CSM-Rawsthorne-Danube CSM Course DR v28d

CSM Course
1 Dan Rawsthorne: dan@danube.com

Copyright 2005-2009 Danube Technologies, Inc. Portions used with permission. All Rights Reserved.
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Scrum
V28, April 19 2009
Dan Rawsthorne
Certified Scrum Trainer
Senior Coach
Danube Technologies, Inc.
dan@danube.com
It Depends on Common Sense
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Basic Rules
We will do lots of Exercises or activity that involves reading, writing, talking or
simulating
When you hear this bell it is time to pay attention to me
Play Nice at all times Were all in the same boat
The Rats
The PostIts: while waiting to start (and any time during the course) please post key
questions and concerns about Scrum and Agile on the sidebar
Sometime before lunch today, please get your information into the spreadsheet I
have up here
Get to know as many of your teammates as you can
so, lets introduce ourselves
Dan tell story of his life here
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What makes Danube different?
As an organization, we
were founded in 2000 by brothers Laszlo Szalvay and Victor Szalvay,
Certified Scrum Trainer.
continue to be privately held and self-funded driven by the needs of our
customers rather than venture capitalists or investors.
are still accessible with 30+ employees, all of whom are Certified
ScrumMasters, Certified Scrum Practitioners or Certified Scrum Trainers.
work with more than half the Fortune 500 to improve processes through
Scrum.
discovered Scrum not as trainers or coaches, but because its what worked
for our own projects.
are active participants in the larger Scrum and agile communities, always
looking for better ways to serve our clients.
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Danubes complete Scrum solution
We provide training, coaching and tooling
ScrumCORE teaches folks about Scrum with:
Certified ScrumMaster training
Public courses or on-site private courses
Coaching/Consulting
Customized services to help your organization be more successful with Scrum
Free educational resources
Webinars at www.danube.com/webinars
Blogs at www.danube.com/blog
Ask us about speaking at your local user group!
Present at most major agile conferences
We create ScrumWorks:
ScrumWorks was originally designed as an internal tool to manage our own projects.
In 2005, we decided that ScrumWorks Basic could help other companies, too, so we released it as
freeware.
In January of 2007, we launched ScrumWorks Pro in direct response to our clients demand.
Features are all based on client requests and the insight of our seven Scrum Trainers.
Balances enterprise functionality with Scrums focus on small, cross-functional team.
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New Danube ScrumMaster benefits
Sign up for a free trial online at
www.danube.com/scrumworks/pro/trial
Enter promotion code: CORE2SWP and
the name of the city where your
class was conducted.
As a Danube CSM, youll get a 10%
discount off any ScrumWorks
purchases finalized within 90 days
of your course.
Check out our course schedule at
www.danube.com/courses
or ask for information on our
private, on-site offerings.
Enter promotion code: DCSM
As a Danube CSM, you qualify for a base
discount of 10% off any other services
booked within 180 days of your course
(other discounts may apply too).
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What is the course?
Scrum Basics
Plus a little more
Make you no worse than you started
Just a taste, first step for you
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The Software Problem
All we have to do is:
Build the right system the right way,
Deliver it at the right time, and
Make the organization happy as we go
Piece of Cake, right?
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Scrum is
A simple framework that can be understood and
implemented in a few days
An approach to managing complex problems
A collaborative effort involving developers and
customers in ongoing dialog
A management wrapper around existing
engineering practices, driving incremental
improvements.
Scrum is not a methodology it is a pathway
(Ken Schwaber)
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Scrum is not
A silver bullet
Entirely new
Scrum does not provide detailed plans for every
contingency
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Exercise Untangling Arms
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Two Key Principles in Scrum:
Empirical Process Detailed up-front planning and
defined processes are replaced by adaptive inspect
and adapt cycles.
Pay attention
Validate (Inspect/test) all artifacts
Adapt to the realities you see
Self-Organization teams are self-managing and
organize themselves around goals given constraints
This is what Scrum brings to the agile table
How did the exercise demonstrate these principles?
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Team Values
Openness
Focus
Commitment
Courage
Respect
Visibility
Sense of Humor
What do these mean to you? 5 Minutes.
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WIBNI
Scrum forces scrum teams to take ownership of the
success or failure of their project
Wouldnt It Be Nice If
Developers know what to do, and did it right the first time
Customers knew what they wanted, and just told us what it
was
Customers didnt change their minds
The Business didnt have unrealistic expectations
Etc
In this course (and in your projects) you need to throw
the WIBNI flag if you hear statements that look like these
hint: words like should, could, would, and all we need is
are often hints of a WIBNI
What are some of your WIBNIs?
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Old Relay Race, Waterfall Model
In 1970, Dr Winston Royce published
Managing the Development of Large
Software Systems, where the waterfall
is first documented he said I believe
in this concept, but the implementation
described above is risky and invites
failure in other words, it wont work!
SYSTEM
REQUIREMENTS
SOFTWARE
REQUIREMENTS
ANALYSIS
PROGRAM
DESIGN
CODING
TESTING
OPERATIONS
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QA / Acceptance
Testing
Design &
Analysis
Implementation & Developer Testing
Evaluation /
Prioritization
Detailed
Requirements
(Deployment)
Agile Project Lifecycle
And each Sprint
Has all the Pieces
Project
Start
Sprint 1 Sprint 2 Sprint 1
Project
End
Release
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Review
& Adapt
Review
& Adapt
Sprint 3
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Sprint/
Iteration
Daily
Standup
Sprint/
Iteration
Scrum Flow Each Sprint
Reports/
Metrics/
Impediments
Backlog
Sprint
Backlog
Increment
Of Work
Integrated
Results
Sprint Review
Retrospective
Sprint
Planning
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The Basic Scrum Engine
Walls of the
Container:
Time-boxing
Impediment
Resolution
Cross-functionality
Self-Organization
Protection from
wolves
Clear Acceptance
Agreements
Increment of
Work
Sprint Backlog
Business Owner
Scrum Master Product Owner
Cross-Functional Development Team
Backlog Results
Stakeholders
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Key Meetings
Sprint Planning
The Product Owner and Dev Team agree on the subset of
the (Product) Backlog to work on this sprint. Result is the
Sprint Backlog
Sprint Review
The Scrum Team (with the Product Owner) show their
Results (Product) to their Stakeholders. The purpose is to
show off and get buyoff and feedback
Daily Standup (Daily Scrum)
The Scrum Team understands its status every day in
order to do a daily inspect and adapt cycle
Sprint Retrospective
The team (or Scrum Team) analyzes their own processes
and modifies them as necessary
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Key Artifacts
(Product) Backlog
Collection of stuff to be done
Features, Issues, etc, often ill-defined
Anybody may add to the Product Backlog
Prioritized by the Product Owner
Sprint Backlog
Work the Scrum Team has signed up to do
Well-understood Stories and Tasks
Results (Product)
Running, integrated, tested code
Documentation
Training materials
etc
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Key Roles and Responsibilities
Business Owner/Manager
Supplies Resources to the Scrum Team
Helps resolve Impediments
Product Owner
Represents the Business Owner and other Stakeholders as the teams
single wringable neck
Responsible for the features of the product, release date and content
Responsible for understanding the profitability of the product (ROI)
Prioritizes (and reprioritizes) the Product Backlog
Can change features and priority each sprint
Accepts or rejects work results
ScrumMaster
Keeps the Process Moving
Helps resolve impediments
Responsible for team health
Acts as the teams conscience and ensures the teams process is followed
Development Team
Cross-functional, small ( 7 members)
Negotiates the sprint goals with the Product Owner
Determines and commits to its tasks
Has the right to do everything within the boundaries of the project
guidelines to reach the sprint goals
Organizes itself and its work
Along with the Product Owner, demos work results to the Stakeholders
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This Class is Run
As a 1-day simulation. It leaves approximately a
day for Q&A tomorrow afternoon (the simulation is
broken up with excursions to provide additional
information in context)
Project Goal: Develop a Product in 3 Sprints
Each Sprint consists of 3 days
Our Training will be just-in-time as we move along
Various exercises within the simulation
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The Artifacts for this Simulation
Stories Tasks
In Progress
Tasks
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Simple Story/Task Board
Brochure
you produce
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We will be choosing Teams, but first
A little bit on Roles and Potential Products for
you to build
This is your time to ask questions
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Product Owner
Member(s) of the Scrum Team
Owns decisions and risks on:
What the Stakeholders want
What goes into production (Strategic and Tactical)
May require ProductOwner Team
Whether the current increment is shippable
This requires high bandwidth communication and
transparency into the teams progress
If the team is not transparent, it improperly
shoulders these decisions and risks
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Product Owners Responsibilities
Defines the features to be produced, decides on
release date and content
Is responsible for ROI understands the business /
Stakeholder needs
Prioritizes features based on Stakeholder needs
Ultimate arbiter on requirements issues
Analysts on Scrum Team work for Product Owner
Can change features and priority every Sprint
Negotiates Acceptance Criteria for work results
with rest of Team
Decides whether to continue development
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ScrumMaster Responsibilities
Keep the process moving
Manage internal dynamics of team
Enforce the Scrum framework
Ensure full-team involvement in all meetings
Keep everything visible
Radiate information to the larger organization
Shield the team from external interference
Advocate improved practices
Facilitate dont manage
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Discussion of Roles
Product Owner
Team Leader
Is accountable for Scrum Teams success
Sets direction, goals, priorities
Scrum Master
Team Coach (Facilitator, Conscience, Canary,)
Keeps the team moving
Manages the team health
Development Team
All the skills we need for the results we want
Self-organizing and self-managing
Tactical agility (agility on the how)
Could include the PO and SM because of their skills
Note that the team has Leadership, Coaching, and Management this
is a complete and sufficient set for a team to be able to do work,
IMHO
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MyDoggyDaycare Brochure Vague Unprioritized
Wish List
Outline full week lunch menu
Define discounted partner pet services
Create cover art, brand, and/or logo
Define major care sections
Define Ultra Doggy Spa service
Outline boarding options
Write testimonials
Define all service offerings
Set pricing structure for services
Suggest daypack contents to accompany clients
Complete a guarantee policy
Provide satisfied customer testimonials
Complete a certification structure
Outline minimum requirements (shots, distemper, breeding, etc.)
Complete bios on staff members (backgrounds, training,
interests)
Contact Information
VISION: An
entertaining brochure
leading people to use
my doggie daycare
center.
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MyCity Brochure Vague Unprioritized
Wish List
Places to eat
List of sister cities
Cover art, brand, and/or logo
List major sites and attractions
List city services
Hotel options
Write testimonials
Sell museums and entertainment
Transportation options
City motto
Sporting teams and events
Provide satisfied customer testimonials
Complete a certification structure
Contact Information
VISION: A colorful
brochure enticing
tourists to visit my
city.
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MyMartianTravels Brochure Vague Unprioritized
Wish List
Create cover art, brand and/or logo
Define major topics for Martian toursim
Describe Art Interests in Europe tour
Describe a tour basedin photosynthesis
Outline warning messages (gravity, oxygen, fungi, etc.)
Outline a 7 wonders of the world expedition
Set prices for the tours
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
Setup how to get more information
VISION: A colorful
brochure enticing
martians to visit the
earth.
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Spam Brand Theme Park Marketing Plan Vague
Unprioritized Wish List
Create cover art, brand, and/or logo
Define major topics about Spam
Design 3 key rides that involve Spam
Describe a general museum associated with the park
Explain travel options to/from the Park
Describe interactive contest opportunities
Set prices for the rides
Outline concession stand choices
Suggest related services
Suggest clothing options
Outline refund policy
Define advertisers
Define a 12-month campaign
Set-up how to get more information
Set-up a musical act line-up for a concert series at the park
VISION: A marketing
plan to convince
potential investors to
invest in the Park
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Now, Rearrange into Teams
3-6 people on a team
Varied experiences
Make the room work for you
Select a Product to build
Select a Product Owner
Select a Scrum Master
Go.
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First Thing we Want to Do
Is get a proper Backlog
And talk about Visions, as long as were here
Write some good stories
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If its not on the Product Backlog, it
doesnt exist Jeff Sutherland
The Backlog is a collection of requests for the
scrum team to deliver value. All known (and
potential) work is listed:
Legacy bugs
Newly discovered bugs
Infrastructure items
Analysis work
What else? (note: impediment backlogs)
What is not on the backlog?
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(Product) Backlog
Prioritized Collection of functionality, technology, issues
Requests for potentially valuable work
Can be a list ordered by priority (when, not how valuable)
only one thing in the top slot
Issues can be placeholders that are later defined as work
Emergent, prioritized, sized (or budgeted)
More detail on top (higher priority end) of backlog
Product Owner responsible for prioritization
Anyone can contribute
Maintained and posted visibly
Derived from Business Plan, Vision Statement, working with
Stakeholders, etc
My Metaphor: Front Burner, Back Burner, Fridge, Freezer, In
Box
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Sample Product Backlog
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Backlog Items emerge
Right-Sized
Stories small
and crisp
Epics PBIs that
are large,
complex, or risky
In this class we
will refer to all as
stories with
appropriate
caveats
1
3
4
2
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Sample Product and Sprint Backlogs
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Stories
Requests for Valuable stuff...
are a promise for a future conversation -Ron Jeffries (from Alistair
Cockburn)
Rachel Davies (Connextra 2002) User Story template:
As a <Some Role>
I Want <Something>
(optional) So That <Some Value or Justification>
For Developers, the I want clause is what counts,
For Product Owner, the so that clause is what counts
Lets discuss this
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Sample Story 1 (Epic/Capability)
Note that we only
include information
that we need in
order to continue
the conversation
that the story
represents
This is a epic, so it
is actually a
container of other
stories, not a
developable story
of its own
Shop for Flights
Size: Epic Value: Essential
This story represents the whole searching
and shopping experience on the Airline
Ticketing website
Agreement: The following are the main
SMEs (Subject Matter Experts) for the
various areas covered in this epic:
- Joe, expert on SABRE, the reservation
system in the sky we interact with
- Sam, for specials, discounts, coupons,
and all things about costing
- Sandra, for luggage, special needs, pets,
etc
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Sample Stories 2 and 3
Analyze Shopping for Flights
Size: 2-day Timebox
Agreement:
Joe (the analyst) is the StoryBoss
The goals for this story are:
-Identify SMEs (Subject Matter
Experts) for Shopping for Flights and
document in epic
-Meet with the SMEs and discuss the
issues, document what you get in the Wiki
-Generate the skinny version of this epic
(the backbone version)
-Generate at least one validated (with the
SMEs) Candidate Production Story based
on this backbone story
Buying a Flight Backbone
Size: Epic Value: Essential
As a <business analyst> I want <to
describe a complete (though simple)
Buying a Flight experience> so that <I can
get my team moving in the right direction>
Agreement:
The overall process of Buying and
Reserving Flights is:
- Search for Flights (enter flight
parameters, request flights from SABRE,
present top 20 to shopper)
- Purchase or Reserve a flight (pick
one, either Purchase it or Reserve it)
- (for reserved flights) either purchase
within 24 hours or cancel
- After purchased, send shopper e-
ticket, and update mileage plan
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Sample Stories 4 and 5
Simple Purchase Round Trip Flight
Size: Large Value: 20
As a <ticket buyer> I want <to purchase a
round trip flight in the simplest possible
way> so that <I have some way of paying
for it that works>
Agreement:
This story will be done when:
- A user can purchase an already-found
round-trip ticket through the web
interface
- The code has been peer reviewed
- The code is protected by unit tests,
that all pass in the integrated
environment
- Purchasing is done AFTER a flight is
searched for and returned, we already
have a list of round trip flights in front of
us to choose from
Test Buying a Round Trip Ticket
Size: 6-hour Timebox
As a <coder> I want <Diane to bang on the
system> in order to <find new stories that
seal the deal>
Agreement:
All defects found will be documented as
stories (title, description, done criteria,
and list yourself as SME) and placed on
the backlog
Beat on the following areas:
- Buying a round trip ticket, including
- Updating a passengers mileage plan
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Some Simple Examples (yet again)
As a <Martian> I want
<interesting cover art that
reminds me of earth> so
that <Ill be attracted to
your travel agency>
As a <travel agent> I want
<a 7 Wonders of the
World tour> so that <I
can attract high-end
Martian travelers>
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Story/Task Board as Backlog
Stories Tasks
In Progress
Tasks Completed
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Scrum Simulation
Product Owner prioritize the top 5-10 items on
your wish list
Scrum Team (with Product Owner) write stories
that represent the items
ScrumMaster construct the Story/Task Board
All place the stories on the Story/Task Board in
priority order (order to analyze them in)
20 minutes
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Time For Work (examples)
your travel agency>
<a 7 Wonders of the
Martian travelers>
Stories Tasks
In Progress
Tasks
Completed
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Exercise: Dog Sizes and Values
Assign dog sizes and values to the following
breeds
Husky (sled dog)
Chihuahua
Great Dane
German Shepherd
St. Bernard
Bulldog
Sizes done by group, consensus method
Values done by individuals, subjective method
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Scrum Simulation
Size the Product Backlog Items (PBIs, or stories)
Teams (sans Product Owner) agree on the size of each
Product Backlog Item on relative basis
Scale of 1-5, Use rock, paper, scissors technique, or
Use Estimation Poker Cards
everything else being equal, how much bigger is THIS than
THIS? questions
Product Owners assign Business Value of each item
Attach funny money, or
Value from 0-20
0-10 for how much we want it
0-10 for how much it hurts us to not have it
10 minutes
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Well be doing Sprint Planning, but next
Task Board
PBI and Task
Definition of Done for PBI/Story
Planning Meeting Script
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Prioritized PBIs with Effort Estimates &
Business Value
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A sample Task Board
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Sample Task Board
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Sample Task Board (in tool)
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WARNING: Software task board must be
radiated to be effective!
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We Need a Definition of Done
In the Planning Meeting we will task out the
Stories we have selected
This means that we need a well-defined meaning of
done for each story, so that we get the tasks we
need
And we need done to get a more accurate effort
estimate (at the task level) for our stories
This discussion of done is one of the conversations
the story represents
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What Should Done Mean?
At a Minimum, Done should mean:
The value the story represents is achieved
No Project Risk was increased (dont be stupid on
purpose)
However, if we must settle for less (buy a risk)
Make it visible, so there will be no surprises if it turns into
a problem
Add a make up story to the backlog
Discuss the risk at the review, and why it was a good
one to buy
Retrospective issue
(but, if you must be stupid, be stupid on purpose)
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Lets Discuss Done
What does it mean to you?
Currently, in your project or organization
What do you think the last slide means?
Discuss a Story Checklist concept, or coming to
agreement
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Where Were Headed in Sprint Planning
We Now want to get a
planned out Sprint
Stories in priority order
Agreements added to the
stories
Stories broken out into
tasks
Only as many stories as we
think we can actually do
(dont task out too many)
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In Order To Plan
We have to agree on what the stories mean. There
are many ways to do this:
Acceptance Criteria what does it mean to be done with
this story (the Storys contract)
Breakout into tasks small enough to be estimated
individually, and then added up
Plan of Attack an agreement of how to do the story
What Should we Demonstrate?
What I want you to do is add an Agreements
section to your stories, like the following slides
These notes can be whatever you need them to be in order
to size and commit to the stories
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Stories with Agreements
your travel agency>
<a 7 Wonders of the
Martian travelers>
Agreement:
1. Make two versions
2. Sue chooses one
3. Make sure is on PostIt
so that we can move it
around
Agreement:
1. Make a list of 10
wonders
2. Choose 7 of them
3. Draw a picture for
each one
4. Make sure whole thing
fits on 2 panels of the
brochure
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A More complete example
Title Simple Purchase a Round Trip Flight
Description As a <ticket buyer> I want <to purchase a round trip flight n the simplest
possible way> so that <I can be confident about using the website>
Origin Analysis of Buying and Reserving Flights, in meeting, June 14, part of Buying
a Flight Backbone
Size Large
Done Criteria This story will be done when:
- A user can purchase an already-found round-trip ticket through the web
interface
- The code has been peer reviewed
- The code is protected by unit tests, that all pass in the integrated
environment
Notes 1. Purchasing is done AFTER a flight is searched for and returned, we
already have a list of round trip flights in front of us to choose from
2. Simplifying assumptions for story: Single leg, e.g., Seattle to Burbank
and back; Single Customer, paying full fare, No luggage, pets, etc.,
Credit Card Payment validation is stubbed out and just works,
3. Dont worry about a good-looking interface; just select the flight you
want and go
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After you have these Agreements
Version 1
Version 2
Make Choice
Put in Brochure
You can task the story out into the actual tasks
the team will work on
your travel agency>
Agreement:
1. Make two versions
2. Sue chooses one
3. Make sure is on PostIt
so that we can move it
around
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Commitment Driven Planning Script
1. Product Owner (with assistance from Team) prioritizes
stories in Backlog
2. Team with Product Owner Add Agreement section to
highest-priority story remaining on your list
3. Team w/o Product Owner Break-Out the Story into Tasks
4. Team w/o Product Owner Decide if you can get that story
done in the Sprint (thumbs up from team)
If No, Stop and draw Sprint Backlog line above the story you just
Tasked out, but cant commit to
Note: you can try moving another (smaller) story above the line
and going back to step 2
If Yes, Ask the team if its full
If Yes, stop
If No, continue at step 2 with next story
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Story/Task Board with Sprint Backlog
Stories Tasks
In Progress
Tasks
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Scrum Simulation
Work the script
Produce a Story/Task board
While youre going you may need to:
Reorder the stories to make them fit better
Relax the plan in order to settle for less in order to take less
time
All the stuff we do in the normal trade-offs of planning
20 minutes
Have Fun With It!
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PO/Analysts
Team Swarm
Coders
Testers
Stakeholders
To the
Backlog
To The
Product
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Daily Standup Meeting
Daily Scrum
Purpose: for scrum team to understand its status in
order to do a daily instantaneous replan
Three questions:
What did you do since the last meeting?
What will you do until the next one?
What impediments to progress do you have?
Also:
Could collect metrics for burndown
Could ask other questions as part of process
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Story/Task Board during Sprint
Stories Tasks
In Progress
Completed Tasks
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Story/Task Board During Sprint
Stories Tasks
In Progress
Tasks
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Execute the Sprint
Team Execute Sprint
Sprint schedule:
10 minutes - Day 1 (includes Daily Scrum)
Team self organizes (no externally-designated lead/boss).
Use taskboard during daily Scrum meetings.
Volunteer for tasks.
Pair and collaborate
Product Owner
Write new stories for the backlog whenever you feel the need to.
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Sprint Review Meeting
Scrum Team (with Product Owner) demonstrates
what was built to Stakeholders
Actually, its the POs meeting
Velocity calculations are done, if necessary
Earned Business Value calculations are done, if necessary
Product Owner formally declares whether
Acceptance Criteria were met for each Product
Backlog Item (ceremony)
Stakeholders comment on what they see
New stories (PBIs) added to Product Backlog as
necessary
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Velocity and Earned Value
We really want to know the capacity of our team
(how many story points can they do in a sprint?)
We dont know this, so we calculate velocity how many
story points have we done in a sprint
Yesterdays weather
Rolling averages, whatever
Believe the results, or have a good reason not to
What is your teams velocity?
We also want to know how much business value we
produced look at your money values
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Retrospective
The Team takes ownership of its process
What went well, and dont want to change
What could be improved, and how to do it
ScrumMaster facilitates meeting
Sphere of Influence
Usually, team resolves its own impediments
ScrumMaster negotiates with ProductOwner so that team
has time to resolve them
ScrumMaster Community works on impediments that are
outside the team
ScrumMaster Teams backlog
Making life better for scrum, etc
Working with management usually need a sponsor with
juice to help (The Product or Business Owner, perhaps)
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Sprint Retrospective Meeting
Team considers what went well, what could be
improved.
Try silent writing technique. Get notes from all team
members, then read them to team.
Additional techniques: Agile Retrospectives by Esther Derby
and Diana Larsen
Should Product Owner attend retrospective?
Translate What could be improved things into
actions
Put on appropriate backlog, or improve the process
CSM Course
75
Scrum Simulation
Next Sprint
76
Execute the Sprint
Team Executes Sprint
Sprint schedule:
Team self organizes (no externally-designated lead/boss).
Use taskboard during daily Scrum meetings.
Volunteer for tasks.
Pair and collaborate
Product Owner
Write 5 new stories for additional items for future sprints. Add them to
Product Backlog.
on call to answer questions or renegotiate commitments.
CSM Course
77
Scrum Simulation
Debrief exercise
78
ScrumMaster Responsibilities
Keep the process moving
Keep the product backlog populated (with product owner)
Make sure there are foci for stories, sprints, releases, products, etc
Manage internal dynamics of team
Enforce the Scrum framework
Ensure full-team involvement in all meetings
Keep everything visible
Radiate information to the larger organization
Shield the team from external interference
Advocate improved practices
Facilitate dont manage
Question: how does the ScrumMaster enforce something when he
has no authority?
CSM Course
79
Day in the Life of a ScrumMaster
Assess and ensure that everyone is doing their part
and owning up to their responsibilities toward
release/project goals (inside the project)
Assess and ensure that organizational impediments
are being worked in priority order to change the
organization to get the most values from its software
development investment (work the organization with
other ScrumMasters)
Use all of your senses, including common sense, and
remember that you have no authority
80
Scrum and the ScrumMaster
Scrum is a simple iterative, incremental skeleton with some
rules.
Equipped with a resolute, patient ScrumMaster, Scrum can be
used to transform software development into a profession,
projects into valuable endeavors, and development
organizations into communities that people look forward to
working in.
It takes time. Remember that a dead ScrumMaster is a useless
ScrumMaster.
Remember that Scrum is just a framework. It doesnt fail.
Sometimes people cant stand what it exposes.
ScrumMasters are the key to its degree of success in
transforming organizations.
CSM Course
81
Product Owner Responsibilities
Works as Stakeholder Interface
Knows what is needed by the Business (BA)
Breaks this in to bite-sized pieces (Systems Analyst)
Prioritizes them
Negotiates Acceptance Criteria with team
Explains business rules, etc (SME)
Accepts the results
Determines when it is releasable
82
Exercise: Product Owner at Your
Organization
Discuss in your groups the role of the Product
Owner at your organization.
Who are the product owners at your organization?
How could the Product Owners effectiveness be
improved?
Who makes the in the trenches decisions for your
team?
CSM Course
83
Exercise: Multiple Roles
In small groups discuss the following for 5 minutes:
What are some of the challenges a ScrumMaster would have
if he/she was also a member of the development team?
What are some of the challenges if the ProductOwner is also
a member of the development team?
What are the issues if the ScrumMaster is also the Product
Owner?
What could happen if the ScrumMaster is also the teams
functional manager?
Is the ScrumMaster a full-time job?
Can one ScrumMaster work multiple teams?
How do we find a ScrumMaster?
84
Exercise: Portal
Scrum Consultant sent in to straighten out
engineering team because they havent delivered in
7 months.
Five Stakeholders, each with their own P&L.
What would you do to improve the situation?
Part II: Exercise
Sprint Planning meeting where David is Product
Owner. As ScrumMaster, what do you do?
CSM Course
85
Scrum Teams
Includes Product Owner and Scrum Master
Self-organizing
Cross-functional with self-managed roles
Seven plus or minus two
Responsible for committing to work
Authority to do whatever is needed to meet
commitment, within organizational constraints
Collocated, with open, collocated space (ideal)
Resolution of conflicts
86
86
CSM Course
87
Scrum Teams
Forming
Storming
Norming
Performing
88
Exercise: Teams
Purpose: Get a team Norming
A team is in its Sprint planning meeting. Half of the
team is from a technical company that is running the
project. The other half consists of contractors.
A usability engineer from the technical company
demands to know how the contractors will ensure
adequate user interface. A system architect from the
technical company demands to know how the
contractors will follow and not ruin the systems
architecture they define.
What is wrong here? What do you do?
CSM Course
89
Exercise: Teams
Purpose: How to keep Performing
You are the ScrumMaster and are heading
for the team room. The functional analyst runs past
you crying and the lead engineer runs past you
enraged, both on the way to their functional
managers offices.
You go into the team room. You can cut the tension
with a knife it is so thick.
Apparently, the analyst has been writing specs and
giving them to the engineers, who then change
them as they see fit. Anger over this has been
building for three weeks.
What do you do?
90
Exercise: Teams
You are the ScrumMaster. Everyone on the team
except John meets with you. They tell you that John
is not doing his work, is offensive, is difficult to work
with, and they want you to fix the problem.
What do you do?
Purpose: Explore the limits of self-management
CSM Course
91
Exercise: Teams
You are the ScrumMaster at the first Daily
Scrum. There are two programmers, a tech writer, and
two testers.
The programmers report that they were in a design
meeting and will continue today. The tech writer says
that they are working on the table of contents. The
testers report that they are setting up the test bed.
You ask the tech writer and testers why they arent in the
design meeting. They say they werent invited. You ask
the programmers why they werent invited. They ask you
what possible benefit these people would add to design.
What do you do?
Purpose: Explore good Team Play
92
Exercise: Teams
Your team has a part-time Product Owner, who attends
daily meetings and constantly coming by and pestering
the developers
Your developers come by with two separate complaints:
1. The PO is trying to get one of the developers to do just one more
thing and add a new item to the Sprint Backlog
2. The PO is trying to get involved with the development of an
item, saying that she knows what needs to be done, and that its
not well captured in the acceptance criteria
What do you do?
Purpose: Explore the Product Owners Role...
CSM Course
93
Exercise: Sprints
Is there such a Sprint as an analysis Sprint where
requirements is the only thing being done?
Is there such a thing as a testing Sprint?
What is a stabilization Sprint and what should be
done with it?
What is a release Sprint and should we have one?
If a project requires a lot of infrastructure and
architecture work that will take eight weeks to
complete, should the first Sprint be eight weeks
long? Is the architecture an adequate deliverable?
94
Done: Evolving Software Incrementally
Deliver complete slices of the
system
Add robustness incrementally
Solid engineering practices
Solid engineering infrastructure
XP practices
CSM Course
95
Weak Definition of Done
Product Product Product Product
Sprint Sprint Sprint Sprint
Shippable
Product?
Stuff we procrastinated:
refactoring
load testing
security testing
user documentation
technical debt
...
How big is the integration brown cloud?
96
Sprint
Product
Robust Definition of Done
Sprint Sprint Sprint
Release
Sprint
Product Product Product
Shippable
Product!
Each Sprint should yield a
potentially-shippable product increment.
CSM Course
97
Scope of Done Changes
Extend the definition to include all development
98
How does Technical Debt occur?
By not enforcing high quality standards in the
definition of Done.
Cutting corners to achieve a higher velocity and
meet impossible timelines leads to build up of low
quality, unmaintainable code.
Deadly spiral: As the maximum velocity of system
goes down, even more corners are cut to
compensate until the velocity approaches 0.
CSM Course
99
Technical Debt Picture
S
t
o
r
y

P
o
i
n
t
s
Time
22 SP Dead Legacy, Velocity = 0
no
100
Avoid Technical Debt
Development teams must curb over-optimism in
assessing availability and capacity
Management redirects attention from applying pressure
to removing organizational impediments to progress
Product Owners understand the iron triangle, ownership
of risks, and impact of cutting quality
ScrumMaster must prevent demonstration of any work
that is not done.
Retrospective Issue: anyone produce any code theyre
not particularly proud of?
How do we enforce done or quality in order to avoid
technical debt?
CSM Course
101
Multi-Team Development
Scaling agile projects is the last thing you should do.
Martin Fowler
Agile is optimized for a single team of developers working in
an optimized environment
There is no quick fix. Each situation is unique.
For larger companies there may need to be a
transformation/transition team that manages the growth
Identifies/acts on need for new teams
Charters new teams and disbands them when done
This is probably its own Scrum Team, once the situation gets
complex
102
Large Organizations Need Structure
In agility we value conversation over organization,
which creates a tension for us as an
organization/team gets large
We recommend cross-cutting workgroups to
transfer information and work on cross-cutting
issues
These workgroups can be ad hoc
They can grow into their own Scrum Teams
Creates a hierarchy, whether we like it or not
Must look out for jumping the layers of the hierarchy
Must empower those below to solve the problems we pose
to them
CSM Course
103
Large Team Structure (basic idea)
Production Scrum
Teams
Product
normal scrum
teams
Integration/Mgmt
Scrum Teams
Integration
facilities
Integration tests
infrastructure
Synchronize
backlogs
Rules of Scrum
Communities of
Practice
Sharing
expertise
Called clubs by
Ken Schwaber
Testing
Community
Analyst
Community
Java
Community
???
Community
104
Small(ish) Organizations
SM
PO
TO
Business Owner
Up to 12 people
Business Owner
10-30 people
SM
PO
Basic Scrum
Engine we had
before
PO, SM, TO
Spread across
Teams
Added Technical
Owner (TO) Role
CSM Course
105
Medium-Sized Org with Management Team
Business Owner
Development
Teams
Committees
Management
Team
SM Comm
This layering can
handle approx
15-100 people
Usability WG
PO Comm TO Comm
DB WG
Working Groups
Testing WG
SM
PO
TO
106
Lets Discuss
At your tables, discuss these structures
Have you seen things like this before?
Would they work?
How do they tie in with the standard
organization?
What artifacts, meetings, etc, would it take
to make it work?
How does sprint planning differ in this
model?
CSM Course
107
Example Implementation Roadmap
108
Start Small
Time
Initial
Team
Start with a Scout team and then
build from there
Main purpose of Scout
team is to find impediments.
Removing them helps the
organization get ready for
the next teams.
CSM Course
109
Other Groups Grow Organically
Communities of
common disciplines
E.g. DBAs
Informal team to
team collaboration
E.g. Resolve
integration issue
110
Scaling: Product/Technical Owner team
Product/Technical
Owners get
together on
management
team
Responsible for
parsing out the
Product Backlogs
Responsible for
integrating
products together
Product Owner still
wants a single
product increment
each sprint
Each team has its
own ScrumMaster,
who should it be?
Views Integrated
CSM Course
111
Reqts and Integration Teams
Management team
splits into two
Responsible for
parsing out the
Product Backlogs
Responsible for
integrating
products together
Needs Joint Mgt
Business Owner
still gets a single
product increment
each sprint
Maybe a sprint
later
Leapfrog effect
Views Integrated
Reqts Team
Integration Tm
Mgt Tm
112
Scaling: Rolling Lookahead Planning
Product Owner sees single Product Backlog
Up to the teams to split the work and coordinate to meet release
expectations
Team should plan around any dependencies
Dependencies are at the Story level, not Task level!
Hand-offs should occur between sprints, not during
Risky to make commitments when the dependant work is still in progress
But, be skeptical about whether the dependencies really exist!
Consider using mock objects, simulators, etc.
RSS Feed Authentication
Screen
scrapers
Legacy
Bugs
Team 3
PDF exporting
Migrate to new DB
vendor
Security Infrastructure Team 2
Email
password
Limits on
Transactions
Usage
Reports
API API Team 1
Sprint n+3 Sprint n+2 Sprint n+1
CSM Course
113
Scaling: Integration is Difficult
It must all come together as a single product increment.
Quality Integration Team:
Set up and maintain environment, infrastructure to ease
integration.
QI team finds integration bugs immediately and sends them
back for immediate fixing by offending team.
Try to integrate as often as possible, avoid big-bang
integrations.
Each team integrates as often as possible, optimally this is
continuous on check-ins.
Bugs produced by check-ins/integrations should be discrete
enough such that the source should be easily identifiable.
The more continuous your integration, the easier it is to
identify the source of bugs
Daily builds are for wimps - Kent Beck
114
Scaling Case Study -- Siemens Medical Systems
Gradual process, not a rollout
started 2004 with 1 Scrum team
early 2005 -- 10 Scrum teams
early 2006 -- 70 Scrum teams, three continents
late 2006 -- 97 Scrum teams
Main challenge was promoting Agile Engineering
Practices that can keep up with Scrum.
Introduced notion of Technical Owner for teams
In addition to Product Owner (renamed Feature Owner)
Together, they were the Product Owner (shusah?)
ScrumWorks
CSM Course
115
Scaling Case Study -- QPass
Gradual process
started 2005 with 1 Scrum team
now (late 2006) 7 Scrum teams
Led by Jeff Heinen, assistance from Danube
Technologies (and others).
ScrumWorks
116
Case Study -- Unsuccessful Rollout at a Leading
Online Travel Agency
Director PMO charged with rolling out modified
version of Scrum (Scrum, but) across large
enterprise before one team was doing it
successfully.
Top down approach forced due to success with
overseas division.
Engineering staff and project managers content
with current waterfall practices, hostile to
mandatory Agile training.
Director PMO now working elsewhere.
CSM Course
117
Some Organizations Using Scrum/Agile
Adobe
Amazon
BMC
British Telecom
GE
Google
Hewlett Packard
Intel
Lockheed Martin
Microsoft
Motorola
Oracle
Yahoo
118
Coping with Geographical Challenges
Organize teams to reduce coupling over
geographic boundaries.
One onsite representative for several offsite
team members in other timezone.
Visit each other and work together long enough
to be on an informal, first-name basis.
Formality and concerns about looking good
are the enemy.
Continuous Integration and TDD. Check into
ONE branch hourly, not daily!
CSM Course
119
Tracking Sprint Tasks
If the team believes that this is too much, they can meet again
with the Product Owner
120
Sprint Burndown Chart
Daily summation of work remaining in Sprint
Often goes up before it goes down
Post for high visibility
CSM Course
121
Another Sprint Burndown Chart
Burndown Chart
0
20
40
60
80
100
120
140
160
180
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29
days
T
a
s
k

H
o
u
r
s
122
Release Planning/Strategy
Want to know when well be releasing what
How do we do this?
Velocity Capacity calculations
Law of Large numbers
Steadies out in 3-4 sprints
Size and Prioritize whats on backlog
What about epics?
Inherent risks
Predict and Project
Release burndown
Enhanced burndown
Burnup
Earned Business Value
CSM Course
123
Velocity to Capacity
Velocity = Measure of a teams proven rate of
progress per iteration (Number of Story Points
per Sprint)
Capacity = The teams assumed rate of progress
per iteration (Story Points per Sprint)
Capacity can be used to derive duration and
extrapolate schedule
124
Calculating Velocity
Count the number of completed SPs in each sprint
(no partial credit)
Call these values SP1, SP2, SP3 , , SPn
Straight-line average calculation:
Veln = (SP1+SP2+SP3++SPn)/n
Rolling Calculation (emphasizes recent)
Veln = (Veln-1+SPn)/2, or
Veln = (Veln-2+Veln-1+SPn)/3
CSM Course
125
Velocity Calculations
avg
roll last 3
roll last 2
Velocity Calculations
0
10
20
30
40
50
60
70
1 2 3 4 5 6 7 8 9 10 11 12 13
SPs
For this data, the average predictive errors were
Avg, 19%; Rollover last 3, 17%; Rollover last 2, 13%
Your Mileage May Vary
126
Release Burndown Chart
Height is the work remaining at the start of each Sprint
Takes into account: work completed, added, removed, and resized
CSM Course
127
Release BurnUp Graph
Top Line is the total Story Points at the beginning of each Sprint
Takes into account Scope Creep
Bottom Line is work done to date
Note the nearly constant velocity (were they cheating?)
128
Enhanced Burndown (converging)
Expected finish in this range
CSM Course
129
Enhanced Burndown (nonconverging)
130
Earned Business Value
Earned Business Value (as we go)
0
0.2
0.4
0.6
0.8
1
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Sprint
This Shows the Earned Business Value accrued each sprint
This Graph, along with the previous one, tells a compelling story
CSM Course
131
Earned Business Value (EBV)
Earned Business Value (EBV) is defined as the
percentage of the known business value that is
coded up and running, and is calculated by
simply adding up the percentages of the stories
that are done/done/done
And this total percentage is what I graph at the
end of each Sprint on the previous graphic
See Rawsthorne: Calculating Earned Business Value for an Agile
Project, AgileJournal.com, June, 2006 for more details
( )
=
completed
Story BV t EBV(Projec )
132
Review
Processes
Unanswered Questions
Ownership of Organizational Impediments
CSM Course
133
Closing Activities
1. Fill out evaluation form and turn it in.
2. Youll get a nice Certificate from the Scrum
Alliance
134
Any Questions?
CSM Course
135
Thank You Very Much!

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