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Agile Teamwork & Handling Complex Problems in Scrum
Dr. Sven Strobel, Product Owner TIB AV-Portal
Contact
Dr. Sven Strobel
TIB Hannover
T +49 511 762-14229, sven.strobel@tib.eu
1. Scrum on one slide
2. Scrum Team for AV-Portal
3. The Product: TIB AV-Portal
4. Scope of Scrum Team
5. Empowerment of Scrum Team
6. Handling Complex Proplems
Scrum on one Slide
Sprint
2-4 weeks
Daily Scrum
Priority
Product Backlog Sprint Backlog Increment
1. Scrum on one slide
2. Scrum Team for AV-Portal
3. The Product: TIB AV-Portal
4. Scope of Scrum Team
5. Empowerment of Scrum Team
6. Handling Complex Proplems
Scrum Team for AV-Portal
Product Owner
 collects and
prioritizes all
requirements
4 Developers
 implement the
requirements
Scrum Master
 supports team and
organization
1. Scrum on one slide
2. Scrum Team for AV-Portal
3. The Product: TIB AV-Portal
4. Scope of Scrum Team
5. Empowerment of Scrum Team
6. Handling Complex Proplems
av.tib.eu
TIB AV-Portal
1. Scrum on one slide
2. Scrum Team for AV-Portal
3. The Product: TIB AV-Portal
4. Scope of Scrum Team
5. Empowerment of Scrum Team
6. Handling Complex Proplems
Scope of Scrum Team
 All work is done by a small Scrum team that is cross-functional
 “Cross-functional” means that the members have all the skills
necessary to create value each Sprint.
 Skills of the AV-Portal Scrum Team:
 frontend development
 backend development
 GUI
 agile management
 …
Scope of Scrum Team
 The entire Scrum Team is accountable for creating a valuable,
useful Increment every Sprint.
 The Scrum Team is responsible for all product-related activities
from stakeholder collaboration, verification, maintenance,
operation, experimentation, research and development, and
anything else that might be required.
Creating Value: Traditional vs. Agile
Waterfall Agile
1. Scrum on one slide
2. Scrum Team for AV-Portal
3. The Product: TIB AV-Portal
4. Scope of Scrum Team
5. Empowerment of Scrum Team
6. Handling Complex Proplems
Empowerment of Scrum Team
 (Scrum Teams) are self-managing, meaning they internally decide
who does what, when, and how.
 (Scrum Teams) are empowered by the organization to manage
their own work.
 For Product Owners to succeed, the entire organization must
respect their decisions.
 Those wanting to change the Product Backlog can do so by trying
to convince the Product Owner.
Management: Traditional vs. Agile
Traditional Pyramid Agile Circle
1. Scrum on one slide
2. Scrum Team for AV-Portal
3. The Product: TIB AV-Portal
4. Scope of Scrum Team
5. Empowerment of Scrum Team
6. Handling Complex Proplems
Handling Complex Problems
 Within short iterations (sprints), the Scrum team creates increments on
which stakeholders can provide feedback (iterative-incremental approach)
 Early feedback allows for quick adaptation to changing requirements and
circumstances
 The Scrum team creates value in every sprint.
 In contrast: Traditional management relies on a long planning phase and a
late Big Bang release, where feedback is obtained very late in the project
Releases: Traditional vs. Agile
Big Bang Release
Releases of Increments
Planning Design Implementation Test
Feed-
back
Deploy
Quotations
All italicized passages in this presentation are quotations from:
Scrum Guide. The Definitive Guide to Scrum: The Rules of the Game.
November 2020.

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Agile Teamwork and Handling Complex Problems in Scrum

  • 1. German-Dutch dialogue on the future of libraries Agile Teamwork & Handling Complex Problems in Scrum Dr. Sven Strobel, Product Owner TIB AV-Portal Contact Dr. Sven Strobel TIB Hannover T +49 511 762-14229, sven.strobel@tib.eu
  • 2. 1. Scrum on one slide 2. Scrum Team for AV-Portal 3. The Product: TIB AV-Portal 4. Scope of Scrum Team 5. Empowerment of Scrum Team 6. Handling Complex Proplems
  • 3. Scrum on one Slide Sprint 2-4 weeks Daily Scrum Priority Product Backlog Sprint Backlog Increment
  • 4. 1. Scrum on one slide 2. Scrum Team for AV-Portal 3. The Product: TIB AV-Portal 4. Scope of Scrum Team 5. Empowerment of Scrum Team 6. Handling Complex Proplems
  • 5. Scrum Team for AV-Portal Product Owner  collects and prioritizes all requirements 4 Developers  implement the requirements Scrum Master  supports team and organization
  • 6. 1. Scrum on one slide 2. Scrum Team for AV-Portal 3. The Product: TIB AV-Portal 4. Scope of Scrum Team 5. Empowerment of Scrum Team 6. Handling Complex Proplems
  • 8. 1. Scrum on one slide 2. Scrum Team for AV-Portal 3. The Product: TIB AV-Portal 4. Scope of Scrum Team 5. Empowerment of Scrum Team 6. Handling Complex Proplems
  • 9. Scope of Scrum Team  All work is done by a small Scrum team that is cross-functional  “Cross-functional” means that the members have all the skills necessary to create value each Sprint.  Skills of the AV-Portal Scrum Team:  frontend development  backend development  GUI  agile management  …
  • 10. Scope of Scrum Team  The entire Scrum Team is accountable for creating a valuable, useful Increment every Sprint.  The Scrum Team is responsible for all product-related activities from stakeholder collaboration, verification, maintenance, operation, experimentation, research and development, and anything else that might be required.
  • 11. Creating Value: Traditional vs. Agile Waterfall Agile
  • 12. 1. Scrum on one slide 2. Scrum Team for AV-Portal 3. The Product: TIB AV-Portal 4. Scope of Scrum Team 5. Empowerment of Scrum Team 6. Handling Complex Proplems
  • 13. Empowerment of Scrum Team  (Scrum Teams) are self-managing, meaning they internally decide who does what, when, and how.  (Scrum Teams) are empowered by the organization to manage their own work.  For Product Owners to succeed, the entire organization must respect their decisions.  Those wanting to change the Product Backlog can do so by trying to convince the Product Owner.
  • 14. Management: Traditional vs. Agile Traditional Pyramid Agile Circle
  • 15. 1. Scrum on one slide 2. Scrum Team for AV-Portal 3. The Product: TIB AV-Portal 4. Scope of Scrum Team 5. Empowerment of Scrum Team 6. Handling Complex Proplems
  • 16. Handling Complex Problems  Within short iterations (sprints), the Scrum team creates increments on which stakeholders can provide feedback (iterative-incremental approach)  Early feedback allows for quick adaptation to changing requirements and circumstances  The Scrum team creates value in every sprint.  In contrast: Traditional management relies on a long planning phase and a late Big Bang release, where feedback is obtained very late in the project
  • 17. Releases: Traditional vs. Agile Big Bang Release Releases of Increments Planning Design Implementation Test Feed- back Deploy
  • 18. Quotations All italicized passages in this presentation are quotations from: Scrum Guide. The Definitive Guide to Scrum: The Rules of the Game. November 2020.