SlideShare a Scribd company logo

Certified ScrumMaster Training

1 of 198
Download to read offline
1




                        Certified ScrumMaster 2009

                                 presented by




Montag, 15. Juni 2009
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.




Montag, 15. Juni 2009
NOKIA - TEST

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




Montag, 15. Juni 2009
NOKIA - TEST

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




Montag, 15. Juni 2009
NOKIA - TEST

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




Montag, 15. Juni 2009
NOKIA - TEST

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




Montag, 15. Juni 2009
7



                            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


Montag, 15. Juni 2009
“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 Projects" by
                                                      Charles Lecht. 1967
Montag, 15. Juni 2009
9




    Introduction
Montag, 15. Juni 2009
bor!s gloger
Montag, 15. Juni 2009
Philosophy and Soziology


Montag, 15. Juni 2009
EDS | BroadVision | ONE


Montag, 15. Juni 2009
France | Germany | Austria


Montag, 15. Juni 2009
1st Certified ScrumTrainer


Montag, 15. Juni 2009
SPRiNT iT
Montag, 15. Juni 2009
bor!s gloger
Montag, 15. Juni 2009
Hand-Outs:
                        - Presentation
                           - Photos


Montag, 15. Juni 2009
What is a ScrumMaster?


Montag, 15. Juni 2009
What is Scrum?

Montag, 15. Juni 2009
20




                        Scrum is not a ....
Montag, 15. Juni 2009
You will get a new mindset!


Montag, 15. Juni 2009
22




    Agenda and Topics
    Day 1
                             Topics                   Done
    09:00 - Start
                                                                                    Estimation
    10:30 - Break
    12:30 - Lunch Break                                        Planning
                                 Retrospectives
    15:00 - Break
    17:00 - Short Break                           Principles
                                                                          Roles &
                                                                       Responsibilities
    18:00 - End              History
    Day 2
                                                                          Scaling
                                                     Scrum Flow
                             Complexity
    Start tomorrow - 08:30
                                                                  Velocity Game




Montag, 15. Juni 2009
HOW to do - Sprint Planning 2                                                                                CHECK it - Daily Scrum
                                                                                          WHAT to do - Sprint Planning 1
                        The
                        Scrum
                                                                                                                                   Analyse

                                                                                                PB



                        Flow
                        ©
                            2009                                                                                                                                                                                                                                                                                                                                                  Tactical
                                                                                                                                                                                                                                                                                                                                                                                  Level

                                                                                                                                    Sprint # 1                                                              Sprint # 2                                                                         Sprint # 3                                                                          Sprint # 4
                                                                                      9:00

                                                                                                                                                          .......                                                                      .......                                                                            .......                                                                   .......




                                                                                                              Sprint Planning 1




                                                                                                                                                                                  Sprint Planning 1




                                                                                                                                                                                                                                                                  Sprint Planning 1




                                                                                                                                                                                                                                                                                                                                                              Sprint Planning 1
                                      CU
                                           STO MER
                                                                                                                                  Do your Daily Scrum every day!                                        Do your Daily Scrum every day!                                                Do your Daily Scrum every day!
                                                        M
                                                            ANAG     ER



                                 Product Idea




                                                                                                                                                                                                                                                                                        Estimation Meeting
                                                                                     12:00




                                                                                                                                                                 Review




                                                                                                                                                                                                                                             Review




                                                                                                                                                                                                                                                                                                                                Review
                                                                                                                                                                 Sprint




                                                                                                                                                                                                                                             Sprint




                                                                                                                                                                                                                                                                                                                                Sprint




                                                                                                                                                                                                                                                                                                                                                                                                         Sprint
                                                                                                              Sprint Planning 2




                                                                                                                                                                                  Sprint Planning 2




                                                                                                                                                                                                                                                                  Sprint Planning 2




                                                                                                                                                                                                                                                                                                                                                              Sprint Planning 2
                                                       VISION




                                                                                                                                                           spective




                                                                                                                                                                                                                                        spective




                                                                                                                                                                                                                                                                                                                           spective
                                                                                                                                                           Retro-




                                                                                                                                                                                                                                        Retro-




                                                                                                                                                                                                                                                                                                                           Retro-




                                                                                                                                                                                                                                                                                                                                                                                                    Retro-
                            PR




                                             ER




                                                                                                                                                           Sprint




                                                                                                                                                                                                                                        Sprint




                                                                                                                                                                                                                                                                                                                           Sprint




                                                                                                                                                                                                                                                                                                                                                                                                    Sprint
                             O                N
                                 DU
                                      CT OW
                                                        SC




                                                                           R




                                                            R                  E
                                                                UM
                                                                     MAS
                                                                           T                                                                                                                                                                                                                                                                                                          Version 1.2
                                                                                     18:00
                                             TEAM

                                                                                           Day 1                                                                                                                                                                                                                                                         Release



                             Product Backlog
                                                                                   Estimation




                                                                                                                       Estimation




                                                                                                                                                    Estimation




                                                                                                                                                                                                       Estimation




                                                                                                                                                                                                                               Estimation




                                                                                                                                                                                                                                                                          Estimation




                                                                                                                                                                                                                                                                                                                   Estimation




                                                                                                                                                                                                                                                                                                                                                             Estimation
                                      prioritized
                                                                                   Meeting




                                                                                                                       Meeting




                                                                                                                                                    Meeting




                                                                                                                                                                                                       Meeting




                                                                                                                                                                                                                               Meeting




                                                                                                                                                                                                                                                                          Meeting




                                                                                                                                                                                                                                                                                                                   Meeting




                                                                                                                                                                                                                                                                                                                                                             Meeting
                                                  PB                                                                                          PB                             PB                                                                       PB                                                     PB                          PB                                          PB




                                                                                                                                                                                                                                                                                                                                          1
                                                                                                                                                                                                                                                                                                                            Under             20   100
                                                                                                                                                                                                                                                                                                                            stand             ?
                                                                                                                                                                                                                                                                                                                                             5 2


                                                                                                                                                                                                                                                                                                                                                                                  Strategic
                                                                                                                                                                                                                                                                                                                                         Planning
                                                                                                                                                                                                                                                                                                                                          Poker
                                                                                                         M
                                                                                                             ANAGER
                                                                                                                                     CU
                                                                                                                                          STO MER          USER
                                                                                                                                                                                               CU
                                                                                                                                                                                                      STO MER
                                                                                                                                                                                                                         M
                                                                                                                                                                                                                              ANAGER                       USER                                                                          13 30
                                                                                                                                                                                                                                                                                                                                         40         8    Play!


                                                                                                                                                                                                                                                                                                                                                         3
                                                                                                                                                                                                                                                                                                                                                                                  Level
                                      Releaseplan                                                                                                                         Releaseplan Update                                                                                                                  5
                                                                                                                                                                                                                                                                                                                                                         20
                                                                                                                                                                                                                                                                                                              8
                                                                                                                                                                                                                                                                                                                                                         8
                                                                           version 0.0               version 1.0                    version 1.3     version 2.0             version 0.0                         version 1.0      version 1.2           version 2.0                                            13     TEAM
                                                                                                                                                                                                                                                                                                                                                         5

                                                                                                                                                                                                                                                                                                    SIZE it - Estimation Meeting


Montag, 15. Juni 2009
24




Montag, 15. Juni 2009
25




     RULES
Montag, 15. Juni 2009
26




Montag, 15. Juni 2009
27




Montag, 15. Juni 2009
HOW to do - Sprint Planning 2                                                                                CHECK it - Daily Scrum
                                                                                          WHAT to do - Sprint Planning 1
                        The
                        Scrum
                                                                                                                                   Analyse

                                                                                                PB



                        Flow
                        ©
                            2009                                                                                                                                                                                                                                                                                                                                                  Tactical
                                                                                                                                                                                                                                                                                                                                                                                  Level

                                                                                                                                    Sprint # 1                                                              Sprint # 2                                                                         Sprint # 3                                                                          Sprint # 4
                                                                                      9:00

                                                                                                                                                          .......                                                                      .......                                                                            .......                                                                   .......




                                                                                                              Sprint Planning 1




                                                                                                                                                                                  Sprint Planning 1




                                                                                                                                                                                                                                                                  Sprint Planning 1




                                                                                                                                                                                                                                                                                                                                                              Sprint Planning 1
                                      CU
                                           STO MER
                                                                                                                                  Do your Daily Scrum every day!                                        Do your Daily Scrum every day!                                                Do your Daily Scrum every day!
                                                        M
                                                            ANAG     ER



                                 Product Idea




                                                                                                                                                                                                                                                                                        Estimation Meeting
                                                                                     12:00




                                                                                                                                                                 Review




                                                                                                                                                                                                                                             Review




                                                                                                                                                                                                                                                                                                                                Review
                                                                                                                                                                 Sprint




                                                                                                                                                                                                                                             Sprint




                                                                                                                                                                                                                                                                                                                                Sprint




                                                                                                                                                                                                                                                                                                                                                                                                         Sprint
                                                                                                              Sprint Planning 2




                                                                                                                                                                                  Sprint Planning 2




                                                                                                                                                                                                                                                                  Sprint Planning 2




                                                                                                                                                                                                                                                                                                                                                              Sprint Planning 2
                                                       VISION




                                                                                                                                                           spective




                                                                                                                                                                                                                                        spective




                                                                                                                                                                                                                                                                                                                           spective
                                                                                                                                                           Retro-




                                                                                                                                                                                                                                        Retro-




                                                                                                                                                                                                                                                                                                                           Retro-




                                                                                                                                                                                                                                                                                                                                                                                                    Retro-
                            PR




                                             ER




                                                                                                                                                           Sprint




                                                                                                                                                                                                                                        Sprint




                                                                                                                                                                                                                                                                                                                           Sprint




                                                                                                                                                                                                                                                                                                                                                                                                    Sprint
                             O                N
                                 DU
                                      CT OW
                                                        SC




                                                                           R




                                                            R                  E
                                                                UM
                                                                     MAS
                                                                           T                                                                                                                                                                                                                                                                                                          Version 1.2
                                                                                     18:00
                                             TEAM

                                                                                           Day 1                                                                                                                                                                                                                                                         Release



                             Product Backlog
                                                                                   Estimation




                                                                                                                       Estimation




                                                                                                                                                    Estimation




                                                                                                                                                                                                       Estimation




                                                                                                                                                                                                                               Estimation




                                                                                                                                                                                                                                                                          Estimation




                                                                                                                                                                                                                                                                                                                   Estimation




                                                                                                                                                                                                                                                                                                                                                             Estimation
                                      prioritized
                                                                                   Meeting




                                                                                                                       Meeting




                                                                                                                                                    Meeting




                                                                                                                                                                                                       Meeting




                                                                                                                                                                                                                               Meeting




                                                                                                                                                                                                                                                                          Meeting




                                                                                                                                                                                                                                                                                                                   Meeting




                                                                                                                                                                                                                                                                                                                                                             Meeting
                                                  PB                                                                                          PB                             PB                                                                       PB                                                     PB                          PB                                          PB




                                                                                                                                                                                                                                                                                                                                          1
                                                                                                                                                                                                                                                                                                                            Under             20   100
                                                                                                                                                                                                                                                                                                                            stand             ?
                                                                                                                                                                                                                                                                                                                                             5 2


                                                                                                                                                                                                                                                                                                                                                                                  Strategic
                                                                                                                                                                                                                                                                                                                                         Planning
                                                                                                                                                                                                                                                                                                                                          Poker
                                                                                                         M
                                                                                                             ANAGER
                                                                                                                                     CU
                                                                                                                                          STO MER          USER
                                                                                                                                                                                               CU
                                                                                                                                                                                                      STO MER
                                                                                                                                                                                                                         M
                                                                                                                                                                                                                              ANAGER                       USER                                                                          13 30
                                                                                                                                                                                                                                                                                                                                         40         8    Play!


                                                                                                                                                                                                                                                                                                                                                         3
                                                                                                                                                                                                                                                                                                                                                                                  Level
                                      Releaseplan                                                                                                                         Releaseplan Update                                                                                                                  5
                                                                                                                                                                                                                                                                                                                                                         20
                                                                                                                                                                                                                                                                                                              8
                                                                                                                                                                                                                                                                                                                                                         8
                                                                           version 0.0               version 1.0                    version 1.3     version 2.0             version 0.0                         version 1.0      version 1.2           version 2.0                                            13     TEAM
                                                                                                                                                                                                                                                                                                                                                         5

                                                                                                                                                                                                                                                                                                    SIZE it - Estimation Meeting


Montag, 15. Juni 2009
Montag, 15. Juni 2009
HEARTBEAT
         RETROSPECTIVES
                        Learning from the past for the future



Montag, 15. Juni 2009
31




                        After Action Review



Montag, 15. Juni 2009
32




             debriefing



Montag, 15. Juni 2009
HOW to do - Sprint Planning 2                                                                                CHECK it - Daily Scrum
                                                                      WHAT to do - Sprint Planning 1
   The
   Scrum
                                                                                                               Analyse

                                                                            PB



   Flow
    ©
        2009                                                                                                                                                                                                                                                                                                                                                  Tactical
                                                                                                                                                                                                                                                                                                                                                              Level

                                                                                                                Sprint # 1                                                              Sprint # 2                                                                         Sprint # 3                                                                          Sprint # 4
                                                                  9:00

                                                                                                                                      .......                                                                      .......                                                                            .......                                                                   .......
                                                                                          Sprint Planning 1




                                                                                                                                                              Sprint Planning 1




                                                                                                                                                                                                                                              Sprint Planning 1




                                                                                                                                                                                                                                                                                                                                          Sprint Planning 1
                  CU
                       STO MER
                                                                                                              Do your Daily Scrum every day!                                        Do your Daily Scrum every day!                                                Do your Daily Scrum every day!
                                    M
                                        ANAGER



             Product Idea




                                                                                                                                                                                                                                                                    Estimation Meeting
                                                                 12:00




                                                                                                                                             Review
                                                                                                                                                                                                                                                                                                                                                                                                     Sprint


                                                                                                                                                                                                                         Review




                                                                                                                                                                                                                                                                                                            Review
                                                                                                                                             Sprint




                                                                                                                                                                                                                         Sprint




                                                                                                                                                                                                                                                                                                            Sprint




                                                                                                                                                                                                                                                                                                                                                                                     Sprint
                                                                                          Sprint Planning 2




                                                                                                                                                              Sprint Planning 2




                                                                                                                                                                                                                                              Sprint Planning 2




                                                                                                                                                                                                                                                                                                                                          Sprint Planning 2
                                                                                                                                                                                                                                                                                                                                                                                              Retrospective
                                   VISION
                                                                                                                                       spective




                                                                                                                                                                                                                    spective




                                                                                                                                                                                                                                                                                                       spective
                                                                                                                                       Retro-




                                                                                                                                                                                                                    Retro-




                                                                                                                                                                                                                                                                                                       Retro-




                                                                                                                                                                                                                                                                                                                                                                                Retro-
        PR




                         ER




                                                                                                                                       Sprint




                                                                                                                                                                                                                    Sprint




                                                                                                                                                                                                                                                                                                       Sprint




                                                                                                                                                                                                                                                                                                                                                                                Sprint
         O                N
             DU
                  CT OW
                                    SC




                                                       R




                                        R                  E
                                            UM
                                                 MAS
                                                       T                                                                                                                                                                                                                                                                                                          Version 1.2
                                                                 18:00
                         TEAM

                                                                       Day 1                                                                                                                                                                                                                                                         Release



         Product Backlog
                                                               Estimation




                                                                                                   Estimation




                                                                                                                                Estimation




                                                                                                                                                                                   Estimation




                                                                                                                                                                                                           Estimation




                                                                                                                                                                                                                                                      Estimation




                                                                                                                                                                                                                                                                                               Estimation




                                                                                                                                                                                                                                                                                                                                         Estimation
                  prioritized
                                                               Meeting




                                                                                                   Meeting




                                                                                                                                Meeting




                                                                                                                                                                                   Meeting




                                                                                                                                                                                                           Meeting




                                                                                                                                                                                                                                                      Meeting




                                                                                                                                                                                                                                                                                               Meeting




                                                                                                                                                                                                                                                                                                                                         Meeting
                              PB                                                                                          PB                             PB                                                                       PB                                                     PB                          PB                                          PB




                                                                                                                                                                                                                                                                                                                      1
                                                                                                                                                                                                                                                                                                                          20   100
                                                                                                                                                                                                                                                                                                        Under             ?
                                                                                                                                                                                                                                                                                                                         5 2


                                                                                                                                                                                                                                                                                                                                                              Strategic
                                                                                                                                                                                                                                                                                                        stand        Planning
                                                                                                                                                                                                                                                                                                                      Poker
                                                                                     M
                                                                                         ANAGER
                                                                                                                 CU
                                                                                                                      STO MER          USER
                                                                                                                                                                           CU
                                                                                                                                                                                  STO MER
                                                                                                                                                                                                     M
                                                                                                                                                                                                          ANAGER                       USER                                                                          13 30
                                                                                                                                                                                                                                                                                                                     40         8    Play!


                                                                                                                                                                                                                                                                                                                                     3
                                                                                                                                                                                                                                                                                                                                                              Level
                  Releaseplan                                                                                                                         Releaseplan Update                                                                                                                  5
                                                                                                                                                                                                                                                                                                                                     20
                                                                                                                                                                                                                                                                                          8
                                                                                                                                                                                                                                                                                                                                     8
                                                       version 0.0               version 1.0                    version 1.3     version 2.0             version 0.0                         version 1.0      version 1.2           version 2.0                                            13     TEAM
                                                                                                                                                                                                                                                                                                                                     5

                                                                                                                                                                                                                                                                                SIZE it - Estimation Meeting


Montag, 15. Juni 2009
IMPROVEMENT!




Montag, 15. Juni 2009
Where do we go from here?



                                   understanding the reality




Montag, 15. Juni 2009
What is learning?




Montag, 15. Juni 2009
37




                        Kids love to learn
Montag, 15. Juni 2009
The Secret of Gravity




Montag, 15. Juni 2009
secret #1 Disappointment of Expectations
Montag, 15. Juni 2009
Blaming
            stops Learning!



Montag, 15. Juni 2009
Concept of Psychological Safety Accountability for Meeting Demanding Goals

                                                        Demanding Goal
                                              Low                               High




                                                                     Learning                                secret #2
                        High           Comfort Zone

           Psychological
                                                                       Zone
              Safety


                        Low             Apathy Zone                     Anxiety Zone




                                                                       The competitive Imperative of Learning, Amy C Edmondson,
                                                                                        HBR, 7/8 2008, p. 60-66




Montag, 15. Juni 2009
Who goes to the
        Retrospective?




Montag, 15. Juni 2009
Montag, 15. Juni 2009
The Team makes it happen!




Montag, 15. Juni 2009
How do we run a retrospective?




Montag, 15. Juni 2009
Storytelling




Montag, 15. Juni 2009
“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

Montag, 15. Juni 2009
Timelinetale
                 telling the

Montag, 15. Juni 2009
Montag, 15. Juni 2009
                        What Went WELL?
IMPROVE!
Montag, 15. Juni 2009
SCRUMMASTER
              TEAM MEMBER




                            PRODUCT OWNER
                             ORGANISATION

Montag, 15. Juni 2009
SORTING
                        PRIORITIZING
                         RANKING
Montag, 15. Juni 2009
INPUT FOR SPRINT PLANNING



Montag, 15. Juni 2009
1   2   3


                        4   5   6

                                secret #3
Montag, 15. Juni 2009
less than 90 min!




             secret #4
Montag, 15. Juni 2009
N Ø T IN THE TEAM ROOM



Montag, 15. Juni 2009
everybody
                        the team invites




                                           secret #5
Montag, 15. Juni 2009
He/she makes it happen!
                        He/she needs to act!




                                             secret #6
Montag, 15. Juni 2009
59




    Complexity / Empirical Management
Montag, 15. Juni 2009
60




    step factory enterprise




Montag, 15. Juni 2009
61



                            Stacey and Complexity
                                   unstable                                      •Timebox

                                                                                 •Emergent
                        Emergent   Requirements
                                                          Software
                                                           Time                  •Complexity

                                                                                 •Anarchy
                                   stable
                                                  known     Technology   unknown
                                                                                 •You need boundaries!

                                   Every Activity in Scrum is Timeboxed!                       http://www.plexusinstitute.org/
                                                                                                   edgeware/archive/think/
                                                                                                      main_aides3.html




Montag, 15. Juni 2009
62
                        It is typical to adopt the defined (theoretical)
                              modeling approach when the underlying
                        mechanisms by which a process operates are
                                           reasonably well understood.




Montag, 15. Juni 2009
When the process is too complicated for the
                         defined approach, the empirical approach is
                                  the appropriate choice




Montag, 15. Juni 2009
64




    History of Agile
Montag, 15. Juni 2009
Product Vision


Montag, 15. Juni 2009
66



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

                             • Lean Management, Deming and Juran

                             •      Iterative and incremental
                                  development, Barry Boehm

                             • First Implemenations, Jeff Sutherland




                        agile foundation

Montag, 15. Juni 2009
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
           simply won’t get the job done. Instead, companies in Japan   on organizations, strategy, and marketing.
Montag, 15. Juni 2009
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.



Montag, 15. Juni 2009
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.”




Montag, 15. Juni 2009
Montag, 15. Juni 2009
The Scrum Roles         3 Scrum Team Roles plus 3 Organizational Roles


                        presented by


                              2009




Montag, 15. Juni 2009
3 plus 3 roles in Scrum




Montag, 15. Juni 2009
ScrumMaster
                        The Film Director -- He protects the team from all
                        distrubances. He is not part of the team. He
                        improves the productivity of the Scrum-Team and
                        controls the “inspect and adapt” cycles of Scrum . He
                        makes sure that the agile ideals are understood and
                        that they are respected by all stakeholders. He is not
                        responsible for the delivery of the product.

Montag, 15. Juni 2009
Protect your
                        Scrum-Team

Montag, 15. Juni 2009
75




                            Remove
                        Impediments
Montag, 15. Juni 2009
76




                        Run the Process

Montag, 15. Juni 2009
77




                        Work with
                        Product Owner
Montag, 15. Juni 2009
Work with the
                        Organization
Montag, 15. Juni 2009
Product Owner
   The Storywriter -- She drives the Product Owner from
   the business point of view. She communicates a clear
   vision of the product and she defines its main
   characteristics. She also accepts the product at the end
   of a Sprint. She makes sure that the team only works
   on the most valuable Backlog Items. She has the same
   goal as the team. She is responsible for the return on
   investment.
Montag, 15. Juni 2009
Return on
             Investment
Montag, 15. Juni 2009
Build and communicate Vision

Montag, 15. Juni 2009
Maintain
                        Product
                        Backlog

Montag, 15. Juni 2009
Acceptance of
     Delivery

Montag, 15. Juni 2009
Establish and
      maintain
      Releaseplan
Montag, 15. Juni 2009
The Team
                        The Actors -- They deliver the product and
                        they are responsible for the quality. They
                        work with End User, PO and Customers to
                        understand the business requirements. The
                        Teams performs its commitment
                        voluntarily. They work continuously with
                        the PO to define the strategic direction of
                        the project.

Montag, 15. Juni 2009
86




                        Deliver
                        Deliver
                        Deliver

Montag, 15. Juni 2009
87




                        Quality




Montag, 15. Juni 2009
88




                        Estimate
                        Estimate
                        Estimate

Montag, 15. Juni 2009
89




                        Commit!

Montag, 15. Juni 2009
90




                        Organize
                        yourselves!


Montag, 15. Juni 2009
Customer
      The Producer -- She requests the product.
      She contracts the organization for
      developing products. Typically these are
      executive managers who by software
      development from external software
      development companies. In an internal
      product development organization this is
      the person who is responsible for approving
       the budget for product development.
Montag, 15. Juni 2009
Orders the
          Product


Montag, 15. Juni 2009
Pays the Product
          Development


Montag, 15. Juni 2009
Gives Feedback
          in Reviews


Montag, 15. Juni 2009
Manager
        The Studio Boss -- Management is essential
        in Scrum Organisations. It enables the Team to
        work by building the right work environment
        for Scrum Teams. Managers create structure
        and stability. He also works with the
        ScrumMaster to re-factor the structures of the
        organization and guidelines when necessary.


Montag, 15. Juni 2009
Makes sure a
       organizations
       will survive in
       case of failures
                        Ed Cutmil: Havard Business Review, 2008



Montag, 15. Juni 2009
Establish Rules
        and Guidelines

Montag, 15. Juni 2009
End User
       The Audience -- Can be played by a
      lof to people. The End-User is the one
      who knows the requirements and with
      this knowledge he defines the product
      by telling the team what he needs
       from its functionality.




Montag, 15. Juni 2009
Knows what he
    needs and want

Montag, 15. Juni 2009
Gives Feedback
    in Reviews

Montag, 15. Juni 2009
Participate in
 Sprint Planning 1

Montag, 15. Juni 2009
How they work together!
Montag, 15. Juni 2009
ScrumMaster works with
                        Product Owner to ensure the
                        Product Owner fulfills his job.
                        ScrumMaster coaches the
                        Product Owner and helps him
                        against outsides odds.


Montag, 15. Juni 2009
ScrumMaster works with the
    Team to ensure that everyone
    agrees what he had agreed to
    do! Protects the Teams.
    Removes impediments



Montag, 15. Juni 2009
Product Owner works with the
                        customer to ensure that he
                        meets her own return on
                        investment.
                        Customer will push the Product
                        Owner but she will keep her
                        interests in mind.
Montag, 15. Juni 2009
Team works with End User to
       understand the needs of the
       End-User. To write the
       application according to
       spezifications of the End-User


Montag, 15. Juni 2009
ScrumMaster works with the Manager to re-
       factor guidelines and processes, to ensure the
       Scrum-Teams gets what it needs.

Montag, 15. Juni 2009
Product Owner needs to know
                        what the market (the End User)
                        wants to have. He needs to
                        know the needs to be able to
                        prioritize the product Backlog




Montag, 15. Juni 2009
References

                        Agiles Projektmanagement mit Scrum, Ken Schwaber
                        Agile Software Development with Scrum, Ken Schwaber
                        Scrum and the Enterprise, Ken Schwaber
                        Scrum, Boris Gloger
                        Scrum, Roman Pichler
                        How Pixar Fosters Creativity, Ed Cutmill, HBR 2008
                        Kotter, What Leaders really do
                        Henry Mintzberg "The Manager's Job: Folklore and Fact"



Montag, 15. Juni 2009
Company in USA: Portal Company

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

               1 Scrum Development Team, 9
               people

               1 integrated product: Portal.




Montag, 15. Juni 2009
What kind of
                 problems do you get,
                 if the ScrumMaster is
                 part of the team?



Montag, 15. Juni 2009
112




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


Montag, 15. Juni 2009
113




    Strategic Planning / Agile Planning
Montag, 15. Juni 2009
114




   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


Montag, 15. Juni 2009
115




   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


Montag, 15. Juni 2009
116




                        size & duration

Montag, 15. Juni 2009
Finland
                   Denmark
                   USA
                   China
                   Austria
                   Canada
                   Brazil
                   France
                   UK
                   Germany
                   Italy


                              Country-Points
                   Slowakia



Montag, 15. Juni 2009
118




   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

Montag, 15. Juni 2009
Product Backlog Iceberg
                                                                                      Priority

                              Sprint




                              Release




                              Next Release

              119                      © 2008  Objectbay So0ware & Consul9ng GmbH. 

Montag, 15. Juni 2009
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training
Certified ScrumMaster Training

More Related Content

What's hot

Agile Scrum Training Process
Agile Scrum Training ProcessAgile Scrum Training Process
Agile Scrum Training ProcessClarion Marketing
 
Scrum - Agile Methodology
Scrum - Agile MethodologyScrum - Agile Methodology
Scrum - Agile MethodologyNiel Deckx
 
Understanding Scrum
Understanding ScrumUnderstanding Scrum
Understanding ScrumClayDesk
 
Scrum In Ten Slides (v2.0) 2018
Scrum In Ten Slides (v2.0) 2018Scrum In Ten Slides (v2.0) 2018
Scrum In Ten Slides (v2.0) 2018pmengal
 
Scrum Training (One Day)
Scrum Training (One Day)Scrum Training (One Day)
Scrum Training (One Day)beLithe
 
Scrum 101: Introduction to Scrum
Scrum 101: Introduction to ScrumScrum 101: Introduction to Scrum
Scrum 101: Introduction to ScrumArrielle Mali
 
Scrum in 15 Minutes
Scrum in 15 MinutesScrum in 15 Minutes
Scrum in 15 MinutesSerge Rehem
 
Scrum In Ten Slides
Scrum In Ten SlidesScrum In Ten Slides
Scrum In Ten Slidespmengal
 
The Daily Scrum (The Scrum Events)
The Daily Scrum (The Scrum Events)The Daily Scrum (The Scrum Events)
The Daily Scrum (The Scrum Events)George Psistakis
 
Introduction To Scrum
Introduction To ScrumIntroduction To Scrum
Introduction To ScrumDave Neuman
 
Scrum process powerpoint ppt slides.
Scrum process powerpoint ppt slides.Scrum process powerpoint ppt slides.
Scrum process powerpoint ppt slides.SlideTeam.net
 
SAFe® - scaled agile framework in practice
SAFe® - scaled agile framework in practiceSAFe® - scaled agile framework in practice
SAFe® - scaled agile framework in practiceIntland Software GmbH
 

What's hot (20)

Agile Scrum Training Process
Agile Scrum Training ProcessAgile Scrum Training Process
Agile Scrum Training Process
 
Scrum - Agile Methodology
Scrum - Agile MethodologyScrum - Agile Methodology
Scrum - Agile Methodology
 
Scrum events
Scrum eventsScrum events
Scrum events
 
Introduction to Agile and Scrum
Introduction to Agile and ScrumIntroduction to Agile and Scrum
Introduction to Agile and Scrum
 
Understanding Scrum
Understanding ScrumUnderstanding Scrum
Understanding Scrum
 
Role of scrum master
Role of scrum masterRole of scrum master
Role of scrum master
 
Scrum
ScrumScrum
Scrum
 
Agile (Scrum)
Agile (Scrum)Agile (Scrum)
Agile (Scrum)
 
Scrum In Ten Slides (v2.0) 2018
Scrum In Ten Slides (v2.0) 2018Scrum In Ten Slides (v2.0) 2018
Scrum In Ten Slides (v2.0) 2018
 
Agile Introduction - Scrum Framework
Agile Introduction - Scrum FrameworkAgile Introduction - Scrum Framework
Agile Introduction - Scrum Framework
 
Scrum Training (One Day)
Scrum Training (One Day)Scrum Training (One Day)
Scrum Training (One Day)
 
Scrum 101: Introduction to Scrum
Scrum 101: Introduction to ScrumScrum 101: Introduction to Scrum
Scrum 101: Introduction to Scrum
 
Introduction to Scrum
Introduction to ScrumIntroduction to Scrum
Introduction to Scrum
 
Scrum in 15 Minutes
Scrum in 15 MinutesScrum in 15 Minutes
Scrum in 15 Minutes
 
Scrum In Ten Slides
Scrum In Ten SlidesScrum In Ten Slides
Scrum In Ten Slides
 
Scrum Process
Scrum ProcessScrum Process
Scrum Process
 
The Daily Scrum (The Scrum Events)
The Daily Scrum (The Scrum Events)The Daily Scrum (The Scrum Events)
The Daily Scrum (The Scrum Events)
 
Introduction To Scrum
Introduction To ScrumIntroduction To Scrum
Introduction To Scrum
 
Scrum process powerpoint ppt slides.
Scrum process powerpoint ppt slides.Scrum process powerpoint ppt slides.
Scrum process powerpoint ppt slides.
 
SAFe® - scaled agile framework in practice
SAFe® - scaled agile framework in practiceSAFe® - scaled agile framework in practice
SAFe® - scaled agile framework in practice
 

Viewers also liked

Introduction to Scrum.ppt
Introduction to Scrum.pptIntroduction to Scrum.ppt
Introduction to Scrum.pptMohan Late
 
Agile Scrum Training, Day 1 (1/2)
Agile Scrum Training, Day 1 (1/2)Agile Scrum Training, Day 1 (1/2)
Agile Scrum Training, Day 1 (1/2)Jens Wilke
 
A Quick Intro to Agile, DevOps & Lean Development in the Enterprise
A Quick Intro to Agile, DevOps & Lean Development in the EnterpriseA Quick Intro to Agile, DevOps & Lean Development in the Enterprise
A Quick Intro to Agile, DevOps & Lean Development in the EnterpriseTasktop
 
Private cloud 201 how to build a private cloud
Private cloud 201 how to build a private cloud Private cloud 201 how to build a private cloud
Private cloud 201 how to build a private cloud Harold Wong
 
Scrum training day 1
Scrum training day 1Scrum training day 1
Scrum training day 1Elad Sofer
 
Scrum training day 2
Scrum training day 2Scrum training day 2
Scrum training day 2Elad Sofer
 
Roadmap to Scrum Master ( CSM )
Roadmap to Scrum Master ( CSM ) Roadmap to Scrum Master ( CSM )
Roadmap to Scrum Master ( CSM ) Jaladhi Bhatt
 
Cidades brasileiras inteligentes com iot
Cidades brasileiras inteligentes com iotCidades brasileiras inteligentes com iot
Cidades brasileiras inteligentes com iotFernando Palma
 
SAN: Storage Area Network
SAN: Storage Area NetworkSAN: Storage Area Network
SAN: Storage Area NetworkFernando Palma
 
Internet Das Coisas Trabalho Acadêmico
Internet Das Coisas Trabalho AcadêmicoInternet Das Coisas Trabalho Acadêmico
Internet Das Coisas Trabalho AcadêmicoFernando Palma
 
Private Cloud Architecture
Private Cloud ArchitecturePrivate Cloud Architecture
Private Cloud ArchitectureDerek Keats
 
Chance Digitale Transformation - Keynote by Niels Pflaeging at Systemhauskon...
 Chance Digitale Transformation - Keynote by Niels Pflaeging at Systemhauskon... Chance Digitale Transformation - Keynote by Niels Pflaeging at Systemhauskon...
Chance Digitale Transformation - Keynote by Niels Pflaeging at Systemhauskon...Niels Pflaeging
 

Viewers also liked (20)

Introduction to Scrum.ppt
Introduction to Scrum.pptIntroduction to Scrum.ppt
Introduction to Scrum.ppt
 
Agile Scrum Training, Day 1 (1/2)
Agile Scrum Training, Day 1 (1/2)Agile Scrum Training, Day 1 (1/2)
Agile Scrum Training, Day 1 (1/2)
 
Scrum In 15 Minutes
Scrum In 15 MinutesScrum In 15 Minutes
Scrum In 15 Minutes
 
Lead 498 Pptx 2
Lead 498 Pptx 2Lead 498 Pptx 2
Lead 498 Pptx 2
 
A Quick Intro to Agile, DevOps & Lean Development in the Enterprise
A Quick Intro to Agile, DevOps & Lean Development in the EnterpriseA Quick Intro to Agile, DevOps & Lean Development in the Enterprise
A Quick Intro to Agile, DevOps & Lean Development in the Enterprise
 
6 Jobs Leading to CIO
6 Jobs Leading to CIO6 Jobs Leading to CIO
6 Jobs Leading to CIO
 
Private cloud 201 how to build a private cloud
Private cloud 201 how to build a private cloud Private cloud 201 how to build a private cloud
Private cloud 201 how to build a private cloud
 
Scrum training day 1
Scrum training day 1Scrum training day 1
Scrum training day 1
 
Scrum training day 2
Scrum training day 2Scrum training day 2
Scrum training day 2
 
Agile Scrum training
Agile Scrum trainingAgile Scrum training
Agile Scrum training
 
Simulado Scrum master
Simulado Scrum masterSimulado Scrum master
Simulado Scrum master
 
Roadmap to Scrum Master ( CSM )
Roadmap to Scrum Master ( CSM ) Roadmap to Scrum Master ( CSM )
Roadmap to Scrum Master ( CSM )
 
Sample Agile Scrum Certification Exam Questions
Sample Agile Scrum Certification Exam QuestionsSample Agile Scrum Certification Exam Questions
Sample Agile Scrum Certification Exam Questions
 
Cidades brasileiras inteligentes com iot
Cidades brasileiras inteligentes com iotCidades brasileiras inteligentes com iot
Cidades brasileiras inteligentes com iot
 
SAN: Storage Area Network
SAN: Storage Area NetworkSAN: Storage Area Network
SAN: Storage Area Network
 
Tutorial memcached
Tutorial memcachedTutorial memcached
Tutorial memcached
 
Internet Das Coisas Trabalho Acadêmico
Internet Das Coisas Trabalho AcadêmicoInternet Das Coisas Trabalho Acadêmico
Internet Das Coisas Trabalho Acadêmico
 
PMI-ACP Study Guide
PMI-ACP Study GuidePMI-ACP Study Guide
PMI-ACP Study Guide
 
Private Cloud Architecture
Private Cloud ArchitecturePrivate Cloud Architecture
Private Cloud Architecture
 
Chance Digitale Transformation - Keynote by Niels Pflaeging at Systemhauskon...
 Chance Digitale Transformation - Keynote by Niels Pflaeging at Systemhauskon... Chance Digitale Transformation - Keynote by Niels Pflaeging at Systemhauskon...
Chance Digitale Transformation - Keynote by Niels Pflaeging at Systemhauskon...
 

Similar to Certified ScrumMaster Training

Scrum Out Of The Nutshell
Scrum Out Of The NutshellScrum Out Of The Nutshell
Scrum Out Of The NutshellDougShimp
 
Scrum Out Of The Nutshell V3
Scrum Out Of The Nutshell V3Scrum Out Of The Nutshell V3
Scrum Out Of The Nutshell V3Doug Shimp
 
Atlassian - A Different Kind Of Software Company
Atlassian - A Different Kind Of Software CompanyAtlassian - A Different Kind Of Software Company
Atlassian - A Different Kind Of Software CompanyMike Cannon-Brookes
 
6 Secrets for Running Retrospectives Successful -Brazil Gathering 2009
6 Secrets for Running Retrospectives Successful -Brazil Gathering 20096 Secrets for Running Retrospectives Successful -Brazil Gathering 2009
6 Secrets for Running Retrospectives Successful -Brazil Gathering 2009borisgloger consulting GmbH
 
March 2009 Azrug Everything Old
March 2009 Azrug   Everything OldMarch 2009 Azrug   Everything Old
March 2009 Azrug Everything OldTom Weinberger
 
Scrum Gathering 2011 - Boris Gloger Keynote "Management by Constraints"
Scrum Gathering 2011 - Boris Gloger Keynote "Management by Constraints"Scrum Gathering 2011 - Boris Gloger Keynote "Management by Constraints"
Scrum Gathering 2011 - Boris Gloger Keynote "Management by Constraints"borisgloger consulting GmbH
 
Rawsthorne | Who is your PO
Rawsthorne | Who is your PORawsthorne | Who is your PO
Rawsthorne | Who is your PONikita Filippov
 
SCRUM: agile software development
SCRUM: agile software development SCRUM: agile software development
SCRUM: agile software development AGILEDROP
 
Agile Development with PHP in Practice
Agile Development with PHP in PracticeAgile Development with PHP in Practice
Agile Development with PHP in PracticeLars Jankowfsky
 
Scrum overview - Animated - Scott Emery 2014
Scrum overview - Animated - Scott Emery 2014Scrum overview - Animated - Scott Emery 2014
Scrum overview - Animated - Scott Emery 2014ssemerys
 
Agile Tour Brussels 2012 - Estimating user stories
Agile Tour Brussels 2012 - Estimating user storiesAgile Tour Brussels 2012 - Estimating user stories
Agile Tour Brussels 2012 - Estimating user storiessrondal
 
Agile Planning
Agile PlanningAgile Planning
Agile PlanningAgileee
 

Similar to Certified ScrumMaster Training (20)

Scrum beim ImmobilienScout24.de
Scrum beim ImmobilienScout24.deScrum beim ImmobilienScout24.de
Scrum beim ImmobilienScout24.de
 
Scrum Out Of The Nutshell
Scrum Out Of The NutshellScrum Out Of The Nutshell
Scrum Out Of The Nutshell
 
Scrum Out Of The Nutshell V3
Scrum Out Of The Nutshell V3Scrum Out Of The Nutshell V3
Scrum Out Of The Nutshell V3
 
Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009Scrum Mini Courso Sbqs Ouro Preto 2009
Scrum Mini Courso Sbqs Ouro Preto 2009
 
Scrum and CMMi @ScrumGathering Brazil 2009
Scrum and CMMi @ScrumGathering Brazil 2009Scrum and CMMi @ScrumGathering Brazil 2009
Scrum and CMMi @ScrumGathering Brazil 2009
 
Atlassian - A Different Kind Of Software Company
Atlassian - A Different Kind Of Software CompanyAtlassian - A Different Kind Of Software Company
Atlassian - A Different Kind Of Software Company
 
6 Secrets for Running Retrospectives Successful -Brazil Gathering 2009
6 Secrets for Running Retrospectives Successful -Brazil Gathering 20096 Secrets for Running Retrospectives Successful -Brazil Gathering 2009
6 Secrets for Running Retrospectives Successful -Brazil Gathering 2009
 
March 2009 Azrug Everything Old
March 2009 Azrug   Everything OldMarch 2009 Azrug   Everything Old
March 2009 Azrug Everything Old
 
Scrum Gathering 2011 - Boris Gloger Keynote "Management by Constraints"
Scrum Gathering 2011 - Boris Gloger Keynote "Management by Constraints"Scrum Gathering 2011 - Boris Gloger Keynote "Management by Constraints"
Scrum Gathering 2011 - Boris Gloger Keynote "Management by Constraints"
 
HTC
HTCHTC
HTC
 
Rawsthorne | Who is your PO
Rawsthorne | Who is your PORawsthorne | Who is your PO
Rawsthorne | Who is your PO
 
SCRUM: agile software development
SCRUM: agile software development SCRUM: agile software development
SCRUM: agile software development
 
Mastering scrum
Mastering scrumMastering scrum
Mastering scrum
 
Why Agile
Why AgileWhy Agile
Why Agile
 
Spring of Scrum
Spring of ScrumSpring of Scrum
Spring of Scrum
 
Agile Development with PHP in Practice
Agile Development with PHP in PracticeAgile Development with PHP in Practice
Agile Development with PHP in Practice
 
Uber Vu - Scrum & Startups
Uber Vu - Scrum & StartupsUber Vu - Scrum & Startups
Uber Vu - Scrum & Startups
 
Scrum overview - Animated - Scott Emery 2014
Scrum overview - Animated - Scott Emery 2014Scrum overview - Animated - Scott Emery 2014
Scrum overview - Animated - Scott Emery 2014
 
Agile Tour Brussels 2012 - Estimating user stories
Agile Tour Brussels 2012 - Estimating user storiesAgile Tour Brussels 2012 - Estimating user stories
Agile Tour Brussels 2012 - Estimating user stories
 
Agile Planning
Agile PlanningAgile Planning
Agile Planning
 

More from borisgloger consulting GmbH

Collaboration Hacks for Distributed Teams (borisgloger consulting & Erste Group)
Collaboration Hacks for Distributed Teams (borisgloger consulting & Erste Group)Collaboration Hacks for Distributed Teams (borisgloger consulting & Erste Group)
Collaboration Hacks for Distributed Teams (borisgloger consulting & Erste Group)borisgloger consulting GmbH
 
Sustainability Report 2020 | borisgloger consulting
Sustainability Report 2020 | borisgloger consultingSustainability Report 2020 | borisgloger consulting
Sustainability Report 2020 | borisgloger consultingborisgloger consulting GmbH
 
MeetUp - Vom agilen Festpreis zu Lean Agile Procurement
MeetUp - Vom agilen Festpreis zu Lean Agile ProcurementMeetUp - Vom agilen Festpreis zu Lean Agile Procurement
MeetUp - Vom agilen Festpreis zu Lean Agile Procurementborisgloger consulting GmbH
 
Scrum4Schools Meetup meets „Agiles Lernen auf Augenhöhe“
Scrum4Schools Meetup meets „Agiles Lernen auf Augenhöhe“Scrum4Schools Meetup meets „Agiles Lernen auf Augenhöhe“
Scrum4Schools Meetup meets „Agiles Lernen auf Augenhöhe“borisgloger consulting GmbH
 
Remote Unterricht mit Scrum4Schools – DeepDive
Remote Unterricht mit Scrum4Schools – DeepDiveRemote Unterricht mit Scrum4Schools – DeepDive
Remote Unterricht mit Scrum4Schools – DeepDiveborisgloger consulting GmbH
 
Mit Scrum4Schools die Hochschullehre revolutionieren
Mit Scrum4Schools die Hochschullehre revolutionierenMit Scrum4Schools die Hochschullehre revolutionieren
Mit Scrum4Schools die Hochschullehre revolutionierenborisgloger consulting GmbH
 
Agile Verwaltung – agile Spielfelder in nicht-agilen Umfeldern
 Agile Verwaltung – agile Spielfelder in nicht-agilen Umfeldern Agile Verwaltung – agile Spielfelder in nicht-agilen Umfeldern
Agile Verwaltung – agile Spielfelder in nicht-agilen Umfeldernborisgloger consulting GmbH
 
Enterprise Scrum – die Hard-Facts für’s Software Engineering
Enterprise Scrum – die Hard-Facts für’s Software EngineeringEnterprise Scrum – die Hard-Facts für’s Software Engineering
Enterprise Scrum – die Hard-Facts für’s Software Engineeringborisgloger consulting GmbH
 
Agile Business 2012 @ Agile Croatia May 14, 2012
Agile Business 2012 @ Agile Croatia May 14, 2012Agile Business 2012 @ Agile Croatia May 14, 2012
Agile Business 2012 @ Agile Croatia May 14, 2012borisgloger consulting GmbH
 
b!g Scrumday OOP 2011 Scrum und Personalmanagement
b!g Scrumday OOP 2011 Scrum und Personalmanagementb!g Scrumday OOP 2011 Scrum und Personalmanagement
b!g Scrumday OOP 2011 Scrum und Personalmanagementborisgloger consulting GmbH
 
b!g Scrumday OOP2011 Business Case für Agilität
b!g Scrumday OOP2011 Business Case für Agilitätb!g Scrumday OOP2011 Business Case für Agilität
b!g Scrumday OOP2011 Business Case für Agilitätborisgloger consulting GmbH
 

More from borisgloger consulting GmbH (20)

Buch Release-Party: "Agile Transformation"
Buch Release-Party: "Agile Transformation"Buch Release-Party: "Agile Transformation"
Buch Release-Party: "Agile Transformation"
 
Paneldiskussion: Wie veräendern wir Bildung?
Paneldiskussion: Wie veräendern wir Bildung?Paneldiskussion: Wie veräendern wir Bildung?
Paneldiskussion: Wie veräendern wir Bildung?
 
Collaboration Hacks for Distributed Teams (borisgloger consulting & Erste Group)
Collaboration Hacks for Distributed Teams (borisgloger consulting & Erste Group)Collaboration Hacks for Distributed Teams (borisgloger consulting & Erste Group)
Collaboration Hacks for Distributed Teams (borisgloger consulting & Erste Group)
 
Sustainability Report 2020 | borisgloger consulting
Sustainability Report 2020 | borisgloger consultingSustainability Report 2020 | borisgloger consulting
Sustainability Report 2020 | borisgloger consulting
 
MeetUp - Vom agilen Festpreis zu Lean Agile Procurement
MeetUp - Vom agilen Festpreis zu Lean Agile ProcurementMeetUp - Vom agilen Festpreis zu Lean Agile Procurement
MeetUp - Vom agilen Festpreis zu Lean Agile Procurement
 
Scrum4Schools Meetup meets „Agiles Lernen auf Augenhöhe“
Scrum4Schools Meetup meets „Agiles Lernen auf Augenhöhe“Scrum4Schools Meetup meets „Agiles Lernen auf Augenhöhe“
Scrum4Schools Meetup meets „Agiles Lernen auf Augenhöhe“
 
Remote Unterricht mit Scrum4Schools – DeepDive
Remote Unterricht mit Scrum4Schools – DeepDiveRemote Unterricht mit Scrum4Schools – DeepDive
Remote Unterricht mit Scrum4Schools – DeepDive
 
Scrum4Schools - Die Rettung des Schulsystems
Scrum4Schools - Die Rettung des SchulsystemsScrum4Schools - Die Rettung des Schulsystems
Scrum4Schools - Die Rettung des Schulsystems
 
Ask the team! Auch beim Gehalt?
Ask the team! Auch beim Gehalt?Ask the team! Auch beim Gehalt?
Ask the team! Auch beim Gehalt?
 
Scrum im Bildungsbereich
Scrum im BildungsbereichScrum im Bildungsbereich
Scrum im Bildungsbereich
 
Mit Scrum4Schools die Hochschullehre revolutionieren
Mit Scrum4Schools die Hochschullehre revolutionierenMit Scrum4Schools die Hochschullehre revolutionieren
Mit Scrum4Schools die Hochschullehre revolutionieren
 
Agile Verwaltung – agile Spielfelder in nicht-agilen Umfeldern
 Agile Verwaltung – agile Spielfelder in nicht-agilen Umfeldern Agile Verwaltung – agile Spielfelder in nicht-agilen Umfeldern
Agile Verwaltung – agile Spielfelder in nicht-agilen Umfeldern
 
bg Meetup München - DevOps Demystified
bg Meetup München - DevOps Demystifiedbg Meetup München - DevOps Demystified
bg Meetup München - DevOps Demystified
 
Enterprise Scrum – die Hard-Facts für’s Software Engineering
Enterprise Scrum – die Hard-Facts für’s Software EngineeringEnterprise Scrum – die Hard-Facts für’s Software Engineering
Enterprise Scrum – die Hard-Facts für’s Software Engineering
 
Scrum Day 2012 _ Der agile Festpreis
Scrum Day 2012 _ Der agile FestpreisScrum Day 2012 _ Der agile Festpreis
Scrum Day 2012 _ Der agile Festpreis
 
Agile Business @ Cyberforum Infomarkt 2012
Agile Business @ Cyberforum Infomarkt 2012Agile Business @ Cyberforum Infomarkt 2012
Agile Business @ Cyberforum Infomarkt 2012
 
Agile Business 2012 @ Agile Croatia May 14, 2012
Agile Business 2012 @ Agile Croatia May 14, 2012Agile Business 2012 @ Agile Croatia May 14, 2012
Agile Business 2012 @ Agile Croatia May 14, 2012
 
b!g Scrumday OOP 2011 Scrum und Personalmanagement
b!g Scrumday OOP 2011 Scrum und Personalmanagementb!g Scrumday OOP 2011 Scrum und Personalmanagement
b!g Scrumday OOP 2011 Scrum und Personalmanagement
 
b!g Scrumday OOP2011 Product Owner Triathlon
b!g Scrumday OOP2011 Product Owner Triathlonb!g Scrumday OOP2011 Product Owner Triathlon
b!g Scrumday OOP2011 Product Owner Triathlon
 
b!g Scrumday OOP2011 Business Case für Agilität
b!g Scrumday OOP2011 Business Case für Agilitätb!g Scrumday OOP2011 Business Case für Agilität
b!g Scrumday OOP2011 Business Case für Agilität
 

Recently uploaded

Monthly Social Media Update February 2024.pptx
Monthly Social Media Update February 2024.pptxMonthly Social Media Update February 2024.pptx
Monthly Social Media Update February 2024.pptxAndy Lambert
 
January’s Producer Price Index increases to 4.7%
January’s Producer Price Index increases to 4.7%January’s Producer Price Index increases to 4.7%
January’s Producer Price Index increases to 4.7%SABC News
 
2024-02 Augusta Gold Corporate Presentation
2024-02 Augusta Gold Corporate Presentation2024-02 Augusta Gold Corporate Presentation
2024-02 Augusta Gold Corporate Presentationsimonecapitalcorp
 
Bloomerang Fundraising Week02.26.2024.pdf
Bloomerang Fundraising Week02.26.2024.pdfBloomerang Fundraising Week02.26.2024.pdf
Bloomerang Fundraising Week02.26.2024.pdfBloomerang
 
Session 2 - Value Proposition 1 JAX Bridges
Session 2 - Value Proposition 1 JAX BridgesSession 2 - Value Proposition 1 JAX Bridges
Session 2 - Value Proposition 1 JAX BridgesAnamaria Contreras
 
SS LinkedIn Newsletter AAOS 2024 Recap PDF
SS LinkedIn Newsletter AAOS 2024 Recap PDFSS LinkedIn Newsletter AAOS 2024 Recap PDF
SS LinkedIn Newsletter AAOS 2024 Recap PDFDesirae2
 
Finideas at Various Events in the Recent Years
Finideas at Various Events in the Recent YearsFinideas at Various Events in the Recent Years
Finideas at Various Events in the Recent YearsFinideasSurat
 
TriStar Gold Corporate Presentation Updated February 2024
TriStar Gold Corporate Presentation Updated February 2024TriStar Gold Corporate Presentation Updated February 2024
TriStar Gold Corporate Presentation Updated February 2024Adnet Communications
 
IPR Collaborators for Change Report: Research on the Relationship Between Com...
IPR Collaborators for Change Report: Research on the Relationship Between Com...IPR Collaborators for Change Report: Research on the Relationship Between Com...
IPR Collaborators for Change Report: Research on the Relationship Between Com...Olivia Kresic
 
Comprehensive Guide - How to Hire Certified Magento Developers in India
Comprehensive Guide - How to Hire Certified Magento Developers in IndiaComprehensive Guide - How to Hire Certified Magento Developers in India
Comprehensive Guide - How to Hire Certified Magento Developers in IndiaPixlogix Infotech
 
The value chain is a concept that describes the full range of activities and ...
The value chain is a concept that describes the full range of activities and ...The value chain is a concept that describes the full range of activities and ...
The value chain is a concept that describes the full range of activities and ...Hamed Mehrzadegan
 
ProNail Complex Deliverable The Uniquely Formulated Mist Spray That Suppor...
ProNail Complex Deliverable    The Uniquely Formulated Mist Spray That Suppor...ProNail Complex Deliverable    The Uniquely Formulated Mist Spray That Suppor...
ProNail Complex Deliverable The Uniquely Formulated Mist Spray That Suppor...sudhachengappa223
 
Nethawk CRM Solution Odaiba for fintech, banks, and customer centric companies
Nethawk CRM Solution Odaiba for fintech, banks, and customer centric companiesNethawk CRM Solution Odaiba for fintech, banks, and customer centric companies
Nethawk CRM Solution Odaiba for fintech, banks, and customer centric companiesShaharyar Rao nethawk.com.pk
 
Registrationkraft's Prime Picks: Discover our top 5 blogs
Registrationkraft's Prime Picks: Discover our top 5 blogsRegistrationkraft's Prime Picks: Discover our top 5 blogs
Registrationkraft's Prime Picks: Discover our top 5 blogsRegistrationkraft
 
Session 1 Intro & InoVet it - JAX Bridges
Session 1 Intro & InoVet it - JAX BridgesSession 1 Intro & InoVet it - JAX Bridges
Session 1 Intro & InoVet it - JAX BridgesAnamaria Contreras
 
Daria Yaniieva: Corporate VC: driving Product and Service business synergy (UA)
Daria Yaniieva: Corporate VC: driving Product and Service business synergy (UA)Daria Yaniieva: Corporate VC: driving Product and Service business synergy (UA)
Daria Yaniieva: Corporate VC: driving Product and Service business synergy (UA)Lviv Startup Club
 
YENI MODEL 11 CI SINIF SINAQLARI - 10.pdf
YENI MODEL 11 CI SINIF SINAQLARI - 10.pdfYENI MODEL 11 CI SINIF SINAQLARI - 10.pdf
YENI MODEL 11 CI SINIF SINAQLARI - 10.pdfhlopchik1415
 
Kindful to Bloomerang Webinar slides .pdf
Kindful to Bloomerang Webinar slides .pdfKindful to Bloomerang Webinar slides .pdf
Kindful to Bloomerang Webinar slides .pdfBloomerang
 
EAPJ Vol VIII February 2024.pdf
EAPJ Vol VIII February 2024.pdfEAPJ Vol VIII February 2024.pdf
EAPJ Vol VIII February 2024.pdfDarryl_Carr
 

Recently uploaded (20)

Monthly Social Media Update February 2024.pptx
Monthly Social Media Update February 2024.pptxMonthly Social Media Update February 2024.pptx
Monthly Social Media Update February 2024.pptx
 
January’s Producer Price Index increases to 4.7%
January’s Producer Price Index increases to 4.7%January’s Producer Price Index increases to 4.7%
January’s Producer Price Index increases to 4.7%
 
2024-02 Augusta Gold Corporate Presentation
2024-02 Augusta Gold Corporate Presentation2024-02 Augusta Gold Corporate Presentation
2024-02 Augusta Gold Corporate Presentation
 
Western Alaska Minerals Corporate Presentation
Western Alaska Minerals Corporate PresentationWestern Alaska Minerals Corporate Presentation
Western Alaska Minerals Corporate Presentation
 
Bloomerang Fundraising Week02.26.2024.pdf
Bloomerang Fundraising Week02.26.2024.pdfBloomerang Fundraising Week02.26.2024.pdf
Bloomerang Fundraising Week02.26.2024.pdf
 
Session 2 - Value Proposition 1 JAX Bridges
Session 2 - Value Proposition 1 JAX BridgesSession 2 - Value Proposition 1 JAX Bridges
Session 2 - Value Proposition 1 JAX Bridges
 
SS LinkedIn Newsletter AAOS 2024 Recap PDF
SS LinkedIn Newsletter AAOS 2024 Recap PDFSS LinkedIn Newsletter AAOS 2024 Recap PDF
SS LinkedIn Newsletter AAOS 2024 Recap PDF
 
Finideas at Various Events in the Recent Years
Finideas at Various Events in the Recent YearsFinideas at Various Events in the Recent Years
Finideas at Various Events in the Recent Years
 
TriStar Gold Corporate Presentation Updated February 2024
TriStar Gold Corporate Presentation Updated February 2024TriStar Gold Corporate Presentation Updated February 2024
TriStar Gold Corporate Presentation Updated February 2024
 
IPR Collaborators for Change Report: Research on the Relationship Between Com...
IPR Collaborators for Change Report: Research on the Relationship Between Com...IPR Collaborators for Change Report: Research on the Relationship Between Com...
IPR Collaborators for Change Report: Research on the Relationship Between Com...
 
Comprehensive Guide - How to Hire Certified Magento Developers in India
Comprehensive Guide - How to Hire Certified Magento Developers in IndiaComprehensive Guide - How to Hire Certified Magento Developers in India
Comprehensive Guide - How to Hire Certified Magento Developers in India
 
The value chain is a concept that describes the full range of activities and ...
The value chain is a concept that describes the full range of activities and ...The value chain is a concept that describes the full range of activities and ...
The value chain is a concept that describes the full range of activities and ...
 
ProNail Complex Deliverable The Uniquely Formulated Mist Spray That Suppor...
ProNail Complex Deliverable    The Uniquely Formulated Mist Spray That Suppor...ProNail Complex Deliverable    The Uniquely Formulated Mist Spray That Suppor...
ProNail Complex Deliverable The Uniquely Formulated Mist Spray That Suppor...
 
Nethawk CRM Solution Odaiba for fintech, banks, and customer centric companies
Nethawk CRM Solution Odaiba for fintech, banks, and customer centric companiesNethawk CRM Solution Odaiba for fintech, banks, and customer centric companies
Nethawk CRM Solution Odaiba for fintech, banks, and customer centric companies
 
Registrationkraft's Prime Picks: Discover our top 5 blogs
Registrationkraft's Prime Picks: Discover our top 5 blogsRegistrationkraft's Prime Picks: Discover our top 5 blogs
Registrationkraft's Prime Picks: Discover our top 5 blogs
 
Session 1 Intro & InoVet it - JAX Bridges
Session 1 Intro & InoVet it - JAX BridgesSession 1 Intro & InoVet it - JAX Bridges
Session 1 Intro & InoVet it - JAX Bridges
 
Daria Yaniieva: Corporate VC: driving Product and Service business synergy (UA)
Daria Yaniieva: Corporate VC: driving Product and Service business synergy (UA)Daria Yaniieva: Corporate VC: driving Product and Service business synergy (UA)
Daria Yaniieva: Corporate VC: driving Product and Service business synergy (UA)
 
YENI MODEL 11 CI SINIF SINAQLARI - 10.pdf
YENI MODEL 11 CI SINIF SINAQLARI - 10.pdfYENI MODEL 11 CI SINIF SINAQLARI - 10.pdf
YENI MODEL 11 CI SINIF SINAQLARI - 10.pdf
 
Kindful to Bloomerang Webinar slides .pdf
Kindful to Bloomerang Webinar slides .pdfKindful to Bloomerang Webinar slides .pdf
Kindful to Bloomerang Webinar slides .pdf
 
EAPJ Vol VIII February 2024.pdf
EAPJ Vol VIII February 2024.pdfEAPJ Vol VIII February 2024.pdf
EAPJ Vol VIII February 2024.pdf
 

Certified ScrumMaster Training

  • 1. 1 Certified ScrumMaster 2009 presented by Montag, 15. Juni 2009
  • 2. 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. Montag, 15. Juni 2009
  • 3. NOKIA - TEST 2. Do they do just enough specficiation before starting a Sprint and is their Product Backlog ready? Montag, 15. Juni 2009
  • 4. NOKIA - TEST 3. Do they have a Product Owner. A Product Backlog? Is it estimated by the team? Montag, 15. Juni 2009
  • 5. NOKIA - TEST 4. Does the team have a burndown chart and does the team know their velocity? Montag, 15. Juni 2009
  • 6. NOKIA - TEST 5. Is their team free from disruption during the Sprint? Montag, 15. Juni 2009
  • 7. 7 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 Montag, 15. Juni 2009
  • 8. “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 Projects" by Charles Lecht. 1967 Montag, 15. Juni 2009
  • 9. 9 Introduction Montag, 15. Juni 2009
  • 12. EDS | BroadVision | ONE Montag, 15. Juni 2009
  • 13. France | Germany | Austria Montag, 15. Juni 2009
  • 17. Hand-Outs: - Presentation - Photos Montag, 15. Juni 2009
  • 18. What is a ScrumMaster? Montag, 15. Juni 2009
  • 19. What is Scrum? Montag, 15. Juni 2009
  • 20. 20 Scrum is not a .... Montag, 15. Juni 2009
  • 21. You will get a new mindset! Montag, 15. Juni 2009
  • 22. 22 Agenda and Topics Day 1 Topics Done 09:00 - Start Estimation 10:30 - Break 12:30 - Lunch Break Planning Retrospectives 15:00 - Break 17:00 - Short Break Principles Roles & Responsibilities 18:00 - End History Day 2 Scaling Scrum Flow Complexity Start tomorrow - 08:30 Velocity Game Montag, 15. Juni 2009
  • 23. HOW to do - Sprint Planning 2 CHECK it - Daily Scrum WHAT to do - Sprint Planning 1 The Scrum Analyse PB Flow © 2009 Tactical Level Sprint # 1 Sprint # 2 Sprint # 3 Sprint # 4 9:00 ....... ....... ....... ....... Sprint Planning 1 Sprint Planning 1 Sprint Planning 1 Sprint Planning 1 CU STO MER Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day! M ANAG ER Product Idea Estimation Meeting 12:00 Review Review Review Sprint Sprint Sprint Sprint Sprint Planning 2 Sprint Planning 2 Sprint Planning 2 Sprint Planning 2 VISION spective spective spective Retro- Retro- Retro- Retro- PR ER Sprint Sprint Sprint Sprint O N DU CT OW SC R R E UM MAS T Version 1.2 18:00 TEAM Day 1 Release Product Backlog Estimation Estimation Estimation Estimation Estimation Estimation Estimation Estimation prioritized Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting PB PB PB PB PB PB PB 1 Under 20 100 stand ? 5 2 Strategic Planning Poker M ANAGER CU STO MER USER CU STO MER M ANAGER USER 13 30 40 8 Play! 3 Level Releaseplan Releaseplan Update 5 20 8 8 version 0.0 version 1.0 version 1.3 version 2.0 version 0.0 version 1.0 version 1.2 version 2.0 13 TEAM 5 SIZE it - Estimation Meeting Montag, 15. Juni 2009
  • 25. 25 RULES Montag, 15. Juni 2009
  • 28. HOW to do - Sprint Planning 2 CHECK it - Daily Scrum WHAT to do - Sprint Planning 1 The Scrum Analyse PB Flow © 2009 Tactical Level Sprint # 1 Sprint # 2 Sprint # 3 Sprint # 4 9:00 ....... ....... ....... ....... Sprint Planning 1 Sprint Planning 1 Sprint Planning 1 Sprint Planning 1 CU STO MER Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day! M ANAG ER Product Idea Estimation Meeting 12:00 Review Review Review Sprint Sprint Sprint Sprint Sprint Planning 2 Sprint Planning 2 Sprint Planning 2 Sprint Planning 2 VISION spective spective spective Retro- Retro- Retro- Retro- PR ER Sprint Sprint Sprint Sprint O N DU CT OW SC R R E UM MAS T Version 1.2 18:00 TEAM Day 1 Release Product Backlog Estimation Estimation Estimation Estimation Estimation Estimation Estimation Estimation prioritized Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting PB PB PB PB PB PB PB 1 Under 20 100 stand ? 5 2 Strategic Planning Poker M ANAGER CU STO MER USER CU STO MER M ANAGER USER 13 30 40 8 Play! 3 Level Releaseplan Releaseplan Update 5 20 8 8 version 0.0 version 1.0 version 1.3 version 2.0 version 0.0 version 1.0 version 1.2 version 2.0 13 TEAM 5 SIZE it - Estimation Meeting Montag, 15. Juni 2009
  • 30. HEARTBEAT RETROSPECTIVES Learning from the past for the future Montag, 15. Juni 2009
  • 31. 31 After Action Review Montag, 15. Juni 2009
  • 32. 32 debriefing Montag, 15. Juni 2009
  • 33. HOW to do - Sprint Planning 2 CHECK it - Daily Scrum WHAT to do - Sprint Planning 1 The Scrum Analyse PB Flow © 2009 Tactical Level Sprint # 1 Sprint # 2 Sprint # 3 Sprint # 4 9:00 ....... ....... ....... ....... Sprint Planning 1 Sprint Planning 1 Sprint Planning 1 Sprint Planning 1 CU STO MER Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day! M ANAGER Product Idea Estimation Meeting 12:00 Review Sprint Review Review Sprint Sprint Sprint Sprint Sprint Planning 2 Sprint Planning 2 Sprint Planning 2 Sprint Planning 2 Retrospective VISION spective spective spective Retro- Retro- Retro- Retro- PR ER Sprint Sprint Sprint Sprint O N DU CT OW SC R R E UM MAS T Version 1.2 18:00 TEAM Day 1 Release Product Backlog Estimation Estimation Estimation Estimation Estimation Estimation Estimation Estimation prioritized Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting PB PB PB PB PB PB PB 1 20 100 Under ? 5 2 Strategic stand Planning Poker M ANAGER CU STO MER USER CU STO MER M ANAGER USER 13 30 40 8 Play! 3 Level Releaseplan Releaseplan Update 5 20 8 8 version 0.0 version 1.0 version 1.3 version 2.0 version 0.0 version 1.0 version 1.2 version 2.0 13 TEAM 5 SIZE it - Estimation Meeting Montag, 15. Juni 2009
  • 35. Where do we go from here? understanding the reality Montag, 15. Juni 2009
  • 36. What is learning? Montag, 15. Juni 2009
  • 37. 37 Kids love to learn Montag, 15. Juni 2009
  • 38. The Secret of Gravity Montag, 15. Juni 2009
  • 39. secret #1 Disappointment of Expectations Montag, 15. Juni 2009
  • 40. Blaming stops Learning! Montag, 15. Juni 2009
  • 41. Concept of Psychological Safety Accountability for Meeting Demanding Goals Demanding Goal Low High Learning secret #2 High Comfort Zone Psychological Zone Safety Low Apathy Zone Anxiety Zone The competitive Imperative of Learning, Amy C Edmondson, HBR, 7/8 2008, p. 60-66 Montag, 15. Juni 2009
  • 42. Who goes to the Retrospective? Montag, 15. Juni 2009
  • 44. The Team makes it happen! Montag, 15. Juni 2009
  • 45. How do we run a retrospective? Montag, 15. Juni 2009
  • 47. “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 Montag, 15. Juni 2009
  • 48. Timelinetale telling the Montag, 15. Juni 2009
  • 49. Montag, 15. Juni 2009 What Went WELL?
  • 51. SCRUMMASTER TEAM MEMBER PRODUCT OWNER ORGANISATION Montag, 15. Juni 2009
  • 52. SORTING PRIORITIZING RANKING Montag, 15. Juni 2009
  • 53. INPUT FOR SPRINT PLANNING Montag, 15. Juni 2009
  • 54. 1 2 3 4 5 6 secret #3 Montag, 15. Juni 2009
  • 55. less than 90 min! secret #4 Montag, 15. Juni 2009
  • 56. N Ø T IN THE TEAM ROOM Montag, 15. Juni 2009
  • 57. everybody the team invites secret #5 Montag, 15. Juni 2009
  • 58. He/she makes it happen! He/she needs to act! secret #6 Montag, 15. Juni 2009
  • 59. 59 Complexity / Empirical Management Montag, 15. Juni 2009
  • 60. 60 step factory enterprise Montag, 15. Juni 2009
  • 61. 61 Stacey and Complexity unstable •Timebox •Emergent Emergent Requirements Software Time •Complexity •Anarchy stable known Technology unknown •You need boundaries! Every Activity in Scrum is Timeboxed! http://www.plexusinstitute.org/ edgeware/archive/think/ main_aides3.html Montag, 15. Juni 2009
  • 62. 62 It is typical to adopt the defined (theoretical) modeling approach when the underlying mechanisms by which a process operates are reasonably well understood. Montag, 15. Juni 2009
  • 63. When the process is too complicated for the defined approach, the empirical approach is the appropriate choice Montag, 15. Juni 2009
  • 64. 64 History of Agile Montag, 15. Juni 2009
  • 66. 66 • The New New Product Development Game, by Nonaka and Takeuchi • Lean Management, Deming and Juran • Iterative and incremental development, Barry Boehm • First Implemenations, Jeff Sutherland agile foundation Montag, 15. Juni 2009
  • 67. 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 simply won’t get the job done. Instead, companies in Japan on organizations, strategy, and marketing. Montag, 15. Juni 2009
  • 68. 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. Montag, 15. Juni 2009
  • 69. 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.” Montag, 15. Juni 2009
  • 71. The Scrum Roles 3 Scrum Team Roles plus 3 Organizational Roles presented by 2009 Montag, 15. Juni 2009
  • 72. 3 plus 3 roles in Scrum Montag, 15. Juni 2009
  • 73. ScrumMaster The Film Director -- He protects the team from all distrubances. He is not part of the team. He improves the productivity of the Scrum-Team and controls the “inspect and adapt” cycles of Scrum . He makes sure that the agile ideals are understood and that they are respected by all stakeholders. He is not responsible for the delivery of the product. Montag, 15. Juni 2009
  • 74. Protect your Scrum-Team Montag, 15. Juni 2009
  • 75. 75 Remove Impediments Montag, 15. Juni 2009
  • 76. 76 Run the Process Montag, 15. Juni 2009
  • 77. 77 Work with Product Owner Montag, 15. Juni 2009
  • 78. Work with the Organization Montag, 15. Juni 2009
  • 79. Product Owner The Storywriter -- She drives the Product Owner from the business point of view. She communicates a clear vision of the product and she defines its main characteristics. She also accepts the product at the end of a Sprint. She makes sure that the team only works on the most valuable Backlog Items. She has the same goal as the team. She is responsible for the return on investment. Montag, 15. Juni 2009
  • 80. Return on Investment Montag, 15. Juni 2009
  • 81. Build and communicate Vision Montag, 15. Juni 2009
  • 82. Maintain Product Backlog Montag, 15. Juni 2009
  • 83. Acceptance of Delivery Montag, 15. Juni 2009
  • 84. Establish and maintain Releaseplan Montag, 15. Juni 2009
  • 85. The Team The Actors -- They deliver the product and they are responsible for the quality. They work with End User, PO and Customers to understand the business requirements. The Teams performs its commitment voluntarily. They work continuously with the PO to define the strategic direction of the project. Montag, 15. Juni 2009
  • 86. 86 Deliver Deliver Deliver Montag, 15. Juni 2009
  • 87. 87 Quality Montag, 15. Juni 2009
  • 88. 88 Estimate Estimate Estimate Montag, 15. Juni 2009
  • 89. 89 Commit! Montag, 15. Juni 2009
  • 90. 90 Organize yourselves! Montag, 15. Juni 2009
  • 91. Customer The Producer -- She requests the product. She contracts the organization for developing products. Typically these are executive managers who by software development from external software development companies. In an internal product development organization this is the person who is responsible for approving the budget for product development. Montag, 15. Juni 2009
  • 92. Orders the Product Montag, 15. Juni 2009
  • 93. Pays the Product Development Montag, 15. Juni 2009
  • 94. Gives Feedback in Reviews Montag, 15. Juni 2009
  • 95. Manager The Studio Boss -- Management is essential in Scrum Organisations. It enables the Team to work by building the right work environment for Scrum Teams. Managers create structure and stability. He also works with the ScrumMaster to re-factor the structures of the organization and guidelines when necessary. Montag, 15. Juni 2009
  • 96. Makes sure a organizations will survive in case of failures Ed Cutmil: Havard Business Review, 2008 Montag, 15. Juni 2009
  • 97. Establish Rules and Guidelines Montag, 15. Juni 2009
  • 98. End User The Audience -- Can be played by a lof to people. The End-User is the one who knows the requirements and with this knowledge he defines the product by telling the team what he needs from its functionality. Montag, 15. Juni 2009
  • 99. Knows what he needs and want Montag, 15. Juni 2009
  • 100. Gives Feedback in Reviews Montag, 15. Juni 2009
  • 101. Participate in Sprint Planning 1 Montag, 15. Juni 2009
  • 102. How they work together! Montag, 15. Juni 2009
  • 103. ScrumMaster works with Product Owner to ensure the Product Owner fulfills his job. ScrumMaster coaches the Product Owner and helps him against outsides odds. Montag, 15. Juni 2009
  • 104. ScrumMaster works with the Team to ensure that everyone agrees what he had agreed to do! Protects the Teams. Removes impediments Montag, 15. Juni 2009
  • 105. Product Owner works with the customer to ensure that he meets her own return on investment. Customer will push the Product Owner but she will keep her interests in mind. Montag, 15. Juni 2009
  • 106. Team works with End User to understand the needs of the End-User. To write the application according to spezifications of the End-User Montag, 15. Juni 2009
  • 107. ScrumMaster works with the Manager to re- factor guidelines and processes, to ensure the Scrum-Teams gets what it needs. Montag, 15. Juni 2009
  • 108. Product Owner needs to know what the market (the End User) wants to have. He needs to know the needs to be able to prioritize the product Backlog Montag, 15. Juni 2009
  • 109. References Agiles Projektmanagement mit Scrum, Ken Schwaber Agile Software Development with Scrum, Ken Schwaber Scrum and the Enterprise, Ken Schwaber Scrum, Boris Gloger Scrum, Roman Pichler How Pixar Fosters Creativity, Ed Cutmill, HBR 2008 Kotter, What Leaders really do Henry Mintzberg "The Manager's Job: Folklore and Fact" Montag, 15. Juni 2009
  • 110. Company in USA: Portal Company 5 Product Owners: News, Email, Products, Security, Infrastructure 1 Scrum Development Team, 9 people 1 integrated product: Portal. Montag, 15. Juni 2009
  • 111. What kind of problems do you get, if the ScrumMaster is part of the team? Montag, 15. Juni 2009
  • 112. 112 Exercise: •What kind of impediments can you think Impediment backlog of? •Create a list of current impediments in your organization Timebox 5 min Montag, 15. Juni 2009
  • 113. 113 Strategic Planning / Agile Planning Montag, 15. Juni 2009
  • 114. 114 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 Montag, 15. Juni 2009
  • 115. 115 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 Montag, 15. Juni 2009
  • 116. 116 size & duration Montag, 15. Juni 2009
  • 117. Finland Denmark USA China Austria Canada Brazil France UK Germany Italy Country-Points Slowakia Montag, 15. Juni 2009
  • 118. 118 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 Montag, 15. Juni 2009
  • 119. Product Backlog Iceberg Priority Sprint Release Next Release 119 © 2008  Objectbay So0ware & Consul9ng GmbH.  Montag, 15. Juni 2009