in and of itself, but

not be releasable without a minimum set of other features.

Exercise


Good Backlog Items(True or False?)

Conference Website• Self register• Pay by credit card• Prototype and get approval for the new homepage • Download a pdf of the conference program• Register extra guest for the conference dinner• Pay for extra dinner guest• Design the home page layout• Search for sessions by speaker name• Determine whether attendee is association

member (needed for knowing discount)

Exercise


True or False• There is value in slicing vertically

(demonstrable end to end functionality)

as opposed to horizontally (GUI, business logic, database)

even if the slice is too thin to provide business value all by itself.

What do you think


ROIWhat if I get to a point in the backlog where the cost to implement an item exceeds it’s value?


Fill in the Blanks

__% of the features of a product are rarely or never used

__% of the value of a product lies in__% of the features.

__% of the value of a feature lies in__% of the scenarios.


Abort• No one cannot

interfere with a sprint• Except the PO can

cancel a sprint and call for a new sprint planning meeting.


Acceptance Criteria• To maximize velocity, requirements need to

be elaborated to the level of an “enabling specification”– Is this always desired or possible?

• According to the USPTO, an enabling specification:

“shall contain a written description of the invention, and of the manner and process of making and using it, in such full, clear, concise, and exact terms as to enable any person skilled in the art to which it pertains, or with which it is most nearly connected, to make and use the same, and shall set forth the best mode contemplated by the inventor of carrying out his invention.”


Story


Producing a Backlog

• Recall the Product for which you have already created a vision

• Create an initial product backlog• Create the product backlog items (PBIs) in story format• Order the Backlog in the order that makes the most

business sense


Done• Who determines what “Done” means?

– PO?– ScrumMaster?– Team?– Customers?– Users?– Market?


(Done)4

• Done - features tested and no bugs– This is what I call User Story Definition of Done. Owned

by the team

• Done - full regression and non-functional testing and ready for deployment– This is what I call Release Definition of Done. Owned by

the product owner

• Done - full customer acceptance at customer site• Done - in production with no outstanding issues

According to Jeff Sutherland


When Can the Team Burndown an Item?

• Done - features tested and no bugs– This is what I call User Story Definition of Done. Owned

by the team

• Done - full regression and non-functional testing and read for deployment– This is what I call Release Definition of Done. Owned by

the product owner


Acceptance Criteria

• Done always includes that the specific acceptance criteria laid out at the beginning of the spring, and elaborated throughout the sprint have been elaborated into test cases that pass.

• The product has also passed test cases derived from the team checklist of standard acceptance criteria– GUI standards, performance standards,

etc.


Fixed Requirements Contract

• By contract all items in the backlog are mandatory.– Should I still prioritize the backlog?

• Why?


Estimating Effort

1. Tee shirt size– Small, Medium, Large, Extra Large– A large story is estimated to take longer than a

small story

2. Story Points– 1, 2, 4, 8, 16– A story estimated at 8 story points is thought to

take about twice as long as a story estimated at 4 story points

– Story point have only relative meaning


Story Points

• Most of the teams I have worked with use story points.

• Why don’t we just estimate in hours?• What are the dangers of any effort

estimation?• Some Scrum teams

are trying to do away with the dangers and overhead of estimation


Velocity• Measure of work the team

typically accomplishes in a given period of time

– done story points per sprint

• Plans are made based on historical velocity

• Actual velocity varies from sprint to sprint

• Measured velocity will vary do to imprecision and inaccuracies in story point values


Best Case – Worse Case

• Worst 3 sprints – 16 story points• Best 3 sprints – 28 story points• Average Velocity – 22 story points

Product Backlog has 163 story points remaining• Worst case – 163/16 = 11 sprints• Best case – 163/28 = 6 sprints• Expected case – 163/22 = 8 sprints


What Happens To Velocity• Backlog items are unclear?• PO is not available for timely clarification?• No clear acceptance criteria?• Hidden external dependencies?• Team is not prepared technically?


“Release Backlog”

• Even though all sprint results are potentially releasable, it may not make business sense to do so.

• The product backlog may be overlaid with a release schedule, in which case the backlog items scheduled for a given release are sometimes referred to as being in the “release backlog”

• In this situation, the product owner may also maintain a release burndown chart

• The Product Owner periodically adjusts either the release date or the scope of the release to reflect emerging differences between actuals and estimates.


Date Based Release Schedule Item 1Item 2Item 3Item 4Item 5Item 6

Item 7

Item 8

Item 9

Item 10

Release 0.1 Feb 08

Release 0.5 May 30

Release 0.3 Mar 21

Release 1.0 Sept. 05

Sprint 1Sprint 2Sprint 3Sprint 4Sprint 5Sprint 6Sprint 7Sprint 8Sprint 9Sprint 4Sprint 10Sprint 11Sprint 12Sprint 13Sprint 14Sprint 15Sprint 16Sprint 17Sprint 18

Product BacklogSprint Calendar


Feature Based Release Schedule

• Feature 1• Feature 2• Feature 3• Feature 4• Feature 5• Feature 6• Feature 7• Feature 8• Feature 9• Feature 10• Feature 11• Feature 12• Feature 13• Feature 14• Feature 15• Feature 16• Feature 17• Feature 18• Feature 19• Feature 20

PO Maintains this:

Based on current backlog ranking, estimated story points per backlog item, actual project velocity, and market schedule pressures

A feature is implemented by one or more PBIs


Short Release Cycles

• Require high quality– Quality code– Quality architecture– Quality test cases– Quality test environment

• Need the cross functional team to include– Deployment roles– User documentation roles– Non-functional testing roles


Short Release Cycles

• Continuous value stream to the stakeholders

• Continuous feedback to the team


Scrum Development Team(Maybe the funest job)


Cross-Functional, Self-Organizing Teams

• What does it mean to be part of a team?

• How does a team self-organize?• Don’t all teams have a quarterback,

or at least a captain? Can self-organizing work?– What can hinder effective self-

organization

• How would being part of a self-organizing, cross-functional team change the way you build products?


No One Is Done Until Everyone Is Done

Generalizing Specialist


How Many Players

• Baseball team?• Football Team? • Scrum Team?


What about Part Time Team Members?

• Answer: Not a good idea• But what about specialty skills that you only

occasionally need?– Security expert– Load tester– Usability expert

• Should a good cross-functional team ever have to “contract out” a piece of what they are doing?

• Can they make effective use of “consultants” that work with the team for a short period of time?

• How should this be structured?


Titles


Responsibilities of the Team• Creation of a hardened, well engineered,

shippable product that adds value to the organization

• Commitment to behavior that is driven by Scrum values

• Understanding of the business context and goals of the organization

• Brainstorming with the PO to envision product possibilities

• Creation of the Sprint Plan• Technical excellence• Professional development• Risk management within the sprint


Ideal Team

• Cross functional – no external dependencies

• Empowered– Self-organizing, self managing

• Takes Responsibility

• Co-located

• Just the right size

• Passionate and energized, but collaborative


When Planning

Consider:• Development effort• Learning• Refactoring• Functional testing• Non-functional testing• External dependencies• Deployment scripts• User Documentation• Risk

• Usability testing• Upgrade utilities

– Database migration, etc.

• Clarity and detail of the specification


Planning Poker

Where did we get these numbers?


Accuracy vs. Precision

• When estimating the future, striving for too high level of precision is misleading and a waste of effort– How many minutes will it take the team to add a

shopping cart to the product website – including all testing, documentation and deployment issues?

• What is the most detailed level of precision where the estimate will still have a high level of accuracy?– Seconds? Minutes? Hours? Half-days? Days?

Weeks?


Story Points

1. Which item on the list below takes the least effort?

2. Using planning poker, assign the others a level of effort relative to the shortest task

• Wash the car (Ford F150 pickup, wash only no wax)• Clean your room (Typical 15 year old)• Vacuum the floor (80 sq. ft. room - already “cleared”)• Take out the trash (7 cans in 5 separate rooms)• Take a shower (and wash behind your ears)• Clean the windows (2 story house – 10 windows

down, 8 windows up. Clean both inside and out)

Exercise


How Does a Task Board Work?


Work Items• Pick one of the Product Backlog items from

the backlog exercise. Decompose it into sprint work items (small, manageable units of work)

Exercise


Sprint Burndown Chart

What should you burn down? How granular should your chart be?


Information Radiators

Clean and Simple


What Happened Here?


Effort, Velocity, Duration• Use relative metrics for measuring estimated

effort– Story points– Ideal hours

• Derive velocity from actual historical data• Calculate duration from “size” and velocity

– 100 story points remaining– velocity is 20 story points per sprint– remaining duration is 5 sprints


Which Backlog Items Go Into the Next Sprint?Top of the Backlog

Rank Order Story Point Estimates1 52 123 34 1

Average Team velocity is 18


ScrumMaster(Maybe the hardest job)


Scrum Has Two Products• PO defines, and the technical team creates,

the software system• ScrumMaster “builds” a motivated, high

performance team– How does a ScrumMaster do that?


A ScrumMaster Should be Well-Read


ScrumMaster • Insightful observer• Invisible guide• Patient mentor• Spotlight, making visible

things that need to be seen

• Master of Scrum• Teacher• Ambassador• Change agent• Remover of obstacles


Team• Coach the team in

collectively creating a set of custom processes, procedures, and team rules that define effective and efficient team behavior


A ScrumMaster Teaches the Scrum Values

1. Commitment2. Focus3. Openness4. Respect5. Courage

Exercise

Pick a value and list the most important thing you think it means to a product development team. Illustrate your answer by a concrete example


ScrumMaster• Is not the project

manager• Does not assign tasks


ScrumMaster Specific Tasks• Update the burndown charts??• Remove obstacles?? – or facilitate the team in

removing obstacle's?? • Facilitate and assist in preparation for:

– Sprint planning, Daily Scrum, Sprint Review, Retrospective, and other needed interactions

• Assist the PO in collecting feedback• Responsible for ensuring Scrum is understood and

enacted• Assist the team in dealing with dysfunctional team

members• Coaches individuals on their individual growth• Empowers the team by continuously turning decisions

back to them


Remove Obstacles• ScrumMaster must

– have respect of the upper level managers in the organization

– be able to create a business case

– be a skilled negotiator


Ensure Transparency• After the daily scrum, the ScrumMaster makes

sure the “sprint progress report” is updated• After each Sprint the ScrumMaster makes

sure the product/release progress report is current


Ensure Transparency• The ScrumMaster may need to teach the

team and other stakeholders how to report and interpret progress.

• Scrum does not specify how you must do this, but burndown and burn-up charts are widely used by scrum teams.

• Scrum does specify that the team must daily sum theremaining work in the Sprint


Please InterpretRelease Burndown chart


Burn-Up Chart


Burn-Up Chart

23

Focusing a burn-up chart on work remaining


Facilitating a Sprint Planning MeetingBasic Skills

• Timebox the meeting and keep it on schedule• Review the goals of the meeting and gain consensus

on any extensions or special circumstances• Ensure a clear record is kept of the outcomes.

– Sprint backlog– Sprint tasks– Requirements clarifications


Facilitating a MeetingHigher-Order Skills

Ability to:• Read group dynamics and guide the group through conflict. • Listen, detect ambiguity and guide the group to a shared

mental model• Guide a group to consensus, and table issues for which

consensus cannot be reached within the timebox• Draw people out; balance participation; and make space for

more reticent group members • It is critical to the facilitator's role to have the knowledge

and skill to be able to intervene in a way that adds to the group's creativity rather than taking away from it.

• A successful facilitator embodies respect for others and a watchful awareness of the many layers of reality in a human group


What If

• Team wishes to eliminate the daily scrum?• Team wishes to remove one of its members?• Team member is consistently late for the daily scrum?• Retrospective starts focusing on personal blame?• A team member exhibits rude behavior?• A team member has such bad body odor, no one

wants to work with them?• A senior manager wants to “borrow” a team member

for a few hours?• Mid-sprint, the product owner “clarifies” a backlog item

in such a way that adds story points to the original estimate?

What do you think


Day in the Life of a ScrumMaster


Scrum for the Enterprise


Firms Often Prefer Death Over Change

• “A new scientific truth does not triumph by convincing its opponents and making them see the light, but rather because its opponents eventually die, and a new generation grows up that is familiar with it.” Nobel laureate Max Planck


Scrum of Scrums

• Scrum of scrums allow clusters of teams to discuss their work, focusing especially on areas of overlap and integration.

• A designated person from each team attends and answers the following four questions:

1. What has your team done since we last met?2. What will your team do before we meet again?3. Is anything slowing your team down or getting in their

way?4. Are you about to put something in another team’s

way?


Scrum ofScrums

One Product Owner


A Product Owner TeamScrum ofScrums


A Product Owner Team


A Product Owner Team

Scrum Integration Team


Scrum Integration Team

Product Integration

Team

Product Team 1

Product Team 2

Product team 3

Product Team 4


Job of the Managers

• Remove obstacles the teams encounter while trying to implement the executives’ vision


Off Shore

• There are many good reasons to have global product teams; such as understanding of the local market– Saving money is NOT one of them.

• If you offshore part of your project, do NOT split your project teams by waterfall phase.– Have complete cross-functional teams at each site.

Development

Testing


Or you can try

Fully Distributed Scrum


Read On……


Long Term Teams

Keep Teams Together


Final words


Make Two Commitments

1. Think of something beneficial that you have learned during this course that you could personally implement.– Make a personal

commitment to follow up

2. Make a commitment to continuous improvement

Exercise


Thanks for coming• On behalf of QualSys Solutions, thanks for attending this course.

• Let us know about your Scrum experiences. We’d like to hear about your successes and your difficulties.

• My e-mail address is:[email protected]


Acknowledgements• Many individuals have contributed to the

ideas and illustrations in these slides. In addition to the founders of Scrum, Jeff and Ken, I would like to specifically thank:– Jim Coplien– Tom Mellor– Joe Little– Mike Cohn– Heitor Roriz Filho– Nigel Baker

2012.05.03 scrum master - southern adventist universitycomputing.southern.edu/korson/2012.05.03...

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