Certified ScrumMaster Training

1

Certiﬁed ScrumMaster 2009

presented by

Montag, 15. Juni 2009

NOKIA - TEST

1. Do they deliver working software at the end
of each Sprint (less than 4 weeks) that is tested
at the feature level.


NOKIA - TEST

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


NOKIA - TEST

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


NOKIA - TEST

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


NOKIA - TEST

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


7

GOAL: DELIVER A BROCHURE FOR THE EARTH TOURIST
BOARD LOCATED ON MARS

• Create cover art, brand, • Outline a “7 wonders of the
and/or logo world” expedition
• Define major topics for • Set prices for the tours
Martian tourism • Outline warning messages
• Describe “Art Interests in (gravity, oxygen, fungi,etc.)
Europe” tour • Suggest clothing options
• Describe a tour based on • Explain travel options to/
photosynthesis from Mars


“Equally responsible for the initiation of project with predefined
failure is management that insists upon having fixed
commitments from programming personnel prior to the latter’s
understanding what the commitment are for. Too frequently,
management does not realize that in asking the staff for “the
impossible”, the staff will feel the obligation to respond out of
respect, fear or misguided loyalty. Saying “no” to the boss
frequently requires courage, political and psychological wisdom,
and business maturity that comes with much experience.”
-- The Management of Computer Programming Projects" by
Charles Lecht. 1967

9

Introduction

bor!s gloger

Philosophy and Soziology


EDS | BroadVision | ONE


France | Germany | Austria


1st Certiﬁed ScrumTrainer


SPRiNT iT

Hand-Outs:
- Presentation
- Photos


What is a ScrumMaster?


What is Scrum?


20

Scrum is not a ....

You will get a new mindset!


22

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


HOW to do - Sprint Planning 2 CHECK it - Daily Scrum
WHAT to do - Sprint Planning 1
The
Scrum
Analyse

PB

Flow
©
2009 Tactical
Level

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

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

Sprint Planning 1

Sprint Planning 1

Sprint Planning 1

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

Product Idea

Estimation Meeting
12:00

Review

Review

Review
Sprint

Sprint

Sprint

Sprint
Sprint Planning 2

Sprint Planning 2

Sprint Planning 2

Sprint Planning 2
VISION

spective

spective

spective
Retro-

Retro-

Retro-

Retro-
PR

ER

Sprint

Sprint

Sprint

Sprint
O N
DU
CT OW
SC

R

R E
UM
MAS
T Version 1.2
18:00
TEAM

Day 1 Release

Product Backlog
Estimation

Estimation

Estimation

Estimation

Estimation

Estimation

Estimation

Estimation
prioritized
Meeting

Meeting

Meeting

Meeting

Meeting

Meeting

Meeting

Meeting
PB PB PB PB PB PB PB

1
Under 20 100
stand ?
5 2

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

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

SIZE it - Estimation Meeting


25

RULES

HEARTBEAT
RETROSPECTIVES
Learning from the past for the future


31

After Action Review


32

debriefing


HOW to do - Sprint Planning 2 CHECK it - Daily Scrum
WHAT to do - Sprint Planning 1
The
Scrum
Analyse

PB

Flow
©
2009 Tactical
Level

9:00

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

Sprint Planning 1

Sprint Planning 1

Sprint Planning 1
CU
STO MER
M
ANAGER

Product Idea

Estimation Meeting
12:00

Review
Sprint

Review

Review
Sprint

Sprint

Sprint

Sprint
Sprint Planning 2

Sprint Planning 2

Sprint Planning 2

Sprint Planning 2
Retrospective
VISION
spective

spective

spective
Retro-

Retro-

Retro-

Retro-
PR

ER

Sprint

Sprint

Sprint

Sprint
O N
DU
CT OW
SC

R

R E
UM
MAS
T Version 1.2
18:00
TEAM

Day 1 Release

Product Backlog
Estimation

Estimation

Estimation

Estimation

Estimation

Estimation

Estimation

Estimation
prioritized
Meeting

Meeting

Meeting

Meeting

Meeting

Meeting

Meeting

Meeting

1
20 100
Under ?
5 2

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

3
Level
20
8
8
5



IMPROVEMENT!


Where do we go from here?

understanding the reality


What is learning?


37

Kids love to learn

The Secret of Gravity


secret #1 Disappointment of Expectations

Blaming
stops Learning!


Concept of Psychological Safety Accountability for Meeting Demanding Goals

Demanding Goal
Low High

Learning secret #2
High Comfort Zone

Psychological
Zone
Safety

Low Apathy Zone Anxiety Zone

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


Who goes to the
Retrospective?


The Team makes it happen!


How do we run a retrospective?


Storytelling


“Regardless of what we discover, we
understand and truly believe: that
everyone did the best job they could,
given what they knew at the time, their
skills and abilities, the resources
available, and the situation at hand.”
-- Norman Kerth , Project Retrospectives


Timelinetale
telling the


What Went WELL?

IMPROVE!

SCRUMMASTER
TEAM MEMBER

PRODUCT OWNER
ORGANISATION


SORTING
PRIORITIZING
RANKING

INPUT FOR SPRINT PLANNING


1 2 3

4 5 6

secret #3

less than 90 min!

secret #4

N Ø T IN THE TEAM ROOM


everybody
the team invites

secret #5

He/she makes it happen!
He/she needs to act!

secret #6

59

Complexity / Empirical Management

60

step factory enterprise


61

Stacey and Complexity
unstable •Timebox

•Emergent
Emergent Requirements
Software
Time •Complexity

•Anarchy
stable
known Technology unknown
•You need boundaries!

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


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


When the process is too complicated for the
deﬁned approach, the empirical approach is
the appropriate choice


64

History of Agile

Product Vision


66

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

• Lean Management, Deming and Juran

• Iterative and incremental
development, Barry Boehm

• First Implemenations, Jeﬀ Sutherland

agile foundation


HBR
J A N U A RY– F E B R U A RY 1 9 8 6
The rules of the game in new product
development are changing. Many
companies have discovered that it
takes more than the accepted basics
of high quality, low cost, and
The New New Product differentiation to excel in today’s
competitive market. It also takes
Development Game
speed and flexibility. This change is
Hirotaka Takeuchi and Ikujiro Nonaka
reflected in the emphasis companies
are placing on new products as a
source of new sales and profits. At
3M, for example, products less than

T five years old account for 25% of
he rules of the game in new product develop- would account for one-third of all profits in the 1980s,
ment are changing. Many companies have an increase from one-fifth in the 1970s.1

sales
discovered that it takes more than the ac- This new emphasis on speed and flexibility calls
cepted basics of high quality, low cost, and differen- for a different approach for managing new product
tiation to excel in today’s competitive market. It also development. The traditional sequential or “relay
takes speed and flexibility. race” approach to product development—exempli-
This change is reflected in the emphasis companies fied by the National Aeronautics and Space Admin-
are placing on new products as a source of new sales istration’s phased program planning (PPP) system—
and profits. At 3M, for example, products less than may conflict with the goals of maximum speed and
five years old account for 25% of sales. A 1981 survey flexibility. Instead, a holistic or “rugby” approach—
of 700 U.S. companies indicated that new products where a team tries to go the distance as a unit, passing

In today’s fast-paced, fiercely competitive world of com- Mr. Takeuchi is an associate professor and Mr. Nonaka,
mercial new product development, speed and flexibility a professor at Hitotsubashi University in Japan. Mr.
are essential. Companies are increasingly realizing that Takeuchi’s research has focused on marketing and global
the old, sequential approach to developing new products competition. Mr. Nonaka has published widely in Japan
simply won’t get the job done. Instead, companies in Japan on organizations, strategy, and marketing.

The Knowledge-Creating
Company

by Ikujiro Nonaka
Editor’s Note: This 1991
article helped popularize the
notion of “tacit” knowledge—
the valuable and highly
subjective insights and
intuitions that are difficult to
capture and share because
people carry them in their
heads.


Yahoo Chief Product Owner – “Scrum is faster, better,
cooler! It’s the way we first built software at Yahoo,
yet is scalable to large, distributed, and outsourced
teams.”


The Scrum Roles 3 Scrum Team Roles plus 3 Organizational Roles

presented by

2009


3 plus 3 roles in Scrum


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.


Protect your
Scrum-Team


75

Remove
Impediments

76

Run the Process


77

Work with
Product Owner

Work with the
Organization

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.

Return on
Investment

Build and communicate Vision


Maintain
Product
Backlog


Acceptance of
Delivery


Establish and
maintain
Releaseplan

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.


86

Deliver
Deliver
Deliver


87

Quality


88

Estimate
Estimate
Estimate


89

Commit!


90

Organize
yourselves!


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.

Orders the
Product


Pays the Product
Development


Gives Feedback
in Reviews


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.


Makes sure a
organizations
will survive in
case of failures
Ed Cutmil: Havard Business Review, 2008


Establish Rules
and Guidelines


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.


Knows what he
needs and want


Participate in
Sprint Planning 1


How they work together!

ScrumMaster works with
Product Owner to ensure the
Product Owner fulﬁlls his job.
ScrumMaster coaches the
Product Owner and helps him
against outsides odds.


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


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.

Team works with End User to
understand the needs of the
End-User. To write the
application according to
speziﬁcations of the End-User


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


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


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"


Company in USA: Portal Company

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

1 Scrum Development Team, 9
people

1 integrated product: Portal.


What kind of
problems do you get,
if the ScrumMaster is
part of the team?


112

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


113

Strategic Planning / Agile Planning

114

Purpose of planning?
What is planning?

What is estimation?

Why do we do planning?

Are you successful?

What is your biggest issue in planning?

Please discuss on your tables:

Timebox 10 min


115

Planning is ...
Planning is the (psychological) process of
thinking about the activities required to create a
desired future on some scale. This thought
process is essential to the creation and
reﬁnement of a plan, or integration of it with other
plans.

Planning is a dialogue.

Dia = through;

Logos = Word / Thinking


116

size & duration


Finland
Denmark
USA
China
Austria
Canada
Brazil
France
UK
Germany
Italy

Country-Points
Slowakia


118

The Product Backlog
• Emergent
• Deliverables, Stories, Functionality
Requirements
• Prioritized and Estimated
• More detailed on higher priority items
• Anyone can contribute
• Product owner is responsible for priority
• Maintained and posted visibly
• Business Plan


Product Backlog Iceberg
Priority

Sprint

Release

Next Release

119 © 2008 Objectbay So0ware & Consul9ng GmbH.


©
2009

Sprint # 1 Sprint # 2

Vision
9:00

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

Sprint Planning 1

Sprint Planning 1
CU
STO MER

Product Backlog
Do your Daily Scrum every day! Do your Daily Scrum every day!
M
ANAGER

Product Idea

Strategic 12:00
Prioritization
Planning Process Estimation

Review

Review
Sprint

Sprint
Sprint Planning 2

Sprint Planning 2
VISION
Velocity Estimation

spective

spective
Retro-

Retro-
PR

ER

Sprint

Sprint
O N

Releaseplanning
DU
CT OW

SC

R
R E
UM T
MAS
18:00
TEAM

Day 1

Product Backlog Estimation

Estimation

Estimation

Estimation

Estimation
prioritized Meeting

Meeting

Meeting

Meeting

Meeting
PB PB PB PB


StrategicPlanning
responsible support

Vision

Product Backlog

Prioritization

Sizing

Release planning


TacticalPlanning
responsible support

Sprint Planning # 1

Sprint Planning # 2

Daily Scrum

Sprint Review

Sprint Retrospective


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


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
Estimation
Meeting
Sprint # 2

Estimation
Meeting
.......

Sprint

Retro- Sprint
spective Review
PB

Estimation
Meeting
Estimation Meeting
PB
Sprint # 3

Estimation
Meeting
.......

Sprint

Retro- Sprint
spective Review
PB

Release
Sprint # 4

Version 1.2

PR

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DU
CU

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N
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PB
STO MER

TEAM
M
SC

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UM

Product Backlog
Product Idea
ANAGER

MAS
T
E
R

VISION

prioritized
Estimation
9:00

12:00
Meeting

18:00

Day 1

M

ANAGER
Estimation
Meeting

CU
STO MER
PB
Sprint # 1

Estimation
Meeting
.......

Sprint

USER

Retro- Sprint
spective Review

PB

CU
Estimation

STO MER
Meeting

M
Sprint # 2

Estimation
ANAGER
Meeting
.......

Sprint

Retro- Sprint
spective Review
PB

USER

Estimation
Meeting
Estimation Meeting
PB
Sprint # 3

Estimation
Meeting
.......

Sprint
stand
Under

Retro- Sprint
spective Review
PB

Poker
Planning

3
Play!

Estimation Sprint Planning 2 Sprint Planning 1
Release

Meeting
PB

Level
Level

Sprint # 4

Version 1.2

Strategic
.......

Sprint
Retro- Sprint

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

1
Under 20 100
stand ?
5 2

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

3
Level
20
8
8
5



Estimation

Estimation

Estimation
Meeting

Meeting

Meeting

Meeting
PB PB PB PB

1
Under 20 100
stand ?
5 2

Strategic
Planning
Poker

USER 13 30
40 8 Play!

3
Level
5
20
8
8
sion 1.2 version 2.0 13 TEAM
5



Estimatio

Estimatio
Meeting

Meeting

Meeting
PB PB PB

1
Under 20 100
stand ?
5 2

Strategic
Planning
Poker
13 3
40 8 Play!

Level
0

3
5
20
8
8
13 TEAM
5



129

Certiﬁed ScrumMaster 2009

presented by


130

Deliver ball points
As a group, deliver as many ball points as possible.
Timebox 2 min.


The End


Questions for the day
Write down the questions you
want to have answered this
day.


©
2009 Tactical
Level

9:00

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

Sprint Planning 1

Sprint Planning 1

Sprint Planning 1

Sprint Planning 1
CU
STO MER
M
ANAGER

Product Idea

Estimation Meeting
12:00

Review

Review

Review
Sprint

Sprint

Sprint

Sprint
Sprint Planning 2

Sprint Planning 2

Sprint Planning 2

Sprint Planning 2
VISION

spective

spective

spective
Retro-

Retro-

Retro-

Retro-
PR

ER

Sprint

Sprint

Sprint

Sprint
O N
DU
CT OW
SC

R

R E
UM
MAS
T Version 1.2
18:00
TEAM

Day 1 Release

Product Backlog
Estimation

Estimation

Estimation

Estimation

Estimation

Estimation

Estimation

Estimation
prioritized
Meeting

Meeting

Meeting

Meeting

Meeting

Meeting

Meeting

Meeting

1
Under 20 100
stand ?
5 2

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

3
Level
20
8
8
5



159

Estimation Meeting

Preparation of Sprint Planning
Formal estimation
Spend at least two meetings
per Sprint
Estimate only Size not Time
=> Input for Release Planing


Tactical Level Sprint Planning 1 Analysis / Pulling
Backlog Items

Sprint Planning 2 Design

Daily Scrum / Day 2
Synchronisation /
Pulling Tasks
Daily Scrum / Day N

Sprint Review Results

Sprint Retrospective Improvement


Results
Scrum Meetings


162

Daily Scrum Meetings
• Daily 15 minute meeting
• Same place and time every day
• Meeting room
• Chickens and pigs
• Three questions
• What have you ACHIEVED since last meeting?
• What will you ACHIEVE before next meeting?
• What is in your way?
• Impediments and
• Decisions


164

Planning Meeting

Product Backlog
Team Capabilities Next Sprint Goal
Business Conditions Review, Selected Product
Consider, Backlog
Technology Stability Organize
Sprint Backlog
Executable Product
Increment


WHAT to do - Sprint Planning 1 HOW to

m
Analyse

PB

Sprint # 1
Montag, 15. Juni 2009 9:00

HOW to do - Sprint Planning 2 CHECK it
1

Sprint # 2 Sprint #


168

Sprint Review
When a Team member says “done,” what does that mean?

Done! Code adheres to standards, is clean, has been re-factored, has been
unit tested, has been checked in, has been built, and has had a
suite of unit tests applied to it
Development environment for this to happen requires source code
library, coding standards, automated build facility, and unit test
harness


169

Evaluation Consequences
Restoring unﬁnished functionality to the Product Backlog and prioritizing it.
Removing functionality from the Product Backlog that the team unexpectedly
completed.
Working with the ScrumMaster to reformulate the team.
Reprioritizing the Product Backlog to take advantage of opportunities that
the demonstrated functionality presents.
Ask for a release Sprint to implement the demonstrated functionality, alone
or with increments from previous Sprints.
Choosing not to proceed further with the project and not authorizing another
Sprint.
Requesting that the project progress be sped up by authorizing additional
teams to work on the Product Backlog.


170

Sprint Retrospective

171

Running a Sprint

172

Running

30 days
Team builds functionality that includes
product backlog and meets Sprint goal
Team self-organizes to do work
Team conforms to existing standards and
conventions
Tracks progress


173

Monitoring a Sprint

SPRiNT Burn Down
Product Burn Down / Sprint / Release
Velocity Chart
Parking Lot Chart


174

News -- 50 Produkte -- 30 Schnittstellen - 10 ...

20 9
30 x


177

Hrs
Sprint Ende

Trendline

aktuelle
Tendline

Tage


178

Abnormal termination
Sprints can be cancelled before the allotted thirty days
are over
Team can cancel Sprint if they feel they are unable to
meet Sprint goal
Management can cancel Sprint if external
circumstances negate the value of the Sprint goal
and
If a Sprint is abnormally terminated, the next step is to
conduct a new Sprint planning meeting, where the
reason for the termination is reviewed.


179

ScrumMaster = Change Agent

180

LeadingChange
1. A sense of urgency
2. The guiding team
3. Vision and strategies
4. Communication
5. Empowerment
6. Short-term wins
7. Never letting up
8. Making change stick


In 1967 I submitted a paper called "How Do Committees Invent?"
to the Harvard Business Review. HBR rejected it on the grounds
that I had not proved my thesis. I then submitted it to
Datamation, the major IT magazine at that time, which
published it April 1968.

Here is one form of the paper's thesis:

Conways Law Any organization that designs a
system (deﬁned broadly) will
produce a design whose
structure is a copy of the
organization's communication
structure.


182

Scrum a Change
Process
Most projects deliver software every 6 to 18 months. Scrum reduces this to many 1 month deliveries to increase
control via inspect/adapt.
This puts stress on the team and organization, exposing underlying problems and limitations.
The ScrumMaster’s job is to prioritize these problems and help the organization overcome them to get better at
software development, managing software investments, and becoming a community to work in.


183

ScrumMaster = Leader and Facilitator
Removing the barriers between development and the
customer so the customer directly drives development
Teaching the customer how to maximize ROI and meet their
objectives through Scrum
Improving the lives of the development team by facilitating
creativity and empowerment
Improving the productivity of the development team in any
way possible and,
Improving the engineering practices and tools so each
increment of functionality is potentially shippable.


184

A Day in Life of a ScrumMaster
Ensure everyone is doing what they have agreed
to do
Determine where Scrum is compared to where it
could be and update your own Scrum product
backlog
Work the product backlog
A dead ScrumMaster is a useless ScrumMaster
and,
Use all of your senses, including common sense,
and remember that you have no authority.


185

Impediments II

The tyranny of the waterfall
The illusion of command and
control and,
The era of opacity.


186

Scrum Teams

Multi Disciplinary Cross Functional with
No “Roles”

5-9
self-sustainable


188

Rules of Etiquette

Team should create “Teams rules”

Never use the word “you”

Be on time

Use a talking stick

No name calling


189

Collaboration

The Product Owner is not enemy

Other teams need to understand that we need them

We all deliver to the same goal

Open collocated space is recommended


190

Scaling / Distributed Teams / Larger Scrum

191

PO

PO
Team
Team
Anforderer aus den
Fachbereichen

Anforderer aus den
Fachbereichen

Die Anforder schreiben
BI und der Po priorisiert, Backlog
Backlog
erst im Sprint arbeiten priorisiert
die Anforderer direkt mit
dem Team
PO

Team
Anforderer aus den
Fachbereichen


192

Marketing Sales Kunde Dev. IT Kunde Kunde Kunde

P P P P P P
P

P P P

P
P P Product Owner
P

P

P P P P

Team Team Team Team Team

P
Team Team Team Team

P P P


193

Common Pitfalls

194

If you do not have in place:
1. Prodcut Owner is missing 3. Sprint meeting

1.1.No Vision 3.1.Team accepts backlog items “not ready”

1.2.No roadmap 4. Sprint Interference

1.3.No product backlog 5. No Burn-Down Chart

2. Product Backlog 6. No Daily Meeting

2.1.Is not sized 7. No Impediment List

2.2.is not estimated 8. Software not Done

2.3.is not prioritized 9. No retrospective


195

What is hard about Scrum?
1. Overwhelming details if not 6. Estimation / metrics
managed
7. Daily estimates / decomposition
2. Cross-functional team of work
understanding
8. Longer term planing /
3. Getting a product backlog coordination with other teams -
4. Non-dedicated resources conﬂicting priorities

5. Integrating support tasks 9. Time for research / slack


"My advice is to do it by the book, 1. Shu ( : , Shu? "protect", "obey")

get good at the practices, — traditional wisdom — learning
fundamentals, techniques, heuristics,
then do as you will. proverb.

Many people want to skip to step three.
How do they know? " -- Ron Jeffries 2. Ha ( : , Ha? "detach", "digress") —

breaking with tradition — finding
exceptions to traditional wisdom,
reflecting on their truth, finding new
ways, techniques, and proverbs

3. Ri ( : , Ri? "leave", "separate") —

transcendence — there are no
techniques or proverbs, all moves are
natural


197

Velocity Game

bor!s gloger
Copyright of this presentation is by Boris
Gloger.

Every Certiﬁed Scrum Master, trained by
Boris Gloger, is allowed to use this slide for
a non commercial purpose.

Further Information you get from:

Boris.Gloger@gmail.com


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