12. Days between Major Releases
Features Delivered per Team
2000 2001 2002 2003 2004 2005 2006
from a presentation of salesforce.com
Scrum Gathering Stockholm 2008
13. Lack of visibility
from a presentation of salesforce.com
Scrum Gathering Stockholm 2008
14. Resource Bottlenecks
from a presentation of salesforce.com
Scrum Gathering Stockholm 2008
16. Lack of responsiveness, lack of team alignment on priorities
from a presentation of salesforce.com
Scrum Gathering Stockholm 2008
17. Unhappy customers
from a presentation of salesforce.com
Scrum Gathering Stockholm 2008
18. Gradual productivity decline as the team grew
from a presentation of salesforce.com
Scrum Gathering Stockholm 2008
19. The claim of most managers
and business people is a reflex.
They say ....
20. The claim of most manager and business people is a reflex they say ....
We need to structure
and organize more ....
We need better processes,
we need better tools,
we need better people.
21. traditional answer ...
➡ team and line management
➡ project management
➡ portfolio management
55. 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.
56. NOKIA - TEST
2. Do they do just enough specficiation before
starting a Sprint and is their Product Backlog
ready?
57. NOKIA - TEST
3. Do they have a Product Owner. A Product
Backlog? Is it estimated by the team?
58. NOKIA - TEST
4. Does the team have a burndown chart and
does the team know their velocity?
59. NOKIA - TEST
5. Is their team free from disruption during the
Sprint?
60. Product
Manager A
Project A
Team A Why Change?
Product
Project B Team B
No Focus
Manager B
Product Release
No Visibility
Project C Team C
Manager C Manager Release X
No Predictability
Product
Project D
Manager D Team D
Product
Manager X Project X Team X
No Dedication
getting lost?
Getting Lost?
working together for innovative results 60
61. The Product
Owner is key!
working together for innovative results 61
62. Scrum & Business
Scrum is highly business and product AND THE
oriented. WINNER IS
Business get a real live information of
project status on daily basis
...
Every 30 days a product increment is
Business
ready and can be used.
working together for innovative results 62
63. “There is not
Business Involvement!
such thing as a
A prioritized Product Backlog!
A dedicated Product Owner! free lunch”
Robert A Heinlein, The Moon is a Harsh Mistress
First Things First!
IT IS HARD WORK!
working together for innovative results 63
64. A Vision is a clear picture that
evokes an emotional
attraction.
Product Vision
The Product Owner creates the
product vision
He shares this vision with his
team
working together for innovative results 64
65. Product Vision
A Vision is a clear picture that
evokes an emotional
attraction.
”I believe that this nation should commit itself
to achieving the goal, before
this decade is out, of landing a man on the Moon
and returning him safely
to the earth“ ,1
working together for innovative results 65
66. Create the
Product Backlog
The Product Owner creates and
maintains the Product Backlog!
Never show up to a Sprint Planning
without estimated and prioritizes
Product Backlog.
Make it public to the organization!
working together for innovative results 66
67. Prioritize the Product Backlog
First Things First!
Prioritization based on business value
Use your tools and your common sense!
working together for innovative results 67
68. Work on Daily Basis with
Team members!
Clarify Ideas and Vision
Clarify Requirements
JOIN THE DAILY SCRUM!
Do Decisions quickly!
Re-prioritize if the team runs into problems
working together for innovative results 68
69. Review the
Product
Review the product
give timely feedback
a) during Sprint
b) in Sprint Review
working together for innovative results 69
70. Fibonaci!
Call the Estimation Meeting
Get Estimates from you team
Give them the chance to get an
insights into the new ideas
working together for innovative results 70
71. Create Release Plan
Build the release plan 3 month ahead!
Work hard on meaningful Sprint Goals!
Work with all parties to create one Releaseplan!
Involve Team to create Release plan
working together for innovative results 71
72. Sprint Planning
Brief your team in the meeting!
Know exactly what you want!
Be clear when you
communicate!
Negotiate Goal and Scope!
working together for innovative results 72
79. 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.
85. 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.
91. 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.
97. 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.
101. 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.
104. 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.
109. ScrumMaster works with
Product Owner to ensure the
Product Owner fulfills his job.
ScrumMaster coaches the
Product Owner and helps him
against outsides odds.
110. ScrumMaster works with the
Team to ensure that everyone
agrees what he had agreed to
do! Protects the Teams.
Removes impediments
111. 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.
112. Team works with End User to
understand the needs of the
End-User. To write the
application according to
spezifications of the End-User
113. ScrumMaster works with the Manager to re-
factor guidelines and processes, to ensure the
Scrum-Teams gets what it needs.
114. 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
115. 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"
116. Company in USA: Portal Company
5 Product Owners: News, Email,
Products, Security, Infrastructure
1 Scrum Development Team, 9
people
1 integrated product: Portal.
118. Company in USA: Portal Company
5 Product Owners: News, Email,
Products, Security, Infrastructure
1 Scrum Development Team, 9
people
1 integrated product: Portal.
121. 121
Stacy and Complexity
unstable •Timebox
•Emergent
Emergent Requirements
Software
Time •Complexity
•Anarchy
stable
known Technology unknown
•You need boundaries!
Every Activity in Scrum is Timeboxed! http://www.plexusinstitute.org/
edgeware/archive/think/
main_aides3.html
122. 122
It is typical to adopt the defined (theoretical)
modeling approach when the underlying
mechanisms by which a process operates are
reasonably well understood.
123. When the process is too complicated for the
defined approach, the empirical approach is
the appropriate choice
124. The Product
Owner is key!
working together for innovative results 124
126. 126
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
127. 127
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
128. Sprint # 1 Sprint # 2
9:00
.......
Sprint Planning 1
Sprint Planning 1
CU
STO MER
Do your Daily Scrum every day! Do your Daily Scrum e
M
ANAGER
Product Idea
12:00
Review
Sprint
Sprint Planning 2
Sprint Planning 2
VISION
spective
Retro-
PR
ER
Sprint
O N
DU
CT OW
SC
R
R E
UM T
MAS
18:00
TEAM
Day 1
129. 129
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
130. 130
As a USER ROLE
I want a FUNCTIONALITY
So that I get
BUSINESS VALUE
134. 134
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
138. Sprint # 1 Sprint # 2
9:00
.......
Sprint Planning 1
Sprint Planning 1
CU
STO MER
Do your Daily Scrum every day! Do your Daily Scrum e
M
ANAGER
Product Idea
12:00
Review
Sprint
Sprint Planning 2
Sprint Planning 2
VISION
spective
Retro-
PR
ER
Sprint
O N
DU
CT OW
SC
R
R E
UM T
MAS
18:00
TEAM
Day 1
139. Estimation
9:00
12:00
Meeting
18:00
Day 1
Sprint Planning 2 Sprint Planning 1
Estimation
Meeting
PB
Sprint # 1
Estimation
Meeting
.......
Sprint
Do your Daily Scrum every day!
Retro- Sprint
spective Review
PB
Sprint Planning 2 Sprint Planning 1
Estimation
Meeting
Sprint # 2
Estimation
Meeting
.......
Sprint
Do your Daily Scrum every day!
Retro- Sprint
spective Review
PB
Sprint Planning 2 Sprint Planning 1
Estimation
Meeting
Estimation Meeting
PB
Sprint # 3
Estimation
Meeting
.......
Sprint
Do your Daily Scrum every day!
Retro- Sprint
spective Review
PB
Sprint Planning 2 Sprint Planning 1
Release
Sprint # 4
Version 1.2
140. PR
O
DU
CU
CT OW
N
ER
PB
STO MER
TEAM
M
SC
R
UM
Product Backlog
Product Idea
ANAGER
MAS
T
E
R
VISION
prioritized
Estimation
9:00
12:00
Meeting
18:00
Day 1
M
Sprint Planning 2 Sprint Planning 1
ANAGER
Estimation
Meeting
CU
STO MER
PB
Sprint # 1
Estimation
Meeting
.......
Sprint
USER
Do your Daily Scrum every day!
Retro- Sprint
spective Review
PB
Sprint Planning 2 Sprint Planning 1
CU
Estimation
STO MER
Meeting
M
Sprint # 2
Estimation
ANAGER
Meeting
.......
Sprint
Do your Daily Scrum every day!
Retro- Sprint
spective Review
PB
USER
Sprint Planning 2 Sprint Planning 1
Estimation
Meeting
Estimation Meeting
PB
Sprint # 3
Estimation
Meeting
.......
Sprint
stand
Under
Do your Daily Scrum every day!
Retro- Sprint
spective Review
PB
Poker
Planning
Play!
Estimation Sprint Planning 2 Sprint Planning 1
Release
Meeting
PB
Level
Sprint # 4
Version 1.2
Strategic
.......
Sprint
Retro- Sprint
141. Sp
Sp
Sp
Estimation Meeti
12:00
Review
Review
Review
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
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CU
STO MER USER
CU
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M
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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
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