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University of Washington Agile Developer Cer6ficate Spring Quarter Advanced Topics in Agile So>ware Development Class #5: Scaling Scrum and Strategic Planning

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Page 1: Class5 Scaling And Strategic Planning

UniversityofWashingtonAgileDeveloperCer6ficate

SpringQuarterAdvancedTopicsinAgileSo>wareDevelopmentClass#5:ScalingScrumandStrategicPlanning

Page 2: Class5 Scaling And Strategic Planning

SCALINGSCRUMGoingBeyond1TeamDoingScrum

Page 3: Class5 Scaling And Strategic Planning

HowAgileMethodologiesScale

3

Many Teams, many backlogs

Many Teams, one backlog

Page 4: Class5 Scaling And Strategic Planning

ProductDefini6onTeam

•  ProductOwnermaybepartoftheProductManagementfunc6on

•  Mayreceiveinputfrommul6ple–  ProductManagers–  BusinessUnitowners– Analysts– Architects–  Informa6onArchitects– Others

•  Howdoestheeffec6veProductOwnermanagealltheseinputs?

Page 5: Class5 Scaling And Strategic Planning

ScalingtheProductOwner

ChiefProductOwner

Page 6: Class5 Scaling And Strategic Planning

FlowofMul6pleSprintsLeadstoProductRelease

Page 7: Class5 Scaling And Strategic Planning

TheAgileReleaseTrainRelease1 Release2

1 2 3 4 5 6 7 8 9

Components

A

B

21 22 23 24 26 27 29 30 32C

ReleaseRoadmap

Theme1• Feature1• Feature2a

Theme2• Feature3• Feature2b

10

3 4 5 6 7 8 9 10 11 12

32

2weeks

~12‐16weeks

~4‐6weeks

Page 8: Class5 Scaling And Strategic Planning

AffinityEs6ma6ng

•  Breakupintosmallteamsof2‐4•  Discuss2‐3storiessothereisasenseofthem•  Findanini6alcompara6vestory

–  IfteamisalreadySprin6ng,findasmall‐ishonealreadycompletedthatwasareallygoodes6mate;usethates6mate

–  Findafullyunderstandablestoryandfullytaskitout;calliteithera2ora3

•  Withoutconversa6on,theen6reteamputsallthestoriesonabigwall–  smallestattherightandlargestonthele>comparedtoini6alstory–  Anyonecanmoveanyoneelse’sstoryposi6on

•  Asac6vitysubsides,putascalednumberlineup•  Secleones6matesforboundarystoriesandepics

Ini6alCompara6veStory

Isthisa3ora5?

Isthisan8ora13?

Isthisa5oran8?

Whatabouttheseepics?

Page 9: Class5 Scaling And Strategic Planning

Mul6pleteams

9

•  Synchronizewithinteams•  Synchronizeacrossteams

9:00AM9:30AM

9:30AM10:00AM

10:30AM11:00AM

Daily Scrums per Team Scrum Team 1

Scrum Team 2

Scrum Team 3

Scrum of Scrums

Page 10: Class5 Scaling And Strategic Planning

ThreeLevelsofSynchroniza6on

10

Reproduced with permission from Mike Cohn,Mountain Goat Software, 2003

Coordinating Scrum Or MetaScrum

Scrum of Scrums

Daily Scrums

Page 11: Class5 Scaling And Strategic Planning

TheABC’sofScrum

11

Type A Type B Type C

Documents Product Backlog Sprint Backlog Burndown Chart

Release Roadmap Product Backlog Sprint Backlog Burndown Chart

Resource Plan Release Roadmap Product Backlog Sprint Backlog Burndown Chart

Ceremonies Sprint Planning Daily Meeting Sprint Review

Multi-level Planning Daily Meeting Scrum of Scrums Sprint Review

MetaScrum Multi-level Planning Scrum of Scrums Daily Meeting Sprint Review

Roles Product Owner Scrum Master Team

Chief Product Owner Product Owners Uber Scrum Master Scrum Masters Teams

Chief Product Owner Product Owners Uber Scrum Master Scrum Masters Teams

Source:JeffSutherland

Page 12: Class5 Scaling And Strategic Planning

HowDoWeSetaContextforEmpoweredLeadership?

Page 13: Class5 Scaling And Strategic Planning

Integra6onScrumTeamModel

Page 14: Class5 Scaling And Strategic Planning

SingleBacklogModel

Page 15: Class5 Scaling And Strategic Planning

Exercise:YourTeamOrganiza6on

•  Howareyourteamsorganizedcurrently?•  Whichmodelwouldworkbecerforyourorganiza6onandwhy?

•  Howwouldyouneedtoreorganizeteamsinordertoaccommodatethenewmodel?

•  Whatobstaclesarekeepingyoufromgoingtowardsthenewmodel?

•  Debriefwiththeen6regroup•  15‐minute6mebox

Page 16: Class5 Scaling And Strategic Planning

ScalingRecommenda6ons•  Correlateteamorganiza6ontosubsystemsormoduleswith

minimalcross‐over•  Implementdevelopmentinfrastructuretosupportthenumberand

loca6onofdeveloperssoitactsasasingledevelopmentenvironment

•  Implementmee6ngandcommunica6oninfrastructureop6mizedfornumberandloca6onofteams

•  Developstandards,guidelines,trainingcourses,templates,andframeworkstominimizethecoordina6onrequiredforintendedscaling

•  Developcoordina6onmechanismsformul6pleteams•  Ensureeachteamhassufficientresources,carefullyconsidershared

resources•  Implementwaystodevelopacommoncultureacrossteams

16

Page 17: Class5 Scaling And Strategic Planning

DispersedTeamRecommenda6ons•  Co‐locatetheteamaso>enaspossible,especiallyatincep6onand

keymilestones•  Rotatemembersaround•  Investin(andplanfor)toolsthatprovideasharedenvironment•  Plantoexperiment•  Establishasingleglobalinstanceofprojectassets,easilyaccessible

byall•  Tryvirtualteambuilding(teamwikiw/bios&photos)•  Establishknownhours,withasmuchoverlapaspossible•  Applyhighcohesionandlowcouplingtoalloca6onofworktosites•  Developasharedteamvocabulary•  Don'tletanyonegodark•  ApplyScrum‐of‐Scrumsconceptwhenmassremotemee6ngsare

unproduc6ve

17

Page 18: Class5 Scaling And Strategic Planning

NotesontheMeta‐Scrum•  UnliketheScrumofScrums(whereteamssynchronizeandcoordinatewiththepurposeof

execu6ngontheBacklog),•  TheMeta‐Scrumfocusesonexecu6ngontheroadmapandthestrategywhileelimina6ngside

channelconversa6onsaboutthereleasesandtheroadmap.Itisagapreduc6onexercise.•  ItisownedbytheChiefProductOwner,whocomesinwiththeplan.Thepar6cipantsactlikea

BoardofDirectorsfortheProductOwnerwhoreviewsandapprovestheplan.•  Thepar6cipantsmusthavetheauthoritytomakedecisions.Ifsomeoneismissing,thatperson

mustactinagreementwiththedecisionsmadeinthemee6ng.•  SuccessfulMeta‐Scrumsprovideconsistentanswerstotheques6on:"DoesaChiefProductOwner's

ProductBackloghaveconsentofalltheStakeholders?"•  TheChiefProductOwnercomesintointheMeta‐Scrumwiththeplan,discussingwhatismeantby

plan,roadmap,productbacklogandothernames.Whateveryouuse,haveitclearlydefined.

•  IndicatorsforwhenaMeta‐Scrumisneeded:–  Organiza6onneedstoreducechaos–  Needconsentathighestleveloftheorganiza6on–  Balancingmul6pleprojects–  Mul6pleorganiza6onalareasneedalignment–  Youareinanenvironmentwherechangehappens(therearesurprises)

18hcp://scrumalliance.pbwiki.com/The+Meta‐Scrum

Page 19: Class5 Scaling And Strategic Planning

THE5LEVELSOFPLANNINGGoingBeyondtheSprinttoStrategicProductPlanning

Page 20: Class5 Scaling And Strategic Planning

PlanningatMul6pleLevels

•  ProductVisioning•  ProductRoadmap

•  ReleasePlan•  SprintPlan•  DailyCommitment

Source:HubertSmits

Page 21: Class5 Scaling And Strategic Planning

PlanningatMul6pleLevels

21

Page 22: Class5 Scaling And Strategic Planning

Crea6ngMemorableVisions

•  ElevatorStatement:–  FOR(targetcustomer)–  WHO(statementoftheneed)–  THE(productname)isa

(productcategory)–  THAT(productkeybenefit,

compellingreasontobuy).–  UNLIKE(primarycompe66ve

alterna6ve),–  OURPRODUCT(final

statementofprimarydifferen6a6on)

•  ProductBox:

Page 23: Class5 Scaling And Strategic Planning

Potentially Shippable Product Increment

24hours

TheExtendedScrumFramework

SprintRetrospec-ve

Sprint Backlog

Sprint

ProductBacklog

Vision

Q2 Q3 Q4

Product Roadmap

ReleasePlan

SprintPlanningSprintReview&

Sprint 1

DailyScrumor“Standup”

Page 24: Class5 Scaling And Strategic Planning

ProductRoadmap

•  TheProductOwner:–  Communicatesthewhole– Determineswhenreleasesareneeded– Determineswhatfunc6onalityissufficient–  Focusesonbusinessvaluederivedfromthereleases

•  Deliveryteam–  Seesthewhole–  Learnsaboutthesteps–  Learnsthebusinesspriori6es–  Providestechnicalinputtotheroadmap

24

Page 25: Class5 Scaling And Strategic Planning

ProductRoadmap–anexample

Phosphorus2006.5

Agile PM

•  Associate Iterations with Releases

System Mgmt. • Hierarchical Stories • Daily Defect Metrics

Comm. & Collaboration

Platform •  Tab Customization & Web

Tabs

• Forallusers,enhanceflexibilityofrequirementshierarchy

• ProvideConfigurableEdiXons

June3,‘06 July8,‘06 Aug12,‘06

Agile PM

•  Agile Product Manager

System Mgmt. •  Ajax-Enabled Detail Pages

Comm. & Collaboration

Platform •  Improved UI

Responsiveness •  Improved Navigation

• Forallusers,improveusability,navigaXonandinformaXonpresentaXon.

Agile PM

• Defect Dropdown Customization

•  Task Ranking

System Mgmt. • Defect Close Rate Metrics

Comm. & Collaboration • User Filterable

Notifications

Platform •  Shared Custom Views

• ForRallycustomers,implementsomeofthemostrequestedenhancements

Aluminum2006.3

Silicon2006.4

*Rally Agile Pro Edition only

April8,‘06

Agile PM

•  Custom Enumerations • Unified Backlog Planning • New Release Status View

System Mgmt.

Comm. & Collaboration

Platform • UI Consistency

• Forallusers,improvecustomizaXonandconsistency.

• ForProductOwners,improveRoadmap,andReleasePlanning.

Magnesium2006.2

Page 26: Class5 Scaling And Strategic Planning

ReleaseasaseriesofSprints•  Areleasecomprisesmul6pleitera6ons

•  Eachitera6oncanbethoughtofasasame‐sizedbox

•  Storiesofdifferentsizes(points)areputintoeachboxun6litisfull

•  Thesizeoftheboxistheplannedvelocity

Source:“AgileEs-ma-ngandPlanning,”byMikeCohn

Page 27: Class5 Scaling And Strategic Planning

IteraXon

Condi6onsofSa6sfac6on(backlog,

schedule)

Itera6onplanning

Development Productincrement

Condi6onsofSa6sfac6on

(backlog,budget,schedule)

Release

ReleasePlanning

AnAgileApproachtoPlanning

Source:“UserStoriesApplied”and“AgileEs-ma-ngandPlanning,”byMikeCohn

Feedback

Feedback

Page 28: Class5 Scaling And Strategic Planning

AnAgileReleasePlan

Asafrequentflyer,Iwantto…

Asafrequentflyer,Iwantto…

Asafrequentflyer,Iwantto…

Asafrequentflyer,Iwantto…

Asafrequentflyer,Iwantto…

Asafrequentflyer,Iwantto…

Asafrequentflyer,Iwantto…

Asafrequentflyer,Iwantto…

Asafrequentflyer,Iwantto…

Asafrequentflyer,Iwantto…

Asafrequentflyer,Iwantto…

Asafrequentflyer,Iwantto…

Asafrequentflyer,Iwantto…

Asafrequentflyer,Iwantto…

Asafrequentflyer,Iwantto…

Asafrequentflyer,Iwantto…

We’llbeherebytheplanneddeadline

Theloca6onofthearrowisdeterminedbyteamvelocityandthenumberofremainingitera6ons

PrioriXzedProductBacklog

Sprintn+1

Sprintn+2

Source:“AgileEs-ma-ngandPlanning,”byMikeCohn

Sprintn+3

Page 29: Class5 Scaling And Strategic Planning

0

10

20

30

40

1 2 3 4 5 6 7 8 9IteraXons

Velocity

Lastobserva6on=36

Mean(Last8)=33Mean(Worst3)=28

Source:“AgileEs-ma-ngandPlanning,”byMikeCohn

Velocity

Page 30: Class5 Scaling And Strategic Planning

DerivingDura6onUsingVelocity

Asafrequentflyer,Iwantto…

Asafrequentflyer,Iwantto…

Asafrequentflyer,Iwantto…

Asafrequentflyer,Iwantto…

Asafrequentflyer,Iwantto…

Asafrequentflyer,Iwantto…

Asafrequentflyer,Iwantto…

Asafrequentflyer,Iwantto…

Asafrequentflyer,Iwantto…

Asafrequentflyer,Iwantto…

Asafrequentflyer,Iwantto…

Asafrequentflyer,Iwantto…

Asafrequentflyer,Iwantto…

Asafrequentflyer,Iwantto…

Asafrequentflyer,Iwantto…

Asafrequentflyer,Iwantto…

Atourslowestvelocitywe’llfinishhere

PrioriXzedProductBacklog

Itera6

on1

Itera6

on2

Atourcurrentvelocitywe’llfinishhere

Atourlong‐termaveragewe’llfinishhere

Page 31: Class5 Scaling And Strategic Planning

SezngupforReleasePlanning•  WhatisthepurposeyouhopetoaccomplishwithAgilerelease

planning?•  Doyouhaveareleasethemeorthemes?•  Whatisthecurrentstateoftheteam?•  Doyouhaveavelocity?•  DoyouhaveagoodDefini6onofDone?•  DoyouhaveaProductBacklog?•  IstheProductBacklogPriori6zedbytheProductOwner?•  IstheProductBacklogEs6matedbythewholeteam?•  WilltheProductOwner(s)andwholeteambeinacendance?•  Willkeymembersbeinacendance(Architects,Opera6ons,QA,

ProductMarke6ng,PMO,etc)?•  WhathaveInotaskedthatisimportanttoknow?

Page 32: Class5 Scaling And Strategic Planning

ReleasePlanningSession•  ConductaReleasePlanningMee6ngcollabora6velywiththewhole

team(productowner,deliveryteam,stakeholders)•  Planfora1‐dayevent(2daysforVERYlargeprograms)•  Puteachfeatureonanindexcard(post‐itnotes)•  Physicallyarrangethepriori6zedfeaturesintotheReleases•  Forthefirstrelease,physicallyarrangethepriori6zedfeaturesinto

the3or4groupingsthatrepresenttheSprints•  Postalldecisions,risks,ac6ons(andifnecessary,assump6ons)on

thewall•  Considerappropriatebuffersandtradeoffmatrixbefore

commitment•  Biggestrisk:ProductOwnermusthaveapriori6zedProduct

Backlog!!

Page 33: Class5 Scaling And Strategic Planning

ReleaseBurn‐up

33

Page 34: Class5 Scaling And Strategic Planning

Informa6onRadiators:Big=Beau6ful!ASampleTaskBoard

© 2007 SolutionsIQ - v15 34

Page 35: Class5 Scaling And Strategic Planning

Anothersampletaskboard

35

Page 36: Class5 Scaling And Strategic Planning

Projectrepor6ng

•  Minimizerepor6ng•  Whatgetsmeasuredgetsdone•  Makeitvisible•  Possiblemetrics:

–  Currentburndownchart(s)–  Sprintgoalsandchangestothegoals–  Defects–inflow,ou|lowand#opendefectsperweek–  Buildqualityperday/week–  Numberoftests/testspassedperday/week–  VelocityoverthelastxSprints–  Ac6onitems,risks

36

Page 37: Class5 Scaling And Strategic Planning

EndOfSprintDataStarting/Ending Metrics

Page 38: Class5 Scaling And Strategic Planning

SCRUMSPIRITNotJustFollowingaProcess

Page 39: Class5 Scaling And Strategic Planning

ScrumEssen6als

•  Elaboratefeaturesjust‐in‐6mefortheSprint,notwhileintheProductBacklog

•  ProductOwnerstaysengagedday‐to‐dayfortheelabora6onandacceptanceoffeatures

•  Teamsareself‐organizingandcross‐func6onal:everyoneisresponsiblefortheSprintcommitment

•  Donemeanstested,integratedcode&documenta6onandacceptedbytheproductowner

•  ReducedefectloggingbyalwaysmovingtofullytestedcodeintheSprint

•  Ensurethatso>wareisalwaysclosetoshippable

39

Page 40: Class5 Scaling And Strategic Planning

WhatCanCauseScrumAdop6ontoFail?

•  Ineffec6veuseoftheretrospec6ve•  Inabilitytogeteveryoneintheplanningmee6ngs•  Failuretopayacen6ontotheinfrastructurerequired•  BadScrumMasters•  Unavailableproductowner,ortoomanyproductownerswhocan’t

agree•  Rever6ngtoform•  Obtainingonly“checkbookcommitments”fromexecu6ve

management•  Teamslackingauthorityanddecision‐makingability•  Nothavinganonsiteevangelistforremoteloca6ons•  Aculturethatdoesnotsupportlearning•  Theembraceofdenialinsteadofthebrutaltruth

40“11WaysAgileAdop6onFails”–JeanTabakahcp://www.s6ckyminds.com/s.asp?F=S12384_COL_2

Page 41: Class5 Scaling And Strategic Planning

CulturalChange:TheHardPart

Old Organization New Organization Centralized Distributed Unified perspective Diversified perspective

Original meaning Emergent meaning Analytical Creative Analysis to action Learning by doing Certain Uncertain Strategy concept Local action Authoritative Participative Hierarchical Flat

41 Olson,Edwin&Eoyang,Glenda

Page 42: Class5 Scaling And Strategic Planning

GlossaryofTerms

Page 43: Class5 Scaling And Strategic Planning

GlossaryofTerms•  DailyScrumMee6ng

–  Afi>een‐minutedailymee6ngforeachteammembertoanswerthreeques6ons:"WhathaveIdonesincethelastScrummee6ng?(i.e.yesterday)";"WhatwillIdobeforethenextScrummee6ng?(i.e.today)";"Whatpreventsmefromperformingmyworkasefficientlyaspossible?"TheScrumMasterensuresthatpar6cipantscallsidebarmee6ngsforanydiscussionsthatgotoofaroutsidetheseconstraints.

•  Impediments–  Anythingthatpreventsateammemberfromperformingworkasefficientlyaspossibleisanimpediment.

EachteammemberhasanopportunitytoannounceimpedimentsduringthedailyScrummee6ng.TheScrumMasterischargedwithensuringimpedimentsgetresolved.ScrumMasterso>enarrangesidebarmee6ngswhenimpedimentscannotberesolvedonthespotinthedailyScrummee6ng.

•  ProductBacklog–  Theproductbacklog(or"backlog")istherequirementsforasystem,expressedasapriori6zedlistofproduct

backlogItems.Theseincludedbothfunc6onalandnon‐func6onalcustomerrequirements,aswellastechnicalteam‐generatedrequirements.Whiletherearemul6pleinputstotheproductbacklog,itisthesoleresponsibilityoftheproductownertopriori6zetheproductbacklog.DuringaSprintplanningmee6ng,backlogitemsaremovedfromtheproductbacklogintoasprint,basedontheproductowner'spriori6es.

•  ProductBacklogItem–  InScrum,aproductbacklogitem("PBI","backlogitem",or"item")isaunitofworksmallenoughtobe

completedbyateaminoneSprintitera6on.Backlogitemsaredecomposedintooneormoretasks.

Page 44: Class5 Scaling And Strategic Planning

GlossaryofTerms•  ProductBacklogItemEffort

–  SomeScrumprac66onerses6matetheeffortofproductbacklogitemsinidealengineeringdays,butmanypeoplepreferlessconcrete‐soundingbacklogeffortes6ma6onunits.Alterna6veunitsmightincludestorypoints,func6onpoints,or"t‐shirtsizes"(1forsmall,2formedium,etc.).Theadvantageofarbitraryunitsisthey'reexplicitaboutthedis6nc6onthatproductbacklogitemeffortes6matesarenotes6matesofdura6on.Also,es6matesatthislevelareroughguessesthatshouldneverbeconfusedwithactualworkinghours.Notethatsprinttasksaredis6nctfromproductbacklogitemsandtaskeffortremainingisalwayses6matedinhours.

•  ProductOwnerRole–  InScrum,asinglepersonmusthavefinalauthorityrepresen6ngthecustomer'sinterestin

backlogpriori6za6onandrequirementsques6ons.Thispersonmustbeavailabletotheteamatany6me,butespeciallyduringthesprintplanningmee6ngandthesprintreviewmee6ng.

•  Release–  Thetransi6onofanincrementofpoten6allyshippableproductfromthedevelopmentteam

intorou6neusebycustomers.Releasestypicallyhappenwhenoneormoresprintshaveresultedintheproducthavingenoughvaluetooutweighthecosttodeployit.

•  ReleaseBurndownChart–  InScrum,thereleaseburndownchartisa"bigpicture"viewofarelease'sprogress.Itshows

howmuchworkwasle>todoatthebeginningofeachsprintcomprisingasinglerelease.Thescopeofthischartisasinglerelease;however,aproductburndownchartspansallreleases.

Page 45: Class5 Scaling And Strategic Planning

GlossaryofTerms•  ScrumMasterRole

–  TheScrumMasterisafacilitatorfortheteamandproductowner.Ratherthanmanagetheteam,theScrumMasterworkstoassistboththeteamandproductownerinthefollowingways:

•  Removethebarriersbetweenthedevelopmentandtheproductownersothattheproductownerdirectlydrivesdevelopment.

•  Teachtheproductownerhowtomaximizereturnoninvestment(ROI),andmeethis/herobjec6vesthroughScrum.•  Improvethelivesofthedevelopmentteambyfacilita6ngcrea6vityandempowerment.•  Improvetheproduc6vityofthedevelopmentteaminanywaypossible.•  Improvetheengineeringprac6cesandtoolssothateachincrementoffunc6onalityispoten6allyshippable.•  Keepinforma6onabouttheteam'sprogressuptodateandvisibletoallpar6es.

•  Sprint–  Anitera6onofworkduringwhichanincrementofproductfunc6onalityisimplemented.Bythebook,an

itera6onlasts30days.Thisislongerthaninotheragilemethodstotakeintoaccountthefactthatafunc6onalincrementofproductmustbeproducedeachsprint.Thesprintstartswithaone‐daysprintplanningmee6ng.ManydailyScrummee6ngsoccurduringthesprint(oneperday).Attheendofthesprintwehaveasprintreviewmee6ng,followedbyasprintretrospec6vemee6ng.

•  SprintBacklog–  Definestheworkforasprint,representedbythesetoftasksthatmustbecompletedtorealizethesprint's

goals,andselectedsetofproductbacklogitems.•  SprintBurndownChart

–  Asprintburndownchart(or"sprintburndowngraph")depictsthetotaltaskhoursremainingperday.Thisshowsyouwhereyourteamstandsregardingcomple6ngthetasksthatcomprisetheproductbacklogitemsthatachievethegoalsofthesprint.TheX‐axisrepresentsdaysinthesprint,whiletheY‐axisiseffortremaining(usuallyinidealengineeringhours).Ideallythechartburnsdowntozerobytheendofthesprint.

Page 46: Class5 Scaling And Strategic Planning

GlossaryofTerms•  SprintGoals

–  Sprintgoalsaretheresultofanego6a6onbetweentheproductownerandthedevelopmentteam.Meaningfulgoalsarespecificandmeasurable.Insteadof"Improvescalability"try"Handlefive6mesasmanyusersasversion0.8."Scrumfocusesongoalsthatresultindemonstrableproduct.Theproductownerisen6tledtoexpectdemonstrableproduct(howeversmallorflimsy)star6ngwiththeveryfirstSprint.Initera6vedevelopment,subsequentSprintscanincreasetherobustnessorsizeofthefeatureset.Haveyourteamcommittogoalsthatanyonewillbeabletoseearemet(ornotmet)attheendofthesprint.Atsprintreviewmee6ngs,thesprintdemonstra6onisconducteda>erwhichtheteamaskstheproductownerwhether(s)hefeelsthegoalsweremet.Whilesomespecificproductbacklogitemsmaynotbedoneattheendofasprint,itshouldbeveryunusualforateamnottomeetitssprintgoals.Scrumrequirestheteamtono6fytheproductownerassoonasitbecomesawareitwillnotmeetitsgoals.

•  SprintPlanningMee6ng–  TheSprintplanningmee6ngisanego6a6onbetweentheteamandtheproductowneraboutwhattheteam

willdoduringthenextsprint.Theproductownerandallteammembersagreeonasetofsprintgoals,whichisusedtodeterminewhichproductbacklogitemstocommitfromtheuncommicedbacklogtothesprint.TheteamwillthenbreakthebacklogItemsdownintotasks.

•  SprintRetrospec6veMee6ng–  Thesprintretrospec6vemee6ngisheldattheendofeverysprinta>erthesprintreviewmee6ng.Theteam

andScrumMastermeettodiscusswhatwentwellandwhattoimproveinthenextsprint.Theproductownerdoesnotacendthismee6ng.

Page 47: Class5 Scaling And Strategic Planning

GlossaryofTerms•  SprintTask

–  InScrum,asprinttask(ortask)isaunitofworkgenerallybetweenfourandsixteenhours.Teammembersvolunteerfortasks.Theyupdatethees6matednumberofhoursremainingonadailybasis,influencingthesprintburndownchart.Tasksarecontainedbybacklogitems.

•  Team–  Ateam(or"Scrumteam")isop6mallycomprisedofsevenplusorminustwopeople.For

so>waredevelopmentprojects,theteammembersareusuallyamixofso>wareengineers,architects,programmers,analysts,QAexperts,testers,UIdesigners,etc.Thisiso>encalled"cross‐func6onalprojectteams".Agileprac6cesalsoencouragecross‐func6onalteammembers.

•  TeamMember–  InScrumparlance,ateammemberisdefinedasanyoneworkingonsprinttaskstowardthe

sprintgoal.•  Velocity

–  InScrum,velocityishowmuchproductbacklogeffortateamcanhandleinonesprint.Thiscanbees6matedbyviewingprevioussprints,assumingtheteamcomposi6onandsprintdura6onarekeptconstant.Itcanalsobeestablishedonasprint‐by‐sprintbasis,usingcommitment‐basedplanning.Onceestablished,velocitycanbeusedtoplanprojectsandforecastreleaseandproductcomple6ondates.

Page 48: Class5 Scaling And Strategic Planning

Ar6cles•  “AgileEVM–EarnedValueManagementTheAgileWay,”TamaraSulaiman,AgileJournal,Jan.8,

2007.hcp://www.agilejournal.com/ar6cles/ar6cles/agileevm‐%96‐earned‐value‐management‐the‐agile‐way.html

•  “AgileProcessandSelfOrganiza6on,”KenSchwaber,www.controlchaos.com,hcp://www.controlchaos.com/download/Self%20Organiza6on.pdf

•  “AgileTop‐Down:StrikingaBalance,”BryanStallings,AgileJournal,Mar.12,2007.hcp://www.agilejournal.com/ar6cles/ar6cles/agile‐top%11down%3a‐striking‐a‐balance.html

•  “EstablishingandMaintainingToptoBocomTransparencyUsingtheMeta‐Scrum,”BrentBarton,AgileJournal,Oct.6,2007.hcp://www.agilejournal.com/ar6cles/ar6cles/establishing‐and‐maintaining‐top‐to‐bocom‐transparency‐using‐the‐meta%11scrum.html

•  “MakingtheDate,”RonJefferies,xprogramming.com,Nov.10,2005.hcp://www.xprogramming.com/xpmag/jatmakingthedate.htm

•  “TheNewNewProductDevelopmentGame,”TakeuchiandNonaka,HarvardBusinessReview,Jan.1,1986.hcp://harvardbusinessonline.hbsp.harvard.edu/b02/en/common/item_detail.jhtml?id=86116

•  “WantBecerSo>ware?JustAsk:SevenThingsProjectCustomersCanDo,”MikeCohn,BecerSo>ware,March2004.hcp://www.mountaingoatso>ware.com/system/ar6cle/file/9/WantBecerSo>ware.pdf

Page 49: Class5 Scaling And Strategic Planning

OnlinePresenta6ons•  “AgileEs6ma6on”byMikeCohn

hcp://video.google.com/videoplay?docid=9061050925476245469&q=+site%3Avideo.google.com&total=101&start=0&num=10&so=0&type=search&plindex=3

•  “AgileProjectManagementPlanningandBudgezng”byDavidHussmanhcp://www.infoq.com/presenta6ons/Agile‐planning‐and‐budgezng

•  “AgileQuality:ACanaryinaCoalMine”byKenSchwaberhcp://www.infoq.com/presenta6ons/agile‐quality‐canary‐coalmine

•  “AgileRetrospec6ves:MakingGoodTeamsGreat”byEstherDerbyandDianaLarsenhcp://video.google.com/videoplay?docid=‐7910406883328902493

•  “HowtoPlanProjectswithDistributedTeams”byHubertSmitshcp://video.google.com/videoplay?docid=2259483443972461251

•  Interview:JeffSutherlandon“ScrumandNot‐Scrum”hcp://www.infoq.com/interviews/jeff‐sutherland‐scrum‐rules

•  “ScrumMaster:KenSchwaber’sTopTips”hcp://www.scrum‐master.com/top6ps/flash.html

•  “TheRootsofScrum”byJeffSutherlandhcp://www.infoq.com/presenta6ons/The‐Roots‐of‐Scrum

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OtherUsefulLinks•  Agile&ScrumTraining:hcp://www.solu6onsiq.com/scrum/training_events.html•  AgileAlliancewebsite:www.agilealliance.org•  AgileJournal:www.agilejournal.com•  AgileManifesto:www.agilemanifesto.org•  AgileProductManagement:

hcp://allaboutproductmanagement.blogspot.com/2007/04/agile‐product‐management.html

•  BecerSo>wareMagazineandwww.s6ckylecer.com•  ExtremeProductMgmt.:

hcp://www.pragma6cmarke6ng.com/publica6ons/topics/06/0606sj•  InfoQ–InternetSo>wareDevelopmentCommunity:www.infoq.com•  JeffSutherland’swebsite:www.jeffsutherland.com•  KenSchwaber’swebsite:www.controlchaos.com/•  MikeCohn’swebsites:www.mountaingoatso>ware.com,www.planningpoker.com•  RonJeffrey’swebsite:www.xprogramming.com•  ScrumAlliancewebsite:www.scrumalliance.com