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[DevDay 2016] Secret tools for a Scrum Team - Speaker: Sebastian Sussman – CIO at Axon Active Vietnam


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The Scrum framework only provides the structure and how a team should work. Is adapting Scrum enough for a team to succeed?
There are situations when things just don’t sound logical and disagreement to requirements arise outside the meeting room.
In this session, we will learn some examples of tools, which can help us to avoid misunderstandings and disable the 20/80 syndrome in meetings.


Speaker: Sebastian Sussman – CIO at Axon Active Vietnam

Published in: Software
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[DevDay 2016] Secret tools for a Scrum Team - Speaker: Sebastian Sussman – CIO at Axon Active Vietnam

  1. 1. Secret Tools for a Scrum Team … V160407
  2. 2. Toolkit for an Amazing Product
  3. 3. 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 International Association of Facilitators
  4. 4. Everybody is doing something? How are your Meetings?
  5. 5. Are they using facebook? How are your Meetings?
  6. 6. Is only the SM doing the job? How are your Meetings?
  7. 7. Do they even sleep? How are your Meetings?
  8. 8. Or just talking like Ducks? How are your Meetings?
  9. 9. Productivity in meeting is low & cost high? How are your Meetings?
  10. 10. What is productive time? Definition: Productivity What can we do?
  11. 11. 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 …
  12. 12. Measure?
  13. 13. Measure? Measurement in Agile ??? And Scrum ???
  14. 14. KPI in agile? Measure?
  15. 15. KPI in agile? Measure? Lead time
  16. 16. 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
  17. 17. Little’s Law avg. Lead Time [Day] = avg. Work in Progress [WIP] avg. throughput [Story / Day] How can we get a better lead time ?
  18. 18. KPI in agile? Measure? Lead time
  19. 19. Make everything faster?
  20. 20. KPI in agile? Measure? Quality Lead time
  21. 21. How to? Optimize?
  22. 22. Everything in parallel?
  23. 23. How can SCRUM help us here?
  24. 24. PDCA A to XP: The Agile ABC Book Planning 1 Planning 2 DAilyReview Retrospective
  25. 25. Do we have everything to work within a perfect Scrum Team? Scrum
  26. 26. The Cake TTest
  27. 27. How to get with 3 cuts 8 pieces? The Cake TTest
  28. 28. Source: How about our brain? The Brain
  29. 29. How many Core …?
  30. 30. Lets test TTest
  31. 31. 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= ?
  32. 32.
  33. 33. 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
  34. 34. Source: The Brain It has a lot of power
  35. 35. Source: prefrontal cortex This area is for: Decision making, Problem solving, Learning… - Understand - Decide - Remember - Store things - Block things
  36. 36. Source: 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 …
  37. 37. Source: 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
  38. 38. Source: 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
  39. 39. The lazy way …
  40. 40. ? What can help our Brain
  41. 41. Are there some tools, that can help us? ©
  42. 42. @ THE DAILY WORK…
  43. 43. Tool 1: Clean Code Use the basal ganglia
  44. 44. 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
  45. 45. Tool 3: print a checklist Reduce workload at prefrontal cortex
  46. 46. 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
  47. 47. 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
  48. 48. Tool 6: Pomodoro Technique Reduce workload at prefrontal cortex
  49. 49. Tool 7: Personal KANBAN Reduce workload at prefrontal cortex
  50. 50. DAILY SCRUM • Team synchronization / knowledge exchange • Collect impediments • Update progress • Daily plan (output)
  51. 51. Tool 8: Team board Reduce workload at prefrontal cortex
  52. 52. Tool 9: Avatar / Flags Reduce workload at prefrontal cortex
  53. 53. 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)
  54. 54. Tool 10: get feedback & experience Reduce workload at prefrontal cortex
  55. 55. 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)
  56. 56. Keeping a Team together doesn’t create a high-performance … And more Quality … Individuals and Interaction - Teamwork
  57. 57. Tool 11: Say Thank’s, make Kudos … Source: Agile Retrospectives ; Making Good Teams Great Reduce workload at prefrontal cortex
  58. 58. Tool 12: secret marks… Source: Agile Retrospectives ; Making Good Teams Great Support your prefrontal cortex
  59. 59. Tool 13: Emotion Chart Feed your prefrontal cortex
  60. 60. Tool 14: Magic Image Remove prefrontal cortex Block
  61. 61. Tool15: Star Fish Combine some Brains…
  62. 62. Tool 16: Story Cubes Feed your prefrontal cortex
  63. 63. Story Cubes
  64. 64. Tool 17: Paper rotation Combine some Brains…
  65. 65. Tool 18: Voting Dot’s Source: Agile Retrospectives ; Making Good Teams Great Combine some Brains…
  66. 66. 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
  67. 67. Tool 20: Assistant … Find one partner and exchange your plan Check time by time week… Wikimedia: Old Couple.JPG Combine some Brains…
  68. 68. 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…
  70. 70. Tool 22: Product Roadmap [TOOL] 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
  71. 71. Backlog Grooming • Backlog Estimation • Get business knowledge exchange • Get a slim & up to date Product Backlog
  72. 72. Tool 23: Talk your story … Feed your prefrontal cortex
  73. 73. Use Paper Stories … Tool 24: Story Card Feed your prefrontal cortex with Hands
  74. 74. User Story (Best practice) • • • • 4 C’s
  75. 75. Tool 25: Visualize Feed your prefrontal cortex by Hands
  76. 76. Tool 26: Story Mapping Source: “User Story Mapping” from Jeff Patton Feed your prefrontal cortex by Hands Source: “User Story Mapping” from Jeff Patton
  77. 77. Tool 27: Visualize Feed your prefrontal cortex by Eyes
  78. 78. Tool 28: Project Wall, Visualize Reduce energy at prefrontal cortex memory
  79. 79. Tool 29: Teamwork – Dream work Combine some Brains…
  80. 80. Tool 30: T-Shirt Sizing S M L S M LXS XL Use the basal ganglia
  81. 81. Tool 31: MoSCoW © Wikimedia: Рудаков Владимир Reduce energy at prefrontal cortex memory
  82. 82. 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: Orderofonetimebox
  83. 83. Tool 32: Voting [customer value, risk …] Get more brain support
  84. 84. Voting [customer value, risk …]
  85. 85. Tool 33: Priority [Matrix] Feed your prefrontal cortex by Eyes
  86. 86. Tool 34: Planning Poker Cards Feed your prefrontal cortex
  87. 87. Tool 35: Relative Estimation The Distance …  Use the basal ganglia
  88. 88. Planning Poker 1 Point The Distance …  2 Points
  89. 89. Tool 35: Relative Estimation 1 Point 2 Points  Time 1 min 10 min 2 Days 1/2 Day    Points are team based: 
  90. 90. 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
  91. 91. Tool 37: task size max 1 DAY Reduce workload at prefrontal cortex
  92. 92. 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
  93. 93. Elevator pitch Tool 39: Moore’s Elevator Test Ask the right Question to prefrontal cortex
  94. 94. Moore’s Elevator Test Soni, Nimesh (2011-03-22). Agile Release Planning
  95. 95. Tool 40: The Product Vision Board Nail Down your Product (for SCRUM TEAM) Ask the right Question to prefrontal cortex
  96. 96. Phase or sentence Target users Goal to Achieve What is our goal?
  97. 97. Draw your product Tool 41: Drawing DenkMotor, Chirs Bruegger, Jiri Scherer Use the basal ganglia
  98. 98. Prototyping allow to form concrete 3D models about things that are not physically concrete… Tool 42: 3D Prototyping
  99. 99. 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
  100. 100. Tool 44: Paper Prototyping Feed your prefrontal cortex
  101. 101. Tool 45: Handmade Use the basal ganglia
  102. 102. Hand made
  103. 103. ? 45 Tools… and there are much more… What could we see
  104. 104. ! Tools don’t solve any Problem But they can support you
  105. 105. Agile Manifesto
  106. 106. 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
  107. 107. 1. Everybody has to be involved
  108. 108. 2. Be visible…
  109. 109. 3. Take your responsibility
  110. 110. Responsibility Team Development Build the right things Build the things right Will build the high productivity PO Customer SM Facilitator
  111. 111. ? Do you know a big and great extension of our Brain
  112. 112. 4. Observe Use your eyes
  113. 113. 5. Use your hands …
  114. 114. How your Idea? The Cake
  115. 115. How to get with 3 cuts 8 pieces? The Cake
  116. 116. Who thought about thought about such IDEA?
  117. 117. Handmade There are more tools than just PC, Excel or JIRA, TFS …
  118. 118. © Just start! Try it and trust your Team
  119. 119. 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
  120. 120. Keep in touch: Email
  121. 121. 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: Bas Vodde ( from CSM) Sudipta Lahiri (from Kanban) Simon Roberts (from CSPO) Henrik Kniberg (Agile Product Ownership in a Nutshell) Mike Cohn (Effort)