certified scrummaster: class desk, posters and photos
TRANSCRIPT
Growing Agile Leaders
Leading Agile Growth Alexey Krivitsky, CST
www.agiletrainings.eu, 2015
Agile Coach
developer, scrum master, scrum trainer, free-rider
Alexey KRIVITSKY
www.agiletrainings.eu
1980 – present Kiev – Hamburg
Part 1
Understanding LEAN AGILE
SCRUM
The “Agile Umbrella”
Annual“StateofAgile”,2015
info.versionone.com/state-of-agile-development-survey-ninth.html
BELIEF THAT SCOPE CAN BE FIXED
[ SCOPE ]
TIME BUDGET
1. Customersandusersknowwhattheywant.2. Itcanbedescribedwithwordsandimages.3. Engineersknowhowtobuilditinadvance.4. Nothingchanges.
Sorry….
Wouldn't IT BE NICE?
W.T.F. 1. Noonereallyhastheoverallpicture
(notpossibletoimprovetheflow)2. Amanagermightbetheonlyonewhocaresforthewhole
(becomesinformaNonkeeperandtransporter)3. Knowledgeisinhibitedinsidedepartmentsandsilos
(organizaNondoesn’tlearn)4. Everydepartmentisop@mizing,butlocally
(producesmorewastes,systemissubopNmal)5. Conflictsofinterestsarenotrare
(wastedNmeandenergy)6. Blamingcultureemerges
(CYA-development,wastedNmeandenergy)7. Customersareseenasanexternalparty
(scopemanagementisproblemaNc,delaysandbudgetoverruns)8. Noonereallymanagesdevelopment
(uncontrollablesituaNon,randomoutcomes,beliefinmagic)
OUR UNDERSTANDING GROWS CONSTANTLY
SCOPE
TIME BUDGET
four obstacles to adopting Scrum
1. The tyranny of the waterfall
2. The illusion of command and control
3. The belief in magic
4. The era of opacity
(c) Ken Schwaber, Co-creator of scrum
SCOPE
[TIME] [BUDGET]
Reversing Iron Triangle Traditional Agile
PLAN DRIVEN
TIME BUDGET
SCOPE
VALUE DRIVEN
ScrumMaster
PUSHES TO NEVER STOP IMPROVING
Helps everyone to be heard
asks questions
doesn’t offer solutions
believes the team can do it
Helps TO MAKE decisions
Promotes experimentation
Prevents analysis paralysis
CONTINUOUS Process improvements
KAIZEN continuous process improvements
1930-1950
Taiichi Ohno
Deming
JITDOONLYWHATIS
NEEDEDANDWHENITISNEEDED
JIDOKAWHENSHITHAPPENS–STOP,FIXAND
IMPROVETHESYSTEM
KAIZENKEEPIMPROVINGEVERYTHING
RESPECTYOURPEOPLE
WHATEVERYOUDOYOUDOITFORYOURCUSTOMER
ToyotaProducNonSystem(TPS)andLeanManufacturing,simplified
backlogs
pullsystems
userstories
unit-tests
5whysconNnuousintegraNon
coderefactoringautomaNon
fastreleasesbusinessprioriNzes
cleancode
minimizework-in-progressmanagerswhoteach
cross-funcNonalteams
eliminatewaste
Lean classifies 8 Wastes “Tim Woods”
Transportationmovingparts,people,informaNon
Inventory storingparts,documenNng
Motion bending,turning,reaching,licing
Waiting forparts,info,equipment,tools
Over productionmakingmorethanisimmediatelyrequired
Over processing Nghtertolerancesandmoreeffortsthannecessary
Defects rework,scrap,incorrectdocumentaNon
Skills underuNlizingcapabiliNes,inadequatetrainings
Wastes in Software Development
1. Addmorefeaturestoarelease2. DeploytoproducNonmanually3. MakebusinessanalystswritespecificaNonsand
thenpassthemtodevelopers4. Makearchitectureconfigurableandextensible
keepinginmindpossiblefeaturesofnextreleases5. Runbug-fixingsprint(s)beforereleasing6. DotesNnglaterinsprintwhenallfeaturesaredone7. DoregressiontesNngmanually8. Collectbuglistof300+items
OMTODWSI
The CHAOS Report
hkp://www.standishgroup.com/Reports2015
“Allorganiza@onsareperfectlydesignedtogettheresultstheyarenowge]ng.Ifwewantdifferentresults,wemustchangethewaywedothings.”
TomNorthup
Scrum is …
Scrum is a framework thathelps you kick off and thencon@nuously improve yourd e v e l o pmen t p r o c e s s e stogetherasateam.
Which Terms from the List Are Not Part of Scrum?
User Stories
Velocity Metric
Grooming Meetings
Continuous Integration
Automated Testing
Monthly Releases
Visual Task Boards
Story Points
Scrum 101 Scrum Roles:
1. Product Owner “P.O.”
2. Development Team
3. ScrumMaster
Scrum Artifacts: 1. Product Backlog (PBL) 2. Sprint Backlog 3. POTENTIALLY SHIPPABLE Product Increment “PSPI”
Scrum Ceremonies: 1. Sprint 2. Sprint Planning 3. Daily Scrum 4. Sprint Review 5. Sprint Retrospective
Understanding Process Control
Defined Empirical
Scrum is … Scrum is not prescribing how to do work. It isbasedonempiricalprocesscontrol.In Scrum we see product development as acomplex problem domain - where it isimpossible to define processes in advance thatwouldworkinallsituaNons.InsteadScrummakesyouinspectandadapt.
SCRUM MANTRA:
INSPECT AND ADAPT
Three Legs of Empirical Process Control
1. Transparency
2. Inspection
3. Adaptation
SPRINT BACKLOG
DEV QA ACCEPTANCE
WIP READY WIP READY WIP READY
WHAT CAN YOU SAY ABOUT WORK OF THIS TEAM?
SPRINT BACKLOG
DEV QA ACCEPTANCE
WIP READY WIP READY WIP READY
WHAT CAN YOU SAY ABOUT WORK OF THIS TEAM?
SPRINT BACKLOG
DEV QA ACCEPTANCE
WIP READY WIP READY WIP READY
WHAT CAN YOU SAY ABOUT WORK OF THIS TEAM?
Part 2
Understanding
The Role of a ScrumMaster
http://www.agileproductdesign.com (Jeff Patton)
Shared documents ≠ shared understanding
http://www.agileproductdesign.com (Jeff Patton)
Help externalize ideas and see differences
http://www.agileproductdesign.com (Jeff Patton)
Help to have regular discussions
http://www.agileproductdesign.com (Jeff Patton)
That will lead ultimately to shared understanding
ACTIVELY DOES
NOTHING
SCRUMMASTER’s FIVE HATS
TEACHES & MENTORS
PROTECTS TEAM & CHALLENGES
ENVIRONMENT
ASKS QUESTIONS, HELPS EXPLORE
HELPS BUILD SHARED UNDERSTANDING
OBSERVER
SCRUMMASTER’s FIVE HATS
MENTOR
CHANGE AGENT
COACH
FACILITATOR
PRODUCT
OWNER
NOBODY
STAKEHOLDERS
DEVELOPMENT TEAM
SCRUMMASTER
SCRUM TEAM
Scrum Roles Are Played Properly
Terminology USED PO Product Owner
SM ScrumMaster
PB, PBL Product Backlog
PBI Product Backlog Item
PBR Product Backlog Refinement
PSPI Potentially Shippable Product Increment
DOD Definition of done
DOR DEFINITION OF READY
Fix The Cause Not Symptoms
SPRINT PLANNING 101 Commitment-based Planning
PART
ONE
PART
TWO
INITIAL SPRINT GOAL PRESENTED
PLANNED CAPACITY DISCUSSED
TOP PRODUCT BACKLOG ITEMS PRESENTED
PBI REVIEWED ONE BY ONE
NEEDED REFINEMENT HAPPENS
ITEM ADDED TO SPRINT PLAN
CONTINUE UNTIL TEAM SAYS “ENOUGH”
SPRINT GOAL GETS ADJUSTED
Retrospectives 101 Time-box:1hourper1weekofwork
1. SETTHESTAGE– askeveryonetoshareonewordaboutthesprint– reviewlastretrospecNve’sacNonitems
2. GATHERINFORMATION– collectpost-its:achievements,failures,appreciaNons
3. GENERATEINSIGHTS– collectpost-its:stopdoing,startdoing,domore,doless– voNng:3dotsperperson
4. DECIDEWHATTODO– discuss1-3topvotedcards:whichprocessexperimentwetry?
5. CLOSETHERETROSPECTIVE– fist-or-fiveonsaNsfacNonfromretro– findthenextretrospecNvefacilitator
hkp://retrospecNve-cheat-sheet.com/
Are You Responsible For One Of These?
ESTIMATE WORK, COMMIT FOR DEADLINES
DEVELOP AND RELEASE FEATURES
Making sure developers know what to work on
Personal evaluation of team members
Collaboration with customers
Design product solutions
ELABORATE system architecture
WHAT’S THE RESULT OF SCRUMMASTER’S WORK?
• Ahigh-performingagileteam.
• High-performingagileteams.
• AnorganizaNonofhigh-performingagileteams.
Coaching Teamwork
Part 3
“Individuals and Interactions over Processes and Tools”
Our goal is to change ORGANIZATIONAL culture so that agile thinking
becomes a norm.
CULTURE
HABITS
BEHAVIORS
ENVIRONMENT
“culture eats strategy for breakfast”
Same structure New STRATEGY
Old CULTURE
Old habits reinforced
Old behaviors triggered
Old CULTURE
“Culture follows structure”
new Structure introduced
Old culture
New culture
New Behaviors
emerge New
Habits stick
Craig LaRman's law AND ‘large scale scrum’
Scrum Development Team 1. small
2. Collocated
3. Cross-functional
4. Long-lived
5. Full-time members
6. Self-MANAGING
Features vs. Components
DATABASE
BUSINESS LOGIC
API
FRONT-END
Feature
Component Tasks
DATABASE
BUSINESS LOGIC
API
FRONT-END
Feature vs. Component Teams Cross-functional “feature” teams
Specialists
“Feature” or “full-stack” Teams
… Are the Building blocks of an Agile organization.
Scrum requires such Teams to be in place.
it is a structural change.
Level Up! The goal of a ScrumMaster is to bring the team AND ORGANIZATION to the next level of maturity.
Maturity Model Tuckman’s Stages of Group Development
FORMING STORMING
NORMING
PERFORMING
Further Improvements
Further Improvements
Maturity Model Scrum Adoption Dynamics
Ceremonial Scrum
Emerging self-organization.
Team starts owning the
process
True self-organization.
Further
Improvements are now possible
“DO AGILE” “BE AGILE”
Too many problems!
Be Creative!
Ingredients of Self-Organization 1. High Alignment
our goal is …
2. Clear Constraints Here are some boundaries to follow …
3. High Autonomy go and figure out how …
Agile Leadership micro-managem
ent leadership
chaoschaos
Coaching CUSTOMER COLLABORATION
Part 4
“Customer Collaboration over Contract Negotiation”
Defining Product Owner AProductOwnerisnotanewnameforatradiNonalprojectmanagerwhodeliversascopeanddatecontractofwork.Rather,(s)hehastheindependentauthoritytochooseandchangecontent,releasedates,prioriNes,vision,etc.Ofcourse,(s)hecollaborateswithstakeholdersandteams,butarealP.O.hasthefinaldecision-makingauthority.
How Many Product Owners do you need?
Acompanydevelopsaweb-shopwithserviceslike:acatalog,userprofiles,emailsubscripNons,persistentshoppingcart,paymentsandB2B-integraNonforpartnershops.HowmanyproductsdoyouidenNfy?HowmanyProductBacklogswillyouhave?HowmanyProductOwnerswillyouneed?
OverallProductBacklogforWeb-Shop ScrumTeams SingleProductIncrement
onesprint
Scrum @SCALE: One product owner per a product
onedemoonedeploymentenvironmentonecodebase,onerepo,onemasteronesetoftests,oneconNnuousintegraNon
Find Your Product Owner Youworkforacompany“BestSoluNons”intheEasternEuropethatreceivesaprojectfromacompany“AllPossible”inBelgium.“AllPossible”worksfor“MediCare”thatownssomehospitalsintheU.S.A.andneedapaNentkeepersoluNonontabletsforitshospitals.AhospitalinAlabamaistheonetostartpiloNngthenewtechnology.Ingroups–talk:- drawapictureofthechain- inwhichoftheorganizaNons“sits”yourP.O.?- whocan(s)hebe?
Product Owner IS RESPONSIBLE FOR RETURN ON INVESTEMENTS.
SCRUM PRODUCT BACKLOG IS THE TOOL
FOR MANAGING IT.
Product Backlog Iceberg Priority 2-3 Sprints
Release
Next Releases
Refined User Stories
Non-Refined User Stories
Epics
PRODUCT BACKLOG SHOULD BE DEEP
Detailed Appropriately
Estimated
Emergent
Prioritized
Types of PBIs
VISIBLE FEATURE
VISIBLE DEFECT
HIDDEN ARCHITECTURAL
FEATURE
TECHNICAL DEBT
Posi
tive
Val
ue
Visible Invisible
Nega
tive
Val
ue
Backlog Management BUGS
1. Avoid bug inventories. Introduce limits (<30)
2. ‘Clean up’ sprints: kill’em all
3. Zero-bug policy: kill’em before they grow
MIXING WORK IN PRODUCT BACKLOG
HIDDEN TECHNICAL
DEPT VISIBLE
FEATURE
HIDDEN ARCHITECT.
IMPROVEMENT VISIBLE DEFECT
Product Backlog Refinement Item size
Level of details
LARGE & UNREFINED
SMALL & UNREFINED
CLEAR, TESTABLE & FEASIBLE
©RomanPichler
1. ESTIMATE
2. SPLIT 3. REFINE
PRODUCT BACKLOG REFINEMENT IS THE PBI 1/10 to 1/6 OF TEAM’S VELOCITY?
SPLIT IT
REFINE IT NEXT PBI
NO
IS THE PBI CLEAR, FEASIBLE AND TESTABLE?
NO YES
YES
USER STORY FORMAT
As a <role>
I want <action>
So that <outcome>
3Cs with user stories
Card
Conversation
Confirmation
DEFINITION OF READY AnagreementwithinaScrumteamonwhatagoodPBIis-whenisitreadyforSprintPlanning.• Beendiscussedwithallteammembers• Valueisclear• Smallenough• Detailedenough• Canbestartednextsprint• Allinputsprovided• Noblockingissues
I.N.V.E.S.T. in User Stories Independent
Negotiable
Valuable
Estimatable
Small
Testable
OverallProductBacklog ScrumTeams
PaymentDB
PaymentAPI
PaymentValidaNon
PaymentUI
Technical Split
onesprint
OverallProductBacklog ScrumTeams
PaymentDB
PaymentAPI
PaymentValidaNon
PaymentUI
Technical Split
onesprint onemoresprint onemoresprint
INSTEAD Split BY BUSINESS VALUE
Payment
PaymentwithVisa
PaymentwithMasterCard
PaymentwithPayPal
UserisinformedifcarddataisnotOK
Useristakentosuccesspage
Useristakentoretrypage
UsercanstorehiscarddataToobigforasprint SNlltoobigforasprint
OverallProductBacklog DevelopmentTeams
PaymentwithVisa
PaymentwithMasterCard
ConfirmaNonEmail
PaymentwithPayPal
SCRUM @SCALE
v1
1PO
CommonSprint
SinglePSPI
Track Release Progress
Time(sprints)
Amountofwork(points)
rateofbacklogchang
e
whenyouwill
release
amountofwork
remaining
Manage Release Scope
Time(sprints)
Amountofwork(points)
Deadline
MOVETHISMANYPOINTSTONEXTRELEASE
Scrum Inception The bare minimum to start scrum
1. Common understanding of Scrum roles
2. Team arrangements
3. Initial Product Visioning
4. Initial Release Planning: MVP, next releases
5. User Story Writing Workshops (minimum: Product Backlog for the 1st sprint)
6. Definition of Done
7. PLANNING the minimal infrastructure
8. Sprint Planning
Product Visioning
Release Planning
Sprinting
Process Agreements
USER ACTIVITIES (BACKBONE) USER TASKS
(WALKING SKELETON)
time
prio
riti
es
RELE
ASES
Benefits of Relative Estimates +Easiertoagree.+FastertoesNmate.+ThemoreyouesNmate,thefasteritgoes.+Canbeawhole-teamlearningacNvity+Makeitimpossibletoplaytheblamegame+Canbefun!(usinggameslikePlanningPoker)-Hardertoexplaintoothers-HardertoseeimpedimentsandinterrupNonsNB:EsNmaNontechniquesarenotpartofScrum
COACHING DELIVERY
Part 5
Working Software over Comprehensive Documentation
extreme Programming SAYS
“Ifitishard,doitmoreocen”
Sprint Is Not Mini-Waterfalls
analyzedesign
testcode
Sprint Sprint Sprint Sprint
SCRUM IS NOT A SERIES OF MINI WATERFALLS
FeatureA FeatureB
PLANNED:
A,B,C,DDONE:
nothing
DESIGNPROTO
MORECODINGTESTING
Sprintdonewrong
CODING
FeatureD FeatureC(nextsprint)
PLANNED: A,B,C,D
DONE
A,B,D
Sprintdoneright
DiscussionPoint[PO+DevTeam]
Done. or Done-Done-Done?
FeatureA FeatureB FeatureD
COOL:A,BANDDAREDONE!CANWEDEPLOYTHEMNOW?
(pokerface)
OK..SOWHAT’SLEFT?
1.2.…10.
SAMPLE Evolution of Doneness
usertestsautomated
tested,accepted
con@nuouslyintegrated
deployedtostaging
itislivefeature
byfeatureitislivebytheendof
sprint
coded,unit-tested
Sprint commitment Product Owner and Development TeamtogetherbelieveallplannedPBIsthataretakentotheSprintcanbefinished,giventheDoDandwhatisknownuptothemoment.As soon as new informaNon is discovered thatmakestheplanunrealisNc,aDevelopmentTeamandaProductOwnerengageinadiscussionstomakenecessaryscopingdecisions.
Agile Coach
developer, scrum master, scrum trainer, free-rider
Alexey KRIVITSKY
www.agiletrainings.eu
1980 – present Kiev – Hamburg