Certified ScrumMaster: class desk, posters and photos
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Transcript of Certified ScrumMaster: class desk, posters and photos
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Growing Agile Leaders
Leading Agile Growth Alexey Krivitsky, CST
www.agiletrainings.eu, 2015
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Agile Coach
developer, scrum master, scrum trainer, free-rider
Alexey KRIVITSKY
www.agiletrainings.eu
1980 – present Kiev – Hamburg
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Part 1
Understanding LEAN AGILE
SCRUM
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The “Agile Umbrella”
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Annual“StateofAgile”,2015
info.versionone.com/state-of-agile-development-survey-ninth.html
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BELIEF THAT SCOPE CAN BE FIXED
[ SCOPE ]
TIME BUDGET
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1. Customersandusersknowwhattheywant.2. Itcanbedescribedwithwordsandimages.3. Engineersknowhowtobuilditinadvance.4. Nothingchanges.
Sorry….
Wouldn't IT BE NICE?
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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)
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OUR UNDERSTANDING GROWS CONSTANTLY
SCOPE
TIME BUDGET
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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
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SCOPE
[TIME] [BUDGET]
Reversing Iron Triangle Traditional Agile
PLAN DRIVEN
TIME BUDGET
SCOPE
VALUE DRIVEN
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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
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CONTINUOUS Process improvements
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KAIZEN continuous process improvements
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1930-1950
Taiichi Ohno
Deming
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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
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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
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Wastes in Software Development
1. Addmorefeaturestoarelease2. DeploytoproducNonmanually3. MakebusinessanalystswritespecificaNonsand
thenpassthemtodevelopers4. Makearchitectureconfigurableandextensible
keepinginmindpossiblefeaturesofnextreleases5. Runbug-fixingsprint(s)beforereleasing6. DotesNnglaterinsprintwhenallfeaturesaredone7. DoregressiontesNngmanually8. Collectbuglistof300+items
OMTODWSI
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The CHAOS Report
hkp://www.standishgroup.com/Reports2015
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“Allorganiza@onsareperfectlydesignedtogettheresultstheyarenowge]ng.Ifwewantdifferentresults,wemustchangethewaywedothings.”
TomNorthup
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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.
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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
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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
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Understanding Process Control
Defined Empirical
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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.
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SCRUM MANTRA:
INSPECT AND ADAPT
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Three Legs of Empirical Process Control
1. Transparency
2. Inspection
3. Adaptation
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SPRINT BACKLOG
DEV QA ACCEPTANCE
WIP READY WIP READY WIP READY
WHAT CAN YOU SAY ABOUT WORK OF THIS TEAM?
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SPRINT BACKLOG
DEV QA ACCEPTANCE
WIP READY WIP READY WIP READY
WHAT CAN YOU SAY ABOUT WORK OF THIS TEAM?
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SPRINT BACKLOG
DEV QA ACCEPTANCE
WIP READY WIP READY WIP READY
WHAT CAN YOU SAY ABOUT WORK OF THIS TEAM?
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Part 2
Understanding
The Role of a ScrumMaster
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http://www.agileproductdesign.com (Jeff Patton)
Shared documents ≠ shared understanding
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http://www.agileproductdesign.com (Jeff Patton)
Help externalize ideas and see differences
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http://www.agileproductdesign.com (Jeff Patton)
Help to have regular discussions
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http://www.agileproductdesign.com (Jeff Patton)
That will lead ultimately to shared understanding
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ACTIVELY DOES
NOTHING
SCRUMMASTER’s FIVE HATS
TEACHES & MENTORS
PROTECTS TEAM & CHALLENGES
ENVIRONMENT
ASKS QUESTIONS, HELPS EXPLORE
HELPS BUILD SHARED UNDERSTANDING
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OBSERVER
SCRUMMASTER’s FIVE HATS
MENTOR
CHANGE AGENT
COACH
FACILITATOR
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PRODUCT
OWNER
NOBODY
STAKEHOLDERS
DEVELOPMENT TEAM
SCRUMMASTER
SCRUM TEAM
Scrum Roles Are Played Properly
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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
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Fix The Cause Not Symptoms
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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
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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
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hkp://retrospecNve-cheat-sheet.com/
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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
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WHAT’S THE RESULT OF SCRUMMASTER’S WORK?
• Ahigh-performingagileteam.
• High-performingagileteams.
• AnorganizaNonofhigh-performingagileteams.
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Coaching Teamwork
Part 3
“Individuals and Interactions over Processes and Tools”
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Our goal is to change ORGANIZATIONAL culture so that agile thinking
becomes a norm.
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CULTURE
HABITS
BEHAVIORS
ENVIRONMENT
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“culture eats strategy for breakfast”
Same structure New STRATEGY
Old CULTURE
Old habits reinforced
Old behaviors triggered
Old CULTURE
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“Culture follows structure”
new Structure introduced
Old culture
New culture
New Behaviors
emerge New
Habits stick
Craig LaRman's law AND ‘large scale scrum’
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Scrum Development Team 1. small
2. Collocated
3. Cross-functional
4. Long-lived
5. Full-time members
6. Self-MANAGING
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Features vs. Components
DATABASE
BUSINESS LOGIC
API
FRONT-END
Feature
Component Tasks
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DATABASE
BUSINESS LOGIC
API
FRONT-END
Feature vs. Component Teams Cross-functional “feature” teams
Specialists
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“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.
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Level Up! The goal of a ScrumMaster is to bring the team AND ORGANIZATION to the next level of maturity.
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Maturity Model Tuckman’s Stages of Group Development
FORMING STORMING
NORMING
PERFORMING
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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!
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Be Creative!
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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 …
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Agile Leadership micro-managem
ent leadership
chaoschaos
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Coaching CUSTOMER COLLABORATION
Part 4
“Customer Collaboration over Contract Negotiation”
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Defining Product Owner AProductOwnerisnotanewnameforatradiNonalprojectmanagerwhodeliversascopeanddatecontractofwork.Rather,(s)hehastheindependentauthoritytochooseandchangecontent,releasedates,prioriNes,vision,etc.Ofcourse,(s)hecollaborateswithstakeholdersandteams,butarealP.O.hasthefinaldecision-makingauthority.
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How Many Product Owners do you need?
Acompanydevelopsaweb-shopwithserviceslike:acatalog,userprofiles,emailsubscripNons,persistentshoppingcart,paymentsandB2B-integraNonforpartnershops.HowmanyproductsdoyouidenNfy?HowmanyProductBacklogswillyouhave?HowmanyProductOwnerswillyouneed?
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OverallProductBacklogforWeb-Shop ScrumTeams SingleProductIncrement
onesprint
Scrum @SCALE: One product owner per a product
onedemoonedeploymentenvironmentonecodebase,onerepo,onemasteronesetoftests,oneconNnuousintegraNon
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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?
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Product Owner IS RESPONSIBLE FOR RETURN ON INVESTEMENTS.
SCRUM PRODUCT BACKLOG IS THE TOOL
FOR MANAGING IT.
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Product Backlog Iceberg Priority 2-3 Sprints
Release
Next Releases
Refined User Stories
Non-Refined User Stories
Epics
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PRODUCT BACKLOG SHOULD BE DEEP
Detailed Appropriately
Estimated
Emergent
Prioritized
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Types of PBIs
VISIBLE FEATURE
VISIBLE DEFECT
HIDDEN ARCHITECTURAL
FEATURE
TECHNICAL DEBT
Posi
tive
Val
ue
Visible Invisible
Nega
tive
Val
ue
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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
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MIXING WORK IN PRODUCT BACKLOG
HIDDEN TECHNICAL
DEPT VISIBLE
FEATURE
HIDDEN ARCHITECT.
IMPROVEMENT VISIBLE DEFECT
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Product Backlog Refinement Item size
Level of details
LARGE & UNREFINED
SMALL & UNREFINED
CLEAR, TESTABLE & FEASIBLE
©RomanPichler
1. ESTIMATE
2. SPLIT 3. REFINE
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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
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USER STORY FORMAT
As a <role>
I want <action>
So that <outcome>
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3Cs with user stories
Card
Conversation
Confirmation
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DEFINITION OF READY AnagreementwithinaScrumteamonwhatagoodPBIis-whenisitreadyforSprintPlanning.• Beendiscussedwithallteammembers• Valueisclear• Smallenough• Detailedenough• Canbestartednextsprint• Allinputsprovided• Noblockingissues
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I.N.V.E.S.T. in User Stories Independent
Negotiable
Valuable
Estimatable
Small
Testable
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OverallProductBacklog ScrumTeams
PaymentDB
PaymentAPI
PaymentValidaNon
PaymentUI
Technical Split
onesprint
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OverallProductBacklog ScrumTeams
PaymentDB
PaymentAPI
PaymentValidaNon
PaymentUI
Technical Split
onesprint onemoresprint onemoresprint
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INSTEAD Split BY BUSINESS VALUE
Payment
PaymentwithVisa
PaymentwithMasterCard
PaymentwithPayPal
UserisinformedifcarddataisnotOK
Useristakentosuccesspage
Useristakentoretrypage
UsercanstorehiscarddataToobigforasprint SNlltoobigforasprint
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OverallProductBacklog DevelopmentTeams
PaymentwithVisa
PaymentwithMasterCard
ConfirmaNonEmail
PaymentwithPayPal
SCRUM @SCALE
v1
1PO
CommonSprint
SinglePSPI
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Track Release Progress
Time(sprints)
Amountofwork(points)
rateofbacklogchang
e
whenyouwill
release
amountofwork
remaining
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Manage Release Scope
Time(sprints)
Amountofwork(points)
Deadline
MOVETHISMANYPOINTSTONEXTRELEASE
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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
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USER ACTIVITIES (BACKBONE) USER TASKS
(WALKING SKELETON)
time
prio
riti
es
RELE
ASES
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Benefits of Relative Estimates +Easiertoagree.+FastertoesNmate.+ThemoreyouesNmate,thefasteritgoes.+Canbeawhole-teamlearningacNvity+Makeitimpossibletoplaytheblamegame+Canbefun!(usinggameslikePlanningPoker)-Hardertoexplaintoothers-HardertoseeimpedimentsandinterrupNonsNB:EsNmaNontechniquesarenotpartofScrum
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COACHING DELIVERY
Part 5
Working Software over Comprehensive Documentation
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extreme Programming SAYS
“Ifitishard,doitmoreocen”
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Sprint Is Not Mini-Waterfalls
analyzedesign
testcode
Sprint Sprint Sprint Sprint
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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]
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Done. or Done-Done-Done?
FeatureA FeatureB FeatureD
COOL:A,BANDDAREDONE!CANWEDEPLOYTHEMNOW?
(pokerface)
OK..SOWHAT’SLEFT?
1.2.…10.
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SAMPLE Evolution of Doneness
usertestsautomated
tested,accepted
con@nuouslyintegrated
deployedtostaging
itislivefeature
byfeatureitislivebytheendof
sprint
coded,unit-tested
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Sprint commitment Product Owner and Development TeamtogetherbelieveallplannedPBIsthataretakentotheSprintcanbefinished,giventheDoDandwhatisknownuptothemoment.As soon as new informaNon is discovered thatmakestheplanunrealisNc,aDevelopmentTeamandaProductOwnerengageinadiscussionstomakenecessaryscopingdecisions.
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Agile Coach
developer, scrum master, scrum trainer, free-rider
Alexey KRIVITSKY
www.agiletrainings.eu
1980 – present Kiev – Hamburg