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2. A bit of history
Jeff Sutherland first used Scrum at Easel Corporation in 1993
Harvard Business Review, 1986, Hirotaka Takeuchi, Ikujiro Nonaka
“The New Product Development”
W. Edwards Deming, 1950s, Plan-Do-Check-Act (PDCA)

3. Ancient times hunting
● gather together
● agree what to hunting for and where
● prepare hunting tools
● hunt the prey
● dinner
● talk about hunting improvement

4. 4 pillars of scrum
● prioritized product backlog,
● dedicated cross-functional team,
● time-boxes,
● inspection and adaptation.

5. Six time boxes:
Release planning meeting
Sprint (1-4 weeks -> 2 weeks)
Sprint Planning Meeting (5% - max. 4 hours)
Sprint Review (5% - max. 4 hours)
Sprint Retrospective (1 hour for mature team)
Daily Scrum Meeting (15 minutes)

6. Do your homework! - release planning questions:
● Should we invite any other stakeholders?
● When can everyone meet (f2f ideally)? Is meeting room equiped?
● How about desired release date?
● How many sprints for the release?
● Who will define closure for the release and sprints within it?
● Can the team meets DoD?
● Is there any production process to follow? (eg. organizational requirements
about producing code)
● Is there a release process?
● Is there product backlog?
● What risks are currently present?

7. Sprint planning
Phase 1
The product owner describes stories with why and how it has a value or solves a
problem
Phase 2
The team discuss the approach, task, ownerships and everything they need.
Keep in mind:
● Red light when story does not result in user or customer value.
● Team should focus on delivering potentially shippable product increment.
(Should meets DoD).

8. The daily meeting questions:
● what did I do since yesterday's meeting,
● what will I do by tomorrow's meeting,
● what obstacles are in my way?

9. The sprint review
IKIWISI (I Know It When I See It) - DEMO is important
Don’t surprise product owner

10. The sprint retrospective
● how sprint went,
● what worked well,
● what needs improvement.
Collectively, what we will do to change

11. Scrum artifacts:
The product backlog
The sprint backlog
The product increment

12. How to build backlog items - INVEST
Bill Wake
Independent
Negotiable
Valuable
Estimatable
Small
Testable

13. Waterfall to Scrum

14. Waterfall to Scrum (II)

15. Waterfall to Scrum (III)

16. Waterfall to Scrum (IV)

17. Visible progress
● Information (visibility, evidence) is the heart of an empirical process,
● Scrum as empirical process,
● Results of sprint should be visible,
● Inspection and adaptation can occur.
● Release backlog and burndown
● Sprint burndown

18. Scrum
microscope

19. Few tips
● Scrum Masters attempt to create a mind-set of fail fast.
● Culture eats strategy for breakfast. (Peter Drucker)
● Engage the team early.
● The product owner is responsible for knowing his market and end users.
● Sprints should be run at a marathon pace.
● Scrum only exposes problems, people fix problems.

20. Are you ready for Scrum?
● dedicated members to project
● do you have product owner with product vision and product backlog
● can you work within sprints (max 30 days)
● can biznes stakeholders participate in sprint review
● do you have enough courage to communicate obstacles
● can you create sprint backlog
● can you protect team from interruptions (no matter who’s interrupting)