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Mini Curso de Scrum
    SBQS, Ouro Preto, 2009
                   presented by
“Equally responsible for the initiation of project with predefined
failure is management that insists upon having fixed
comm...
NOKIA - TEST

1. Do they deliver working software at the end
of each Sprint (less than 4 weeks) that is tested
at the feat...
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?
The End
33




Complexity / Empirical Management
34




step factory enterprise
35



    Stacey and Complexity
           unstable                                      •Timebox

                       ...
36
It is typical to adopt the defined (theoretical)
      modeling approach when the underlying
mechanisms by which a proce...
When the process is too complicated for the
 defined approach, the empirical approach is
          the appropriate choice
39
HOW to do - Sprint Planning 2                                                                                CHECK it - Da...
41




History of Agile
Product Vision
43



     • The New New Product Development
         Game, by Nonaka and Takeuchi

     • Lean Management, Deming and Jur...
HBR
                                    J A N U A RY– F E B R U A RY 1 9 8 6
                                             ...
The Knowledge-Creating
Company


by Ikujiro Nonaka
Editor’s Note: This 1991
article helped popularize the
notion of “tacit...
Yahoo Chief Product Owner – “Scrum is faster, better,
  cooler! It’s the way we first built software at Yahoo,
  yet is sc...
The Scrum Roles     3 Scrum Team Roles plus 3 Organizational Roles


     presented by


           2009
3 plus 3 roles in Scrum
ScrumMaster
The Film Director -- He protects the team from all
distrubances. He is not part of the team. He
improves the p...
Protect your
Scrum-Team
52




    Remove
Impediments
53




Run the Process
54




Work with
Product Owner
Work with the
Organization
Product Owner
The Storywriter -- She drives the Product Owner from
the business point of view. She communicates a clear
vi...
Return on
Investment
Build and communicate Vision
Maintain
Product
Backlog
Acceptance of
Delivery
Establish and
maintain
Releaseplan
The Team
The Actors -- They deliver the product and
they are responsible for the quality. They
work with End User, PO and ...
63




Deliver
Deliver
Deliver
64




Quality
65




Estimate
Estimate
Estimate
66




Commit!
67




Organize
yourselves!
Customer
The Producer -- She requests the product.
She contracts the organization for
developing products. Typically these...
Orders the
Product
Pays the Product
Development
Gives Feedback
in Reviews
Manager
The Studio Boss -- Management is essential
in Scrum Organisations. It enables the Team to
work by building the rig...
Makes sure a
organizations
will survive in
case of failures
         Ed Cutmil: Havard Business Review, 2008
Establish Rules
and Guidelines
End User
 The Audience -- Can be played by a
lof to people. The End-User is the one
who knows the requirements and with
th...
Knows what he
needs and want
Gives Feedback
in Reviews
Participate in
Sprint Planning 1
How they work together!
ScrumMaster works with
Product Owner to ensure the
Product Owner fulfills his job.
ScrumMaster coaches the
Product Owner an...
ScrumMaster works with the
Team to ensure that everyone
agrees what he had agreed to
do! Protects the Teams.
Removes imped...
Product Owner works with the
customer to ensure that he
meets her own return on
investment.
Customer will push the Product...
Team works with End User to
understand the needs of the
End-User. To write the
application according to
spezifications of t...
ScrumMaster works with the Manager to re-
factor guidelines and processes, to ensure the
Scrum-Teams gets what it needs.
Product Owner needs to know
what the market (the End User)
wants to have. He needs to
know the needs to be able to
priorit...
References

Agiles Projektmanagement mit Scrum, Ken Schwaber
Agile Software Development with Scrum, Ken Schwaber
Scrum and...
Company in USA: Portal Company

5 Product Owners: News, Email,
Products, Security, Infrastructure

1 Scrum Development Tea...
What kind of
problems do you get,
if the ScrumMaster is
part of the team?
89




ScrumMaster = Change Agent
90




Scrum a Change
Process
Most projects deliver software every 6 to 18 months. Scrum reduces this to many 1 month deli...
91




ScrumMaster = Leader and Facilitator
 Removing the barriers between development and the
  customer so the customer ...
92




A Day in Life of a ScrumMaster
       Ensure everyone is doing what they have agreed
         to do
       Determin...
93




Impediments II

        The tyranny of the waterfall
        The illusion of command and
         control and,
    ...
94




Scrum Teams
Multi Disciplinary                      Cross Functional with
                                                  No “Roles”...
96




Rules of Etiquette

 Team should create “Teams rules”

 Never use the word “you”

 Be on time

 Use a talking stick...
97




Collaboration

 The Product Owner is not enemy

 Other teams need to understand that we need them

 We all deliver ...
98




Strategic Planning / Agile Planning
99




Purpose of planning?
What is planning?

What is estimation?

Why do we do planning?

Are you successful?

What is y...
100




Planning is ...
Planning is the (psychological) process of
thinking about the activities required to create a
desi...
101




size & duration
Finland
Denmark
USA
China
Austria
Canada
Brazil
France
UK
Germany
Italy


           Country-Points
Slowakia
103




The Product Backlog
• Emergent
• Deliverables, Stories, Functionality
Requirements
• Prioritized and Estimated
• M...
Product Backlog Iceberg
                                                                            Priority

            ...
©
                   2009




                                                                                            ...
StrategicPlanning
                   responsible   support


Vision

Product Backlog

Prioritization

Sizing

Release plan...
TacticalPlanning
                       responsible   support


Sprint Planning # 1

Sprint Planning # 2

Daily Scrum

Spr...
Sprint # 1                                                Sprint # 2
                                                     ...
Estimation

                                                                                                              ...
PR




                                                                                               O
                  ...
Sp




                                                                                                                   ...
Estimation




                                              Estimation




                                              ...
Estimatio




                                                         Estimatio
Meeting




                  Meeting



...
Questions for the day
Write down the questions you
want to have answered this
day.
©
    2009                                                                                                                ...
116




Estimation Meeting


                 Preparation of Sprint Planning
                 Formal estimation
          ...
Tactical Level    Sprint Planning 1     Analysis / Pulling
                                         Backlog Items

       ...
Results
          Scrum Meetings
119




Daily Scrum Meetings
                   • Daily 15 minute meeting
                   • Same place and time every d...
Sprint # 1                                                Sprint # 2
                                                     ...
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
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Scrum Mini Courso Sbqs Ouro Preto 2009

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Scrum Introduction class. Given in Ouro Preto, Brazil, during the SBQS

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Transcript of "Scrum Mini Courso Sbqs Ouro Preto 2009"

  1. 1. 1 Mini Curso de Scrum SBQS, Ouro Preto, 2009 presented by
  2. 2. “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 Projectsquot; by Charles Lecht. 1967
  3. 3. 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.
  4. 4. NOKIA - TEST 2. Do they do just enough specficiation before starting a Sprint and is their Product Backlog ready?
  5. 5. NOKIA - TEST 3. Do they have a Product Owner. A Product Backlog? Is it estimated by the team?
  6. 6. NOKIA - TEST 4. Does the team have a burndown chart and does the team know their velocity?
  7. 7. NOKIA - TEST 5. Is their team free from disruption during the Sprint?
  8. 8. The End
  9. 9. 33 Complexity / Empirical Management
  10. 10. 34 step factory enterprise
  11. 11. 35 Stacey 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
  12. 12. 36 It is typical to adopt the defined (theoretical) modeling approach when the underlying mechanisms by which a process operates are reasonably well understood.
  13. 13. When the process is too complicated for the defined approach, the empirical approach is the appropriate choice
  14. 14. 39
  15. 15. HOW to do - Sprint Planning 2 CHECK it - Daily Scrum WHAT to do - Sprint Planning 1 The Scrum Analyse PB Flow © 2009 Tactical Level Sprint # 1 Sprint # 2 Sprint # 3 Sprint # 4 9:00 ....... ....... ....... ....... Sprint Planning 1 Sprint Planning 1 Sprint Planning 1 Sprint Planning 1 CU STO MER Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day! M ANAG ER Product Idea Estimation Meeting 12:00 Review Review Review Sprint Sprint Sprint Sprint Sprint Planning 2 Sprint Planning 2 Sprint Planning 2 Sprint Planning 2 VISION spective spective spective Retro- Retro- Retro- Retro- PR ER Sprint Sprint Sprint Sprint O N DU CT OW SC R R E UM MAS T Version 1.2 18:00 TEAM Day 1 Release Product Backlog Estimation Estimation Estimation Estimation Estimation Estimation Estimation Estimation prioritized Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting PB PB PB PB PB PB PB 1 Under 20 100 stand ? 5 2 Strategic Planning Poker M ANAGER CU STO MER USER CU STO MER M ANAGER USER 13 30 40 8 Play! 3 Level Releaseplan Releaseplan Update 5 20 8 8 version 0.0 version 1.0 version 1.3 version 2.0 version 0.0 version 1.0 version 1.2 version 2.0 13 TEAM 5 SIZE it - Estimation Meeting
  16. 16. 41 History of Agile
  17. 17. Product Vision
  18. 18. 43 • The New New Product Development Game, by Nonaka and Takeuchi • Lean Management, Deming and Juran • Iterative and incremental development, Barry Boehm • First Implemenations, Jeff Sutherland agile foundation
  19. 19. 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
  20. 20. 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.
  21. 21. 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.”
  22. 22. The Scrum Roles 3 Scrum Team Roles plus 3 Organizational Roles presented by 2009
  23. 23. 3 plus 3 roles in Scrum
  24. 24. ScrumMaster The Film Director -- He protects the team from all distrubances. He is not part of the team. He improves the productivity of the Scrum-Team and controls the “inspect and adapt” cycles of Scrum . He makes sure that the agile ideals are understood and that they are respected by all stakeholders. He is not responsible for the delivery of the product.
  25. 25. Protect your Scrum-Team
  26. 26. 52 Remove Impediments
  27. 27. 53 Run the Process
  28. 28. 54 Work with Product Owner
  29. 29. Work with the Organization
  30. 30. Product Owner The Storywriter -- She drives the Product Owner from the business point of view. She communicates a clear vision of the product and she defines its main characteristics. She also accepts the product at the end of a Sprint. She makes sure that the team only works on the most valuable Backlog Items. She has the same goal as the team. She is responsible for the return on investment.
  31. 31. Return on Investment
  32. 32. Build and communicate Vision
  33. 33. Maintain Product Backlog
  34. 34. Acceptance of Delivery
  35. 35. Establish and maintain Releaseplan
  36. 36. The Team The Actors -- They deliver the product and they are responsible for the quality. They work with End User, PO and Customers to understand the business requirements. The Teams performs its commitment voluntarily. They work continuously with the PO to define the strategic direction of the project.
  37. 37. 63 Deliver Deliver Deliver
  38. 38. 64 Quality
  39. 39. 65 Estimate Estimate Estimate
  40. 40. 66 Commit!
  41. 41. 67 Organize yourselves!
  42. 42. Customer The Producer -- She requests the product. She contracts the organization for developing products. Typically these are executive managers who by software development from external software development companies. In an internal product development organization this is the person who is responsible for approving the budget for product development.
  43. 43. Orders the Product
  44. 44. Pays the Product Development
  45. 45. Gives Feedback in Reviews
  46. 46. Manager The Studio Boss -- Management is essential in Scrum Organisations. It enables the Team to work by building the right work environment for Scrum Teams. Managers create structure and stability. He also works with the ScrumMaster to re-factor the structures of the organization and guidelines when necessary.
  47. 47. Makes sure a organizations will survive in case of failures Ed Cutmil: Havard Business Review, 2008
  48. 48. Establish Rules and Guidelines
  49. 49. End User The Audience -- Can be played by a lof to people. The End-User is the one who knows the requirements and with this knowledge he defines the product by telling the team what he needs from its functionality.
  50. 50. Knows what he needs and want
  51. 51. Gives Feedback in Reviews
  52. 52. Participate in Sprint Planning 1
  53. 53. How they work together!
  54. 54. ScrumMaster works with Product Owner to ensure the Product Owner fulfills his job. ScrumMaster coaches the Product Owner and helps him against outsides odds.
  55. 55. ScrumMaster works with the Team to ensure that everyone agrees what he had agreed to do! Protects the Teams. Removes impediments
  56. 56. Product Owner works with the customer to ensure that he meets her own return on investment. Customer will push the Product Owner but she will keep her interests in mind.
  57. 57. Team works with End User to understand the needs of the End-User. To write the application according to spezifications of the End-User
  58. 58. ScrumMaster works with the Manager to re- factor guidelines and processes, to ensure the Scrum-Teams gets what it needs.
  59. 59. Product Owner needs to know what the market (the End User) wants to have. He needs to know the needs to be able to prioritize the product Backlog
  60. 60. References Agiles Projektmanagement mit Scrum, Ken Schwaber Agile Software Development with Scrum, Ken Schwaber Scrum and the Enterprise, Ken Schwaber Scrum, Boris Gloger Scrum, Roman Pichler How Pixar Fosters Creativity, Ed Cutmill, HBR 2008 Kotter, What Leaders really do Henry Mintzberg quot;The Manager's Job: Folklore and Factquot;
  61. 61. Company in USA: Portal Company 5 Product Owners: News, Email, Products, Security, Infrastructure 1 Scrum Development Team, 9 people 1 integrated product: Portal.
  62. 62. What kind of problems do you get, if the ScrumMaster is part of the team?
  63. 63. 89 ScrumMaster = Change Agent
  64. 64. 90 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.
  65. 65. 91 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.
  66. 66. 92 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.
  67. 67. 93 Impediments II The tyranny of the waterfall The illusion of command and control and, The era of opacity.
  68. 68. 94 Scrum Teams
  69. 69. Multi Disciplinary Cross Functional with No “Roles” 5-9 self-sustainable
  70. 70. 96 Rules of Etiquette Team should create “Teams rules” Never use the word “you” Be on time Use a talking stick No name calling
  71. 71. 97 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
  72. 72. 98 Strategic Planning / Agile Planning
  73. 73. 99 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
  74. 74. 100 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
  75. 75. 101 size & duration
  76. 76. Finland Denmark USA China Austria Canada Brazil France UK Germany Italy Country-Points Slowakia
  77. 77. 103 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
  78. 78. Product Backlog Iceberg Priority Sprint Release Next Release 104 © 2008  Objectbay So0ware & Consul9ng GmbH. 
  79. 79. © 2009 Sprint # 1 Sprint # 2 Vision 9:00 ....... ....... Sprint Planning 1 Sprint Planning 1 CU STO MER Product Backlog Do your Daily Scrum every day! Do your Daily Scrum every day! M ANAGER Product Idea Strategic 12:00 Prioritization Planning Process Estimation Review Review Sprint Sprint Sprint Planning 2 Sprint Planning 2 VISION Velocity Estimation spective spective Retro- Retro- PR ER Sprint Sprint O N Releaseplanning DU CT OW SC R R E UM T MAS 18:00 TEAM Day 1 Product Backlog Estimation Estimation Estimation Estimation Estimation prioritized Meeting Meeting Meeting Meeting Meeting PB PB PB PB
  80. 80. StrategicPlanning responsible support Vision Product Backlog Prioritization Sizing Release planning
  81. 81. TacticalPlanning responsible support Sprint Planning # 1 Sprint Planning # 2 Daily Scrum Sprint Review Sprint Retrospective
  82. 82. Sprint # 1 Sprint # 2 9:00 ....... Sprint Planning 1 Sprint Planning 1 CU STO MER Do your Daily Scrum every day! Do your Daily Scrum e M ANAGER Product Idea 12:00 Review Sprint Sprint Planning 2 Sprint Planning 2 VISION spective Retro- PR ER Sprint O N DU CT OW SC R R E UM T MAS 18:00 TEAM Day 1
  83. 83. Estimation 9:00 12:00 Meeting 18:00 Day 1 Sprint Planning 2 Sprint Planning 1 Estimation Meeting PB Sprint # 1 Estimation Meeting ....... Sprint Do your Daily Scrum every day! Retro- Sprint spective Review PB Sprint Planning 2 Sprint Planning 1 Estimation Meeting Sprint # 2 Estimation Meeting ....... Sprint Do your Daily Scrum every day! Retro- Sprint spective Review PB Sprint Planning 2 Sprint Planning 1 Estimation Meeting Estimation Meeting PB Sprint # 3 Estimation Meeting ....... Sprint Do your Daily Scrum every day! Retro- Sprint spective Review PB Sprint Planning 2 Sprint Planning 1 Release Sprint # 4 Version 1.2
  84. 84. PR O DU CU CT OW N ER PB STO MER TEAM M SC R UM Product Backlog Product Idea ANAGER MAS T E R VISION prioritized Estimation 9:00 12:00 Meeting 18:00 Day 1 M Sprint Planning 2 Sprint Planning 1 ANAGER Estimation Meeting CU STO MER PB Sprint # 1 Estimation Meeting ....... Sprint USER Do your Daily Scrum every day! Retro- Sprint spective Review PB Sprint Planning 2 Sprint Planning 1 CU Estimation STO MER Meeting M Sprint # 2 Estimation ANAGER Meeting ....... Sprint Do your Daily Scrum every day! Retro- Sprint spective Review PB USER Sprint Planning 2 Sprint Planning 1 Estimation Meeting Estimation Meeting PB Sprint # 3 Estimation Meeting ....... Sprint stand Under Do your Daily Scrum every day! Retro- Sprint spective Review PB Poker Planning Play! Estimation Sprint Planning 2 Sprint Planning 1 Release Meeting PB Level Sprint # 4 Version 1.2 Strategic ....... Sprint Retro- Sprint
  85. 85. Sp Sp Sp Estimation Meeti 12:00 Review Review Review Sprint Sprint Sprint Sprint Planning 2 Sprint Planning 2 Sprint Planning 2 Sprint Planning 2 VISION spective spective spective Retro- Retro- Retro- Retro- PR ER Sprint Sprint Sprint Sprint O N DU CT OW SC R R E UM MAS T Version 1.2 18:00 TEAM Day 1 Release Product Backlog Estimation Estimation Estimation Estimation Estimation Estimation Estimation Estimation prioritized Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting PB PB PB PB PB PB PB 1 Under 20 100 stand ? 5 2 Strategic Planning Poker M ANAGER CU STO MER USER CU STO MER M ANAGER USER 13 30 40 8 Play! 3 Level Releaseplan Releaseplan Update 5 20 8 8 version 0.0 version 1.0 version 1.3 version 2.0 version 0.0 version 1.0 version 1.2 version 2.0 13 TEAM 5 SIZE it - Estimation Meeting
  86. 86. Estimation Estimation Estimation Meeting Meeting Meeting Meeting PB PB PB PB 1 Under 20 100 stand ? 5 2 Strategic Planning Poker USER 13 30 40 8 Play! 3 Level 5 20 8 8 sion 1.2 version 2.0 13 TEAM 5 SIZE it - Estimation Meeting
  87. 87. Estimatio Estimatio Meeting Meeting Meeting PB PB PB 1 Under 20 100 stand ? 5 2 Strategic Planning Poker 13 3 40 8 Play! Level 0 3 5 20 8 8 13 TEAM 5 SIZE it - Estimation Meeting
  88. 88. Questions for the day Write down the questions you want to have answered this day.
  89. 89. © 2009 Tactical Level Sprint # 1 Sprint # 2 Sprint # 3 Sprint # 4 9:00 ....... ....... ....... ....... Sprint Planning 1 Sprint Planning 1 Sprint Planning 1 Sprint Planning 1 CU STO MER Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day! M ANAGER Product Idea Estimation Meeting 12:00 Review Review Review Sprint Sprint Sprint Sprint Sprint Planning 2 Sprint Planning 2 Sprint Planning 2 Sprint Planning 2 VISION spective spective spective Retro- Retro- Retro- Retro- PR ER Sprint Sprint Sprint Sprint O N DU CT OW SC R R E UM MAS T Version 1.2 18:00 TEAM Day 1 Release Product Backlog Estimation Estimation Estimation Estimation Estimation Estimation Estimation Estimation prioritized Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting PB PB PB PB PB PB PB 1 Under 20 100 stand ? 5 2 Strategic Planning Poker M ANAGER CU STO MER USER CU STO MER M ANAGER USER 13 30 40 8 Play! 3 Level Releaseplan Releaseplan Update 5 20 8 8 version 0.0 version 1.0 version 1.3 version 2.0 version 0.0 version 1.0 version 1.2 version 2.0 13 TEAM 5 SIZE it - Estimation Meeting
  90. 90. 116 Estimation Meeting Preparation of Sprint Planning Formal estimation Spend at least two meetings per Sprint Estimate only Size not Time => Input for Release Planing
  91. 91. 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
  92. 92. Results Scrum Meetings
  93. 93. 119 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
  94. 94. Sprint # 1 Sprint # 2 9:00 ....... Sprint Planning 1 Sprint Planning 1 CU STO MER Do your Daily Scrum every day! Do your Daily Scrum e M ANAGER Product Idea 12:00 Review Sprint Sprint Planning 2 Sprint Planning 2 VISION spective Retro- PR ER Sprint O N DU CT OW SC R R E UM T MAS 18:00 TEAM Day 1
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