certified scrummaster course - emmerald.net course workbook 2.1 agilecraft.pdf · course agenda...

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!!

CSM Course Workbook


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


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.

CSM Course Workbook


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

CSM Course Workbook


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

CSM Course Workbook


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.

CSM Course Workbook


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.

CSM Course Workbook


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

CSM Course Workbook


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)

CSM Course Workbook


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?

CSM Course Workbook


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.

CSM Course Workbook


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


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


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


RETROSPECTIVES ScrumMastersspendsignificantamountoftimepreparingforretrospectives,becausegoodretrospectivesarecriticalfortheimprovementofthewaysofworking.

Thingsthatmakeretrospectivesgood:

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

_______________________________________________

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:[email protected]

WWW:http://agilecraft.wordpress.com/

Twitter:@pheiramo

LinkedIn:http://fi.linkedin.com/in/petriheiramo/

certified scrummaster course - emmerald.net course workbook 2.1 agilecraft.pdf · course agenda...

Documents