The document discusses the Scrum framework for agile software development, describing Scrum roles, events like daily stand-ups, sprints, and reviews. It also covers Scrum scaling for large distributed teams and enterprises. Scrum is presented as an empirical process for complex projects that emphasizes self-organizing teams and incremental delivery of working software.

1. presents
Effektiver mit Scrum
18.06.08 | Buchhandlung Lehmanns | Hamburg
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26. The End

27. “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 Projectsquot; by Charles Lecht. 1967

29. Philosophy and Soziology

30. EDS | BroadVision | ONE

31. France | Germany | Austria

32. 1st Certi ed ScrumTrainer

33. SPRiNT iT

35. What is Scrum?

36. 36
Scrum is not a ....

37. 37
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.”

38. 38

39. 39

40. 40

41. 41
Process Types
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.”
Process Dynamics, Modeling, and Control,
Ogunnaike and Ray, Oxford University Press, 1992

42. Scrum Roles
Scrum Roles are Responsibilites of a process
not positions in an enterprise

43. 43
Manager
Kunde
ScrumMaster
Team
Product Owner
Anwender

44. 44
Estimation Meeting

45. 44
Estimation Meeting

46. 44
Estimation Meeting
Preparation of Sprint Planning
Formal estimation
Spend at least two meetings
per Sprint
Estimate only Size not Time
=> Input for Release Planing

47. 45
Planning Meeting

48. 45
Planning Meeting

49. 45
Planning Meeting

50. 45
Planning Meeting

51. 45
Planning Meeting
Product Backlog
Team Capabilities Next Sprint Goal
Business Conditions Review, Selected Product
Consider, Backlog
Technology Stability Organize
Sprint Backlog
Executable Product
Increment

52. 46
Daily Scrum Meetings

53. 46
Daily Scrum Meetings

54. 46
Daily Scrum Meetings
• Daily 15 minute meeting

55. 46
Daily Scrum Meetings
• Daily 15 minute meeting
• Same place and time every day

56. 46
Daily Scrum Meetings
• Daily 15 minute meeting
• Same place and time every day
• Meeting room

57. 46
Daily Scrum Meetings
• Daily 15 minute meeting
• Same place and time every day
• Meeting room
• Chickens and pigs

58. 46
Daily Scrum Meetings
• Daily 15 minute meeting
• Same place and time every day
• Meeting room
• Chickens and pigs
• Three questions

59. 46
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?

60. 46
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?

61. 46
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?

62. 46
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

63. 46
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

64. 46
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

65. 47
Sprint Review

66. 47
Sprint Review

67. 47
Sprint Review
Done!

68. 47
Sprint Review
When a Team member says “done,” what does that mean?
Done!

69. 47
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

70. 47
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

71. 47
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

72. 47
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

73. HEARTBEAT
RETROSPECTIVES
Learning from the past for the future

74. 49
Running a Sprint

75. 50

76. 51
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

77. 52

78. 53

79. 54
Hrs
Sprint Ende
Trendline
aktuelle
Tendline
Tage

80. 55
News -- 50 Produkte -- 30 Schnittstellen - 10 ...
20 9
30 x

81. 56
Scaling / Distributed Teams / Enterprise

82. In 1967 I submitted a paper called quot;How Do Committees
Invent?quot; 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 (de ned broadly) will
produce a design whose structure is a
copy of the organization's
communication structure.

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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

84. 59
Common Pitfalls

85. No Vision

86. No Product Backlog

87. Product Backlog is not sized

88. Product Backlog is not estimated

89. Sprint gets disturbed

90. No Burn Down Chart

91. No Daily Scrum

92. No Impediment list

93. No nal product increment

94. No retrospective!

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