ScrumMaster Training Book

Certified ScrumMaster

Michel Goldenberg

Is Scrum an acronym?

• Acronym? – Name refers to a Rugby Scrum where adaptive team behavior moves a

ball up the field toward a common goal

2 2 Michel Goldenberg

http://en.wikipedia.org/wiki/Image:Rugby_union_scrummage.jpg

Scrum Introduction

• Scrum is not a methodology that will make you develop better products;

• Scrum does not provide the answers to how to build quality software faster;

• Scrum is a tool, a framework, you can use to find out what you need to do to build quality software faster.

• Scrum does not require team collocation;

• However, with Scrum, you can measure the productivity of collocation.

Ken Schwaber (Scrum But)

3 Michel Goldenberg

Basic Scrum glossary

• Product owner – responsible for maximizing value of the product;

• Scrum master – coach facilitates the process and productivity;

• The Team – Multi-functional (includes testers, architect…);

• Product backlog – emerging, prioritized list of user stories;

• Sprint – a thirty day iteration resulting in functionality;

• Sprint backlog – list of tasks to be completed to turn the backlog into working functionality during the sprint;

• Sprint planning and Sprint Review Meeting;

• Increment – a piece of potentially shippable product built during every sprint;

• Daily scrum – standup status meeting.

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Scrum is like the Mother-In-Law

The person who knew that her son/daughter could have married better, and who intends to help you be good enough. You have just invited her to come live with you.

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Certification Levels • The Scrum Alliance certification program bridges the gap between theory and practice.

• The journey to mastery begins with a Certified ScrumMaster or Certified Scrum Product Owner course. These courses provide a solid foundation to help you make the paradigm shift to managing a project using Scrum.

As shown in the flow chart, a CSM or CSPO course is essential for moving toward the more advanced certifications of Certified Scrum Practitioner, Certified Scrum Coach, and Certified Scrum Trainer®.

6 Michel Goldenberg

http://www.scrumalliance.org/courses

http://www.scrumalliance.org/courses

http://www.scrumalliance.org/pages/certified_scrummaster

http://www.scrumalliance.org/pages/certified_scrum_product_owner

http://www.scrumalliance.org/pages/certified_scrum_practitioner

http://www.scrumalliance.org/pages/certified_scrum_coach

http://www.scrumalliance.org/pages/certified_scrum_trainer

http://www.scrumalliance.org/pages/certified_scrum_trainer

What is Scrum?

• Scrum is an agile framework that allows us to focus on delivering the highest business value in the shortest time;

• It allows us to rapidly and repeatedly inspect actual working software every two to four weeks (Sprints);

• The business sets the priorities. Teams self-organize to determine the best way to deliver the highest priority features.

• In every sprint, anyone can see real working software and decide to release it as is or continue to enhance it for another sprint.

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Scrum

• Empirical process for managing the development and deployment of complex products;

• Empiricism is dependent on frequent inspection and adaptation to reach goal;

• Inspection is dependent on transparency;

• Scrum rests on the four legs of iterative development that generates done increments of functionality using self-managing teams that are cross-functional.

Ken Schwaber

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Scrum is a tool that you can use to:

• Increase productivity;

• Increase predictability;

• Increase risk management capabilities;

• Increase the value of products and systems;

• Increase quality;

• Improving the morale and pleasure of the developers, product managers, customers and stakeholders.

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Agile Methods

• Scrum – Ken Schwaber, Jeff Sutherland

• Extreme Programming (XP) – Kent Beck, Ward Cunningham, Ron Jeffries

• Crystal – Alistair Cockburn

• Lean Software Development – Mary Poppendieck

• Dynamic System Development Method (DSDM) – Dane Faulkner

• Adaptive Software Development (ASD) – Jim Highsmith

• Feature Driven Development (FDD) – Jeff DeLuca

• Others?

10 Michel Goldenberg

Agile Manifesto

Manifesto for Agile Software Development

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.


Agile Manifesto Principles (1)

• Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

• Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

• Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

• Business people and developers must work together daily throughout the project.

• Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

• The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.


Agile Manifesto Principles (2)

• Working software is the primary measure of progress. • Agile processes promote sustainable development. The

sponsors, developers, and users should be able to maintain a constant pace indefinitely.

• Continuous attention to technical excellence and good design enhances agility.

• Simplicity--the art of maximizing the amount of work not done--is essential.

• The best architectures, requirements, and designs emerge from self-organizing teams.

• At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.


• Avoid to use the word "you" because the other person may feel on the spot and defensive;

• Avoid to refer to history (e.g., "three months ago, you said...!");

• Be on time for meetings; if you are late, apologize and pay a late "penalty ";

• Use a talking stick; • Everyone's opinion is important and needs to be

understood and taken into account; • Remember: Feelings are Facts; • Know and appreciate other personality type preferences; • Etc…

Agile rules of etiquette (examples)


Scrum origins

• Jeff Sutherland:

Initial scrums at Easel Corp in 1993;

IDX and 500+ people doing Scrum.

• Ken Schwaber:

ADM;

Scrum presented at OOPSLA 96 with Sutherland;

Author of three books on Scrum.

• Mike Beedle:

Scrum patterns in PLOPD4.

• Ken Schwaber and Mike Cohn:

Co-founded Scrum Alliance in 2002,initially within the Agile Alliance.


Scrum Characteristics

• Self-organizing teams;

• Product progresses in a series of month-long “sprints”;

• Requirements are captured as items in a list of “product backlog”;

• No specific engineering practices prescribed;

• Uses generative rules to create an agile environment for delivering projects;

• One of the “agile processes”.

Mike Cohn


Project noise level

Simple

Complex

Anarchy

Technology

Req

uir

emen

ts

Far from Agreement

Close to Agreement

Clo

se t

o

Cer

tain

ty

Far

fro

m

Cer

tain

ty

Source: Strategic Management and Organizational Dynamics by Ralph Stacey in Agile Software Development with Scrum by Ken Schwaber and Mike Beedle.


Traditional Waterfall

Analysis Design Develop Test Deploy


Agile Value Profile

Time

Waterfall

Sto

ries

Rem

ain

ing

Sp

rin

t 1

Sp

rin

t 3

Sp

rin

t 2

Sp

rin

t 4

Sp

rin

t 6

Rel

ease

1

7

8

9

Rel

ease

2

11

12

13

14

R4

Scrum

Delivers value only at the end

Delivers value at every release




Analysis Design Develop Test Deploy


Defined Process Control

• The defined process control model requires that every piece of work be completely understood.

• Given a well-defined set of inputs, the same outputs are generated every time.

• A defined process can be started and allowed to run until completion, with the same results every time


Empirical Process Control

• Complex problems are those that behave unpredictably • Not only are these problems unpredictable, but even the

ways in which they will prove unpredictable are impossible to predict

• When defined process control cannot be achieved because of the complexity of the intermediate activities, something called empirical process control has to be employed

• For many years software development methodologies have been based on the defined control model. But software development isn’t a process that generates the same output every time given a certain input.


Empirical and Defined Process

• Defined process assumes

– Consistent input and consistent process steps yield a definable output

• Empirical process assumes

– Assumes inputs and process steps will vary each time yielding an unpredictable outcome

Process Inputs Output

Inputs Process Output Inspect and Adapt

Do we ever have the same inputs?

Is every task ever completely

understood?

Can we expect predictable

output?

Adapted from the Oobeya Group, LLC 2008


From Plan Driven to Value-Driven Development

Estimate These

Fix These

PLAN

DRIVEN

VALUE/VISION

DRIVEN

Waterfall Agile

The Plan creates cost/

schedule estimates

The Vision creates feature

estimates

Features Cost Schedule

Cost Schedule Features


Scrum Elevator Pitch

• Scrum: A team-based framework to develop complex systems and products.

– Scrum is an iterative, incremental framework for developing any product or managing any work. It allows teams to deliver a potentially shippable set of functionality every iteration, providing the agility needed to respond to rapidly changing requirements.

– The Scrum framework constantly challenges its users to focus on improvement, and its Sprints provide the stability to address the ever-changing needs that occur in any project.


Scrum Framework


Why Scrum?

• Improve ROI(Return Of Investment):

– Traditional methods take too long to satisfy business needs;

– Earlier delivery yields earlier ROI.

• Flexibility:

– Respond to changing business requirements;

– Respond to changing technical landscape.

• Product Quality:

– Deliver the right product (the first time);

– Deliver fewer defects (test early; test often).

• Visibility:

– Measure of progress = completed product;

• Rapid Feedback:

– Get frequent feedback from customer, stakeholders, team members.


Team Focused

• Three roles: Product Owner, ScrumMaster, Team Member; – This means taking on a broader set of tasks than in a role-based

organization.

• Each individual brings skills and experience to the team;

• The teams self-organize to determine how to best apply the people on the team to achieve the goals of the project;

• Low ceremony, simple set of rules;

• High discipline needed because of time boxes.


Time Box Everything

• Daily scrum in minutes;

• Tasks in hours;

• Time between daily meeting is just one day;

• Sprint length are one to four weeks.


3 Roles

Product Owner

ScrumMaster

Team


The Product Owner

“The single wringable neck” – Ken Schwaber


The Product Owner

• Responsible for representing the interests of everyone with a stake in the project and its resulting product

• Achieves initial and ongoing funding for the project by creating:

– Initial overall requirements

– Return on investment objectives

– Release plans – dates and content

• Responsible for using the Product Backlog to ensure that the most valuable functionality is produced first and built upon

– This is achieved by frequently prioritizing the Product Backlog to queue up the most valuable requirements for the next sprint


The Product Owner

• The Product Owner represents the customer’s vision of the product

– Often IS the customer

– OWNS the Product Backlog

• Should provide “one” voice to the team

• Participates in test planning

• Defines overall product goals and vision

• Maintains enough detail in the Product Backlog to support the next level of planning

• Accepts or rejects work results


The Product Owner

• Define the features of the product;

• Decide on release date and content;

• Be responsible for the profitability of the product (ROI);

• Prioritize features according to Business value;

• Adjust features and priority every iteration, as needed;

• Accept or reject work results.


The ScrumMaster

“The sheepdog for the team” – Ken Schwaber


ScrumMaster

• Responsible for knowing the Scrum “readiness” of the team and the organization

• Ensures that the Scrum process is followed

–Educates the team and Product Owner

–Educate others outside the team about how the team is working

• Ensures that the team is fully functional and productive

• Enables close cooperation across all roles and functions

• Shields the team from external interferences

• Removes impediments

• Servant Leader


ScrumMaster Skills

• Leading – Learn to lead (it does not always come naturally)

• Facilitating – Enhancing communications – always, everywhere

• Meetings, one-on-one, in the team, between teams, across the organization, management/executive

– Get a facilitation toolkit

– Read, practice, improve

• Fostering self-directed/organizing teams by: – Asking questions

– Listening

– Observing


Servant Leader

• What is a servant leader?

• Unlike leadership approaches with a top-down hierarchical style, Servant Leadership instead emphasizes

– Collaboration

– Trust

– Empathy

– and the ethical use of power

• At heart, the individual is a servant first, making the conscious decision to lead in order to better serve others, not to increase their own power.

• The objective is to enhance the growth of individuals in the organization and increase teamwork and personal involvement.


Servant Leadership

• Characteristics of Servant-Leaders, Traits (Greenleaf, R.K. 2003)

– Listening

– Empathy

– Healing

– Awareness

– Persuasion

– Conceptualization

– Foresight

– Stewardship

– Commitment to the growth of people

– Building community


Servant-leadership Discussion

• Discussion

– Form into groups

– Discuss how servant-leadership differs from traditional leadership styles

– What benefits do you see?

– What challenges do you see?

– Report back to the class


The ScrumMaster

• Represents management to the project;

• Responsible for enacting Scrum values and practices;

• Removes impediments;

• Ensure that the team is fully functional and productive;

• Enable close cooperation across all roles and functions;

• Shield the team from external interferences;


The Team


Development Team

• Cross-functional;

• 5 to 9 members;

• Commits to deliver the Sprint Backlog;

• Selects the sprint goal and specifies work results;

• Organizes itself and its work;

• Self organizing and self-managed;

• Demos work results to the Product Owner.


Self-Directed Teams

• A self-directed team differs from a traditional work group by taking full advantage of all team members’ talents, skills, abilities, ideas, and experiences

Succeeding As A Self-Managed Team – Chang and Curtin


Self-Directed Teams

• In traditional work groups, members often do not have the opportunity to express their ideas because management usually makes the decisions

– Even if members know a better way to get the job done!

• Although traditional work groups can be highly effective with the right dynamics, in reality there are often limitations

– It doesn’t make full use of each group member’s talent, experience, knowledge, common sense, and

– It DOESN’T encourage teamwork!

• This can be wasteful and ineffective

– It wastes the brainpower, experience, abilities, and practical knowledge of those who actually produce and deliver the organization’s products and services



Self-Directed Teams

• Self-directed teams are quite different from traditional work groups

• Employees need to learn new skills (or use existing skills differently) to succeed as members of a self-managed team

• These skills involve performing multiple work assignments

• They also involve new ways of interacting with each other and with people outside the team



Self-Directed Teams

• Skills that contribute to the success of self-managed teams:

– Leadership;

– Communication;

– Process improvement;

– Team dynamics;

– Project management;

– Conflict management;

– Consensus decision making;

– Peer coaching and feedback;

– Group problem solving;

– Interpersonal.


Self-Directed Teams

• Team members must also have certain individual abilities

– However, these abilities are not job skills because they are often subjective and emotional in nature

– They are personal decisions and choices. They include a WILLINGNESS to:

• Accept change

• Try new things

• Take on more responsibilities

• Be held accountable for results

• Take action, instead of waiting to be told what to do

• Act in the best interests of the team rather than oneself

• Work responsibility without the need for supervision

• Help other team members succeed

• Take risks

• Be open-minded



The team

• Typically 5-9 people;

• Cross-functional: – Programmers, testers, user experience designers, etc.

• Members should be full-time; – May be exceptions (e.g., database administrator).

• Teams are self-organizing; – Ideally, no titles but rarely a possibility.

• Membership should change only between sprints.


Pigs and Chickens

• Pigs and Chickens – Ken Schwaber

– Pigs are fully committed (Delivery Team, Product Owner, ScrumMaster)

– Chickens can make contributions

– Only the fully committed can speak in the daily scrum

– Contributors only get to observe the daily scrum

– They are active contributors in Planning and Review meetings


Release Planning

Sprint Planning

Sprint Review

1-4 weeks Sprint

Sprint Retrospective

Scrum Framework

Vision

Preparation for Action


Vision


Release Planning

Sprint Planning

Sprint Review

1-4 weeks Sprint


Scrum Framework

Vision




• Product Owner, ScrumMaster and the Team work together to:

– Define the product vision and product roadmap;

– Identify the user roles;

– Derive the product themes;

– Define the user stories;

– Estimate the user stories.

– Others …


Others…

• Indentify:

– the risks;

– Issues;

– Dependencies;

– Integration areas;

• The Team:

– Set up and validate environments;

– Identify initial definition of done;

– Identify Initial system and architecture requirements.

• Etc…


Product Vision and Product Roadmap

• Product Vision – Ken Schwaber

– What can those funding the project expect to have changed when the project is finished?

– What progress will have been made by the end of each Sprint?

– Why should these people fund us, and why should they believe that we can deliver the predicted benefits?

• Product Roadmap

– A high-level representation of what features or themes are to be delivered in each release, the customer targeted, the architecture needed to support the features, and the business value the release is expected to meet • “The Software Project Manager’s Bridge to Agility” - Sliger and Broderick


As a Team Member, I want to work in a

great team

As a Product Owner, I want to the best ROI.


great team


As a CSM, I want to have a senior Team.


great team

The Product Backlog



great team As a Product Owner, I want to the best ROI.

As a Product Backlog, I want to change all

the time that is need, to be able to become

a great product.



a great product.



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a great product.





a great product.


great team








a great product.


great team



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Product Backlog

• A prioritized list of functional and

nonfunctional requirements and features to be

developed with items of most business value

and/or risk listed first.

• The product backlog items of highest priority

are granular enough to be readily understood

by the Scrum Team and developed into an

increment within a sprint.

• Lower priority product backlog items are

progressively less well-understood and

granular.

• This list transcends any one release and is

constantly emerging and changing.




a great product.


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a great product.


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a great product.


great team


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Product Backlog

• Product backlog items (PBI) or Stories are further into the future can be larger;

• Each PBI should be described in just enough detail that the team can complete it in one sprint:

– May attach things like: • User interface designs

• Mathematical algorithms

• Tests

– Strive to describe items as briefly as possible

Ken Schwaber and Mike Cohn


Product Backlog Iceberg

Prio

rity

Sized for a

Sprint

Release

Future

Releases

Epic

Theme

•A theme is a collection of related backlog items •An Epic is a large backlog item

Co

ntin

uo

us R

efinem

ent

User Stories


Sample Product Backlog

User Story Priority Estimate

As a new player, I can create an account H 8

As an existing player, I can log in to play a game H 5

As a player, I can reset my password M 3

As an administrator, I can view account records M 3

As a player, I can choose from a list of all games in

order to choose which I want to play

M 2

As a player, I can deposit my winnings in the system

bank in order to use them later

H 5

As a player, I can transfer my winnings to my real

bank account

H 13


User Stories • User Stories:

– As a <actor>, I would like to <action>, so that <value>.

• Attributes:

– Size (points, ideal days), Business Value ($, H/M/L), Functional area, etc.;

– Conditions of Satisfaction.

• Use a simple declarative statement of function that follows the INVEST model:

– Independent;

– Negotiable;

– Valuable to users or customers;

– Estimatable;

– Small;

– Testable.


great team


great team



great team



great team



Where Do User Stories Come From?

• Any existing description of requirements;

• Existing Use Cases;

• Business architecture

• Brainstorming by Product Owner, Team and any other stakeholders;

• Decomposition of large features:

– Along data boundaries;

– Along activity boundaries;

– Make it work first, optimize it later.


User Story Workshop

• Common approach to brainstorming;

• Team members write ideas on cards or sticky-notes:

– Use a board or table, read aloud to avoid duplication;

– Consider different user role viewpoints.

• Group by common themes;

• Watch for duplication across user roles:

– e. g. all users need a log-in screen.


User Roles

• Who will use this product?

• First step toward user stories;

• Brainstorming workshop, PO and Team:

– Generic user;

– Specialty users;

– Administrators;

– New Users;

– Read-only users.


System and Programmer Users

As a payment verification system, I

want all transactions to be well-formed XML.

As a programmer, I want an API for

deleting widgets from the database.


User Stories in the Backlog - CCC

Card

Conversation

Confirmation

• Written on 3x5 index cards • May be annotated with estimates, notes, etc…

• A reminder to have a conversation • Represent requirements not document them • Details come out during conversation

Ron Jeffries – www.xprogramming.com

• Acceptance tests to confirm story was coded correctly

• Documents the details of the conversation


User Story Template

As a <user role>,

I want to <functionality> so that <value>. Optional


Sample User Stories

As a user, I want to reserve a seat in a Texas

Hold’em Tournament.

As a user, I want to deposit real money into

my account.

As an addicted gambler, I want links to self-help sites so that I can get control of my habit.

As a High Roller, I want poker tables with $10K

max bets.


Details as Conditions of Satisfaction



(back) Verify a the same user cannot reserve

more than one seat at the same tourney Verify the user can cancel their reservation

up to the start of the tourney Verify the user receives an email

confirmation etc…


Details added by splitting stories



As a user, I want an email confirmation of

my Texas Hold’em Tournament reservation.

As a user, I can reserve a seat in a Texas Hold’em

Tournament up until the last second prior to its beginning.



great team



great team




great team



great team




a great product.



a great product.



great team




a great product.





a great product.


great team








a great product.


great team



great team






great team


The Business Value


Getting the ROI

Complexity

Bu

sin

ess

Val

ue


great team As a Product Owner, I want to the best ROI.


great team As a CSM, I want to have a senior Team.




a great product.






great team



a great product.










a great product.



great team



a great product.




a great product.




a great product.


great team



great team



73



great team




a great product.



great team



a great product.




a great product.




a great product.


great team



great team





great team High ROI

Low ROI

Should be Done

Nice To have

To Avoid


Release Planning

Sprint Planning

Sprint Review

1-4 weeks Sprint


Scrum Framework

Vision



• Release planning is the process of creating a high-level plan that determines how much must be developed and how many Sprints it will take before there is a releasable product.

– The release plan includes:

– A goal for the release

– A prioritized set of stories/features/product backlog items that will be developed in the release

– A relative estimate for each story in the release

– The sprints that make up the release

– A date for the release

– (Can be an internal or external release)

• Simply a line in the product backlog that indicates something will be released

Michel Goldenberg

Release Planning

75




a great product.



great team



a great product.




a great product.




a great product.


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a great product.



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a great product.




a great product.




a great product.


great team



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great team

Release Planning Meeting

Sprint 1

Release Plan

Sprint 3 to N



great team





great team

Sprint 2


great team



a great product.




a great product.





a great product.


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a great product.




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Estimation

• Estimate Size; Derive Duration

– Story Points

• Unit of measure for expressing the overall size of a user story, feature, or other piece of work

• Relative values

– Ideal Team Days

• Differs from elapsed time

– Velocity

• Measure of a team’s rate of progress


Story Points

• The Size of a user story or backlog item;

• Influenced by: – How hard it is;

– How much of it there is.

• Relative values: – A login screen is a 2;

– A payment feature is an 8;

– A “2” takes twice as long as a “1”.

• Points are unit-less: – Sequence of numbers

• Fibonacci sequence (0,1,2,3,5,8,13, 21….).

– Tee shirt sizes;


Ideal Time

• How long something would take if: – it’s all you worked on;

– you had no interruptions;

– and everything you need is available.

• The ideal time of a football game is 60 minutes: – Four 15-minute quarters.

• The elapsed time is much longer (3+ hours).


Comparing the approaches

• Story points help drive cross-functional behavior

• Story point estimates do not decay

• Story points are a pure measure of size

• Estimating in story points is typically faster

• My ideal days cannot be added to your ideal days

• Ideal days are easier to explain outside the team

• Ideal days are easier to estimate at first



Planning Poker

3 pts

2 pts

1 pt

Validating the estimation

After the Planning poker, we need to look back to all the Stories

that we estimated

Triangulation is the best way to know if

we did a good planning poker or not


great team


great team



great team




a great product.




great team


Velocity

• To do a release plan, you need to know or have an estimate of velocity;

• Three ways to get velocity:

– Use historical averages;

– Run 1-2 iterations and see what you get;

– Forecast it.

• Should be expressed as a range:

– Size of range depends on familiarity of team, domain, and technologies.


Definition of Done

Example Definition of Done

• Code produced (all 'to do' items in code completed)

• Code commented, checked in and run against current version in source control

• Peer reviewed (or produced with pair programming) and meeting development standards

• Builds without errors

• Unit tests written and passing

• Deployed to system test environment and passed system tests

• Passed UAT (User Acceptance Testing) and signed off as meeting requirements

• Any build/deployment/configuration changes implemented/documented/communicated

• Relevant documentation/diagrams produced and/or updated

• Remaining hours for task set to zero and task closed

http://www.agile-software-development.com/2007/07/definition-of-done-10-point-checklist.html

• Does your team know their definition of done?

• Discuss what done means to your organization and report back to the class

• Why is it so important?


Estimate Size – Derive Duration

Size

Velocity = 20

Calculation Duration

300 Story Points

300/20 = 15 Sprints


Using Velocity and Estimates

2 1 2 3 3 5 8 5 5 5 13 13 8 13 5 8 13 21 13

21 21 13 21 100

At our slowest velocity we’ll finish

here

At our current velocity we’ll finish

here

At our long-term average we’ll finish

here

Highest Priority

Lowest Priority


Variation in Backlog Decomposition

1 2 3 4 5 6 7

Release 1 Release 2

Short term plan needs more detail

Longer term plan can tolerate more uncertainty


Release Planning

Sprint Planning

Sprint Review

1-4 weeks Sprint


Scrum Framework

Vision



Sprint Planning meeting

Team Capacity

Product Backlog

Current Product

Velocity

Business Condition

Analyze and evaluate product backlog

Select sprint goal

Sprint Priorization

Decide how to achieve sprint goal (design)

Create sprint backlog (tasks) from product backlog items (user stories / features)

Estimate sprint backlog in hours

Sprint Planning

Sprint Goal

Sprint Backlog

Mike Cohn 89 Michel Goldenberg

Sprint Planning

• Team selects items from the product backlog based in the team capacity;

• Sprint backlog is created: – The Stories are decomposed on Tasks;

– Each Task is estimated (1-16 hours);

– Collaboratively, not done by the ScrumMaster.

• The Team discus the high-level design.

Code the middle tier (8 hours) Code the user interface (4)

Write test fixtures (4) Code the foo class (6)

Update performance tests (4)

As a vacation planner, I want to see photos of the

hotels.


Sprint Goal

• Defined in the sprint planning meeting

• A short statement of what the work will be focused on during the sprint

• Example:

– Demonstrate new customer address validation to improve customer information accuracy


Sprint Backlog

• A detailed list of all tasks needed in order to deliver the features chosen

from the product backlog for the current Sprint.

• It includes who owns the task, its status and estimated time to completion.

• Individuals sign up for work

– Work is never assigned

• Estimated work remaining is updated daily

– Estimated in hours

• Work for the Sprint can emerge


A sprint backlog

Tasks

Code the user interface

Code the middle tier

Test the middle tier

Write online help

Write the foo class

Mon

8

16

8

12

8

Tues

4

12

16

8

Wed Thur

4

11

8

4

Fri

8

8

Add error logging

8

10

16

8

8

Mike Cohn


Sprint Planning Review

• Identify anything that might impact the Sprint

– Vacations, holidays, capacity of team members, etc

• Select a Sprint goal

• Working the Product Owner, select the highest priority items that support the Sprint goal

• Discuss the items with the Product Owner for understanding and break the items down into tasks

– Design considerations, acceptance criteria, etc

• Estimate each task (typically 1 to 16 hours depending on Sprint length)

• Continue until the team feels it can not commit to any more work in the Sprint

– Make sure everyone understands the definition of done


Release Planning

Sprint Planning

Sprint Review

1-4 weeks Sprint


Scrum Framework

Vision



Sprints

• 1 to 4 week consecutive time period (once the length is selected, it should not vary) where the team builds the features they committed to during Sprint Planning.

• The Sprint includes all activities needed to produce a potentially shippable product increment.

– Analysis

– Design

– Code

– Test

– And so on

• No changes allowed during the Sprint

• Do not miss the end of the Sprint

– The end of the Sprint if fixed


Sprint Burndown Chart

• Primary method of tracking progress

• Shows how much work is remaining in the Sprint each day

• Can be used at the Product and Release level

• Updated daily by the team members

– Amount of work remaining


Ho

urs

40

30

20

10

0 Mon Tue Wed Thu Fri

Tasks Code the user interface

Code the middle tier

Test the middle tier

Write online help

Mon 8

16

8

12

Tues Wed Thu Fri 4

12

16

7

11

8

10

16 8

50

Mike Cohn


Task Board


Abnormal Termination

• A tool to be used rarely

• Extreme circumstances

– Interruptions are preventing the team from meeting it’s goal

– Business priorities change

– Visibility into organizational impediments

• A new Sprint Planning meeting to be conducted


Potential shippable product


Release Planning

Sprint Planning

Sprint Review

1-4 weeks Sprint


Scrum Framework

Vision



The daily scrum

• Parameters

– Daily

– 15-minutes

– Stand-up

• Not for problem solving

– Whole world is invited

– Only team members, ScrumMaster, product owner, can talk

• Helps avoid other unnecessary meetings


Everyone answers 3 questions

What did you do yesterday?

What will you do today?

Is anything in your way?


Daily Scrum – Good Habits

• Have the meeting at the same time every day – determined by the team;

• Stand up;

• Always start on time;

• NO PROBLEM SOLVING: – Capture items in a parking lot to address after the standup. Invite all

that are interested or will be key participants.

• Everyone is responsible for keeping to the agenda and time-box: – Up to the team to point out problem solving and distractions.

• Address one another, NOT the ScrumMaster – this meeting is for YOUR benefit.


Release Planning

Sprint Planning

Sprint Review

1-4 weeks Sprint


Scrum Framework

Vision



The sprint review

• Team presents what it accomplished during the sprint

• Typically takes the form of a demo of new features or underlying architecture

• Informal

– 2-hour prep time rule

– No slides

• Whole team participates

• Invite the world


Release Planning

Sprint Planning

Sprint Review

1-4 weeks Sprint


Scrum Framework

Vision



Sprint retrospective

• Periodically take a look at what is and is not working

• Typically 15–30 minutes

• Done after every sprint

• Whole team participates – ScrumMaster

– Product owner

– Team

– Possibly customers and others


Start / Stop / Continue

• Whole team gathers and discusses what they’d like to:

Start doing

Stop doing

Continue doing


Separate Reviews

• Customer focus groups:

– Review product, not documents;

– Focus on discovering and recording desired changes, not on gathering detailed requirements (for new features).

• Technical reviews:

– Reflect on overall quality and make recommendations for re-factoring, additional testing, more frequent integration, tools, etc.;

– Invite only reviewers who are really competent for the material.


Internal Team Reflection

• What went well? Keepers; • What did not go as well? To change; • Temperature reading over time; • Quick team (and self) performance assessments:

– Delivery of product, Behavior of (on) team; – Below, At, Above standard; – Did we/I do the best job we/I could? – How well did we deliver according to our responsibilities? – How well is the organization supporting us?

• Recommendations for self/team/organization: – For the organization “just 1” for higher impact


The Deming Cycle

• The PDCA (Deming) Cycle – PLAN

• Establish the objectives and processes necessary to deliver results in accordance with the expected output. By making the expected output the focus, it differs from what would be otherwise in that the completeness and accuracy of the specification is also part of the improvement.

– DO • Implement the new processes.

– CHECK • Measure the new processes and compare the results against the expected results

to ascertain any differences.

– ACT • Analyze the differences to determine their cause. Each will be part of either one or

more of the P-D-C-A steps. Determine where to apply changes that will include improvement. When a pass through these four steps does not result in the need to improve, refine the scope to which PDCA is applied until there is a plan that involves improvement.


http://en.wikipedia.org/wiki/File:PDCA_Cycle.svg

Let’s Try It!

114 114 Michel Goldenberg

Doggy Daycare Brochure Backlog

• Create cover art, brand, and/or logo

• Define major care sections

• Define “Ultra Doggy Spa” service

• Contact Information

• Set pricing structure for services

• Provide satisfied customer testimonials

• Outline boarding options

• Define all service offerings

• Suggest daypack contents to accompany clients

• Outline full week lunch menu

• Complete a guarantee policy

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

• Complete bios on staff members (backgrounds, training, interests)

• Define discounted partner pet services


Martian Tourists Visiting Earth Brochure Backlog


• Define major topics for Martian tourism

• Describe “Art Interests in Europe” tour

• Describe a tour based on photosynthesis

• Outline a “7 wonders of the world” expedition

• Set prices for the tours

• Outline warning messages (gravity, oxygen, fungi, etc.)

• Suggest clothing options

• Explain travel options to/from Mars

• Describe a “Human Sports” tour

• Outline refund policy

• Suggest related services

• Define advertisers

• Define a 12-month campaign

• Set-up how to get more information


Wedding Planner Brochure Backlog


• Define major service offerings

• Define format for layout of brochure

• Include services for out-of-town guests

• Provide references from happy clients

• Set the pricing structure

• Define music options

• List catering options and pricing

• Define special bridal party treatments

• List reception location recommendations

• Create 3 minute promotion infomercial

• List template itineraries

• Gather names of preferred service providers

• Define custom wedding themes


Family Treasures Cookbook Proposal Backlog


• Define major recipe sections

• Define format for cookbook layout

• Include recipes for 4 year olds

• Provide a sample special recipe with family charm

• Write foreword that explains the reason for the book

• Set price structure for the cookbook

• Outline useful tools and kitchen layout

• Collect family heirloom recipes

• Define “Recipes of the Rich and Famous” section

• Create 3 minute promotion infomercial

• Define celebrity contributors/patrons

• Determine “Family Pet” recipe items

• Outline book tour scenario

• Create measurements and substitution advice


Scrum Simulation Part 1

• Goal: To Develop a Marketing Brochure in 2 (2 day) Sprints – Building a Product Backlog

• Select Brochure and Product Owner- 5 minutes

– Team to select a Product Owner

– Team to determine what brochure to work on

• Create Product Backlog – 30 minutes

– Work with Product Owner to

» Turn items into user stories on index cards

» If some are too big – break them down

» Identify missing items – if any

» Estimate user stories using story points

» Prioritize

» Consider value, risks, dependencies, etc

• Debrief to Class – 15 minutes



• Sprint 1

– Day 1

• Complete a Sprint Planning Meeting – 15 minutes – Select product backlog items for a 2 day Sprint

» Product Owner prioritizes, Team involved

» Team tasks Product Backlog items

» Team volunteers for tasks and commits

» Add tasks to task board

• Do your work in “Sprint 1 - day 1” – 10 minutes



• Sprint 1

– Day 2

• Complete a daily Scrum standup– 2 minutes

• Do your work in “Sprint 1 – day 2” – 10 minutes

• Sprint 1 Review – Hold a Sprint review and demo – 15 minutes

• Sprint 1 Retrospective – Hold a Sprint retrospective – 10 minutes



• Sprint 2

– Day 1

• Complete a Sprint Planning Meeting – 15 minutes – Select product backlog items for a 2 day Sprint

» Product Owner prioritizes, Team involved

» Team tasks Product Backlog items

» Team volunteers for tasks and commits

» Add tasks to task board

• Do your work in “Sprint 2 - day 1” – 10 minutes



• Sprint 2

– Day 2

• Complete a daily Scrum standup– 2 minutes

• Do your work in “Sprint 2 – day 2” – 10 minutes

• Sprint 2 Review – as time allows – Hold a Sprint review and demo (observed by whole class)

– Share with the class some lessons learned from this exercise


A Scrum reading list

• Agile and Iterative Development: A Manager’s Guide by Craig Larman

• Agile Estimating and Planning by Mike Cohn

• Agile Project Management with Scrum by Ken Schwaber

• Agile Retrospectives by Esther Derby and Diana Larsen

• Agile Software Development Ecosystems by Jim Highsmith

• Agile Software Development with Scrum by Ken Schwaber and Mike Beedle

• Scrum and The Enterprise by Ken Schwaber

• User Stories Applied for Agile Software Development by Mike Cohn

• Lots of weekly articles at www.scrumalliance.org


Contact Info

• Michel Goldenberg – Agile Coach for GoldenCorp, Certified Scrum Trainer

– [email protected]

– Scrum Alliance: http://www.scrumalliance.org/profiles/38596-michel-goldenberg/

– LinkedIn: http://www.linkedin.com/in/mgoldenb


mailto:[email protected]

http://www.scrumalliance.org/profiles/38596-michel-goldenberg/





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

ScrumMaster Training Book

Documents

Transcript of ScrumMaster Training Book