Scrum: An Experiential Workshop
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Scrum: An Experiential Workshop

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Scrum is a popular and proven project management framework for rapidly changing development projects, especially those with significant technology uncertainty or evolving requirements. Since its ...

Scrum is a popular and proven project management framework for rapidly changing development projects, especially those with significant technology uncertainty or evolving requirements. Since its inception fifteen years ago, Scrum has grown to be the leading agile methodology, boasting nearly 100,000 Certified ScrumMasters. In this highly interactive (no slides) introductory session, Mitch Lacey serves up the tools you need to get started with Scrum. Using Scrum to manage the session, you will learn the value of prioritization and how to do it, why timeboxing works, and how to determine a release plan using team velocity and more. As you are learning these techniques, Mitch answers your questions to help ensure your successful Scrum and agile adoption. Mitch also describes the roles and responsibilities of the ScrumMaster, the product owner, and each member of the Scrum team. This experiential workshop gets you started on the path to success.

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Scrum: An Experiential Workshop Scrum: An Experiential Workshop Document Transcript

  •     MJ Half‐day Tutorial  6/3/2013 8:30 AM                "Scrum: An Experiential Workshop"       Presented by: Mitch Lacey Mitch Lacey & Associates, Inc.                   Brought to you by:        340 Corporate Way, Suite 300, Orange Park, FL 32073  888‐268‐8770 ∙ 904‐278‐0524 ∙ sqeinfo@sqe.com ∙ www.sqe.com
  • Mitch Lacey Mitch Lacey & Associates, Inc. Over the past fifteen years, Mitch Lacey has managed numerous plan-driven and agile projects. At Microsoft, Mitch honed his agile skills, successfully releasing core enterprise services for Windows Live, and transitioned from program manager to Agile Coach, helping others transition to agile practices. At Ascentium Corporation he became the Agile Practice Manager, coaching customers on agile practices and adoption worldwide. As a Certified Scrum Trainer and a registered Project Management Professional, Mitch shares his experience in project and client management through Certified ScrumMaster courses, agile coaching engagements, conference presentations, and his writings, including his new book The Scrum Field Guide: Practical Advice for Your First Year.  
  • SQE Agile West 2013 Reference Material Understanding Scrum: An Experiential Workshop Reference Material Mitch Lacey SQE Agile West 2013 Las Vegas PLEASE NOTE These slides are for REFERENCE ONLY! We will not be using/covering the slides. SQE Agile West 2013 Reference Material Copyright 2007‐2013 Mitch Lacey (mitch@mitchlacey.com). No reproduction without written  authorization. 1
  • SQE Agile West 2013 Reference Material About Mitch Lacey • • • • • • • Author: The Scrum Field Guide 15+ years of project management experience Agile 2012 Conference Chair, Dallas Texas Former Agile Alliance Board Member Former Scrum Alliance Board Member Project Management Professional (PMP) Certified Scrum Trainer (CST) SQE Agile West 2013 Reference Material Mitch Lacey Contact Info • • • • Twitter: mglacey Linked In: http://www.linkedin.com/in/mitchlacey Email: mitch@mitchlacey.com Phone: +1 206 228 3544 vcard LinkedIn SQE Agile West 2013 Reference Material Copyright 2007‐2013 Mitch Lacey (mitch@mitchlacey.com). No reproduction without written  authorization. 2
  • SQE Agile West 2013 Reference Material The Scrum Framework SQE Agile West 2013 Reference Material The Scrum Team Product owner Core team (development team) ScrumMaster SQE Agile West 2013 Reference Material Copyright 2007‐2013 Mitch Lacey (mitch@mitchlacey.com). No reproduction without written  authorization. 3
  • SQE Agile West 2013 Reference Material The ScrumMaster Protects  the Team Team  Facing Servant  Leader Manages  Social Risk Provides  Leadership SQE Agile West 2013 Reference Material Roles in Scrum: ScrumMaster • Goal: Build & Maintain a Healthy Team • Responsibilities – – – – – – Removes impediments / clears blocking issues Protects the team from randomization Is the team’s Scrum expert (exacts values and principles) Defines and reports on Team productivity Manages Daily Scrum Coordinates Team time requests (e.g. Product Owner meeting requests) SQE Agile West 2013 Reference Material Copyright 2007‐2013 Mitch Lacey (mitch@mitchlacey.com). No reproduction without written  authorization. 4
  • SQE Agile West 2013 Reference Material The Product Owner Customer  Facing Owns the  Budget Owns the  ROI Manages  Feature  Risk Provides  Direction SQE Agile West 2013 Reference Material The Product Owner Goal: Business & Customer Advocacy and Product (or service) Guidance Responsibilities Optimizes the business value of the work Represents and Manages Stakeholder interests Owns the Product Backlog (requirements list) Establishes, nurtures and communicates the product vision – Monitors the project against its ROI goals and investment vision – Makes decisions about when to create an official release – – – – SQE Agile West 2013 Reference Material Copyright 2007‐2013 Mitch Lacey (mitch@mitchlacey.com). No reproduction without written  authorization. 5
  • SQE Agile West 2013 Reference Material Self  Managing Cross  Functional Estimates  the Work Manages  Technical  Risk Collective Ownership Committed Develops  High  Priority  Features SQE Agile West 2013 Reference Material Roles in Scrum: The Core Team • Goal: Execute on the Vision and Product Backlog – Accomplishes the Sprint Goal • Responsibilities – Self Managing / Organizing • Makes its own commitments • Manages its own work • Manages itself to its commitments – Develops the highest-priority features on the Product Backlog – Cross functional SQE Agile West 2013 Reference Material Copyright 2007‐2013 Mitch Lacey (mitch@mitchlacey.com). No reproduction without written  authorization. 6
  • SQE Agile West 2013 Reference Material Roles in Scrum: The Team – What they Do • Plan the work / own and update the estimates • Place value on following a plan but value responding to change more (values) • Rely on the Product Owner for product clarification questions (feature risk) • Authority and empowerment (does what’s needed to achieve the goal) • Rely on the ScrumMaster to help clear blocking issues (social risk) • Commit to the Sprint SQE Agile West 2013 Reference Material Roles in Scrum: The Team – How Big? • Six is ideal – As little as three and as big as eight • Co-located • Scrum scales by adding teams, not growing team size SQE Agile West 2013 Reference Material Copyright 2007‐2013 Mitch Lacey (mitch@mitchlacey.com). No reproduction without written  authorization. 7
  • SQE Agile West 2013 Reference Material Team Consultant Model SQE Agile West 2013 Reference Material Roles in Scrum: The Team - Agreement and Support • • • • Teams are cross functional Team members need to support each other ScrumMaster drives the team to consensus Fist of Five Technique: – – – – – 5 = 100% support 4 = Good idea, wish it was mine  3 = I can live with and support this 2 = I would like to think about this more 1 = I am against this and will fight moving in this direction SQE Agile West 2013 Reference Material Copyright 2007‐2013 Mitch Lacey (mitch@mitchlacey.com). No reproduction without written  authorization. 8
  • SQE Agile West 2013 Reference Material Ideal Team Size 491 medium sized projects with 35k‐95k SLOC Source: Putnam, Lawrence H. and Myers, Ware. Familiar Metrics Management: Small is Beautiful Once Again. IT Metrics Strategies IV:8:12‐16, Cutter Information Corp., August 1998 SQE Agile West 2013 Reference Material “A distinct difference in the person-months needed to do a comparable amount of work begins to show up when group size exceeds eight people.” 491 medium sized projects with 35k‐95k SLOC Source: Putnam, Lawrence H. and Myers, Ware. Familiar Metrics Management: Small is Beautiful Once Again. IT Metrics Strategies IV:8:12‐16, Cutter Information Corp., August 1998 SQE Agile West 2013 Reference Material Copyright 2007‐2013 Mitch Lacey (mitch@mitchlacey.com). No reproduction without written  authorization. 9
  • SQE Agile West 2013 Reference Material The Product Backlog SQE Agile West 2013 Reference Material Levels of Planning: Being “Done” Example Examples: 1. Architectural Diagrams Updated 2. Automated User Tests Passing Examples: 1. Stress Testing 2. User Training Completed Examples: 1. Failover Testing 2. Release Readiness Review Examples: 1. SQL Optimization and Tuning 2. Data Security Roles Updated Prod Examples: 1. Installation Package Updated 2. > 70% Code Coverage Sprint Story Task SQE Agile West 2013 Reference Material Copyright 2007‐2013 Mitch Lacey (mitch@mitchlacey.com). No reproduction without written  authorization. 10
  • SQE Agile West 2013 Reference Material SQE Agile West 2013 Reference Material Definition of Done Exercise Build your own definition of done! 1 – in the book 2 – on this webpage: http://www.mitchlacey.com/introto-agile/scrum/definition-of-done SQE Agile West 2013 Reference Material Copyright 2007‐2013 Mitch Lacey (mitch@mitchlacey.com). No reproduction without written  authorization. 11
  • SQE Agile West 2013 Reference Material Product Backlog: What is it? • Ordered, prioritized list of features and work • High level estimates (story points) – Preferred: Story points: 1,2,3,5,8,13 – Alternatives • Exponential: 10, 20, 40, 80 • T-shirt sizing: XS, S, M ,L, XL • Items added at any time • Owned and prioritized by the Product Owner • Should reflect the vision (why the project exists and its desire end state) SQE Agile West 2013 Reference Material Product Backlog Prioritization Highest Priority Work on it now – lots of detail 1 2 Up Next – more detail Work that is 3‐5 sprints out – Some detail Too far out – little detail 3 4 SQE Agile West 2013 Reference Material Copyright 2007‐2013 Mitch Lacey (mitch@mitchlacey.com). No reproduction without written  authorization. 12
  • SQE Agile West 2013 Reference Material User Stories • As a <user> I can/want <action> so that <result> • As an administrator, I can look up this month’s patient report and am able to see who is over the user defined threshold • Have business value • Are easily identifiable by the Product Owner, customers and the team • Rely on the 3 C’s – Card – Conversation – Confirmation SQE Agile West 2013 Reference Material INVEST in Your Product Backlog • Independent – Dependencies lead to problems estimating and prioritizing – Can ideally select one item to work on without pulling in 18 others • Negotiable – Product backlog items are not contracts – Leave or imply some flexibility • Valuable – To users or customers, usually not to developers – Try rewriting developer-oriented backlog items to reflect value to users or customers • Estimable – Because plans are based on user stories, we need to be able to estimate them • Small – Complex backlog items are intrinsically large – Compound backlog items are multiple items in one • Testable – Make backlog items testable by having acceptance tests 1 Bill Wake 2003 SQE Agile West 2013 Reference Material Copyright 2007‐2013 Mitch Lacey (mitch@mitchlacey.com). No reproduction without written  authorization. 13
  • SQE Agile West 2013 Reference Material Make it DEEP • Detailed Appropriately. – Stories coming up should be understood – Stories that will not be developed for awhile should be described with less detail • Estimated. – More precise at the top – Less at the bottom • Emergent. – Stories grow and change. The more you learn, the more you tweak • Prioritized. – Valuable stories at the top, less so down the list SQE Agile West 2013 Reference Material Product Backlog Grooming • The team should spend 5%-15% of Sprint time (1-6h) in reviewing the Product Backlog and estimating it for each Sprint (s) • Similar to a specification only never out of date • Continuously prioritized and updated • Anyone can add to the product backlog SQE Agile West 2013 Reference Material Copyright 2007‐2013 Mitch Lacey (mitch@mitchlacey.com). No reproduction without written  authorization. 14
  • SQE Agile West 2013 Reference Material Planning SQE Agile West 2013 Reference Material Levels of Planning SQE Agile West 2013 Reference Material Copyright 2007‐2013 Mitch Lacey (mitch@mitchlacey.com). No reproduction without written  authorization. 15
  • SQE Agile West 2013 Reference Material Levels of Planning: Being “Done” • What is Done? – How do you know when your project is done? – How do your customers and stakeholders know? – How do you communicate it? SQE Agile West 2013 Reference Material Levels of Planning: Sprint Planning Meeting 1 Vision Product(s) Releases Sprint Day • Scale duration depending on Sprint Duration – 1mo Sprint = 4h – 2w Sprint = 2h • Defines what the team will build • Product Owner states what the business wants (high value, high risk) • Agrees on the goal of the sprint • When Team has enough information, or time has ended, Planning Meeting 2 begins SQE Agile West 2013 Reference Material Copyright 2007‐2013 Mitch Lacey (mitch@mitchlacey.com). No reproduction without written  authorization. 16
  • SQE Agile West 2013 Reference Material Levels of Planning: Sprint Planning Meeting 2 Vision • Scale duration depending on Sprint Duration – 1mo Sprint = 4h – 2w Sprint = 2h Product(s) Releases Sprint Day • Defines how the team will build the stories • Tasks are small (2-14h) • Team owns Sprint Backlog (builds, estimates, updates) • Team signs up for work, collectively commits to the work • Attended by the Team (Product Owner optional) SQE Agile West 2013 Reference Material Sample Sprint Backlog SQE Agile West 2013 Reference Material Copyright 2007‐2013 Mitch Lacey (mitch@mitchlacey.com). No reproduction without written  authorization. 17
  • SQE Agile West 2013 Reference Material The Sprint Backlog • Is the output of the planning meeting • Is used for the team to manage themselves and their work during the sprint • Creates transparency between all Scrum team members SQE Agile West 2013 Reference Material Download my Sprint Excel Sheet http://www.mitchlacey.com/resources/sprint‐excel‐templates SQE Agile West 2013 Reference Material Copyright 2007‐2013 Mitch Lacey (mitch@mitchlacey.com). No reproduction without written  authorization. 18
  • SQE Agile West 2013 Reference Material Levels of Planning: Daily Scrum Meeting • Occurs Daily • Team members answer three questions: • • • • What did you work on since the last meeting? What will you work on today? What impediments / blocking issues do you have? (optional) What is your confidence that we will achieve the sprint goal? • Timeboxed to 15m • Same time/place daily • No deep dive problem solving (deal with that after) SQE Agile West 2013 Reference Material The Sprint: Reporting Progress - Burndown SQE Agile West 2013 Reference Material Copyright 2007‐2013 Mitch Lacey (mitch@mitchlacey.com). No reproduction without written  authorization. 19
  • SQE Agile West 2013 Reference Material The Sprint: Reporting Progress - Burndown SQE Agile West 2013 Reference Material Release Burndowns • Use the same sprint burndown but instead of days, use it for sprints • Should be updated after every sprint • Useful to allow the Product Owner to see the overall release plan progress SQE Agile West 2013 Reference Material Copyright 2007‐2013 Mitch Lacey (mitch@mitchlacey.com). No reproduction without written  authorization. 20
  • SQE Agile West 2013 Reference Material Sprint Review Meeting • Occurs on the last day of the Sprint • Allows stakeholders to review the work done and provide guidance on what to do next • One hour per week of sprint (e.g. two week sprint is two hour meeting) • The team drives the meeting • Everyone attends • Can impact the upcoming Sprint planning sessions – Reprioritize the backlog – Change high level estimates of work – Team composition may change SQE Agile West 2013 Reference Material What do we Review in the Review Meeting? • • • • • • • • Review the Sprint Goal Review the commitments made by the team Review work accomplished Review the work that was not accomplished Review the decision made Demo the work Summarize Asks SQE Agile West 2013 Reference Material Copyright 2007‐2013 Mitch Lacey (mitch@mitchlacey.com). No reproduction without written  authorization. 21
  • SQE Agile West 2013 Reference Material Retrospective • Occurs on the last day of the Sprint • One hour per week of sprint (e.g. two week sprint is two hour meeting) • Allows the team to inspect itself to learn about & change behavior as needed • Facilitated by ScrumMaster • ScrumMaster and the Team prioritize the improvements • The sprint ends when the timebox expires, typically after the retrospective SQE Agile West 2013 Reference Material Getting Started with Scrum • • • • • • • • • • • Get a senior Sponsor in the company Get a champion to drive the effort Agree on who will play the roles Set a date to “start scrumming” and prep the team to that date Build a prioritized Product Backlog and estimate it Build the team and clear blocking issues (like not being colocated) Build a Sprint Backlog and start working Use Burndowns Conduct a demo and review Inspect and Adapt Repeat! SQE Agile West 2013 Reference Material Copyright 2007‐2013 Mitch Lacey (mitch@mitchlacey.com). No reproduction without written  authorization. 22
  • SQE Agile West 2013 Reference Material Cadence • • • • • • Set a cadence and keep it Put all meetings in calendars on day 1 Keep your daily Scrum on track Use planning Work to potentially shippable code Always demo at the end • CELEBRATE SUCCESS AT EVERY SPRINT! SQE Agile West 2013 Reference Material Getting People on Board with Scrum Be patient Use the local network – get testimonials Provide articles and books Show incremental benefits Get external speakers to talk to management and teams • Ensure risk will not be penalized • • • • • SQE Agile West 2013 Reference Material Copyright 2007‐2013 Mitch Lacey (mitch@mitchlacey.com). No reproduction without written  authorization. 23
  • SQE Agile West 2013 Reference Material Be Warned • • • • • Most projects deliver every 6-18 months. Scrum reduces this through inspect and adapt Things will be stressful Fight the urge to be lazy Stay disciplined SQE Agile West 2013 Reference Material What Causes Scrum to Fail? • Making changes out of the gate • Thinking that “this can’t work in our company” • Not having an honest retrospective and doing something about it • Bad ScrumMasters • Falling into old habits • Lacking authority and being empowered • Business culture does not support Scrum SQE Agile West 2013 Reference Material Copyright 2007‐2013 Mitch Lacey (mitch@mitchlacey.com). No reproduction without written  authorization. 24
  • SQE Agile West 2013 Reference Material Scrum Resources • My contact – http://www.mitchlacey.com – http://twitter.com/mglacey • My book, The Scrum Field Guide • Jeff Sutherland Scrum Papers – The Scrum Papers (jeffsutherland.com/scrum/ScrumPapers.pdf) • Mike Cohn & Mountain Goat Software – http://www.mountaingoatsoftware.com/scrum • Scrum Alliance – http://www.scrumalliance.org SQE Agile West 2013 Reference Material Offshoring – Making it Work • About 3 time zones away seems to work • Phone/shared desktop pair-programming is essential – Set management expectations that pairs will be based on work, not proximity • Use technology! – – – – Push to talk cell phones so every team member can talk anywhere any time Use teleconferencing for all “formal” meetings like standups Use VNC Get webcams • Face time matters, travel often. • Travel any time there are communication difficulties • Travel any time you feel trust is breaking down between the locations • Do absolutely anything you can do to build a one-team culture • Do absolutely nothing to build the perception fragmented teams SQE Agile West 2013 Reference Material Copyright 2007‐2013 Mitch Lacey (mitch@mitchlacey.com). No reproduction without written  authorization. 25
  • SQE Agile West 2013 Reference Material Offshoring – Making it Work Part 2 • Have a project / team coordinator – The coordinator has the responsibility of relaying the backlog to the offshore team and tracking progress. • Have in-person kick-off meetings with the entire worldwide team • Bring offshore people to the central office on a rotational basis to build team cohesion • Have offshore teams take on as much independent work as possible, a whole feature set possibly SQE Agile West 2013 Reference Material Offshoring – Impediments to Manage Time zone differences Culture and values Inexperienced teams Face-to-face communication Language barriers Trust Building a common development environment and codebase • Stronger Command & Control tradition in Asia • Offshore turn-over • Recruiting the right offshore workers • • • • • • • SQE Agile West 2013 Reference Material Copyright 2007‐2013 Mitch Lacey (mitch@mitchlacey.com). No reproduction without written  authorization. 26
  • SQE Agile West 2013 Reference Material When to Offshore • Don’t Offshore: – First releases of complex and high-technology-risk projects – If your onshore development process is not in place (”CMMI level 3”) • Process = the daily work in the teams • Process ≠ the corporate process guidelines • Don’t Agile Offshore: – If you don’t have any onshore Agile experiences SQE Agile West 2013 Reference Material Copyright 2007‐2013 Mitch Lacey (mitch@mitchlacey.com). No reproduction without written  authorization. 27