Start and finish Course style
LunchCoffee and breaks
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Understanding the underpinning philosophy and principles of Agile and Scrum
Understanding Scrum roles and responsibilities Product Owner focus The artefacts produced by Scrum project Scrum events Scrum planning, estimating and measurementsMain goal Attempt PSPO-I exam with confidence Communicate freely within Scrum project,
understanding its principles and philosophySecondary goal Benefits and value of Agile and Scrum
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Let’s Get to Know Each Other Please share with the class: Your name and surname Your organization Your profession title, function, job responsibilities
What do you know about project management and agile?
Experience with to DSDM/AgilePM/Scrum/PRINCE2/PMBOK
Personal session expectations
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twitter.com/mirodabrowski
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miroslaw_dabrowski
Mirosław DąbrowskiAgile Coach, Trainer, Consultant(former JEE/PHP developer, UX/UI designer, BA/SA)
Creator Writer / Translator Trainer
• Creator of 50+ mind maps from PPM and related topics (2mln views): miroslawdabrowski.com
• Lead author of more than 50+ accredited materials from PRINCE2, PRINCE2 Agile, MSP, MoP, P3O, ITIL, M_o_R, MoV, PMP, Scrum, AgilePM, DSDM, CISSP, CISA, CISM, CRISC, CGEIT, TOGAF, COBIT5 etc.
• Creator of 50+ interactive mind maps from PPM topics: mindmeister.com/users/channel/2757050
• Product Owner of biggest Polish project management portal: 4PM: 4pm.pl (15.000+ views each month)
• Editorial Board Member of Official PMI Poland Chapter magazine: “Strefa PMI”: strefapmi.pl
• Official PRINCE2 Agile, AgilePM, ASL2, BiSL methods translator for Polish language
• English speaking, international, independenttrainer and coach from multiple domains.
• Master Lead Trainer• 11+ years in training and coaching / 15.000+ hours• 100+ certifications• 5000+ people trained and coached• 25+ trainers trained and coached
linkedin.com/in/miroslawdabrowski
Agile Coach / Scrum Master PM / IT architect Notable clients
• 8+ years of experience with Agile projects as a Scrum Master, Product Owner and Agile Coach
• Coached 25+ teams from Agile and Scrum• Agile Coach coaching C-level executives • Scrum Master facilitating multiple teams
experienced with UX/UI + Dev teams• Experience multiple Agile methods• Author of AgilePM/DSDM Project Health Check
Questionnaire (PHCQ) audit tool
• Dozens of mobile and ecommerce projects• IT architect experienced in IT projects with budget
above 10mln PLN and timeline of 3+ years• Experienced with (“traditional”) projects under high
security, audit and compliance requirements based on ISO/EIC 27001
• 25+ web portal design and development and mobile application projects with iterative,incremental and adaptive approach
ABB, AGH, Aiton Caldwell, Asseco, Capgemini, Deutsche Bank, Descom, Ericsson, Ericpol, Euler Hermes, General Electric, Glencore, HP Global Business Center, Ideo, Infovide-Matrix, Interia, Kemira, Lufthansa Systems, Ministry of Defense (Poland), Ministry of Justice (Poland), Nokia Siemens Networks, Oracle, Orange, Polish Air Force, Proama, Roche, Sabre Holdings, Samsung Electronics, Sescom, Scania, SopraSteria, Sun Microsystems, Tauron Polish Energy, Tieto, University of Wroclaw, UBS Service Centre, Volvo IT…miroslawdabrowski.com/about-me/clients-and-references/
Accreditations/certifications (selected): CISA, CISM, CRISC, CASP, Security+, Project+, Network+, Server+, Approved Trainer: (MoP, MSP, PRINCE2, PRINCE2 Agile, M_o_R, MoV, P3O, ITIL Expert, RESILIA), ASL2, BiSL, Change Management, Facilitation, Managing Benefits, COBIT5, TOGAF 8/9L2, OBASHI, CAPM, PSM I, SDC, SMC, ESMC, SPOC, AEC, DSDM Atern,DSDM Agile Professional, DSDM Agile Trainer-Coach, AgilePM, OCUP Advanced, SCWCD, SCBCD, SCDJWS, SCMAD, ZCE 5.0, ZCE 5.3, MCT, MCP, MCITP, MCSE-S, MCSA-S, MCS, MCSA, ISTQB, IQBBA, REQB, CIW Web Design / Web Development / Web Security Professional, Playing Lean Facilitator, DISC D3 Consultant, SDI Facilitator, Certified Trainer Apollo 13 ITSM Simulation …
www.miroslawdabrowski.com
1. Introduction to Scrum• What is Agile? What Scrum is and is not? Understanding Agile Manifesto
2. Scrum roles and responsibilities• Product Owner, Development Team, Scrum Master
3. Scrum artefacts• Product Backlog, Sprint Backlog, Increment
4. Scrum events and time boxes5. Scrum measurements6. Scrum planning and estimating
• Planning levels, estimating, defining done
7. Scrum patterns8. Scrum anti-patterns
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A philosophy and a mindset Flexibility, agility, adaptability, incremental delivery,
iterative cycle, fast feedback Working closely and constantly with customer throughout Ensuring final solution actually meets business needs Focusing on business value/outcome NOT strictly project plan/output Focusing on value delivery NOT on fixed product definition
Deferring decisions about details as late as possible No “big design up front” (BDUF), rather Enough Design Up Front (EDUF)
“If a process is too unpredictable or too complicated for the planned, (predictive) approach, then the empirical approach (measure and adapt) is the method of choice“
Ken Schwaber
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Agile Mindset 4 Agile Values 12 Agile Principles
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Agile PracticesAgile Mindset 4 Agile Values
Unlimited number of practices
12 Agile Principles
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Scrum
XP
AgilePM
SAFe
Agile PracticesAgile Mindset 4 Agile Values 12 Agile Principles
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Scrum
XP
AgilePM
SAFe
Agile PracticesAgile Mindset 4 Agile Values 12 Agile Principles
Being Agile Doing Agile
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Fuller Approaches(scalable to more than one team)
Lightweight Approaches(mostly one team)
PRINCE2 Agile (P2A)Dynamic Systems Development Method (DSDM)Agile Programme Management (AgilePgM)Agile Project Management (AgilePM)Agile Unified Process (AUP)Open Unified Process (OpenUP)Large-scale Scrum (LeSS)Scaled Agile Framework (SAFe)Disciplined Agile Delivery (DAD)Scrum at Scale (Scrum@Scale)Scrum-of-Scrums…
ScrumLean software developmentKanban (process + method)Extreme Programming (XP)Continuous Integration (CI)
Continuous Delivery (CD)Feature-driven development (FDD)
Test Driven Development (TDD)Crystal Clear
…
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Portfolio
Programme
Project
Team
Development / Delivery / Deployment(mostly IT focused)
AgilePM
Scrum
Non Agile (just for
comparison)
AgilePgM
Disciplined Agile
Delivery (DAD)
Scal
ed A
gile
Fra
mew
ork
(SAF
e)
Management of Portfolios
(MoP)
Managing Successful
Programmes(MSP)
Large-ScaleScrum(LeSS)
Large-ScaleScrum(LeSS)Huge
Scrum@Scale
Lean Software Development / Lean Manufacturing / eXtreme Programming (XP) / Mob Programming / Refactoring / Test Driven Development (TDD) / Feature Driven Development (FDD) / Behavior Driven Development (BDD) /
Continuous Testing (CT) / Continuous Integration (CI) / Continuous Delivery (CD) / Continuous Deployment (CD) / DevOps / Rugged DevOps …
DSDM AgilePF
Agile
BA
PRINCE2
Scrum Nexus
Kanb
an
ScrumBanXS
CALE
Prog
ram
mer
An
arch
y
PRINCE2Agile
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Agile(empirical/adaptive process control model)
Traditional (defined/deterministic process control model)
People and Interactions over Processes and Tools
Working Software over Comprehensive Documentation
Customer Collaboration over Contract Negotiation
Responding to Change over Following a Plan
“We are uncovering better ways of developing software by doing it and helping others do it”
Through this work we have come to value
While there is value in the items on the right; we value the items on the left more.(but Agile is not just about delivering software, it applies to all types of project)
www.agilemanifesto.org
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Examples:Assembling, construction, transporting, accounting
Examples:Sales, marketing, painting,
music, creative writing
Empirical Predictive/Deterministic
Frequent inspection and adaptation occurs as work proceeds
Processes are accepted as imperfectly defined
Outputs are often unpredictable and unrepeatable
Work and outcomes are understood before execution
Given a well-defined set of inputs, the same outputs are generated every time
Follow the pre-determined steps to get known results
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When to use Scrum When to use traditional methods
Scope is not clearly defined The product will gradually appear during the
project
Scope is clearly defined upfront Clear product description is available upfront Similar projects were done before
Requirements change frequently Customer learns more about what they want
as the project goes on
Requirements are well defined up front Few changes are expected during the project Products are not expected to change much
Activities cannot be well defined upfront Estimating (planning) is difficult
Activities can be well defined upfront Estimating is possible and reliable
Process is iterative (numerous cycles) Each cycle heavily depends on the previous
ones
Process is more long term Project might be split into phases
Success is mostly measured by customer satisfaction
Success is mostly measured by achieving the project goals for time, cost, scope …
Incremental results have value and can beused by users
Users cannot normally start using the products until the project is complete (e.g. a bridge)
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Simple (straightforward) Everything is known
Complicated More is known than unknown
Complex More is unknown than known
Chaotic (unpredictable) Very little is known
TECHNOLOGY
REQ
UIR
EMEN
TS
Far fromAgreement
Close toAgreement
Close toCertainty
Far fromCertainty
Source: Strategic Management and Organizational Dynamics by Ralph Stacey in Agile Software Development with Scrum by Ken Schwaber and Mike Beedle.
Agile thriveshere
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https://www.youtube.com/watch?v=N7oz366X0-8
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Type Characteristics Leader’s/Manager’s job
Chaotic
High Turbulence No clear cause-and-effect Unknowables Many decisions and no time
Immediate action to re-establish order Prioritize and select actionable work Look for what works rather than perfection Act, sense, respond
Complex More unpredictability than predictability Emergent answer Many competing ideas
Create bounded environments for action Increase levels of interaction and communication Servant leadership Generate ideas Probe, sense, respond
Complicated More predictability than unpredictability Fact-based management Experts work out wrinkle
Utilize experts to gain insights Use metrics to gain control Sense, analyze, respond Command and control
Simple
Repeating patterns and consistent events Clear cause-and-effect Well establish knowns Fact based management
Use best practices Extensive communication not necessary Establish patterns and optimize to them Command and control
Agile thriveshere
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Plan Design Code Test Release Review
Decision Demo
Value to business after deployment
Working solution
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Plan
Revi
ew
Plan
Revi
ew
Plan
Revi
ew
Plan
Revi
ew
Test
Analyse
Test
Analyse
Test
Analyse
Test
Analyse
Decision Demo Decision Demo Decision Demo Decision Demo
Working solution
Plan Design Code Test Release Review
Project adaptation for changed/new business requirements
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Product Visibility Ability to Change and Adapt
Delivered Business Value Risk level
time
time time
time
Waterfall
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Waterfall Agile/Scrum
Product Visibility Ability to Change and Adapt
Delivered Business Value Risk level
time
time time
time
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A Development Team commits to delivering working software in 30 days or less
A time is scheduled to show the solution The business sets the priorities and the Development
Team creates the solution Teams self-organize themselves to determine
the best way to deliver the highest priority features
The Team offers their work for inspection and adapts the plan for the next cycle
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Scrum (n): A framework within which people can address complex problems, and productively and creatively deliver products of the highest possible value
Scrum is: One of the many agile approaches Lightweight Extremely simple to understand (theory) Extremely difficult to master (practice)
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Scrum
Transparent
InspectionAdaptation
Check your work as you do it
We all know what is going on
Ok to change tactical direction
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PART 1 – REDUCING WASTE AND PROJECT FAILURE, AND STIMULATING ECONOMIC GROWTH „12. Government will ensure that technology
requirements are considered earlier in the policymaking process. This approach will be supported by the application of lean and agile methodologies that will reduce waste, be more responsive to changing requirements and reduce the risk of project failure.”
13. Where possible, government will move away from large ICT projects that are slow to implement or pose a greater risk of failure. Additionally, the application of agile ICT delivery methods, combined with the newly established Major Projects Authority, will improve government’s capability to deliver projects successfully and realise benefits faster.
https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/85968/uk-government-government-ict-strategy_0.pdf
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Quotes: Most attempts to solve the problems with
government IT have treated the symptomsrather than resolved the underlying system-wide problems. This has simply led to doing the wrong things ‘better’.
Most government IT therefore remains trapped in an outdated model, which attempts to lock project requirements up-front and then proceeds at a glacial pace. The result is repeated system-wide failure.
March 2011
http://www.instituteforgovernment.org.uk/publications/system-error
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US Department of Defense (DoD) is going agile with the help of Dr. Jeff Sutherland Early and continual involvement of
the user, Multiple, rapidly executed
increments or releases of capability, Early, successive prototyping to
support an evolutionary approach, A modular, open-systems approach.
15 December 2010
https://www.mitre.org/sites/default/files/pdf/11_0401.pdf
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When is it time for integrating the solution?a) At the end of the Sprintb) Before releasing the Incrementc) At the end of the projectd) During the Sprint
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What should the Product Owner do in the middle of the Sprint, when the Development Team realizes they are not able to finish all the Sprint Backlog items?a) Help the developers adjust their work and meet the
Sprint Goalb) Cancel the Sprintc) Remove some of the Product Backlog items from the
Sprint Backlogd) Ask management for more resources
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The Product Owner should track the performance of the project at least …a) After each Daily Scrumb) Once per releasec) Once a weekd) Once per Sprint
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Which of the following is not allowed is Scrum?a) Velocity trackingb) Refactoringc) Release planningd) Hardening Sprints
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A company has three products. Which two of the following are acceptable way of forming Scrum teams?a) There can be a single Product Owner for all productsb) There should be one Product Owner for each productc) There should be a single Product Owner for all productsd) There can be one Product Owner for each product
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The Product Owner usually ensures value by maximizing …a) Customer satisfactionb) User acceptancec) Return on investmentd) Employee satisfaction
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Ordering the Product Backlog items is part of the Product Backlog refinement.a) Trueb) False
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Who owns the Sprint Backlog?a) The Development Teamb) The Product Ownerc) The Scrum Masterd) The Scrum Team
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The Product Backlog is reordered by the stakeholders at the Sprint Review meeting.a) Falseb) True
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The Product Owner is using split testing to measure the end users’ satisfaction, to judge the success of the project and use the information for the remaining Sprints. Is it a right way of product ownership in Scrum?a) Yesb) No
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