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Certified ScrumMaster

www.agilecrossing.com

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Certified ScrumMaster Course Instructor – Roger Brown CST, CSC

Training Transition

Transformation

All slides © 2011 - 2014 Roger W. Brown 2

Course Objectives

You will learn about

The Scrum framework

Common Scrum practices

ScrumMaster responsibilities and skills

And you will be eligible to take the ScrumMaster Certification Exam

3

Scrum Certification Options

Theory Practice Guide

Scrum Alliance is the largest,

most established, influential

professional membership organization in the Agile

world. As part of a growing

community of more than

350,000 members worldwide,

our members are helping us achieve our mission of

"Transforming the World of Work."

www.ScrumAlliance.org

4

CSM Class Backlog

Class Vision Scrum

Foundations Scrum

Execution

Flow and Focus

Scrum Planning

User Stories

Prioritization Estimation

Long Term Planning

ScrumMaster Duties

Team Dynamics

Close

Technical Practices

Scrum Enhancers

Scrum Framework

ScrumMaster Tools

Agility

Class Project

Must

Should

Could

5

Agility

• Scrum implements the Lean principle of

continuous improvement

• Scrum success relies on “Empirical

Process” for a continuous learning cycle

we call “Inspect and Adapt”

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Continuous Improvement

Plan

Do Check

Act

Deming Cycle

Empirical Process Transparency,

Inspect and

Adapt



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7

Agile Software Development

Dedicated Team Incremental Iterative Frequent Delivery Fully Visible Production Quality Value Driven

8

notes

8

9

Scrum Framework

• Scrum has 4 meetings and 3 artifacts

• Scrum has 3 roles that share the

responsibility of creating value in small

increments

• The roles complement each other to

create a balanced team

10

Scrum Framework

Potentially Shippable Product

Increment

Sprint Backlog

Product Backlog

Release

Planning

Sprint

Planning

Sprint

Review Sprint

Retrospective

Daily

Scrum

1-4

weeks

Story Time

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The Scrum Team

Desired Features

Product Owner

Development Team

Product

ScrumMaster

12

Product Owner

Maximizes the value of the work done

o Sets Vision o Manages Product Backlog o Elaborates Features o Reviews Work o Reports Release Progress



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13

Development Team Member

o 7 ± 2 o Cross functional o Full-time o Self-organizing o Empowered

Develops the product with high quality

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ScrumMaster

o Facilitator o Protector o Coach o Mentor o Gopher o Change Agent

Helps the team improve flow

and throughput The ScrumMaster is the

Heart of Collaboration

15

notes

15 16

Scrum Foundations

• Agile implements Lean principles and

dynamics.

• Scrum is one form of Agile, designed

initially for software development but

applicable to other kinds of work.

• Scrum is not the answer to everything.

• Scrum is based on a set of core values.

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Product Development Value Stream

Product Discovery

Product Definition

Product Development

Product Delivery

Product Operation

Support

Scrum/XP

Lean Startup

Lean UX

DevOps Kanban

Scrum is one of several complementary frameworks used to increase organizational agility

Business success comes from maximizing value/time.

18

Manifesto for Agile Software Development 2001

We 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.

www.agilemanifesto.org

Agile Manifesto



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19

Scrum’s Values

All work performed in Scrum needs a firm basis of values to serve as a foundation for the team's

process and principles. Through the use of teamwork and continuous improvement, Scrum both creates these values and relies on them.

Focus. Because we focus on only a few things at a time, we work well together and produce

excellent work. We deliver valuable items sooner.

Courage. Because we are not alone, we feel supported and have more resources at our

disposal. This gives us the courage to undertake greater challenges.

Openness. As we work together, we practice expressing how we're doing, and what's in our way. We learn that it is good to express concerns, so that they can be addressed.

Commitment. Because we have great control over our own destiny, we become more

committed to success.

Respect. As we work together, sharing successes and failures, we come to respect each other,

and to help each other become worthy of respect.

If an organization will let Scrum do its work, they will discover the benefits from Scrum and will begin

to understand why these values are both needed by Scrum, and engendered by Scrum.

www.agileatlas.org/atlas/scrum

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notes

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21

Scrum Execution

• Scrum organizes work into 1-4 week time

boxes called Sprints

• Each Sprint has 4 primary meetings

• The bulk of the time is spent creating

value in the form of a product

22

Sprint Time Box

S1

1-4 weeks

Steady cadence, fixed length Abnormal Termination If the Sprint Goal cannot or should not be reached for

unexpected reasons, stop and plan a new Sprint

Focus No one can change the Sprint plan except the Scrum Team to add or

remove a PBI

S2 S3 S4

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Sprint Planning Meeting

Product Backlog

Sprint Backlog

Pri

ori

ty

Goal 1: What? • Which PBIs can will comprise our forecast? • What is our Sprint Goal? Ex. Build the shopping cart

Goal 2: How? • Design an implementation plan, often by decomposing into tasks • Double check our forecast

Attended by • Product Owner, Development Team, ScrumMaster • Other interested stakeholders

Time-box is 1 hour per week

of Sprint

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Daily Scrum

15 Min

The Three Questions What did you do yesterday? What do you plan to do today? Is anything blocking you?



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25

Task Board

Sprint Burndown

Information Radiators

Item

26

Sprint Review

• Purpose • Demonstrate the completed stories

• Get feedback from the Stakeholders

• Review progress and adjust future

• Identify new/changed features

• Attendees • Product Owner, Development Team, ScrumMaster

• Any other stakeholders

Preparation • Who will show what? • Deploy to a preview server • Any documentation needed? • Update and show release burnup chart

2 Hours

Show actual running

code!

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Sprint Retrospective

• Scrum Team meets privately

• Goal is process improvement

• Format

• Gather Data

Reflect on what worked well, what didn’t

• Generate Insights

Discuss results and new ideas

• Decide Action Items

Consider adopting new practices

Stop doing things that are not working

1.5 Hours

Start Stop Continue

Keep it interesting • Appreciations • Food • Variety

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notes

28

29

Scrum Planning

• Scrum planning is continuous

• Scrum planning happens at 5 levels, each

with a different time horizon

• The Product Backlog is the primary

source of work to be completed and

value to be delivered

30

Value Driven

Estimates

Features

Schedule Cost

Plan

Driven

The Plan creates

cost/schedule estimates

Waterfall

The Vision creates

feature estimates

Schedule Cost

Features

Value / Vision

Driven

Agile

Source: Sliger and Broderick “The Software Manager’s Bridge to Agility”

Constraints



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5 Levels of Planning

Strategy

Portfolio

Vision

Roadmap

Release

Sprint

Day

P1 P2 P3 P4 P5

Product Backlog

Release 1 Release 2 Release 3

s1 s2 s3 s4 … sN

Scru

m P

lan

nin

g

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Product Vision

• The Big Picture of how the product creates value

• Aligns team and business to the same goal

What is the name? Who is the target customer? What are the key benefits? What are the differentiating features?

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Product Backlog

• Dynamic set of items to be done

• Prioritized

• Constantly in flux as the situation changes

Story

Story

Story

Spike

Story

Refactor

Story

Defect

Process Change

items are removed

priorities change

items are added

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Elevator Statement Vision

For (target customer)

Who (statement of the need or opportunity)

The (product or project name) is a (category)

That (statement of key benefit – that is, compelling

reason to proceed)

Unlike (primary competitive alternative)

Our Product (statement of primary differentiation)

Example

For college students on a budget

Who want to get a degree without leaving home

The Online University of America

Is a complete college accessible via the internet

That provides courses, degrees and community

Unlike other physical colleges

Our product offers degree programs to people who might otherwise

not be able to afford or attend college due to the cost of moving and

living at a campus

35

notes

35 36

User Stories

• User Stories are simple descriptions of

desired functionality

• User Stories have two attributes that are

helpful for planning: size and priority

• Stories are elaborated just-in-time for

implementation



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37

User Story Template

As a <user role>, I can <do something> so that <I get some value>.

Card – Conversation - Confirmation

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Sample User Stories

As a student, I can get a degree on-line so that I do not have to move near a college campus

As an online student, I can print a copy of my last report card to show an

As a degree candidate, I can see which courses I still need to satisfy my major so I can plan my next term

As a professor, I can get student test summary reports so that I can assess my teaching effectiveness

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Backlog Hierarchy

Epic User Story Task Task Task Task

User Story Task Task Task Task

User Story Task Task Task Task

Product Backlog

Sprint Backlog

Business Goal

Planning Implementation

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Where are the details?

(front)

Story 6: Course Catalog Demo As a prospective student, I can browse the course catalog to see if the classes I am interested in are available.

(back)

Story 1 Acceptance Criteria [ ] Has full catalog browse and search controls [ ] Show available dates in summary list [ ] Item click leads to class detail page [ ] Show class star ratings only, no comments [ ] Replace “Register for Course” button with “Join Now!” that links to sign-up page

Automated Tests

Speclet • formula • UI design • screen flow • business rules

41

notes

41 42

Prioritization

• Priorities help the Scrum Team decide

what to do next

• Priorities help with long term planning

• Prioritization can be done in many ways,

based on many criteria



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43

Prioritization - MoSCoW

o Business value

o New knowledge

o Risk/Complexity

o Desirability

44

Story Map

Epic

I can browse by

department

I can search by subject

I can register

I can read content

I can browse by

title

I can unregister

I can browse by professor

I can join a waitlist

I can take tests

I can search by date offered

I can search by major

I can take classes on-line

Browse Search Register Attend Reports

I can do homework

I can print my

transcript

I can see my grade for a class

I can browse by popularity

Theme

Must

Should

Could

Pri

ori

ty

Smaller stories give more options for prioritizing for max value

I can print my

schedule

I can print my report

card

I can chat with

classmates

45

notes

45 46

Estimation

• Agile estimation is done at both the high

level and the low level

• Estimates are used for planning and for

tracking progress

• Estimates are done quickly, by the

Development Team

• Estimates are not commitments

47

Why Estimate?

Story Points • High Level

• Compare one story to another

• Forecast Releases and Sprints

Task Hours • Low Level

• 1-8 hours for a Story element

• Refine Sprint plan

• Track Sprint progress

1 2 3 5 8 13

48

Estimation Basics

Quick

Story 1: Home Page As a prospective student, I can view the college services so that I can decide if I want to apply.

2 Story 17: Major Progress

As a degree candidate, I can see which courses I still need to satisfy my major so I can plan my next term

5

Quick

Relative

Guess

Done by Team

More than 2x effort required



9

49

Affinity Estimating

Groups of 2-3 people choose some stories

Put in column with similar sized stories

Team members

can move stories

Visual grouping for quick comparisons

1 2 3 5 8 13 20

Start with numbers

or arrange by size

first

50

Velocity

5

12

27

32

36 38

40 37 38

40

0

5

10

15

20

25

30

35

40

45

1 2 3 4 5 6 7 8 9 10

Sto

ry P

oin

ts C

om

ple

ted

Sprint

Team Velocity

How many story points can the Team complete in a Sprint?

Varies by circumstance, increases with

experience

Aggregates Team dynamics and organizational

factors

Is measured, not “managed”

Velocity is sum of estimates of

stories completed

Measurement is more reliable

than estimation

51

notes

51 52

ScrumMaster Duties

• The ScrumMaster is responsible for the

health and growth of the Scrum Team

• The ScrumMaster is a productivity

multiplier for the team and has

responsibilities across multiple

dimensions

53

Scrum Mentor

• Mentor your Team and Product Owner

• Scrum glossary http://www.innolution.com/resources/glossary

• Teach others in Scrum

• Forums • http://groups.google.com/group/scrumalliance

• http://groups.yahoo.com/group/scrumdevelopment/

• Certified ScrumMasters group on LinkedIn

• Self-study

• Local Scrum Groups

• Scrum Gatherings

54

Facilitator

• Keep meetings productive and short

• Mediator/Negotiator

• Gopher

• Proactive management of impediments

http://www.innolution.com/resources/glossary

http://www.innolution.com/resources/glossary

http://groups.google.com/group/scrumalliance

http://groups.yahoo.com/group/scrumdevelopment/



10

55

Protector

• External parties not honoring the Scrum rules

• Team Members distracted by external events

• Team not keeping to their agreements

• Dev Team overcommits based on Product Owner pressure

• Team gets complacent

56

Coach

• Lead people to their own solutions

• Aware of the bigger picture

• Able to mentor individuals

• Knows when • to be prescriptive • to nudge • to keep distance

It’s better to be paying attention than to have all

the answers - Ward Cunningham

57

Servant Leader

• Lead vs. Manage

• Lead to make others better

• Increase teamwork and personal involvement

• Lead by example

See Robert K. Greenleaf 58

Change Agent

Patience is advised. “A dead ScrumMaster is no help to anyone.”

- Ken Schwaber

Satir Change Model

59

Managing Impediments

• Technical

• Process

• Interpersonal

• Structural

• Cultural

ha

rde

r

Categories

Approaches

60

Day in the Life of a ScrumMaster

Manage impediments Facilitate meetings Mediate and negotiate Teach Scrum Manage the process Assist the Product Owner

Observe and coach Team Encourage excellence Protect Team from distractions Build relationships Promote Organizational Agility Administer

ScrumMaster 7 Team Members Productivity



11

61

notes

61 62

Class Project

63

notes

63 64

Team Dynamics

• Teams go through stages

• Teams are self-organizing

• Scrum uses motivators that are more

effective than traditional financial

motivators

65

Tuckman's Team Development Model

Storming Leader mediates

and focuses

Forming Team is dependent

on the leader

Norming

Leader facilitates

Performing Leader delegates

and oversees

• Teams go through four stages

• Teams can regress when

membership changes

• A mature team may need no

leadership

Time

Effe

ctiv

en

ess

The leader’s goal is to make the team

self-reliant and then move on

66

Motivation

• Financial rewards often give poor results • Intrinsic vs. extrinsic motivation • People are motivated by

• autonomy • mastery • purpose

See Dan Pink, TED.com and Drive

C:/Users/Roger/Documents/_AgileCrossing/Courses/CSM/videos/haka_fade.mov

C:/Users/Roger/Documents/_AgileCrossing/Courses/CSM/videos/Cats.mov

C:/Users/Roger/Documents/_AgileCrossing/Courses/CSM/videos/RSA Animate - Drive The surprising truth about what motivates us.mp4



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notes

67 68

Long Term Planning

• Scrum-built products may have

Roadmaps and Release Plans

• Team velocity is a measure used in long

term planning

69

The Elements of Agile Planning

Product Backlog What capabilities are needed for financial success?

Priorities Which items are most valuable?

s1 s2 s3 s4 … sN

Velocity How much can the team complete in a Sprint?

Estimates How much effort is required for each item?

Release Plan How long will it take or how many can we do by a given date?

70

Product Roadmap

First sub-setting of Product Backlog for a long product development time frame

• How many releases?

• When?

• What is included in each?

Tim

e

Continuing Education for Professionals

Undergraduate Degrees

Graduate Degrees

The roadmap will be reviewed and updated as things

change

Product Backlog

Releases

71

Release Planning Meeting

Align Vision

Identify User Roles

Identify features/Epics

Brainstorm User Stories

List Priority Criteria

Prioritize Stories

Estimate Stories

Check Priorities

Forecast Team Velocity

Forecast Release 1-2 days

72

Release Plan

s1

s2

s3

…

sN

Product Backlog

Release as often as possible

Newsworthy Release Event

Tim

e

Release Backlog

Must

Should

Could

Won’t in this

Release

Sprints

Release Plan 1. How long will it

take or 2. how many can we

do by a given date?

Release Forecast:

1. How Long? Number of Sprints = Total Backlog/Average Velocity 2. How Much? Percent of Backlog = Total Backlog/(Average Velocity * Number of Sprints)



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Feature-Based Release Strategy

Release Backlog

------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Release 1: Continuing Education

Release 2: Undergraduate Degrees

Release 3: Graduate Degrees

When will it be done?

How much is done so far?

Forecasting improves as

velocity becomes known

74

Time-Based Release Strategies

Release Backlog

------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Q1 Release

Q2 Release

Q3 Release

How much will we complete?

How much is done so far?

Progress is reported in units of actual product ready for

delivery

75

notes

75 76

Flow and Focus

• Scrum works best when the Team

achieves a smooth flow of work

• Scrum dynamics are based on the

mathematics of queuing theory that we

use to manage the Internet

77

Pull Systems

Push systems overwhelm capacity, creating turbulence, rework, waste and delay

Pull systems have a steady flow that provides predictability

Push

♫

78

Single Piece Flow

Do This

Don’t Do This

Smaller batches,

higher throughput

C:/Users/Roger/Documents/_AgileCrossing/Courses/CSM/videos/LucyHiDef.mov

C:/Users/Roger/Documents/_AgileCrossing/Courses/CSM/videos/SPF.mov



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79

notes

79 80

Scrum Enhancers

• A well-managed Product Backlog keeps

the Development Team running

smoothly

• A 1-sprint look-ahead on stories will help

the flow

• Defining Ready and Done will

dramatically reduce time waste

81

Backlog Grooming

Product Owner spends 30% of their time working on the Product Backlog

• Identify new stories

• Splitting epics and stories

• Updating Release Plan with current velocity data

• Adjusting priorities

• Preparing next stories

• Designing user experience

82

Story Time

Development Team spends 5-10% of Sprint with the Product Owner preparing for the next Sprint

• Reviewing candidate stories

• Getting details and acceptance criteria

• Some technical design

• Estimate new stories

• Considering new ideas

Often a regular meeting 1 hour/week

or 2-3 hours mid-sprint

83

Definition of Ready

PO negotiate with the Development Team - What they need for each story - When they need it

Sample Right size Screen sketches Acceptance criteria Dependent stories? Speclets

84

Definition of Done

• When estimating size, consider all the work needed to complete the story

• The Definition of Done may evolve over time

Unit tested to 90% coverage Code reviewed Acceptance tests pass UI Tested User Help updated Deployment scripts updated

Sample

May also have one

for sprints and

releases



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85

Sprint Flow

Sprint N Sprint N+1

Candidate Stories for N+1 (1.5 x velocity)

Definition of Ready

Screen Designs for N+1 (LoFi)

Continuous Product Backlog Grooming

Story Time Sprint Planning

Definition of Done

86

notes

86

87

ScrumMaster Tools

• Some tips on managing impediments

• Listening skills are key to success

• Knowing how to ask powerful questions

will help you coach the Team

• Modeling desired behavior and use of

language can have a strong influence on

your Team

• Pointers to more tools

88

Managing Impediments

• Technical

• Process

• Interpersonal

• Structural

• Cultural

ha

rde

r

Categories

Approaches

89

Listening

Level I – Internal Listening

How can I make this about me?

Level II – Focused Listening

Connected to what they are saying

Level III – Global Listening Also hearing tone, posture,

surrounding environment

Source: Co-Active Coaching, Whitworth, et al.

90

Powerful Questions

• Open-ended

• Value neutral

• Lead to discovery

• Reveal underlying assumptions

When in doubt, Ask the Team!



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91

“Art of the Possible”

The Power of Positive Language

Yes, and …

creativeemergence.typepad.com

92

More ScrumMaster Tools

Facilitation • Fist of Five • Roman Voting • Dot Voting • Brainstorming • Five Why’s • Games: www.tastycupcakes.org

Coaching • Appreciative Inquiry • Learning Organization • Systems Thinking • International Coaching

Federation Programs • www.agilecoachpath.org • www.icagile.com

Models • Personality Models

• Myers-Briggs Type Indicator

• DISC • Kolbe • Herrmann Brain

Dominance Instrument • Engagement Models

• X-Model of Employee Engagement

• Complexity • Influence Diagrams • Cynefin • Spiral Dynamics

93

notes

93 94

Technical Practices

• Agile technical practices enhance Team

success

• Agile Testing Basics

95

Agile Development Practices

• Co-location

• Pair Programming

• Refactoring

• Automated Acceptance

Testing

• Test-Driven Development

• Continuous Integration

• Exploratory Spikes

• Legacy System

Strategies

• Evolutionary Design

• Agile Architecture

96

The Testing Pyramid

Manual Tests through UI

Automation Suites

Unit Tests

Automated UI Tests

Automated Acceptance

Tests

Unit Tests

Exploratory

testing

Traditional (find defects)

Agile (prevent defects)

http://creativeemergence.typepad.com/.a/6a00d8345599ab69e20120a9388247970b-pi

http://www.tastycupcakes.org/

http://www.agilecoachpath.org/

http://www.icagile.com/



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97

notes

97 98

Closing

• You are ready for the exam

• Open questions will be answered in

follow-up email

• Feedback

99

Closing

o Parking Lot

o Class Evaluation

o Class Picture

o Exam Reminder

o Follow-up Support

100

Instructor

Roger Brown

• Agile Coach

• Scrum Alliance

• Contact Web: www.agilecrossing.com

Email: [email protected]

Twitter: @rwbrown

Blog: www.agileCoachJournal.com

LinkedIn: http://www.linkedin.com/in/rogerwbrown

V 5.6

101

notes

101

Certified ScrumMaster Course Instructor – Roger Brown CST, CSC

Training Transition

Transformation

All slides © 2011 - 2014 Roger W. Brown

http://www.agilecrossing.com/

mailto:[email protected]

http://www.agilecoachjournal.com/

http://www.linkedin.com/in/rogerwbrown

http://www.linkedin.com/in/rogerwbrown