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Photo	
  ©	
  javarman	
  -­‐	
  fotolia	
  

File	
  1	
  
•  Stand Up!
•  Talk individually with 3 people

:

–  Why are you here?
–  What are you 3 principal goals at work?
–  Wha...
Discovering Scrum
Why do we do Scrum?
Why do we do Scrum?
Why do we do Scrum?
Every Scrum Role, Activity and Artifact
helps you Inspect and Adapt

Inspect
Adapt
Photo	
  courtesy	
  of	
  Iain	
  Farrell@flickr	
  
Photo	
  courtesy	
  of	
  Iain	
  Farrell@flickr	
  
Certified Scrum Training
and Career Path
@peterstev	
  
peter@saat-­‐network.ch	
  
@peterstev	
  
peter@saat-­‐network.ch	
  
•  What makes
great
projects?

•  How does
Scrum work,
and why?

•  Scrum and its
impact on
your
organization
Photo	
  ©	
  leonardo	
  viD	
  -­‐	
  fotolia	
  

…	
  while	
  experiencing	
  Scrum	
  
•  How does
Scrum work,
and why?

•  Scrum and its
impact on
your
organization
•  Think back...
•  When were you involved in a project, which
really worked well? Everyone pulled together,
worked togeth...
•  Note the person who told the “best” story, the
one which should be a role model moving
forward.
•  Now switch tables so...
•  Now tell the same story, again!
•  When were you involved in a project, which
really worked well? Everyone pulled toget...
•  What are the stories we’d most like to emulate?
•  Find the best story (from either the first or
second round) and put ...
Would the top 3 storytellers please
share their stories to everyone.
Photo	
  ©	
  leonardo	
  viD	
  -­‐	
  fotolia	
  
Management
Management
Clear Vision & Goals
Clear priorities
Clear decisions
Clear responsibilities
Management Support
for the Teams, ...
Management

Technical

Clear Vision & Goals
Clear priorities
Clear decisions
Clear responsibilities
Management Support
for...
Management

Technical

Clear Vision & Goals
Clear priorities
Clear decisions
Clear responsibilities
Management Support
for...
•  What makes
great
projects?

•  Scrum and its
impact on
your
organization
Photo:	
  	
  (CC)	
  joeshlabotnik@flickr	
  
Photo:	
  	
  Peter	
  Stevens	
  
Requirements	
  
Analysis	
  
Design	
  
Development	
  
Test	
  

P1	
  
P1	
  
P1	
  
P1	
  
P1	
  

t	
  
Deadline	
  
Requirements	
  
Analysis	
  
Design	
  
Development	
  
Test	
  

P1	
  
P1	
  
P1	
  
P1	
  
P1	
  

t	
  
Requirements	
  
Analysis	
  
Design	
  
Development	
  
Test	
  

P1	
  
P1	
  
P1	
  
P1	
  
P1	
  

t	
  
Requirements	
  
Analysis	
  
Design	
  
Development	
  
Test	
  

P1	
  
P1	
  
P1	
  
P1	
  
P1	
  

t	
  
Requirements	
  
Analysis	
  
Design	
  
Development	
  
Test	
  

P1	
  
P1	
  
P1	
  
P1	
  
P1	
  

t	
  
Requirements	
  

P1	
  

Analysis	
  

P0	
  

Design	
  
Development	
  
Test	
  

P1	
  
P0	
  

P1	
  
P0	
  

P1	
  
...
Requirements	
  

P1	
  

P2	
  

Analysis	
  

P0	
  

P1	
  

P2	
  

P0	
  

P1	
  

P2	
  

P0	
  

P1	
  

Design	
  ...
Requirements	
  

P1	
  

P2	
  

P3	
  

Analysis	
  

P0	
  

P1	
  

P2	
  

P3	
  

P0	
  

P1	
  

P2	
  

P3	
  

P0...
Requirements	
  

P1	
  

P2	
  

P3	
  

P4	
  

P5	
  

P6	
  

Analysis	
  

P0	
  

P1	
  

P2	
  

P3	
  

P4	
  

P5...
Requirements	
  

P1	
  

P2	
  

P3	
  

P4	
  

P5	
  

P6	
  

Analysis	
  

P0	
  

P1	
  
P1	
  

P2	
  

P3	
  

P4	...
Requirements	
  

P1	
  

P2	
  

P3	
  

P4	
  

P5	
  

P6	
  

Analysis	
  

P0	
  

P1	
  
P1	
  

P2	
  

P3	
  

P4	...
Requirements	
  

P1	
  

P2	
  

Analysis	
  

P0	
  

P1	
  
P1	
  

P2	
  

P3	
  

P4	
  

P5	
  

P0	
  

P1	
  

P2	...
•  There is always a lot of Work in Progress
–  change is hard

•  Delays impact other projects
•  Delays do not slow down...
Team	
  
P4	
  
R-­‐A-­‐D-­‐D-­‐T	
  
Actual	
  
Release	
  

P1	
  
R-­‐A-­‐D-­‐D-­‐T	
  
Actual	
  
Release	
  

P1	
  
...
Team	
  1	
  
P1	
  
R-­‐A-­‐D-­‐D-­‐T	
  

P1	
  
R-­‐A-­‐D-­‐D-­‐T	
  

P1	
  
R-­‐A-­‐D-­‐D-­‐T	
  

P4	
  
R-­‐A-­‐D-­...
max	
  30	
  Days	
  

Daily	
  Scrum	
  

RetrospecDve	
  

Done	
  

Planning	
  -­‐	
  How	
  
Review	
  

Planning	
  ...
Product	
  Owner:	
  
Voice	
  of	
  Customer	
  

“Development”	
  Team:	
  
Solves	
  the	
  problem	
  
Scrum	
  Master...
•  What makes
great
projects?

•  How does
Scrum work,
and why?
Photo:	
  Courtesy	
  of	
  Roman	
  Keller	
  
Photo	
  ©	
  Big	
  Stock	
  Photo	
  
Source:	
  Étude	
  HERMES	
  et	
  agilite	
  

au début du projet, d’une vision du produit décrivant clairement et de ma...
15	
  

120%	
  
100%	
  
80%	
  

10	
  

9	
  

9	
  

9	
  

10	
  

9	
  

60%	
  
40%	
  

7	
  

20%	
  

5	
  

0%	...
Delivered	
  FuncAonality	
  
50	
  

15	
  
52	
  
45	
  

40	
  

36	
  

30	
  

10	
  

28	
  

20	
  

19	
  

10	
  ...
120	
  
100	
  

Scope	
  

80	
  
60	
  
40	
  
20	
  
0	
  
Start	
   1	
  

2	
  

3	
  

4	
  
5	
  
6	
  
7	
  
8	
  ...
Build	
  
the	
  right	
  
thing	
  

Figure out what
the right
thing
is!

Befer	
  
ProducDvity	
  
Build	
  it	
  
well	...
•  The waterfall
is poorly
suited for
software and
systems
development

•  Modern
alternatives
e.g. Scrum
are available
an...
Photo	
  ©	
  leonardo	
  viD	
  -­‐	
  fotolia	
  

We	
  have	
  a	
  lot	
  of	
  
people…	
  
	
  
And	
  many	
  ques...
•  1 Question per moderation card
•  One question per card / thick pen
•  The question is a complete sentence, that ends
w...
•  The ‘owner’ of the question accepts the answer
•  You may add expectations as notes to your
question
Requirements
Management in Scrum
Can you do fixed-price/
fixed-scope Projects in
Scrum?
Who is responsible for
Requirements
Management in Scrum?
I	
  want	
  to	
  understand	
  the	
  
duDes	
  and	
  responsi...
•  Each table designates a time keeper and a
speaker/representative (need not be the same
person)
•  Everyone take two min...
•  Speakers bring #1 & #2 questions to plenum.
•  Put #1 question on the board. (Use #2 if #1
question has been proposed a...
You	
  are	
  here	
  
•  Commit to doing Scrum!
•  Training for Everyone
(including Customer &
Management)
•  Definition of Ready
•  Definition ...
•  Everything in Sprint
Prioritized by Product
Owner
•  Physical Task Board
•  Short Sprints
•  Improve Engineering
Practi...
“Some people invest
time in open source to
save money.
“Others invest money in
proprietary software to
save time and reduc...
Photo	
  :	
  ©	
  Julián	
  RovagnaD	
  –	
  Fotolia	
  

Peter	
  Stevens	
  
@peterstev	
  
peter@saat-­‐network.ch	
  ...
•  © 2006-2013 Peter Stevens
•  Redistribution permitted under
Attribution-NonCommercial-ShareAlike 2.5
Generic
(CC BY
-NC...
Discovering Scrum in Lisbon, Portugal
Discovering Scrum in Lisbon, Portugal
Discovering Scrum in Lisbon, Portugal
Discovering Scrum in Lisbon, Portugal
Discovering Scrum in Lisbon, Portugal
Discovering Scrum in Lisbon, Portugal
Discovering Scrum in Lisbon, Portugal
Discovering Scrum in Lisbon, Portugal
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Discovering Scrum in Lisbon, Portugal

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Slides to my Discovering Scrum Workshop in cooperation with RUMOS in Lisbon. Exercises include "Remember Heavan" (what was your best project?), Why waterfall and software development don't mix, How Scrum is different, and gathering requirements from stakeholders.

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Discovering Scrum in Lisbon, Portugal

  1. 1. Photo  ©  javarman  -­‐  fotolia   File  1  
  2. 2. •  Stand Up! •  Talk individually with 3 people : –  Why are you here? –  What are you 3 principal goals at work? –  What is preventing you from achieving these goals? •  When you’re finished, . File  1  
  3. 3. Discovering Scrum
  4. 4. Why do we do Scrum?
  5. 5. Why do we do Scrum?
  6. 6. Why do we do Scrum?
  7. 7. Every Scrum Role, Activity and Artifact helps you Inspect and Adapt Inspect Adapt
  8. 8. Photo  courtesy  of  Iain  Farrell@flickr  
  9. 9. Photo  courtesy  of  Iain  Farrell@flickr  
  10. 10. Certified Scrum Training and Career Path
  11. 11. @peterstev   peter@saat-­‐network.ch  
  12. 12. @peterstev   peter@saat-­‐network.ch  
  13. 13. •  What makes great projects? •  How does Scrum work, and why? •  Scrum and its impact on your organization
  14. 14. Photo  ©  leonardo  viD  -­‐  fotolia   …  while  experiencing  Scrum  
  15. 15. •  How does Scrum work, and why? •  Scrum and its impact on your organization
  16. 16. •  Think back... •  When were you involved in a project, which really worked well? Everyone pulled together, worked together, all for one and one for all? •  In 90 seconds, tell the story of this project to your table mates.
  17. 17. •  Note the person who told the “best” story, the one which should be a role model moving forward. •  Now switch tables so your are with as many new people as possible.
  18. 18. •  Now tell the same story, again! •  When were you involved in a project, which really worked well? Everyone pulled together, worked together, all for one and one for all?
  19. 19. •  What are the stories we’d most like to emulate? •  Find the best story (from either the first or second round) and put your hand on that persons shoulder. •  Keep it there, until we find the top 3 stories.
  20. 20. Would the top 3 storytellers please share their stories to everyone.
  21. 21. Photo  ©  leonardo  viD  -­‐  fotolia  
  22. 22. Management
  23. 23. Management Clear Vision & Goals Clear priorities Clear decisions Clear responsibilities Management Support for the Teams, People & Project •  Focus •  Close cooperation with the customer •  Motivated, Activated & Empowered Team Members •  •  •  •  • 
  24. 24. Management Technical Clear Vision & Goals Clear priorities Clear decisions Clear responsibilities Management Support for the Teams, People & Project •  Focus •  Close cooperation with the customer •  Motivated, Activated & Empowered Team Members •  Short feedback loops •  Running systems early •  Clear Acceptance Criteria / Tests •  Good tools and equipment •  Risks handled early •  Early and regular integration •  Thorough Test Suite •  Automated Test Suite •  •  •  •  • 
  25. 25. Management Technical Clear Vision & Goals Clear priorities Clear decisions Clear responsibilities Management Support for the Teams, People & Project •  Focus •  Close cooperation with the customer •  Motivated, Activated & Empowered Team Members •  Short feedback loops •  Running systems early •  Clear Acceptance Criteria / Tests •  Good tools and equipment •  Risks handled early •  Early and regular integration •  Thorough Test Suite •  Automated Test Suite •  •  •  •  • 
  26. 26. •  What makes great projects? •  Scrum and its impact on your organization
  27. 27. Photo:    (CC)  joeshlabotnik@flickr  
  28. 28. Photo:    Peter  Stevens  
  29. 29. Requirements   Analysis   Design   Development   Test   P1   P1   P1   P1   P1   t   Deadline  
  30. 30. Requirements   Analysis   Design   Development   Test   P1   P1   P1   P1   P1   t  
  31. 31. Requirements   Analysis   Design   Development   Test   P1   P1   P1   P1   P1   t  
  32. 32. Requirements   Analysis   Design   Development   Test   P1   P1   P1   P1   P1   t  
  33. 33. Requirements   Analysis   Design   Development   Test   P1   P1   P1   P1   P1   t  
  34. 34. Requirements   P1   Analysis   P0   Design   Development   Test   P1   P0   P1   P0   P1   P0   P1   t  
  35. 35. Requirements   P1   P2   Analysis   P0   P1   P2   P0   P1   P2   P0   P1   Design   Development   Test   P2   P0   P1   P2   t  
  36. 36. Requirements   P1   P2   P3   Analysis   P0   P1   P2   P3   P0   P1   P2   P3   P0   P1   P2   Design   Development   Test   P0   P3   P1   P2   t  
  37. 37. Requirements   P1   P2   P3   P4   P5   P6   Analysis   P0   P1   P2   P3   P4   P5   P0   P1   P2   P3   P4   P0   P1   P2   P3   Design   Development   Test   P0   P1   P2   t  
  38. 38. Requirements   P1   P2   P3   P4   P5   P6   Analysis   P0   P1   P1   P2   P3   P4   P5   P0   P1   P2   P3   P4   P0   P1   P2   P3   Design   Development   Test   P0   P1   P2   t  
  39. 39. Requirements   P1   P2   P3   P4   P5   P6   Analysis   P0   P1   P1   P2   P3   P4   P5   P1   P2   P3   P4   P1   P2   P3   P0   P1   P2   Design   Development   Test   P0   P0   t  
  40. 40. Requirements   P1   P2   Analysis   P0   P1   P1   P2   P3   P4   P5   P0   P1   P2   P3   P4   P1   P2   P3   Design   Development   Test   P3   P0   P4   P5   P0   P6   P1   P2   t   Phase-­‐Driven  is  a  Dghtly  coupled  architecture.  
  41. 41. •  There is always a lot of Work in Progress –  change is hard •  Delays impact other projects •  Delays do not slow down the flow of new requests •  People are fully allocated –  there is no time to do new things •  “Resource Allocation” is a continuous process –  Priorities are difficult to set and maintain
  42. 42. Team   P4   R-­‐A-­‐D-­‐D-­‐T   Actual   Release   P1   R-­‐A-­‐D-­‐D-­‐T   Actual   Release   P1   R-­‐A-­‐D-­‐D-­‐T   PotenDal     Release   PotenDal     Release   P1   R-­‐A-­‐D-­‐D-­‐T   P5   R-­‐A-­‐D-­‐D-­‐T  
  43. 43. Team  1   P1   R-­‐A-­‐D-­‐D-­‐T   P1   R-­‐A-­‐D-­‐D-­‐T   P1   R-­‐A-­‐D-­‐D-­‐T   P4   R-­‐A-­‐D-­‐D-­‐T   P5   R-­‐A-­‐D-­‐D-­‐T   P2   R-­‐A-­‐D-­‐D-­‐T   P3   R-­‐A-­‐D-­‐D-­‐T   P3   R-­‐A-­‐D-­‐D-­‐T   P3   R-­‐A-­‐D-­‐D-­‐T   Team  2   P2   R-­‐A-­‐D-­‐D-­‐T   Scrum  is  a  loosely  coupled  architecture.  
  44. 44. max  30  Days   Daily  Scrum   RetrospecDve   Done   Planning  -­‐  How   Review   Planning  -­‐  What   PotenDally   Shippable   Product  
  45. 45. Product  Owner:   Voice  of  Customer   “Development”  Team:   Solves  the  problem   Scrum  Master:   Voice  of  Common  Sense,  Unblocks  Impediments  
  46. 46. •  What makes great projects? •  How does Scrum work, and why?
  47. 47. Photo:  Courtesy  of  Roman  Keller  
  48. 48. Photo  ©  Big  Stock  Photo  
  49. 49. Source:  Étude  HERMES  et  agilite   au début du projet, d’une vision du produit décrivant clairement et de manière compréhensible l’objectif final, tout en laissant consciemment un espace suffisant pour la navigation. Au cours du processus de développement, cet espace sera complété avec les exigences apportant la meilleure plusvalue. La collecte des exigences et la fixation des priorités correspondantes ne s’effectuent donc pas au début seulement (up-front), mais en continu, par l’intégration précoce du client et d’autres experts du domaine. Ainsi, des découvertes importantes peuvent encore être prises en compte même très tard dans le projet. De telles constatations apportent souvent la meilleure plus-value et sont importantes pour la réussite du projet.
  50. 50. 15   120%   100%   80%   10   9   9   9   10   9   60%   40%   7   20%   5   0%   1   2   3   4   Sprint  (2  weeks)   SP  commifed   5   6   %  Done   Note:  Sprint  2  was  actually  a  three  week  sprint  with  13  points  commifed  and  delivered.  Data  is  normalized  to  a  2  week  sprint  for  readability.   %  of  Commi(ment  Finished   Forecast/Actual  in  SP   Commi(ed  and  Delivered  FuncAonality  
  51. 51. Delivered  FuncAonality   50   15   52   45   40   36   30   10   28   20   19   10   10   0   0   Start   1   2   3   4   5   Note:  Sprint  2  was  actually  a  three  week  sprint  with  13  points  commifed  and  delivered.  Data  is  normalized  to  a  2  week  sprint  for  readability.   FuncDonalty  Remaining   Velocity   6   5   Velocity   FuncAonality  Remaining     "Backlog"   60  
  52. 52. 120   100   Scope   80   60   40   20   0   Start   1   2   3   4   5   6   7   8   EsAmated  CompleAon   9   10   Note:  Sprint  2  was  actually  a  three  week  sprint  with  13  points  commifed  and  delivered.  Data  is  normalized  to  a  2  week  sprint  for  readability.   Full  Project   Reduced  Project   11   12  
  53. 53. Build   the  right   thing   Figure out what the right thing is! Befer   ProducDvity   Build  it   well  
  54. 54. •  The waterfall is poorly suited for software and systems development •  Modern alternatives e.g. Scrum are available and much better •  You can be much better than you are!
  55. 55. Photo  ©  leonardo  viD  -­‐  fotolia   We  have  a  lot  of   people…     And  many  quesDons….     How  do  we  know  that   the  most  important   quesDons  get   answered?  
  56. 56. •  1 Question per moderation card •  One question per card / thick pen •  The question is a complete sentence, that ends with a ‘?’ •  Recommendation: Starts with a ‘W-Word’ –  Why, What, When, Where, Which ( and How ;-) –  Yes/No Questions get a yes/no answer! •  Recommendation: Keep the question ‘small’
  57. 57. •  The ‘owner’ of the question accepts the answer •  You may add expectations as notes to your question
  58. 58. Requirements Management in Scrum
  59. 59. Can you do fixed-price/ fixed-scope Projects in Scrum?
  60. 60. Who is responsible for Requirements Management in Scrum? I  want  to  understand  the   duDes  and  responsibiliDes   of  this  person  
  61. 61. •  Each table designates a time keeper and a speaker/representative (need not be the same person) •  Everyone take two minutes to write max three questions •  Place the card on a wall •  Each person explains their questions (max 1 minute each ) •  Speaker combines duplicates – and team uses dot voting to select top two questions.
  62. 62. •  Speakers bring #1 & #2 questions to plenum. •  Put #1 question on the board. (Use #2 if #1 question has been proposed already) •  Agree on order to handle the questions. •  Time 3 Minutes.
  63. 63. You  are  here  
  64. 64. •  Commit to doing Scrum! •  Training for Everyone (including Customer & Management) •  Definition of Ready •  Definition of Done •  Pair Immediately •  No Multitasking
  65. 65. •  Everything in Sprint Prioritized by Product Owner •  Physical Task Board •  Short Sprints •  Improve Engineering Practices •  Management does Scrum Too
  66. 66. “Some people invest time in open source to save money. “Others invest money in proprietary software to save time and reduce risk.” -- MySQL “The same applies to training and coaching” -­‐-­‐  Peter  Stevens   Picture courtesy of star5112 @ flickr
  67. 67. Photo  :  ©  Julián  RovagnaD  –  Fotolia   Peter  Stevens   @peterstev   peter@saat-­‐network.ch     Training     CerDfied  Scrum  Master  3/4-­‐March-­‐14   Lisbon     For  Training  Coaching  or  TransisDons   Contact  Hugo  Lorenço   hugo.lorenco@agile21.com  
  68. 68. •  © 2006-2013 Peter Stevens •  Redistribution permitted under Attribution-NonCommercial-ShareAlike 2.5 Generic (CC BY -NC-SA 2.5) •  Some image material © Fotolia or BigStockPhoto and their respective photographers – used under license
  • AnaAlmeida63

    Dec. 1, 2013
  • radovanchytracek

    Nov. 9, 2013

Slides to my Discovering Scrum Workshop in cooperation with RUMOS in Lisbon. Exercises include "Remember Heavan" (what was your best project?), Why waterfall and software development don't mix, How Scrum is different, and gathering requirements from stakeholders.

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