This document discusses laws and principles of agile development. It begins by introducing the speakers and then covers topics like the agile manifesto, Parkinson's law, Hofstadter's law, Pareto's law, Humphrey's law, Brooks' law, and Lehman's laws. It also discusses what a scrum master does, including facilitating meetings, coaching the team, helping with product backlog and release planning, and more. Finally, it covers agile concepts like minimum viable product, release planning, sprint planning, scaling frameworks like LeSS, and tips for hyperproductivity.

1. {
Scrum Master
Taller – UTN – FRT

2. Pablo Augusto Mazzeo
 Senior Scrum Master @ConveyArgentina
 Certified ScrumMaster @ScrumAlliance
 Certified Scrum Product Owner @ScrumAlliance
 Aprendiz Coaching Ontológico Profesional @ECP
Your facilitators…
Patricio Gaston Moreno
 QA Supervisor @ConveyArgentina
 Scrum Coach @ConveyArgentina
 Profesor @UTN-FRT
 Asociado @ScrumAlliance

3. Mastering is an art…

4. Be Agile, be different…

5. Agile manifesto

8. Leyes del Agilismo
Ley de Parkinson
“Las necesidades se expanden para ocupar todos los
recursos disponibles”
Ley de Hosftadter
“Una tarea siempre dura más que de lo que esperas,
incluso teniendo en cuenta la ley Hosftadter”
Corolario: “Eres incapaz de estimar, asumelo”

9. Leyes del Agilismo
Ley de Pareto
“Para numerosos fenomenos el 20% de
las causas probocan el 80% de los
efectos”

10. Leyes del Agilismo
 Ley de Humphrey
 “Lo sabré cuando lo vea”

11. Leyes del Agilismo
Ley de Brooks
“Añadir más personas a un proyecto
retrasado solo lo retrasa más”

12.  Ley de Ziv
 “El desarrollo del software es impredicible y los
requisitos nunca serán completamente comprendidos”
Leyes del Agilismo

13.  Leyes de Lehman
 “Cambio continuo: Un sistema debe ser
continuamente adaptado o será cada vez menos
satisfactorio para sus usuarios”
 “Complejidad creciente: La complejidad de un
sistema crece salvo que se trabaje para tratar de
reducirla”
 “Por cada 25% de incremento de complejidad en
el problema se produce un 100% de complejidad
en la solución”
 - Robert L. Glass
Leyes del Agilismo

14.  “Los clientes prefieren las malas noticias a las sorpresas”
Leyes del Agilismo

20. We start so
long ago…

21. Taylorism is
still
struggling…

22. We begin to
understand…

25.  Meetings
 Facilitating meetings for the team. This includes:
 preparing
 moderation
 postprocessing
 Holding retrospectives. Retrospectives are special meetings,
therefore I count them separately.
Things a SM do…

26.  Team Dynamics
 Coaching team members (e.g. with one-on-one coachings).
 Mediating through conflicts.
 Helping the team to make decisions.
 Fostering the developer team’s self-organisation.
 Mediating the general conflict of goals between development
team (high technical quality) and product owner (more
features).
Things a SM do…

27.  Learning
 Continuing learning regarding everything Agile (e.g. visit
user groups, attend conferences, read books, write blogs,
etc.).
 Consulting team members regarding everything Agile.
 Helping the team to create information radiators.
 Giving feedback to the team.
 Encouraging the use of Agile Engineering Practices within
the development team (this is a huge field to spent a Scrum
Master’s time in, including e.g. one click releases,
continuous delivery, feature flags, and many more).
 Challenge team with Agile management innovations (e.g.
FedEx-Days).
 Exchanging constantly with other Scrum masters in the
organisation (e.g. through community of practice).
 Doing Gemba Walks.
Things a SM do…

28.  Product
 Helping to write or split user stories.
 Helping to write or adapt product visions.
 Helping to order product backlog items.
 Helping with the release planning.
 Being familiar with the team’s work (i.e. the
product).
Things a SM do…

29.  Big Picture
 Bringing people together who should talk to each other.
 Keeping in touch with every stakeholder regularly.
 Helping the team to report to management.
 Helping to further the Agile community within the
organization.
 Organizing exchange events like Open Spaces or World
Cafés for the team, its stakeholders, and its organisation.
 Sharing insights throughout the company (micro-
blogging, blogging, internal conferences, etc.).
 Being a contact person for everyone in the team and their
stakeholders regarding Agile.
 Giving learning opportunities to people in the
organization (e.g. talks or workshops) and letting them
learn important Agile concepts like e.g. technical debt.
Things a SM do…

30.  Change
 Helping the team to get rid of impediments.
 Suggesting new metrics for the team as catalysts for change.
 Mirror
 Reflecting Agile and Scrum values to the team.
 Reminding the team of their arrangements (e.g. policies).
 Helping the team to continuously improve their process.
 Reflecting issues to the team through observation from outside of the team.
 Asking open questions.
 Checking all the models the team uses (e.g. Sprint backlog, metrics, etc.) and show
them differences between the model and the real world.
 Miscellaneous
 Helping the team to keep focus (e.g. by acting as a buffer between external distractions
and the team).
 Helping the team to maintain their Scrum tools (Story board, Action board, charts,
backlogs, etc.).
 Helping team and product owner to find a suitable
 definition of done
 definition of ready.
Things a SM do… (final)

32. Waterfall Project Planning
Project can be accurately planned in details

33. In reality, software
projects are like…
forecasting weather- rain or shine?

34. Planning
WaterfallAgile
All or noneIterative, incremental
Prioritization is not importantPrioritization is key activity of planning
Planning becomes a prioritization exercise
Critical path is eliminated through time
boxing
Critical path is important
PredictiveEmpirical

35. How to do prioritization?
Informal
MoSCoW
Ad-hoc and intuitive
Must have, Should have, Could have, Would not have
Formal Priority = Business Value/Complexity
ROI (= Business value – Cost) based prioritization
Kano Mandatory, Linear, Exciter
Threshold, Performance, Excitement

36. MoSCoW
Must haves
Should haves
Minimum Usable SubseT for production
(a.k.a. Minimum Viable Product)
Important, but absence of it would not make the
product useless
Could haves Optional, if fund and time are available
Would not haves Out of scope, defines the boundary of the product
Pros and Cons?

37. Minimum Viable Product
(MVP)
Release#1 R#2 R#3
Expanding scope of MVP Release every sprint
ideal

38. Kano Analysis
Survey
Q#1 Rate your satisfaction if the product has “this” feature?
Q#2 Rate your satisfaction if the product does not have “this” feature?
Answers:
A) Like it,
B) Neutral,
C) Dislike it
Additional Question for trade-off analysis
How much extra would you pay for “this” or more of “this” feature?

39. Release Planning
• Set a release goal
• Determine scope through prioritization
• Determine a release date
• Define sprints
• Allocate stories to sprints
• Product backlog grooming
• Ideally release every sprint

40. Sprint Planning
Capacity Scope Estimation
• Load factor
• Availability factor
• Holidays
• Vacations
• Set a sprint goal
• Take stories from
the top of the
product backlog
• Total points =
Velocity
• Task breakdown
• Estimate tasks in
actual hours or days
• Assign task owners
• Assign a story
owner
• Verify estimate
against capacity

52. “Do Scrum By The Book
Until You Get Good At It
-then Adjust”
Mike Cohn

53. Scrum Universe…

54. Product Planification

55. Grooming

56. Sprint 0 (zero)

57. LeSS…

58. Scrum of Scrums

60. Emergency Procedures

61. Jeff’s Secret Sauce for
Hyperproductivity
 How do you get started? (STABLE TEAMS)
 How do you successfully pull backlog items into a Sprint? (YESTERDAY'S WEATHER)
 How do you get stuff done? (SWARMING: ONE-PIECE CONTINUOUS FLOW)
 How do you deal with interruptions during the Sprint? (ILLEGITIMUS NON
INTERRUPTUS)
 How do get defect free at the end of the Sprint? (DAILY CLEAN CODE)
 How do you deal with surprises? (EMERGENCY PROCEDURE)
 How do you ensure you continuously improve? (SCRUMMING THE SCRUM)
 How do you get teams to have fun? (HAPPINESS METRIC)
 How do you get hyperproductive? (TEAMS THAT FINISH EARLY ACCELERATE FASTER)

62. Library