Scrum workshop for Project Managers

© Copyright 2011 Avanade Inc. All Rights Reserved.

Workshop scrum

Jesse HouwingArnoud Lems

October 2012


IntroductionOverview

1. Introduction of scrum2. Digging deeper into the process3. Hands on: Managing a scrum project

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Concepts of Scrum

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Scrum PrimerWhy?

• Controlling Risk– Time-boxing activities– Break large complex problems into smaller, manageable

pieces– Focus on defining smaller commitments which results in

smaller risk• Improving Predictability

– Teams constantly working in Sprints improve ability to plan, estimate and make decisions

• Maximising ROI– Scrum Team concentrates on value gained by doing and

learning rather than value gained from traditional planning

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• Individuals and interactions…

…over processes and tools

• Working software…

…over comprehensive documentation

• Customer collaboration…

…over contract negotiation

• Responding to change…

…over following a plan

Principles


Better, Faster, Cheaper

Agility == Flexibility

– Agility provides the capacity and capability of rapidly and efficiently adapting to change

• Scrum embraces….– Change– Unpredictability– Complexity

By the way … these are inescapable constants in software development

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Scrum defined

•Scrum is…..–…A Framework for developing and sustaining complex

products for example Software Development

–…Lightweight–…Simple to understand–…Extremely difficult to master

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Scrum and Agile PrimerScrum is very popular

• It is the most popular of the agile processes used today– But it’s not new at all…it’s been in use since the early 90s!

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Scrum and Agile PrimerThe Scrum Guide

• Documents the Scrum Framework – is the official rule book of Scrum

• Maintained by Ken Schwaber and Jeff Sutherland

• Available at http://www.scrum.org

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http://www.scrum.org/


How does it work?

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Roles in a scrum team

• Product Owner– Determines what features go into product

• Scrum Master– Responsible for Project Status and Coordination, Scrum Team

productivity and removal of impediments to progress• Team Members

– Responsible for building and testing high-quality software

• Everyone else (people to do Funding, Acceptance, Delivery & Support,…) are outside of Scrum Team

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Product Backlog

Sprint Backlog

Sprint

Daily

Red, Green,

Refactor

Potentially Shippable Increment

Overview of the process


Ceremonial

• Sprint planning meeting– Determine sizing of stories on the product backlog– Create the sprint backlog

• Daily standup– Monitor the sprint backlog– Detect issues

• Sprint review meeting– Present the result of the sprint to the PO (and stakeholders)

• Retrospective– Give feedback on the way the sprint was conducted– Decide on improvements for the next sprint

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Counter indicators for scrum

• Lack of technical capability to support short cycles• Lack of sponsorship both internally and from customer• Customer expects scrum but with “waterfall approach”• Customer is resistance to transparency • Customer is resistant to accountability• We have no clue what it is but it sounds cool

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Scrum compared to waterfall


Contents• Illumination versus empirical• Principles• Roles• Process• Ceremonial• Accountability• Q&A


The Illumination process

RFP•RFP Team is formed•Solution architecture•Estimation

Start up •Project team formation•Solution validation

Execution •Plan based execution

Delivery •Release/go live•Sign off


Illumination based approach

• Estimation in exact effort• Estimating is performed mystically• Cost and timeline based on estimated effort• Fixed price, fixed scope• Different people involved in RFP phase and actual project

• PM monitors planning, scope and contract• RFC’s deal with scope changes• Change resistent• Constraint commitment made by management


The emprical process

RFP•RFP is scheduled for a team (or teams)•Solution architecture•Estimation

Start up •Sprint 0•Solution validation

Execution •Plan based execution•Release/go live

Delivery •Sign off


Emprical approach

• Estimation in relative complexity• Use team velocity for estimating cost and time line• (Fixed price or fixed date) and fixed quality• Existing team is lined up• Designated team schedules sprint 0• PM monitors contract• Team commitment for sprint (and project) constraints• (PM acts as product owner)• (PM acts as scrum master)

© Copyright 2011 Avanade Inc. All Rights Reserved.23

Accountability

Traditionally Scrum

Date/cost commitments Project Manager PO

Optimise value (ROI) ? PO

Fully communicate changes to stakeholders

Project Manager ? PO

Transparency ? Scrum Master

Project Status Project Manager PO

Productivity Improvements Development Managers

Development Teams

Product change based on empirical evidence

? PO

Quality QA Development Teams

Impediment Removal Development Managers

Scrum Master

Organisational change to Agile ? Management


Release planning

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Product Backlog

Sprint Backlog

Sprint

Daily

Red, Green,

Refactor


Step 1: Establish a backlog


Create user story/PBI

• Entering User Stories/PBIs involves a 3-part structure– A Role

“As a Salesperson…”

– A Feature “..I want to enter my leads…”

– A Benefit “…so that I remember to contact them.”

• A User Story is not a Use Case– No interaction between actors

• A User Story is not a Requirements Document– Too detailed

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5

3

8

3

Product Backlog

1

8

Pri

ori

ty

5

Step 2: Establish priority


5

3

8

3

Product Backlog

1

8

5

Step 3: Groom the backlog

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Acceptance Criteria• I can search for

….• I can pay with a

….• I can view and

edit …

Product Backlog

Step 4: Acceptance criteria


Release 2

Product Backlog

Step 5: Create a release schedule

Release 1


Preparing a sprint

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Product Backlog

Sprint Backlog

Sprint

Daily

Red, Green,

Refactor


Preparing a SprintAt a glance - Overview


5

8

5

Product Backlog

Sprint Backlog

Preparing a SprintAt a glance - Sprint Planning – Part 1

3


Product Backlog

Sprint Backlog



Product Backlog

Sprint Backlog

TOO BIG!



Product Backlog

Sprint Backlog

COMMIT!



Running a sprint

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Product Backlog

Sprint Backlog

Sprint

Daily

Red, Green,

Refactor


Running a SprintAt a glance - overview


Product Backlog

Sprint Backlog

Running a SprintAt a glance – part 1


Product Backlog

Sprint Backlog



Excercise

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Excercise managing a scrum project

• Devide into teams• A scenario is presented to all teams• Each team takes 5-10 minutes to discuss and give an

answer to the particular scenario• One team presents the answer and motivation• Discussion in the group

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Scenario 1

• You are a scrum master running a scrum project• The sprint is going well• The Product Owner contacts you and asks to increase the

scope of the sprint• He does not mind that the sprint is extended for a week

due to the increased scope

What is your response?

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Scenario 2

• You are a product owner• The final sprint before a release is about to start• During the sprint planning meeting the development team

is discussing the scope for the sprint• They decide to leave a user story out of the sprint because

it won’t fit the sprint• You really want the story to be in the sprint

What do you do?

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Scenario 3

• You are a scrum master in a project• The customer walks in conveys his concern about the

overhead on the project. He sees the team in the stand up every day, between sprints entire days are spent in meetings.

• He demands you cut back on meeting time

What is your response?

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Scenario 4

• You are the scrum master in a scrum team• Most important stories on the board are near completion• Customer suggests to shift maintenance to India and move

the development team to Bratislava leaving just a skeleton crew in the Netherlands to work on a few final stories

How to organize this?

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Scenario 5

• You are a scrum master in a scrum project• During grooming the team notices a gap in technical

knowledge needed to successfully implement an upcoming sprint

• Maybe the Product Owner is able to provide someone from a different scrum team to perform the necessary work

How do you handle this situation?

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Excercise

• Scrum comes with certain challenges when implementing it

• A challenge is presented, discuss the way to handle the challenge in your team

• One team presents their answer• The answer is discussed

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Challenge 1 – Enterprise architecture

• In any software project within an enterprise you have to comply to certain architecture standards

• Sometimes this means that you need approval from outside your team (e.g. from the enterprise architect) before you start building (part of) the solution

How does this effect scrum?What is the recommended scrum approach?

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Challenge 2 – Scrum in a waterfall environment

• Waterfall projects usually commit budget for a given set of requirements

• The environment expects detailed commitment before releasing budget

• Budgets are fixed without knowing all the technical details

How do you convince a customer or manager?

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Challenge 3 – Progress reporting

• Scrum reports velocity from past sprints, task burndown for the current sprint and story points for backlog items

• Traditionally customers (and PM’s) are custom to receiving reports on individual team member level, detailing both progress and time spent on tasks

What are the reasons scrum does not provide these metrics?How to explain to a customer how to interpret the scrum reports

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Challenge 4 – Project cycle

• Skills needed early differ from skills needed near completion of the project

• Scrum works best with constant teams

Why would want to keep your teams constant?What does this require of the team?

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Conclusion

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Scrum workshop for Project Managers

Technology

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