The document discusses the Agile Manifesto and Scrum framework. It outlines the core values of the Agile Manifesto which emphasize individuals and interactions, working software, customer collaboration, and responding to change over processes, tools, documentation, contracts, and plans. It then provides details on how Scrum is implemented including roles of the Product Owner, Development Team, and Scrum Master. Key Scrum practices like Sprints, Daily Stand-ups, Sprint Planning, Reviews and Retrospectives are defined.

1. The Agile Manifesto – 2001
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
That is, while there is value in the items on
the right, we value the items on the left more.
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan

2. AGILE
Scrum
eXtreme
Programming
(“XP”)
Test-Driven
Development
(“TDD”)
Crystal DSDM FDD
and more…

3. The Essence of Scrum
SCRUM
Produce
Inspect
Adapt
Plan
Sprint
Transparency

4. The Foundations of Scrum
 There is a cross-functional Dev Team that is stable and 100% dedicated.
 The Dev Team decides how to get the work done. It is self-organizing.
 The Dev Team plans its Sprints one at a time, at the start of each Sprint.
 The Product Owner decides what should be produced.
 The Dev Team decides how much it can produce in a Sprint.
 The Dev Team’s target in a Sprint is shared, clear, and does not change.
 The Dev Team tries to achieve its target, but it may over-deliver or
under-deliver, based on how the Sprint plays out.
 Each Sprint is a timebox – its length is never extended.
 Each Sprint produces a “potentially shippable product” – in other
words, thoroughly tested, defect-free, and “done.”
 There is a “Definition of Done” that specifies what “done” means.
 At the end of each Sprint, we inspect and adapt product and process.

5. Development Starts
Release Date
Sprint 1
Sprint 2
Sprint 3
Sprint 4
Sprint 5
Sprint 6
Sprint 7
Sprint 8
Sprint 9
Sprint 10
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature

6. Development Starts
Release Date
Sprint 1
Sprint 2
Sprint 3
Sprint 4
Sprint 5
Sprint 6
Sprint 7
Sprint 8
Sprint 9
Sprint 10
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature

7. Development Starts
Release Date
Sprint 1
Sprint 2
Sprint 3
Sprint 4
Sprint 5
Sprint 6
Sprint 7
Sprint 8
Sprint 9
Sprint 10

8. Development Starts
Release Date
Sprint 1
Sprint 2
Sprint 3
Sprint 4
Sprint 5
Sprint 6
Sprint 7
Sprint 8
Sprint 9
Sprint 10
“Done” – Coded,Tested,
No Defects Remaining

9. Development Starts
Release Date
Sprint 1
Sprint 2
Sprint 3
Sprint 4
Sprint 5
Sprint 6
Sprint 7
Sprint 8
Sprint 9
Sprint 10
“Done” – Coded,Tested,
No Defects Remaining

10. Development Starts
Release Date
Sprint 1
Sprint 2
Sprint 3
Sprint 4
Sprint 5
Sprint 6
Sprint 7
Sprint 8
Sprint 9
Sprint 10
“Done” – Coded,Tested,
No Defects Remaining

11. The Relative Value of Different Features
Feature 1
Feature 2
Feature 3
Feature 4
Feature 5
Feature 6
Feature 7
Feature 8
Feature 9
Typical Large-Scale
Software Application
Features 1-5
Features 6-10
Features 11-15
Features 16-20
Features 21-25
Features 26-30
Features 31-35
Features 36-40
Features 41-45
Features 46-50
Features 51-55
Features 56-60
Features 61-65
Features 66-70
Features 71-75
Features 76-80
Features 81-85
Features 86-90
Features 91-95
Features 96-100

12. Development Starts
Release Date
Sprint 1
Sprint 2
Sprint 3
Sprint 4
Sprint 5
Sprint 6
Sprint 7
Sprint 8
Sprint 9
Sprint 10
100%
50%
% of Total
BusinessValue
Completed

13. Product Owner
Dev Team
Input from End-Users,
Customers, Team and
Other Stakeholders
ScrumMaster
SCRUM
Product
Backlog
8
9
10
11
12
“The Scrum Team”

14. Sprint
1-4 Weeks
Potentially
Shippable
Product
Increment
Review
No Changes
in Duration or Goal
Retrospective
Product Owner
Dev Team
Daily Scrum
Meeting and
Artifacts Update
Input from End-Users,
Customers, Team and
Other Stakeholders
Sprint
Backlog
Product
Backlog
Grooming
ScrumMaster
SCRUM
Product
Backlog
8
9
10
11
12
Responsible for maximizing the value of the
work done by the Dev Team
 Owns vision and goals / ROI of the work
 Final decisionmaker on content and order
of the Product Backlog (the list of items
needed to successfully achieve goals / ROI)
 Owns the date and scope of the Release
Responsible for doing the work
 7 +/- 2 People
 Cross-functional
 Self-organizing
Responsible for guiding the PO and Dev Team
to achieve optimal results with Scrum
 3 P’s:
 P rocess Owner
- Teaches Scrum to everyone
- Coaches everyone on how to use Scrum
to deliver maximum value and quality
- Enforces the rules of Scrum
- Acts as a change agent for organization
 P roblem Solver
- Helps remove blocks and assists the Dev
Team and Product Owner in any way
they can, to achieve the best results
 P rotector
- Protects the Dev Team from disruption

15. Product Owner
Dev Team
ScrumMaster
SCRUM
Role might be played by
a member of the Dev Team or
the ex-Project Manager.
We avoid having someone with a
management title in this role.
“Developers” = Architects, Coders,
Testers, Business Analysts, UI
Designers, Doc Writers, etc.
Role might be played by Customer,
Customer Representative, Product
Manager, Product Marketing Manager,
Program Manager, Project Manager.

16. Sprint
4 Weeks
or Less
Potentially
Shippable
Increment
Product Owner
Review
No Changes
To Goal or Timebox
Retrospective
Dev Team
Daily Scrum
Meeting
Input from End-Users,
Customers,Team and
Other Stakeholders
Sprint
Backlog
Product
Backlog
Grooming
Sprint Planning
Meeting
Team Selects
How Much
To Target
ScrumMaster
SCRUM
Product
Backlog
Detailed
Plan for
Sprint
Ordered
List of
What’s
Needed

17. SPRINT BACKLOG
Blow up 10 Balloons
Measure Radius of All 10 Balloons
CalculateVolumes of All 10 Balloons
Writing Requirements in Scrum

18. User Stories
 User Stories are an Agile approach to
requirements
 Widely used by Scrum Teams
 Not required, but highly recommend
 What is a User Story?
 A User Story is a short, plain-language description
of the needs of a user, centered on what they
need or want to do, and why
 As a type of user, I want some goal so that
some reason.

19. 3 C’s: Card, Confirmation, Conversation
As a Customer who has
booked a flight,
I want to cancel my booking,
So that I can receive a refund
and make other plans
☐
Verify that ticket price minus applicable
cancellation fee is refunded to credit card
☐
Verify that 10% cancellation fee is deducted
from refunded amount for economy tickets
☐
Verify that no fee is deducted from
refunded amount for business class tickets
☐
Verify that confirmation email is sent
☐
Verify that seat reservation is released
CARD
CONFIRMATION

20.  The card does not include all the detailed
information needed by the Dev Team
 This is because we want to force a conversation
between the Dev Team and Product Owner
 This conversation begins at the start of the project
 Dev Team and Product Owner might spend a day talking
through the initial list of User Stories
 This conversation continues during each Sprint
 During Sprint Planning Meeting
 Day-by-day during the Sprint
 During Product Backlog Grooming
 During Sprint Review
3 C’s: Card, Confirmation, Conversation
– intentionally!

21. User Stories
 Everyone writes User Stories. The Product Owner
decides which to add to the Product Backlog, and
what the priority should be.
 At the beginning of a project, a Story Writing
workshop is typically held. The Product Owner
creates the initial Product Backlog from this.
 New User Stories are written during the project and
added to the Product Backlog, as new needs appear.
 Large Stories are called “Epics”. Epics are broken
down into smaller stories as they move up the
Product Backlog, and get closer to being worked on.

22. Sprint
4 Weeks
or Less
Potentially
Shippable
Increment
Product Owner
Review
No Changes
To Goal or Timebox
Retrospective
Dev Team
Daily Scrum
Meeting
Input from End-Users,
Customers,Team and
Other Stakeholders
Sprint
Backlog
Product
Backlog
Grooming
Sprint Planning
Meeting
Team Selects
How Much
To Target
ScrumMaster
SCRUM
Product
Backlog
Detailed
Plan for
Sprint
Ordered
List of
What’s
Needed

23. Product Backlog Grooming
 Each Sprint, the Dev Team and Product Owner together look
ahead to the upcoming 2-3 Sprints’ worth of Product Backlog
 The Dev Team and Product Owner split large Product
Backlog Items into smaller pieces
 Small enough that 1-2 people could finish in 2-3 days
 The Dev Team gets a more detailed understanding of the
upcoming Product Backlog Items, by asking a lot of questions
 This enables the Dev Team to enter Sprint Planning with a
good understanding of the items at the top of the Product
Backlog
 Roughly 5-10% of each Sprint’s working hours are spent on
Product Backlog Grooming (~3 hours for a 2-week Sprint)
 The ScrumMaster organizes and facilitates this activity

24. Sprint
4 Weeks
or Less
Potentially
Shippable
Increment
Product Owner
Review
No Changes
To Goal or Timebox
Retrospective
Dev Team
Daily Scrum
Meeting
Input from End-Users,
Customers,Team and
Other Stakeholders
Sprint
Backlog
Product
Backlog
Grooming
Sprint Planning
Meeting
Team Selects
How Much
To Target
ScrumMaster
SCRUM
Product
Backlog
Detailed
Plan for
Sprint
Ordered
List of
What’s
Needed

25. Sprint Planning Meeting
 Conducted by the Dev Team, the Product Owner, and the
ScrumMaster together
 Often conducted in 2 parts:
 Part 1 – Dev Team decides how much they are going to target
 Part II – Dev Team creates a plan for how they are going to deliver it
 Popular Approaches to deciding how much to target:
 Velocity-based
Once a Dev Team has a stable history of how much Product Backlog they can
complete in a Sprint, they set their target based on their recent results
 Commitment-based
Dev Team estimates its capacity for work during the Sprint (in hours or days, for
example), then targets as many Product Backlog items as they have capacity for

26. Name
Days in the Sprint
Hours per Day
Total Hours in the
Sprint
Amitabh! 9! 5 ½ ! 50!
Shahrukh! 9! 5 ½ ! 50!
Aishwarya! 6! 5 ½ ! 33!
Salman! 9! 5 ½ ! 50!
Priyanka! 9! 3! 27!
Total
210 !
Mon
Tues
Weds
Thurs
Fri
1
2
3
4
5
6
7
8
Sprint
Planning
Review and
Retrospective
½ day
½ day
Work Time Available

27. Name
Days in the Sprint
Hours per Day
Total Hours in the
Sprint
Amitabh! 9! 6! 54!
Shahrukh! 9! 6! 54!
Aishwarya! 6! 6! 36!
Salman! 9! 6! 54!
Priyanka! 9! 5! 45!
Total
240 !
Work Time Available
-15!
-15!
Buffer (5-10%)!
Product Backlog Grooming (5-10%)!
210!Total Work Time Available in the Sprint!

28. Available Time in Sprint = [your number goes here]
0
Allocated so far = minutes
Not Started
In Progress
Done

29. Priority
Description
1
Make a cube with sides of 10cm.
2
Make a square-based pyramid. The base should be 10cm
square, and the sides should be 15cm. Attach to the top of
item 1.
3
Make a triangular prism. All the sides of the prism should be
6cm. Attach to the top of item 3, and then attach both to the
side of item 1.
4
Make a hexagonal prism. Each rectangular side should 4cm
wide by 12cm long. After completing it, stand it upright.
5
Make a triangular pyramid. Each side should be 12cm. Attach
it to item 5.
Product Backlog
10
10
10
15
10
6
6
6
6
4
12
12
12
12
15
10

30. Product Backlog Item #1
Make 10cm cube
Get
cardboard
Available Time in Sprint = 54 minutes
Draw six
10x10cm
squares
Cut out
the six
squares
Tape
squares
together
Double-
check size
and quality
1
3
5
5
2
Allocated so far = minutes
Not Started
In Progress
Done
Total: 16 mins
16

31. Priority
Description
1
Make a cube with sides of 10cm.
2
Make a square-based pyramid. The base should be 10cm
square, and the sides should be 15cm. Attach to the top of
item 1.
3
Make a triangular prism. All the sides of the prism should be
6cm. Attach to the top of item 3, and then attach both to the
side of item 1.
4
Make a hexagonal prism. Each rectangular side should 4cm
wide by 12cm long. After completing it, stand it upright.
5
Make a triangular pyramid. Each side should be 12cm. Attach
it to item 5.
Product Backlog
10
10
10
15
10
6
6
6
6
4
12
12
12
12
15
10

32. Product Backlog Item #1
Make 10cm cube
Get
cardboard
Available time in Sprint = 54 minutes
Draw six
10x10cm
squares
Cut out
the six
squares
Tape
squares
together
Double-
check size
and quality
1
3
5
5
2
Allocated so far = minutes
Not Started
In Progress
Done
Total: 16 mins
Product Backlog Item #2
Make Square-based
Pyramid
Draw four
10x15x15
triangles
Draw one
10x10cm
square
Cut out
pieces
Tape
pieces
together
6
2
6
5
Double-
check size
and quality
2
Total: 19 mins
35

33. Product Backlog Item #1
Make 10cm cube
Get
cardboard
Available time in Sprint = 54 minutes
Draw six
10x10cm
squares
Allocated so far = 50 minutes
Not Started
In Progress
Done
TOTALMINUTESOFWORKLEFTTODO!
Initial
Estimate!
Day 1! Day 2!
35!
40!
45!
50!
55!
60!
5!
10!
15!
20!
25!
30!
65!
70!
75!
80!
85!
0!
BURNDOWN CHART!
Day 3!
50

34. SPRINT BACKLOG
Blow up 10 Balloons
Measure Radius of All 10 Balloons
CalculateVolumes of All 10 Balloons
Starting the Sprint

35. Product Backlog Item #1
Make 10cm cube
Available time in Sprint = 54 minutes
Draw six
10x10cm
squares
3
Cut out
the six
squares
5
Tape
squares
together
5
Double-
check size
and quality
2
Allocated so far = 50 minutes
Not Started
In Progress
Done
Total: 16 mins
Product Backlog Item #2
Make Square-based
Pyramid
Draw one
10x10cm
square
2
Cut out
pieces
6
Tape
pieces
together
5
Double-
check size
and quality
2
Total: 19 mins
Get
cardboard
1
Pete
Get
cardboard
and tape
1
Pete
Draw four
10x15x15
triangles
6
Pete
Draw four
10x15x15
triangles
6
Pete

36. Sprint
4 Weeks
or Less
Potentially
Shippable
Increment
Product Owner
Review
No Changes
To Goal or Timebox
Retrospective
Dev Team
Daily Scrum
Meeting
Input from End-Users,
Customers,Team and
Other Stakeholders
Sprint
Backlog
Product
Backlog
Grooming
Sprint Planning
Meeting
Team Selects
How Much
To Target
ScrumMaster
SCRUM
Product
Backlog
Detailed
Plan for
Sprint
Ordered
List of
What’s
Needed

37. Daily Scrum Meeting
 Goal
 Enable Dev Team to update each other daily
 Make all blocks visible to SM and entire Dev Team daily
 Every day, at an agreed time and place,
Dev Team stands in a circle and reports 3 things
 What did I do since the last Daily Scrum Meeting?
 What will I do by the next Daily Scrum Meeting?
 What is blocking me?
 15 minutes maximum
 During meeting: everyone listens, no discussion
 After meeting is done: discussion as needed
 Product Owner can attend, but mustn’t interfere
 After meeting, ScrumMaster helps with blocks

38. Product Backlog Item #1
Make 10cm cube
Draw six
10x10cm
squares
3
Cut out
the six
squares
5
Tape
squares
together
5
Double-
check size
and quality
2
Not Started
In Progress
Done
Product Backlog Item #2
Make Square-based
Pyramid
Draw one
10x10cm
square
2
Cut out
pieces
6
Tape
pieces
together
5
Double-
check size
and quality
2
Get
cardboard
1
Pete
Draw four
10x15x15
triangles
6
Pete
Product Backlog Item #3
Make Cylinder
Draw
shape
Get
cardboard
and tape
Ravi
Priya
Arun
3
2
8
1

39. Product Backlog Item #1
Make 10cm cube
Draw six
10x10cm
squares
3
Cut out
the six
squares
5
Tape
squares
together
5
Double-
check size
and quality
2
Not Started
In Progress
Done
Product Backlog Item #2
Make Square-based
Pyramid
Draw one
10x10cm
square
2
Cut out
pieces
6
Tape
pieces
together
5
Double-
check size
and quality
2
Get
cardboard
1
Pete
Draw four
10x15x15
triangles
6
Pete
Product Backlog Item #3
Make Cylinder
Draw
shape
Get
cardboard
and tape
Ravi
Priya
Arun
3
2
8
1
Total = 42

40. TOTALMINUTESOFWORKLEFTTODO!
Initial
Estimate!
Day 1! Day 2!
35!
40!
45!
50!
55!
60!
5!
10!
15!
20!
25!
30!
65!
70!
75!
80!
85!
0!
BURNDOWN CHART!
Day 3!

41. Sprint
4 Weeks
or Less
Potentially
Shippable
Increment
Product Owner
Review
No Changes
To Goal or Timebox
Retrospective
Dev Team
Daily Scrum
Meeting
Input from End-Users,
Customers,Team and
Other Stakeholders
Sprint
Backlog
Product
Backlog
Grooming
Sprint Planning
Meeting
Team Selects
How Much
To Target
ScrumMaster
SCRUM
Product
Backlog
Detailed
Plan for
Sprint
Ordered
List of
What’s
Needed

42. Sprint Review
 Goal: Inspect and Adapt the Product
 Collaborative meeting between the Product
Owner, Dev Team, ScrumMaster, stakeholders
 Together we get “hands on” with what the Dev
Team has produced in the Sprint
 We inspect the quality, and whether it is “done”
 We inspect whether it truly serves customer needs
 We try to find improvements to make in the future
(Product Owner puts these on the Product Backlog)
 Recommendation: Get real-world customers or
end-users to attend and give hands-on feedback

43. Sprint
4 Weeks
or Less
Potentially
Shippable
Increment
Product Owner
Review
No Changes
To Goal or Timebox
Retrospective
Dev Team
Daily Scrum
Meeting
Input from End-Users,
Customers,Team and
Other Stakeholders
Sprint
Backlog
Product
Backlog
Grooming
Sprint Planning
Meeting
Team Selects
How Much
To Target
ScrumMaster
SCRUM
Product
Backlog
Detailed
Plan for
Sprint
Ordered
List of
What’s
Needed

44. Sprint Retrospective
 Goal: Inspect and Adapt Our Process
 Collaborative meeting between the Product
Owner, Dev Team, and ScrumMaster
 We talk about what we experienced and
observed during the Sprint, both good and bad
 We create a plan of action for improving in the
next Sprint
 Probably the single most important practice in
Scrum. We do this every Sprint!

45. Start! Stop! Continue!
Start getting a better
understanding of the
Product Backlog Items
during Sprint Planning!
Start doing more
communication between
Dev Team and Product
Owner during the Sprint!
Start doing the Daily
Scrum Meeting at the
beginning of the day,
instead of the end of the
day!
Stop waiting until the end
of the Sprint to begin
integration testing!
Stop allowing changes to
our target during the
middle of the Sprint!
Stop sacrificing quality
just to hit our target
during the Sprint!
Stop interrupting each
other during the Daily
Scrum Meeting!
Continue the good
teamwork and positive
attitude!
Continue putting a little
extra buffer in our plan
for each Sprint!
Continue inviting end-
users to the Sprint
Review, to get their
feedback!
Continue using the task
board on the wall!

46. SPRINT BACKwith LOG
Getting Started with Scrum

47. Time
Sprint 1
Sprint 2
Sprint 3
Sprint 4
Sprint 5
Sprint 6
Sprint 7
Sprint 8
Sprint 9
Sprint
10
Development Start
Release Date
Getting Started with Scrum
 ScrumMaster teaches Scrum to everyone and assigns the Scrum roles
 Product Owner communicate the vision and goals of the Release
 Product Owner leads the creation of the Product Backlog (with lots of input)
 Dev Team does high-level size estimation of the Product Backlog
 Product Owner does initial prioritization of the Product Backlog (with lots of input)
 Release Planning Meeting to estimate release date and budget
 Dev Team sets up their development and test environments
 Dev Team does initial high-level design and architecture (just enough to get started)
 Don’t forget – all of the above will evolve during project!
Getting
Started

48. SPRINT BACKLOG
Blow up 10 Balloons
Measure Radius of All 10 Balloons
CalculateVolumes of All 10 Balloons
The “Definition of Done”
and Getting to Done

49. The Definition of Done
 D.o.D. defines what it means for a Product Backlog Item to be
“Done” (=potentially shippable) at the end of a Sprint
 Product Owner and Team create D.o.D. before first Sprint
 Can be changed, based on Product Owner and Team decision
 There may be Product Backlog Items that are outside the D.o.D.
 For example, “Investigate Performance Problem” – needs its own D.o.D.
Our Team’s Definition of Done
Product Backlog Item is done at end of Sprint if:
• Code complete
• Code reviewed
• Unit Tested
• Integration Tested
• Acceptance Tested
• System Docs and User Docs updated
• No Priority 1 or Priority 2 defects remaining

50. DESIGN CODE TEST
Feature A
Team Zebra is doing a 2-week Sprint and have
committed to Product Backlog Items A, B, C, D, E
DESIGN CODE TEST
Feature B
DESIGN CODE TEST
Feature C
DESIGN CODE TEST
Feature D
DESIGN CODE TEST
Feature E
INITIAL DESIGN
Features A-E
FINAL TEST
AND POLISH
WORKING
SPRINT
PLANNING
REVIEW AND
RETROSPECTIVE
Looking Inside
One Sprint

51. SPRINT BACKLOG
Blow up 10 Balloons
Measure Radius of All 10 Balloons
CalculateVolumes of All 10 Balloons
Large-Scale and
Distributed Scrum

52. 50 People
(Architects, Coders,Testers,Analysts, UI Designers,Technical Writers, etc.)
Scaling Scrum

53. Team A
Team B
Team C
Team D
Team E
Scaling Scrum

54. Team A
Team B
Team C
Team D
Team E
Scaling Scrum
Cross-Functional
(Designers, Coders,
Testers, etc.)
Cross-Functional
(Designers, Coders,
Testers, etc.)
Cross-Functional
(Designers, Coders,
Testers, etc.)
Cross-Functional
(Designers, Coders,
Testers, etc.)
Cross-Functional
(Designers, Coders,
Testers, etc.)
Feature Teams

55. Scaling Scrum
Team A
Team B
Team C
Team D
Team E
8
9
10
11
12
7
1
2
3
4
5
6
Feature A
Feature B
Feature C
Feature D
Feature E
Feature F
Feature G
Feature H
Feature I
Feature J
Feature K
Feature L
13
Feature M
Cross-Functional
(Designers, Coders,
Testers, etc.)
Cross-Functional
(Designers, Coders,
Testers, etc.)
Cross-Functional
(Designers, Coders,
Testers, etc.)
Cross-Functional
(Designers, Coders,
Testers, etc.)
Cross-Functional
(Designers, Coders,
Testers, etc.)

56. Scaling Scrum
Team A
Team B
Team C
Team D
Team E
8
9
10
11
12
7
1
2
3
4
5
6
Feature A
Feature B
Feature C
Feature D
Feature E
Feature F
Feature G
Feature H
Feature I
Feature J
Feature K
Feature L
13
Feature M
Cross-Functional
(Designers, Coders,
Testers, etc.)
Cross-Functional
(Designers, Coders,
Testers, etc.)
Cross-Functional
(Designers, Coders,
Testers, etc.)
Cross-Functional
(Designers, Coders,
Testers, etc.)
Cross-Functional
(Designers, Coders,
Testers, etc.)

57. Scaling Scrum
Team A
Team B
Team C
Team D
Team E
Cross-Functional
(Designers, Coders,
Testers, etc.)
Cross-Functional
(Designers, Coders,
Testers, etc.)
Cross-Functional
(Designers, Coders,
Testers, etc.)
Cross-Functional
(Designers, Coders,
Testers, etc.)
Cross-Functional
(Designers, Coders,
Testers, etc.)
Chief Product Owner
Product Owner
Product Owner
Product Owner

58. During the Sprint
Team A
Team B
Team C
Team D
Team E
Scrum of Scrums
Daily Meeting of Team Representatives
Coordination, Dependencies Mgt, Block Surfacing

59. Project Growth
S P R I N T
S P R I N T
S P R I N T
S P R I N T
S P R I N T
S P R I N T
S P R I N T

60. Dependencies: Day-to-Day
 Make direct team-to-team communication as easy as
possible for everyone on the project
 Use the Scrum-of-Scrums actively
 Make sure all teams have some slack (extra buffer) in
every Sprint, to be able to help each other

61. Dependencies: Backlog-Level
Backlog Item #1
Team A
Team B
• Identify the dependency
before Sprint
Commitment is made
Then, either…
• Product Owner A
reduces priority of #1
or
• Product Owner B
increases priority of #18
or
• Product Owner A shifts
#18 to Team A Product
Backlog and Team A builds
it
or
• Team A uses mock object
in place of #18, and
replaces with actual #18
later
Product Backlog
Product Backlog
Backlog Item #18

62. Distributed Scrum Practices
 Model 1: Product Owner in US, Dev Team in India
 ScrumMaster should be located with Dev Team in India
 Start with short Sprints (2 weeks or less)
 Dev Team does Daily Scrum during India business hours
 After Daily Scrum, ScrumMaster emails list of blocks to the
Product Owner, for assistance clearing
 All real-time meetings between Dev Team and Product Owner
should be visual, not just audio
 1-2x per week real-time call for Product Owner and Dev Team
 Product Owner travels to India for start of first Sprint

63. Distributed Scrum Practices
 Model 2: Dev Team split between multiple locations
 4 team-members in India, 4 team-members in Europe
 To be effective, team formation must occur
 Ideally, colocation for first Sprint
 Ongoing “ambassadorship”
 Multiple forms of continuous live communication
 If you can’t make this investment, may be better to
organize them as two different Scrum teams
 Daily Scrum
 Live via webcam if timezones overlap, otherwise try
cameraphone video recording
 Scrum Artifacts (Sprint Backlog, Burndown Chart) done
electronically, in a shared location

64. Scrum Tools
 There are a range of software tools available for Scrum
Teams to manage their Scrum information
 Enterprise tools
 VersionOne, Rally, ScrumWorks, Mingle, Greenhopper for Jira
 Open-source
 X-planner
 Lightweight tools
 ScrumNinja and BananaScrum
 Bear in mind that there are pro’s and con’s, costs as well
as benefits, when using these tools
 The most successful self-organization tends to occur
when Dev Teams are using information radiators

65. SPRINT BACKLOG
Blow up 10 Balloons
Measure Radius of All 10 Balloons
CalculateVolumes of All 10 Balloons
Release Estimation in Scrum

66. Team Alpha
3
2 2 2
Sprint 1 Sprint 2 Sprint 3
12 Points
of size
16 Points
of size
14 Points
of size
Average of 14 Points per Sprint “Velocity”
8
1 1 1 1
2 2
1 1 1
2 2
1
1
3
2
1 1 1

67. The Product Backlog
Priority Description
Size
(to build)
1 Feature A 3
2 Feature B 1
3 Feature C 3
4 Feature D 5
5 Feature E 1
6 Feature F 8
7 Feature G 3
8 Feature H 5
9 Feature I 2
10 Feature J 3
11 Feature K 1
12 Feature L 5

68. Team Alpha
3
2 2 2
Sprint 1 Sprint 2 Sprint 3
8
1 1 1 1
2 2
1 1 1
2 2
1
1
3
2
1 1 1

69. The Product Backlog
Priority Description
Size
(to build)
1 Feature A 3
2 Feature B 1
3 Feature C 3
4 Feature D 5
5 Feature E 1
6 Feature F 8
7 Feature G 3
8 Feature H 5
9 Feature I 2
10 Feature J 3
11 Feature K 1
12 Feature L 5

70. The Product Backlog
Priority Description
Size
(to build)
1 Feature A 3
2 Feature B 1
3 Feature C 3
4 Feature D 5
5 Feature E 1
6 Feature F 8
7 Feature G 3
8 Feature H 5
9 Feature I 2
10 Feature J 3
11 Feature K 1
12 Feature L 5
Total = 40 points
Velocity = 14 points
Time to complete =
40/14 = 3 Sprints
If cost per Sprint is
$15K, total cost is:
3 x $15K = $45K
If Sprints are 2
weeks each, total
time required is:
3 x 2 = 6 weeks

71. • Many Scrum tems use Planning Poker to estimate
the size of Product Backlog Items
• “Size” = Effort + Complexity + Uncertainty
• The whole team estimates together
• If actual team is not yet selected, then get a typical
team to do it, and be sensible: add extra buffer to
the final plan
• Everyone estimates overall size of the item (not
just their part of the work)
• ScrumMaster facilitates (and joins in the estimation
if they will be doing work too)
• Product Owner should be available to clarify
requirements

72. Estimating Release Date and Budget
 Dev Team does high-level size estimation of Product Backlog
 Using Planning Poker, for example
 Dev Team estimates their velocity
 Using either past history, by doing a Sprint, or by doing a Sprint
Planning Meeting. This is a forecast, not a promise.
 Product Owner uses the above data to estimate a realistic
date for release
 If date turns out to be too optimistic, Product Owner will have to
either remove scope from the Release, or move the Release date
 Product Owner decides how much buffer to add, to account
for uncertainty and risk
 Buffer for Uncertainty (for example: 15%)
 Buffer for Improvement and Rework (for example: 10%)
 Many Dev Teams also need a Pre-Release Sprint (to go from
Potentially Shippable to actually “shipped”)

73. Pre-Release
Sprint
Release Date
Sprint
Sprint
Sprint
Sprint
Sprint
Sprint
Sprint
Sprint
Sprint
Sprint
Final
Hardening
and Release
Preparation

74. Estimating Release Date and Budget
 Dev Team does high-level size estimation of Product Backlog
 Using Planning Poker, for example
 Dev Team estimates their velocity
 Using either past history, by doing a Sprint, or by doing a Sprint
Planning Meeting. This is a forecast, not a promise.
 Product Owner uses the above data to estimate a realistic
date for release
 If date turns out to be too optimistic, Product Owner will have to
either remove scope from the Release, or move the Release date
 Product Owner decides how much buffer to add, to account
for uncertainty and risk
 Buffer for Uncertainty (for example: 15%)
 Buffer for Improvement and Rework (for example: 10%)
 Many Dev Teams also need a Pre-Release Sprint (to go from
Potentially Shippable to actually “shipped”)

75. Item # Product Backlog Item
Initial
Estimate
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Sprint 7 Sprint 8 Sprint 9
Sprint
10
Sprint
11
1
As an Administrator or Employee, I want to go to the Home Page and type my login name and password, so
that I can gain access to the Dashboard Page. 2 0 0 0 0 0
2
As an Employee, I want to submit a leave request to my manager, so I can find out whether I have
permission to take one or more days of leave. 3 0 0 0 0 0
3
As an employee who has other employees reporting to me, I want to receive an email to inform me that a
leave request has been filed, so that I can approve or deny it in a timely manner. 2 2 0 0 0 0
4
As an employee, I want to be able to see the unused vacation, personal, and sick leave I currently have, so
that I can plan when to take leave and how much I’m entitled to. 3 3 3 0 0 0
5
As an employee, I want to be able to review my pending leave requests, so that I can see which requests
have been approved, and which are pending review by my manager. 5 5 5 0 0 0
6
As an Administrator or Employee, I want to click the “Forgot Password” link on the home page, enter my
email address, and have a new password generated and sent to me, so I can log into the system. 1 1 1 1 0 0
7
As an Administrator, I want to be able to modify the personal details (for example, name, or manager, or
date of hire) for a particular employee, so that I can keep their information up-to-date and correct any errors. 3 3 3 3 0 0
8
As an Administrator, I want to have a backup of the system made nightly, so that in the event of a crash or
other problem, the recent days’ worth of data can be restored. 8 8 8 8 0 0
9
As an Administrator, I want to create a new Administrator account for another person, so that they have the
necessary permissions within the system. 3 3 3 3 0 0
10
As an Administrator, I want to set up a new Employee account for another person, so they can use the
system to manage their leave requests and approvals. 3 3 3 3 3 0
11
As an Administrator, I want to be able to modify the system-wide defaults for company name, company
email, and number of days of leave per year. 2 2 2 2 2 2
12
As an Administrator, I want to set up new Employee accounts for multiple other people at once by copying
and pasting their information into a text field, so they can use the system to manage their leave requests /
approvals.
3 3 3 3 3 3
13
As an employee, I want to be able to review my pending leave requests, and be able to cancel any that are
no longer required, so that I can keep my request up-to-date and accurate. 2 2 2 2 2 2
14
As an employee, I want to be able to review my pending leave requests, and be able to modify any of the
details that are no longer correct, so that I can keep my request up-to-date and accurate. 2 2 2 2 2 2
15
As an employee who has other employees reporting to me, I want to be able to see a table that lists all the
employees who report to me (as well as the employees that report to them), and for each a summary of their
leave requests and days of leave remaining, so I can have a high-level overview of my departmental leave
metrics.
5 5 5 5 5 5
16
As an employee, I want to be able to see all my current and past leave requests (including approved,
denied, and pending) since I was hired, so I can quickly get information I need regarding one particular
leave request.
3 3 3 3 3 3
17
As an employee who has other employees reporting to me, I want to be able to see all the leave requests
that are currently pending my approval on a single page, and be able to approve or deny them from that
page, so that I can quickly and easily take care of all my pending approvals at once.
5 5 5 5 5 5
18
As an Administrator, I want to be able to select a subset of employees and export their data as either a tab-
delimited text file, or as an excel spreadsheet. 13 13 13 13 13 13
19
As an Administrator or Employee, I want to click “Change Password” choice on the Dashboard Page, and be
able to type in a new password. 2 2 2 2 2 2
20
As an Administrator or Employee, I want to click “Change Username” choice on the Dashboard Page, and
be able to type in a new username. 3 3 3 3 3 3
21
As an employee who has other employees reporting to me, I want to receive an email reminder once a day
if there are any leave requests that have been waiting for my review for more than 72 hours, so that I can
approve or deny it without further delay.
5 5 5 5 5 5
22
As an employee, I want to receive an email notification when my manager approves or denies one of my
requests. 2 2 2 2 2 2
Total 80 75 73 65 50 47
Release Backlog

76. 90
80
70
60
50
40
30
20
10
0
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
Release Burndown Chart
Sprints
End Development
Release

77. Item # Product Backlog Item
Initial
Estimate
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Sprint 7 Sprint 8 Sprint 9
Sprint
10
Sprint
11
1
As an Administrator or Employee, I want to go to the Home Page and type my login name and password, so
that I can gain access to the Dashboard Page. 2 0 0 0 0 0
2
As an Employee, I want to submit a leave request to my manager, so I can find out whether I have
permission to take one or more days of leave. 3 0 0 0 0 0
3
As an employee who has other employees reporting to me, I want to receive an email to inform me that a
leave request has been filed, so that I can approve or deny it in a timely manner. 2 2 0 0 0 0
4
As an employee, I want to be able to see the unused vacation, personal, and sick leave I currently have, so
that I can plan when to take leave and how much I’m entitled to. 3 3 3 0 0 0
5
As an employee, I want to be able to review my pending leave requests, so that I can see which requests
have been approved, and which are pending review by my manager. 5 5 5 0 0 0
6
As an Administrator or Employee, I want to click the “Forgot Password” link on the home page, enter my
email address, and have a new password generated and sent to me, so I can log into the system. 1 1 1 1 0 0
7
As an Administrator, I want to be able to modify the personal details (for example, name, or manager, or
date of hire) for a particular employee, so that I can keep their information up-to-date and correct any errors. 3 3 3 3 0 0
8
As an Administrator, I want to have a backup of the system made nightly, so that in the event of a crash or
other problem, the recent days’ worth of data can be restored. 8 8 8 8 0 0
9
As an Administrator, I want to create a new Administrator account for another person, so that they have the
necessary permissions within the system. 3 3 3 3 0 0
10
As an Administrator, I want to set up a new Employee account for another person, so they can use the
system to manage their leave requests and approvals. 3 3 3 3 3 0
11
As an Administrator, I want to be able to modify the system-wide defaults for company name, company
email, and number of days of leave per year. 2 2 2 2 2 2
12
As an Administrator, I want to set up new Employee accounts for multiple other people at once by copying
and pasting their information into a text field, so they can use the system to manage their leave requests /
approvals.
3 3 3 3 3 3
13
As an employee, I want to be able to review my pending leave requests, and be able to cancel any that are
no longer required, so that I can keep my request up-to-date and accurate. 2 2 2 2 2 2
14
As an employee, I want to be able to review my pending leave requests, and be able to modify any of the
details that are no longer correct, so that I can keep my request up-to-date and accurate. 2 2 2 2 2 2
15
As an employee who has other employees reporting to me, I want to be able to see a table that lists all the
employees who report to me (as well as the employees that report to them), and for each a summary of their
leave requests and days of leave remaining, so I can have a high-level overview of my departmental leave
metrics.
5 5 5 5 5 5
16
As an employee, I want to be able to see all my current and past leave requests (including approved,
denied, and pending) since I was hired, so I can quickly get information I need regarding one particular
leave request.
3 3 3 3 3 3
17
As an employee who has other employees reporting to me, I want to be able to see all the leave requests
that are currently pending my approval on a single page, and be able to approve or deny them from that
page, so that I can quickly and easily take care of all my pending approvals at once.
5 5 5 5 5 5
18
As an Administrator, I want to be able to select a subset of employees and export their data as either a tab-
delimited text file, or as an excel spreadsheet. 13 13 13 13 13 13
19
As an Administrator or Employee, I want to click “Change Password” choice on the Dashboard Page, and be
able to type in a new password. 2 2 2 2 2 2
20
As an Administrator or Employee, I want to click “Change Username” choice on the Dashboard Page, and
be able to type in a new username. 3 3 3 3 3 3
21
As an employee who has other employees reporting to me, I want to receive an email reminder once a day
if there are any leave requests that have been waiting for my review for more than 72 hours, so that I can
approve or deny it without further delay.
5 5 5 5 5 5
22
As an employee, I want to receive an email notification when my manager approves or denies one of my
requests. 2 2 2 2 2 2
Total 80 75 73 65 50 47
Release Backlog

78. 90
80
70
60
50
40
30
20
10
0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Release Burndown Chart
Sprints
End Development Release

79. 90
80
70
60
50
40
30
20
10
0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Release Burndown Chart
Sprints
End Development Release
2 extra Sprints
will be needed to
deliver the entire
Release Backlog

80. 90
80
70
60
50
40
30
20
10
0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Release Burndown Chart
Sprints
End Development Release
To deliver the
release on
schedule, remove
12 points from the
Release Backlog

81. 90
80
70
60
50
40
30
20
10
0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Release Burndown Chart
Sprints
End Development Release

82. Retrospective is a
waste of time
“The 5 Why’s”
We never take
action on any of the
issues we discuss
We never have time to
make improvements in
our way of working
We’re always over-
committed in every
Sprint
The Product Owner
pressures us into
overcommitting
in Sprint Planning
We don’t have any
way of reminding
ourselves
We always forget
whatever we
agreed to do
The Product Owner gave
an unrealistic delivery
date to the VP
The ScrumMaster
isn’t protecting us!

83. Impact of Change
In the Current Sprint In Future Sprints
Happiness of
the Product
Owner
Team’s ability
to deliver its
commitment
Team’s focus,
commitment,
motivation
PO’s
discipline to
not request
changes
Time and
thought the
PO puts into
preparing the
Product
Backlog
Team’s focus,
commitment,
motivation
Team’s
discipline in
following the
rules of
Scrum
Other teams’
discipline in
following the
rules of
Scrum
What are the consequences if the ScrumMaster says “Yes”
to the Product Owner making a “swap” during the Sprint?







