1.
Scrum Master Training
by Eduardo Ribeiro
V 2.0
Universidade do Minho - Departamento de Informática

2.
edu.f.ribeiro@gmail.com
@edu_f_ribeiro

3.
What is Agile
“Agile is an “iterative” and “incremental”
software development methodology were its
main focus is on client satisfaction through
continuous delivery.”

4.
Agile Manifesto

5.
12 Principles behind the Agile
Manifesto
• Our highest priority is to satisfy the customer
through early and continuous delivery of valuable
software.
• Welcome changing requirements, even late in
development. Agile processes harness change for
the customer's competitive advantage.
• Deliver working software frequently, from a couple
of weeks to a couple of months, with a preference
to the shorter timescale.
• Business people and developers must work
together daily throughout the project.
• Build projects around motivated individuals. Give
them the environment and support they need, and
trust them to get the job done.
• The most efficient and effective method of
conveying information to and within a development
team is face-to-face conversation.
• Working software is the primary measure of
progress.
• Agile processes promote sustainable development.
The sponsors, developers, and users should be able
to maintain a constant pace indefinitely.
• Continuous attention to technical excellence and
good design enhances agility.
• Simplicity the art of maximizing the amount of
work not done is essential.
• The best architectures, requirements, and designs
emerge from self-organizing teams.
• At regular intervals, the team reflects on how to
become more effective, then tunes and adjusts its
behavior accordingly.

6.
Traditional vs. Agile
Delivery

7.
Traditional vs. Agile
Feedback

8.
What is Scrum?

9.
Incremental != Iterative

10.
PRINCIPLES
Scrum

11.
Empirical Process Control
Transparency:
• Transparency allows all facets of any Scrum process to be observed by
anyone.
Inspection:
• Use of a common Scrum Board and other information radiators.
Adaptation:
• Adaptation happens as the Scrum Core Team and Stakeholders learn
through transparency and inspection and then adapt by making
improvements in the work they are doing.

12.
Self-Organization

13.
Collaboration

14.
Value Base-Prioritization

15.
Time-Boxing

16.
Iterative Development

17.
TEAM & ROLES
Scrum

18.
Scrum Team & Roles

19.
Scrum Master

20.
Ball Point Game

21.
Ball Point Game objective
The objective of the Ball Point game is to get as
many balls through the team as possible within
two minutes.

22.
The Rules
• Everyone is part of one big team.
• Each ball must have air-time.
• Each ball must be touched at least once by every
team member.
• Balls cannot be passed to your direct neighbor to
your immediate left or right.
• Each ball must return to the same person who
introduced it into the system.
• There are a total of five iterations two minutes
each.

23.
Time to Play

24.
Any conclusions?

25.
Product Owner

26.
CEREMONIES
Scrum

27.
Grooming the Product Backlog

28.
Sprint Planning

29.
Daily Stand Up

30.
Sprint Review or Demo &
Retrospective

31.
Scrum Framework

32.
User Stories Context
As a … (user of the system)
I want … (feature or problem to
be solved)
So that … (benefit of story being
completed)
The “so that” part is incredibly
valuable as it focuses people on
the real reason behind this story.

33.
INVEST Acronym

34.
Why?

35.
User Story Game

36.
Why we Estimate?

37.
Poker Planning

38.
Estimation Techniques Games

39.
Games Format
4Exercises x 10Min
Team Estimation & Discussion

40.
#1 – Absolute Estimation

41.
10MIN

42.
#1 – Absolute Estimation
Beagle 11
Labrador 32
Great Dane 91
Chihuahua 2
Appalachian Mountain Dog -
American Cocker Spaniel 14
Border Collie 20
Staffordshire Bull Terrier 17
What did we learn?

43.
#2 – Relative Estimation

44.
10MIN

45.
#2 – Relative Estimation
Impala 13
Elephant 100
Giraffe 40
Elephant Shrew 1
Crocodile 20
Snake 3
What did we learn?

46.
#3 – Planning Poker

47.
10MIN

48.
#3 – Planning Poker
Spain 5
China 100
Luxembourg 1
Denmark 2
South Africa 13
Belize 2
What did we learn?

49.
#4 – Affinity Estimation

50.
10MIN

51.
#4 – Affinity Estimation
Convertible S
Motorbike XS
Starship Enterprise XL
SUV S
MINIVAN S
BUS M
What did we learn?

52.
DOD AND DOR
Scrum

53.
Definition of Done aka DoD
• The team agrees on, and displays
prominently somewhere in the
team room, a list of criteria which
must be met before a product
increment "often a user story" is
considered "done".
• On a feature level, the acceptance
criteria should be agreed up front
BEFORE the User Story is
submitted to acceptance.

54.
Definition of Ready aka DoR
• By analogy with the "Definition of
Done", the team makes explicit
and visible the criteria (generally
based on the INVEST matrix) that
a user story must meet prior to
being accepted into the upcoming
iteration.
• On a feature level, the acceptance
criteria should be agreed up front
BEFORE code is written.

55.
Visibility of Progress
• Team has a duty to radiate
information outwards!
• It also helps reduce interruptions!
– Scrum and Kanban Physical Boards
– Big visible charts (Ex: CFS’s, Burn
Down, Etc)
– On-line Tools (Ex: Rally Dev)
– Daily reporting

56.
Examples

57.
Pre-Game
• Organize teams – 5 minutes
• Project Chattering – 5 minutes
• Building the Backlog – 15 minutes
• Estimating – 20 minutes
– Affinity Estimation
– Planning Poker

58.
Game
• Sprint Planning – 5 minutes
• Sprint 1 – 7 minutes
• Sprint 1 Review and Retrospective - 5 minutes
• Sprint Planning – 5 minutes
• Sprint 2 – 7 minutes
• Sprint 2 Review and Retrospective - 5 minutes
• Sprint Planning – 5 minutes
• Sprint 3 – 7 minutes
• Sprint 4 Review and Retrospective - 5 minutes

59.
Game: Sprint Planning

60.
POST-GAME: Debriefing
• What did you observe?
• How did it feel being on a Scrum
team?
• How did the short iterations go?
• How accurate were the
estimations?
• What would we have done
differently from the beginning, if
we had another chance to play
the game?
• What was the job of the Product
Owner?
• How did it feel after the first
sprint when almost all items
required re-work?
• What did the Scrum Masters do?
• How will your strategy change, if
you know the Product Owner is
unavailable during sprints?
• How did inter-team
communication go? Were there
any dependencies? How were
they resolved?
• What did you learn?

61.
Scrum Smells aka Anti-Patterns
• Scrum Master or any other team member assigning work.
• Daily Scrum is for the Scrum Master or any other specify
person.
• Sprint work being carried over.
• Test sprints.
• Everything “In-progress”.
• SM/ DM/ PO or anyone else providing estimates for the
team.