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CSM Course Workbook
©PetriHeiramo,2010-2013,allrightsreserved,butyoucanusethisfreelywithappropriateattribution. 1
Certified ScrumMaster Course
Course Workbook
Scrum is a light-weight* framework* for empirical control* of emergent systems*. It’s easy to learn*, but difficult to master*.
* Defined/explained during the course
Version2.1
Name:
COURSE AGENDA Thisiswhatyoucanexpecttoseeduringthesetwodays(thetimesareapproximate):
Day1 Day29–12 BallPointGame/AirplaneGame
AgilethinkingAgileprinciples
ScrumMasterroleindetailTeamformation
12–13 Lunch13–17 Complexityanditseffecttoprocesses
ScrumframeworkMotivationElectivetopics,Q&A
Breakswillbeheldroughlyevery60-90minutes(for10-15minuteseach).Ifyouhaverequestsforparticularbreaktimes,cometalktomeabout.
Certification
CertifiedScrumMaster(CSM)certificationbyScrumAlliancerequiresapprovedparticipationonaCSMcourserunbyaCertifiedScrumTrainer(CST).TheCSThastheauthoritytodecidewhocantaketheCSMtest.
FormetosendyournameforthtoScrumAlliance,youneedtoparticipateactivelyonthiscourseforthefulltwodays.Ifyouhavesomethingthatabsolutelyrequiresyoubeabsentforaportionoftheclass,talktomeandwe’llagreewhattodotomakeupforthattime.
Assumingfullparticipation,IwillsendyournameandemailaddresstoScrumAlliancetypicallywithinacoupleofdays.
YouwillthenreceiveanemailfromScrumAlliancecontainingalinktoyourpersonalizedonlineCSMtest.Thetesthas35multiple-choicequestions.Inordertopass,youhavetoget24correctanswers.Youhave,fromthereceptionoftheemail,90daystodothetest.Thetestwilltakeapproximately20-40minutestocomplete,andyoucandoitatyourownpace.
Ifyou,forsomereason,happentofailthetest,youcantakethetestasecondtimewithoutadditionalfees.Youwillbewhichquestionsyougotwrong,butnotwhatwasthecorrectanswer.Thereisasmallfeeforadditionalattempts.
Onceyou’vepassedthetest,youneedtoacceptsomesimplelicenseterms,andthenyouareCertifiedScrumMaster.Congratulations!!
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BALL POINT GAME / AIRPLANE GAME Haveaconversationinyourtablegroupabouttheinsightsyougainedthroughthesimulation.Writedownkeynotesbelow,foryourselfandsharingwithothers.
A Real-Life Story
Aprojectteam(andtheScrumMaster)wasgettingdesperate.TheprojectwasnothingliketheyexpectedaScrumprojecttobelike.ThePOwastravelingtheworldandalwayscametoSprintPlanningmeetingswithnewitemsheexpectedtheTeamtoworkon.TheTeammightget50%oftheseitemsdoneinagivenSprint.
IntheconversationswiththeScrumMaster,wefinallyrealizedthatwehadgottenitwrong.ThejobofthePOwasnottomaketheBacklogeasyfortheTeamtoworkon,butitwastheTeam’sjobtomakeitpossibleforthePOtoexplorefeaturesthepotentialuserswouldneed.Theproductwouldhavenovalueifithadnousers!
Ninemonthswentlikethat.Then,threemonthsbeforetherelease,theSMcorneredthePOandsaidthathewouldnowhavetostoptravelingandfocusonshapingtheproductintosomethingthathecouldthendelivertotheusers(anddeliveronthemyriadofpromisesmade).TheprojecttransformedintoaprojectwithclearBacklog,reliablecommitments,andstableprogress.TheTeamhadusedXPpractices,sotheywereabletointegrateandextendtheearlyworkintoaconsistentrelease.
Andoncereleased,thePOstartedtravelingagainandtheprojectrevertedtoitsearlystyleJ.
Lessonlearnt:Notallprojectslookalikeandhavesamepriorities.
THE BIG PICTURE Asthistopicisdiscussed,updatethediagrambelowwithconceptuallevelsandelementsthatarerelatedtoeachlevel
“There are those who look at things the way they are, and ask why... I dream of things that never were, and ask why not?”
–RobertKennedy
CSM Course Workbook
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AGILE VALUES AND PRINCIPLES
Manifesto for Agile Software Development
Principles of Lean Software Development
The 7 Wastes
Production
Inventory Overproduction Extra processing Transportation Waiting Motion Defects
Product Development
Work in progress Unnecessary features Unnecessary activities Hand-offs and task switching Delays Relearning Defects
12 Principles of the Agile Manifesto Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
Business people and developers must work together daily throughout the project.
Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
Working software is the primary measure of progress.
Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
Continuous attention to technical excellence and good design enhances agility.
Simplicity – the art of maximizing the amount of work not done – is essential.
The best architectures, requirements, and designs emerge from self-organizing teams.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
SCRUM VALUES Withyourtablegroup,trytocirclethefive(5)Scrumvaluesfromthefollowinglistofvalues.
Accuracy Creativity Honesty Persistence Simplicity
Assertiveness Curiosity Humor Pragmatism Skill
Aesthetics Decisiveness Industriousness Purposefulness Stewardship
Balance Determination Initiative Rationality Tactfulness
Caution Endurance Integrity Reliability Thoroughness
Cleanliness Enthusiasm Joyfulness Resilience Tolerance
Commitment Excellence Knowledge Respect Trust
Confidence Flexibility Mindfulness Responsibility Trustworthiness
Cooperation Focus Openness Self-discipline Unity
Courage Helpfulness Orderliness Service Vision
Inyourtablegroup,defineascenarioinwhichone(ormore)oftheScrumvaluesispresent,butitispervertedbecauseanothervalueisabsent.Forexample,ascenariolikethis:
Developmentteammembersays,“Isawtheproblemcoming,butdidnotwanttosayanythingbecauseIknowAdamissocompetentandIthoughtheknewoftheissueandhadaplan.”
Wewillthensharethesescenariosandtrytounderstandwhichvaluesareinquestion.
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COMPLEXITY AND CAUSALITY Quotingfromhttp://www.noop.nl/2008/08/simple-vs-complicated-vs-complex-vs-chaotic.html,
My car key is simple. Ittookmeaboutthreesecondstounderstandhowmycarkeyworks.OK,maybethat'snotquitecorrect.Minehasabatteryinit.IfItakeitapartitmighttakemeanotherthreehourstounderstanditsdetails.Butyeah,I'msmart,I'llmanage.
My car is complicated. Itwouldtakemeyearstounderstandhowmycarworks.AndIdon'tintendto.ButifIdid,thensomedayinthefarfutureIwouldknowwithcertaintythepurposeofeachmechanismandeachelectricalcircuit.Iwouldfullyunderstandhowtocontrolit,andIwouldbeabletotakemycarapartandreassembleit,drivingitexactlyasIdidbefore.
Car traffic is complex. Icantravelupanddownthesamestreetfortwentyyears,andthingswouldbedifferenteverytime.ThereisnowaytofullyunderstandandknowwhathappensaroundmeontheroadwhenIdrive,howotherdriversoperatetheirvehicles,andhowthepeopleinthestreetsinteract.Icanmakeguesses,andIcangainexperienceinpredictingoutcomes.ButIwillneverknowforsure.
Car traffic in Lagos (Nigeria) is chaotic. Whenthingsgettoocomplex,theyeasilybecomechaotic.TrafficinLagosissobad,itisnotevenpredictable.Poorinfrastructureandplanning,heapsofwaste,pollution,lackofsecurity,floods,andmanymoreproblemsmakeitoneoftheworstplacesintheworldtobe,asasimplecardriver.
Placethesystemslistedbelowintoappropriatesystemarchetypes.
Simple Complicated
Complex Chaotic
1.Fixingaflattire
2.Stockmarket
3.Developingsoftware
4.DesigninganewtoyforChristmasmarket
5.SendingasurveyortoMars
6.Gettingtoworkinastrangecity
7.Gettingtoworkfromhome
8.Operatingaproductionline
9.Buildingapedestrianunderpass
10.BuildingabridgetoSicily(frommainlandItaly)
11.Softwarecodeitself
Otherdiagramstalkingaboutsimilarideas,representingtheminslightlydifferentterms:
AdaptedStaceydiagram
Cynefinframework
Problem
Solution
Known Unknown
Know
n/Agree
dUnkno
wn/Disag
reed
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EMPIRICAL PROCESS CONTROL Systemsthatarestableandpredictablecanusedefinedprocessforcontrol.Inadefinedprocess,theconversionofinputstooutputsisknown(orknowable)andfocusisonestablishingrightinputsandrightconversionprocesstodeliverdesiredoutcomes.Definedprocessescanbedefinedonceand,aslongastheinputsandoutputsdon’tchange,canbeusedindefinitely.Imagineaproductionline.
Therefore,ordercanbe“defined”.
Manysystems,particularlylivingones,areconstantlychangingandatleastsomewhatunpredictable.Thereisnoknownstableconversion–thesameinputscandeliverdifferentoutcomes,orthesameoutcomescanbederivedfromdifferentinputs.Wemayhaveaprettygoodideawhattoexpect,buteveryprocessinstanceisunique,everyoutcomeuniquelytiedtothesystemthatcreatedit.
Order“emerges”fromthesystemovertime.
Toachievedesirableoutcomes,weneedempiricalprocesscontrol.Itreliesonthreepillars(orlegsinmypicturebelow):
Thecontrolofthesystemislinkedtothesystem,andasthesystemchangesalsothecontrolmustchange.Collectingfeedbackfromthesystemandfeedingittothecontrolprocessiscritical.
System with emergent order
BUILD YOUR OWN SCRUM - INSTRUCTOR’SSCRUM
RemembertotakeapictureofyourownBuildYourOwnScrumdiagramJ.
Ifyouwanttodothisexerciseinyourowntrainingsessions,youcanfindthelatestversionfromhttp://weisbart.com/byos/
DEFINITION OF DONE
Fillintheblanksinthetextusingthesnippetsontheright:
DefinitionofDoneisanagreementbetween_________and_________
regardingthe__________________andthe__________________,in
orderforanitemtobeconsidered_________.Ideally,onceDone,the
productcouldbe___________________________,assumingthatthePO
to___________________________.Overtime,theDoDshouldget
__________________through__________________madebytheTeam.
DefinitionofDoneisnotanidealizeddocument,describingwhatwouldbegreattohave,butadown-to-earthlistofthingstheDevelopmentTeamwillactuallycommittodoingforeveryitemselectedintoaSprint.
levelofqualityImprovementactionsdeployedtoproductionDevelopmentTeamreleasetheincrementactivitiesdonemorecompleteDonePO
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SCRUMMASTER ROLE IN DETAIL
SM is responsible / accountable for
SM is doing / helping with
HINTS AND TIPS ON RUNNING SCRUM PROCESS
Different practices for Daily Scrum
1) Basicthreequestions:-WhatdidIdoyesterday?-WhatdoIplantotoday?-Whatimpedimentsareblockingmyprogress?
2) Three“we”questions:-OfthethingsIdidyesterday,whatshouldotherteammembersknow?-InthethingsIplantodotoday,wheredoIneedhelporcoordinationwithothers?-Whatimpedimentsareblockingourprogress?
3) Fourthquestion:AreweinscheduletodeliverourcommitmentthisSprint?-Ifno,TeamcontactsthePOandtheycollaborativelyadjusttheSprintbacklogtoanachievableone.
4) Insteadofgoingpersonbyperson,theTeamgoesthrough,onebyone,allitems,quicklygoingthroughwhateachpersondidyesterdayandwhattheyplantodotodayregardingthatitem.Worksonlywhentheteamhasonlyafewactiveitemsatagiventime.
5) VerysmallteamssometimesoptnottohaveaDailyScrum,andinsteadhavecontinuouscommunicationaspartofthedailywork.
6) Reversetheorderofquestions,startwithimpediments,thenyesterday,thentoday.
7) Radicalquestions:-Whatyoudidtochangetheworldyesterday-Howyouaregoingtocrushittoday-Howyouaregoingtoblastthroughanyobstaclesunfortunateenoughtobestandinginyourway
Generally,focusonthebaton,nottherunners.
Team’s Commitment to PO
“Wepromisethat...
• Webelievewecanreachthesprintgoal.
• Wewilldoeverythinginourpowertoreachthegoalandwillinformyouimmediatelyifwehaveproblems.
• Codewillbepotentiallyshippableattheendofthesprint.
• IfwefallbehindschedulewewillnegotiatewiththeProductOwnertodecidewhattodo.
• Ifwegetaheadofschedulewewilladdstoriesfromtheproductbackloginpriorityorder.
• Wewilldisplayourprogressandstatusonadailybasis.
• Everystorywedoiscomplete.”
Caveat:
Estimatesareestimates.Wewillbeearlysometimesandlateothertimes.Wewilldocumentthisnormalvariationwithoursprintvelocity.
Borrowedfrom:ScrumInc.CSMslidedeck.
Scrumming the Scrum
IneachRetrospective,selectexactlyoneimprovementitemandplaceitasthemostimportantSprintBacklogitemtobedoneinthenextSprint.
Decideupfronthowyouwillmeasurethesuccessoftheimprovementandwhowillcollectthedata.EvaluatesuccessinnextRetrospective.
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HINTS AND TIPS ON RUNNING SCRUM PROCESS II
Track Team Happiness
Frequently,requestallTeammemberstoratetheirhappinessthatweekinascaleof1to5(5isbest).Tracktheindividualnumbersandtheaveragescore.Askalsowhytheygavethatscore.Acttocorrectproblemsthatsurface.
Never assign Product backlog items to team members
AlwaysemphasizethattheTeampullsitemsintotheSprintBacklogasateam.
Do not assign tasks in Sprint Planning
ManyteamsareusedtoselectingthetaskseachpersonintendstoworkontheSprintduringtheSprintPlanningmeeting.Evenwhendonebypeoplethemselves,thisisabadpattern.Itestablishesindividualgoalsoveronesharedgoal.Peoplearelesslikelytocollaborateandteamformationsuffers.
OnlyallowpeopletopulltasksintheDailyScrummeeting,regardlessofhowconvincedtheyareaboutwhowilldowhichtask.
Task estimation is usually waste
Justmakesurethattheteambreaksthetaskssmallenough.Anaverageofabouthalf-a-dayisconsideredideal.ThisallowsseeingaconstantflowofworkacrosstheScrumboardandmakesiteasytoseewhenpeoplearestuckwiththeiritems.
Tohelpthebreakdown,theTeamcanfirstcreateashareddesignonaflipchartorwhiteboard.ThisdesignshouldoutlinetheUIflow,keydesigndecisions,mostimportanttestareas,andmostcriticalopenitems.Thisshareddesignshouldbemadevisibleintheteamroom.
Sprint Review is not a Surprise Party
ThePOshouldalwaysknowwhat’scomingupintheSprintReviewregardingtheworktheteamhasdonethisSprint.ThereshouldbeenoughcommunicationduringtheSprintthattheTeamandPOcandiscussprogress,outcomes,andimpediments.
TheSprintReviewshouldthenbefocusedonstakeholderengagement.TheTeamandPOshouldcollaborativelyplanwhattheywanttoshow,whatfeedbacktheywanttoget,whichstakeholderstoinvite,andhowtomaketheeventexcitingforthestakeholders.
Story-level design
BeforestartingworkonanewProductBacklogItem,theTeam(possiblywithPO)shoulddraftthePBIleveldesignonawhiteboardorflip-chartpaper.Thisdesignshoulddescribe,atappropriatedetaillevel,whatthesystemwilllooklikeafterthestory,whatarethetechnicalchangesneededtogetthere,howtotestit,andanyotherrelevantdetail.
ThetasksneededtoimplementthePBIarethenextractedfromthisdesign.Ifdonethisway,thetasksarelikelytobesmallerandclearer,plustheteamwillbebetterequippedtoworktogetheronthetime.
Team Room
Intheteamroom,allteammembersshouldbegenerallyfacingtowardseachother.Therefore,trytohavetablesinthemiddle.Leavewallsfortasks,designs,datacollection,andanyotherusefulinformation.Avoidhavinganyobstaclesblockingtheviewfromoneteammembertoanother.
TEAM FORMATION FromWikipediaonForming,Norming,Storming,Performing(BruceTuckman,1965):
Forming
Inthefirststagesofteambuilding,theformingoftheteamtakesplace.Theindividual'sbehaviorisdrivenbyadesiretobeacceptedbytheothers,andavoidcontroversyorconflict.Seriousissuesandfeelingsareavoided,andpeoplefocusonbeingbusywithroutines,suchasteamorganization,whodoeswhat,whentomeet,etc.Butindividualsarealsogatheringinformationandimpressions-abouteachother,andaboutthescopeofthetaskandhowtoapproachit.Thisisacomfortablestagetobein,buttheavoidanceofconflictandthreatmeansthatnotmuchactuallygetsdone.
Theteammeetsandlearnsabouttheopportunitiesandchallenges,andthenagreesongoalsandbeginstotacklethetasks.Teammemberstendtobehavequiteindependently.Theymaybemotivatedbutareusuallyrelativelyuninformedoftheissuesandobjectivesoftheteam.Teammembersareusuallyontheirbestbehaviorbutveryfocusedonthemselves.
Theformingstageofanyteamisimportantbecause,inthisstage,themembersoftheteamgettoknowoneanother,exchangesomepersonalinformation,andmakenewfriends.Thisisalsoagoodopportunitytoseehoweachmemberoftheteamworksasanindividualandhowtheyrespondtopressure.
Storming
Everygroupwillthenenterthestormingstageinwhichdifferentideascompeteforconsideration.Theteamaddressesissuessuchaswhatproblemstheyarereallysupposedtosolve,howtheywillfunctionindependentlyandtogetherandwhatleadershipmodeltheywillaccept.Teammembersopenuptoeachotherandconfronteachother'sideasandperspectives.Insomecasesstormingcanberesolvedquickly.Inothers,theteamneverleavesthisstage.Thematurityofsometeammembersusuallydetermineswhethertheteamwillevermoveoutofthisstage.Someteammemberswillfocusonminutiaetoevaderealissues.
Thestormingstageisnecessarytothegrowthoftheteam.Itcanbecontentious,unpleasantandevenpainfultomembersoftheteamwhoareaversetoconflict.Toleranceofeachteammemberandtheirdifferencesneedstobeemphasized.Withouttoleranceandpatiencetheteamwillfail.Thisphasecanbecomedestructivetotheteamandwilllowermotivationifallowedtogetoutofcontrol.Someteamswillneverdeveloppastthisstage.
Norming
Theteammanagestohaveonegoalandcometoamutualplanfortheteamatthisstage.Somemayhavetogiveuptheirownideasandagreewithothersinordertomaketheteamwork.Inthisstage,alltheteammemberstakestheresponsibilityandhavetheambitiontoworkforthesuccessofthegoalsoftheteam.
Performing
Itispossibleforsometeamstoreachtheperformingstage.Thesehigh-performingteamsareabletofunctionasaunitastheyfindwaystogetthejobdonesmoothlyandeffectivelywithoutinappropriateconflictortheneedforexternalsupervision.Teammembershavebecomeinterdependent.Bythistimetheyaremotivatedandknowledgeable.Theteammembersarenowcompetent,autonomousandabletohandlethedecision-makingprocesswithoutsupervision.Dissentisexpectedandallowedaslongasitischanneledthroughmeansacceptabletotheteam.
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WHY TEAMS? WHEN NOT? Inbusinesscontexts,therearetypicallytwowaystoorganizepeopleandtheircollaboration.
Workgroup Team
Impact on capabilities Three Necessary Conditions
Time
Value
* Outside these three, there are many factors that then influence the ease and speed of the process.
CONDITIONS FOR ADVANCEMENT
Forming
Storming
Norming
Performing
SM DOES / ENSURES
Forming
Storming
Norming
Performing
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MOTIVATION FromtheDanPinkvideo,welearnedthatintrinsicmotivationtrumpsexternalmotivators.Accordingtostudiesandhim,aslongasmoneyissufficient,motivationisdrivenby:
A
M
P
Whichofthesetheoriesdescribeyou?Whichonedescribespeoplearoundyou?
Theory X Theory Y
Attitude Peopledislikework,finditboring,andavoiditiftheycan
Peopleneedtoworkandwanttotakeaninterestinit.Undertherightconditions,theycanenjoyit
Direction Peoplemustbeforcedorbribedtomaketherighteffort
Peoplewilldirectthemselvestowardsatargetthattheyaccept
Responsibility Peoplewouldratherbedirectedthantakearesponsibility(whichtheyavoid)
Peoplewillseekandacceptresponsibility,undertherightconditions
Motivation Peoplearemainlymotivatedbymoney,andfearabouttheirjobsecurity
Undertherightconditions,peoplearemotivatedbythedesiretorealizetheirpotential
Creativity Mostpeoplehavelittlecreativity–exceptwhenitcomestogettingaroundrules
Creativityandingenuityarewidelydistributedandgrosslyunder-used
(Copied from Organize for Complexity, by Niels Pflaeging, 2014, who took it from The Human Side of the Enterprice, Douglas McGregor, 1960)
IDEAL TEAM? Duetocommunicationsaturation,asthesizeoftheTeamincreases,theirabilitytogetthingsdonedecreases.
Scrum Team Hyperproductive Pattern Language Teams that finish early accelerate faster:
• StableTeams–Retainknowledgeandteamformation,aimfor80%annualstability • Yesterday’sWeather–DonotpulltoomuchworkintoaSprint • Swarming–Gettingworkdonequicklybycollaboratingonitemsatthesametime • InterruptPattern–Manageinterruptionsduringthesprint • DailyCleanCode–Deliveradefect-freeproductatSprintend,andeveryday • ScrumEmergencyProcedure-Stopthelinewhenplansarenolongerrealistic • ScrummingtheScrum–PuttheoneimprovementitemtothetopofSprintBacklog • Happinessmetric–DonotoverburdentheTeam,happypeoplearemoreproductive
Adapted from: Scrum, Inc. CSM course materials. Original source: Teams That Finish Early Accelerate Faster: A Pattern Language for High Performing Scrum Teams
47th Hawaii International Conference on System Sciences (HICSS) By Jeff Sutherland, Neil Harrison, Joel Riddle, January 2014
FromScrumInc.CSMslidedeck,originalsource:http://www.qsm.com/process_01.html(491projects)
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THE EFFECT OF MULTITASKING Despitewhatweoftenfeelaboutourselves,wehumansarebadatmultitasking.
NumberofSimultaneousProjects
PercentofWorkingTimeAvailableperProject
LosstoContextSwitching
1 100% 0%2 40% 20%3 20% 40%4 10% 60%5 5% 75%
BorrowedfromScrum,Inc.CSMcoursematerials.Originalsource:Weinberg,GeraldM.(1992),QualitySoftwareManagement:SystemsThinking.DorsetHouse,p.284.
a-j I..XII 1..10
a-j I..XII 1..10
FromScrumInc.CSMslidedeck,originalsource:TheImpactofAgileQuantified,RallySoftwareDevelopmentCorp,2015
CHALLENGING SITUATIONS WITH TEAMS Intablegroups,discussthefollowingscenarios.Whatkindofissuesdrawyourattention?What“smells”suspicious?Whatwouldyoudotostartresolvingthesituation?
Scenario 1
YouaretheScrumMasterandareheadingfortheteamroom.Thefunctionalanalystrunspastyoucryingandtheleadengineerrunspastyouenraged,bothonthewaytotheirfunctionalmanagers’offices.
Yougointotheteamroom.Youcancutthetensionwithaknifeitissothick.
Apparently,theanalysthasbeenwritingspecsandgivingthemtotheengineers,whothenchangethemastheyseefit.Angeroverthishasbeenbuildingforthreeweeks.
Whatdoyoudo?
Scenario 2
BeforebecomingtheScrumMaster,youwereatechnicalleadandrespectedforyourdesignandprogrammingskills.
Inyournewproject,theteamcomestoyouforadviceonachallengingarchitecturalchoice.Theteammembershavebeenarguingbetweentwoapproaches,butcouldnotagreewhichonetochoose.
Theywantyoutochoosetheapproach.
Whatdoyoudo?
Scenario 3
YouaretheScrumMaster.EveryoneontheteamexceptJohnmeetswithyou.TheytellyouthatJohnisnotdoinghiswork,isoffensive,isdifficulttoworkwith,andtheywantyoutofixtheproblem.
Whatdoyoudo?
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RELEASE PLANNING YouownthefollowingprioritizedProductBacklog(105storypointsintotalsize):
Storynumber SizeStory1 3Story2 2Story3 5Story4 5Story5 3Story6 8Story7 5Story8 13Story9 13Story10 20Story11 8Story12 20
YouarethePO.Theteamhasbeenworkingontheproductforalreadyseveralsprintsandhasestablishedprobablevelocitybetween7and10.Thenextreleaseis7sprintsintothefuture.
• Whatisthescopethatyoufeelcouldcommittostakeholderswithreasonablesafety?• Whichstoriesyoufeelyoushouldprettymuchruleoutofprobablereleasescope?
Visualizethe“thresholds”totheProductBacklogbye.g.drawinglinesappropriately.
Mapthestories(usingstorynumbers)tothefollowingsimplereleaseplan.
• Howmanypointsworthofstoriescanyouallocatetoeach“slot”(notethatmultiplesprints
aregroupedtogetherasyouplanfurtherout)?• Isthissimplemethodsufficientforreleaseplanning?Ifnot,whatotherthingsneedtobe
considered?
1 2 3-4 5-7 Sprint
Stories
IMPORTANT NUMBERS TO KNOW ABOUT YOUR BACKLOG Inordertoaccountforthingswedon’tknowaboutthefuture,wecancollectdatafromhistory.Thefollowingnumbersallowmoreaccurateestimationofreleasescope:
• TheProductBacklogestimatesforfutureepicsformthestartingpoint• UndoneWorkisanyworkthatwasnotincludedaspartoftheDefinitionofDone,suchas
possibleuseracceptancetesting• EmergingRequirementscountsthesizeofnewemergedfeaturesduringthedevelopmentof
previousreleases• CustomerFeedbackafterReleasecountsthesizeofactionsrespondingtocustomerfeedback
regardingthereleasednewfeatures.
Forexample,forahealthcarecompanyinHouston,TX,forevery100pointsinknownepicsforafuturerelease:
• 20pointsofUndoneWork• 40pointsofemergingrequirements• 60pointsofcustomerfeedbackafterpreviousreleaseswhenlive
Therefore,ifthecurrentvelocitywouldindicatee.g.400pointsofdevelopmenteffortforagivenrelease,theycouldonlyplanfor~250pointspriortostartingtherelease.Theywouldalsohavetopreparefor~150pointsofcustomerfeedbackafterthereleasewhenconsideringthesubsequentrelease.
BorrowedfromScrumInc.CSMslidedeck
Whatareyournumbers?
Other suggestions
Inlongprojects,trytoavoidlongperiodsofdevelopmentworkwithoutanymajormilestones.Seektohaveapilotdeployment,incrementalreleaseorsomeothereventatleastevery6months.Thisallowsteamstofocusonanear-futuretargetandseeconcreteprogress.Suchreleasesalsoconfirmprogressatroadmaplevelforstakeholders.
Focusaggressivelytoremoveimpediments,toallowtheteamtoincreasetheirvelocity.Inyourreleaseplanningandvisualizations,neverassumeincreasingvelocityinthefuture,butupdateyourpredictionswhenitdoesincrease.Thisimprovementallowseitherreleasingearlier,allowingincreasedscopeduringdevelopment,orsavingachallengedproject.
Fixingbugsrightaway(thesamedaywhentheyarefound)ismassivelycheaperthanfixingthemlater.Somecompanieshavemeasuredthecostandhavefoundite.g.24timemorecostlylater,i.e.forabugthatcouldbefixedinonehoursiffixedimmediately,itwouldtakethreedaystofixitlater.
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BACKLOG/RELEASE MANAGEMENT STRATEGIES Dependingonproject,thePOwillwanttomanagetheProductBacklogandreleasesindifferentways.Inwhichkindsofprojectsiseachofthefollowingstrategiesmostlikelytobeuseful(twoexamplesforeach)?
Deadline-driven–POfocusesonmeetingcertainstrategicdeadlines,scopeandbudgetarenegotiatedasnecessary.
______________________________________________________
______________________________________________________
Budget-driven–POfocusesonmeetingcertainagreedcosttarget(oraslowaspossible),scheduleandscopecanbenegotiatedasnecessary.
______________________________________________________
______________________________________________________
Feature-driven–POfocusesonmeetingcertainfeatureorbusinesscapabilitytargets(eitherknownupfront,ordefinedasdiscovered),budgetandschedulesarenegotiable.
______________________________________________________
______________________________________________________
ROI-driven–POfocusesonfeatureROI,prioritizinganddeliveringfeaturesaslongastheymeetcertainestablishedROIratiotargets.
______________________________________________________
______________________________________________________
SCALING SCRUM
Thegoldenruleofscaling:___________________________________________________________
Therearemanyapproaches(SaFE,LeSS,ScaledAgileDelivery,…).ThefollowingpictureisfromLeSS,whichIpersonallyconsidermostalignedwithScrumvaluesandprinciples,butanyframeworkthatgetsyoumovingintherightdirectionandgetsyourmanagementengagedisgood.
(Formuchmoredetails,checkouthttp://less.works/.AndIpromisedtosaythatBasandCraigareincrediblyhandsome!J)
1 day
2-4 week
Sprint
Sprint
Retrospective
Sprint
Review
Joint
Retro-
spective
Product Backlog
Refinement
Potentially
Shippable
Product
Increment
Sprint
Planning
Part 2
Sprint
Planning
Part 1
(2-4 h)
(15 min)
Product
Backlog
Product
Owner
(2-4 h)(2-4 h)
(5-10% of Sprint)
(1.5-3h)
(Feature)
Team
+
ScrumMaster
Sprint
Backlog
Daily
Scrum
www.craiglarman.com
www.odd-e.com
Copyright © 2010
C.Larman & B. Vodde
All rights reserved.
CSM Course Workbook
©PetriHeiramo,2010-2013,allrightsreserved,butyoucanusethisfreelywithappropriateattribution. 25
CROSS-TEAM COMMUNICATIONS Whereasthefeaturesandmanagingworkflowthroughthefeatureteams,thereasalsocross-cuttingconcerns,likecompetencedevelopment,architecture,usabilitydesign,codingconventions,andcontinuousintegration&deployment.
InScrum,ensuringcross-teamtechnicalalignmentistheresponsibilityofthe________________.
http://blog.crisp.se/2012/11/14/henrikkniberg/scaling-agile-at-spotify
”ASquadissimilartoaScrumteam,andisdesignedtofeellikeamini-startup.Theysittogether,andtheyhavealltheskillsandtoolsneededtodesign,develop,test,andreleasetoproduction.Theyareaself-organizingteamanddecidetheirownwayofworking–someuseScrumsprints,someuseKanban,someuseamixoftheseapproaches.”
”Atribeisacollectionofsquadsthatworkinrelatedareas–suchasthemusicplayer,orbackendinfrastructure.”
”Thechapterisyoursmallfamilyofpeoplehavingsimilarskillsandworkingwithinthesamegeneralcompetencyarea,withinthesametribe.”
”AGuildisamoreorganicandwide-reaching’communityofinterest’,agroupofpeoplethatwanttoshareknowledge,tools,code,andpractices.”
https://dl.dropboxusercontent.com/u/1018963/Articles/SpotifyScaling.pdf
TECHNICAL PRACTICES (XP) ExtremeProgramming(XP)formsasolidmethodologyfordevelopmentofsoftwaresystems.UnlikeScrum,itistiedtosoftwaredevelopmentdomain.GiventhatitisassumedthataScrumteamwillseekwaysinwhichtheycaneffectivelydeliveranewtestedversionofthesystemineverysprint,itisexpectedthattheteamadoptXPorsimilartechnicalpracticesthroughcontinuousinspectandadaptcycles.Unfortunately,itisnotalwaysthecase.
XPconsistsofasetofdevelopmentpractices,eachofwhichissimpleandinsufficientinitself,butbecomesverypowerfulwhencombinedwithandsupportedbyotherXPpractices.
Thepractices,andtheirkeydependencies,are:
On-SiteCustomer
PlanningGame
Metaphor
40-h Week
SimpleDesign
Refactoring
ShortReleases
TestingPairProgramming
CodingStandards
CollectiveOwnership Continuous
Integration
Defined in Scrum
“I’ve never seen or heard of a hyperproductive team that wasn’t doing the eXtreme Programming practices (as described by Kent Beck, Ron Jeffries, etc.).”
Michael James, http://danube.com/system/files/A_ScrumMaster's_Checklist_blog.pdf
CSM Course Workbook
©PetriHeiramo,2010-2013,allrightsreserved,butyoucanusethisfreelywithappropriateattribution. 27
Functional Test Examples Story Tests Prototypes Simulations
Exploratory Testing Scenarios
Usability Testing User Acceptance Testing
Alpha / Beta
Unit Test Component Tests
[Test Driven Development]
Performance and Load Testing
Security Testing ”-ility” Testing
Manual
Testers
Automated & Manual
Coders and Testers
Automated
Coders Tools
Coders and Testers,
Specialists
Business Facing
Technology Facing
Sup
por
ting
the
Tea
m
Critiq
ue Product
AdaptedfromJanetGregory’sversionofBrianMarick’soriginaldiagram
TEAM WALL CHARTS Aswegothroughthefollowingexamplesofteamwallchartstogether,we’lldiscusswhatobservationsyoucanmakeineachandwhatpossibleproblemstheyhighlight.
Originalcopyrightforthediagrams:HenrikKniberg
CSM Course Workbook
©PetriHeiramo,2010-2013,allrightsreserved,butyoucanusethisfreelywithappropriateattribution. 29
RETROSPECTIVES ScrumMastersspendsignificantamountoftimepreparingforretrospectives,becausegoodretrospectivesarecriticalfortheimprovementofthewaysofworking.
Thingsthatmakeretrospectivesgood:
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DiscusshowthefollowingfactorsimpactthesafetyandeffectivenessofRetrospectives(andcommunicationingeneral):
• Sarcasm• Irony• Aggressiveness• Defensiveness• Misdirection• Hierarchicalrelationships• Shaming• Blame-seeking
RECOMMENDED READING, BLOGS, ETC. BooksIlikeandthatIhavefoundusefulinexpandingmyunderstandingofAgile:
• LeanSoftwareDevelopment–MaryandTomPoppendieck• LeadingLeanSoftwareDevelopment–MaryandTomPoppendieck• SucceedingwithAgile–MikeCohn• UserStoriesApplied–MikeCohn• AgileEstimationandPlanning–MikeCohn• AgileRetrospectives–DianaLarsen&EstherDerby• AgileProjectManagementwithScrum–KenSchwaber• AgileProductManagementwithScrum–RomanPichler• ExtremeProgrammingExplained–KentBeck• ScalingLean&AgileDevelopment:ThinkingandOrganizationalToolsforLarge-ScaleScrum–
BasVodde&CraigLarman• AgileandIterativeDevelopment:AManager'sGuide–CraigLarman• Management3.0–JurgenAppelo• LeanStartup–EricReis• RunningLean–AshMaurya• Scrum:TheArtofDoingTwicetheWorkinHalftheTime–JeffSutherland
TheabovelistISNOTacomprehensivelistofgoodAgilebooks,justwhatI’vereadandliked.
IfyouwanttogooutsidetypicalAgilespacetounderstandAgileorganizationalbehavior(andwhatAgileorganizationscouldpossiblylooklike),herearesomebooksI’veliked:
• Maverick–RicardoSemler• SevenDayWeekend–RicardoSemler• LeadingwithLUV–KenBlanchard,ColleenBarrett• DeliveringHappiness–TonyHsieh• GreatBoss,DeadBoss[triballeadership]–RayImmelman• TribalLeadership–Logan,King,Fischer-Wright• Switch–Dan&ChipHeath
TRAINER CONTACT INFORMATION
Petri Heiramo
Email:petri.heiramo@gmail.com
WWW:http://agilecraft.wordpress.com/
Twitter:@pheiramo
LinkedIn:http://fi.linkedin.com/in/petriheiramo/
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