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Leadership
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
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;
Ken Schwaber
However, with Scrum, you can measure
(Scrum But)
the
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.
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 selforganize 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
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
Agile Methods
Scrum Ken Schwaber, Jef Sutherland
Extreme Programming (XP) Kent
Beck, Ward Cunningham, Ron
Jefries
Crystal Alistair Cockburn
Lean Software Development Mary
Poppendieck
Dynamic System Development Method
(DSDM) Dane Faulkner
Adaptive Software Development (ASD) Jim
Highsmith
1
Feature Driven Development (FDD) Jef
0
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
1
1
1
2
1
3
1
4
Scrum origins
Jef Sutherland:
Ken Schwaber:
ADM;
Mike Beedle:
1
5
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.
1
6
to
Agreem
ent
Simp
le
Close
to
Certain
ty
Close
Compl
ex
Anarc
hy
Source: Strategic
Management and
Organizational
Dynamics by
Ralph
in
Agile
Stacey
Software Development
with
by
Ken
Scrum
Schwaber and Mike
Beedle.
Technolo
gy
Far
from
Certain
ty
Requireme
nts
Far
Agreeme
from
nt
1
7
Traditional Waterfall
Analys
is
Desig
n
Devel
op
Te
st
Deplo
y
1
8
Devel
op
Te
st
Deplo
y
Scrum
R4
14
13
12
11
Release 2
DDeelliivveerr
ss vvaalluuee
aatt
eevveerryy
rreelleeaassee
7
Sprint 6
Release 1
Desig
n
Sprint 4
Sprint 3
Sprint 2
Sprint 1
Stories Remaining
Analys
is
Time
1
9
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 isnt a process that generates the
same output every time given a certain input.
2
1
have the
same
inputs?
Input
s
Proce
ss
Can we
expect
predictable
output?
Outp
ut
Proce
ss
Outp
ut
2
2
Fix
These
Features
Schedule
VALUE/VISIO
N DRIVEN
PLAN
DRIVE
N
Estimate
These
Cost
Schedule
Features
2
3
Scrum Framework
2
5
Why Scrum?
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.
2
6
Team Focused
Three roles: Product Owner, ScrumMaster, Team
Member;
This means taking on a broader set of tasks than in
a role-based organization.
2
7
2
8
3 Roles
ScrumMas
ter
Tea
m
Product
Owner
2
9
3
0
3
2
3
3
The ScrumMaster
The sheepdog for the team Ken Schwaber
3
4
ScrumMaster
Responsible for knowing the Scrum readiness
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
Servant Leader
Servant Leadership
3
8
Servant-leadership
Discussion
Discussion
Form into groups
Discuss how servant-leadership difers from
traditional leadership
styles
What benefits do you see?
What challenges do you see?
Report back to the class
3
9
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
4
0
The Team
4
1
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;
4
2
Self-Directed Teams
A self-directed team difers from a
traditional work group by taking full
advantage of all team members
talents, skills, abilities, ideas, and
experiences
4
3
Self-Directed Teams
Self-Directed Teams
Self-directed teams are quite diferent from
traditional work groups
Employees need to learn new skills (or use
existing skills
diferently) to succeed as members of a selfmanaged team
These skills involve performing multiple work
assignments
They also involve new ways of interacting with
each other and
with people outside the team
Succeeding As A Self-Managed Team Chang and Curtin
4
5
Self-Directed Teams
4
6
Self-Directed Teams
4
7
The team
Typically 5-9 people;
Cross-functional:
Programmers, testers, user experience
designers, etc.
4
8
4
9
Scrum Framework
Visio
n
Preparation
for
Action
Release
Planning
Sprint
Review
Sprint
Retrospect
ive
1-4
weeks
Sprint
5
0
Vision
5
1
Scrum Framework
Visio
n
Preparation
for
Action
Release
Planning
Sprint
Review
Sprint
Retrospect
ive
1-4
weeks
Sprint
5
2
5
3
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
5
4
5
5
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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
5
8
Release
The
me
Epic
Future
Releases
A theme is a collection of related
backlog items
An Epic is a large backlog item
Priority
Continuous Refinement
Sized for a
Sprint
User Stories
5
9
Priority
Estimate
13
6
0
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.
Independent;
Use
a simple declarative statement of function that
Negotiable;
follows
the INVEST model:
Valuable to users or
customers;
Estimatable;
Small;
Testable.
6
1
6
2
Common approach to
brainstorming;
Team members write ideas on
cards or sticky-notes:
Use a board or table, read
aloud to avoid duplication;
Consider diferent
user role viewpoints.
Group by common
themes;
Watch for duplication
across user roles:
e. g. all users need a
log-in screen.
6
3
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.
6
4
A
s
a
p
r
o
6
5
Conversa
tion
Confirma
tion
Ron Jeffries www.xprogramming.com
A reminder to have a
conversation
Represent requirements not
document them
Details come out during
conversation
Acceptance tests to confirm
story was coded
correctly
Documents the details of the
conversation
6
6
Option
al
As a <user role>,
I want to
<functionality>
so that <value>.
6
7
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.
6
8
Details as Conditions of
Satisfaction
As a user, I want to
reserve a seat in a
Texas Holdem
Tournament.
(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
6
9
As a user, I want an
email confirmation
of my Texas
Holdem
Tournament
reservation.
7
0
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Owner, I want to
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7
1
Business
Value
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7
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7
3
Scrum Framework
Visio
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Release
Planning
Sprint
Review
Sprint
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ive
1-4
weeks
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Sprint
7
4
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7
6
Estimation
7
7
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.
Fibonacci sequence
(0,1,2,3,5,8,13, 21.).
7
8
Ideal Time
How long something would take if:
its all you worked on;
you had no interruptions;
and everything you need is available.
7
9
Comparing the
approaches
8
0
Planning Poker
8
1
Validating the
estimation
3
pts
2
pts
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have a senior
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1
pt
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As a Team
Member, I want
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great team
8
2
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.
8
3
Definition of Done
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?
Calculati
on
Durati
on
300
Story
Points
Velocity
=
20
300/20 =
15
Sprints
8
5
1
23
35
85
55
13
13
813
58
13
21
13
21
21
13
21
10
0
Lowest Priority
8
6
Variation in
Backlog
Longer term plan
Decomposition
can tolerate more
Short term
uncertainty
plan needs
more detail
Releas
e1
Releas
e2
8
7
Scrum Framework
Visio
n
Preparation
for
Action
Release
Planning
Sprint
Review
Sprint
Retrospect
ive
1-4
weeks
Sprint
Planning
Sprint
8
8
Sprint
Priorization
Analyze and evaluate product
backlog
Select sprint goal
Sprint
Goal
Sprint
Planning
Decide how to achieve
sprint goal (design)
Create sprint backlog (tasks)
from product backlog items
(user stories / features)
Estimate sprint backlog in
hours
Sprin
t
Backl
og
Mike
8
9
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.
As a
vacation
planner, I
want to see
photos of the
hotels.
9
0
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
9
1
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
9
2
A sprint backlog
Tasks
Code the user
interface
Code the middle tier
Test the middle tier
Write online help
Write the foo class
Add error logging
16
8
12
8
12
16
10
16
4
11
8
8
8
4
8
8
Mike
Cohn
9
3
Scrum Framework
Visio
n
Preparation
for
Action
Release
Planning
Sprint
Review
Sprint
Retrospect
ive
1-4
weeks
Sprint
Planning
Sprint
9
5
Sprints
Tasks
16
8
12
12
16
10
16
7
11
50
40
30
20
Mike
Cohn
Hour
s
10
0
Mon
Tu
e
We
d
Th
u
Fr
i
9
8
Task Board
9
9
Abnormal Termination
A tool to be used rarely
Extreme circumstances
Interruptions are preventing the team from
meeting its goal
Business priorities change
Visibility into organizational impediments
A new Sprint Planning meeting to be
conducted
10
0
Potential shippable
product
10
1
Scrum Framework
Visio
n
Preparation
for
Action
Release
Planning
Sprint
Review
Sprint
Retrospect
ive
1-4
weeks
Sprint
Planning
Sprint
10
2
Helps
avoid
10
3
Everyone answers 3
questions
What did you do
yesterday?
What will you do
today? Is anything
10
4
10
5
Scrum Framework
Visio
n
Preparation
for
Action
Release
Planning
Sprint
Review
Sprint
Retrospect
ive
1-4
weeks
Sprint
Planning
Sprint
10
6
10
7
Scrum Framework
Visio
n
Preparation
for
Action
Release
Planning
Sprint
Review
Sprint
Retrospect
ive
1-4
weeks
Sprint
Planning
Sprint
10
8
Sprint retrospective
Periodically take a look at what is
and is not
working
Typically 1530 minutes
Done after every sprint
Whole team participates
ScrumMaster
Product owner
Team
Possibly customers and others
10
9
Start doing
Stop doing
Continue
doing
11
0
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.
11
1
Recommendations for
self/team/organization:
For the organization just 1 for higher impact
11
2
DO
Implement the new processes.
CHECK
Measure the new processes and compare the results against the
expected results to ascertain any diferences.
ACT
Analyze the diferences 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.
11
3
11
4
11
11
7
11
8
11
9
Sprint 1 Retrospective
Hold a Sprint retrospective 10 minutes
12
1
12
4