Course Objectives The Scrum framework Certified ... · Certified ScrumMaster 3 13 Scrum Framework...

Certified ScrumMaster

www.agilecrossing.com

1

Certified ScrumMaster Course Instructor – Roger Brown CST, CSC

Training Transition

Transformation

All slides © 2013 Roger W. Brown 2

Course Objectives

You will learn about

The Scrum framework

Common Scrum practices

ScrumMaster responsibilities and skills

And you will be eligible for ScrumMaster Certification

3

CSM Class Backlog

Welcome

Agile Principles

Scrum Execution

Flow and Focus

Scrum Planning

User Stories

Prioritization

Estimation

Long Term Planning

Class Project

ScrumMaster Duties

Team Growth

Scaling Scrum Up and Out

Scrum Adoption

Certification

Q & A

Homework

Technical Practices

Scrum Enhancers

Scrum Framework

ScrumMaster Skills

Empirical Process

4

Empirical Process

• Agile success relies on “Empirical

Process”

• Improvement comes from a continuous

learning cycle we call “Inspect and

Adapt”.

5

Continuous Improvement

Plan

Do Check

Act

Deming Cycle

Empirical Process Inspect and

Adapt

6

notes

6



2

7

Agile Principles

• Agile software development implements

Lean principles and dynamics.

• Scrum is one form of Agile, designed

initially for software development but

applicable to other kinds of work.

8

Manifesto for Agile Software Development 2001

We are uncovering better ways of developing

software by doing it and helping others do it.

Through this work we have come to value:

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

That is, while there is value in the items on

the right, we value the items on the left more.

www.agilemanifesto.org

Agile Manifesto

9

Agile Software Development

Team Based Incremental Iterative Frequent Delivery Fully Visible Production Quality Value Driven

10

Agile “Brands”

XP development

practices

Kanban workflow management

Scrum collaboration

framework

Agile

Lean

11

When to Use

Scrum Lean Startup

Waterfall Kanban

Solu

tio

n

Problem

known unknown

kn

ow

n

u

nkn

ow

n

12

notes

12



3

13

Scrum Framework

• Scrum has 4 meetings and 3 artifacts

• Scrum has 3 roles that share the

responsibility of creating value in small

increments

• The roles complement each other to

create a balanced team

14

Scrum Framework

Potentially Shippable Product

Increment

Sprint Backlog

Product Backlog

Release

Planning

Sprint

Planning

Sprint

Review Sprint

Retrospective

Daily

Scrum

1-4

weeks

15

The Scrum Team

Desired Features

Product Owner

Development Team

Product

ScrumMaster

16

Product Owner

Maximizes the value of the work done

o Sets Vision o Manages Backlog o Elaborates Features o Decides Release Dates o Reviews Work

17

Development Team Member

o 7 ± 2 o Cross functional o Full-time o Self-organizing o Empowered

Develops the product with high quality

18

ScrumMaster

o Facilitate o Protect o Coach o Teach o Administer

Helps the team be awesome



4

19

notes

19 20

Scrum Execution

• Scrum organizes work into 1-4 week time

boxes called Sprints

• Each Sprint has 4 primary meetings

• The bulk of the time is spent creating

value in the form of a product

21

Sprint Planning Meeting

Product Backlog

Sprint Backlog

Pri

ori

ty

Goal 1: What?

• Which PBIs can we commit to? • What is our Sprint Goal? Ex. Build the shopping cart

Goal 2: How?

• What tasks can we identify for each story? • How long do we think each will take?

Attended by • Product Owner, Development Team, ScrumMaster • Other interested stakeholders

Timebox to 2 hour per

week of Sprint

22

Sprint Time Box

S1

1-4 weeks

Steady cadence, fixed length Abnormal Termination If the Sprint Goal cannot or should not be reached for

unexpected reasons, stop and plan a new Sprint

Focus No one can change the Sprint plan except the

Scrum Team by adding or removing a PBI

S2 S3 S4

23

Daily Scrum

15 Min

The Three Questions What did you do yesterday? What do you plan to do today? Is anything blocking you?

24

Sample Sprint Backlog

User Story Task Work Remaining (hours)

Story Task T F M T W T F M T W T

Create Account Create home page with “create

account” link 8 8 4 2 0

Create Account Set up integration server 6 4 0

Create Account Create sign-up form 3 1 0

Create Account Create user table 2 2 0

Create Account Create user class with “create”

method to populate user table 4 4 6 1 0

Create Account Test user flow 1 1 1 1 1 0

Create Account Test failure cases 6 6 6 6 6 3 0

Login Add login form to home page 2 0

Login Create user class factory 2 2 0

Login Create error logic for bad login 2 2 2 2 2 2 2 2 0

Login Test Error Cases 2 2 2 2 2 2 2 2 2 0

Admin Add link to admin page 1 1 1 1 1 0

Admin Add user list report to admin page 4 4 4 6 6 6 4 2 0

Admin Add paging to user list 2 2 2 2 2 2 2 2 2 0

Admin Test paging edge cases 2 2 2 2 2 2 2 2 2 2 0

Work Remaining > 41 43 34 25 22 17 12 10 7 2 0

Sprint Burndown Chart

is sum of estimated work remaining

0

5

10

15

20

25

30

35

40

45

50

T F M T W T F M T W T

Wo

rk R

em

ain

ing

Initial Sprint Plan Daily Updates



5

25

Sprint Review

• Purpose • Demonstrate the completed stories

• Get feedback from the Stakeholders

• Attendees • Product Owner, Development Team, ScrumMaster

• Any other stakeholders

• Last day of Sprint • ~2 hours for a 2 week sprint

Preparation • Who will show what? • Deploy to a preview server • Any documentation needed? • Update and show release burnup chart

2 Hours for

2 week Sprint

Show actual running

code!

26

Sprint Retrospective

• Team meets privately

• Goal is process improvement

• Format

• Gather Data

Reflect on what worked well, what didn’t

• Generate Insights

Discuss results and new ideas

• Decide Action Items

Consider adopting new practices

Stop doing things that are not working

Start Stop Continue

Keep it interesting • Appreciations • Food • Variety

2 Hours for

2 week Sprint

27

notes

27 28

Scrum Planning

• Scrum planning is continuous

• Scrum planning happens at 5 levels, each

with a different time horizon

• The Product Backlog is the primary

source of work to be completed and

value to be delivered

29

Value Driven

Estimates

Features

Schedule Cost

Plan

Driven

The Plan creates

cost/schedule estimates

Waterfall

The Vision creates

feature estimates

Schedule Cost

Features

Value / Vision

Driven

Agile

Source: Sliger and Broderick “The Software Manager’s Bridge to Agility”

Constraints

30

5 Levels of Planning

Strategy

Portfolio

Vision

Roadmap

Release

Sprint

Day

P1 P2 P3 P4 P5

Product Backlog

Release 1 Release 2 Release 3

s1 s2 s3 s4 … sN

Scru

m P

lan

nin

g



6

31

Product Vision

• The Big Picture of how the product creates value

• Aligns team and business to the same goal

What is the name? Who is the target customer? What are the key benefits? What are the differentiating features?

32

Product Backlog

• Dynamic set of items to be done

• Prioritized

• Constantly in flux as the situation changes

Story

Story

Story

Spike

Story

Refactor

Story

Defect

Process Change

items are removed

priorities change

items are added

33

notes

33 34

User Stories

• User Stories are simple descriptions of

desired functionality

• User Stories have two attributes that are

helpful for planning: size and priority

• Stories are elaborated just-in-time for

implementation

35

User Story Template

As a <user role>, I can <do something> so that <I get some value>.

Card – Conversation - Confirmation

36

Sample User Stories

As a student, I can get a degree on-line so that I do not have to move near a college campus

As an online student, I can print a copy of my last report card in case an employer asks for it

As a degree candidate, I can see which courses I still need to satisfy my major so I can plan my next term

As a professor, I can get student test reports so that I can assess my teaching effectiveness



7

37

Backlog Hierarchy

Epic User Story Task Task Task Task

User Story Task Task Task Task

User Story Task Task Task Task

Product Backlog

Sprint Backlog

Business Goal

Planning Implementation

38

Where are the details?

(front)

Story 1: Home Page As a prospective student, I can view the college services so that I can decide if I want to apply.

(back)

Story 1 Acceptance Criteria [ ] Use standard design layout [ ] Show testimonials [ ] Introduce degree programs and top 5 majors [ ] List 5 most popular courses [ ] Call to action: Get our brochure [ ] Call to action: Enroll Today

Automated Tests

Speclet • formula • UI design • algorithm • business rules

39

notes

39 40

Prioritization

• Priorities help the Scrum Team decide

what to do next

• Priorities help with long term planning

• Prioritization can be done in many ways,

based on many criteria

41

Prioritization - MoSCoW

o Business value

o New knowledge

o Risk/Complexity

o Desirability

42

Story Map

Epic

I can browse by

department

I can search by subject

I can register

I can read content

I can browse by

title

I can unregister

I can browse by professor

I can join a waitlist

I can take tests

I can search by date offered

I can search by major

I can take classes on-line

Browse Search Register Attend Reports

I can do homework

I can print my

transcript

I can see my grade for a class

I can browse by popularity

Theme

Must

Should

Could

Pri

ori

ty

Smaller stories give more options for prioritizing for max value

42

I can print my

schedule

I can print my report

card

I can chat with

classmates



8

43

notes

43 44

Estimation

• Agile estimation is done at both the high

level and the low level

• Estimates are used for planning and for

tracking progress

• Estimates are done quickly, by the

Development Team

• Estimates are not commitments

45

Why Estimate?

Story Points • High Level

• Compare one story to another

• Forecast Releases and Sprints

Task Hours • Low Level

• 1-8 hours for a Story element

• Refine Sprint plan

• Track Sprint progress

46

Estimation Basics

Quick

Story 1: Home Page As a prospective student, I can view the college services so that I can decide if I want to apply.

2 Story 17: Major Progress

As a degree candidate, I can see which courses I still need to satisfy my major so I can plan my next term

5

Quick

Relative

Guess

Done by Dev Team

More than 2x effort required

47

Affinity Estimating

Groups of 2-3 people choose some stories

Put in column with similar sized stories

Team members

can move stories

Visual grouping for quick comparisons

1 2 3 5 8 13 20

Start with numbers

or arrange by size

first

48

Velocity

5

12

27

32

36 38

40 37 38

40

0

5

10

15

20

25

30

35

40

45

1 2 3 4 5 6 7 8 9 10

Sto

ry P

oin

ts C

om

ple

ted

Sprint

Team Velocity

How many story points can the Team complete in a Sprint?

Varies by circumstance, increases with

experience

Aggregates Team dynamics and organizational

factors

Is measured, not “managed” Velocity is sum of

estimates of stories completed



9

49

notes

49 50

Homework

51

ScrumMaster Duties

• The ScrumMaster is responsible for the

health and growth of the Scrum Team

• The ScrumMaster is a facilitator, mentor,

negotiator, protector, coach and servant

leader

52

Scrum Mentor

• Mentor your Team and Product Owner

• Teach others in Scrum

• Forums • http://groups.google.com/group/scrumalliance

• http://groups.yahoo.com/group/scrumdevelopment/

• Certified ScrumMasters group on LinkedIn

• Self-study

• Local Scrum Groups

• Scrum Gatherings

53

Facilitator

• Keep meetings productive and short

• Mediate disputes

• Grease the wheels

54

Coach

• Lead people to their own solutions

• Aware of the bigger picture

• Able to mentor individuals

• Knows when • to be prescriptive • to nudge • to keep distance

It’s better to be paying attention than to have all

the answers - Ward Cunningham

http://groups.google.com/group/scrumalliance

http://groups.yahoo.com/group/scrumdevelopment/



10

55

Servant Leader

• Lead vs. Manage

• Lead to make others better

• Increase teamwork and personal involvement

• Lead by example

See Robert K. Greenleaf 56

Managing Impediments

• Technical

• Process

• Interpersonal

• Structural

• Cultural

ha

rde

r

Categories

Approaches

57

ScrumMaster Summary

Manage impediments Facilitate meetings Mediate disputes Teach Scrum Manage the process Assist the Product Owner

Observe and coach Team Protect Team from distractions Communicate with stakeholders Keep track of time Encourage excellence Celebrate

ScrumMaster 7 Team Members Productivity

58

notes

58

59

Class Project

60

notes

60



11

61

Team Growth

• Teams go through stages

• Teams are self-organizing

• Scrum uses motivators that are more

effective than traditional financial

motivators

62

Tuckman's Team Development Model

Storming Leader mediates

and focuses

Forming Team is dependent

on the leader

Norming

Leader facilitates

Performing Leader delegates

and oversees

• Teams go through four stages

• Teams can regress when membership changes

• A mature team may need no leadership

Time

Effe

ctiv

en

ess

The leader’s goal is to make the team

self-reliant and then move on

63

Motivation

• Financial rewards often give poor results • Intrinsic vs. extrinsic motivation • People are motivated by

• autonomy • mastery • purpose

See Dan Pink, TED.com and Drive

64

notes

64

65

Long Term Planning

• Scrum-built products may have

Roadmaps and Release Plans

• Team velocity is a measure used in long

term planning

66

Product Roadmap

First sub-setting of Product Backlog for a long product development time frame

• How many releases?

• When?

• What is included in each?

Tim

e

Continuing Education for Professionals

Undergraduate Degrees

Graduate Degrees

The roadmap will be reviewed and updated as things

change

Product Backlog

Releases



12

67

The Elements of Agile Planning

Product Backlog What capabilities are needed for financial success?

Priorities Which items are most valuable?

Release Plan How long will it take or how many can we do by a given date?

s1 s2 s3 s4 … sN

Velocity How much can the team complete in a Sprint?

Estimates How much effort is required for each item?

68

Release Plan

s1

s2

s3

…

sN

Product Backlog

Interim Deployment

Release Event

Tim

e

Release Backlog

Must

Should

Could

Won’t

Sprints

69

Release Planning Meeting

Align Vision

Identify User Roles

Identify features/Epics

Brainstorm User Stories

List Priority Criteria

Prioritize Stories

Estimate Stories

Check Priorities

Forecast Team Velocity

Forecast Release 1-2 days

70

Forecasting by Velocity

Priority 1 2 3 4 5 total

M 50 40 30 60 20 200

S 25 20 15 30 10 100

C 20 20 20 10 10 80

380

Feature

Must

Should

Could

71

Information Radiators

71

The more we know, the better we can

adapt And the better we can manage risk

Report what we know, not what we hope

72

notes

72



13

73

Flow and Focus

• Scrum works best when the Team

achieves a smooth flow of work

• Scrum dynamics are based on the

mathematics of queuing theory that we

use to manage the Internet

74

Pull Systems

Push systems overwhelm capacity, creating turbulence, rework, waste and delay

Pull systems have a steady flow that provides predictability

Push

♫

75

Small Batches

Small batches move through

a system quicker

Single-piece-flow reduces the wait time

and moves risk to the

margin

Minimize work in progress

76

notes

76

77

Scrum Enhancers

• A 1-sprint look-ahead on stories will help

the flow

• Defining Ready and Done will

dramatically reduce time waste

78

Backlog Grooming

Product Owner spends 30% of their time working on the Product Backlog

• Identify new stories

• Splitting epics and stories

• Updating Release Plan with current velocity data

• Adjusting priorities

• Preparing next stories

• Designing user experience



14

79

Story Time

Development Team spends 5-10% of Sprint with the Product Owner preparing for the next Sprint

• Reviewing candidate stories

• Getting details and acceptance criteria

• Some technical design

• Looking at new stories

• Estimating new stories

• Considering new ideas

80

Definition of Done

• When estimating size, consider all the work needed to complete the story

• The Definition of Done may evolve over time

Unit tested Code reviewed Acceptance tests pass UI Tested User Help updated Deployment scripts updated

Sample

May also have one

for sprints and

releases

81

Definition of Ready

PO negotiates with Development Team - What they need for any story - When they need it

Sprint N Sprint N+1

Candidate Stories for N+1 (1.5 x velocity)

Acceptance Criteria, Speclets

Screen Designs for N+1

Continuous Product Backlog Grooming

Story Time Sprint Planning

82

notes

82

83

Scaling Scrum Up and Out

• Scrum can scale to many Teams

• Distributed Scrum is constrained by the

laws of physics but there are patterns

that can help

84

Scaling Scrum Up

Multi-Team Product • Team is the scaling unit

• Divide work across multiple small teams

• by feature

• by component

• Organize with Chief Product Owner Team and Scrum of Scrums

SoS

tactical

Team 1 Team 2 Team 3 Team 4

CPO strategic



15

85

Distributing Scrum Out

• How well does it work? Scrum is the best way to manage distributed Teams. Distributed Teams are not the best way to do Scrum.

• But distributed teams are a common reality so

• Prefer whole teams at each location

• Start project co-located

• Have ambassadors who travel

• Have buddies across locations

• Expect more documentation

• Don’t let anyone go dark

• Use video, IM, artifact sharing tools

86

notes

86

87

ScrumMaster Skills

• Listening skills are key to success

• Knowing how to ask powerful questions

will help you coach the Team

• Modeling desired behavior and use of

language can have a strong influence on

your Team

88

Listening

Level I – Internal Listening

How can I make this about me?

Level II – Focused Listening

Connected to what they are saying

Level III – Global Listening Also hearing tone, posture,

surrounding environment

Source: Co-Active Coaching, Whitworth, et al.

89

Powerful Questions

• Open-ended

• Value neutral

• Lead to discovery

• Reveal underlying assumptions

90

Modeling Behavior

The Power of Positive Language

Yes, and …

creativeemergence.typepad.com

http://creativeemergence.typepad.com/.a/6a00d8345599ab69e20120a9388247970b-pi



16

91

notes

91 92

Technical Practices

• Agile technical practices enhance Team

success

• Agile Testing Basics

93

Agile Development Practices

• Co-location

• Pair Programming

• Refactoring

• Automated Acceptance

Testing

• Test-Driven Development

• Continuous Integration

• Exploratory Spikes

• Legacy System

Strategies

• Evolutionary Design

• Agile Architecture

94

The Testing Pyramid

Manual Tests through UI

Automation Suites

Unit Tests

Automated UI Tests

Automated Acceptance

Tests

Unit Tests

Exploratory

testing

Traditional (find defects)

Agile (prevent defects)

95

notes

95 96

Scrum Adoption

• Scrum is simple but not easy

• Organizations are resistant to change

• Choosing the easy parts may fail to give

the desired results



17

97

Satir Change Model

Patience is advised. “A dead ScrumMaster is no help to anyone.”

- Ken Schwaber

98

Scrum Values [Schwaber 2002]

• Commitment

• Focus

• Openness

• Respect

• Courage

The Scrum Team commits to doing their best

to achieve Sprint and Release goals. In turn,

they have the authority to make the decisions

necessary for success. The organization

allows the Team to focus on just the work they

have committed to. Openness provides the

visibility we need for maximum information on

status, progress and feedback when making

decisions. People are more productive in an

environment of mutual respect and trust. It

takes courage to make the change from

individual effort to Team contribution and to be

willing to say “no” when necessary.

99

notes

99 100

Q & A/Parking Lot

101

Certification

• You are almost there!

• What are the other certifications?

• What do I do next?

102

Certified Scrum

Professional

Scrum Certification Options

Theory Practice Guide


Certified Scrum

Product Owner

Certified Scrum

Developer

Certified Scrum Trainer

Certified Scrum Coach

The Scrum Alliance is a nonprofit organization committed to delivering articles, resources, courses, and events that will help Scrum users be successful.

www.ScrumAlliance.org



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103

Closing

o Action Items

o Class Evaluation

o Class Picture

o Graduation Ceremony

104

actions

104

Things I can do this week to make my work life better:

105

Instructor

Roger Brown

• Agile Coach

• Scrum Alliance

• Contact Email: [email protected]

Twitter: rwbrown

Blog: www.agileCoachJournal.com

LinkedIn: http://www.linkedin.com/in/rogerwbrown

V 4.15

Certified ScrumMaster Course Instructor – Roger Brown CST, CSC

Training Transition

Transformation

All slides © 2013 Roger W. Brown

mailto:[email protected]

http://www.agilecoachjournal.com/

http://www.linkedin.com/in/rogerwbrown

http://www.linkedin.com/in/rogerwbrown

Course Objectives The Scrum framework Certified ... · Certified ScrumMaster 3 13 Scrum Framework...

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Transcript of Course Objectives The Scrum framework Certified ... · Certified ScrumMaster 3 13 Scrum Framework...