Certified Scrum Training Boris Gloger

Certiﬁed ScrumMaster 2008 presented by bor!s gloger

2 GOAL: DELIVER A BROCHURE FOR THE EARTH TOURIST BOARD LOCATED ON MARS • Create cover art, brand, • Outline a “7 wonders of the and/or logo world” expedition • Define major topics for • Set prices for the tours Martian tourism • Outline warning messages • Describe “Art Interests in (gravity, oxygen, fungi,etc.) Europe” tour • Suggest clothing options • Describe a tour based on • Explain travel options to/ photosynthesis from Mars

“Equally responsible for the initiation of project with predefined failure is management that insists upon having fixed commitments from programming personnel prior to the latter’s understanding what the commitment are for. Too frequently, management does not realize that in asking the staff for “the impossible”, the staff will feel the obligation to respond out of respect, fear or misguided loyalty. Saying “no” to the boss frequently requires courage, political and psychological wisdom, and business maturity that comes with much experience.” -- The Management of Computer Programming Projects\" by Charles Lecht. 1967

4 Introduction

bor!s gloger

Philosophy and Soziology

EDS | BroadVision | ONE

France | Germany | Austria

1st Certiﬁed ScrumTrainer

SPRiNT iT

bor!s gloger

Hand-Outs: - Presentation - Photos

What is a ScrumMaster?

What is Scrum?

15 Scrum is not a ....

You will get a new mindset!

17 Agenda and Topics Day 1 Topics Done 09:00 - Start 10:30 - Break Estimation 12:30 - Lunch Break Planning Retrospectives 15:00 - Break 17:00 - Short Break Roles & Responsibilities Principles 18:00 - End History Day 2 Scaling Scrum Flow Complexity Start tomorrow - 08:30 Velocity Game

18

19 RULES

20

NOKIA - TEST 1. Do they deliver working software at the end of each Sprint (less than 4 weeks) that is tested at the feature level.

NOKIA - TEST 2. Do they do just enough specﬁciation before starting a Sprint and is their Product Backlog ready?

NOKIA - TEST 3. Do they have a Product Owner. A Product Backlog? Is it estimated by the team?

NOKIA - TEST 4. Does the team have a burndown chart and does the team know their velocity?

NOKIA - TEST 5. Is their team free from disruption during the Sprint?

26 Deliver ball points As a group, deliver as many ball points as possible. Timebox 2 min.

27

28

29

HEARTBEAT RETROSPECTIVES Learning from the past for the future

Storytelling

The Secret of Gravity

Disappointment of Expectations

Blaming stops Learning!

1 2 3 4 5 6

“Regardless of what we discover, we understand and truly believe: that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand.” -- Norman Kerth , Project Retrospectives

Timelinetale telling the

What Went WELL?

IMPROVE!

SCRUMMASTER TEAM MEMBER PRODUCT OWNER ORGANISATION

SORTING PRIORITIZING RANKING

INPUT FOR SPRINT PLANNING

less than 90 min!

N Ø T IN THE TEAM ROOM

everybody the team invites

46 Roles / Responsibilities

Scrum Roles Scrum Roles are Responsibilites of a process not positions in an enterprise

48 Responsibilities of this role

48 Responsibilities of this role ScrumMaster

48 Responsibilities of this role Shepherding the team, ScrumMaster

48 Responsibilities of this role Shepherding the team, Working with the Product Owner ScrumMaster

48 Responsibilities of this role Shepherding the team, Working with the Product Owner Removing impediments, ScrumMaster

48 Responsibilities of this role Shepherding the team, Working with the Product Owner Removing impediments, Keeping the process moving, and ScrumMaster

48 Responsibilities of this role Shepherding the team, Working with the Product Owner Removing impediments, Keeping the process moving, and Socializing Scrum to the greater organization ScrumMaster

49 Responsibilities of this role Te a m

49 Responsibilities of this role • Estimating size of backlog items, Te a m

49 Responsibilities of this role • Estimating size of backlog items, • Committing to increments of deliverable software Te a m

49 Responsibilities of this role • Estimating size of backlog items, • Committing to increments of deliverable software • – and delivering it. Te a m

49 Responsibilities of this role • Estimating size of backlog items, • Committing to increments of deliverable software • – and delivering it. • Tracking own progress (with Scrum Master). Te a m

49 Responsibilities of this role • Estimating size of backlog items, • Committing to increments of deliverable software • – and delivering it. • Tracking own progress (with Scrum Master). • Self-organizing – but accountable to the product owner for delivering as promised. Te a m

50 Responsibilities of this role Product Owner

50 Responsibilities of this role • Working on a shared vision Product Owner

50 Responsibilities of this role • Working on a shared vision • Gathering requirements Product Owner

50 Responsibilities of this role • Working on a shared vision • Gathering requirements • Managing and prioritizing the Product Backlog Product Owner

50 Responsibilities of this role • Working on a shared vision • Gathering requirements • Managing and prioritizing the Product Backlog • Accepting the software at the end of each iteration Product Owner

50 Responsibilities of this role • Working on a shared vision • Gathering requirements • Managing and prioritizing the Product Backlog • Accepting the software at the end of each iteration • Managing the release plan Product Owner

50 Responsibilities of this role • Working on a shared vision • Gathering requirements • Managing and prioritizing the Product Backlog • Accepting the software at the end of each iteration • Managing the release plan • The proﬁtability of the project (ROI) Product Owner

51 Manager Kunde ScrumMaster Team Product Owner Anwender

Company in USA: Portal Company 5 Product Owners: News, Email, Products, Security, Infrastructure 1 Scrum Development Team, 9 people 1 integrated product: Portal.

What kind of problems do you get, if the ScrumMaster is part of the team?

54 Impediment backlog

54 Exercise: •What kind of impediments can you think Impediment backlog of? •Create a list of current impediments in your organization Timebox 5 min

55

56 History of Agile

Product Vision

58 • The New New Product Development Game, by Nonaka and Takeushi • Lean Management, Deming and Juran • Iterative and incremental development, Barry Boehm • First Implemenations, Jeﬀ Sutherland agile foundation

HBR J A N U A RY– F E B R U A RY 1 9 8 6 The rules of the game in new product development are changing. Many companies have discovered that it takes more than the accepted basics of high quality, low cost, and The New New Product differentiation to excel in today’s competitive market. It also takes Development Game speed and flexibility. This change is Hirotaka Takeuchi and Ikujiro Nonaka reflected in the emphasis companies are placing on new products as a source of new sales and profits. At 3M, for example, products less than T five years old account for 25% of he rules of the game in new product develop- would account for one-third of all profits in the 1980s, ment are changing. Many companies have an increase from one-fifth in the 1970s.1 sales discovered that it takes more than the ac- This new emphasis on speed and flexibility calls cepted basics of high quality, low cost, and differen- for a different approach for managing new product tiation to excel in today’s competitive market. It also development. The traditional sequential or “relay takes speed and flexibility. race” approach to product development—exempli- This change is reflected in the emphasis companies fied by the National Aeronautics and Space Admin- are placing on new products as a source of new sales istration’s phased program planning (PPP) system— and profits. At 3M, for example, products less than may conflict with the goals of maximum speed and five years old account for 25% of sales. A 1981 survey flexibility. Instead, a holistic or “rugby” approach— of 700 U.S. companies indicated that new products where a team tries to go the distance as a unit, passing In today’s fast-paced, fiercely competitive world of com- Mr. Takeuchi is an associate professor and Mr. Nonaka, mercial new product development, speed and flexibility a professor at Hitotsubashi University in Japan. Mr. are essential. Companies are increasingly realizing that Takeuchi’s research has focused on marketing and global the old, sequential approach to developing new products competition. Mr. Nonaka has published widely in Japan

The Knowledge-Creating Company by Ikujiro Nonaka Editor’s Note: This 1991 article helped popularize the notion of “tacit” knowledge— the valuable and highly subjective insights and intuitions that are difficult to capture and share because people carry them in their heads.

Yahoo Chief Product Owner – “Scrum is faster, better, cooler! It’s the way we first built software at Yahoo, yet is scalable to large, distributed, and outsourced teams.”

63 Complexity / Empirical Management

64 step factory enterprise

65 Stacy and Complexity unstable •Timebox •Emergent Emergent Requirements Software Time •Complexity •Anarchy stable known Technology unknown •You need boundaries! Every Activity in Scrum is Timeboxed! http://www.plexusinstitute.org/ edgeware/archive/think/ main_aides3.html

66 It is typical to adopt the deﬁned (theoretical) modeling approach when the underlying mechanisms by which a process operates are reasonably well understood.

When the process is too complicated for the deﬁned approach, the empirical approach is the appropriate choice

68 Strategic Planning / Agile Planning

69 Purpose of planning? What is planning? What is estimation? Why do we do planning? Are you successful? What is your biggest issue in planning? Please discuss on your tables: Timebox 10 min

70 Planning is ... Planning is the (psychological) process of thinking about the activities required to create a desired future on some scale. This thought process is essential to the creation and reﬁnement of a plan, or integration of it with other plans. Planning is a dialogue. Dia = through; Logos = Word / Thinking

71 The Product Backlog • Emergent • Deliverables, Stories, Functionality Requirements • Prioritized and Estimated • More detailed on higher priority items • Anyone can contribute • Product owner is responsible for priority • Maintained and posted visibly • Business Plan

72 size & duration

Finland Denmark USA China Austria Canada Brazil France UK Germany Italy Country-Points Slowakia

Certiﬁed ScrumMaster 2008 presented by bor!s gloger

The End

Results Scrum Meetings

Tactical Level Sprint Planning 1 Analysis / Pulling Backlog Items Sprint Planning 2 Design Daily Scrum / Day 2 Synchronisation / Pulling Tasks Daily Scrum / Day N Sprint Review Results Sprint Retrospective Improvement

103 Estimation Meeting

103 Estimation Meeting Preparation of Sprint Planning Formal estimation Spend at least two meetings per Sprint Estimate only Size not Time => Input for Release Planing

104 Planning Meeting

104 Planning Meeting Product Backlog Team Capabilities Next Sprint Goal Business Conditions Review, Selected Product Consider, Backlog Technology Stability Organize Sprint Backlog Executable Product Increment

105 Daily Scrum Meetings

105 Daily Scrum Meetings • Daily 15 minute meeting

105 Daily Scrum Meetings • Daily 15 minute meeting • Same place and time every day

105 Daily Scrum Meetings • Daily 15 minute meeting • Same place and time every day • Meeting room

105 Daily Scrum Meetings • Daily 15 minute meeting • Same place and time every day • Meeting room • Chickens and pigs

105 Daily Scrum Meetings • Daily 15 minute meeting • Same place and time every day • Meeting room • Chickens and pigs • Three questions

105 Daily Scrum Meetings • Daily 15 minute meeting • Same place and time every day • Meeting room • Chickens and pigs • Three questions • What have you ACHIEVED since last meeting?

105 Daily Scrum Meetings • Daily 15 minute meeting • Same place and time every day • Meeting room • Chickens and pigs • Three questions • What have you ACHIEVED since last meeting? • What will you ACHIEVE before next meeting?

105 Daily Scrum Meetings • Daily 15 minute meeting • Same place and time every day • Meeting room • Chickens and pigs • Three questions • What have you ACHIEVED since last meeting? • What will you ACHIEVE before next meeting? • What is in your way?

105 Daily Scrum Meetings • Daily 15 minute meeting • Same place and time every day • Meeting room • Chickens and pigs • Three questions • What have you ACHIEVED since last meeting? • What will you ACHIEVE before next meeting? • What is in your way? • Impediments and

105 Daily Scrum Meetings • Daily 15 minute meeting • Same place and time every day • Meeting room • Chickens and pigs • Three questions • What have you ACHIEVED since last meeting? • What will you ACHIEVE before next meeting? • What is in your way? • Impediments and • Decisions

106 Sprint Review

106 Sprint Review Done!

106 Sprint Review When a Team member says “done,” what does that mean? Done!

106 Sprint Review When a Team member says “done,” what does that mean? Done! Code adheres to standards, is clean, has been re-factored, has been unit tested, has been checked in, has been built, and has had a suite of unit tests applied to it

106 Sprint Review When a Team member says “done,” what does that mean? Done! Code adheres to standards, is clean, has been re-factored, has been unit tested, has been checked in, has been built, and has had a suite of unit tests applied to it Development environment for this to happen requires source code library, coding standards, automated build facility, and unit test harness

107 Evaluation Consequences Restoring unﬁnished functionality to the Product Backlog and prioritizing it. Removing functionality from the Product Backlog that the team unexpectedly completed. Working with the ScrumMaster to reformulate the team. Reprioritizing the Product Backlog to take advantage of opportunities that the demonstrated functionality presents. Ask for a release Sprint to implement the demonstrated functionality, alone or with increments from previous Sprints. Choosing not to proceed further with the project and not authorizing another Sprint. Requesting that the project progress be sped up by authorizing additional teams to work on the Product Backlog.

108 Sprint Retrospective

109 Running a Sprint

110 Running 30 days Team builds functionality that includes product backlog and meets Sprint goal Team self-organizes to do work Team conforms to existing standards and conventions Tracks progress

111 Monitoring a Sprint SPRiNT Burn Down Product Burn Down / Sprint / Release Velocity Chart Parking Lot Chart

112 News -- 50 Produkte -- 30 Schnittstellen - 10 ... 20 9 30 x

113

114

115 Hrs Sprint Ende Trendline aktuelle Tendline Tage

116 Abnormal termination Sprints can be cancelled before the allotted thirty days are over Team can cancel Sprint if they feel they are unable to meet Sprint goal Management can cancel Sprint if external circumstances negate the value of the Sprint goal and If a Sprint is abnormally terminated, the next step is to conduct a new Sprint planning meeting, where the reason for the termination is reviewed.

117 ScrumMaster = Change Agent

In 1967 I submitted a paper called \"How Do Committees Invent?\" to the Harvard Business Review. HBR rejected it on the grounds that I had not proved my thesis. I then submitted it to Datamation, the major IT magazine at that time, which published it April 1968. Here is one form of the paper's thesis: Conways Law Any organization that designs a system (deﬁned broadly) will produce a design whose structure is a copy of the organization's communication structure.

119 Scrum a Change Process Most projects deliver software every 6 to 18 months. Scrum reduces this to many 1 month deliveries to increase control via inspect/adapt. This puts stress on the team and organization, exposing underlying problems and limitations. The ScrumMaster’s job is to prioritize these problems and help the organization overcome them to get better at software development, managing software investments, and becoming a community to work in.

120 Listening To listen fully means to pay close attention to what is being said beneath the words. You listen not only to the 'music,' but to the essence of the person speaking. You listen not only for what someone knows, but for what he or she is. Ears operate at the speed of sound, which is far slower than the speed of light the eyes take in. Generative listening is the art of developing deeper silences in yourself, so you can slow our mind’s hearing to your ears’ natural speed, and hear beneath the words to their meaning.

121 ScrumMaster = Leader and Facilitator Removing the barriers between development and the customer so the customer directly drives development Teaching the customer how to maximize ROI and meet their objectives through Scrum Improving the lives of the development team by facilitating creativity and empowerment Improving the productivity of the development team in any way possible and, Improving the engineering practices and tools so each increment of functionality is potentially shippable.

122 A Day in Life of a ScrumMaster Ensure everyone is doing what they have agreed to do Determine where Scrum is compared to where it could be and update your own Scrum product backlog Work the product backlog A dead ScrumMaster is a useless ScrumMaster and, Use all of your senses, including common sense, and remember that you have no authority.

123 Impediments II The tyranny of the waterfall The illusion of command and control and, The era of opacity.

124 Scrum Teams

Multi Disciplinary Cross Functional with No “Roles” 5-9 self-sustainable

126 Rules of Etiquette Team should create “Teams rules” Never use the word “you” Be on time Use a talking stick No name calling

127 Collaboration The Product Owner is not enemy Other teams need to understand that we need them We all deliver to the same goal Open collocated space is recommended

128 Scaling / Distributed Teams / Larger Scrum

129 PO PO Team Team Anforderer aus den Fachbereichen Anforderer aus den Fachbereichen Die Anforder schreiben BI und der Po priorisiert, Backlog Backlog erst im Sprint arbeiten priorisiert die Anforderer direkt mit dem Team PO Team Anforderer aus den Fachbereichen

130 Marketing Sales Kunde Dev. IT Kunde Kunde Kunde P P P P P P P P P P P P P Product Owner P P P P P P Team Team Team Team Team P Team Team Team Team P P P

131 Common Pitfalls

132 If you do not have in place:

132 If you do not have in place: 1. Prodcut Owner is missing 1.1.No Vision 1.2.No roadmap 1.3.No product backlog

132 If you do not have in place: 1. Prodcut Owner is missing 1.1.No Vision 1.2.No roadmap 1.3.No product backlog 2. Product Backlog 2.1.Is not sized 2.2.is not estimated 2.3.is not prioritized

132 If you do not have in place: 1. Prodcut Owner is missing 3. Sprint meeting 1.1.No Vision 3.1.Team accepts backlog items “not ready” 1.2.No roadmap 1.3.No product backlog 2. Product Backlog 2.1.Is not sized 2.2.is not estimated 2.3.is not prioritized

132 If you do not have in place: 1. Prodcut Owner is missing 3. Sprint meeting 1.1.No Vision 3.1.Team accepts backlog items “not ready” 1.2.No roadmap 4. Sprint Interference 1.3.No product backlog 2. Product Backlog 2.1.Is not sized 2.2.is not estimated 2.3.is not prioritized

132 If you do not have in place: 1. Prodcut Owner is missing 3. Sprint meeting 1.1.No Vision 3.1.Team accepts backlog items “not ready” 1.2.No roadmap 4. Sprint Interference 1.3.No product backlog 5. No Burn-Down Chart 2. Product Backlog 2.1.Is not sized 2.2.is not estimated 2.3.is not prioritized

132 If you do not have in place: 1. Prodcut Owner is missing 3. Sprint meeting 1.1.No Vision 3.1.Team accepts backlog items “not ready” 1.2.No roadmap 4. Sprint Interference 1.3.No product backlog 5. No Burn-Down Chart 2. Product Backlog 6. No Daily Meeting 2.1.Is not sized 2.2.is not estimated 2.3.is not prioritized

132 If you do not have in place: 1. Prodcut Owner is missing 3. Sprint meeting 1.1.No Vision 3.1.Team accepts backlog items “not ready” 1.2.No roadmap 4. Sprint Interference 1.3.No product backlog 5. No Burn-Down Chart 2. Product Backlog 6. No Daily Meeting 2.1.Is not sized 7. No Impediment List 2.2.is not estimated 2.3.is not prioritized

132 If you do not have in place: 1. Prodcut Owner is missing 3. Sprint meeting 1.1.No Vision 3.1.Team accepts backlog items “not ready” 1.2.No roadmap 4. Sprint Interference 1.3.No product backlog 5. No Burn-Down Chart 2. Product Backlog 6. No Daily Meeting 2.1.Is not sized 7. No Impediment List 2.2.is not estimated 8. Software not Done 2.3.is not prioritized

132 If you do not have in place: 1. Prodcut Owner is missing 3. Sprint meeting 1.1.No Vision 3.1.Team accepts backlog items “not ready” 1.2.No roadmap 4. Sprint Interference 1.3.No product backlog 5. No Burn-Down Chart 2. Product Backlog 6. No Daily Meeting 2.1.Is not sized 7. No Impediment List 2.2.is not estimated 8. Software not Done 2.3.is not prioritized 9. No retrospective

133 What is hard about Scrum?

133 What is hard about Scrum? 1. Overwhelming details if not managed

133 What is hard about Scrum? 1. Overwhelming details if not managed 2. Cross-functional team understanding

133 What is hard about Scrum? 1. Overwhelming details if not managed 2. Cross-functional team understanding 3. Getting a product backlog

133 What is hard about Scrum? 1. Overwhelming details if not managed 2. Cross-functional team understanding 3. Getting a product backlog 4. Non-dedicated resources

133 What is hard about Scrum? 1. Overwhelming details if not managed 2. Cross-functional team understanding 3. Getting a product backlog 4. Non-dedicated resources 5. Integrating support tasks

133 What is hard about Scrum? 1. Overwhelming details if not 6. Estimation / metrics managed 2. Cross-functional team understanding 3. Getting a product backlog 4. Non-dedicated resources 5. Integrating support tasks

133 What is hard about Scrum? 1. Overwhelming details if not 6. Estimation / metrics managed 7. Daily estimates / decomposition 2. Cross-functional team of work understanding 3. Getting a product backlog 4. Non-dedicated resources 5. Integrating support tasks

133 What is hard about Scrum? 1. Overwhelming details if not 6. Estimation / metrics managed 7. Daily estimates / decomposition 2. Cross-functional team of work understanding 8. Longer term planing / 3. Getting a product backlog coordination with other teams - 4. Non-dedicated resources conﬂicting priorities 5. Integrating support tasks

133 What is hard about Scrum? 1. Overwhelming details if not 6. Estimation / metrics managed 7. Daily estimates / decomposition 2. Cross-functional team of work understanding 8. Longer term planing / 3. Getting a product backlog coordination with other teams - 4. Non-dedicated resources conﬂicting priorities 5. Integrating support tasks 9. Time for research / slack

\"My advice is to do it by the book, 1. Shu ( : , Shu? \"protect\", \"obey\") get good at the practices, — traditional wisdom — learning fundamentals, techniques, heuristics, then do as you will. proverb. Many people want to skip to step three. How do they know? \" -- Ron Jeffries 2. Ha ( : , Ha? \"detach\", \"digress\") — breaking with tradition — finding exceptions to traditional wisdom, reflecting on their truth, finding new ways, techniques, and proverbs 3. Ri ( : , Ri? \"leave\", \"separate\") — transcendence — there are no techniques or proverbs, all moves are natural

135 Velocity Game

bor!s gloger Copyright of this presentation is by Boris Gloger. Every Certiﬁed Scrum Master, trained by Boris Gloger, is allowed to use this slide for a non commercial purpose. Further Information you get from: Boris.Gloger@gmail.com

Certified Scrum Training Boris Gloger

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