Certified Scrum Training Boris Gloger

presented by

Certified ScrumMaster 2008

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2

GOAL: DELIVER A BROCHURE FOR THE EARTH TOURIST BOARD LOCATED ON MARS

• Create cover art, brand, and/or logo

• Define major topics for Martian tourism

• Describe “Art Interests in Europe” tour

• Describe a tour based on photosynthesis

• Outline a “7 wonders of the world” expedition

• Set prices for the tours• Outline warning messages

(gravity, oxygen, fungi,etc.)• Suggest clothing options• Explain travel options to/

from Mars

“Equally responsible for the initiation of project with predefined failure is management that insists upon having fixed commitments from programming personnel prior to the latter’s understanding what the commitment are for. Too frequently, management does not realize that in asking the staff for “the impossible”, the staff will feel the obligation to respond out of respect, fear or misguided loyalty. Saying “no” to the boss frequently requires courage, political and psychological wisdom, and business maturity that comes with much experience.”

-- The Management of Computer Programming Projects" by Charles Lecht. 1967

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Introduction

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Philosophy and Soziology

EDS | BroadVision | ONE

France | Germany | Austria

1st Certified ScrumTrainer

SPRiNT iT

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Hand-Outs:- Presentation

- Photos

What is a ScrumMaster?

What is Scrum?

15

Scrum is not a ....

You will get a new mindset!

Agenda and Topics

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Day 1

09:00 - Start10:30 - Break12:30 - Lunch Break15:00 - Break17:00 - Short Break18:00 - EndDay 2

Start tomorrow - 08:30

Topics

Retrospectives

History

Complexity

Principles

Scrum Flow

Roles & Responsibilities

Scaling

Velocity Game

Planning

Estimation

Done

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RULES

NOKIA - TEST

1. Do they deliver working software at the end of each Sprint (less than 4 weeks) that is tested at the feature level.

NOKIA - TEST

2. Do they do just enough specficiation before starting a Sprint and is their Product Backlog ready?

NOKIA - TEST

3. Do they have a Product Owner. A Product Backlog? Is it estimated by the team?

NOKIA - TEST

4. Does the team have a burndown chart and does the team know their velocity?

NOKIA - TEST

5. Is their team free from disruption during the Sprint?

Deliver ball points

26

As a group, deliver as many ball points as possible.

Timebox 2 min.

HEARTBEATRETROSPECTIVES

Learning from the past for the future

Storytelling

The Secret of Gravity

Disappointment of Expectations

stops Learning!Blaming

1 2

4 5

3

6

-- Norman Kerth , Project Retrospectives

“Regardless of what we discover, we understand and truly believe: that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand.”

Timeline telling the tale

What Went WELL?

IMPROVE!

SCRUMMASTERTEAM MEMBER

PRODUCT OWNERORGANISATION

SORTINGPRIORITIZING

RANKING

INPUT FOR SPRINT PLANNING

less than 90 min!

N Ø T IN THE TEAM ROOM

everybody the team invites

Roles / Responsibilities

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Scrum RolesScrum Roles are Responsibilites of a process not positions in an enterprise

Responsibilities of this role

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S c r u m M a s t e r


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Shepherding the team,


48



Working with the Product Owner


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Removing impediments,


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Keeping the process moving, and


48





Keeping the process moving, and

Socializing Scrum to the greater organization


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49

T e a m


49

T e a m

• Estimating size of backlog items,


49

T e a m


• Committing to increments of deliverable software


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T e a m



• – and delivering it.


49

T e a m




• Tracking own progress (with Scrum Master).


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T e a m




• Tracking own progress (with Scrum Master).

• Self-organizing – but accountable to the product owner for delivering as promised.


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50

P r o d u c t O w n e r


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• Working on a shared vision


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• Gathering requirements


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• Managing and prioritizing the Product Backlog


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• Accepting the software at the end of each iteration


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• Managing the release plan


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• Managing the release plan

• The profitability of the project (ROI)


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Team

Manager

Kunde

Anwender

ScrumMaster

Product Owner

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Company in USA: Portal Company

5 Product Owners: News, Email, Products, Security, Infrastructure

1 Scrum Development Team, 9 people

1 integrated product: Portal.

What kind of problems do you get, if the ScrumMaster is part of the team?

Impediment backlog

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Impediment backlog

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Exercise:

•What kind of impediments can you think of?

•Create a list of current impediments in your organization

Timebox 5 min

History of Agile

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Product Vision

agile foundation

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• The New New Product Development Game, by Nonaka and Takeushi

•Lean Management, Deming and Juran

• Iterative and incremental

development, Barry Boehm

• First Implemenations, Jeff Sutherland

HBRJANUARY–FEBRUARY 1986

The New New ProductDevelopment Game

Hirotaka Takeuchi and Ikujiro Nonaka

The rules of the game in new product develop-ment are changing. Many companies havediscovered that it takes more than the ac-

cepted basics of high quality, low cost, and differen-tiation to excel in today’s competitive market. It alsotakes speed and flexibility.

This change is reflected in the emphasis companiesare placing on new products as a source of new salesand profits. At 3M, for example, products less thanfive years old account for 25% of sales. A 1981 surveyof 700 U.S. companies indicated that new products

would account for one-third of all profits in the 1980s,an increase from one-fifth in the 1970s.1

This new emphasis on speed and flexibility callsfor a different approach for managing new productdevelopment. The traditional sequential or “relayrace” approach to product development—exempli-fied by the National Aeronautics and Space Admin-istration’s phased program planning (PPP) system—may conflict with the goals of maximum speed andflexibility. Instead, a holistic or “rugby” approach—where a team tries to go the distance as a unit, passing

Copyright © 1986 by the President and Fellows of Harvard College. All rights reserved.

In today’s fast-paced, fiercely competitive world of com-mercial new product development, speed and flexibilityare essential. Companies are increasingly realizing thatthe old, sequential approach to developing new productssimply won’t get the job done. Instead, companies in Japanand the United States are using a holistic method—as inrugby, the ball gets passed within the team as it moves asa unit up the field.

This holistic approach has six characteristics: built-ininstability, self-organizing project teams, overlapping de-velopment phases, “multilearning,” subtle control, andorganizational transfer of learning. The six pieces fit to-gether like a jigsaw puzzle, forming a fast flexible processfor new product development. Just as important, the newapproach can act as a change agent: it is a vehicle forintroducing creative, market-driven ideas and processesinto an old, riged organization.

Mr. Takeuchi is an associate professor and Mr. Nonaka,a professor at Hitotsubashi University in Japan. Mr.Takeuchi’s research has focused on marketing and globalcompetition. Mr. Nonaka has published widely in Japanon organizations, strategy, and marketing.

Authors’ note: We acknowledge the contribution of Ken-ichi Imai in the development of this article. An earlierversion of this article was coauthored by Ken-ichi Imai,Ikujiro Nonaka, and Hirotaka Takeuchi. It was entitled“Managing the New Product Development Process: HowJapanese Companies Learn and Unlearn” and was pre-sented at the seventy-fifth anniversary.

Colloquium on Productivity and Technology, HarvardBusiness School, March 28 and 29, 1984.

The rules of the game in new product development are changing. Many companies have discovered that it takes more than the accepted basics of high quality, low cost, and differentiation to excel in today’s competitive market. It also takes speed and flexibility. This change is reflected in the emphasis companies are placing on new products as a source of new sales and profits. At 3M, for example, products less thanfive years old account for 25% of sales

The Knowledge-Creating Company

by Ikujiro NonakaEditor’s Note: This 1991 article helped popularize the notion of “tacit” knowledge—the valuable and highly subjective insights and intuitions that are difficult to capture and share because people carry them in their heads.

http://harvardbusinessonline.hbsp.harvard.edu/hbrol/en/includes/sasearch.jhtml?author=Ikujiro+Nonaka

http://harvardbusinessonline.hbsp.harvard.edu/hbrol/en/includes/sasearch.jhtml?author=Ikujiro+Nonaka

Yahoo Chief Product Owner – “Scrum is faster, better, cooler! It’s the way we first built software at Yahoo, yet is scalable to large, distributed, and outsourced teams.”

Complexity / Empirical Management

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step factory enterprise

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Time

Technology

unstable

Requirements

stable

known unknown

SoftwareEmergent

Every Activity in Scrum is Timeboxed!

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Stacy and Complexity

•Timebox

•Emergent

•Complexity

•Anarchy

•You need boundaries!

http://www.plexusinstitute.org/edgeware/archive/think/

main_aides3.html

http://www.plexusinstitute.org/edgeware/archive/think/main_aides3.html






It is typical to adopt the defined (theoretical) modeling approach when the underlying

mechanisms by which a process operates are reasonably well understood.

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When the process is too complicated for the defined approach, the empirical approach is

the appropriate choice

Strategic Planning / Agile Planning

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Purpose of planning?

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What is planning?

What is estimation?

Why do we do planning?

Are you successful?

What is your biggest issue in planning?

Please discuss on your tables:

Timebox 10 min

Planning is ...Planning is the (psychological) process of thinking about the activities required to create a desired future on some scale. This thought process is essential to the creation and refinement of a plan, or integration of it with other plans.

Planning is a dialogue.

Dia = through;

Logos = Word / Thinking

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http://en.wikipedia.org/wiki/Plan

http://en.wikipedia.org/wiki/Plan

The Product Backlog• Emergent

• Deliverables, Stories, Functionality Requirements

• Prioritized and Estimated

• More detailed on higher priority items

• Anyone can contribute

• Product owner is responsible for priority

• Maintained and posted visibly

• Business Plan

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size & duration

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Country-Points

Finland

Denmark

USA

China

Austria

Canada

Brazil

France

UK

Germany

Italy

Slowakia

© 2008 Objectbay So0ware & Consul9ng GmbH.

Product Backlog Iceberg

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Priority

Sprint

Release

Next Release

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Certified ScrumMaster 2008

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The End

Scrum MeetingsResults

Tactical Level Sprint Planning 1

Sprint Planning 2

Daily Scrum / Day 2

Daily Scrum / Day N

Sprint Review

Sprint Retrospective

Analysis / Pulling Backlog Items

Design

Synchronisation / Pulling Tasks

Results

Improvement

Estimation Meeting

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Estimation Meeting

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Preparation of Sprint PlanningFormal estimationSpend at least two meetings per SprintEstimate only Size not Time=> Input for Release Planing

Planning Meeting

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Planning Meeting

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Product Backlog

Team Capabilities

Business Conditions

Technology Stability

Executable ProductIncrement

Review,Consider,Organize

Next Sprint Goal

Selected ProductBacklog

Sprint Backlog

Daily Scrum Meetings

105

Daily Scrum Meetings• Daily 15 minute meeting

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Daily Scrum Meetings• Daily 15 minute meeting• Same place and time every day

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Daily Scrum Meetings• Daily 15 minute meeting• Same place and time every day• Meeting room

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Daily Scrum Meetings• Daily 15 minute meeting• Same place and time every day• Meeting room• Chickens and pigs

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Daily Scrum Meetings• Daily 15 minute meeting• Same place and time every day• Meeting room• Chickens and pigs• Three questions

105


• What have you ACHIEVED since last meeting?

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• What have you ACHIEVED since last meeting?• What will you ACHIEVE before next meeting?

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• What have you ACHIEVED since last meeting?• What will you ACHIEVE before next meeting?• What is in your way?

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• Impediments and

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• Impediments and• Decisions

105

Sprint Review

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Sprint Review

Done!

106

Sprint ReviewWhen a Team member says “done,” what does that mean?

Done!

106


Code adheres to standards, is clean, has been re-factored, has been unit tested, has been checked in, has been built, and has had a suite of unit tests applied to it

Done!

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Code adheres to standards, is clean, has been re-factored, has been unit tested, has been checked in, has been built, and has had a suite of unit tests applied to it

Development environment for this to happen requires source code library, coding standards, automated build facility, and unit test harness

Done!

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Evaluation ConsequencesRestoring unfinished functionality to the Product Backlog and prioritizing it.Removing functionality from the Product Backlog that the team unexpectedly

completed.Working with the ScrumMaster to reformulate the team.Reprioritizing the Product Backlog to take advantage of opportunities that

the demonstrated functionality presents.Ask for a release Sprint to implement the demonstrated functionality, alone

or with increments from previous Sprints.Choosing not to proceed further with the project and not authorizing another

Sprint.Requesting that the project progress be sped up by authorizing additional

teams to work on the Product Backlog.

107

Sprint Retrospective

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Running a Sprint

109

Running

30 daysTeam builds functionality that includes

product backlog and meets Sprint goalTeam self-organizes to do workTeam conforms to existing standards and

conventionsTracks progress

110

Monitoring a Sprint

111

SPRiNT Burn Down

Product Burn Down / Sprint / Release

Velocity Chart

Parking Lot Chart

News -- 50 Produkte -- 30 Schnittstellen - 10 ...

30

209

x

112

115

Hrs

Tage

Trendline

aktuelle Tendline

Sprint Ende

Abnormal termination

Sprints can be cancelled before the allotted thirty days are over

Team can cancel Sprint if they feel they are unable to meet Sprint goal

Management can cancel Sprint if external circumstances negate the value of the Sprint goal and

If a Sprint is abnormally terminated, the next step is to conduct a new Sprint planning meeting, where the reason for the termination is reviewed.

116

ScrumMaster = Change Agent

117

In 1967 I submitted a paper called "How Do Committees Invent?" to the Harvard Business Review. HBR rejected it on the grounds that I had not proved my thesis. I then submitted it to Datamation, the major IT magazine at that time, which published it April 1968.

Here is one form of the paper's thesis:

Any organization that designs a system (defined broadly) will produce a design whose structure is a copy of the organization's communication structure.

Conways Law

Scrum a Change ProcessMost projects deliver software every 6 to 18 months. Scrum reduces this to many 1 month deliveries to increase

control via inspect/adapt.

This puts stress on the team and organization, exposing underlying problems and limitations.

The ScrumMaster’s job is to prioritize these problems and help the organization overcome them to get better at software development, managing software investments, and becoming a community to work in.

119

ListeningTo listen fully means to pay close attention to what is being said beneath the words. You listen not only to the 'music,' but to the essence of the person speaking. You listen not only for what someone knows, but for what he or she is. Ears operate at the speed of sound, which is far slower than the speed of light the eyes take in. Generative listening is the art of developing deeper silences in yourself, so you can slow our

mind’s hearing to your ears’ natural speed, and hear beneath the words to their meaning.

120

ScrumMaster = Leader and Facilitator

Removing the barriers between development and the customer so the customer directly drives development

Teaching the customer how to maximize ROI and meet their objectives through Scrum

Improving the lives of the development team by facilitating creativity and empowerment

Improving the productivity of the development team in any way possible and,

Improving the engineering practices and tools so each increment of functionality is potentially shippable.

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A Day in Life of a ScrumMaster

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Ensure everyone is doing what they have agreed to do

Determine where Scrum is compared to where it could be and update your own Scrum product backlog

Work the product backlog

A dead ScrumMaster is a useless ScrumMaster and,

Use all of your senses, including common sense, and remember that you have no authority.

Impediments II

The tyranny of the waterfall

The illusion of command and control and,

The era of opacity.

123

Scrum Teams

124

Cross Functional with No “Roles”

Multi Disciplinary

5 - 9self-sustainable

Rules of Etiquette

Team should create “Teams rules”

Never use the word “you”

Be on time

Use a talking stick

No name calling

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Collaboration

The Product Owner is not enemy

Other teams need to understand that we need them

We all deliver to the same goal

Open collocated space is recommended

127

Scaling / Distributed Teams / Larger Scrum

128

PO

Anforderer aus den

Fachbereichen

TeamPO

Anforderer aus den

Fachbereichen

Team

PO

Anforderer aus den

Fachbereichen

Team

Backlog Backlog

priorisiert

Die Anforder schreiben

BI und der Po priorisiert,

erst im Sprint arbeiten

die Anforderer direkt mit

dem Team

129

Team

Marketing

Product Owner

Sales Kunde Dev. IT Kunde Kunde Kunde

Team Team Team Team

Team Team Team Team

P P P P P P

P

PPP

P

P PP

P

P P PP

P

P P P

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Common Pitfalls

131

If you do not have in place:

132


132

1. Prodcut Owner is missing

1.1.No Vision

1.2.No roadmap

1.3.No product backlog


132


1.1.No Vision

1.2.No roadmap


2. Product Backlog

2.1.Is not sized

2.2.is not estimated

2.3.is not prioritized


132


1.1.No Vision

1.2.No roadmap


2. Product Backlog

2.1.Is not sized



3. Sprint meeting

3.1.Team accepts backlog items “not ready”


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1.1.No Vision

1.2.No roadmap


2. Product Backlog

2.1.Is not sized



3. Sprint meeting


4. Sprint Interference


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1.1.No Vision

1.2.No roadmap


2. Product Backlog

2.1.Is not sized



3. Sprint meeting



5. No Burn-Down Chart


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1.1.No Vision

1.2.No roadmap


2. Product Backlog

2.1.Is not sized



3. Sprint meeting




6. No Daily Meeting


132


1.1.No Vision

1.2.No roadmap


2. Product Backlog

2.1.Is not sized



3. Sprint meeting




6. No Daily Meeting

7. No Impediment List


132


1.1.No Vision

1.2.No roadmap


2. Product Backlog

2.1.Is not sized



3. Sprint meeting




6. No Daily Meeting


8. Software not Done


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1.1.No Vision

1.2.No roadmap


2. Product Backlog

2.1.Is not sized



3. Sprint meeting




6. No Daily Meeting


8. Software not Done

9. No retrospective

What is hard about Scrum?

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1. Overwhelming details if not managed


133


2. Cross-functional team understanding


133



3. Getting a product backlog


133




4. Non-dedicated resources


133





5. Integrating support tasks


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6. Estimation / metrics


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7. Daily estimates / decomposition of work


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8. Longer term planing / coordination with other teams - conflicting priorities


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8. Longer term planing / coordination with other teams - conflicting priorities

9. Time for research / slack

"My advice is to do it by the book,get good at the practices,then do as you will.Many people want to skip to step three.How do they know? " -- Ron Jeffries

1. Shu (守:しゅ, Shu? "protect", "obey")

— traditional wisdom — learning fundamentals, techniques, heuristics,

proverb.

2. Ha (破:は, Ha? "detach", "digress") —

breaking with tradition — finding exceptions to traditional wisdom,

reflecting on their truth, finding new ways, techniques, and proverbs

3. Ri (離:り, Ri? "leave", "separate") —

transcendence — there are no techniques or proverbs, all moves are

natural

Velocity Game

135

bor!s glogerCopyright of this presentation is by Boris Gloger.

Every Certified Scrum Master, trained by Boris Gloger, is allowed to use this slide for a non commercial purpose.

Further Information you get from:

[email protected]

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Certified Scrum Training Boris Gloger

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Transcript of Certified Scrum Training Boris Gloger