Post on 28-Nov-2014
description
UniversityofWashingtonAgileDeveloperCer6ficate
SpringQuarterAdvancedTopicsinAgileSo>wareDevelopmentClass#5:ScalingScrumandStrategicPlanning
SCALINGSCRUMGoingBeyond1TeamDoingScrum
HowAgileMethodologiesScale
3
Many Teams, many backlogs
Many Teams, one backlog
ProductDefini6onTeam
• ProductOwnermaybepartoftheProductManagementfunc6on
• Mayreceiveinputfrommul6ple– ProductManagers– BusinessUnitowners– Analysts– Architects– Informa6onArchitects– Others
• Howdoestheeffec6veProductOwnermanagealltheseinputs?
ScalingtheProductOwner
ChiefProductOwner
FlowofMul6pleSprintsLeadstoProductRelease
TheAgileReleaseTrainRelease1 Release2
1 2 3 4 5 6 7 8 9
Components
A
B
21 22 23 24 26 27 29 30 32C
ReleaseRoadmap
Theme1• Feature1• Feature2a
Theme2• Feature3• Feature2b
10
3 4 5 6 7 8 9 10 11 12
32
2weeks
~12‐16weeks
~4‐6weeks
AffinityEs6ma6ng
• Breakupintosmallteamsof2‐4• Discuss2‐3storiessothereisasenseofthem• Findanini6alcompara6vestory
– IfteamisalreadySprin6ng,findasmall‐ishonealreadycompletedthatwasareallygoodes6mate;usethates6mate
– Findafullyunderstandablestoryandfullytaskitout;calliteithera2ora3
• Withoutconversa6on,theen6reteamputsallthestoriesonabigwall– smallestattherightandlargestonthele>comparedtoini6alstory– Anyonecanmoveanyoneelse’sstoryposi6on
• Asac6vitysubsides,putascalednumberlineup• Secleones6matesforboundarystoriesandepics
Ini6alCompara6veStory
Isthisa3ora5?
Isthisan8ora13?
Isthisa5oran8?
Whatabouttheseepics?
Mul6pleteams
9
• Synchronizewithinteams• Synchronizeacrossteams
9:00AM9:30AM
9:30AM10:00AM
10:30AM11:00AM
Daily Scrums per Team Scrum Team 1
Scrum Team 2
Scrum Team 3
Scrum of Scrums
ThreeLevelsofSynchroniza6on
10
Reproduced with permission from Mike Cohn,Mountain Goat Software, 2003
Coordinating Scrum Or MetaScrum
Scrum of Scrums
Daily Scrums
TheABC’sofScrum
11
Type A Type B Type C
Documents Product Backlog Sprint Backlog Burndown Chart
Release Roadmap Product Backlog Sprint Backlog Burndown Chart
Resource Plan Release Roadmap Product Backlog Sprint Backlog Burndown Chart
Ceremonies Sprint Planning Daily Meeting Sprint Review
Multi-level Planning Daily Meeting Scrum of Scrums Sprint Review
MetaScrum Multi-level Planning Scrum of Scrums Daily Meeting Sprint Review
Roles Product Owner Scrum Master Team
Chief Product Owner Product Owners Uber Scrum Master Scrum Masters Teams
Chief Product Owner Product Owners Uber Scrum Master Scrum Masters Teams
Source:JeffSutherland
HowDoWeSetaContextforEmpoweredLeadership?
Integra6onScrumTeamModel
SingleBacklogModel
Exercise:YourTeamOrganiza6on
• Howareyourteamsorganizedcurrently?• Whichmodelwouldworkbecerforyourorganiza6onandwhy?
• Howwouldyouneedtoreorganizeteamsinordertoaccommodatethenewmodel?
• Whatobstaclesarekeepingyoufromgoingtowardsthenewmodel?
• Debriefwiththeen6regroup• 15‐minute6mebox
ScalingRecommenda6ons• Correlateteamorganiza6ontosubsystemsormoduleswith
minimalcross‐over• Implementdevelopmentinfrastructuretosupportthenumberand
loca6onofdeveloperssoitactsasasingledevelopmentenvironment
• Implementmee6ngandcommunica6oninfrastructureop6mizedfornumberandloca6onofteams
• Developstandards,guidelines,trainingcourses,templates,andframeworkstominimizethecoordina6onrequiredforintendedscaling
• Developcoordina6onmechanismsformul6pleteams• Ensureeachteamhassufficientresources,carefullyconsidershared
resources• Implementwaystodevelopacommoncultureacrossteams
16
DispersedTeamRecommenda6ons• Co‐locatetheteamaso>enaspossible,especiallyatincep6onand
keymilestones• Rotatemembersaround• Investin(andplanfor)toolsthatprovideasharedenvironment• Plantoexperiment• Establishasingleglobalinstanceofprojectassets,easilyaccessible
byall• Tryvirtualteambuilding(teamwikiw/bios&photos)• Establishknownhours,withasmuchoverlapaspossible• Applyhighcohesionandlowcouplingtoalloca6onofworktosites• Developasharedteamvocabulary• Don'tletanyonegodark• ApplyScrum‐of‐Scrumsconceptwhenmassremotemee6ngsare
unproduc6ve
17
NotesontheMeta‐Scrum• UnliketheScrumofScrums(whereteamssynchronizeandcoordinatewiththepurposeof
execu6ngontheBacklog),• TheMeta‐Scrumfocusesonexecu6ngontheroadmapandthestrategywhileelimina6ngside
channelconversa6onsaboutthereleasesandtheroadmap.Itisagapreduc6onexercise.• ItisownedbytheChiefProductOwner,whocomesinwiththeplan.Thepar6cipantsactlikea
BoardofDirectorsfortheProductOwnerwhoreviewsandapprovestheplan.• Thepar6cipantsmusthavetheauthoritytomakedecisions.Ifsomeoneismissing,thatperson
mustactinagreementwiththedecisionsmadeinthemee6ng.• SuccessfulMeta‐Scrumsprovideconsistentanswerstotheques6on:"DoesaChiefProductOwner's
ProductBackloghaveconsentofalltheStakeholders?"• TheChiefProductOwnercomesintointheMeta‐Scrumwiththeplan,discussingwhatismeantby
plan,roadmap,productbacklogandothernames.Whateveryouuse,haveitclearlydefined.
• IndicatorsforwhenaMeta‐Scrumisneeded:– Organiza6onneedstoreducechaos– Needconsentathighestleveloftheorganiza6on– Balancingmul6pleprojects– Mul6pleorganiza6onalareasneedalignment– Youareinanenvironmentwherechangehappens(therearesurprises)
18hcp://scrumalliance.pbwiki.com/The+Meta‐Scrum
THE5LEVELSOFPLANNINGGoingBeyondtheSprinttoStrategicProductPlanning
PlanningatMul6pleLevels
• ProductVisioning• ProductRoadmap
• ReleasePlan• SprintPlan• DailyCommitment
Source:HubertSmits
PlanningatMul6pleLevels
21
Crea6ngMemorableVisions
• ElevatorStatement:– FOR(targetcustomer)– WHO(statementoftheneed)– THE(productname)isa
(productcategory)– THAT(productkeybenefit,
compellingreasontobuy).– UNLIKE(primarycompe66ve
alterna6ve),– OURPRODUCT(final
statementofprimarydifferen6a6on)
• ProductBox:
Potentially Shippable Product Increment
24hours
TheExtendedScrumFramework
SprintRetrospec-ve
Sprint Backlog
Sprint
ProductBacklog
Vision
Q2 Q3 Q4
Product Roadmap
ReleasePlan
SprintPlanningSprintReview&
Sprint 1
DailyScrumor“Standup”
ProductRoadmap
• TheProductOwner:– Communicatesthewhole– Determineswhenreleasesareneeded– Determineswhatfunc6onalityissufficient– Focusesonbusinessvaluederivedfromthereleases
• Deliveryteam– Seesthewhole– Learnsaboutthesteps– Learnsthebusinesspriori6es– Providestechnicalinputtotheroadmap
24
ProductRoadmap–anexample
Phosphorus2006.5
Agile PM
• Associate Iterations with Releases
System Mgmt. • Hierarchical Stories • Daily Defect Metrics
Comm. & Collaboration
Platform • Tab Customization & Web
Tabs
• Forallusers,enhanceflexibilityofrequirementshierarchy
• ProvideConfigurableEdiXons
June3,‘06 July8,‘06 Aug12,‘06
Agile PM
• Agile Product Manager
System Mgmt. • Ajax-Enabled Detail Pages
Comm. & Collaboration
Platform • Improved UI
Responsiveness • Improved Navigation
• Forallusers,improveusability,navigaXonandinformaXonpresentaXon.
Agile PM
• Defect Dropdown Customization
• Task Ranking
System Mgmt. • Defect Close Rate Metrics
Comm. & Collaboration • User Filterable
Notifications
Platform • Shared Custom Views
• ForRallycustomers,implementsomeofthemostrequestedenhancements
Aluminum2006.3
Silicon2006.4
*Rally Agile Pro Edition only
April8,‘06
Agile PM
• Custom Enumerations • Unified Backlog Planning • New Release Status View
System Mgmt.
Comm. & Collaboration
Platform • UI Consistency
• Forallusers,improvecustomizaXonandconsistency.
• ForProductOwners,improveRoadmap,andReleasePlanning.
Magnesium2006.2
ReleaseasaseriesofSprints• Areleasecomprisesmul6pleitera6ons
• Eachitera6oncanbethoughtofasasame‐sizedbox
• Storiesofdifferentsizes(points)areputintoeachboxun6litisfull
• Thesizeoftheboxistheplannedvelocity
Source:“AgileEs-ma-ngandPlanning,”byMikeCohn
IteraXon
Condi6onsofSa6sfac6on(backlog,
schedule)
Itera6onplanning
Development Productincrement
Condi6onsofSa6sfac6on
(backlog,budget,schedule)
Release
ReleasePlanning
AnAgileApproachtoPlanning
Source:“UserStoriesApplied”and“AgileEs-ma-ngandPlanning,”byMikeCohn
Feedback
Feedback
AnAgileReleasePlan
Asafrequentflyer,Iwantto…
Asafrequentflyer,Iwantto…
Asafrequentflyer,Iwantto…
Asafrequentflyer,Iwantto…
Asafrequentflyer,Iwantto…
Asafrequentflyer,Iwantto…
Asafrequentflyer,Iwantto…
Asafrequentflyer,Iwantto…
Asafrequentflyer,Iwantto…
Asafrequentflyer,Iwantto…
Asafrequentflyer,Iwantto…
Asafrequentflyer,Iwantto…
Asafrequentflyer,Iwantto…
Asafrequentflyer,Iwantto…
Asafrequentflyer,Iwantto…
Asafrequentflyer,Iwantto…
We’llbeherebytheplanneddeadline
Theloca6onofthearrowisdeterminedbyteamvelocityandthenumberofremainingitera6ons
PrioriXzedProductBacklog
Sprintn+1
Sprintn+2
Source:“AgileEs-ma-ngandPlanning,”byMikeCohn
Sprintn+3
0
10
20
30
40
1 2 3 4 5 6 7 8 9IteraXons
Velocity
Lastobserva6on=36
Mean(Last8)=33Mean(Worst3)=28
Source:“AgileEs-ma-ngandPlanning,”byMikeCohn
Velocity
DerivingDura6onUsingVelocity
Asafrequentflyer,Iwantto…
Asafrequentflyer,Iwantto…
Asafrequentflyer,Iwantto…
Asafrequentflyer,Iwantto…
Asafrequentflyer,Iwantto…
Asafrequentflyer,Iwantto…
Asafrequentflyer,Iwantto…
Asafrequentflyer,Iwantto…
Asafrequentflyer,Iwantto…
Asafrequentflyer,Iwantto…
Asafrequentflyer,Iwantto…
Asafrequentflyer,Iwantto…
Asafrequentflyer,Iwantto…
Asafrequentflyer,Iwantto…
Asafrequentflyer,Iwantto…
Asafrequentflyer,Iwantto…
Atourslowestvelocitywe’llfinishhere
PrioriXzedProductBacklog
Itera6
on1
Itera6
on2
Atourcurrentvelocitywe’llfinishhere
Atourlong‐termaveragewe’llfinishhere
SezngupforReleasePlanning• WhatisthepurposeyouhopetoaccomplishwithAgilerelease
planning?• Doyouhaveareleasethemeorthemes?• Whatisthecurrentstateoftheteam?• Doyouhaveavelocity?• DoyouhaveagoodDefini6onofDone?• DoyouhaveaProductBacklog?• IstheProductBacklogPriori6zedbytheProductOwner?• IstheProductBacklogEs6matedbythewholeteam?• WilltheProductOwner(s)andwholeteambeinacendance?• Willkeymembersbeinacendance(Architects,Opera6ons,QA,
ProductMarke6ng,PMO,etc)?• WhathaveInotaskedthatisimportanttoknow?
ReleasePlanningSession• ConductaReleasePlanningMee6ngcollabora6velywiththewhole
team(productowner,deliveryteam,stakeholders)• Planfora1‐dayevent(2daysforVERYlargeprograms)• Puteachfeatureonanindexcard(post‐itnotes)• Physicallyarrangethepriori6zedfeaturesintotheReleases• Forthefirstrelease,physicallyarrangethepriori6zedfeaturesinto
the3or4groupingsthatrepresenttheSprints• Postalldecisions,risks,ac6ons(andifnecessary,assump6ons)on
thewall• Considerappropriatebuffersandtradeoffmatrixbefore
commitment• Biggestrisk:ProductOwnermusthaveapriori6zedProduct
Backlog!!
ReleaseBurn‐up
33
Informa6onRadiators:Big=Beau6ful!ASampleTaskBoard
© 2007 SolutionsIQ - v15 34
Anothersampletaskboard
35
Projectrepor6ng
• Minimizerepor6ng• Whatgetsmeasuredgetsdone• Makeitvisible• Possiblemetrics:
– Currentburndownchart(s)– Sprintgoalsandchangestothegoals– Defects–inflow,ou|lowand#opendefectsperweek– Buildqualityperday/week– Numberoftests/testspassedperday/week– VelocityoverthelastxSprints– Ac6onitems,risks
36
EndOfSprintDataStarting/Ending Metrics
SCRUMSPIRITNotJustFollowingaProcess
ScrumEssen6als
• Elaboratefeaturesjust‐in‐6mefortheSprint,notwhileintheProductBacklog
• ProductOwnerstaysengagedday‐to‐dayfortheelabora6onandacceptanceoffeatures
• Teamsareself‐organizingandcross‐func6onal:everyoneisresponsiblefortheSprintcommitment
• Donemeanstested,integratedcode&documenta6onandacceptedbytheproductowner
• ReducedefectloggingbyalwaysmovingtofullytestedcodeintheSprint
• Ensurethatso>wareisalwaysclosetoshippable
39
WhatCanCauseScrumAdop6ontoFail?
• Ineffec6veuseoftheretrospec6ve• Inabilitytogeteveryoneintheplanningmee6ngs• Failuretopayacen6ontotheinfrastructurerequired• BadScrumMasters• Unavailableproductowner,ortoomanyproductownerswhocan’t
agree• Rever6ngtoform• Obtainingonly“checkbookcommitments”fromexecu6ve
management• Teamslackingauthorityanddecision‐makingability• Nothavinganonsiteevangelistforremoteloca6ons• Aculturethatdoesnotsupportlearning• Theembraceofdenialinsteadofthebrutaltruth
40“11WaysAgileAdop6onFails”–JeanTabakahcp://www.s6ckyminds.com/s.asp?F=S12384_COL_2
CulturalChange:TheHardPart
Old Organization New Organization Centralized Distributed Unified perspective Diversified perspective
Original meaning Emergent meaning Analytical Creative Analysis to action Learning by doing Certain Uncertain Strategy concept Local action Authoritative Participative Hierarchical Flat
41 Olson,Edwin&Eoyang,Glenda
GlossaryofTerms
GlossaryofTerms• DailyScrumMee6ng
– Afi>een‐minutedailymee6ngforeachteammembertoanswerthreeques6ons:"WhathaveIdonesincethelastScrummee6ng?(i.e.yesterday)";"WhatwillIdobeforethenextScrummee6ng?(i.e.today)";"Whatpreventsmefromperformingmyworkasefficientlyaspossible?"TheScrumMasterensuresthatpar6cipantscallsidebarmee6ngsforanydiscussionsthatgotoofaroutsidetheseconstraints.
• Impediments– Anythingthatpreventsateammemberfromperformingworkasefficientlyaspossibleisanimpediment.
EachteammemberhasanopportunitytoannounceimpedimentsduringthedailyScrummee6ng.TheScrumMasterischargedwithensuringimpedimentsgetresolved.ScrumMasterso>enarrangesidebarmee6ngswhenimpedimentscannotberesolvedonthespotinthedailyScrummee6ng.
• ProductBacklog– Theproductbacklog(or"backlog")istherequirementsforasystem,expressedasapriori6zedlistofproduct
backlogItems.Theseincludedbothfunc6onalandnon‐func6onalcustomerrequirements,aswellastechnicalteam‐generatedrequirements.Whiletherearemul6pleinputstotheproductbacklog,itisthesoleresponsibilityoftheproductownertopriori6zetheproductbacklog.DuringaSprintplanningmee6ng,backlogitemsaremovedfromtheproductbacklogintoasprint,basedontheproductowner'spriori6es.
• ProductBacklogItem– InScrum,aproductbacklogitem("PBI","backlogitem",or"item")isaunitofworksmallenoughtobe
completedbyateaminoneSprintitera6on.Backlogitemsaredecomposedintooneormoretasks.
GlossaryofTerms• ProductBacklogItemEffort
– SomeScrumprac66onerses6matetheeffortofproductbacklogitemsinidealengineeringdays,butmanypeoplepreferlessconcrete‐soundingbacklogeffortes6ma6onunits.Alterna6veunitsmightincludestorypoints,func6onpoints,or"t‐shirtsizes"(1forsmall,2formedium,etc.).Theadvantageofarbitraryunitsisthey'reexplicitaboutthedis6nc6onthatproductbacklogitemeffortes6matesarenotes6matesofdura6on.Also,es6matesatthislevelareroughguessesthatshouldneverbeconfusedwithactualworkinghours.Notethatsprinttasksaredis6nctfromproductbacklogitemsandtaskeffortremainingisalwayses6matedinhours.
• ProductOwnerRole– InScrum,asinglepersonmusthavefinalauthorityrepresen6ngthecustomer'sinterestin
backlogpriori6za6onandrequirementsques6ons.Thispersonmustbeavailabletotheteamatany6me,butespeciallyduringthesprintplanningmee6ngandthesprintreviewmee6ng.
• Release– Thetransi6onofanincrementofpoten6allyshippableproductfromthedevelopmentteam
intorou6neusebycustomers.Releasestypicallyhappenwhenoneormoresprintshaveresultedintheproducthavingenoughvaluetooutweighthecosttodeployit.
• ReleaseBurndownChart– InScrum,thereleaseburndownchartisa"bigpicture"viewofarelease'sprogress.Itshows
howmuchworkwasle>todoatthebeginningofeachsprintcomprisingasinglerelease.Thescopeofthischartisasinglerelease;however,aproductburndownchartspansallreleases.
GlossaryofTerms• ScrumMasterRole
– TheScrumMasterisafacilitatorfortheteamandproductowner.Ratherthanmanagetheteam,theScrumMasterworkstoassistboththeteamandproductownerinthefollowingways:
• Removethebarriersbetweenthedevelopmentandtheproductownersothattheproductownerdirectlydrivesdevelopment.
• Teachtheproductownerhowtomaximizereturnoninvestment(ROI),andmeethis/herobjec6vesthroughScrum.• Improvethelivesofthedevelopmentteambyfacilita6ngcrea6vityandempowerment.• Improvetheproduc6vityofthedevelopmentteaminanywaypossible.• Improvetheengineeringprac6cesandtoolssothateachincrementoffunc6onalityispoten6allyshippable.• Keepinforma6onabouttheteam'sprogressuptodateandvisibletoallpar6es.
• Sprint– Anitera6onofworkduringwhichanincrementofproductfunc6onalityisimplemented.Bythebook,an
itera6onlasts30days.Thisislongerthaninotheragilemethodstotakeintoaccountthefactthatafunc6onalincrementofproductmustbeproducedeachsprint.Thesprintstartswithaone‐daysprintplanningmee6ng.ManydailyScrummee6ngsoccurduringthesprint(oneperday).Attheendofthesprintwehaveasprintreviewmee6ng,followedbyasprintretrospec6vemee6ng.
• SprintBacklog– Definestheworkforasprint,representedbythesetoftasksthatmustbecompletedtorealizethesprint's
goals,andselectedsetofproductbacklogitems.• SprintBurndownChart
– Asprintburndownchart(or"sprintburndowngraph")depictsthetotaltaskhoursremainingperday.Thisshowsyouwhereyourteamstandsregardingcomple6ngthetasksthatcomprisetheproductbacklogitemsthatachievethegoalsofthesprint.TheX‐axisrepresentsdaysinthesprint,whiletheY‐axisiseffortremaining(usuallyinidealengineeringhours).Ideallythechartburnsdowntozerobytheendofthesprint.
GlossaryofTerms• SprintGoals
– Sprintgoalsaretheresultofanego6a6onbetweentheproductownerandthedevelopmentteam.Meaningfulgoalsarespecificandmeasurable.Insteadof"Improvescalability"try"Handlefive6mesasmanyusersasversion0.8."Scrumfocusesongoalsthatresultindemonstrableproduct.Theproductownerisen6tledtoexpectdemonstrableproduct(howeversmallorflimsy)star6ngwiththeveryfirstSprint.Initera6vedevelopment,subsequentSprintscanincreasetherobustnessorsizeofthefeatureset.Haveyourteamcommittogoalsthatanyonewillbeabletoseearemet(ornotmet)attheendofthesprint.Atsprintreviewmee6ngs,thesprintdemonstra6onisconducteda>erwhichtheteamaskstheproductownerwhether(s)hefeelsthegoalsweremet.Whilesomespecificproductbacklogitemsmaynotbedoneattheendofasprint,itshouldbeveryunusualforateamnottomeetitssprintgoals.Scrumrequirestheteamtono6fytheproductownerassoonasitbecomesawareitwillnotmeetitsgoals.
• SprintPlanningMee6ng– TheSprintplanningmee6ngisanego6a6onbetweentheteamandtheproductowneraboutwhattheteam
willdoduringthenextsprint.Theproductownerandallteammembersagreeonasetofsprintgoals,whichisusedtodeterminewhichproductbacklogitemstocommitfromtheuncommicedbacklogtothesprint.TheteamwillthenbreakthebacklogItemsdownintotasks.
• SprintRetrospec6veMee6ng– Thesprintretrospec6vemee6ngisheldattheendofeverysprinta>erthesprintreviewmee6ng.Theteam
andScrumMastermeettodiscusswhatwentwellandwhattoimproveinthenextsprint.Theproductownerdoesnotacendthismee6ng.
GlossaryofTerms• SprintTask
– InScrum,asprinttask(ortask)isaunitofworkgenerallybetweenfourandsixteenhours.Teammembersvolunteerfortasks.Theyupdatethees6matednumberofhoursremainingonadailybasis,influencingthesprintburndownchart.Tasksarecontainedbybacklogitems.
• Team– Ateam(or"Scrumteam")isop6mallycomprisedofsevenplusorminustwopeople.For
so>waredevelopmentprojects,theteammembersareusuallyamixofso>wareengineers,architects,programmers,analysts,QAexperts,testers,UIdesigners,etc.Thisiso>encalled"cross‐func6onalprojectteams".Agileprac6cesalsoencouragecross‐func6onalteammembers.
• TeamMember– InScrumparlance,ateammemberisdefinedasanyoneworkingonsprinttaskstowardthe
sprintgoal.• Velocity
– InScrum,velocityishowmuchproductbacklogeffortateamcanhandleinonesprint.Thiscanbees6matedbyviewingprevioussprints,assumingtheteamcomposi6onandsprintdura6onarekeptconstant.Itcanalsobeestablishedonasprint‐by‐sprintbasis,usingcommitment‐basedplanning.Onceestablished,velocitycanbeusedtoplanprojectsandforecastreleaseandproductcomple6ondates.
Ar6cles• “AgileEVM–EarnedValueManagementTheAgileWay,”TamaraSulaiman,AgileJournal,Jan.8,
2007.hcp://www.agilejournal.com/ar6cles/ar6cles/agileevm‐%96‐earned‐value‐management‐the‐agile‐way.html
• “AgileProcessandSelfOrganiza6on,”KenSchwaber,www.controlchaos.com,hcp://www.controlchaos.com/download/Self%20Organiza6on.pdf
• “AgileTop‐Down:StrikingaBalance,”BryanStallings,AgileJournal,Mar.12,2007.hcp://www.agilejournal.com/ar6cles/ar6cles/agile‐top%11down%3a‐striking‐a‐balance.html
• “EstablishingandMaintainingToptoBocomTransparencyUsingtheMeta‐Scrum,”BrentBarton,AgileJournal,Oct.6,2007.hcp://www.agilejournal.com/ar6cles/ar6cles/establishing‐and‐maintaining‐top‐to‐bocom‐transparency‐using‐the‐meta%11scrum.html
• “MakingtheDate,”RonJefferies,xprogramming.com,Nov.10,2005.hcp://www.xprogramming.com/xpmag/jatmakingthedate.htm
• “TheNewNewProductDevelopmentGame,”TakeuchiandNonaka,HarvardBusinessReview,Jan.1,1986.hcp://harvardbusinessonline.hbsp.harvard.edu/b02/en/common/item_detail.jhtml?id=86116
• “WantBecerSo>ware?JustAsk:SevenThingsProjectCustomersCanDo,”MikeCohn,BecerSo>ware,March2004.hcp://www.mountaingoatso>ware.com/system/ar6cle/file/9/WantBecerSo>ware.pdf
OnlinePresenta6ons• “AgileEs6ma6on”byMikeCohn
hcp://video.google.com/videoplay?docid=9061050925476245469&q=+site%3Avideo.google.com&total=101&start=0&num=10&so=0&type=search&plindex=3
• “AgileProjectManagementPlanningandBudgezng”byDavidHussmanhcp://www.infoq.com/presenta6ons/Agile‐planning‐and‐budgezng
• “AgileQuality:ACanaryinaCoalMine”byKenSchwaberhcp://www.infoq.com/presenta6ons/agile‐quality‐canary‐coalmine
• “AgileRetrospec6ves:MakingGoodTeamsGreat”byEstherDerbyandDianaLarsenhcp://video.google.com/videoplay?docid=‐7910406883328902493
• “HowtoPlanProjectswithDistributedTeams”byHubertSmitshcp://video.google.com/videoplay?docid=2259483443972461251
• Interview:JeffSutherlandon“ScrumandNot‐Scrum”hcp://www.infoq.com/interviews/jeff‐sutherland‐scrum‐rules
• “ScrumMaster:KenSchwaber’sTopTips”hcp://www.scrum‐master.com/top6ps/flash.html
• “TheRootsofScrum”byJeffSutherlandhcp://www.infoq.com/presenta6ons/The‐Roots‐of‐Scrum
OtherUsefulLinks• Agile&ScrumTraining:hcp://www.solu6onsiq.com/scrum/training_events.html• AgileAlliancewebsite:www.agilealliance.org• AgileJournal:www.agilejournal.com• AgileManifesto:www.agilemanifesto.org• AgileProductManagement:
hcp://allaboutproductmanagement.blogspot.com/2007/04/agile‐product‐management.html
• BecerSo>wareMagazineandwww.s6ckylecer.com• ExtremeProductMgmt.:
hcp://www.pragma6cmarke6ng.com/publica6ons/topics/06/0606sj• InfoQ–InternetSo>wareDevelopmentCommunity:www.infoq.com• JeffSutherland’swebsite:www.jeffsutherland.com• KenSchwaber’swebsite:www.controlchaos.com/• MikeCohn’swebsites:www.mountaingoatso>ware.com,www.planningpoker.com• RonJeffrey’swebsite:www.xprogramming.com• ScrumAlliancewebsite:www.scrumalliance.com