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PRACTICAL SCRUM
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CONSTANT
HIGHER
MORE
LEARNING
QUALITY
FUN
Day 1
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BEING AGILE IS OUR FAVORITE THING
Some Working Agreement
If you want to be here - act like you want to be here
Some Working Agreement
EXERCISE
Let’s Form Teams
Respect the sticky note
One item per sticky, use a sharpie
What are we going to cover today?
TABLE OF CONTENTS




What is Agile?
What is scrum?
What are the roles in scrum?
What is the manager role within
agile environment?
How to estimate stories?
How do we do long term planning?
What is the meaning of each
ceremony in scrum?
“It ain’t what you don’t know
that gets you into troubles.
It’s what you know for sure
that just ain’t so”
Mark Twain
WHAT WE THOUGHT VS. WHAT WE KNOW
What we thought vs. What we know
Requirements
Design
Implement
Test
Acceptance
Analysis
Deliver
WINSTON W. ROYCE 1970
"I believe in this
concept, but the
implementation
described above is
risky and invites
failure"
“It ain’t what you don’t know
that gets you into troubles.
It’s what you know for sure
that just ain’t so”
Mark Twain
WHAT WE THOUGHT VS. WHAT WE KNOW
01
WHAT WE
KNOW
The harder we plan and
analyze in the beginning,
the less there’s change in
the project and the more
successful the project
WHAT WE
THOUGHT
WHAT WE
THOUGHT
01
WHAT WE
KNOW
There is change always
and responding to it is vital.
Uncertainty is best reduced
by learning from actual
implementation
02
WHAT WE
KNOW
It is possible to “collect” or
even “know” all the
requirements up-front
WHAT WE
THOUGHT
02
WHAT WE
KNOW
Requirements evolve
as customers and our
knowledge increases –
based on experience
WHAT WE
THOUGHT
03
WHAT WE
KNOW
Division of work to
specialized teams
(specification, design and
testing) is efficient
WHAT WE
THOUGHT
WHAT WE
THOUGHT
03
WHAT WE
KNOW
Cross-functional teams
reduce the amount of
handovers and are more
productive
04
WHAT WE
KNOW
Multiple parallel programs
speed up the development
WHAT WE
THOUGHT
EXERCISE
Exercise: The Name Factory
•
•
•
•
Round 1
Context Switch
Round 2
No Context Switch
WHAT WE
THOUGHT
04
WHAT WE
KNOW
Multiple programs create
big management
overhead and risk of
overloading the pipeline,
R&D works most efficiently
in continuous mode
05
WHAT WE
KNOW
Resource usage and cost
optimization is the key to
increased productivity
WHAT WE
THOUGHT
Continues Improvement
Respect for People
Waste Value
Opportunity for
improvement
Traditional
improvement
Lean Thinking
Kaizen - Reduce Waste
Value:
The moments of actions or thoughts creating the
product that the customer is willing to pay for
Total value time
Total cycle time
= Value ratio____________
Waste:
All other moments or actions that do not add value
but consume resources
Detect and Eliminate Waste
1. Overproduction of features
2. Waiting and delay
3. Handoff
4. Extra process
5. Partially done work
Detect and Eliminate Waste
6. Task Switching
7. Defects
8. Under-realizing
people’s potential
9. Knowledge scatter
10.Wishful thinking
WHAT WE
THOUGHT
05
WHAT WE
KNOW
Concentrating on value
stream optimization,
removing waste and
sustainable flow increases
productivity
06
WHAT WE
KNOW
It’s possible to transfer
information effectively on
written documents without
much of human contact.
WHAT WE
THOUGHT
WHAT WE
THOUGHT
06
WHAT WE
KNOW
Essential knowledge is
lost in every handover
and human interaction is
needed to overcome it.
07
WHAT WE
KNOW
You can save time by
“good-enough”
development.
WHAT WE
THOUGHT
Technical Debt
Time
Work
left
20
10 12 14 16 18
Low Quality
WHAT WE
THOUGHT
07
WHAT WE
KNOW
Any technical debt will
slow development down
and thus we don’t allow
technical debt to
accumulate.
08
WHAT WE
KNOW
Product development
process can be defined as a
predictable and
repeatable process
WHAT WE
THOUGHT
WHAT WE
THOUGHT
08
WHAT WE
KNOW
Product development is an
evolving and adaptive
process
THE ORIGIN
• Toyota lean concept

• The new, new software
development game
[Takeuchi & Nonaka, 1986]
• Iterative & incremental
development
WHAT IS AGILE?
EXERCISE
Rewrite Each Agile Principle With 3 Words
Agile Principle 1-4
1. Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software
Agile Principle 1-4
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
Agile Principle 1-4
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 a shorter timescale
Agile Principle 1-4
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 a shorter timescale
4. Business people and developers must work together daily
throughout the project
Agile Principle 5-8
5. Build project around motivated individuals. Give them the
environment and support they need, and trust them to get the
job done
Agile Principle 5-8
5. Build project 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 development team is face-to-face
conversation
Agile Principle 5-8
5. Build project 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 development team is face-to-face conversation
7. Working software is the primary measure for progress
Agile Principle 5-8
5. Build project 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 development team is face-to-face conversation
7. Working software is the primary measure for progress
8. Agile processes promote sustainable development. The
sponsors, developers, and users should be able to maintain a
constant pace indefinitely
Agile Principle 9-12
9. Continuous attention to technical excellence and good
design enhances agility
Agile Principle 9-12
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
Agile Principle 9-12
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
Agile Principle 9-12
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 behavior accordingly
EXERCISE
Command and Control
Vs.
Self Manage
Where Scrum Fits?
• In our industry people got used to create and use META
solutions to problems.
• The problems we are facing have nothing to do with
technology, it is a people issue.
• In this land the basic assumption is that there is no META
solution, just an empirical framework to allow inspect & adapt
cycles.
• This experience is frustrating for those who are looking for
predefined processes and final answers.
• ENTER AT YOUR OWN RISK!!!
WHAT IS SCRUM?
"Scrum is a team of eight individuals in Rugby.
Everyone in the pack acts together with everyone
else to move the ball down the field in small
incremental steps. Teams work as tight,
integrated units with whole team focusing on a
single goal."
THE ORIGIN OF 

SCRUM
• Toyota lean concept

• The new, new software
development game
[Takeuchi & Nonaka, 1986]
• Iterative & incremental
development
• Jeff Sutherland
• Ken Schwaber
• Understanding that we
cannot predict the future

• One size does not fit all

• Constant improvement

• Transparency & Visibility
• Team work
SCRUM PRINCIPLES
• Deliver business value fast
(max. 30 days)
• Prioritizing
• Empirical approach
• Fun !!!
SCRUM PRINCIPLES
THE HIGH MOON STUDIO
SCRUM PROCESS OVERVIEW
3 Roles:
Product owner
Scrum Master
Team
4 Ceremonies :
Sprint Planning
Daily
Sprint review
Retrospective
3 Artifacts:
Product Backlog
Sprint Backlog
Burndown Charts
SCRUM MASTER (SM)
• Scrum - A framework for
managing the development
lifecycle of software products
• Master - A skilled practitioner of
a particular art or activity
• A Scrum master - the leader of
the Scrum process (& team)
What does it means 

“The leader of the scrum process”?
• Coach the team with Scrum
• Coach the PO with Scrum
• Help Facilitate effective ceremonies
• Helps removing impediments
• Help the team grow
• He is standing at the nexus between:
The product management
that believes that any
amount of work can be
done
Developer’s that have the
willingness to cut quality to
support the managements
belief
The English verb “to manage” was originally derived
from the Italian maneggiare, meaning to handle and
train horses
The SM has no authority over the team or the PO
WHAT IS THE MANAGER ROLE WITHIN AGILE ENVIRONMENT?
A change in Manager’s role
Stop:
• Assign task and verify completion
• Micro manage to have the “illusion of control”
• Makes decisions for the team
• Limit the information & resources available to the team
Start:
• Trust the team to get the job done
• Gather data
• Coach - observe and ask questions
• Challenge
• Give feedback
SCRUM TEAM
• Self organizing
• Typically 5-9 people
• Cross functional (Preferably a
feature team)
• Provide estimate for the tasks
• Decides how much it can do
• Decides how to reach the sprint
goal (within the project’s boundaries)
• The team is responsible for the
outcome
CONCEPT CHANGE
• Decides what it can do
• Decides how to do it
• Responsible for the quality
• If the job is successful the team
gets the credit
• If the job is not DONE the team
is responsible
ALL OF US
ARE SMARTER THAN
ANY OF US
THE TEAM IS
WRONG?
• Let the team fail
• Create an environment where it
is ok to fail
• Failure amplifies learning
• Where failure is allowed,
innovation and experiments are
encouraged
• Increases trust
THERE IS NO FAILURE
ONLY FEEDBACK
PRODUCT OWNER (PO)
• Defines the features of the product
• Defines release dates and content
• Responsible for ROI
• Prioritizes feature according to value
• Can change features and priority 

once every predefined interval
• Decides what will be worked on in
each iteration
• Accepts or rejects results
Manage the product Backlog
1. Clear
2. Ranked
3. Optimize
the value
4. Visible
transparent
5. Ensure
understanding
Traditionally throws content “over the fence”
The PO takes an active role throughout the
development lifespan
Traditionally throws content “over the fence”
NO MORE!
CONCEPT CHANGE
How?
• Talk directly and frequently with your
customers

• Talk directly and frequently with your
development teams

• Engage the development teams in
creating value for your customers

• Maintain your product’s quality and
agility – do not let technical debt
accumulate
Product Backlog Refinement = Grooming
The team and the PO together review the backlog in order to
make it ready for the next 2-3 sprints
How?
Grooming = Clarifying, Estimating, and Splitting
Recommended to allocate ~5% of the sprint time
Sizing Requirements
KEN SCHWABBER, “SCRUM ET AL”
What is Definition of Done (DoD)
Terms of satisfaction of the product owner

Defined by the PO with the team

reflecting the technical abilities of the team

Items that are not Done “do not count”
This is just one example
Expending the Definition of Done over time
Designed
Coded
analyzed
Unit tested
Perf. tested
Code coverage
Live
Deployable
Acc. tested
This is just one example
Expending the Definition of Done over time
Undone
Undone
Undone
Undone
Stabilization 

sprint(s)
Sprint 1 Sprint 2 Sprint 3 Sprint 4
Undone = risk
Undone = no visibility
Can we
release ?
Unfinished Unfinished Unfinished
Agile Effort
Estimations
EXERCISE
Estimate The Following Based On Weight In
Kilograms [No Google Please!!!]
• Chihuahua
• Great Dane
• Staffordshire bull terrier
• Appalachian mountain dog
• Border Collie
• American Cocker spaniel
“IT IS BETTER BE
ROUGHLY RIGHT
THAN PRECISELY
WRONG”
John Maynard Keynes
Persistence of Time
34.4
Relative Estimations
• We are: 

- Not good in measuring absolute values

- Good in comparing things

• We have the basic math skills (or a
calculator)
• High accuracy has a high toll
• Estimates become
commitments
• Time is not persistent
Why Relative?
Story Points:
They reflect the “bigness” of a user story
How hard it is ?

How risky it is ?

How much of it there is ? 5
?
3
1. Each person gets a deck of cards (Fibonacci)

2. The item to be estimated is read to all

3. Attendants ask clarifications for the item

4. Each person selects a card and puts it on the table facing down

5. When everyone is done, cards are exposed

6. If the estimations do not match a short discussion is done:

Highest and Lowest estimators speak first -> return to step 4

7. Handle next item
Planning Poker:
EXERCISE
Estimate The Following Based On Size
Using Planning Poker
• Spain
• China
• Luxembourg
• Denmark
• South Africa - 8 (Reference
point)
• Belize
• Those who do the work estimate it

• Emphasizes relative estimation
• Estimates are within one order of magnitude
• Modeled for open discussion – forces thinking

• Reduces anchoring - Everyone's opinion is heard
WHY USE PLANNING POKER?
One page spec
Group A
7 Pages spec
Group B
173 hours
117 hours
Specification Length
Group A
Customer thinks 500
customer has no technical knowledge
Don’t let the customer influence you
Group B
555 hours
456 hours
Same as B 

customer thinks 50
Group C
99 hours
Anchoring
WHY USE
PLANNING
POKER?
IT IS QUICK!
IT IS FUN!
Spain 3
China Too big
Luxembourg 0
Denmark 1
South Africa 8
Belize 1
Chihuahua 3
Great Dane 90
Staffordshire bull
terrier.
17
Appalachian mountain
dog.
???
Border Collie 23
American Cocker
spaniel
13
The Results
Velocity = 

Speed + Direction
How many points can the team
complete in one iteration

Easy to measure

Fixes estimation errors

Easily reflects the project status

Primary parameter in planning
SP
8
priority 5
priority 4
SP
8
priority 3
Planning
Iteration Planning
As Anat, scrum Master, I
would like to calculate
team velocity so that I will
be able to estimate how
much work I can do in the
following iteration
SP
5
priority 2
Planning
SP
2
Iteration 1:
SP Done = 5+8+2 = 15
velocity = 15
SP
8
priority 5
priority 4
SP
8
priority 3
Planning
Iteration Planning
As Anat, scrum Master, I
would like to calculate
team velocity so that I will
be able to estimate how
much work I can do in the
following iteration
SP
5
priority 2
Planning
SP
2
Iteration 1:
SP Done = 5+8+2 = 15
velocity = 15
priority 7
SP
5
priority 6
Planning
As Elad, product owner, I
would like to calculate
team velocity so that I will
be able to estimate how
much work we are going to
complete in two months
SP
8
priority 5
Planning
SP
2
Iteration 2:
SP Done = 8+5 = 13
velocity = (15+13)/2 = 14
SP
5
priority 8
What will happen if support is needed?
SP
2
priority 7
Long Term Crisis:
Planning
Iteration 3:
SP Done = 2+5 = 7
velocity = (15+13+7)/3 = 12~
SP Done:
Iteration 4 = 5
Iteration 5 = 7
Iteration 6 = 6
Velocity = (13+7+5) = 8
Velocity = (7+5+7) = 6
Velocity = (5+7+6) = 6
Planning For Support:
Alternating team each sprint

Alternating person each sprint

Limiting the hours per team

Use velocity - Ignoring it completely
Agile
Planning
With
Scrum
Daily
Iteration
Release
Product
Portfolio
Strategy
Release
Planning#Story
points
Time
Velocity
Calculating Release Time
Given that:
The items for the release are estimated
The velocity is known (or predicted)
We know the scope or deadline
#Story
points
Time
Velocity
Calculating Release Time
We can estimate:
How much content can we do
until the deadline
How many sprints it will take
to complete the content
# Sprints X Velocity = # Story Points
# Story Points
Velocity
= # Sprints____________
#Story
points
Time
Velocity
Scrum
Ceremonies
Sprint Planning
The first meeting of the sprint

Length: 2-8 hours

Participants: PO, Team, Scrum Master

Preconditions: Product backlog should be in good shape

Divided into two parts
Sprint Planning Goal
Sprint Planning - Part I
Decide what the team takes to part II
1. PO Explains the top items from the backlog

2. Team decides what takes to part II in order to commit for sprint
content

3. Team and PO selects the sprint goal
Sprint Planning - Part II
Generate the sprint backlog & commit on the sprint’s content
How?
Splitting each of the stories into smaller tasks
Estimating each task (maximum length 8 hours)
Design decisions
Verify that the goal is achievable
Commit
Sprint Backlog
The sprint Backlog
Belongs to the team
Assists the team in tracking the sprint’s progress
Maximum task length should not exceed 16h (2 days) for a 2
week sprint
Updated throughout the sprint
• Every team member can add, remove or change the sprint backlog
• Status of tasks & remaining work is updated daily
• Sprint content emerges
To do In progress Done
PBI # 1
PBI # 2
Task Board
To do In progress Done
PBI # 1
PBI # 2
Task Board
To do In progress Done
PBI # 1
PBI # 2
Task Board
To do In progress Done
PBI # 1
PBI # 2
Task Board
To do In progress Done
PBI # 1
PBI # 2
Task Board
Burndown Chart
A simple visual way of tracking
progress
Used in different levels:
Sprint
Release
Product
Shows the amount of work left to
reach target
Effortremaining
0
25
50
75
100
Sprint
1 2 3 4 5 6 7 8
Sprint Burndown Chart
Daily Scrum
Every day, Same time, Same place

No longer than 15 minutes

Stand up

All the team must attend

Only team members are allowed to speak
Daily
Daily
3 Questions:
1. What have we accomplished since the
last daily
2. What will we accomplish until the next
daily
3. What are my/our impediments
EXERCISE
Daily Scrum From Hell
Sprint Review
Show & Tell
Bazaar Review
Close the sprint 

Participants: The team, PO, everyone (managers, customers..)

Inspect & adapt, focus on feedback - this is NOT a Demo

Focus on shard learning - not reporting

Only Done Working Software allowed 

Avoid power point presentation
Sprint Review
EXERCISE
Ball Point Game
EXERCISE
Ball Point Game
‣
‣
‣
‣
Sprint Retrospective
‘The greatest enemy of great is good enough’
Goal: Inspect and create plan for improvements
Team time tune & adjust
After sprint review - Before sprint planning
Length: 1-2 hours
Participates: Scrum Master and the team (others are optional)
Generate AI (experiments) to execute the following sprint
Sprint Retrospective
Things to 
Stop doing
Things to 
start doing
Things to 
Keep doing
Retrospective Model Example
Opening (2-5 minutes)
Data collection (15-25 minutes)
Generate insights (15-25 minutes)
Decide what do do (15-25 minutes)
Closing (2-5 minutes)
THE WRONG WAY TO DO RETROSPECTIVE
Parking lot
“THE VALUE OF
AN IDEA LIES IN
THE USING OF IT”
Thomas Edison
THE EXPERT SOLUTION
Reading List
1. Clean Code
2. Scrum Guide
3. Delivering happiness
4. Peopleware
*RECOURSE

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Practical Scrum - one day training

  • 1. PRACTICAL SCRUM Like us: 
 Visit: 
 Follow me:
 Tweet: 
 CONSTANT HIGHER MORE LEARNING QUALITY FUN Day 1 www.facebook.com/PracticalAgile 
 www.practical-agile.com
 @Linkedin
 @PracticalAgile1

  • 2.
  • 3.
  • 4. BEING AGILE IS OUR FAVORITE THING
  • 5. Some Working Agreement If you want to be here - act like you want to be here
  • 8. Respect the sticky note One item per sticky, use a sharpie
  • 9. What are we going to cover today? TABLE OF CONTENTS 
 
 What is Agile? What is scrum? What are the roles in scrum? What is the manager role within agile environment? How to estimate stories? How do we do long term planning? What is the meaning of each ceremony in scrum?
  • 10. “It ain’t what you don’t know that gets you into troubles. It’s what you know for sure that just ain’t so” Mark Twain WHAT WE THOUGHT VS. WHAT WE KNOW
  • 11. What we thought vs. What we know
  • 13. WINSTON W. ROYCE 1970 "I believe in this concept, but the implementation described above is risky and invites failure"
  • 14. “It ain’t what you don’t know that gets you into troubles. It’s what you know for sure that just ain’t so” Mark Twain WHAT WE THOUGHT VS. WHAT WE KNOW
  • 15. 01 WHAT WE KNOW The harder we plan and analyze in the beginning, the less there’s change in the project and the more successful the project WHAT WE THOUGHT
  • 16. WHAT WE THOUGHT 01 WHAT WE KNOW There is change always and responding to it is vital. Uncertainty is best reduced by learning from actual implementation
  • 17. 02 WHAT WE KNOW It is possible to “collect” or even “know” all the requirements up-front WHAT WE THOUGHT
  • 18. 02 WHAT WE KNOW Requirements evolve as customers and our knowledge increases – based on experience WHAT WE THOUGHT
  • 19. 03 WHAT WE KNOW Division of work to specialized teams (specification, design and testing) is efficient WHAT WE THOUGHT
  • 20. WHAT WE THOUGHT 03 WHAT WE KNOW Cross-functional teams reduce the amount of handovers and are more productive
  • 21. 04 WHAT WE KNOW Multiple parallel programs speed up the development WHAT WE THOUGHT
  • 22. EXERCISE Exercise: The Name Factory • • • •
  • 25. WHAT WE THOUGHT 04 WHAT WE KNOW Multiple programs create big management overhead and risk of overloading the pipeline, R&D works most efficiently in continuous mode
  • 26. 05 WHAT WE KNOW Resource usage and cost optimization is the key to increased productivity WHAT WE THOUGHT
  • 27. Continues Improvement Respect for People Waste Value Opportunity for improvement Traditional improvement Lean Thinking
  • 28. Kaizen - Reduce Waste Value: The moments of actions or thoughts creating the product that the customer is willing to pay for Total value time Total cycle time = Value ratio____________ Waste: All other moments or actions that do not add value but consume resources
  • 29. Detect and Eliminate Waste 1. Overproduction of features 2. Waiting and delay 3. Handoff 4. Extra process 5. Partially done work
  • 30. Detect and Eliminate Waste 6. Task Switching 7. Defects 8. Under-realizing people’s potential 9. Knowledge scatter 10.Wishful thinking
  • 31. WHAT WE THOUGHT 05 WHAT WE KNOW Concentrating on value stream optimization, removing waste and sustainable flow increases productivity
  • 32. 06 WHAT WE KNOW It’s possible to transfer information effectively on written documents without much of human contact. WHAT WE THOUGHT
  • 33. WHAT WE THOUGHT 06 WHAT WE KNOW Essential knowledge is lost in every handover and human interaction is needed to overcome it.
  • 34. 07 WHAT WE KNOW You can save time by “good-enough” development. WHAT WE THOUGHT
  • 36. WHAT WE THOUGHT 07 WHAT WE KNOW Any technical debt will slow development down and thus we don’t allow technical debt to accumulate.
  • 37. 08 WHAT WE KNOW Product development process can be defined as a predictable and repeatable process WHAT WE THOUGHT
  • 38. WHAT WE THOUGHT 08 WHAT WE KNOW Product development is an evolving and adaptive process
  • 39. THE ORIGIN • Toyota lean concept
 • The new, new software development game [Takeuchi & Nonaka, 1986] • Iterative & incremental development
  • 41. EXERCISE Rewrite Each Agile Principle With 3 Words
  • 42. Agile Principle 1-4 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software
  • 43. Agile Principle 1-4 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
  • 44. Agile Principle 1-4 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 a shorter timescale
  • 45. Agile Principle 1-4 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 a shorter timescale 4. Business people and developers must work together daily throughout the project
  • 46. Agile Principle 5-8 5. Build project around motivated individuals. Give them the environment and support they need, and trust them to get the job done
  • 47. Agile Principle 5-8 5. Build project 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 development team is face-to-face conversation
  • 48. Agile Principle 5-8 5. Build project 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 development team is face-to-face conversation 7. Working software is the primary measure for progress
  • 49. Agile Principle 5-8 5. Build project 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 development team is face-to-face conversation 7. Working software is the primary measure for progress 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely
  • 50. Agile Principle 9-12 9. Continuous attention to technical excellence and good design enhances agility
  • 51. Agile Principle 9-12 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
  • 52. Agile Principle 9-12 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
  • 53. Agile Principle 9-12 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 behavior accordingly
  • 56. • In our industry people got used to create and use META solutions to problems. • The problems we are facing have nothing to do with technology, it is a people issue. • In this land the basic assumption is that there is no META solution, just an empirical framework to allow inspect & adapt cycles. • This experience is frustrating for those who are looking for predefined processes and final answers. • ENTER AT YOUR OWN RISK!!!
  • 57. WHAT IS SCRUM? "Scrum is a team of eight individuals in Rugby. Everyone in the pack acts together with everyone else to move the ball down the field in small incremental steps. Teams work as tight, integrated units with whole team focusing on a single goal."
  • 58. THE ORIGIN OF 
 SCRUM • Toyota lean concept
 • The new, new software development game [Takeuchi & Nonaka, 1986] • Iterative & incremental development • Jeff Sutherland • Ken Schwaber
  • 59. • Understanding that we cannot predict the future
 • One size does not fit all
 • Constant improvement
 • Transparency & Visibility • Team work SCRUM PRINCIPLES
  • 60. • Deliver business value fast (max. 30 days) • Prioritizing • Empirical approach • Fun !!! SCRUM PRINCIPLES
  • 61. THE HIGH MOON STUDIO
  • 62. SCRUM PROCESS OVERVIEW 3 Roles: Product owner Scrum Master Team 4 Ceremonies : Sprint Planning Daily Sprint review Retrospective 3 Artifacts: Product Backlog Sprint Backlog Burndown Charts
  • 63. SCRUM MASTER (SM) • Scrum - A framework for managing the development lifecycle of software products • Master - A skilled practitioner of a particular art or activity • A Scrum master - the leader of the Scrum process (& team)
  • 64. What does it means 
 “The leader of the scrum process”? • Coach the team with Scrum • Coach the PO with Scrum • Help Facilitate effective ceremonies • Helps removing impediments • Help the team grow • He is standing at the nexus between: The product management that believes that any amount of work can be done Developer’s that have the willingness to cut quality to support the managements belief
  • 65. The English verb “to manage” was originally derived from the Italian maneggiare, meaning to handle and train horses The SM has no authority over the team or the PO
  • 66. WHAT IS THE MANAGER ROLE WITHIN AGILE ENVIRONMENT? A change in Manager’s role Stop: • Assign task and verify completion • Micro manage to have the “illusion of control” • Makes decisions for the team • Limit the information & resources available to the team Start: • Trust the team to get the job done • Gather data • Coach - observe and ask questions • Challenge • Give feedback
  • 67. SCRUM TEAM • Self organizing • Typically 5-9 people • Cross functional (Preferably a feature team) • Provide estimate for the tasks • Decides how much it can do • Decides how to reach the sprint goal (within the project’s boundaries) • The team is responsible for the outcome
  • 68. CONCEPT CHANGE • Decides what it can do • Decides how to do it • Responsible for the quality • If the job is successful the team gets the credit • If the job is not DONE the team is responsible ALL OF US ARE SMARTER THAN ANY OF US
  • 69. THE TEAM IS WRONG? • Let the team fail • Create an environment where it is ok to fail • Failure amplifies learning • Where failure is allowed, innovation and experiments are encouraged • Increases trust THERE IS NO FAILURE ONLY FEEDBACK
  • 70. PRODUCT OWNER (PO) • Defines the features of the product • Defines release dates and content • Responsible for ROI • Prioritizes feature according to value • Can change features and priority 
 once every predefined interval • Decides what will be worked on in each iteration • Accepts or rejects results
  • 71. Manage the product Backlog 1. Clear 2. Ranked 3. Optimize the value 4. Visible transparent 5. Ensure understanding
  • 72. Traditionally throws content “over the fence”
  • 73. The PO takes an active role throughout the development lifespan Traditionally throws content “over the fence” NO MORE! CONCEPT CHANGE
  • 74. How? • Talk directly and frequently with your customers
 • Talk directly and frequently with your development teams
 • Engage the development teams in creating value for your customers
 • Maintain your product’s quality and agility – do not let technical debt accumulate
  • 75. Product Backlog Refinement = Grooming The team and the PO together review the backlog in order to make it ready for the next 2-3 sprints How? Grooming = Clarifying, Estimating, and Splitting Recommended to allocate ~5% of the sprint time
  • 76.
  • 79. What is Definition of Done (DoD) Terms of satisfaction of the product owner
 Defined by the PO with the team
 reflecting the technical abilities of the team
 Items that are not Done “do not count”
  • 80. This is just one example Expending the Definition of Done over time Designed Coded analyzed Unit tested Perf. tested Code coverage Live Deployable Acc. tested
  • 81. This is just one example Expending the Definition of Done over time Undone Undone Undone Undone Stabilization 
 sprint(s) Sprint 1 Sprint 2 Sprint 3 Sprint 4 Undone = risk Undone = no visibility Can we release ? Unfinished Unfinished Unfinished
  • 83. EXERCISE Estimate The Following Based On Weight In Kilograms [No Google Please!!!] • Chihuahua • Great Dane • Staffordshire bull terrier • Appalachian mountain dog • Border Collie • American Cocker spaniel
  • 84. “IT IS BETTER BE ROUGHLY RIGHT THAN PRECISELY WRONG” John Maynard Keynes
  • 87. • We are: 
 - Not good in measuring absolute values
 - Good in comparing things
 • We have the basic math skills (or a calculator) • High accuracy has a high toll • Estimates become commitments • Time is not persistent Why Relative?
  • 88. Story Points: They reflect the “bigness” of a user story How hard it is ?
 How risky it is ?
 How much of it there is ? 5 ? 3
  • 89. 1. Each person gets a deck of cards (Fibonacci)
 2. The item to be estimated is read to all
 3. Attendants ask clarifications for the item
 4. Each person selects a card and puts it on the table facing down
 5. When everyone is done, cards are exposed
 6. If the estimations do not match a short discussion is done:
 Highest and Lowest estimators speak first -> return to step 4
 7. Handle next item Planning Poker:
  • 90. EXERCISE Estimate The Following Based On Size Using Planning Poker • Spain • China • Luxembourg • Denmark • South Africa - 8 (Reference point) • Belize
  • 91. • Those who do the work estimate it
 • Emphasizes relative estimation • Estimates are within one order of magnitude • Modeled for open discussion – forces thinking
 • Reduces anchoring - Everyone's opinion is heard WHY USE PLANNING POKER?
  • 92. One page spec Group A 7 Pages spec Group B 173 hours 117 hours Specification Length
  • 93. Group A Customer thinks 500 customer has no technical knowledge Don’t let the customer influence you Group B 555 hours 456 hours Same as B 
 customer thinks 50 Group C 99 hours Anchoring
  • 94. WHY USE PLANNING POKER? IT IS QUICK! IT IS FUN!
  • 95. Spain 3 China Too big Luxembourg 0 Denmark 1 South Africa 8 Belize 1 Chihuahua 3 Great Dane 90 Staffordshire bull terrier. 17 Appalachian mountain dog. ??? Border Collie 23 American Cocker spaniel 13 The Results
  • 96. Velocity = 
 Speed + Direction How many points can the team complete in one iteration
 Easy to measure
 Fixes estimation errors
 Easily reflects the project status
 Primary parameter in planning
  • 97. SP 8 priority 5 priority 4 SP 8 priority 3 Planning Iteration Planning As Anat, scrum Master, I would like to calculate team velocity so that I will be able to estimate how much work I can do in the following iteration SP 5 priority 2 Planning SP 2 Iteration 1: SP Done = 5+8+2 = 15 velocity = 15
  • 98. SP 8 priority 5 priority 4 SP 8 priority 3 Planning Iteration Planning As Anat, scrum Master, I would like to calculate team velocity so that I will be able to estimate how much work I can do in the following iteration SP 5 priority 2 Planning SP 2 Iteration 1: SP Done = 5+8+2 = 15 velocity = 15 priority 7 SP 5 priority 6 Planning As Elad, product owner, I would like to calculate team velocity so that I will be able to estimate how much work we are going to complete in two months SP 8 priority 5 Planning SP 2 Iteration 2: SP Done = 8+5 = 13 velocity = (15+13)/2 = 14
  • 99. SP 5 priority 8 What will happen if support is needed? SP 2 priority 7 Long Term Crisis: Planning Iteration 3: SP Done = 2+5 = 7 velocity = (15+13+7)/3 = 12~ SP Done: Iteration 4 = 5 Iteration 5 = 7 Iteration 6 = 6 Velocity = (13+7+5) = 8 Velocity = (7+5+7) = 6 Velocity = (5+7+6) = 6
  • 100. Planning For Support: Alternating team each sprint
 Alternating person each sprint
 Limiting the hours per team
 Use velocity - Ignoring it completely
  • 103. Calculating Release Time Given that: The items for the release are estimated The velocity is known (or predicted) We know the scope or deadline #Story points Time Velocity
  • 104. Calculating Release Time We can estimate: How much content can we do until the deadline How many sprints it will take to complete the content # Sprints X Velocity = # Story Points # Story Points Velocity = # Sprints____________ #Story points Time Velocity
  • 106. Sprint Planning The first meeting of the sprint
 Length: 2-8 hours
 Participants: PO, Team, Scrum Master
 Preconditions: Product backlog should be in good shape
 Divided into two parts
  • 108. Sprint Planning - Part I Decide what the team takes to part II 1. PO Explains the top items from the backlog
 2. Team decides what takes to part II in order to commit for sprint content
 3. Team and PO selects the sprint goal
  • 109. Sprint Planning - Part II Generate the sprint backlog & commit on the sprint’s content How? Splitting each of the stories into smaller tasks Estimating each task (maximum length 8 hours) Design decisions Verify that the goal is achievable Commit
  • 111. The sprint Backlog Belongs to the team Assists the team in tracking the sprint’s progress Maximum task length should not exceed 16h (2 days) for a 2 week sprint Updated throughout the sprint • Every team member can add, remove or change the sprint backlog • Status of tasks & remaining work is updated daily • Sprint content emerges
  • 112. To do In progress Done PBI # 1 PBI # 2 Task Board
  • 113. To do In progress Done PBI # 1 PBI # 2 Task Board
  • 114. To do In progress Done PBI # 1 PBI # 2 Task Board
  • 115. To do In progress Done PBI # 1 PBI # 2 Task Board
  • 116. To do In progress Done PBI # 1 PBI # 2 Task Board
  • 117. Burndown Chart A simple visual way of tracking progress Used in different levels: Sprint Release Product Shows the amount of work left to reach target
  • 118. Effortremaining 0 25 50 75 100 Sprint 1 2 3 4 5 6 7 8 Sprint Burndown Chart
  • 120. Every day, Same time, Same place
 No longer than 15 minutes
 Stand up
 All the team must attend
 Only team members are allowed to speak Daily
  • 121. Daily 3 Questions: 1. What have we accomplished since the last daily 2. What will we accomplish until the next daily 3. What are my/our impediments
  • 123. Sprint Review Show & Tell Bazaar Review
  • 124. Close the sprint 
 Participants: The team, PO, everyone (managers, customers..)
 Inspect & adapt, focus on feedback - this is NOT a Demo
 Focus on shard learning - not reporting
 Only Done Working Software allowed 
 Avoid power point presentation Sprint Review
  • 127.
  • 128.
  • 129. Sprint Retrospective ‘The greatest enemy of great is good enough’
  • 130. Goal: Inspect and create plan for improvements Team time tune & adjust After sprint review - Before sprint planning Length: 1-2 hours Participates: Scrum Master and the team (others are optional) Generate AI (experiments) to execute the following sprint Sprint Retrospective Things to 
Stop doing Things to 
start doing Things to 
Keep doing
  • 131. Retrospective Model Example Opening (2-5 minutes) Data collection (15-25 minutes) Generate insights (15-25 minutes) Decide what do do (15-25 minutes) Closing (2-5 minutes)
  • 132. THE WRONG WAY TO DO RETROSPECTIVE
  • 134.
  • 135. “THE VALUE OF AN IDEA LIES IN THE USING OF IT” Thomas Edison
  • 137. Reading List 1. Clean Code 2. Scrum Guide 3. Delivering happiness 4. Peopleware *RECOURSE