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Secret Tools for a Scrum Team
… V160407

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Toolkit for an Amazing Product

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Who we are?
Dipl.-Ing. CIO Sebastian Sussmann easier, just call me: Sebi
Born in Germany
Living and working since 2003 in Switzerland and since 2008 in Vietnam
Studied at Brandenburg University of Technology Cottbus (BTU), Germany
Swiss Federal Institute of Technology Zürich (ETH), Switzerland
IT developing experience started at university 1995
Institute for Automation Engineering - IFAT, network and WEB-Application,
Otto-von-Guericke-University Magdeburg, Germany
Multimedia Centre Cottbus (BTU), Germany
3D Print @ Swiss Federal Institute of Technology Zürich (ETH), Switzerland
Mappuls AG, Lucerne, Switzerland
Axon Active AG, Luzern, Switzerland
Axon Active Vietnam Co. Ltd., Ho Chi Minh City, Vietnam
Certified Scrum Master by Scrum Alliance
Certified Product Owner by Scrum Alliance
Certified Scrum Professional by Scrum Alliance
Trainer at ECCInternational
Email sebastian.sussmann@axonactive.com
https://vn.linkedin.com/in/sussmann
https://www.scrumalliance.org/community/profile/ssussmann
International
Association of Facilitators

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Everybody is doing something?
How are your Meetings?

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Are they using facebook?
How are your Meetings?

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Is only the SM doing the job?
How are your Meetings?

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Do they even sleep?
How are your Meetings?

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Or just talking like Ducks?
How are your Meetings?

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Productivity in meeting is low &
cost high?
How are your Meetings?

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What is productive time?
Definition: Productivity
What can we do?

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Productivity
• Material
• Energy
• People
• Money
• …
• System
• Technology
• People
• Product
• Service
• …
Organization
Productivity =
Output
Input
Productivity is an economic measure of output per unit of input …

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Measure?

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Measure?
Measurement
in Agile ???
And Scrum ???

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KPI in agile?
Measure?

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KPI in agile?
Measure?
Lead time

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Lead Time
Ticket
Created
Ticket
Live
Lead time
The Lead time is the time and not the effort
Lead time starts when the request is made and ends at delivery
Cycle time
Cycle time starts when work begins on the request ends at delivery

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Little’s Law
avg. Lead Time [Day] =
avg. Work in Progress [WIP]
avg. throughput [Story / Day]
How can we get a better lead time
?

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KPI in agile?
Measure?
Lead time

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Make everything faster?

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KPI in agile?
Measure?
Quality
Lead time

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How to?
Optimize?

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Everything in parallel?

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How can SCRUM help us here?

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PDCA
A to XP: The Agile ABC Book
Planning 1
Planning 2
DAilyReview
Retrospective

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Do we have everything to work
within a perfect Scrum Team?
Scrum

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The Cake
TTest

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How to get with 3 cuts 8 pieces?
The Cake
TTest

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Source: http://commons.wikimedia.org/wiki/File:Brain_chrischan.jpg
How about our brain?
The Brain

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How many Core …?

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Lets test
TTest

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A Lucky experience
10+1216+14+56+99+33+55+45+33+99+22+99+33
+54-10+15-3+119+11-140+20+25+25+55+45-30+
1216+10+14+56+33+99+55+45+33+99+33+99+22
+15-10-3+119+11-140+20+25+25+55+45-30+54=
?

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I was on holiday in Turkey about two years ago and instead of taking traveler’s
cheques with me. I took Eurocheques, and the idea is that they go through your
bank account like normal English cheques. But I went to a bank, the same bank,
over a period of two weeks, and cashed £30 one day, £30 the next day, and at
the end of two weeks I went home. Six months later I went to my bank and said,
“Has the money gone through my account from my holiday in Turkey?” and they
said, “No.” And I went back a year later and said, “ Has the money gone through
yet?” and they said “No.” And by that time my bank said to me, “I think they’ve
actually either got your cheques lost or something, because we have no record of
this money going through your account, so don’t worry about it.” So I was £120
better off!
A Lucky experience

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Source: http://commons.wikimedia.org/wiki/File:Brain_chrischan.jpg
The Brain
It has a lot of power

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Source: http://commons.wikimedia.org/wiki/File:Brain_chrischan.jpg
prefrontal cortex
This area is for:
Decision making,
Problem solving,
Learning…
- Understand
- Decide
- Remember
- Store things
- Block things

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Source: http://commons.wikimedia.org/wiki/File:Brain_chrischan.jpg
prefrontal cortex
basal ganglia
Routine duties
Things that we learned already
and we don’t need to think about this anymore.
e.g.: driving a bike …

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Source: http://commons.wikimedia.org/wiki/File:Brain_chrischan.jpg
prefrontal cortex
basal ganglia
All new inputs for
making decision
are first filtered
here.
Needs a lot of
energy
Is a energy
saving
Area
Don’t need so
much new
energy

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Source: http://commons.wikimedia.org/wiki/File:Brain_chrischan.jpg
prefrontal cortex
basal ganglia
The prefrontal cortex
can handle one task
at the same time
The Basal ganglia
can handle one task
at the same time

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The lazy way …

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?
What can help our
Brain

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Are there some tools, that can help us?
©http://upload.wikimedia.org/wikipedia/commons/thumb/8/88/Werkzeuge_eines_Wagners.JPG/1280px-Werkzeuge_eines_Wagners.JPG

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@ THE DAILY WORK…

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Tool 1: Clean Code
Use the
basal
ganglia

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Tool 2: Definition of Done (Checklist)
a story is defined to be done if we have done:
> checked in to subversion
> Deployment (place should be defined with PO)
- test case
- deployment description ready
- if needed example files
> documented
- technical documentation
- user manuals
- migration notes
- new and noteworthy
> reviewed by another team member (or paired)
code review guidelines are used
- code comments
- naming convention
> successfully build by e.g. hudson
> appropriately tested
- junit tests
- integration tests
- automation tests
- manual tests
- code quality, zero bugs
> ready to show a demonstration example
> quality of build, release tested and
approved by another team member
- usability
- simplicity
- function
- integration
- performance
- all acceptance criteria are full filled
Reduce
workload
at
prefrontal
cortex

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Tool 3: print a checklist
Reduce
workload
at
prefrontal
cortex

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Tool 4: Pair programming
Pair programming is an agile software development technique in which two
programmers work together at one workstation.
One types in code while
the other reviews and explain
Borrow
the
second
Brain

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Tool 5:TDD
Write a
Failing
Test
Write Code
to make
test Pass
Start Stop
Refactor
Can’tThink
ofmoreTests
Start next step
Reduce
workload
at
prefrontal
cortex

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Tool 6: Pomodoro Technique
Reduce
workload
at
prefrontal
cortex

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Tool 7: Personal KANBAN
Reduce
workload
at
prefrontal
cortex

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DAILY SCRUM
• Team synchronization / knowledge exchange
• Collect impediments
• Update progress
• Daily plan (output)

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Tool 8: Team board
Reduce
workload
at
prefrontal
cortex

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Tool 9: Avatar / Flags
Reduce
workload
at
prefrontal
cortex

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SPRINT REVIEW
• Check the work that is DONE
• the Sprint Review provides valuable input to
next Iteration Planning
• Market place for the next Iteration
• what has the most value to do next as an input
for the next planning meeting (output)
• PSPI (output)

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Tool 10: get feedback & experience
Reduce
workload
at
prefrontal
cortex

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RETROSPECTIVE
• Inspect how the last Iteration went with regards to
people, relationships, process, and tools
• Identify / order the major items that went well and
potential improvements
• Create a plan for implementing to improve (output)

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Keeping a Team together doesn’t
create a high-performance …
And more Quality …
Individuals and Interaction - Teamwork

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Tool 11: Say Thank’s, make Kudos …
Source: Agile Retrospectives ; Making Good Teams Great
Reduce
workload
at
prefrontal
cortex

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Tool 12: secret marks…
Source: Agile Retrospectives ; Making Good Teams Great
Support
your
prefrontal
cortex

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Tool 13: Emotion Chart
Feed your
prefrontal
cortex

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Tool 14: Magic Image
Remove
prefrontal
cortex
Block

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Tool15: Star Fish
Combine
some
Brains…

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Tool 16: Story Cubes
Feed your
prefrontal
cortex

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Story Cubes

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Tool 17: Paper rotation
Combine
some
Brains…

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Tool 18: Voting Dot’s
Source: Agile Retrospectives ; Making Good Teams Great
Combine
some
Brains…

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goes beyond & ask
5-times WHY?
1st answer usually blaming
2nd excuse
3rd Negligence …
Tool 19: 5-levels of Why’s
Feed your
prefrontal
cortex

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Tool 20: Assistant …
Find one partner and
exchange your plan
Check time by time week…
Wikimedia: Old Couple.JPG
Combine
some
Brains…

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Tool 21: Quick Circle Retrospective
What could I see? (x)
What could I feel? (x)
What could I learn? (3)
What should be changed! (1)
Combine
some
Brains…

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RELEASE PLANNING

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Tool 22: Product Roadmap [TOOL]
www.romanpichler.com
Created with Team
and Customer, …
It can Change during the
Time (not fixed)
The PO is the owner
and manager of this MAP
Team will contribute
Feed your
prefrontal
cortex by
Questions

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Backlog Grooming
• Backlog Estimation
• Get business knowledge exchange
• Get a slim & up to date Product Backlog

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Tool 23: Talk your story …
Feed your
prefrontal
cortex

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Use Paper Stories …
Tool 24: Story Card
Feed your
prefrontal
cortex
with
Hands

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User Story (Best practice)
•
•
•
•
4 C’s

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Tool 25: Visualize
Feed your
prefrontal
cortex
by Hands

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Tool 26: Story Mapping
Source: “User Story Mapping” from Jeff Patton
Feed your
prefrontal
cortex
by Hands
Source: “User Story Mapping” from Jeff Patton

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Tool 27: Visualize
Feed your
prefrontal
cortex
by Eyes

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Tool 28: Project Wall, Visualize
Reduce
energy at
prefrontal
cortex
memory

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Tool 29: Teamwork – Dream work
Combine
some
Brains…

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Tool 30: T-Shirt Sizing
S M L
S M LXS XL
Use the
basal
ganglia

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Tool 31: MoSCoW
© Wikimedia: Рудаков Владимир
Reduce
energy at
prefrontal
cortex
memory

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Backlog Grooming [MoSCoW]
Must have
The requirement is essential, key stakeholder needs will not be satisfied if this requirement
is not delivered and the timebox will be considered to have failed.
MUST can be considered as M inimum U sable S ubse T
Should have
This is an important requirement but if it is not delivered within the current timebox, there
is an acceptable workaround until it is delivered during a subsequent timebox
Won't have
The full name of this category is ‘Would like to have but Won’t Have during this timebox’;
requirements in this category will not be delivered within the timebox that the prioritisation
applies to
Could have
This is a nice to have requirement; we have estimated that it is possible to deliver this in
the given time but will be one of the requirements de-scoped if we have underestimated
Source: www.daily-scrum.com/features/moscow-prioritization
Orderofonetimebox

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Tool 32: Voting [customer value, risk …]
Get more
brain
support

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Voting [customer value, risk …]

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Tool 33: Priority [Matrix]
Feed your
prefrontal
cortex
by Eyes

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Tool 34: Planning Poker Cards
Feed your
prefrontal
cortex

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Tool 35: Relative Estimation
The Distance …

Use the
basal
ganglia

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Planning Poker
1 Point
The Distance …

2 Points

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Tool 35: Relative Estimation
1 Point
2 Points

Time
1 min
10 min
2 Days
1/2 Day



Points are team based:


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Tool 36: Story Splitting
1. Workflow Steps
2. Business Rules Variation
3. Major Effort
6. Data Entry Methods
5. Data Variations
7. Performance
4. Simple / Complex
8. Operation
9. Spike
CSPO Simon Roberts 2014
Ask the
right
Question to
prefrontal
cortex

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Tool 37: task size max 1 DAY
Reduce
workload
at
prefrontal
cortex

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Tool 38: Acceptance Tests / Make examples
Adzic, Gojko (2009-01-05). Bridging the Communication Gap: Specification by Example and Agile Acceptance Testing
A good acceptance test
Reduce
workload
at
prefrontal
cortex

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Elevator pitch
Tool 39: Moore’s Elevator Test
Ask the
right
Question to
prefrontal
cortex

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Moore’s Elevator Test
Soni, Nimesh (2011-03-22). Agile Release Planning

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Tool 40: The Product Vision Board
Nail Down your Product (for SCRUM TEAM)
www.romanpichler.com
Ask the
right
Question to
prefrontal
cortex

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www.romanpichler.com
Phase or
sentence
Target
users
Goal to
Achieve
What is our goal?

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Draw your product
Tool 41: Drawing
DenkMotor, Chirs Bruegger, Jiri Scherer
Use the
basal
ganglia

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Prototyping allow to form concrete 3D
models about things that are not
physically concrete…
Tool 42: 3D Prototyping

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The bricks and the models become
metaphors, and the landscapes of
the models become stories…
Tool 43: 3D Prototyping by LEGO
Use the
basal
ganglia

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Tool 44: Paper Prototyping
http://www.getbring.com/
Feed your
prefrontal
cortex

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Tool 45: Handmade
Use the
basal
ganglia

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Hand made

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?
45 Tools… and there are
much more…
What could we see

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!
Tools don’t solve any
Problem
But they can support you

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Agile Manifesto
http://agilemanifesto.org/

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Agile Principles
1. Produce Value Early 7. Working software
2. Welcome Changes 8. Sustainable development
3. Iterative Delivery 9. Technical excellence
4. Daily Business Collaboration 10. KISS – Smart, Sexy
5. Trust motivated team 11. Self-Organized team
6 Face to face 12. Reflect, Adjust, Adapt

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1. Everybody has to be involved

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2. Be visible…

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3. Take your responsibility

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Responsibility
Team
Development
Build the right things Build the things right
Will build the high productivity
PO
Customer
SM
Facilitator

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?
Do you know a
big and great
extension of our Brain

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4. Observe
Use your eyes

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5. Use your hands …

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How your Idea?
The Cake

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How to get with 3 cuts 8 pieces?
The Cake

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Who thought about thought about
such IDEA?

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Handmade
There are
more tools
than just PC,
Excel or
JIRA, TFS …

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©iStockphoto.com/olm26250
Just start! Try it and trust your Team

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David Rock Stuart Brown Michael Nir Samantha Laing & Per Kristiansen Bill Breen
&Karen Greaves & Robert Rasmussen & David Robertson
Some books …
E. Derby Gojko Adzic Luke Hohmann Chris Bruegger J.Gurtler Gojko Adzic
& D. Larsen & David Evans &Jiri Scherer & J.Meyer

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www.scrumbreakfast.vn
Keep in touch:
Email
sebastian.sussmann@axon.vn
http://vn.linkedin.com/in/sussmann

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Disclaimer
This presentation is an ongoing work and will be updated and improved frequently.
1. Use
This presentation is produced for Axon Active Vietnam and may be used:
By Sebastian Sussmann for Axon Active Vietnam and ECCI
2. Content
The author reserves the right not to be responsible for the whole correctness, completeness or quality of the information which is provided at
this document. If some body will get problems because of using some information out from this presentation, the author will reject all claims.
Because the author can not guarantee the correct use of all provided information. The author done it with the best of one's knowledge and belief
This presentation / document is not complete. The author can add, remove and change it completely or partly at any time.
3. Copyright
The author intended not to use any copyrighted material for the presentation. For the case it was clearly indicated he provide the copyright and
source information at this page to indicate the copyright and the way of use.
The copyright for any material created by the author and the company Axon Active Vietnam is reserved. Any duplication or use of objects such
as images, diagrams, sounds or texts in other electronic or printed publications is not permitted without the author's agreement.
4. References:
http://www.scrumalliance.org
http://www.scrum.org
http://www.odd-e.com
http://www.dasscrumteam.com
http://www.borisgloger.com
http://www.soreco.ch
http://www.axonactive.vn
http://www.agilevietnam.org
http://www.torsten-horn.de
http://www.mountaingoatsoftware.com
http://www.scrumcenter.com
https://getkanban.corporatekanban.com
http://youtu.be/502ILHjX9EE
http://www.seriousplay.com
http://www.innovationgames.com
Bas Vodde ( from CSM)
Sudipta Lahiri (from Kanban)
Simon Roberts (from CSPO)
Henrik Kniberg (Agile Product Ownership in a Nutshell)
Mike Cohn (Effort)