SCRUM CSM 4.1 (en)

© Copyright Pyxis Technologies

Certified ScrumMasterCourse

Scrum: It Depends on Common Sense

2© Copyright Pyxis Technologies

Course Objectives

● Discover what Scrum is and what it is not

● Learn how to solve your own problems in a Scrum-like manner

● Deepen your knowledge about Scrum and encourage you to dive in

● Understand that Scrum is about change

● Get ready to start implementing Scrum, knowing it is merely the beginning of the

journey...


Selected Topics

● What problems do we often experience in software development projects?

● What is Scrum and why does it work?

● How to implement Scrum?

● How to run sprints?

● How to plan with Scrum?

● How to report progress?

● What challenges lie ahead?

● What are the common pitfalls?

● What kind of change is involved?


Survival Guide

● Keep in mind that the goal is not to convince you to adopt Scrum

● You will get more from this training if you are participative

● During the workshops, keep in mind they are only workshops

● Expect to sometimes be disoriented

● 2 days is short, try not to get lost in the details

● Remember that Scrum won't fix your problems… only you can do it!


Agenda – Day 1

● Introduction

● First principles, flow and rules of Scrum

● Implementing the Scrum framework

● “Done”

● Emergent architecture

● End of day


Agenda – Day 2

● Practice

● Teams: a source of joy and frustration

● Estimating, planning and managing releases

● The ScrumMaster: facts and myths

● Closing activities


First Principles, Flow and Rules


A Few Words of Caution

Scrum is not a methodology ...

… it is simply a framework; it does not provide answers


About Scrum

A tool to question ourselves:

● To make our problems and difficulties visible

● To find out what we need to change to build better products more efficiently

● To continuously improve


What Customers Are Used To


What We Can Offer Them


Opportunities

● The goal is to think about the opportunities that iterative and incremental development

offer

● In your groups, discuss the following questions:

● If a shippable product increment is available every month, how does that change

things in your organization?

● What new opportunities do you see?


Defined vs Empirical

Start with a detailed

plan and all

requirements

Start with clear

goals and some

priority

requirements

End with all initial

requirements

satisfied

End with goals met


Empirical Process Control

Transparency

Courage

Adapted system of values

Inspection and adaptation

Maximize results


Scrum Flow

self-organized cross-functional team

prioritized byvalue

inspection and adaptation

done increment


Sprint Length

● Your team has been doing well during the sprint but needs a little more time to get the

testing done

● Discuss the following in your groups:

● Can we extend the length of the sprint by a couple of days to let the team get

done?

● If yes, how is this done?


Sprint

Development work

30 days at a sustainable pace

1 day sprint planning meeting(4h / 4h)

1 day sprint review and restrospective

(4h / 3h)

Daily Scrum (15 mn)


Implementing the Scrum Framework


Doing the Right Thing

● Is easy to implement (a matter of days)

● Improves ROI

● “Solves” client involvement

● “Removes” floundering and politics


Risk

● The purpose is to explore the impact of transparency

● Imagine the following:

● You are working at FatBurger and are the only person on duty.

● A customer comes in and orders a Double FatBurger Deluxe, with onions,

cheese, and bacon

● You key in the order

● Total amount to pay is $5.65

● The customer tells you that he only has $1.20

● With your group, discuss the following questions:

● What do you do? What do you say to the customer?


Change in Responsibilities

The Product Owner manages the product

The Team manages the work

The ScrumMaster manages the process


Pigs and Chickens


The Product Owner

Manages the vision

● Goals, releases, features

Evaluates progress

● Accepts or rejects work results

● Changes features and priorities

Is responsible of the investment

● Plan, priorities, progress, reporting, decisions


The Team

Cross-functional

● 7 members (± 2)

Self-managing

● Organizes itself

● Collaborates with the Product Owner

● Selects elements from the backlog

● Manages its own activities

● Makes decisions

● Demonstrates work results

● Improves its productivity


The ScrumMaster

“The ScrumMaster is a sheepdog who would do anything to protect the flock, and who

never gets distracted from that duty.”

Ken Schwaber

Ensures Scrum is followed:

● Roles

● Rules

● Timeboxes

● Artefacts


Release Planning

Plan

Goals, features, risks

Quality and “Done”

Vision


The Product Backlog

● Work to do:

● Functional requirements

● Non-functional requirements

● Bug fixes

● Enhancements

● Etc.

● Attributes

● Description

● Priority

● Estimate


The Product Backlog Iceberg

Next Sprint

Release

Future


Product Backlog


Select Sprint Goal

Review and adapt

Develop

Sprint


Multiple Product Owners

● You've been sent in to straighten out an engineering team that has not delivered in 7

months. You find out that there are 5 product owners, each with their own P&L

objectives.

● Discuss the following question in small groups:

● What would you do to improve the situation?


Sprint Planning: First Part

2

2

3

1

3

3

Sprint goal


Unproductive discussions

● You attend the first part of the sprint planning. David, the product owner, presents a

product backlog, which is different from what he and the other four product managers

have agreed on.

After 3h55m of unproductive discussions, the product managers do not agree and the

meeting is going nowhere. It is time to go to second part of the sprint planning.

● Discuss in your groups:

● What does Scrum call for?

● How does that sit with you?


Sprint Planning: Second Part

2

2

1

3

Sprint backlog


Sprint Planning Meeting

Product backlog

Teamcapacity

Analyze, evaluate, and selectproduct backlog for sprint

Understand the work to do, break up into specificationsand tasks, estimate tasks

Budgetedwork intasks

Definitionof “done”

Goal

What

How


The Sprint Backlog

Task Mon Tue Wed Thu Fri

Paginate results 8 4 8

Write online help 12

Send confirmation 8 16 16 8 4

Record l'adresse 8 8 8 4

Log errors 8 4


Sprint Burndown Chart

0 1 2 3 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

0

100

200

300

400

500

600


Monitoring Activities


Just In Time Planning

● 15 minutes daily meeting

● Team figures out what to do to optimize its chances of meeting its commitments


Daily Scrum

1. What did I accom

plish since la

st Daily Scrum?

2. What will I do today?

3. What is gettin

g in the way?

● 15 minutes maximum

● Same place, same time everyday

● Decisions, not problem solving

● Synchronization for the team


Sprint Review

Product backlog

IncrementCurrent business conditions

and technology

Review, consider,and organize

Goal for the next sprint


Inspect and Adapt

Clear goals Goals met

Increment

Work resultsModified product backlog

Input to next sprint planning


Sprint Results

● The sprint review goes well. Senior management is there to encourage the team. At

the end of the sprint review, the CEO and everyone present applaud the team for their

fine work.

● In your groups, discuss the following questions:

● What is wrong with this description?

● Why is that a problem?


At the end of each sprint, the Scrum team tries to find new ways of

increasing its efficiency and adapts accordingly

● Facilitated by ScrumMaster

● Improvements by the Scrum Team

Sprint Retrospective


Sprint Abnormal Termination

● The product owner may cancel the sprint before the end

● The next step is to conduct a new sprint planning meeting where the reasons for the

termination are reviewed


Product Owner Availability

● In groups discuss the following questions:

● How much time should the product owner work with the team?

● Should he be available full time or just for the sprint planning and review?

● Is he/she needed at the retrospective?

● Should he/she attend the daily Scrum?


Going Further


Done


What does “Done” mean to you?

● The goal is to think about the consequences of adopting Scrum on software

development practices

● With your groups, discuss the following questions:

● What does “done” mean in your project?

● What difficulties are you experiencing as a result of that definition

● How do you address these difficulties?

● What software engineering challenges do you foresee in applying Scrum?


Consequences of Not Defining “Done”

● Product Owner does not know:

● The real progress

● How much work remains

● What the backlog represents

● What to inspect during review

● How to manage product development

● Team does not know:

● The commitment it makes

● How to build the sprint backlog


Defining “Done”

All activities necessary to release in production

(no work is left)


Impact of Undone Work

SP Planning Development StabilizationD

P D P D PP D S

Undone Undone Undone Undone

P D


Undone Work

● Must be visible in the backlog

● Must be done before releasing in production

● Non-linear and unpredictable growth


Extending the Definition of “Done”

60% ?

100%

● Design has been reviewed

● Code has been refactored

● Code has been reviewed

● Code passes unit tests

● Code passes integration tests

● Code passes acceptance tests

● Code passes performance tests

● Code passes security tests

● Tests have been reviewed

● Ergonomy has been approved

● Application is deployed in pre-production

● Application has been accepted by users

● User documentation has been updated

● Localized in supported languages

● ....


Emergent Architecture


Incremental Development


Impact of Defects


Impact of Poor Internal Quality


ImplementationVisionHigh-level modeling

Detailed modeling

Horizon of predictability

Adding Details Over Time

Time

Unc

erta

inty


Architecture and Infrastructure

Functionality

Constraints


Develop Required Skills

● Deepen your current skills

● Develop new ones


Going Further


Practice


Empirical Process

● In your groups, fill-in the following table:

Event Inspection Adaptation

Sprint Planning

Current Progress

Revised Product Backlog

Retrospective


Scrum in 50 minutes

● The goal is to create a paper brochure

● The brochure must be ready after two sprints of 5 days

Schedule of a sprint:

● Day 1 — Sprint planning for 10 minutes

● Day 2 — Daily Scrum for 2 minutes followed by 8 minutes of work



● Day 5 — Sprint review for 5 minutes followed by retrospective for 5 minutes


Backlog of the Dog Day-Care Center

● Provide company's contact information

● Create cover art, brand, and/or logo

● Define major care sections

● Define the “Ultra Doggy Spa” service

● Provide satisfied customer testimonials

● Define all service offerings

● Define the price structure for services

● Outline boarding options

● Suggest daypack contents to accompany clients

● Outline full week lunch menu

● Create a guarantee policy

● Provide complete bios on staff members (backgrounds, training, interests)

● Define discounted partner pet services

● Complete a certification structure

● Outline minimum requirements (shots, temper, breeding, etc.)

● ...


Teams: A Source of Joy and Frustration


Doing the Right Thing the Right Way

● Let people figure out the right thing to

do, then let them do it

● Let people be creative:

● It is the hardest to implement

● It improves productivity

● Work becomes a pleasure


Considerations on Team Performance

● People are most productive when they self-

manage

● People take their own commitments more

seriously than commitments made by others

in their name

● The fewer interruptions teams and individuals

experience in their work, the more productive

they are

● Teams improve most when they solve their

own problems

● Changes in team composition often lower

productivity for some time

● Face-to-face communication is the most

productive way for a team to collaborate


New Team Responsibilities

● Make commitments

● Make sure its goals are attainable

● Direct its own work

● Track progress regularly

● Decide on the course of action

● Be transparent

● Assign its own tasks

● Make sure work is being done

● Be responsible for the right things being done

the right way at the right time


The High Performing Team

● The goal is to think about characteristics of high-performing teams

● In your groups, describe the ideal team:

● What positive behavior are noticeable?

● What negative behavior are absent?


Types of Teams

Katzenbach and Smith:

● Pseudo team

● Potential team

● Real team

● High-performance team

“A team is a small number of people with complementary skills who are committed to a

common purpose, performance goals, and approach for which they hold themselves

mutually accountable." - The Wisdom of Teams


Dysfunctions to Overcome

The Five Dysfunctions of a Team – Patrick Lencioni


Team's Performance Stages

Forming

StormingNorming

Performing

Bruce Tuckman:

● Forming

● Storming

● Norming

● Performing


Team Maturity


Decision Making

● How does the team make decisions?

• Consensus

• Majority vote

• Expert decision

• …

● Without an explicit agreement on the

decision making process, the team is

asking for trouble


Engaging Human Resources

● Transition from individual experts to developers

● Guide career paths

● Coach on self-organization

● Help with teams formation

● Train teams in conflict resolution

● Help individuals develop empathy

● Make people aware of change

● ...

● Change in value and reward systems from individual's

efficiency appraisal to team's efficiency appraisal


Going Further


Planning and Managing Releases


Release Planning

Objectives, features, risks

Quality and “Done”

Plan

Vision


Planning Drivers

Never compromise on quality

Plan- driven

Cost Schedule

Requirements

Value- or vision-driven

Cost Schedule

Features

Waterfall Scrum

The plan createscost or schedule estimates.

The vision createsfeature estimates.


MLBTix

● The goal is to practice designing an incremental release strategy

● Read MLBTix project context and product vision

● In your groups:

● Design a release schedule and indicate the goal and theme of each release

● Limit yourself to a short paragraph that the commissioner will use for the press

conference for each version

● Look at the functional and non functional requirements


Business Context

● The MLB Commissioner’s office has commissioned a project to control the resale of

baseball tickets. Through recent legislation, as of next baseball season, ticket resale

will only be allowed through facilities authorized by MLB. MLB has decided to develop

such a facility solely for its own purposes, through the presence of a dedicated

website. The site will be known as MLBTix.

● The Commissioner will be announcing MLBTix at a news conference on January 15th.

He hopes for some functionality to be available by opening day on March 30, and for

the site to be fully functional by the All Star break on July 18.

● Before the news conference, the Commissioner wants to know what lauch calendar he

should announce.


Project Description

● Through functionality similar to eBay, but specific to MLB, buyers and sellers will be

able to sell and buy tickets online. Sellers will auction the tickets to the highest bidder

through an auction capability. The sellers set an initial bidding price of their own choice

without floor or ceiling conditions established by MLBTix. The sellers can also limit the

duration of the auctions, setting start and end dates and time.

● If the tickets are successfully sold, the buyer pays the seller through MLBTix credit

card facilities. Then the seller mails or expresses the tickets to the buyer. MLBTix will

have a facility for the buyer to notify it when the tickets have been received, at which

time MLBTix will mail a check for the proceeds (less a 25% MLB fee) to the seller.

● The buyer will be able to visualize the stadiums' plans and select the tickets he or she

likes, and even look for nearby groups of available tickets.


Functional Requirements

● Register as a potential seller of tickets and be assigned a userid and password.

● Register as a potential buyer of tickets and be assigned a userid and password.

● Maintain a profile under the userid, including email, addresses, preferences and credit card information.

● Place tickets up for auction declaring a floor price, start of auction time/date, and end of auction time/date.

● Indicate sufficient information so that buyers can ascertain that the tickets meet their requirements (for the right days,

right teams, right number of seats located next to each other, seat locations in the ball park). ‏

● Conduct an auction for the tickets to registered buyers.

● Successfully conclude the auction by awarding the tickets to the highest bidder by the end date and, at the same time,

debiting the buyers credit card and placing the funds in a MLBTix account.

● Notify the seller of the successful sale of the tickets and the delivery information for the buyer.

● Provide the buyer with a mechanism that will allow him to indicate that the tickets were not successfully received by the

selling date plus a specified period of time (a week?) .‏

● Transfer the funds for the ticket sale less 25% to the seller at the end of the specified delivery time, unless the buyer

has indicated otherwise.

● Transfer the 25% plus any interest to a corporate MLB account from the MLBTix account automatically.

● Provide inventory and inventory search capabilities for teams, tickets, dates and seats within the park.

● Provide a promotion capability on MLBTix.

● Provide the ability to identify and ban abusers of MLBTix.


Non-Functional Requirements

● 250,000 simultaneous users with sub-second response time

● Security for the level of financial activity envisioned (2,000 tickets per day at an

average selling price of $50)

● Scalability to 1,000,000 simultaneous users as needed

● 99% availability 24x7


Planning a Release

8-12 / sprint?

1.

2.

3.

96

35538..

4872

6 sprints


User Story

● User stories are multi-purpose

● short description of an interaction between a user and the product

● planning item

● token for a future conversation

● User stories represent customer requirements

● they don't document them


Thinking Tools

The cruise organizer assigns a pilot to a cruise. The pilot receives an SMS notification. The name of the pilot appears on the cruise description.

Add a contact

In order to keep in touch with my friends, as a subscriber, I can add another subscriber to my contact list.

Acceptance criteria :• The new contact appears on top of my contact list• The new contact gets notified the next time he/she next signs in• The new contact receives a notifi cation by mail


Just-In-Time Detailing

Final detailsDescriptionTitle

Other notes, details or useful models

Acceptance criteria


Story Writing

● The goal is to experiment story writing

● Don't try to “complete” the assignment

● In groups, think about and write stories on index cards for a job posting web site

● To simplify, limit yourselves to the Job Seeker and Recruiter roles


Prioritization Factors

Value

Time

Knowledge Value

● Business Value

● Development Effort

● Risks

● Learning Potential


Business Value

Exciting Linear

Mandatory

1

23

Dissatisfaction

Satisfaction

Absent Complete

● Financial

● Real studies

● Fictitious money

● Etc.

● Desirability

● Kano

● Weighted impact

● Etc.


Business Value

● The goal is to try out one of the techniques for quantifying business value of backlog

elements

● Read the product backlog for the first release of La Ruche, a job posting web site

● In your groups:

● Assign a business value to every element of the product backlog making sure

that the total amounts to $1000

● Try to give different values to each one of the cards

● You might want to start by grouping cards by feature. Assign a value to features

and distribute the values among the individual cards afterwards


Product Backlog of La Ruche

● The recruiter can manage the company's profile

● The recruiter can publish a job offer

● The recruiter can limit the number of days a job offer will be visible

● The recruiter can manage the order in which the company's job offers appear

● The recruiter can modify an already posted job offer

● The recruiter can search for candidates by keyword

● The recruiter can perform an advanced search using multiple criteria (region, industry, experience, etc.)

● The recruiter can save search criteria for future use

● The recruiter can remove a job offer

● The recruiter can consult his current account balance

● The recruiter can pay online to post more offers

● The job seeker can manage his personal profile

● The job seeker can create and edit his/her resume online

● The job seeker can hide or make visible his/her resume

● The job seeker can create his/her resume from an number of available templates

● The job seeker can get online help and tips for writing a great resume

● The job seeker can search for a job by region, industry, language, salary range, required education and experience

● The job seeker can read a detail description of a job offer

● The job seeker can apply for a job


Sort by Business Value

Product Backlog


How long to paint this house?


Relative Estimation

● Quantify effort independently of time

● A measure of size dependent on:

● Quantity

● Complexity

● Advantages:

● Simple and fast

● Adequate precision

● Independent of individuals


Based on the Fibonacci sequence :

1, 2, 3, 5, 8, 13, 21, etc.

Estimation Scales

T-shirts sizes : XS, S, M, L, XL, 2XL, etc.


Effort to paint the house

● Bedroom 3

● Bathroom 2

● Living room 3

● Porch 1

● Kitchen 5

● Laundry room 1

TOTAL 15


From Velocity to Duration

Hypothesis: 5-8 points per weekend

Backlogsize

Teamvelocity Duration Expected

end date

15points

5-8 points/weekend

2-3weekends May 14th?


Affinity Estimation

● Find a surface big enough (e.g. table, wall...).

● Write in the top right corner: SMALL

● Write in the top left corner: BIG

● Intuitively place backlog items (written on index cards) so that their position on the wall

reflects their relative sizes

● Partition items on this scale

● Group items of similar size


Estimated Product Backlog

5

1

2

3

8

2

2

3

3

3

5

5

1

Total : 43 points


Estimation

● The goal is to practice relative estimation

● In your groups:

● Create a card for each element

● Silently place cards according to their size

● Discuss about the cards that seem out of place to you


Shopping List

● Strawberry

● Cantaloupe

● Orange

● Blueberry

● Watermelon

● Grapefruit

● Cherry

● Apple

● Kiwi

● Tomato


Product backlog prioritization

● Calculate the ROI of backlog items

● Value divided by effort

● Prioritize items trying to maximize ROI :

● Split items if necessary

● Take risk into account

● Take learning potential into account


Prioritized Product Backlog

5

1

2

3

8

2

2

3

3

3

5

5

15

1

2

3

8

2

2

3

3

3

5

5

1


Velocity

● Amount of effort points a team can deliver in a sprint

● Varies over time

● To estimate velocity:

● Run a few sprints and measure velocity

● Speculate on probable pace

8-12


Backlog weight: 97 points

Planned velocity:around 20 points

Sprint 112 pts.

Sprint 216 pts.

Sprints 5-629 pts.

Sprint20 pts.

Baseline plan

2

1

2

2

1

1

3

Release 1

5

3

2

1

3

1

8

13

5

5

5

3

2

3

2

Sprint 420 pts.

5

5

2

3

2

31

Speculationprocess

3

Release Plan


Release Burndown Chart

Start 1 2 3 4 5 Release

0

20

40

60

80

100

120

Rem

aini

ng p

rodu

ct b

ackl

og


Tracking Budget


0

20

40

60

80

100

120

140

Rem

aini

ng b

udge

t


Managing Earned Business Value


$0

$50,000

$100,000

$150,000

$200,000

$250,000


Tracking Velocity

Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 6 Sprint 7 Sprint 8 Sprint 9 Sprint 10

0

5

10

15

20

25


Going Further


The ScrumMaster: Facts and Myths


Being a ScrumMaster

● Removing the barriers between the Team and the Product Owner

● Teaching the Product Owner how to meet his objectives

● Improve Team's everyday life

● Improve Team's productivity

● Improve tools and engineering practices


Change is the Job of the ScrumMaster

Be a catalyst for change

● Expose up-to-now unseen constraints and hindrances

● Help overcome them starting with the most important one

● Fight ScrumButs

● Stay alive!


The Dysfunctional Team

● You are the ScrumMaster and are heading for the team room. The functional analyst

runs past you crying and the lead engineer runs past you enraged, both on their way

to their functional manager's offices. You enter the team room. There is so much

tension it could be cut with a knife.

Apparently, the analyst has been writing specs and giving them to the engineers, who

then change them as they see fit. Anger over this has been building for 3 weeks.

● Discuss in you groups:

● What do you do?


Be prepared!

● As a ScrumMaster, you will have to contend with:

● Tyranny of the waterfall

● Illusion of command and control

● Belief in magic

● Era of opacity


The ScrumMaster's Tools

● Questioning

● Explaining

● Showing consequences


Questioning

● I have witnessed [situation], what shall we do about it?

● I have observed that [situation], do you think it is important? Should we think about it?

● Should we seek to understand why [situation] ?

● This is how I feel, does it feel the same to you?

● What should we do?

● Who has a suggestion or an idea about [situation]?

● Is this useful?

● What have you decided?

● What should I do?

● ...


Showing Consequences

● Let the team make decisions:

● To learn from their own experience

● To gain self-confidence

● … even if they seem inappropriate to you

● Support the team when it inspects and adapts its practices:

● Conditions of success of their choices

● Use short learning cycles


A Day in the Life of a ScrumMaster

● Care about daily matters

● Product Owner

● Team

● Engineering Practices

● Organizational obstacles

● Prepare the future

● What remains to be accomplished in regard to the implementation of Scrum

● Put plan to execution


Going Further


Closing Activities


Uncertain and Anxious

● Everyone is uncertain and anxious

● This course has taught you how to think and make your own decisions within the

principles and goals of Scrum

● Very few decisions are worse than no decision

● Inspection and adaption give you many chances to upgrade your decisions and

improve your practices

● Center your efforts on the changes that are needed within your organization

● Tap into the potential of people


Art of the Possible

● You have 2 minutes to write one or two items (one item per Post-it) you have learned

during the course and that you will start using right away

● Bring up your Post-it to the front of the class and explain how you are going to commit

yourself to implementing these practices

SCRUM CSM 4.1 (en)

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