how to implement scrum within an
organisation...
‐ Arrie van der Dussen @ Scrum User Group South Africa, 19 March 2009

Arrie van der Dussen
certified scrum master
certified product owner
prince2 practitioner (blush)
scrum and agile since 2004
agile business manager @ kaizania
training, coaching, presenting, checking
scrum@kaizania.co.za

there are numerous ways and ideas and
concepts around on the implementation of
scrum... some good, some not so good... but
there is no right way to pick as we all differ
and our circumstances differ...
only 2 rules to scrum implementation:
Don't wait, start now!
Never change scrum!
‐Ken Schwaber, enterprise scrum
for the purpose of this presentation, I am
using partly my own experience, however
based on the famous 10 steps to
implementing scrum – original author
unknown...

KEY CONCEPTS TO Active user involvement is imperative
EMBRACE FIRST... The team must be empowered to make
decisions
Requirements evolve but the timescale is fixed
Capture requirements at a high level;
lightweight & visual
Develop small, incremental releases and iterate
Focus on frequent delivery of products
Complete each feature before moving on to the
next
Apply the 80/20 rule ( Pareto’s Law )
Testing is integrated throughout the project
lifecycle – test early and often
A collaborative & cooperative approach
between all stakeholders is essential

IMPLEMENTING SCRUM IN
10 STEPS

1. get your backlog in order
align with business act as Scrum Master create the product backlog
start with BAU prioritise the product
find a willing Product backlog
Owner

high‐level estimates estimate in points estimate as a team
use a point system review priorities
stick with the programme
2. estimate your product backlog

sprint planning workshop
decide your sprint duration
keep sprint duration consistent
selected target backlog for sprint
clarify sprint requirements
3. sprint planning : requirements

4. sprint planning : design
sprint planning workshop break requirements/stories commit to sprint backlog
into tasks
identify ‘stretch’
requirements/tasks

5. create a collaborative workspace
whiteboard your walls
create a place for collaboration
management by post‐it note
touchy feely

6. sprint!
agile teams must be empowered
time waits for no man!
done means DONE!
testing is integrated throughout the lifecycle
no interference
aborting a sprint

7. stand‐up and be counted!
daily scrum stand‐up and be counted scrum master role
same time, same place
start on time
keep to 15 minutes

\"Oh dear, it seemed to be going so
well\"
Agile principles help
Daily burn down chart
Team goal
Scrum highlights your problems ‐ it
doesn't solve them
True picture
8. Track progress with a daily burn down chart

done means DONE! time waits for no man! all changes must be
reversible
9. finish when you said you would!

sprint review
sprint retrospective
repeat
10. review, reflect, repeat

however, above all, most
importantly, whatever you do,
whoever you are, whatever role you
play and however experienced you
may be and whatever organisation
you are...

agile principles ( 1‐6 )
1. Our highest priority is to satisfy the customer
through early and continuous delivery of valuable
software
2. Welcome changing requirements, even late in
development. Agile processes harness change for
the customer's competitive advantage
3. Deliver working software frequently, from a couple
of weeks to a couple of months, with a preference to
the shorter time scale
4. Business people and developers must work together
daily throughout the project
5. Build projects around motivated individuals. Give
them the environment and support they need, and
trust them to get the job done
6. The most efficient and effective method of
conveying information to and within a development
team is face‐to‐face conversation

agile principles ( 7‐12 )
7. Working software is the primary measure of
progress
8. Agile processes promote sustainable development.
The sponsors, developers, and users should be able
to maintain a constant pace indefinitely
9. Continuous attention to technical excellence and
good design enhances agility
10. Simplicity – the art of maximizing the amount of
work not done – is essential
11. The best architectures, requirements, and designs
emerge from self‐organizing teams
12. At regular intervals, the team reflects on how to
become more effective, then tunes and adjusts its
behaviour accordingly

communication
agile values
agile values
communication
respect
Feedback
respect
Courage
respect
simplicity
feedback
courage

open discussion