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Agile for scrum masters v7

This document provides an agenda for a training course on the scrum master role, covering topics such as comparing scrum masters to traditional project managers, facilitating scrum ceremonies like planning, daily standups and retrospectives, and coaching

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1 Agile for Scrum Masters
2 Working Agreements
3 Course Requirements Description • In this course, we will discuss the skills necessary to facilitate agile teams, so that the team members transition from a sequential work style to a swarming work style. • Self-organized cross-functional teams are the cornerstone of agile development. Prerequisite • Prior to taking this training, you should have completed the following: • Agile 101 Training Intended Audience • Potential Scrum Masters • Any leadership role involved in Product/Service Planning & Delivery process • e.g. Technical Leader, QA Leader, Technical Managers, QA Managers, Project Managers, Program Managers
4 Agenda Agile and Scrum Flow – A Recap Agile for Scrum Masters- Scrum Master Role2 Scrum Master vs. (traditional) Project Managera Facilitating Scrum Ceremoniesb Sizing, Estimating and Prioritizing Backlogc Coaching Team- Small Team Dynamicsd 1 Tracking & Reporting Worke Removing Impedimentsf Pitfalls Scrum Master needs to Avoidg Qualities to be an effective Scrum Masterh
5 Video #0: Scrum Master Role Power of Scrum: a funny Scrum Master Movie with Jeff Sutherland, co-creator of Scrum Process Framework
6 What are Lean Principles? And How do we implement them in Agile Lean Principles Implementation in Agile Eliminate waste Retrospectives, Feedback loops at every iteration Amplify learning Retrospectives, Feedback loops at every iteration Decide as late as possible Iteration Planning every 2 weeks Deliver as fast as possible Short Iterations Empower the team Servant Leadership, Team Collaboration Build integrity in Build Quality In: Continuous Testing & integration See the whole Cross functional teams, breaking down Silos Principles Values Process Practices (kata)
7 Scrum Framework: Process, Artifacts and Events 24h SPRINT POTENTIALLY SHIPPABLE INCREMENT SERVICE & PRODUCT ADOPTION BACKLOG SPRINT BACKLOG SPRINT DEMO SPRINT RETROSPECTIVE
8 In Summary: Scrum is most common Agile Framework • Each sprint has a fixed duration “time-box” • Each sprint delivers working, fully tested code • Only the team can do a pull from backlog • Team cannot plan to exceed their capacity • Team sync up on sprint goals during daily standup • Core team size cannot be dynamic • Team stays together for extended duration Scrum is lightweight yet, like rugby, needs rules to ensure correct flow. It is the responsibility of the Scrum Master to ensure adherence to the agreed rules. Scrum Values Commitment, courage, focus, openness and respect
9 Agenda Agile and Scrum Flow – A Recap Agile for Scrum Masters- Scrum Master Role2 Scrum Master vs. (traditional) Project Managera Facilitating Scrum Ceremoniesb Sizing, Estimating and Prioritizing Backlogc 1 Coaching Team- Small Team Dynamicsd Tracking & Reporting Worke Removing Impedimentsf Pitfalls Scrum Master needs to Avoidg Qualities to be an effective Scrum Masterh
10 SCRUM - Team SERVICE OWNER A person responsible for maximizing the value of the Service and the work of the Scrum Team (Service Backlog and determination of priorities) SCRUM TEAM Professionals who do the work for delivering a potentially releasable Increment of “Done“ software at the end of each Sprint. The software is coded and tested. Self-organizing, cross-functional SCRUM MASTER A person ensuring that Scrum is understood and enacted. Expert in the Scrum Process and monitors the Scrum Team progress PRODUCT OWNER A person responsible for ensuring Product adoption of the Service and maximizing the value of the Product (Product-specific Backlog and determination of priorities) SUPPORTING SMEs Professionals who work on the enabling elements of a Service and/or Product Adoption SERVICE ANALYST A person who defines Service Level Requirements, Use Cases and User Stories. Supports UAT. BUSINESS ANALYST A person who defines Product Adoption Level Requirements, Use Cases and User Stories. Supports UAT. AGILE COACH A person leading and coaching the organization in its Agile and Scrum adoption. PROGRAM MANAGER (SERVICE AND PRODUCT) A person who manages and resolve Interdependencies and aligns enabling activities to support team. Also involved in monitoring and tracking of velocity and other health indicators
11 Scrum Master Role Scrum Advocate Servant Leader Coach Problem Solver Protector Process Owner Responsible for making sure that team lives by values & principles of Scrum process Leads team by serving the best interests of team, not one-self Does anything to help team become high performing Creating balance with team’s key stakeholder: product/service owner Protects team from over-commitment & complacency Helping team do the best work it possibly can • 1 Person! • Accountable for guiding, coaching, teaching and assisting team • Creates and maintains an environment favorable to applying Scrum process • This involves: • Bulldozing (removing) any impediments to team’s progress • facilitating meetings, and working with product/service owner
12 Agile vs. Traditional Responsibilities- Scrum Master vs. Project Manager Mindset changes needed- Shift from directive leadership to servant leadership Coordinating team activities & contributions Deadlines Driving towards outcomes Knowing the answer Coaching teams to collaborate Objectives Being invested in overall performance Asking the teams for the answer to to to to Directing Aiding self-organizationto Fixing problems Helpto
13 A Day in Life of Scrum Master •Engage Product/Service Owner so that s/he is available to provide clarifications •Ensure Product/Service Owner is not micromanaging team •Schedule frequent demos as early as possible, for course corrections •Facilitate Product/Service Backlog Refinement sessions to prepare for next sprint planning •Help Product/Service Owner refines Epic/user stories for future requirementsSprint Planning During Sprint Daily Scrum Sprint Demo Retrospective
14 Facilitating Product/Service Owner and Team Decisions: Which Stories to Prioritize for a Sprint Sprint 1 Backlog • Each story is selected by importance • The sum of the stories should not exceed team velocity • The team decides how many stories to include • Commitment is achieved once stories have consensus around estimates Backlog for future sprints
15 Break #1
16 Scrum Master Facilitates Scrum Ceremonies • Ensure that: • Meeting happens on Sprint day 1 • Meeting is time boxed, for example: 2 weeks Sprint should have 4 hours of Sprint Planning • Product/Service Owner has prioritized work • Team is engaged and committed to current Sprint • Team understands work prioritized for the Sprint • Team considers total team capacity and dependencies (technical and external) while providing commitment • All team members jointly agree & arrive at consensus • All team members commit (“fist of 5”) to Sprint goal Sprint Planning Example of Agenda for Sprint Planning: 1:00 PM – 5:00 PM • 1:00 – 1:30 PM Product/Service Owner states Sprint goal, summarizes backlog, talks about demo place, date & time • 1:30 – 3:00 PM Team (re)sizes user stories, breaking down work. Team defines story acceptance criteria as needed. • 3:00 – 4:00 PM Team selects stories for the sprint. Scrum Master does capacity calculations as a reality check. • 4:00 – 5:00 PM 1-by-1, team breaks down stories into tasks. Team decides place & time for Daily Scrum.
17 Video #1: Sprint Planning How to: Improve Sprint Planning
18 Scrum Master Facilitates Scrum Ceremonies (Continued) • Ensure that: • Daily Standup time is fixed • Entire team attends the Daily Standup • Every one is attentive during Daily Standup • Daily Standup is focused on the 3 standard questions • No additional discussion happens • Daily Standup is complete in 15 minutes • Team does not deviate from the purpose of the Daily Standup • Reinforce if team is deviating Daily Stand-up
19 Facilitating Daily Standup aka Daily Scrum (continued) • Scrum Master should ensure that the Agile Team reviews Sprint Burn down chart during Daily Scrum and discuss re-planning, as required: 0 50 100 150 200 250 300 350 400 450 Day 0 Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10 RemainingHours Sprint Burn Down Planned Actual Trend line 0 50 100 150 200 250 300 350 400 450 Day 0 Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10 RemainingHours Sprint Burn Down Planned Actual -200 -100 0 100 200 300 400 500 Day 0 Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10 RemainingHours Sprint Burn Down Planned Actual Trend line Trend line
20 Video #2: Daily Standup aka Daily Scrum How to: Improve Daily Scrum
21 Scrum Master Facilitates Scrum Ceremonies (Continued) • Ensure that: • Sprint review happens at regular credence at the end of the Sprint • Time boxing Sprint review session, e.g.: 2 weeks Sprint can have 2 hours of Sprint Demo • Team has met with “Definition of Done” for all completed stories • Product/Service Owner accepts or rejects stories based on story acceptance criteria • Rejected stories are moved back to Product/Service Backlog and re- prioritized • Make note of any course correction on implementation • Also new stories are created for any additional feedback/changes Sprint Demo
22 Video #3: Sprint Demo How to: Improve Sprint Reviews
23 Scrum Master Facilitates Scrum Ceremonies (Continued) • Ensure that: • Teams are doing retrospective at the end of every Sprint • Team looks back and considers how the work was done during Sprint, how well it was developed and delivered, and also is there way for further improvement • During Sprint, make your own observations about how team is working. Unless it is very critical, don’t provide any immediate feedback during Sprint. But discuss these observations during retrospective • Team uses Sprint retrospective to identify further improvements to become high performance team • Action items are tracked and closed (i.e. do not repeat in subsequent sprints) Sprint Retrospective
24 Video #4: Sprint Retrospective How to: Improve Sprint Retrospectives
25 Coaching Team- Small Team Dynamics Enabling Team to set Clear and Realistic Goals Encourage team to build Cross- Functional Capabilities Motivate team to adopt Engineering Practices as Team matures Drive Team towards “High Performance” through focus on Continuous Improvements Ensure Transparency through Open Communication within the Team Enabling Team to be Self-Organized Elevate the “One Team“ Spirit through various Team building Activities
26 Agenda Agile and Scrum Flow – A Recap Agile for Scrum Masters- Scrum Master Role2 Scrum Master vs. (traditional) Project Managera Facilitating Scrum Ceremoniesb Sizing, Estimating and Prioritizing Backlogc 1 Coaching Team- Small Team Dynamicsd Tracking & Reporting Worke Removing Impedimentsf Pitfalls Scrum Master needs to Avoidg Qualities to be an effective Scrum Masterh
27 User Story Map: Begin With End In Mind • Release Planning starts with User Story Mapping • Align stories as per user activity (2nd line)– helps with grouping the features (1st line) toward the activity • High value items at the top and low value items at the bottom • Stories (Product/Service Backlog) categorized by Releases (Release Backlog) • Incrementally realize the Product Goals optionality necessary less optional more optional Release 1 Release 2 Release 3
28 User Story map Exercise • Identify an Epic from your current engagement (1 per group) • Create a user story map for 1 or 2 personas, similar to one below: What stories can we tell?
29 User Stories creation “As a <role>, I want <goal>, so that <benefit>” User stories provide a different communication strategy than traditional requirements, telling us WHO wants WHAT and WHY:
30 I N V E S T Independent Negotiable Valuable Estimable Small Testable - Make stories as independent as possible from each other - Start with a brief description - Details emerge in discussion & negotiations - Users and customers perceive value in the deliverables - Domain and technical knowledge allow the team to provide estimates - A team can finish one story in a few days, and several in every sprint - Acceptance (testing) criteria and technique are specified clearly Summary: Invest in Writing Good User stories
31 Life Cycle of a User Story Product/Service Owner PO + ARCH + LEAD PO + QA + LEAD PO + Team Product/Service Owner writes epics that are negotiable and has relevant business value Architect and Team Lead negotiate with PO/ SO to create vertical slices of epics to shape small and independent stories QA ensures stories are testable and estimable with scenarios for each user story Additional story split along scenarios and acceptance criteria may occur Team receives well packaged user stories Team negotiates user stories with the Product/Service Owner Team sizes story for understanding and provides estimate Negotiable Valuable Independent Small Estimable Testable
32 Break #2
33 Exercise #2: Decompose Epic into User Stories from Story Map (Template) Domain Banking Title Priority High Story Points <ignore> Description Acceptance Criteria Participate in user story grooming session to write 5 user stories from your Story Map As A: I want: So That: Domain Banking Title Priority High Story Points <ignore> Description Acceptance Criteria As A: I want: So That: Domain Banking Title Priority High Story Points <ignore> Description Acceptance Criteria As A: I want: So That:
34 Exercise #2: Decompose Epic “Send Money Using Mobile Devices” (Example) Domain Banking Title Send Money Using iPhone Priority High Story Points ? Description Acceptance Criteria 1. I can use options for payment gateway 2. I can see hold on my credit/debit card Dependencies Risks Non-functional Requirements Domain Banking Title Send Money Using Android Priority Medium Story Points ? Description Acceptance Criteria 1. I can use options for payment gateway 2. I can see hold on my credit/debit card Dependencies Risks Non-functional Requirements Domain Banking Title Send Money Using BB Priority Low Story Points ? Description Acceptance Criteria 1. I can use options for payment gateway 2. I can see hold on my credit/debit card Dependencies Risks Non-functional Requirements Teams Participated in user story grooming session to come up with something like this: As A: I want: So That: iPhone User To send money I can buy stuff As A: I want: So That: Android User To send money I can buy stuff As A: I want: So That: BlackBerry User To send money I can buy stuff
35 Exercise #2: Refining User Stories with BDD template (Example) Domain Banking Title Send Money Using iPhone Priority High Story Points ? Description Acceptance Criteria 1. GIVEN Apple as gateway WHEN user enters payment THEN Process payment 2. GIVEN card WHEN Pay THEN hold Dependencies Risks Non-functional Requirements Domain Banking Title Send Money Using Android Priority Medium Story Points ? Description Acceptance Criteria 1. GIVEN Square as gateway WHEN user enters payment THEN Process payment 2. GIVEN card WHEN Pay THEN hold Dependencies Risks Non-functional Requirements Domain Banking Title Send Money Using BB Priority Low Story Points ? Description Acceptance Criteria 1. GIVEN PayPal as gateway WHEN user enters payment THEN Process payment 2. GIVEN card WHEN Pay THEN hold Dependencies Risks Non-functional Requirements Teams Participated in user story grooming session to come up with something like this: As A: I want: So That: iPhone User To send money I can buy stuff As A: I want: So That: Android User To send money I can buy stuff As A: I want: So That: BlackBerry User To send money I can buy stuff
36 Team-Based Estimation: Overview Can we Estimate Size of cars? Pretend you and your team are looking out a window at a parking lot and are tasked with estimating the size of the cars. Relative Easier than Absolute •Toyota Corolla in the foreground is a small car •The Ford Excursion is neither small nor large, yet looks smaller to team based on distance Team Eliminates any Bias Team can discuss and eliminate the bias that the distance causes to come up with a more correct way by doing relative sizing of the two vehicles. Ford Excursion Toyota Corolla
37 Why Team-Based Estimation: With Sizing Board • Increases accuracy by including all perspectives • Builds a shared understanding of what needs to be done and what items may potentially affect completion • Creates shared commitment to achieving the sprint goals and will give everyone – from analyst to developer to tester – a vision for how complex the work will be • Use modified Fibonacci sequence (1, 2, 3, 5, 8, 13, 20) to size user stories • Always triangulate with other stories, e.g. an 8 point story should take 4 times longer than a 2 point story • Avoid Outliers- ensure that stories have similar sizes, e.g. stories having sizes 3,5,8 instead of sizes 1,5,13 • This increases predictability, reduces variability
38 Sprint Backlog Estimation (Using “Planning Poker”) Each estimator gets a deck of cards Product/Service Owner reads a story Estimators privately select cards Cards are turned over Discuss Differences Re-estimate Each estimator is given a deck of cards with the values listed above. For each backlog item to be estimated, Product/Service Owner reads description. Each estimator privately selects a card representing their estimate. All cards are simultaneously turned over so that everyone can see each estimate. High and low estimators explain their differences.. Re-estimate until estimates converge. Use timer if process takes too long. Adapted from Mike Cohn. Agile Estimating and Planning, 2005. Using “Planning Poker” in a Sprint Planning Session combines expert opinion, analogy, and disaggregation for quick but reliable estimates
39 Exercise #3: Planning Poker for User Stories (Template) Domain Banking Title Priority High Story Points <?> Description Acceptance Criteria Participate in Planning Poker session to size user stories from story map. Use Sizing Board. As A: I want: So That: Domain Banking Title Priority High Story Points <?> Description Acceptance Criteria As A: I want: So That: Domain Banking Title Priority High Story Points <?> Description Acceptance Criteria As A: I want: So That:
40 Domain Banking Title Send Money Using iPhone Priority High Story Points ? Description Acceptance Criteria 1. I can use options for payment gateway 2. I can see hold on my credit/debit card Dependencies Risks Non-functional Requirements Domain Banking Title Send Money Using Android Priority Medium Story Points ? Description Acceptance Criteria 1. I can use options for payment gateway 2. I can see hold on my credit/debit card Dependencies Risks Non-functional Requirements Domain Banking Title Send Money Using BB Priority Low Story Points ? Description Acceptance Criteria 1. I can use options for payment gateway 2. I can see hold on my credit/debit card Dependencies Risks Non-functional Requirements Teams Participated in Planning Poker session and used Sizing Board for sizes like these: As A: I want: So That: iPhone User To send money I can buy stuff As A: I want: So That: Android User To send money I can buy stuff As A: I want: So That: BlackBerry User To send money I can buy stuff Exercise #3: Planning Poker for Epic “Send Money Using Mobile Devices” (Example) 3 5 8
41 Backlog Management - Priority Drives the Planning Iteration / Sprint Release Priority High Low Roadmap Value Risk Cost Knowledge
42 How to Prioritize Stories: MoSCoW Principle as an option MoSCoW – Prioritizes stories in four categories Must Have - Stories that must be included in the project delivery time-box for the project success Should Have - Stories not critical but should be included if at all possible Could Have - Less critical but nice to have stories Won’t Have - Least critical and lowest payback items • Appropriate mix of stories in each category can be implemented for a release/sprint • Example 50% can be Must have, 30% Should have, 15% Could have and 5% Wont have
43 How to Prioritize Stories: Risk Analysis as the other option High Risk Low Value High Risk High Value Low Risk Low Value Low Risk High Value Value Risk Low High High Avoid Do first Do Last Do second Value Risk Low High High To optimally prioritize feature it is important to consider both risk and value Business Dimensions  The desirability of the story to a broad base of users or customers  The desirability of the story to a small number of important users or customers  The cohesiveness and ordering of the stories in order to deliver the release end-goals  Business seeks for advice from the technical team but if there is disagreement, Business might still push for the feature Technical Dimensions  Technical Complexity  Technical Feasibility  The technical risk that the story cannot be completed as desired  The impact the story will have on other stories if deferred (consider high risk story first)
44 Agenda Agile and Scrum Flow – A Recap Agile for Scrum Masters- Scrum Master Role2 Scrum Master vs. (traditional) Project Managera Facilitating Scrum Ceremoniesb Sizing, Estimating and Prioritizing Backlogc 1 Coaching Team- Small Team Dynamicsd Tracking & Reporting Worke Removing Impedimentsf Pitfalls Scrum Master needs to Avoidg Qualities to be an effective Scrum Masterh
45 Metrics • Burndown • Team Velocity • # of Stories planned vs accepted • Unit test coverage • Open defects Team Metrics
46 Burndown Chart Visible indicator of progress, allows the team to self-correct Helps you measure how much work is left to do vs how much time is left Automatically generated by Jira by team members updating their tasks Ideal Sprint Work Actual Sprint Work completed
47 Team Capacity Determining the team’s capacity is critical to a successful planning session and should be the first activity in the planning meeting. Plan for 80% allocation for dedicated team members. Team Member PTO/Holiday Allocation (Max 80%) (in days) Michael 0 80% 10 x .8 = 8 Randy 3 80% 7 x .8 = 5.6 Tito 0 80% 10 x .8 = 8 Jermaine 0 80% 10 x .8 = 8 Janet 2 40% 8 x .4 = 3.2 Peter 1 25% 9 x .25 = 2.25 35 days (Total Team Capacity) Assume 10 day sprints
48 Team Velocity Velocity is the average number of story points completed by a team in an iteration, and is used to understand team limits while defining the amount of scope that can be committed to in a sprint. Exercise: Assume the following team data: Sprint 1: 35 story points Sprint 2: 38 story points Sprint 3: 42 story points Sprint 4: 40 story points What is team’s average velocity (based on trend line)? If team has 210 story points worth of pending work, how many sprints will be needed to complete work?
49 Stories planned vs. accepted Used to show how well a team is implementing story-level acceptance criteria 0 1 2 3 4 5 6 7 8 Sprint 1 Sprint 2 Sprint 3 Stories Planned vs Accepted Stories Planned Stories Accepted
50 Unit test code coverage Visible indicator of code risk that helps a team measure and characterize potential bugs in the code Helps track improvements in unit test coverage
51 Outstanding defects Visible indicator of quality issues, that helps a team measure bugs and track quality changes over time.
52 Domain Banking Title Send Money Using iPhone Priority High Story Points ? Description Acceptance Criteria 1. I can use options for payment gateway 2. I can see hold on my credit/debit card Tasks (Sequence#, name, estimate, day#) 1. Implement payment gateway I/F (4h, d2) 2. Create Wireframe for UI (2h, d3) 3. Implement UI for transaction (1h, d4) 4. End-To-End Test for Vertical Slice (3h, d5) 5. … 6. … Exercise #2: Burndown Chart for Epic “Send Money Using Mobile Devices” (Template) Domain Banking Title Send Money Using Android Priority Medium Story Points ? Description Acceptance Criteria 1. I can use options for payment gateway 2. I can see hold on my credit/debit card Tasks (Sequence#, name, estimate, day#) 1. Implement payment gateway I/F (4h, d2) 2. Create Wireframe for UI (2h, d3) 3. Implement UI for transaction (1h, d4) 4. End-To-End Test for Vertical Slice (3h, d5) 5. … 6. … Domain Banking Title Send Money Using BB Priority Low Story Points ? Description Acceptance Criteria 1. I can use options for payment gateway 2. I can see hold on my credit/debit card Tasks (Sequence#, name, estimate, day#) 1. Implement payment gateway I/F (4h, d2) 2. Create Wireframe for UI (2h, d3) 3. Implement UI for transaction (1h, d4) 4. End-To-End Test for Vertical Slice (3h, d5) 5. … 6. … Participate in creating burndown chart using task related data for these user stories: As A: I want: So That: iPhone User To send money I can buy stuff As A: I want: So That: Android User To send money I can buy stuff As A: I want: So That: BlackBerry User To send money I can buy stuff 3 5 8
53 Instructions: Compare and Contrast Traditional vs. Agile 1. Designate someone to be Scrum Master 2. Sequence of prioritized tasks will affect the burn down. 3. Scrum Master facilitates plotting of tasks burning down on the chart 4. Scrum Master and Team discuss the chart and analyze the variations e.g. hockey stick burndown and so on Exercise #2: Burndown Chart for Epic “Send Money Using Mobile Devices” (Instructions)
54 Exercise #2: Burndown Chart for Epic “Send Money Using Mobile Devices” (Example) Your burndown charts may look somewhat like this: Actual Sprint Work Planned Sprint Work 0 50 100 150 200 250 300 350 400 450 Day 0 Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10 RemainingHours Sprint Burn Down Planned Actual 0 50 100 150 200 250 300 350 400 450 Day 0 Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10 RemainingHours Sprint Burn Down Planned Actual -200 -100 0 100 200 300 400 500 Day 0 Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10 RemainingHours Sprint Burn Down Planned Actual
55 How to Track progress using Big Visible Information Radiators? Scrum Boards & Charts • Allow to view Product Progress over time • Track against Release/Project Scope line • Charts updated at the end of every sprint • Allows team to make course correction if significant deviation from Ideal trend line
56 Break #3
57 Agenda Agile and Scrum Flow – A Recap Agile for Scrum Masters- Scrum Master Role2 Scrum Master vs. (traditional) Project Managera Facilitating Scrum Ceremoniesb Sizing, Estimating and Prioritizing Backlogc 1 Coaching Team- Small Team Dynamicsd Tracking & Reporting Worke Removing Impedimentsf Pitfalls Scrum Master needs to Avoidg Qualities to be an effective Scrum Masterh
58 Removing Impediments/Obstacles: Overview • Types of Impediments/Obstacles • Physical (e.g. server/access for dev/stage env) • Organizational (People-ware within teams/management) • Skill (e.g. not enough x in y) • Example of Levels of impediments/obstacles Management • Team level (scrum master) • Management Level • Portfolio (Exec Level) • Obstacle card is like an index card • Front side: • Name • Owner • Due Date • Problem Statement • Vision • Back side: • Detailed Log (actions/status)
59 Removing Improvements: Obstacle Moves across (For Example) 3 Levels • Team-level: • Scrum Master tries to resolve obstacle with help of team. • Obstacle is logged on an obstacle board. • Management-level: • When the team cannot resolve it, or when it is org-level escalation, SM gets manager involved. • For business escalation, Product/Service Owner gets manager involved. • It shows up on management-level obstacle board. • Exec-level: • When manager cannot resolve the obstacle, it shows up on exec-level obstacle board. • This board is similar to the team level, except that last column mentions “resolved”, as it cannot be placed “on hold” at exec level. • Owner can resolve/dismiss obstacle at regular interval.
60 Removing Impediments/Obstacles: Example of Governance • Team-level: • Scrum Master will ensure that each obstacle is logged on an obstacle board. • This can be physical board in team area or team room, marked with “Do Not Remove” sign. • Management-level: • For org-level escalation, functional manager will use online obstacle board (virtual Kanban board) • For business escalation, PO/manager will use similar obstacle board. • Management-level online obstacle boards: • This level obstacle board can be a Kanban board with the following value stream: • Entire middle-management should have access to this board. • Exec-level: • Exec-level obstacle board can be physical board outside exec room. Alternately execs can access management level virtual board for escalations of obstacle(s) in-progress.
61 Exercise #3: Top 3 obstacles that your teams generally encounter. Decide which level of escalation those belong to. In your experience so far, what are the top 3 obstacles a Scrum Master can help remove, so that the scrum team stays productive? What are some of the escalation paths available to this Scrum Master?
62 Agenda Agile and Scrum Flow – A Recap Agile for Scrum Masters- Scrum Master Role2 Scrum Master vs. (traditional) Project Managera Facilitating Scrum Ceremoniesb Sizing, Estimating and Prioritizing Backlogc 1 Coaching Team- Small Team Dynamicsd Tracking & Reporting Worke Removing Impedimentsf Pitfalls Scrum Master needs to Avoidg Qualities to be an effective Scrum Masterh
63 Pitfalls in Scrum Master Role Scrum Master as Project Manager • Tendency to go back to traditional ‘Command and Control’ management especially when in Crisis • Conducting Daily Standup as status update meetings • Allocating tasks during Sprint planning meeting Scrum Master as Decision Maker • Making project decisions instead facilitating Agile Team to make appropriate decisions • Providing Sprint commitment in Sprint planning meeting Scrum Master as Communication Channel • Act as “Single Point of Contact” for any communication with Product/Service Owner or other stakeholders Assuming Delivery Ownership • Projecting as leader of Agile Team and assuming product delivery ownership instead of facilitating Agile Team to take ownership of their commitments Scrum Master Pitfalls to Avoid X X X X
64 7 Servant Leadership Traits Primary Source: Mike Cohn “"Leader of the Band: Six Attributes of the Good Scrum Master" Empowering & Developing Others Serving Others Vulnerability & Humility Open, Participatory Leadership Visionary Leadership Courageous Leadership (integrity & authenticity) Inspiring Leadership
65 10 Principles of Servant Leadership Primary Source: Mike Cohn “"Leader of the Band: Six Attributes of the Good Scrum Master" Persuasion – (building consensus) Awareness – (of self and of others) Healing – (search for wholeness of self &others) Empathy – (understanding) Listening – (to self and others)1 2 3 4 5 Building Community – (benevolent, humane, philanthropic, to benefit others) Commitment to Growth – (personal, professional, spiritual of self and others) Stewardship – (holding institution in trust for the good of society) Conceptualization – (dreams and of day- to-day operations) Foresight – (ability to learn from past & see future )6 7 8 9 10
66 Exercise #4: Apply your knowledge about being Scrum Master to solve the following situation you will encounter a lot. Scenario: Faced with pressure from stakeholders, the Program Manager tells the Scrum Master to tell the teams how much work they need to complete in the next sprint. What is the best way to deal with this scenario?
Thank You

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Agile for scrum masters v7

  • 1.
  • 2.
  • 3.
    3 Course Requirements Description • Inthis course, we will discuss the skills necessary to facilitate agile teams, so that the team members transition from a sequential work style to a swarming work style. • Self-organized cross-functional teams are the cornerstone of agile development. Prerequisite • Prior to taking this training, you should have completed the following: • Agile 101 Training Intended Audience • Potential Scrum Masters • Any leadership role involved in Product/Service Planning & Delivery process • e.g. Technical Leader, QA Leader, Technical Managers, QA Managers, Project Managers, Program Managers
  • 4.
    4 Agenda Agile and ScrumFlow – A Recap Agile for Scrum Masters- Scrum Master Role2 Scrum Master vs. (traditional) Project Managera Facilitating Scrum Ceremoniesb Sizing, Estimating and Prioritizing Backlogc Coaching Team- Small Team Dynamicsd 1 Tracking & Reporting Worke Removing Impedimentsf Pitfalls Scrum Master needs to Avoidg Qualities to be an effective Scrum Masterh
  • 5.
    5 Video #0: ScrumMaster Role Power of Scrum: a funny Scrum Master Movie with Jeff Sutherland, co-creator of Scrum Process Framework
  • 6.
    6 What are LeanPrinciples? And How do we implement them in Agile Lean Principles Implementation in Agile Eliminate waste Retrospectives, Feedback loops at every iteration Amplify learning Retrospectives, Feedback loops at every iteration Decide as late as possible Iteration Planning every 2 weeks Deliver as fast as possible Short Iterations Empower the team Servant Leadership, Team Collaboration Build integrity in Build Quality In: Continuous Testing & integration See the whole Cross functional teams, breaking down Silos Principles Values Process Practices (kata)
  • 7.
    7 Scrum Framework: Process,Artifacts and Events 24h SPRINT POTENTIALLY SHIPPABLE INCREMENT SERVICE & PRODUCT ADOPTION BACKLOG SPRINT BACKLOG SPRINT DEMO SPRINT RETROSPECTIVE
  • 8.
    8 In Summary: Scrumis most common Agile Framework • Each sprint has a fixed duration “time-box” • Each sprint delivers working, fully tested code • Only the team can do a pull from backlog • Team cannot plan to exceed their capacity • Team sync up on sprint goals during daily standup • Core team size cannot be dynamic • Team stays together for extended duration Scrum is lightweight yet, like rugby, needs rules to ensure correct flow. It is the responsibility of the Scrum Master to ensure adherence to the agreed rules. Scrum Values Commitment, courage, focus, openness and respect
  • 9.
    9 Agenda Agile and ScrumFlow – A Recap Agile for Scrum Masters- Scrum Master Role2 Scrum Master vs. (traditional) Project Managera Facilitating Scrum Ceremoniesb Sizing, Estimating and Prioritizing Backlogc 1 Coaching Team- Small Team Dynamicsd Tracking & Reporting Worke Removing Impedimentsf Pitfalls Scrum Master needs to Avoidg Qualities to be an effective Scrum Masterh
  • 10.
    10 SCRUM - Team SERVICEOWNER A person responsible for maximizing the value of the Service and the work of the Scrum Team (Service Backlog and determination of priorities) SCRUM TEAM Professionals who do the work for delivering a potentially releasable Increment of “Done“ software at the end of each Sprint. The software is coded and tested. Self-organizing, cross-functional SCRUM MASTER A person ensuring that Scrum is understood and enacted. Expert in the Scrum Process and monitors the Scrum Team progress PRODUCT OWNER A person responsible for ensuring Product adoption of the Service and maximizing the value of the Product (Product-specific Backlog and determination of priorities) SUPPORTING SMEs Professionals who work on the enabling elements of a Service and/or Product Adoption SERVICE ANALYST A person who defines Service Level Requirements, Use Cases and User Stories. Supports UAT. BUSINESS ANALYST A person who defines Product Adoption Level Requirements, Use Cases and User Stories. Supports UAT. AGILE COACH A person leading and coaching the organization in its Agile and Scrum adoption. PROGRAM MANAGER (SERVICE AND PRODUCT) A person who manages and resolve Interdependencies and aligns enabling activities to support team. Also involved in monitoring and tracking of velocity and other health indicators
  • 11.
    11 Scrum Master Role Scrum Advocate Servant Leader Coach Problem Solver Protector Process Owner Responsible formaking sure that team lives by values & principles of Scrum process Leads team by serving the best interests of team, not one-self Does anything to help team become high performing Creating balance with team’s key stakeholder: product/service owner Protects team from over-commitment & complacency Helping team do the best work it possibly can • 1 Person! • Accountable for guiding, coaching, teaching and assisting team • Creates and maintains an environment favorable to applying Scrum process • This involves: • Bulldozing (removing) any impediments to team’s progress • facilitating meetings, and working with product/service owner
  • 12.
    12 Agile vs. TraditionalResponsibilities- Scrum Master vs. Project Manager Mindset changes needed- Shift from directive leadership to servant leadership Coordinating team activities & contributions Deadlines Driving towards outcomes Knowing the answer Coaching teams to collaborate Objectives Being invested in overall performance Asking the teams for the answer to to to to Directing Aiding self-organizationto Fixing problems Helpto
  • 13.
    13 A Day inLife of Scrum Master •Engage Product/Service Owner so that s/he is available to provide clarifications •Ensure Product/Service Owner is not micromanaging team •Schedule frequent demos as early as possible, for course corrections •Facilitate Product/Service Backlog Refinement sessions to prepare for next sprint planning •Help Product/Service Owner refines Epic/user stories for future requirementsSprint Planning During Sprint Daily Scrum Sprint Demo Retrospective
  • 14.
    14 Facilitating Product/Service Ownerand Team Decisions: Which Stories to Prioritize for a Sprint Sprint 1 Backlog • Each story is selected by importance • The sum of the stories should not exceed team velocity • The team decides how many stories to include • Commitment is achieved once stories have consensus around estimates Backlog for future sprints
  • 15.
  • 16.
    16 Scrum Master FacilitatesScrum Ceremonies • Ensure that: • Meeting happens on Sprint day 1 • Meeting is time boxed, for example: 2 weeks Sprint should have 4 hours of Sprint Planning • Product/Service Owner has prioritized work • Team is engaged and committed to current Sprint • Team understands work prioritized for the Sprint • Team considers total team capacity and dependencies (technical and external) while providing commitment • All team members jointly agree & arrive at consensus • All team members commit (“fist of 5”) to Sprint goal Sprint Planning Example of Agenda for Sprint Planning: 1:00 PM – 5:00 PM • 1:00 – 1:30 PM Product/Service Owner states Sprint goal, summarizes backlog, talks about demo place, date & time • 1:30 – 3:00 PM Team (re)sizes user stories, breaking down work. Team defines story acceptance criteria as needed. • 3:00 – 4:00 PM Team selects stories for the sprint. Scrum Master does capacity calculations as a reality check. • 4:00 – 5:00 PM 1-by-1, team breaks down stories into tasks. Team decides place & time for Daily Scrum.
  • 17.
    17 Video #1: SprintPlanning How to: Improve Sprint Planning
  • 18.
    18 Scrum Master FacilitatesScrum Ceremonies (Continued) • Ensure that: • Daily Standup time is fixed • Entire team attends the Daily Standup • Every one is attentive during Daily Standup • Daily Standup is focused on the 3 standard questions • No additional discussion happens • Daily Standup is complete in 15 minutes • Team does not deviate from the purpose of the Daily Standup • Reinforce if team is deviating Daily Stand-up
  • 19.
    19 Facilitating Daily Standupaka Daily Scrum (continued) • Scrum Master should ensure that the Agile Team reviews Sprint Burn down chart during Daily Scrum and discuss re-planning, as required: 0 50 100 150 200 250 300 350 400 450 Day 0 Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10 RemainingHours Sprint Burn Down Planned Actual Trend line 0 50 100 150 200 250 300 350 400 450 Day 0 Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10 RemainingHours Sprint Burn Down Planned Actual -200 -100 0 100 200 300 400 500 Day 0 Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10 RemainingHours Sprint Burn Down Planned Actual Trend line Trend line
  • 20.
    20 Video #2: DailyStandup aka Daily Scrum How to: Improve Daily Scrum
  • 21.
    21 Scrum Master FacilitatesScrum Ceremonies (Continued) • Ensure that: • Sprint review happens at regular credence at the end of the Sprint • Time boxing Sprint review session, e.g.: 2 weeks Sprint can have 2 hours of Sprint Demo • Team has met with “Definition of Done” for all completed stories • Product/Service Owner accepts or rejects stories based on story acceptance criteria • Rejected stories are moved back to Product/Service Backlog and re- prioritized • Make note of any course correction on implementation • Also new stories are created for any additional feedback/changes Sprint Demo
  • 22.
    22 Video #3: SprintDemo How to: Improve Sprint Reviews
  • 23.
    23 Scrum Master FacilitatesScrum Ceremonies (Continued) • Ensure that: • Teams are doing retrospective at the end of every Sprint • Team looks back and considers how the work was done during Sprint, how well it was developed and delivered, and also is there way for further improvement • During Sprint, make your own observations about how team is working. Unless it is very critical, don’t provide any immediate feedback during Sprint. But discuss these observations during retrospective • Team uses Sprint retrospective to identify further improvements to become high performance team • Action items are tracked and closed (i.e. do not repeat in subsequent sprints) Sprint Retrospective
  • 24.
    24 Video #4: SprintRetrospective How to: Improve Sprint Retrospectives
  • 25.
    25 Coaching Team- SmallTeam Dynamics Enabling Team to set Clear and Realistic Goals Encourage team to build Cross- Functional Capabilities Motivate team to adopt Engineering Practices as Team matures Drive Team towards “High Performance” through focus on Continuous Improvements Ensure Transparency through Open Communication within the Team Enabling Team to be Self-Organized Elevate the “One Team“ Spirit through various Team building Activities
  • 26.
    26 Agenda Agile and ScrumFlow – A Recap Agile for Scrum Masters- Scrum Master Role2 Scrum Master vs. (traditional) Project Managera Facilitating Scrum Ceremoniesb Sizing, Estimating and Prioritizing Backlogc 1 Coaching Team- Small Team Dynamicsd Tracking & Reporting Worke Removing Impedimentsf Pitfalls Scrum Master needs to Avoidg Qualities to be an effective Scrum Masterh
  • 27.
    27 User Story Map:Begin With End In Mind • Release Planning starts with User Story Mapping • Align stories as per user activity (2nd line)– helps with grouping the features (1st line) toward the activity • High value items at the top and low value items at the bottom • Stories (Product/Service Backlog) categorized by Releases (Release Backlog) • Incrementally realize the Product Goals optionality necessary less optional more optional Release 1 Release 2 Release 3
  • 28.
    28 User Story mapExercise • Identify an Epic from your current engagement (1 per group) • Create a user story map for 1 or 2 personas, similar to one below: What stories can we tell?
  • 29.
    29 User Stories creation “Asa <role>, I want <goal>, so that <benefit>” User stories provide a different communication strategy than traditional requirements, telling us WHO wants WHAT and WHY:
  • 30.
    30 I N VE S T Independent Negotiable Valuable Estimable Small Testable - Make stories as independent as possible from each other - Start with a brief description - Details emerge in discussion & negotiations - Users and customers perceive value in the deliverables - Domain and technical knowledge allow the team to provide estimates - A team can finish one story in a few days, and several in every sprint - Acceptance (testing) criteria and technique are specified clearly Summary: Invest in Writing Good User stories
  • 31.
    31 Life Cycle ofa User Story Product/Service Owner PO + ARCH + LEAD PO + QA + LEAD PO + Team Product/Service Owner writes epics that are negotiable and has relevant business value Architect and Team Lead negotiate with PO/ SO to create vertical slices of epics to shape small and independent stories QA ensures stories are testable and estimable with scenarios for each user story Additional story split along scenarios and acceptance criteria may occur Team receives well packaged user stories Team negotiates user stories with the Product/Service Owner Team sizes story for understanding and provides estimate Negotiable Valuable Independent Small Estimable Testable
  • 32.
  • 33.
    33 Exercise #2: DecomposeEpic into User Stories from Story Map (Template) Domain Banking Title Priority High Story Points <ignore> Description Acceptance Criteria Participate in user story grooming session to write 5 user stories from your Story Map As A: I want: So That: Domain Banking Title Priority High Story Points <ignore> Description Acceptance Criteria As A: I want: So That: Domain Banking Title Priority High Story Points <ignore> Description Acceptance Criteria As A: I want: So That:
  • 34.
    34 Exercise #2: DecomposeEpic “Send Money Using Mobile Devices” (Example) Domain Banking Title Send Money Using iPhone Priority High Story Points ? Description Acceptance Criteria 1. I can use options for payment gateway 2. I can see hold on my credit/debit card Dependencies Risks Non-functional Requirements Domain Banking Title Send Money Using Android Priority Medium Story Points ? Description Acceptance Criteria 1. I can use options for payment gateway 2. I can see hold on my credit/debit card Dependencies Risks Non-functional Requirements Domain Banking Title Send Money Using BB Priority Low Story Points ? Description Acceptance Criteria 1. I can use options for payment gateway 2. I can see hold on my credit/debit card Dependencies Risks Non-functional Requirements Teams Participated in user story grooming session to come up with something like this: As A: I want: So That: iPhone User To send money I can buy stuff As A: I want: So That: Android User To send money I can buy stuff As A: I want: So That: BlackBerry User To send money I can buy stuff
  • 35.
    35 Exercise #2: RefiningUser Stories with BDD template (Example) Domain Banking Title Send Money Using iPhone Priority High Story Points ? Description Acceptance Criteria 1. GIVEN Apple as gateway WHEN user enters payment THEN Process payment 2. GIVEN card WHEN Pay THEN hold Dependencies Risks Non-functional Requirements Domain Banking Title Send Money Using Android Priority Medium Story Points ? Description Acceptance Criteria 1. GIVEN Square as gateway WHEN user enters payment THEN Process payment 2. GIVEN card WHEN Pay THEN hold Dependencies Risks Non-functional Requirements Domain Banking Title Send Money Using BB Priority Low Story Points ? Description Acceptance Criteria 1. GIVEN PayPal as gateway WHEN user enters payment THEN Process payment 2. GIVEN card WHEN Pay THEN hold Dependencies Risks Non-functional Requirements Teams Participated in user story grooming session to come up with something like this: As A: I want: So That: iPhone User To send money I can buy stuff As A: I want: So That: Android User To send money I can buy stuff As A: I want: So That: BlackBerry User To send money I can buy stuff
  • 36.
    36 Team-Based Estimation: Overview Canwe Estimate Size of cars? Pretend you and your team are looking out a window at a parking lot and are tasked with estimating the size of the cars. Relative Easier than Absolute •Toyota Corolla in the foreground is a small car •The Ford Excursion is neither small nor large, yet looks smaller to team based on distance Team Eliminates any Bias Team can discuss and eliminate the bias that the distance causes to come up with a more correct way by doing relative sizing of the two vehicles. Ford Excursion Toyota Corolla
  • 37.
    37 Why Team-Based Estimation:With Sizing Board • Increases accuracy by including all perspectives • Builds a shared understanding of what needs to be done and what items may potentially affect completion • Creates shared commitment to achieving the sprint goals and will give everyone – from analyst to developer to tester – a vision for how complex the work will be • Use modified Fibonacci sequence (1, 2, 3, 5, 8, 13, 20) to size user stories • Always triangulate with other stories, e.g. an 8 point story should take 4 times longer than a 2 point story • Avoid Outliers- ensure that stories have similar sizes, e.g. stories having sizes 3,5,8 instead of sizes 1,5,13 • This increases predictability, reduces variability
  • 38.
    38 Sprint Backlog Estimation(Using “Planning Poker”) Each estimator gets a deck of cards Product/Service Owner reads a story Estimators privately select cards Cards are turned over Discuss Differences Re-estimate Each estimator is given a deck of cards with the values listed above. For each backlog item to be estimated, Product/Service Owner reads description. Each estimator privately selects a card representing their estimate. All cards are simultaneously turned over so that everyone can see each estimate. High and low estimators explain their differences.. Re-estimate until estimates converge. Use timer if process takes too long. Adapted from Mike Cohn. Agile Estimating and Planning, 2005. Using “Planning Poker” in a Sprint Planning Session combines expert opinion, analogy, and disaggregation for quick but reliable estimates
  • 39.
    39 Exercise #3: PlanningPoker for User Stories (Template) Domain Banking Title Priority High Story Points <?> Description Acceptance Criteria Participate in Planning Poker session to size user stories from story map. Use Sizing Board. As A: I want: So That: Domain Banking Title Priority High Story Points <?> Description Acceptance Criteria As A: I want: So That: Domain Banking Title Priority High Story Points <?> Description Acceptance Criteria As A: I want: So That:
  • 40.
    40 Domain Banking Title Send Money Using iPhone Priority High Story Points ? Description AcceptanceCriteria 1. I can use options for payment gateway 2. I can see hold on my credit/debit card Dependencies Risks Non-functional Requirements Domain Banking Title Send Money Using Android Priority Medium Story Points ? Description Acceptance Criteria 1. I can use options for payment gateway 2. I can see hold on my credit/debit card Dependencies Risks Non-functional Requirements Domain Banking Title Send Money Using BB Priority Low Story Points ? Description Acceptance Criteria 1. I can use options for payment gateway 2. I can see hold on my credit/debit card Dependencies Risks Non-functional Requirements Teams Participated in Planning Poker session and used Sizing Board for sizes like these: As A: I want: So That: iPhone User To send money I can buy stuff As A: I want: So That: Android User To send money I can buy stuff As A: I want: So That: BlackBerry User To send money I can buy stuff Exercise #3: Planning Poker for Epic “Send Money Using Mobile Devices” (Example) 3 5 8
  • 41.
    41 Backlog Management -Priority Drives the Planning Iteration / Sprint Release Priority High Low Roadmap Value Risk Cost Knowledge
  • 42.
    42 How to PrioritizeStories: MoSCoW Principle as an option MoSCoW – Prioritizes stories in four categories Must Have - Stories that must be included in the project delivery time-box for the project success Should Have - Stories not critical but should be included if at all possible Could Have - Less critical but nice to have stories Won’t Have - Least critical and lowest payback items • Appropriate mix of stories in each category can be implemented for a release/sprint • Example 50% can be Must have, 30% Should have, 15% Could have and 5% Wont have
  • 43.
    43 How to PrioritizeStories: Risk Analysis as the other option High Risk Low Value High Risk High Value Low Risk Low Value Low Risk High Value Value Risk Low High High Avoid Do first Do Last Do second Value Risk Low High High To optimally prioritize feature it is important to consider both risk and value Business Dimensions  The desirability of the story to a broad base of users or customers  The desirability of the story to a small number of important users or customers  The cohesiveness and ordering of the stories in order to deliver the release end-goals  Business seeks for advice from the technical team but if there is disagreement, Business might still push for the feature Technical Dimensions  Technical Complexity  Technical Feasibility  The technical risk that the story cannot be completed as desired  The impact the story will have on other stories if deferred (consider high risk story first)
  • 44.
    44 Agenda Agile and ScrumFlow – A Recap Agile for Scrum Masters- Scrum Master Role2 Scrum Master vs. (traditional) Project Managera Facilitating Scrum Ceremoniesb Sizing, Estimating and Prioritizing Backlogc 1 Coaching Team- Small Team Dynamicsd Tracking & Reporting Worke Removing Impedimentsf Pitfalls Scrum Master needs to Avoidg Qualities to be an effective Scrum Masterh
  • 45.
    45 Metrics • Burndown • TeamVelocity • # of Stories planned vs accepted • Unit test coverage • Open defects Team Metrics
  • 46.
    46 Burndown Chart Visible indicatorof progress, allows the team to self-correct Helps you measure how much work is left to do vs how much time is left Automatically generated by Jira by team members updating their tasks Ideal Sprint Work Actual Sprint Work completed
  • 47.
    47 Team Capacity Determining theteam’s capacity is critical to a successful planning session and should be the first activity in the planning meeting. Plan for 80% allocation for dedicated team members. Team Member PTO/Holiday Allocation (Max 80%) (in days) Michael 0 80% 10 x .8 = 8 Randy 3 80% 7 x .8 = 5.6 Tito 0 80% 10 x .8 = 8 Jermaine 0 80% 10 x .8 = 8 Janet 2 40% 8 x .4 = 3.2 Peter 1 25% 9 x .25 = 2.25 35 days (Total Team Capacity) Assume 10 day sprints
  • 48.
    48 Team Velocity Velocity isthe average number of story points completed by a team in an iteration, and is used to understand team limits while defining the amount of scope that can be committed to in a sprint. Exercise: Assume the following team data: Sprint 1: 35 story points Sprint 2: 38 story points Sprint 3: 42 story points Sprint 4: 40 story points What is team’s average velocity (based on trend line)? If team has 210 story points worth of pending work, how many sprints will be needed to complete work?
  • 49.
    49 Stories planned vs.accepted Used to show how well a team is implementing story-level acceptance criteria 0 1 2 3 4 5 6 7 8 Sprint 1 Sprint 2 Sprint 3 Stories Planned vs Accepted Stories Planned Stories Accepted
  • 50.
    50 Unit test codecoverage Visible indicator of code risk that helps a team measure and characterize potential bugs in the code Helps track improvements in unit test coverage
  • 51.
    51 Outstanding defects Visible indicatorof quality issues, that helps a team measure bugs and track quality changes over time.
  • 52.
    52 Domain Banking Title Send Money Using iPhone Priority High Story Points ? Description AcceptanceCriteria 1. I can use options for payment gateway 2. I can see hold on my credit/debit card Tasks (Sequence#, name, estimate, day#) 1. Implement payment gateway I/F (4h, d2) 2. Create Wireframe for UI (2h, d3) 3. Implement UI for transaction (1h, d4) 4. End-To-End Test for Vertical Slice (3h, d5) 5. … 6. … Exercise #2: Burndown Chart for Epic “Send Money Using Mobile Devices” (Template) Domain Banking Title Send Money Using Android Priority Medium Story Points ? Description Acceptance Criteria 1. I can use options for payment gateway 2. I can see hold on my credit/debit card Tasks (Sequence#, name, estimate, day#) 1. Implement payment gateway I/F (4h, d2) 2. Create Wireframe for UI (2h, d3) 3. Implement UI for transaction (1h, d4) 4. End-To-End Test for Vertical Slice (3h, d5) 5. … 6. … Domain Banking Title Send Money Using BB Priority Low Story Points ? Description Acceptance Criteria 1. I can use options for payment gateway 2. I can see hold on my credit/debit card Tasks (Sequence#, name, estimate, day#) 1. Implement payment gateway I/F (4h, d2) 2. Create Wireframe for UI (2h, d3) 3. Implement UI for transaction (1h, d4) 4. End-To-End Test for Vertical Slice (3h, d5) 5. … 6. … Participate in creating burndown chart using task related data for these user stories: As A: I want: So That: iPhone User To send money I can buy stuff As A: I want: So That: Android User To send money I can buy stuff As A: I want: So That: BlackBerry User To send money I can buy stuff 3 5 8
  • 53.
    53 Instructions: Compare andContrast Traditional vs. Agile 1. Designate someone to be Scrum Master 2. Sequence of prioritized tasks will affect the burn down. 3. Scrum Master facilitates plotting of tasks burning down on the chart 4. Scrum Master and Team discuss the chart and analyze the variations e.g. hockey stick burndown and so on Exercise #2: Burndown Chart for Epic “Send Money Using Mobile Devices” (Instructions)
  • 54.
    54 Exercise #2: BurndownChart for Epic “Send Money Using Mobile Devices” (Example) Your burndown charts may look somewhat like this: Actual Sprint Work Planned Sprint Work 0 50 100 150 200 250 300 350 400 450 Day 0 Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10 RemainingHours Sprint Burn Down Planned Actual 0 50 100 150 200 250 300 350 400 450 Day 0 Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10 RemainingHours Sprint Burn Down Planned Actual -200 -100 0 100 200 300 400 500 Day 0 Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10 RemainingHours Sprint Burn Down Planned Actual
  • 55.
    55 How to Trackprogress using Big Visible Information Radiators? Scrum Boards & Charts • Allow to view Product Progress over time • Track against Release/Project Scope line • Charts updated at the end of every sprint • Allows team to make course correction if significant deviation from Ideal trend line
  • 56.
  • 57.
    57 Agenda Agile and ScrumFlow – A Recap Agile for Scrum Masters- Scrum Master Role2 Scrum Master vs. (traditional) Project Managera Facilitating Scrum Ceremoniesb Sizing, Estimating and Prioritizing Backlogc 1 Coaching Team- Small Team Dynamicsd Tracking & Reporting Worke Removing Impedimentsf Pitfalls Scrum Master needs to Avoidg Qualities to be an effective Scrum Masterh
  • 58.
    58 Removing Impediments/Obstacles: Overview •Types of Impediments/Obstacles • Physical (e.g. server/access for dev/stage env) • Organizational (People-ware within teams/management) • Skill (e.g. not enough x in y) • Example of Levels of impediments/obstacles Management • Team level (scrum master) • Management Level • Portfolio (Exec Level) • Obstacle card is like an index card • Front side: • Name • Owner • Due Date • Problem Statement • Vision • Back side: • Detailed Log (actions/status)
  • 59.
    59 Removing Improvements: ObstacleMoves across (For Example) 3 Levels • Team-level: • Scrum Master tries to resolve obstacle with help of team. • Obstacle is logged on an obstacle board. • Management-level: • When the team cannot resolve it, or when it is org-level escalation, SM gets manager involved. • For business escalation, Product/Service Owner gets manager involved. • It shows up on management-level obstacle board. • Exec-level: • When manager cannot resolve the obstacle, it shows up on exec-level obstacle board. • This board is similar to the team level, except that last column mentions “resolved”, as it cannot be placed “on hold” at exec level. • Owner can resolve/dismiss obstacle at regular interval.
  • 60.
    60 Removing Impediments/Obstacles: Exampleof Governance • Team-level: • Scrum Master will ensure that each obstacle is logged on an obstacle board. • This can be physical board in team area or team room, marked with “Do Not Remove” sign. • Management-level: • For org-level escalation, functional manager will use online obstacle board (virtual Kanban board) • For business escalation, PO/manager will use similar obstacle board. • Management-level online obstacle boards: • This level obstacle board can be a Kanban board with the following value stream: • Entire middle-management should have access to this board. • Exec-level: • Exec-level obstacle board can be physical board outside exec room. Alternately execs can access management level virtual board for escalations of obstacle(s) in-progress.
  • 61.
    61 Exercise #3: Top 3obstacles that your teams generally encounter. Decide which level of escalation those belong to. In your experience so far, what are the top 3 obstacles a Scrum Master can help remove, so that the scrum team stays productive? What are some of the escalation paths available to this Scrum Master?
  • 62.
    62 Agenda Agile and ScrumFlow – A Recap Agile for Scrum Masters- Scrum Master Role2 Scrum Master vs. (traditional) Project Managera Facilitating Scrum Ceremoniesb Sizing, Estimating and Prioritizing Backlogc 1 Coaching Team- Small Team Dynamicsd Tracking & Reporting Worke Removing Impedimentsf Pitfalls Scrum Master needs to Avoidg Qualities to be an effective Scrum Masterh
  • 63.
    63 Pitfalls in ScrumMaster Role Scrum Master as Project Manager • Tendency to go back to traditional ‘Command and Control’ management especially when in Crisis • Conducting Daily Standup as status update meetings • Allocating tasks during Sprint planning meeting Scrum Master as Decision Maker • Making project decisions instead facilitating Agile Team to make appropriate decisions • Providing Sprint commitment in Sprint planning meeting Scrum Master as Communication Channel • Act as “Single Point of Contact” for any communication with Product/Service Owner or other stakeholders Assuming Delivery Ownership • Projecting as leader of Agile Team and assuming product delivery ownership instead of facilitating Agile Team to take ownership of their commitments Scrum Master Pitfalls to Avoid X X X X
  • 64.
    64 7 Servant LeadershipTraits Primary Source: Mike Cohn “"Leader of the Band: Six Attributes of the Good Scrum Master" Empowering & Developing Others Serving Others Vulnerability & Humility Open, Participatory Leadership Visionary Leadership Courageous Leadership (integrity & authenticity) Inspiring Leadership
  • 65.
    65 10 Principles ofServant Leadership Primary Source: Mike Cohn “"Leader of the Band: Six Attributes of the Good Scrum Master" Persuasion – (building consensus) Awareness – (of self and of others) Healing – (search for wholeness of self &others) Empathy – (understanding) Listening – (to self and others)1 2 3 4 5 Building Community – (benevolent, humane, philanthropic, to benefit others) Commitment to Growth – (personal, professional, spiritual of self and others) Stewardship – (holding institution in trust for the good of society) Conceptualization – (dreams and of day- to-day operations) Foresight – (ability to learn from past & see future )6 7 8 9 10
  • 66.
    66 Exercise #4: Apply yourknowledge about being Scrum Master to solve the following situation you will encounter a lot. Scenario: Faced with pressure from stakeholders, the Program Manager tells the Scrum Master to tell the teams how much work they need to complete in the next sprint. What is the best way to deal with this scenario?
  • 67.

Editor's Notes

  • #6 The Wrong Way to do Agile: Specifications The Wrong Way to do Agile: Planning How to: Improve Sprint Backlog Refinement/Grooming
  • #7 Without Lean Thinking, you really can’t be Agile! Lean Thinking provide a compass for good decision making Peeling the onion: Lean -> Thinking/Principles Agile -> Mindset/Values Scrum -> Process/Framework XP -> Engineering Practices
  • #18 The Wrong Way to do Agile: Specifications The Wrong Way to do Agile: Planning How to: Improve Sprint Backlog Refinement/Grooming
  • #21 The Wrong Way to do Agile: Team The Wrong Way to do Agile: Standups Dodgy Daily Standup
  • #23 Hitler at Sprint Review
  • #25 The Wrong Way to do Agile: Retrospectives
  • #41 Paste those sized stories on the sizing board.
  • #53 Based on data about tasks, their actuals in hours taken to complete, and date completed; create a burndown chart that you can monitor as a Scrum Master.
  • #55 Based on data about tasks, their actuals in hours taken to complete, and date completed; create a burndown chart that you can monitor as a Scrum Master.
  • #59 Name: Team commitments are inconsistent Problem Statement: Teams are missing their sprint/release commitments whenever a team member is unexpectedly absent.     The “XYZ1” team is behind schedule due to a team member being on jury duty and none of the other team members have the required know-how to fill in for him. Missing the next milestone will impact the “ABC” program and delay the retirement of the “Acme” software, costing PayPal $100,000 per month. Due to a car accident, the “XYZ2” team lost one team member for two weeks last month. The whole team was blocked for an entire Sprint because the person out on sick leave was the only one who knew how to develop in Java. Vision:   Team members should be cross-trained so that they can step in when another team member is unavailable or to aid others in the team when necessary. Owner: Mike Smith Due Date: 6/06/2014 Steps Taken to Resolve and Status: [5/1/2014] Mike Smith - did a 5 whys root cause analysis. Team members cannot cover for each other Why? Because people are not cross-trained Why? Because of lack of budget Why? Because cross-training is not valued Why? Because functional managers have not been coached Why? Because DT does not have a coach [5/2/2014] Mike Smith - Spoke to managers of teams. Suggested “pair programming” for people to learn on the job. [5/30/2014] Mike Smith - Despite following up weekly over the course of two weeks nothing has been done yet.