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Certified ScrumMaster 2008

         presented by


       bor!s gloger
2



    GOAL: DELIVER A BROCHURE FOR THE EARTH TOURIST
    BOARD LOCATED ON MARS


• Create cover art, brand,     • Outline a “7 wonders of the
  and/or logo                    world” expedition
• Define major topics for      • Set prices for the tours
  Martian tourism              • Outline warning messages
• Describe “Art Interests in     (gravity, oxygen, fungi,etc.)
  Europe” tour                 • Suggest clothing options
• Describe a tour based on     • Explain travel options to/
  photosynthesis                 from Mars
“Equally responsible for the initiation of project with predefined
failure is management that insists upon having fixed
commitments from programming personnel prior to the latter’s
understanding what the commitment are for. Too frequently,
management does not realize that  in asking the staff for “the
impossible”, the staff will feel the obligation to respond out of
respect, fear or misguided loyalty. Saying “no” to the boss
frequently requires courage, political and  psychological wisdom,
and business maturity that comes with much experience.”
        -- The Management of Computer Programming Projectsquot; by
                                                 Charles Lecht. 1967
4




Introduction
bor!s gloger
Philosophy and Soziology
EDS | BroadVision | ONE
France | Germany | Austria
1st Certified ScrumTrainer
SPRiNT iT
bor!s gloger
Hand-Outs:
- Presentation
   - Photos
What is a ScrumMaster?
What is Scrum?
15




Scrum is not a ....
You will get a new mindset!
17




Agenda and Topics
Day 1
                         Topics                   Done
09:00 - Start
10:30 - Break                                                                   Estimation

12:30 - Lunch Break                                        Planning
                             Retrospectives
15:00 - Break
17:00 - Short Break                                                   Roles &
                                                                   Responsibilities
                                              Principles
18:00 - End              History
Day 2
                                                                      Scaling
                                                 Scrum Flow
                         Complexity
Start tomorrow - 08:30
                                                              Velocity Game
18
19




RULES
20
NOKIA - TEST

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

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

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

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

5. Is their team free from disruption during the
Sprint?
26




Deliver ball points
As a group, deliver as many ball points as possible.
Timebox 2 min.
27
28
29
HEARTBEAT
RETROSPECTIVES
    Learning from the past for the future
Storytelling
The Secret of Gravity
Disappointment of Expectations
Blaming
stops Learning!
1   2   3


4   5   6
“Regardless of what we discover, we
understand and truly believe: that
everyone did the best job they could,
given what they knew at the time, their
skills and abilities, the resources
available, and the situation at hand.”
             -- Norman Kerth , Project Retrospectives
Timelinetale
  telling the
What Went WELL?
IMPROVE!
SCRUMMASTER
TEAM MEMBER




              PRODUCT OWNER
               ORGANISATION
SORTING
PRIORITIZING
 RANKING
INPUT FOR SPRINT PLANNING
less than 90 min!
N Ø T IN THE TEAM ROOM
everybody
the team invites
46




Roles / Responsibilities
Scrum Roles
Scrum Roles are Responsibilites of a process
not positions in an enterprise
48




Responsibilities of this role
48




              Responsibilities of this role




ScrumMaster
48




                 Responsibilities of this role



              Shepherding the team,




ScrumMaster
48




                 Responsibilities of this role



              Shepherding the team,

              Working with the Product Owner




ScrumMaster
48




                 Responsibilities of this role



              Shepherding the team,

              Working with the Product Owner

              Removing impediments,




ScrumMaster
48




                 Responsibilities of this role



              Shepherding the team,

              Working with the Product Owner

              Removing impediments,

              Keeping the process moving, and




ScrumMaster
48




                  Responsibilities of this role



              Shepherding the team,

              Working with the Product Owner

              Removing impediments,

              Keeping the process moving, and

              Socializing Scrum to the greater
              organization



ScrumMaster
49




Responsibilities of this role
49




         Responsibilities of this role




Te a m
49




                 Responsibilities of this role


         •   Estimating size of backlog items,




Te a m
49




                 Responsibilities of this role


         •   Estimating size of backlog items,

         •   Committing to increments of deliverable
             software




Te a m
49




                  Responsibilities of this role


         •   Estimating size of backlog items,

         •   Committing to increments of deliverable
             software

         •   – and delivering it.




Te a m
49




                  Responsibilities of this role


         •   Estimating size of backlog items,

         •   Committing to increments of deliverable
             software

         •   – and delivering it.

         •   Tracking own progress (with Scrum
             Master).




Te a m
49




                  Responsibilities of this role


         •   Estimating size of backlog items,

         •   Committing to increments of deliverable
             software

         •   – and delivering it.

         •   Tracking own progress (with Scrum
             Master).

         •   Self-organizing – but accountable to the
             product owner for delivering as
             promised.

Te a m
50




Responsibilities of this role
50




                Responsibilities of this role




Product Owner
50




                        Responsibilities of this role



                •   Working on a shared vision




Product Owner
50




                        Responsibilities of this role



                •   Working on a shared vision

                •   Gathering requirements




Product Owner
50




                        Responsibilities of this role



                •   Working on a shared vision

                •   Gathering requirements

                •   Managing and prioritizing the Product
                    Backlog




Product Owner
50




                        Responsibilities of this role



                •   Working on a shared vision

                •   Gathering requirements

                •   Managing and prioritizing the Product
                    Backlog

                •   Accepting the software at the end of each
                    iteration




Product Owner
50




                        Responsibilities of this role



                •   Working on a shared vision

                •   Gathering requirements

                •   Managing and prioritizing the Product
                    Backlog

                •   Accepting the software at the end of each
                    iteration

                •   Managing the release plan



Product Owner
50




                         Responsibilities of this role



                •   Working on a shared vision

                •   Gathering requirements

                •   Managing and prioritizing the Product
                    Backlog

                •   Accepting the software at the end of each
                    iteration

                •   Managing the release plan

                •   The profitability of the project (ROI)

Product Owner
51




                                       Manager




Kunde
                        ScrumMaster


                                      Team
        Product Owner



                                                 Anwender
Company in USA: Portal Company

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

1 Scrum Development Team, 9
people

1 integrated product: Portal.
What kind of
problems do you get,
if the ScrumMaster is
part of the team?
54




Impediment backlog
54




                     Exercise:
                     •What kind of impediments can you think
Impediment backlog     of?
                     •Create a list of current impediments in
                       your organization
                     Timebox 5 min
55
56




History of Agile
Product Vision
58



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

     • Lean Management, Deming and Juran

     •      Iterative and incremental
          development, Barry Boehm

     • First Implemenations, Jeff Sutherland




agile foundation
HBR
                                    J A N U A RY– F E B R U A RY 1 9 8 6
                                                                                                                       The rules of the game in new product
                                                                                                                       development are changing. Many
                                                                                                                       companies have discovered that it
                                                                                                                       takes more than the accepted basics
                                                                                                                       of high quality, low cost, and
                           The New New Product                                                                         differentiation to excel in today’s
                                                                                                                       competitive market. It also takes
                            Development Game
                                                                                                                       speed and flexibility. This change is
                             Hirotaka Takeuchi and Ikujiro Nonaka
                                                                                                                       reflected in the emphasis companies
                                                                                                                       are placing on new products as a
                                                                                                                       source of new sales and profits. At
                                                                                                                       3M, for example, products less than

T                                                                                                                      five years old account for 25% of
        he rules of the game in new product develop-        would account for one-third of all profits in the 1980s,
        ment are changing. Many companies have              an increase from one-fifth in the 1970s.1

                                                                                                                       sales
        discovered that it takes more than the ac-             This new emphasis on speed and flexibility calls
cepted basics of high quality, low cost, and differen-      for a different approach for managing new product
tiation to excel in today’s competitive market. It also     development. The traditional sequential or “relay
takes speed and flexibility.                                race” approach to product development—exempli-
   This change is reflected in the emphasis companies       fied by the National Aeronautics and Space Admin-
are placing on new products as a source of new sales        istration’s phased program planning (PPP) system—
and profits. At 3M, for example, products less than         may conflict with the goals of maximum speed and
five years old account for 25% of sales. A 1981 survey      flexibility. Instead, a holistic or “rugby” approach—
of 700 U.S. companies indicated that new products           where a team tries to go the distance as a unit, passing

In today’s fast-paced, fiercely competitive world of com-     Mr. Takeuchi is an associate professor and Mr. Nonaka,
mercial new product development, speed and flexibility      a professor at Hitotsubashi University in Japan. Mr.
are essential. Companies are increasingly realizing that    Takeuchi’s research has focused on marketing and global
the old, sequential approach to developing new products     competition. Mr. Nonaka has published widely in Japan
The Knowledge-Creating
Company


by Ikujiro Nonaka
Editor’s Note: This 1991
article helped popularize the
notion of “tacit” knowledge—
the valuable and highly
subjective insights and
intuitions that are difficult to
capture and share because
people carry them in their
heads.
Yahoo Chief Product Owner – “Scrum is faster, better,
  cooler! It’s the way we first built software at Yahoo,
  yet is scalable to large, distributed, and outsourced
  teams.”
63




Complexity / Empirical Management
64




step factory enterprise
65



     Stacy and Complexity
           unstable                                        •Timebox

                                                           •Emergent
Emergent   Requirements
                                  Software
                                   Time                    •Complexity

                                                           •Anarchy
           stable
                          known     Technology   unknown
                                                           •You need boundaries!

           Every Activity in Scrum is Timeboxed!                         http://www.plexusinstitute.org/
                                                                             edgeware/archive/think/
                                                                                main_aides3.html
66
It is typical to adopt the defined (theoretical)
      modeling approach when the underlying
mechanisms by which a process operates are
                   reasonably well understood.
When the process is too complicated for the
 defined approach, the empirical approach is
          the appropriate choice
68




Strategic Planning / Agile Planning
69




Purpose of planning?
What is planning?

What is estimation?

Why do we do planning?

Are you successful?

What is your biggest issue in planning?

Please discuss on your tables:

Timebox 10 min
70




Planning is ...
Planning is the (psychological) process of
thinking about the activities required to create a
desired future on some scale. This thought
process is essential to the creation and
refinement of a plan, or integration of it with other
plans.

Planning is a dialogue.

Dia = through;

Logos = Word / Thinking
71




The Product Backlog
• Emergent
• Deliverables, Stories, Functionality
Requirements
• Prioritized and Estimated
• More detailed on higher priority items
• Anyone can contribute
• Product owner is responsible for priority
• Maintained and posted visibly
• Business Plan
72




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


           Country-Points
Slowakia
Product Backlog Iceberg
                                                                            Priority

                    Sprint




                    Release




                    Next Release

 74                          © 2008  Objectbay So0ware & Consul9ng GmbH. 
Certified ScrumMaster 2008

         presented by


       bor!s gloger
The End
Results
          Scrum Meetings
Tactical Level    Sprint Planning 1     Analysis / Pulling
                                         Backlog Items

                  Sprint Planning 2          Design




                 Daily Scrum / Day 2
                                        Synchronisation /
                                          Pulling Tasks
                 Daily Scrum / Day N




                    Sprint Review           Results


                 Sprint Retrospective    Improvement
103




Estimation Meeting
103




Estimation Meeting
103




Estimation Meeting


                 Preparation of Sprint Planning
                 Formal estimation
                 Spend at least two meetings
                 per Sprint
                 Estimate only Size not Time
                 => Input for Release Planing
104




Planning Meeting
104




Planning Meeting
104




Planning Meeting
104




Planning Meeting
104




Planning Meeting


               Product Backlog
               Team Capabilities                  Next Sprint Goal
               Business Conditions    Review,     Selected Product
                                      Consider,   Backlog
               Technology Stability   Organize
                                                  Sprint Backlog
               Executable Product
               Increment
105




Daily Scrum Meetings
105




Daily Scrum Meetings
105




Daily Scrum Meetings
                   • Daily 15 minute meeting
105




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




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




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




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




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




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




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




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




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




Daily Scrum Meetings
                   • Daily 15 minute meeting
                   • Same place and time every day
                   • Meeting room
                   • Chickens and pigs
                   • Three questions
                       • What have you ACHIEVED since last meeting?
                       • What will you ACHIEVE before next meeting?
                       • What is in your way?
                   • Impediments and
                   • Decisions
106




Sprint Review
106




Sprint Review
106




Sprint Review
Done!
106




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


Done!
106




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


Done!           Code adheres to standards, is clean, has been re-factored, has been
                  unit tested, has been checked in, has been built, and has had a
                  suite of unit tests applied to it
106




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


Done!           Code adheres to standards, is clean, has been re-factored, has been
                  unit tested, has been checked in, has been built, and has had a
                  suite of unit tests applied to it
                Development environment for this to happen requires source code
                  library, coding standards, automated build facility, and unit test
                  harness
106




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


Done!           Code adheres to standards, is clean, has been re-factored, has been
                  unit tested, has been checked in, has been built, and has had a
                  suite of unit tests applied to it
                Development environment for this to happen requires source code
                  library, coding standards, automated build facility, and unit test
                  harness
106




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


Done!           Code adheres to standards, is clean, has been re-factored, has been
                  unit tested, has been checked in, has been built, and has had a
                  suite of unit tests applied to it
                Development environment for this to happen requires source code
                  library, coding standards, automated build facility, and unit test
                  harness
107




Evaluation Consequences
 Restoring unfinished functionality to the Product Backlog and prioritizing it.
 Removing functionality from the Product Backlog that the team unexpectedly
     completed.
 Working with the ScrumMaster to reformulate the team.
 Reprioritizing the Product Backlog to take advantage of opportunities that
     the demonstrated functionality presents.
 Ask for a release Sprint to implement the demonstrated functionality, alone
     or with increments from previous Sprints.
 Choosing not to proceed further with the project and not authorizing another
     Sprint.
 Requesting that the project progress be sped up by authorizing additional
     teams to work on the Product Backlog.
108




Sprint Retrospective
108




Sprint Retrospective
108




Sprint Retrospective
109




Running a Sprint
110




Running

 30 days
 Team builds functionality that includes
  product backlog and meets Sprint goal
 Team self-organizes to do work
 Team conforms to existing standards and
  conventions
 Tracks progress
111




Monitoring a Sprint

        SPRiNT Burn Down
        Product Burn Down / Sprint / Release
        Velocity Chart
        Parking Lot Chart
112




News -- 50   Produkte -- 30   Schnittstellen - 10   ...




                 20                   9
   30                                               x
113
114
115




Hrs
                     Sprint Ende




      Trendline


                  aktuelle
                  Tendline




                     Tage
116




Abnormal termination
 Sprints can be cancelled before the allotted thirty days
    are over
 Team can cancel Sprint if they feel they are unable to
    meet Sprint goal
 Management can cancel Sprint if external
    circumstances negate the value of the Sprint goal
    and
 If a Sprint is abnormally terminated, the next step is to
    conduct a new Sprint planning meeting, where the
    reason for the termination is reviewed.
117




ScrumMaster = Change Agent
In 1967 I submitted a paper called quot;How Do Committees Invent?quot;
              to the Harvard Business Review. HBR rejected it on the grounds
              that I had not proved my thesis. I then submitted it to
              Datamation, the major IT magazine at that time, which
              published it April 1968.


              Here is one form of the paper's thesis:


Conways Law   Any organization that designs a
              system (defined broadly) will
              produce a design whose
              structure is a copy of the
              organization's communication
              structure.
119




Scrum a Change
Process
Most projects deliver software every 6 to 18 months. Scrum reduces this to many 1 month deliveries to increase
  control via inspect/adapt.
This puts stress on the team and organization, exposing underlying problems and limitations.
The ScrumMaster’s job is to prioritize these problems and help the organization overcome them to get better at
  software development, managing software investments, and becoming a community to work in.
120




Listening
To listen fully means to pay close attention to what is being said beneath the words.
You listen not only to the 'music,' but to the essence of the person speaking.
You listen not only for what someone knows, but for what he or she is.
Ears operate at the speed of sound, which is far slower than the speed of light the eyes take in.
 Generative listening is the art of developing deeper silences in yourself, so you can slow our
  mind’s hearing to your ears’ natural speed, and hear beneath the words to their meaning.
121




ScrumMaster = Leader and Facilitator
 Removing the barriers between development and the
  customer so the customer directly drives development
 Teaching the customer how to maximize ROI and meet their
   objectives through Scrum
 Improving the lives of the development team by facilitating
   creativity and empowerment
 Improving the productivity of the development team in any
   way possible and,
 Improving the engineering practices and tools so each
   increment of functionality is potentially shippable.
122




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

       Determine where Scrum is compared to where it
        could be and update your own Scrum product
        backlog

       Work the product backlog

       A dead ScrumMaster is a useless ScrumMaster
         and,

       Use all of your senses, including common sense,
        and remember that you have no authority.
123




Impediments II

        The tyranny of the waterfall
        The illusion of command and
         control and,
        The era of opacity.
124




Scrum Teams
Multi Disciplinary                      Cross Functional with
                                                  No “Roles”




                         5-9
                     self-sustainable
126




Rules of Etiquette

 Team should create “Teams rules”

 Never use the word “you”

 Be on time

 Use a talking stick

 No name calling
127




Collaboration

 The Product Owner is not enemy

 Other teams need to understand that we need them

 We all deliver to the same goal

 Open collocated space is recommended
128




Scaling / Distributed Teams / Larger Scrum
129




                     PO

                                                                    PO
                                            Team
                                                                                              Team
Anforderer aus den
  Fachbereichen

                                                                         Anforderer aus den
                                                                           Fachbereichen

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

                                                             Team
               Anforderer aus den
                 Fachbereichen
130




Marketing      Sales       Kunde         Dev.               IT          Kunde         Kunde     Kunde


                       P    P       P          P        P         P
                                                                          P

                            P             P                  P

               P
                                P                   P                                     Product Owner
                                                                  P


                                                                              P

        P                       P                  P                  P



        Team                Team                   Team                   Team                 Team




       P
                   Team                 Team                     Team                   Team

                                P                       P                         P
131




Common Pitfalls
132




If you do not have in place:
132




If you do not have in place:
1. Prodcut Owner is missing

  1.1.No Vision

  1.2.No roadmap

  1.3.No product backlog
132




If you do not have in place:
1. Prodcut Owner is missing

  1.1.No Vision

  1.2.No roadmap

  1.3.No product backlog

2. Product Backlog

  2.1.Is not sized

  2.2.is not estimated

  2.3.is not prioritized
132




If you do not have in place:
1. Prodcut Owner is missing   3. Sprint meeting

  1.1.No Vision                  3.1.Team accepts backlog items “not ready”

  1.2.No roadmap

  1.3.No product backlog

2. Product Backlog

  2.1.Is not sized

  2.2.is not estimated

  2.3.is not prioritized
132




If you do not have in place:
1. Prodcut Owner is missing   3. Sprint meeting

  1.1.No Vision                  3.1.Team accepts backlog items “not ready”

  1.2.No roadmap              4. Sprint Interference

  1.3.No product backlog

2. Product Backlog

  2.1.Is not sized

  2.2.is not estimated

  2.3.is not prioritized
132




If you do not have in place:
1. Prodcut Owner is missing   3. Sprint meeting

  1.1.No Vision                  3.1.Team accepts backlog items “not ready”

  1.2.No roadmap              4. Sprint Interference

  1.3.No product backlog      5. No Burn-Down Chart

2. Product Backlog

  2.1.Is not sized

  2.2.is not estimated

  2.3.is not prioritized
132




If you do not have in place:
1. Prodcut Owner is missing   3. Sprint meeting

  1.1.No Vision                  3.1.Team accepts backlog items “not ready”

  1.2.No roadmap              4. Sprint Interference

  1.3.No product backlog      5. No Burn-Down Chart

2. Product Backlog            6. No Daily Meeting

  2.1.Is not sized

  2.2.is not estimated

  2.3.is not prioritized
132




If you do not have in place:
1. Prodcut Owner is missing   3. Sprint meeting

  1.1.No Vision                  3.1.Team accepts backlog items “not ready”

  1.2.No roadmap              4. Sprint Interference

  1.3.No product backlog      5. No Burn-Down Chart

2. Product Backlog            6. No Daily Meeting

  2.1.Is not sized            7. No Impediment List

  2.2.is not estimated

  2.3.is not prioritized
132




If you do not have in place:
1. Prodcut Owner is missing   3. Sprint meeting

  1.1.No Vision                  3.1.Team accepts backlog items “not ready”

  1.2.No roadmap              4. Sprint Interference

  1.3.No product backlog      5. No Burn-Down Chart

2. Product Backlog            6. No Daily Meeting

  2.1.Is not sized            7. No Impediment List

  2.2.is not estimated        8. Software not Done

  2.3.is not prioritized
132




If you do not have in place:
1. Prodcut Owner is missing   3. Sprint meeting

  1.1.No Vision                  3.1.Team accepts backlog items “not ready”

  1.2.No roadmap              4. Sprint Interference

  1.3.No product backlog      5. No Burn-Down Chart

2. Product Backlog            6. No Daily Meeting

  2.1.Is not sized            7. No Impediment List

  2.2.is not estimated        8. Software not Done

  2.3.is not prioritized      9. No retrospective
133




What is hard about Scrum?
133




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




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




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




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




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




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




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




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

5.   Integrating support tasks
133




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

5.   Integrating support tasks     9.   Time for research / slack
quot;My advice is to do it by the book,       1. Shu ( :     , Shu? quot;protectquot;, quot;obeyquot;)

get good at the practices,                   — traditional wisdom — learning
                                          fundamentals, techniques, heuristics,
then do as you will.                                     proverb.

Many people want to skip to step three.
How do they know? quot; -- Ron Jeffries        2. Ha ( :    , Ha? quot;detachquot;, quot;digressquot;) —

                                            breaking with tradition — finding
                                            exceptions to traditional wisdom,
                                          reflecting on their truth, finding new
                                             ways, techniques, and proverbs



                                           3. Ri ( :   , Ri? quot;leavequot;, quot;separatequot;) —

                                              transcendence — there are no
                                          techniques or proverbs, all moves are
                                                         natural
135




Velocity Game
bor!s gloger
Copyright of this presentation is by Boris
Gloger.


Every Certified Scrum Master, trained by
Boris Gloger, is allowed to use this slide for
a non commercial purpose.


Further Information you get from:


Boris.Gloger@gmail.com

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Certified Scrum Training Boris Gloger

  • 1. Certified ScrumMaster 2008 presented by bor!s gloger
  • 2. 2 GOAL: DELIVER A BROCHURE FOR THE EARTH TOURIST BOARD LOCATED ON MARS • Create cover art, brand, • Outline a “7 wonders of the and/or logo world” expedition • Define major topics for • Set prices for the tours Martian tourism • Outline warning messages • Describe “Art Interests in (gravity, oxygen, fungi,etc.) Europe” tour • Suggest clothing options • Describe a tour based on • Explain travel options to/ photosynthesis from Mars
  • 3. “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
  • 8. France | Germany | Austria
  • 13. What is a ScrumMaster?
  • 15. 15 Scrum is not a ....
  • 16. You will get a new mindset!
  • 17. 17 Agenda and Topics Day 1 Topics Done 09:00 - Start 10:30 - Break Estimation 12:30 - Lunch Break Planning Retrospectives 15:00 - Break 17:00 - Short Break Roles & Responsibilities Principles 18:00 - End History Day 2 Scaling Scrum Flow Complexity Start tomorrow - 08:30 Velocity Game
  • 18. 18
  • 20. 20
  • 21. 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.
  • 22. NOKIA - TEST 2. Do they do just enough specficiation before starting a Sprint and is their Product Backlog ready?
  • 23. NOKIA - TEST 3. Do they have a Product Owner. A Product Backlog? Is it estimated by the team?
  • 24. NOKIA - TEST 4. Does the team have a burndown chart and does the team know their velocity?
  • 25. NOKIA - TEST 5. Is their team free from disruption during the Sprint?
  • 26. 26 Deliver ball points As a group, deliver as many ball points as possible. Timebox 2 min.
  • 27. 27
  • 28. 28
  • 29. 29
  • 30. HEARTBEAT RETROSPECTIVES Learning from the past for the future
  • 32. The Secret of Gravity
  • 35. 1 2 3 4 5 6
  • 36. “Regardless of what we discover, we understand and truly believe: that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand.” -- Norman Kerth , Project Retrospectives
  • 40. SCRUMMASTER TEAM MEMBER PRODUCT OWNER ORGANISATION
  • 42. INPUT FOR SPRINT PLANNING
  • 43. less than 90 min!
  • 44. N Ø T IN THE TEAM ROOM
  • 47. Scrum Roles Scrum Roles are Responsibilites of a process not positions in an enterprise
  • 49. 48 Responsibilities of this role ScrumMaster
  • 50. 48 Responsibilities of this role Shepherding the team, ScrumMaster
  • 51. 48 Responsibilities of this role Shepherding the team, Working with the Product Owner ScrumMaster
  • 52. 48 Responsibilities of this role Shepherding the team, Working with the Product Owner Removing impediments, ScrumMaster
  • 53. 48 Responsibilities of this role Shepherding the team, Working with the Product Owner Removing impediments, Keeping the process moving, and ScrumMaster
  • 54. 48 Responsibilities of this role Shepherding the team, Working with the Product Owner Removing impediments, Keeping the process moving, and Socializing Scrum to the greater organization ScrumMaster
  • 56. 49 Responsibilities of this role Te a m
  • 57. 49 Responsibilities of this role • Estimating size of backlog items, Te a m
  • 58. 49 Responsibilities of this role • Estimating size of backlog items, • Committing to increments of deliverable software Te a m
  • 59. 49 Responsibilities of this role • Estimating size of backlog items, • Committing to increments of deliverable software • – and delivering it. Te a m
  • 60. 49 Responsibilities of this role • Estimating size of backlog items, • Committing to increments of deliverable software • – and delivering it. • Tracking own progress (with Scrum Master). Te a m
  • 61. 49 Responsibilities of this role • Estimating size of backlog items, • Committing to increments of deliverable software • – and delivering it. • Tracking own progress (with Scrum Master). • Self-organizing – but accountable to the product owner for delivering as promised. Te a m
  • 63. 50 Responsibilities of this role Product Owner
  • 64. 50 Responsibilities of this role • Working on a shared vision Product Owner
  • 65. 50 Responsibilities of this role • Working on a shared vision • Gathering requirements Product Owner
  • 66. 50 Responsibilities of this role • Working on a shared vision • Gathering requirements • Managing and prioritizing the Product Backlog Product Owner
  • 67. 50 Responsibilities of this role • Working on a shared vision • Gathering requirements • Managing and prioritizing the Product Backlog • Accepting the software at the end of each iteration Product Owner
  • 68. 50 Responsibilities of this role • Working on a shared vision • Gathering requirements • Managing and prioritizing the Product Backlog • Accepting the software at the end of each iteration • Managing the release plan Product Owner
  • 69. 50 Responsibilities of this role • Working on a shared vision • Gathering requirements • Managing and prioritizing the Product Backlog • Accepting the software at the end of each iteration • Managing the release plan • The profitability of the project (ROI) Product Owner
  • 70. 51 Manager Kunde ScrumMaster Team Product Owner Anwender
  • 71. Company in USA: Portal Company 5 Product Owners: News, Email, Products, Security, Infrastructure 1 Scrum Development Team, 9 people 1 integrated product: Portal.
  • 72. What kind of problems do you get, if the ScrumMaster is part of the team?
  • 74. 54 Exercise: •What kind of impediments can you think Impediment backlog of? •Create a list of current impediments in your organization Timebox 5 min
  • 75. 55
  • 78. 58 • The New New Product Development Game, by Nonaka and Takeushi • Lean Management, Deming and Juran • Iterative and incremental development, Barry Boehm • First Implemenations, Jeff Sutherland agile foundation
  • 79. 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
  • 80. 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.
  • 81. 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.”
  • 82.
  • 85. 65 Stacy and Complexity unstable •Timebox •Emergent Emergent Requirements Software Time •Complexity •Anarchy stable known Technology unknown •You need boundaries! Every Activity in Scrum is Timeboxed! http://www.plexusinstitute.org/ edgeware/archive/think/ main_aides3.html
  • 86. 66 It is typical to adopt the defined (theoretical) modeling approach when the underlying mechanisms by which a process operates are reasonably well understood.
  • 87. When the process is too complicated for the defined approach, the empirical approach is the appropriate choice
  • 88. 68 Strategic Planning / Agile Planning
  • 89. 69 Purpose of planning? What is planning? What is estimation? Why do we do planning? Are you successful? What is your biggest issue in planning? Please discuss on your tables: Timebox 10 min
  • 90. 70 Planning is ... Planning is the (psychological) process of thinking about the activities required to create a desired future on some scale. This thought process is essential to the creation and refinement of a plan, or integration of it with other plans. Planning is a dialogue. Dia = through; Logos = Word / Thinking
  • 91. 71 The Product Backlog • Emergent • Deliverables, Stories, Functionality Requirements • Prioritized and Estimated • More detailed on higher priority items • Anyone can contribute • Product owner is responsible for priority • Maintained and posted visibly • Business Plan
  • 94. Product Backlog Iceberg Priority Sprint Release Next Release 74 © 2008  Objectbay So0ware & Consul9ng GmbH. 
  • 95. Certified ScrumMaster 2008 presented by bor!s gloger
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  • 121. Results Scrum Meetings
  • 122. 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
  • 125. 103 Estimation Meeting Preparation of Sprint Planning Formal estimation Spend at least two meetings per Sprint Estimate only Size not Time => Input for Release Planing
  • 130. 104 Planning Meeting Product Backlog Team Capabilities Next Sprint Goal Business Conditions Review, Selected Product Consider, Backlog Technology Stability Organize Sprint Backlog Executable Product Increment
  • 133. 105 Daily Scrum Meetings • Daily 15 minute meeting
  • 134. 105 Daily Scrum Meetings • Daily 15 minute meeting • Same place and time every day
  • 135. 105 Daily Scrum Meetings • Daily 15 minute meeting • Same place and time every day • Meeting room
  • 136. 105 Daily Scrum Meetings • Daily 15 minute meeting • Same place and time every day • Meeting room • Chickens and pigs
  • 137. 105 Daily Scrum Meetings • Daily 15 minute meeting • Same place and time every day • Meeting room • Chickens and pigs • Three questions
  • 138. 105 Daily Scrum Meetings • Daily 15 minute meeting • Same place and time every day • Meeting room • Chickens and pigs • Three questions • What have you ACHIEVED since last meeting?
  • 139. 105 Daily Scrum Meetings • Daily 15 minute meeting • Same place and time every day • Meeting room • Chickens and pigs • Three questions • What have you ACHIEVED since last meeting? • What will you ACHIEVE before next meeting?
  • 140. 105 Daily Scrum Meetings • Daily 15 minute meeting • Same place and time every day • Meeting room • Chickens and pigs • Three questions • What have you ACHIEVED since last meeting? • What will you ACHIEVE before next meeting? • What is in your way?
  • 141. 105 Daily Scrum Meetings • Daily 15 minute meeting • Same place and time every day • Meeting room • Chickens and pigs • Three questions • What have you ACHIEVED since last meeting? • What will you ACHIEVE before next meeting? • What is in your way? • Impediments and
  • 142. 105 Daily Scrum Meetings • Daily 15 minute meeting • Same place and time every day • Meeting room • Chickens and pigs • Three questions • What have you ACHIEVED since last meeting? • What will you ACHIEVE before next meeting? • What is in your way? • Impediments and • Decisions
  • 143. 105 Daily Scrum Meetings • Daily 15 minute meeting • Same place and time every day • Meeting room • Chickens and pigs • Three questions • What have you ACHIEVED since last meeting? • What will you ACHIEVE before next meeting? • What is in your way? • Impediments and • Decisions
  • 147. 106 Sprint Review When a Team member says “done,” what does that mean? Done!
  • 148. 106 Sprint Review When a Team member says “done,” what does that mean? Done! Code adheres to standards, is clean, has been re-factored, has been unit tested, has been checked in, has been built, and has had a suite of unit tests applied to it
  • 149. 106 Sprint Review When a Team member says “done,” what does that mean? Done! Code adheres to standards, is clean, has been re-factored, has been unit tested, has been checked in, has been built, and has had a suite of unit tests applied to it Development environment for this to happen requires source code library, coding standards, automated build facility, and unit test harness
  • 150. 106 Sprint Review When a Team member says “done,” what does that mean? Done! Code adheres to standards, is clean, has been re-factored, has been unit tested, has been checked in, has been built, and has had a suite of unit tests applied to it Development environment for this to happen requires source code library, coding standards, automated build facility, and unit test harness
  • 151. 106 Sprint Review When a Team member says “done,” what does that mean? Done! Code adheres to standards, is clean, has been re-factored, has been unit tested, has been checked in, has been built, and has had a suite of unit tests applied to it Development environment for this to happen requires source code library, coding standards, automated build facility, and unit test harness
  • 152. 107 Evaluation Consequences Restoring unfinished functionality to the Product Backlog and prioritizing it. Removing functionality from the Product Backlog that the team unexpectedly completed. Working with the ScrumMaster to reformulate the team. Reprioritizing the Product Backlog to take advantage of opportunities that the demonstrated functionality presents. Ask for a release Sprint to implement the demonstrated functionality, alone or with increments from previous Sprints. Choosing not to proceed further with the project and not authorizing another Sprint. Requesting that the project progress be sped up by authorizing additional teams to work on the Product Backlog.
  • 157. 110 Running 30 days Team builds functionality that includes product backlog and meets Sprint goal Team self-organizes to do work Team conforms to existing standards and conventions Tracks progress
  • 158. 111 Monitoring a Sprint SPRiNT Burn Down Product Burn Down / Sprint / Release Velocity Chart Parking Lot Chart
  • 159. 112 News -- 50 Produkte -- 30 Schnittstellen - 10 ... 20 9 30 x
  • 160. 113
  • 161. 114
  • 162. 115 Hrs Sprint Ende Trendline aktuelle Tendline Tage
  • 163. 116 Abnormal termination Sprints can be cancelled before the allotted thirty days are over Team can cancel Sprint if they feel they are unable to meet Sprint goal Management can cancel Sprint if external circumstances negate the value of the Sprint goal and If a Sprint is abnormally terminated, the next step is to conduct a new Sprint planning meeting, where the reason for the termination is reviewed.
  • 165. In 1967 I submitted a paper called quot;How Do Committees Invent?quot; to the Harvard Business Review. HBR rejected it on the grounds that I had not proved my thesis. I then submitted it to Datamation, the major IT magazine at that time, which published it April 1968. Here is one form of the paper's thesis: Conways Law Any organization that designs a system (defined broadly) will produce a design whose structure is a copy of the organization's communication structure.
  • 166. 119 Scrum a Change Process Most projects deliver software every 6 to 18 months. Scrum reduces this to many 1 month deliveries to increase control via inspect/adapt. This puts stress on the team and organization, exposing underlying problems and limitations. The ScrumMaster’s job is to prioritize these problems and help the organization overcome them to get better at software development, managing software investments, and becoming a community to work in.
  • 167. 120 Listening To listen fully means to pay close attention to what is being said beneath the words. You listen not only to the 'music,' but to the essence of the person speaking. You listen not only for what someone knows, but for what he or she is. Ears operate at the speed of sound, which is far slower than the speed of light the eyes take in. Generative listening is the art of developing deeper silences in yourself, so you can slow our mind’s hearing to your ears’ natural speed, and hear beneath the words to their meaning.
  • 168. 121 ScrumMaster = Leader and Facilitator Removing the barriers between development and the customer so the customer directly drives development Teaching the customer how to maximize ROI and meet their objectives through Scrum Improving the lives of the development team by facilitating creativity and empowerment Improving the productivity of the development team in any way possible and, Improving the engineering practices and tools so each increment of functionality is potentially shippable.
  • 169. 122 A Day in Life of a ScrumMaster Ensure everyone is doing what they have agreed to do Determine where Scrum is compared to where it could be and update your own Scrum product backlog Work the product backlog A dead ScrumMaster is a useless ScrumMaster and, Use all of your senses, including common sense, and remember that you have no authority.
  • 170. 123 Impediments II The tyranny of the waterfall The illusion of command and control and, The era of opacity.
  • 172. Multi Disciplinary Cross Functional with No “Roles” 5-9 self-sustainable
  • 173. 126 Rules of Etiquette Team should create “Teams rules” Never use the word “you” Be on time Use a talking stick No name calling
  • 174. 127 Collaboration The Product Owner is not enemy Other teams need to understand that we need them We all deliver to the same goal Open collocated space is recommended
  • 175. 128 Scaling / Distributed Teams / Larger Scrum
  • 176. 129 PO PO Team Team Anforderer aus den Fachbereichen Anforderer aus den Fachbereichen Die Anforder schreiben BI und der Po priorisiert, Backlog Backlog erst im Sprint arbeiten priorisiert die Anforderer direkt mit dem Team PO Team Anforderer aus den Fachbereichen
  • 177. 130 Marketing Sales Kunde Dev. IT Kunde Kunde Kunde P P P P P P P P P P P P P Product Owner P P P P P P Team Team Team Team Team P Team Team Team Team P P P
  • 179. 132 If you do not have in place:
  • 180. 132 If you do not have in place: 1. Prodcut Owner is missing 1.1.No Vision 1.2.No roadmap 1.3.No product backlog
  • 181. 132 If you do not have in place: 1. Prodcut Owner is missing 1.1.No Vision 1.2.No roadmap 1.3.No product backlog 2. Product Backlog 2.1.Is not sized 2.2.is not estimated 2.3.is not prioritized
  • 182. 132 If you do not have in place: 1. Prodcut Owner is missing 3. Sprint meeting 1.1.No Vision 3.1.Team accepts backlog items “not ready” 1.2.No roadmap 1.3.No product backlog 2. Product Backlog 2.1.Is not sized 2.2.is not estimated 2.3.is not prioritized
  • 183. 132 If you do not have in place: 1. Prodcut Owner is missing 3. Sprint meeting 1.1.No Vision 3.1.Team accepts backlog items “not ready” 1.2.No roadmap 4. Sprint Interference 1.3.No product backlog 2. Product Backlog 2.1.Is not sized 2.2.is not estimated 2.3.is not prioritized
  • 184. 132 If you do not have in place: 1. Prodcut Owner is missing 3. Sprint meeting 1.1.No Vision 3.1.Team accepts backlog items “not ready” 1.2.No roadmap 4. Sprint Interference 1.3.No product backlog 5. No Burn-Down Chart 2. Product Backlog 2.1.Is not sized 2.2.is not estimated 2.3.is not prioritized
  • 185. 132 If you do not have in place: 1. Prodcut Owner is missing 3. Sprint meeting 1.1.No Vision 3.1.Team accepts backlog items “not ready” 1.2.No roadmap 4. Sprint Interference 1.3.No product backlog 5. No Burn-Down Chart 2. Product Backlog 6. No Daily Meeting 2.1.Is not sized 2.2.is not estimated 2.3.is not prioritized
  • 186. 132 If you do not have in place: 1. Prodcut Owner is missing 3. Sprint meeting 1.1.No Vision 3.1.Team accepts backlog items “not ready” 1.2.No roadmap 4. Sprint Interference 1.3.No product backlog 5. No Burn-Down Chart 2. Product Backlog 6. No Daily Meeting 2.1.Is not sized 7. No Impediment List 2.2.is not estimated 2.3.is not prioritized
  • 187. 132 If you do not have in place: 1. Prodcut Owner is missing 3. Sprint meeting 1.1.No Vision 3.1.Team accepts backlog items “not ready” 1.2.No roadmap 4. Sprint Interference 1.3.No product backlog 5. No Burn-Down Chart 2. Product Backlog 6. No Daily Meeting 2.1.Is not sized 7. No Impediment List 2.2.is not estimated 8. Software not Done 2.3.is not prioritized
  • 188. 132 If you do not have in place: 1. Prodcut Owner is missing 3. Sprint meeting 1.1.No Vision 3.1.Team accepts backlog items “not ready” 1.2.No roadmap 4. Sprint Interference 1.3.No product backlog 5. No Burn-Down Chart 2. Product Backlog 6. No Daily Meeting 2.1.Is not sized 7. No Impediment List 2.2.is not estimated 8. Software not Done 2.3.is not prioritized 9. No retrospective
  • 189. 133 What is hard about Scrum?
  • 190. 133 What is hard about Scrum? 1. Overwhelming details if not managed
  • 191. 133 What is hard about Scrum? 1. Overwhelming details if not managed 2. Cross-functional team understanding
  • 192. 133 What is hard about Scrum? 1. Overwhelming details if not managed 2. Cross-functional team understanding 3. Getting a product backlog
  • 193. 133 What is hard about Scrum? 1. Overwhelming details if not managed 2. Cross-functional team understanding 3. Getting a product backlog 4. Non-dedicated resources
  • 194. 133 What is hard about Scrum? 1. Overwhelming details if not managed 2. Cross-functional team understanding 3. Getting a product backlog 4. Non-dedicated resources 5. Integrating support tasks
  • 195. 133 What is hard about Scrum? 1. Overwhelming details if not 6. Estimation / metrics managed 2. Cross-functional team understanding 3. Getting a product backlog 4. Non-dedicated resources 5. Integrating support tasks
  • 196. 133 What is hard about Scrum? 1. Overwhelming details if not 6. Estimation / metrics managed 7. Daily estimates / decomposition 2. Cross-functional team of work understanding 3. Getting a product backlog 4. Non-dedicated resources 5. Integrating support tasks
  • 197. 133 What is hard about Scrum? 1. Overwhelming details if not 6. Estimation / metrics managed 7. Daily estimates / decomposition 2. Cross-functional team of work understanding 8. Longer term planing / 3. Getting a product backlog coordination with other teams - 4. Non-dedicated resources conflicting priorities 5. Integrating support tasks
  • 198. 133 What is hard about Scrum? 1. Overwhelming details if not 6. Estimation / metrics managed 7. Daily estimates / decomposition 2. Cross-functional team of work understanding 8. Longer term planing / 3. Getting a product backlog coordination with other teams - 4. Non-dedicated resources conflicting priorities 5. Integrating support tasks 9. Time for research / slack
  • 199. quot;My advice is to do it by the book, 1. Shu ( : , Shu? quot;protectquot;, quot;obeyquot;) get good at the practices, — traditional wisdom — learning fundamentals, techniques, heuristics, then do as you will. proverb. Many people want to skip to step three. How do they know? quot; -- Ron Jeffries 2. Ha ( : , Ha? quot;detachquot;, quot;digressquot;) — breaking with tradition — finding exceptions to traditional wisdom, reflecting on their truth, finding new ways, techniques, and proverbs 3. Ri ( : , Ri? quot;leavequot;, quot;separatequot;) — transcendence — there are no techniques or proverbs, all moves are natural
  • 201. bor!s gloger Copyright of this presentation is by Boris Gloger. Every Certified Scrum Master, trained by Boris Gloger, is allowed to use this slide for a non commercial purpose. Further Information you get from: Boris.Gloger@gmail.com