Scrum a 3-day course for ScrumMasters

Size: px

Start display at page:

Download "Scrum a 3-day course for ScrumMasters"

Adela Skinner
6 years ago
Views:

2 Restricted Use This copyrighted material is provided to attendees of QualSys Solutions courses under a restricted licensing agreement exclusively for the personal use of the attendees. QualSys Solutions retains ownership rights to the material contained in these course notes. Please respect these rights. Any presentation or reuse of any part of this material in any form must be approved in writing by tim@qualsys.org Copyright 2012 QualSys Solutions. All rights reserved. Copyright 2012 QualSys Solutions 2/178

4 Scrum Master Course Basic Objectives To display an understanding of: Scrum Theory and background Empiricism Scrum Meetings Sprint Planning. Daily Scrum, Sprint Review, Sprint Retrospective Scrum Roles ScrumMaster, Product Owner, Scrum Team Scrum Artifacts Product Backlog, Sprint Backlog, Progress Monitoring Charts, Product Increment, Definition of Done Copyright 2012 QualSys Solutions 4/178

5 Scrum Master Course Advanced Objectives To display an understanding of: the Agile approach to dealing with projects Command and control, metrics, estimating the lean and agile principles that underlie Scrum Small batches, inspect and adapt, eliminate waste how Scrum can help them create products that delight their users Focus on goals, not requirements how to transition to organizational Scrum Copyright 2012 QualSys Solutions 5/178

6 Does Anyone Really Do Agile Development? Gartner predicts that by the end of 2012, agile development methods will be used on 80% of all software development projects. PMI s research has shown that the use of agile has tripled from December 2008 to May Furthermore, research demonstrates the value that agile can have in decreasing product defects, improving team productivity, and increasing delivery of business value. Certification.aspx QualSys Solutions 2012 Page 6/178

7 Outline Overview Scrum Basics Scrum and the Business Culture Details Product Owner Development Team Scrum Master Scrum for the Enterprise Engineering Practices (optional) The majority of the course is organized by role. Details of the Scrum artifacts, meetings, and rules are discussed in the context of each role Copyright 2012 QualSys Solutions 7/178

Workshops - Exercises The course has a number of exercises in

9 Outline Agile and Scrum Context Scrum and the Business Culture Product Owner Development Team Scrum Master Scrum for the Enterprise Engineering Practices The course is primarily organized by role. Artifacts and meetings are discussed in the context of each role QualSys Solutions 2012 Page 9/178

CMMI has the concept of institutionalization at the heart of its philosophy Differences in philosophy about the goal of product

10 Why Agile? Rapid pace of change in the business environment requires businesses to become agile. Recognition of the nature of new product development Predictive vs. Empirical Process Control. CMMI has the concept of institutionalization at the heart of its philosophy Differences in philosophy about the goal of product development Meet up-front specifications vs. create maximum value Realization that companies have become too inwardly focused. transparency inspect adapt Copyright 2012 QualSys Solutions 10/178

12 Scrum Basics QualSys Solutions 2012 Page 12/178

13 Scrum Scrum in the sport of rugby, is a way of restarting the game, either after an accidental infringement or (in rugby league only) when the ball has gone out of play. QualSys Solutions 2012 Page 13/178

14 Official Definition of Scrum Jeff Sutherland Ken Schwaber QualSys Solutions 2012 Page 14/178

15 Roles Official Scrum is Minimal (Only 15 Pages) Product Owner, ScrumMaster, Development Team Events Sprint, Sprint Planning Meeting, Daily Scrum, Sprint Review, Sprint Retrospective Artifacts Product Backlog, Sprint Backlog, Progress Monitoring Artifacts, Increment, Definition of Done, Rules See Scrum Guide QualSys Solutions 2012 Page 15/178

16 Common Scrum Practices This course discusses a number of concepts, techniques, artifacts, and practices that are not an official part of Scrum, but are recommended by leaders in the Scrum community and widely used by Scrum teams. Release planning. Product Roadmap Stories, Story points and Velocity Burndown and burn-up charts Pre-Sprint Planning Meeting Retrospective and Impediment Backlog Lean and agile principles Scrum of Scrums Scrum Integration Team QualSys Solutions 2012 Page 16/178

Three Scrum Roles the ScrumMaster, who maintains and supports the processes the Product Owner, who represents the stakeholders and the business the

17 Three Scrum Roles the ScrumMaster, who maintains and supports the processes the Product Owner, who represents the stakeholders and the business the Development Team, a cross-functional group of who do the actual analysis, design, implementation, testing, etc. QualSys Solutions 2012 Page 17/178

18 ScrumMaster Not Just Separate Roles Different Persons Product Owner QualSys Solutions 2012 Page 18/178

19 Where is the Project Manager? QualSys Solutions 2012 Page 19/178

20 Project Management Functions Split Three Ways P r o j e c t M a n a g e m e n t Product Owner ROI Requirements Reporting to senior management; interface to the other stakeholders; strategic coordination with other technical groups Budgeting, Hiring Motivate and inspire the team to build a great PRODUCT the delights users ScrumMaster Personnel management Motivate and inspire the team to TEAM greatness Works with the rest of the organization to remove team obstacles Training and mentoring the organization on how to interact with the Scrum team Ensures adherence to the Scrum framework Technical Team Work breakdown Task assignment Process improvement Coordination of tasks Detail coordination with other technical groups Individual accountability Copyright 2012 QualSys Solutions 20/178

21 But Real People and Their Jobs Are Involved What happens to the people who were doing project management? Product owner Scrum Master Other management roles within the organization needed to support and facilitate Scrum Project Manager of a non Scrum project Copyright 2012 QualSys Solutions 21/178

22 Protecting a Pilot Team Process groups Regulatory agencies System integration Team Senior management QualSys Solutions 2012 Page 22/178

23 Chicken and Pig A key to understanding many Scrum jokes. QualSys Solutions 2012 Page 23/178

Pig Roles The Pigs are the ones committed to the project in the Scrum process they are the ones with their bacon on the line and performing the actual work of

24 Pig Roles The Pigs are the ones committed to the project in the Scrum process they are the ones with their bacon on the line and performing the actual work of the project. ScrumMaster + Development team + Product Owner Scrum Team (all affectionately referred to as Pigs) QualSys Solutions 2012 Page 24/178

Chicken Roles Chickens are not involved in the day to day Scrum process, but must be taken into account. They are people for whom the software is being built.

25 Chicken Roles Chickens are not involved in the day to day Scrum process, but must be taken into account. They are people for whom the software is being built. Stakeholders (customers, vendors, users) They are only directly involved in the process during the sprint reviews. Managers Executives Marketing personnel QualSys Solutions 2012 Page 25/178

26 Super Chickens Senior managers or other persons important to the project are sometimes called super chickens.. Chickens (even super chickens) only control over the team is through negotiating backlog items with the Product Owner QualSys Solutions 2012 Page 26/178

27 Kicking off a Scrum Project Business justification ROI calculations, etc. Initial project scope, duration, and budget are estimated Product roadmap and release plan Product Owner elaborates the project scope into an ordered list of desired features ( stories ) called the product backlog gets consensus on relative business value of each feature in the product backlog from the stakeholders gets from the technical team a ballpark estimate on the relative effort of developing each feature sequentially orders the product backlog according to long term ROI and other logistics gathers additional requirement details for the top features in the product backlog. QualSys Solutions 2012 Page 27/178

28 Kicking off your group project Exercise Brainstorm a product that you would like to develop during this course Estimate an Initial project scope, duration, and budget. Product roadmap and release plan Product Owner Create a vision statement for your product List 3-5 benefits of your product that the marketing department could use to market your product. QualSys Solutions 2012 Page 28/178

29 Product Backlog The product backlog contains broad descriptions of all required features, wish-list items, etc. rank ordered so as to maximize long term ROI and other logistics. The backlog can be reordered, added to, or deleted from, at any time by the product owner. Anyone can submit an item to the PO The product backlog is the property of the Product Owner. Business value is known by the Product Owner. ROI can only be calculated after development effort is estimated by the Development Team. QualSys Solutions 2012 Page 29/178

(2nd part) Development Team (PO must be available): hashing out a plan for the Sprint, resulting

30 Timeboxed Sprint Planning Meeting (1st part) Team: Work to clarify Product Backlog items and determine which ones will go into the Sprint Backlog. Agreement on the Sprint Goals. (2nd part) Development Team (PO must be available): hashing out a plan for the Sprint, resulting in the initial Sprint Backlog Prioritizes Estimates and Commits QualSys Solutions 2012 Page 30/178

Establishing a Sprint Goal Think of the product you decided on for your running group project Envision a product increment that would be reasonable to build in the

31 Establishing a Sprint Goal Think of the product you decided on for your running group project Envision a product increment that would be reasonable to build in the first sprint Establish a Sprint Goal Be prepared to explain how a goal is different from a set of specifications QualSys Solutions 2012 Page 31/178

32 The Sprint Backlog Set of PBIs selected for the sprint + A plan for delivering the product increment and realizing the goal QualSys Solutions 2012 Page 32/178

33 The Sprint Plan The Sprint Plan is devised by the Development Team. Neither the PO nor the ScrumMaster play a traditional project manager role. Typically the plan involves the team breaking down backlog items into smaller work items. Work items should be small and specific enough to be clearly understood and quickly finished, but not so small as to create unnecessary overhead. Work items on the sprint backlog are never assigned. Instead, work is signed up for by the team members as needed, according to the work priority and the team member skills and preferences. QualSys Solutions 2012 Page 33/178

34 Team s Sprint Task Board QualSys Solutions 2012 Page 34/178

35 Exercise Successful Sprint Planning Meeting Pre-conditions Post-conditions QualSys Solutions 2012 Page 35/178

Daily Scrum Is a short disciplined meeting. Only pigs may speak The meeting is timeboxed to X minutes During the meeting, each team member answers three questions: 1.

36 Daily Scrum Is a short disciplined meeting. Only pigs may speak The meeting is timeboxed to X minutes During the meeting, each team member answers three questions: 1. What have you done since yesterday that contributes to reducing the sprint backlog? 2. What are you planning to do today that will reduce the sprint backlog? 3. Are there any obstacles hindering you from accomplishing your goal? QualSys Solutions 2012 Page 36/178

Purpose of the Daily Scrum www..qualsys.

37 Purpose of the Daily Scrum QualSys Solutions 2012 Page 37/178

38 The PO and ScrumMaster are part of the Scrum Team. Should They Attend the Daily Scrum? QualSys Solutions 2012 Page 38/178

39 Daily Scrum Exercise QualSys Solutions 2012 Page 39/178

Sprint Review Meeting Clarify what was completed and what was not completed Present the completed work to the stakeholders Who should do this?

40 Sprint Review Meeting Clarify what was completed and what was not completed Present the completed work to the stakeholders Who should do this? Incomplete work cannot be demonstrated Product Backlog is often revised based on ideas generated during the Sprint review QualSys Solutions 2012 Page 40/178

41 Sprint Review Meeting Feedback, feedback, feedback did we really deliver value do we really understand the business context and goals can I have my cookie now Attended by the team anyone interested in the current state of the project QualSys Solutions 2012 Page 41/178

42 Sprint Review Meeting Exercise QualSys Solutions 2012 Page 42/178

Two main questions are asked in the sprint retrospective: What went well during the

43 Sprint Retrospective (Start Stop Continue) For the team, by the team All team members reflect on the past sprint PO? others by invitation? Two main questions are asked in the sprint retrospective: What went well during the sprint? What could be improved in the next sprint? Timeboxed QualSys Solutions 2012 Page 43/178

44 I like maintaining a Retrospective backlog Prioritized list of items for the team to work on List is prioritized according to the long term ROI to the team Value to the team Cost to achieve Items can be added to the bottom of the backlog at any time by any team member Should chickens be able to add items? Sprint retrospective is spent grooming the retrospective backlog and creating a task plan for the items the team will be working on during the next sprint QualSys Solutions 2012 Page 44/178

45 Sprint Retrospective Exercise QualSys Solutions 2012 Page 45/178

46 Sprint Length The team (which includes the PO) decides the sprint length. What factors would cause a team to go to a shorter sprint? What factors would cause a team to go to a longer sprint? QualSys Solutions 2012 Page 46/178

47 Welcomes Changing Requirements sprint new requirement! QualSys Solutions 2012 Page 47/178

48 ScrumMaster ScrumMaster One of the many jobs of a ScrumMaster QualSys Solutions 2012 Page 48/178

49 Cost of Context Switching Exercise QualSys Solutions 2012 Page 49/178

50 Now You Know the Basics of Scrum Scrum Continuous Flow of Business Value QualSys Solutions 2012 Page 50/178

Context Scrum wasn t developed in a vacuum Scrum continues to evolve. The official definition of Scrum was last revised in July, 2011 http://www.

51 Context Scrum wasn t developed in a vacuum Scrum continues to evolve. The official definition of Scrum was last revised in July, In the beginning what influenced Jeff and Ken? Jeff Sutherland Ken Schwaber QualSys Solutions 2012 Page 51/178

52 1986 Harvard Business Review The New New Product Development Game byhirotaka Takeuchi and Ikujiro Nonaka QualSys Solutions 2012 Page 52/178

53 Core Scrum Principles Inspect and adapt Core driver for short sprints, test driven approach Kaizen The Scrum continuous improvement mindset Identify and remove impediments Don t work around them. Remove them QualSys Solutions 2012 Page 53/178

54 Scrum Fundamentals Transparency exposes problems early and builds trust Strict prioritization the fundamental for focus Empirical (invent/implement) & adaptive Short feedback loop Continuous improvement (Keizen) Frequent & regular delivery of working software Plans are needed, but a plan is not a promise 1 Cross-functional self-organizing team Personal commitment - team chooses how much work to commit to Limit work in progress Time-boxing Face-to-face communication Simple tools 1. The only thing I can promise is to notify you as soon as I know that reality is diverging from the plan QualSys Solutions 2012 Page 54/178

55 Toyota North America Mission Statement 1. As an American company, contribute to the economic growth of the community and the United States. 2. As an independent company, contribute to the stability and well-being of team members. 3. As a Toyota group company, contribute to the overall growth of Toyota by adding value to our customers. QualSys Solutions 2012 Page 55/178

56 The Toyota Way 2004 Lean QualSys Solutions 2012 Page 56/178

57 Agile Principles 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4. Business people and developers must work together daily throughout the project. 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. The most efficient and effective method of conveying information to and within a development team is face-toface conversation. QualSys Solutions 2012 Page 57/178

58 Agile Principles 6. Working software is the primary measure of progress. 7. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 8. Continuous attention to technical excellence and good design enhances agility. 9. Simplicity--the art of maximizing the amount of work not done--is essential. 10.The best architectures, requirements, and designs emerge from self-organizing teams. 11.At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. QualSys Solutions 2012 Page 58/178

59 My Calculus Teacher Once Told Me The hard things are really simple It is the simple things that are hard QualSys Solutions 2012 Page 59/178

60 Agile What do you think Tactical or Strategic? Project process or corporate paradigm shift? QualSys Solutions 2012 Page 60/178

61 QualSys Solutions 2012 Page 61/178

62 QualSys Solutions 2012 Page 62/178

63 What the Agile Philosophy is REALLY About Short term profits delighting customers Preoccupation with internal efficiencies continuous value stream for end users Command and control enabling and self organizing Contracts Collaboration Rules common sense Silos complete teams Fantasy Reality Plodding excitement QualSys Solutions 2012 Page 63/178

64 Transforming the World of Work Into a place where Employees are energized, productive and having fun Companies are making good profits by producing products that end-users value End-users are delighted QualSys Solutions 2012 Page 64/178

65 M agile n if e st o Agile Manifesto We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. Kent Beck et al - February 13, 2001 Snowbird, Utah QualSys Solutions 2012 Page 65/178

67 Working software over comprehensive documentation How much value should you assign to documentation or partially completed code? Traditional Earned Value Management Copyright 2012 QualSys Solutions 67/178

Exercise Once Upon a Time List three Myths about Agile that you have

71 Scrum A framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value - Scrum Guide Copyright 2012 QualSys Solutions 71/178

72 Scrum Scrum is fundamentally about people and supporting an invigorating, respectful, creative, fun way of interacting. Is it possible to simultaneously maximize value for Team members Product Stakeholders End Users Society Copyright 2012 QualSys Solutions 72/178

73 SCRUM AND THE BUSINESS CULTURE QualSys Solutions 2012 Page 73/178

Work the Plan (Crack the Whip) Quality work has a maximum velocity When my manager tells me I have to meet a deadline Work overtime Cut corners on functionality Decrease quality Stop testing The long

74 Work the Plan (Crack the Whip) Quality work has a maximum velocity When my manager tells me I have to meet a deadline Work overtime Cut corners on functionality Decrease quality Stop testing The long term cost of decreasing quality to meet deadlines is staggering! Velocity plummets due to technical debt Scrum prevents the business from exerting pressure to cut quality. ScrumMaster has a role to play here QualSys Solutions 2012 Page 74/178

business objectives and delight the user.

75 New Product Development Building something we have never built before so we are not quite sure what exactly will best meet our business objectives and delight the user. And we are not quite sure how to build it QualSys Solutions 2012 Page 75/178

76 Demanding Certainty in the Face of Uncertainty is Dysfunctional Why do we do this? Chaordic Chaordic environments have inherent uncertainty QualSys Solutions 2012 Page 76/178

77 Focusing On What Counts I know a company where every Friday afternoon, the employees spend several hours filling out 7 different time reporting systems. How much time does your company waste on measuring, reporting, work breakdown structures, pert charts, etc.? Scrum does allow for necessary waste it is the unnecessary waste that Scrum seeks to eliminate In general, I have found that trying to measure partially finished artifacts is unnecessary waste, and potentially misleading. Only burn down items that are done! Track Done - Scrum pattern by Jim Coplien QualSys Solutions 2012 Page 77/178

78 Status Updates QualSys Solutions 2012 Page 78/178

79 So When a Manager Asks for a Love Song Your reply should be: QualSys Solutions 2012 Page 79/178

Planning Does your organization treat a plan as a Commitment? Promise? Moral obligation?

82 Commitment What does it mean that the team makes a commitment to the sprint backlog? Why do you think commitment was changed to forecast in the most recent Scrum Guide? Copyright 2012 QualSys Solutions 82/178

83 What do you think External Dependencies An ideal cross functional team has no external blocking dependencies Life is rarely ideal, even in an organization committed to Scrum Shared server farm for scalability testing Scarce hardware resources for testing embedded systems Scarce domain or technical knowledge What should you do if the top item on the backlog has a potentially blocking external dependency? Release plans depend as much on external dependencies as on the team Copyright 2012 QualSys Solutions 83/178

84 Estimating At the beginning of each increment, all points of view have a vital role to play in the planning game For each backlog item to be implemented, estimates must include all work to make the item potentially shippable. Including any dependencies Copyright 2012 QualSys Solutions 84/178

85 Sustainable Pace Scrum teams are supposed to set a sustainable pace What does that mean How can it be achieved QualSys Solutions 2012 Page 85/178

87 Ship As Frequently As Your Users Can Absorb Value can only be validated in the field Time and resource consuming, albeit necessary, for the business Users typically hate change, unless May need to run parallel systems May need a set of beta users that can absorb change more frequently If a defect gets by the team, we want the users to find it a quickly as possible Copyright 2012 QualSys Solutions 87/178

88 Impact on Test Planning Must plan on a wide range of testing activities throughout the project Deployment testing Scalability testing Performance testing Usability testing Multi-platform testing Every type of test should be run at least 3 times before deployment of version one. Copyright 2012 QualSys Solutions 88/178

the exhilaration of being able to do what they only dreamed of doing http://agileconsortium.pbworks.

89 Beyond Basics Customer collaboration is embedding the mind of the user in the software Transparency is when the user feels like software is an extension of mind Empowerment is when users experience the exhilaration of being able to do what they only dreamed of doing by Jeff Sutherland Copyright 2012 QualSys Solutions 89/178

Product Owner Full time Co-located Present and

Product Owner Clearly and continuously articulate the project vision

97 PO Has Many Responsibilities Clarifying the current sprint backlog Grooming the top of the product backlog in preparation for the next sprint Helping remove obstacles Coordinating the backlog concerns of all the other stakeholders Continuously re-ordering the product backlog Coordinating with infrastructure groups, other product owners, and any portfolio owner Reviewing Items as they are completed by the team Maintaining any release plan Identifying, clarifying and communicating risk Copyright 2012 QualSys Solutions 97/178

PO May Need Support Clarifying the current sprint backlog Grooming the top of the product backlog in preparation for the next sprint Removing obstacles Coordinating the backlog concerns of all the

98 PO May Need Support Clarifying the current sprint backlog Grooming the top of the product backlog in preparation for the next sprint Removing obstacles Coordinating the backlog concerns of all the other chickens Continuously re-prioritizing the product backlog Coordinating with infrastructure groups and other product owners Reviewing Items as they are completed. Copyright 2012 QualSys Solutions 98/178

product owner to clarify and envision product possibilities for the next sprint Technical risk and dependencies Users and other

99 Product Backlog Grooming It is the responsibility of the product owner to articulate the sprint business goals and vision, as well as a draft of the enabling specification for the up-coming sprint It is the responsibility of the team to brainstorm with the product owner to clarify and envision product possibilities for the next sprint Technical risk and dependencies Users and other stakeholders need to contribute their input Marketing Sales Deployment team Support staff QualSys Solutions 2012 Page 99/178

100 Good Requirements QualSys Solutions 2012 Page 100/178

term ROI Marketability or utility Learning and Risk

101 Deep Product Backlog Detailed appropriately Estimated Emergent Prioritized Rank ordered so as to optimize long term ROI Marketability or utility Learning and Risk Dependencies Effect on velocity Copyright 2012 QualSys Solutions 101/178

Exercise Formal Approaches Relative Weighting Theme

Product Backlog Items Can be submitted by anyone Must add business value to the product New features Bug fixes ( issues found in the field) Non-functional,

104 Product Backlog Items Can be submitted by anyone Must add business value to the product New features Bug fixes ( issues found in the field) Non-functional, quality items Performance enhancements that add value to the users Upgrade to the DBMS Major Refactoring What about Training? Copyright 2012 QualSys Solutions 104/178

INVEST Independent Negotiable Valuable Estimable Sized

Other Requirements Business rules Regulatory documents Workflow diagrams

107 Exercise Discuss How big should a backlog item be? As big as possible as long as it can be finished within a sprint? As small as possible as long as it still provides business value on it s own? Does an item have to be releasable to provide business value? Yes! No, an item can provide value in and of itself, but not be releasable without a minimum set of other features. Copyright 2012 QualSys Solutions 107/178

108 Exercise Good Backlog Items (True or False?) Conference Website Self register Pay by credit card Prototype and get approval for the new homepage Download a pdf of the conference program Register extra guest for the conference dinner Pay for extra dinner guest Design the home page layout Search for sessions by speaker name Determine whether attendee is association member (needed for knowing discount) Copyright 2012 QualSys Solutions 108/178

109 True or False What do you think There is value in slicing vertically (demonstrable end to end functionality) as opposed to horizontally (GUI, business logic, database) even if the slice is too thin to provide business value all by itself. Copyright 2012 QualSys Solutions 109/178

111 Fill in the Blanks % of the features of a product are rarely or never used % of the value of a product lies in % of the features. % of the value of a feature lies in % of the scenarios. QualSys Solutions 2012 Page 111/178

Abort No one cannot interfere with a sprint Except the PO can cancel a sprint

113 Acceptance Criteria To maximize velocity, requirements need to be elaborated to the level of an enabling specification Is this always desired or possible? According to the USPTO, an enabling specification: shall contain a written description of the invention, and of the manner and process of making and using it, in such full, clear, concise, and exact terms as to enable any person skilled in the art to which it pertains, or with which it is most nearly connected, to make and use the same, and shall set forth the best mode contemplated by the inventor of carrying out his invention. Copyright 2012 QualSys Solutions 113/178

Producing a Backlog Recall the Product for which you have already created a vision Create an initial product backlog Create the product backlog

115 Producing a Backlog Recall the Product for which you have already created a vision Create an initial product backlog Create the product backlog items (PBIs) in story format Order the Backlog in the order that makes the most business sense QualSys Solutions 2012 Page 115/178

Done Who determines what Done means? PO? ScrumMaster? Team?

117 (Done) 4 According to Jeff Sutherland Done - features tested and no bugs This is what I call User Story Definition of Done. Owned by the team Done - full regression and non-functional testing and ready for deployment This is what I call Release Definition of Done. Owned by the product owner Done - full customer acceptance at customer site Done - in production with no outstanding issues Copyright 2012 QualSys Solutions 117/178

118 When Can the Team Burndown an Item? Done - features tested and no bugs This is what I call User Story Definition of Done. Owned by the team Done - full regression and non-functional testing and read for deployment This is what I call Release Definition of Done. Owned by the product owner Copyright 2012 QualSys Solutions 118/178

Acceptance Criteria Done always includes that the specific acceptance criteria laid out at the beginning of the spring, and elaborated throughout the sprint have been elaborated into test cases

119 Acceptance Criteria Done always includes that the specific acceptance criteria laid out at the beginning of the spring, and elaborated throughout the sprint have been elaborated into test cases that pass. The product has also passed test cases derived from the team checklist of standard acceptance criteria GUI standards, performance standards, etc. Copyright 2012 QualSys Solutions 119/178

Fixed Requirements Contract By contract all items in the backlog are mandatory.

121 Estimating Effort 1. Tee shirt size Small, Medium, Large, Extra Large A large story is estimated to take longer than a small story 2. Story Points 1, 2, 4, 8, 16 A story estimated at 8 story points is thought to take about twice as long as a story estimated at 4 story points Story point have only relative meaning Copyright 2012 QualSys Solutions 121/178

122 Story Points Most of the teams I have worked with use story points. Why don t we just estimate in hours? What are the dangers of any effort estimation? Some Scrum teams are trying to do away with the dangers and overhead of estimation Copyright 2012 QualSys Solutions 122/178

Actual velocity varies from sprint to sprint Measured velocity will vary do to

123 Velocity Measure of work the team typically accomplishes in a given period of time done story points per sprint Plans are made based on historical velocity Actual velocity varies from sprint to sprint Measured velocity will vary do to imprecision and inaccuracies in story point values Copyright 2012 QualSys Solutions 123/178

124 Best Case Worse Case Worst 3 sprints 16 story points Best 3 sprints 28 story points Average Velocity 22 story points Product Backlog has 163 story points remaining Worst case 163/16 = 11 sprints Best case 163/28 = 6 sprints Expected case 163/22 = 8 sprints QualSys Solutions 2012 Page 124/178

125 What Happens To Velocity Backlog items are unclear? PO is not available for timely clarification? No clear acceptance criteria? Hidden external dependencies? Team is not prepared technically? Copyright 2012 QualSys Solutions 125/178

126 Release Backlog Even though all sprint results are potentially releasable, it may not make business sense to do so. The product backlog may be overlaid with a release schedule, in which case the backlog items scheduled for a given release are sometimes referred to as being in the release backlog In this situation, the product owner may also maintain a release burndown chart The Product Owner periodically adjusts either the release date or the scope of the release to reflect emerging differences between actuals and estimates. QualSys Solutions 2012 Page 126/178

127 Sprint Calendar Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Sprint 7 Sprint 8 Sprint 9 Sprint 4 Sprint 10 Sprint 11 Sprint 12 Sprint 13 Sprint 14 Sprint 15 Sprint 16 Sprint 17 Sprint 18 Date Based Release Schedule Release 0.1 Feb 08 Release 0.3 Mar 21 Release 0.5 May 30 Release 1.0 Sept. 05 Product Backlog Item 1 Item 2 Item 3 Item 4 Item 5 Item 6 Item 7 Item 8 Item 9 Item 10 QualSys Solutions 2012 Page 127/178

128 Feature Based Release Schedule A feature is implemented by one or more PBIs Feature 1 Feature 2 Feature 3 Feature 4 Feature 5 Feature 6 Feature 7 Feature 8 Feature 9 Feature 10 Feature 11 Feature 12 Feature 13 Feature 14 Feature 15 Feature 16 Feature 17 Feature 18 Feature 19 Feature 20 PO Maintains this: Based on current backlog ranking, estimated story points per backlog item, actual project velocity, and market schedule pressures Copyright 2012 QualSys Solutions 128/178

129 Require high quality Quality code Quality architecture Quality test cases Quality test environment Short Release Cycles Need the cross functional team to include Deployment roles User documentation roles Non-functional testing roles QualSys Solutions 2012 Page 129/178

130 Short Release Cycles Continuous value stream to the stakeholders Continuous feedback to the team QualSys Solutions 2012 Page 130/178

Scrum Development Team (Maybe the funest

Cross-Functional, Self-Organizing Teams What does it mean to be part of a team? How does a team self-organize? Don t all teams have a quarterback, or at least a captain?

132 Cross-Functional, Self-Organizing Teams What does it mean to be part of a team? How does a team self-organize? Don t all teams have a quarterback, or at least a captain? Can selforganizing work? What can hinder effective selforganization How would being part of a selforganizing, cross-functional team change the way you build products? Copyright 2012 QualSys Solutions 132/178

No One Is Done Until Everyone Is Done Generalizing

134 Baseball team? Football Team? Scrum Team? How Many Players QualSys Solutions 2012 Page 134/178

135 What about Part Time Team Members? Answer: Not a good idea But what about specialty skills that you only occasionally need? Security expert Load tester Usability expert Should a good cross-functional team ever have to contract out a piece of what they are doing? Can they make effective use of consultants that work with the team for a short period of time? How should this be structured? QualSys Solutions 2012 Page 135/178

136 Titles QualSys Solutions 2012 Page 136/178

137 Responsibilities of the Team Creation of a hardened, well engineered, shippable product that adds value to the organization Commitment to behavior that is driven by Scrum values Understanding of the business context and goals of the organization Brainstorming with the PO to envision product possibilities Creation of the Sprint Plan Technical excellence Professional development Risk management within the sprint Copyright 2012 QualSys Solutions 137/178

138 Ideal Team Cross functional no external dependencies Empowered Self-organizing, self managing Takes Responsibility Co-located Just the right size Passionate and energized, but collaborative QualSys Solutions 2012 Page 138/178

When Planning Consider: Development effort Learning Refactoring Functional testing Non-functional testing External dependencies Deployment scripts User

139 When Planning Consider: Development effort Learning Refactoring Functional testing Non-functional testing External dependencies Deployment scripts User Documentation Risk Usability testing Upgrade utilities Database migration, etc. Clarity and detail of the specification Copyright 2012 QualSys Solutions 139/178

141 Accuracy vs. Precision When estimating the future, striving for too high level of precision is misleading and a waste of effort How many minutes will it take the team to add a shopping cart to the product website including all testing, documentation and deployment issues? What is the most detailed level of precision where the estimate will still have a high level of accuracy? Seconds? Minutes? Hours? Half-days? Days? Weeks? Copyright 2012 QualSys Solutions 141/178

142 Exercise Story Points 1. Which item on the list below takes the least effort? 2. Using planning poker, assign the others a level of effort relative to the shortest task Wash the car (Ford F150 pickup, wash only no wax) Clean your room (Typical 15 year old) Vacuum the floor (80 sq. ft. room - already cleared ) Take out the trash (7 cans in 5 separate rooms) Take a shower (and wash behind your ears) Clean the windows (2 story house 10 windows down, 8 windows up. Clean both inside and out) Copyright 2012 QualSys Solutions 142/178

149 Effort, Velocity, Duration Use relative metrics for measuring estimated effort Story points Ideal hours Derive velocity from actual historical data Calculate duration from size and velocity 100 story points remaining velocity is 20 story points per sprint remaining duration is 5 sprints Copyright 2012 QualSys Solutions 149/178

152 Scrum Has Two Products PO defines, and the technical team creates, the software system ScrumMaster builds a motivated, high performance team How does a ScrumMaster do that? Copyright 2012 QualSys Solutions 152/178

154 ScrumMaster Insightful observer Invisible guide Patient mentor Spotlight, making visible things that need to be seen Master of Scrum Teacher Ambassador Change agent Remover of obstacles Copyright 2012 QualSys Solutions 154/178

Team Coach the team in collectively creating a

rules that define effective and efficient team

156 Exercise A ScrumMaster Teaches the Scrum Values 1. Commitment 2. Focus 3. Openness 4. Respect 5. Courage Pick a value and list the most important thing you think it means to a product development team. Illustrate your answer by a concrete example Copyright 2012 QualSys Solutions 156/178

ScrumMaster Is not the project manager Does not

158 ScrumMaster Specific Tasks Update the burndown charts?? Remove obstacles?? or facilitate the team in removing obstacle's?? Facilitate and assist in preparation for: Sprint planning, Daily Scrum, Sprint Review, Retrospective, and other needed interactions Assist the PO in collecting feedback Responsible for ensuring Scrum is understood and enacted Assist the team in dealing with dysfunctional team members Coaches individuals on their individual growth Empowers the team by continuously turning decisions back to them Copyright 2012 QualSys Solutions 158/178

Remove Obstacles ScrumMaster must have respect of the upper level managers in the organization

160 Ensure Transparency After the daily scrum, the ScrumMaster makes sure the sprint progress report is updated After each Sprint the ScrumMaster makes sure the product/release progress report is current Copyright 2012 QualSys Solutions 160/178

161 Ensure Transparency The ScrumMaster may need to teach the team and other stakeholders how to report and interpret progress. Scrum does not specify how you must do this, but burndown and burn-up charts are widely used by scrum teams. Scrum does specify that the team must daily sum the remaining work in the Sprint Copyright 2012 QualSys Solutions 161/178

Burn-Up Chart 23 Focusing a burn-up chart on work

165 Facilitating a Sprint Planning Meeting Basic Skills Timebox the meeting and keep it on schedule Review the goals of the meeting and gain consensus on any extensions or special circumstances Ensure a clear record is kept of the outcomes. Sprint backlog Sprint tasks Requirements clarifications QualSys Solutions 2012 Page 165/178

166 Facilitating a Meeting Higher-Order Skills Ability to: Read group dynamics and guide the group through conflict. Listen, detect ambiguity and guide the group to a shared mental model Guide a group to consensus, and table issues for which consensus cannot be reached within the timebox Draw people out; balance participation; and make space for more reticent group members It is critical to the facilitator's role to have the knowledge and skill to be able to intervene in a way that adds to the group's creativity rather than taking away from it. A successful facilitator embodies respect for others and a watchful awareness of the many layers of reality in a human group QualSys Solutions 2012 Page 166/178

167 What do you think What If Team wishes to eliminate the daily scrum? Team wishes to remove one of its members? Team member is consistently late for the daily scrum? Retrospective starts focusing on personal blame? A team member exhibits rude behavior? A team member has such bad body odor, no one wants to work with them? A senior manager wants to borrow a team member for a few hours? Mid-sprint, the product owner clarifies a backlog item in such a way that adds story points to the original estimate? QualSys Solutions 2012 Page 167/178

168 Day in the Life of a ScrumMaster QualSys Solutions 2012 Page 168/178

Firms Often Prefer Death Over Change A new scientific truth does not triumph by convincing its opponents and making them see the light, but rather because its

170 Firms Often Prefer Death Over Change A new scientific truth does not triumph by convincing its opponents and making them see the light, but rather because its opponents eventually die, and a new generation grows up that is familiar with it. Nobel laureate Max Planck QualSys Solutions 2012 Page 170/178

171 Scrum of Scrums Scrum of scrums allow clusters of teams to discuss their work, focusing especially on areas of overlap and integration. A designated person from each team attends and answers the following four questions: 1. What has your team done since we last met? 2. What will your team do before we meet again? 3. Is anything slowing your team down or getting in their way? 4. Are you about to put something in another team s way? QualSys Solutions 2012 Page 171/178

172 One Product Owner Scrum of Scrums QualSys Solutions 2012 Page 172/178

173 A Product Owner Team Scrum of Scrums QualSys Solutions 2012 Page 173/178

174 A Product Owner Team QualSys Solutions 2012 Page 174/178

175 A Product Owner Team Scrum Integration Team QualSys Solutions 2012 Page 175/178

176 Scrum Integration Team Product Integration Team Product Team 1 Product Team 2 Product team 3 Product Team 4 QualSys Solutions 2012 Page 176/178

177 Job of the Managers Remove obstacles the teams encounter while trying to implement the executives vision QualSys Solutions 2012 Page 177/178

Off Shore There are many good reasons to have global

178 Off Shore There are many good reasons to have global product teams; such as understanding of the local market Saving money is NOT one of them. If you offshore part of your project, do NOT split your project teams by waterfall phase. Have complete cross-functional teams at each site. Testing Development QualSys Solutions 2012 Page 178/178

179 Or you can try Fully Distributed Scrum QualSys Solutions 2012 Page 179/178

180 Read On QualSys Solutions 2012 Page 180/178

181 Long Term Teams Keep Teams Together QualSys Solutions 2012 Page 181/178

Make Two Commitments Exercise 1. Think of something beneficial that you have learned during this course that you could personally implement.

183 Make Two Commitments Exercise 1. Think of something beneficial that you have learned during this course that you could personally implement. Make a personal commitment to follow up 2. Make a commitment to continuous improvement QualSys Solutions 2012 Page 183/178

184 Thanks for coming On behalf of QualSys Solutions, thanks for attending this course. Let us know about your Scrum experiences. We d like to hear about your successes and your difficulties. My address is: tim@qualsys.org Copyright 2012 QualSys Solutions 184/178

185 Acknowledgements Many individuals have contributed to the ideas and illustrations in these slides. In addition to the founders of Scrum, Jeff and Ken, I would like to specifically thank: Jim Coplien Tom Mellor Joe Little Mike Cohn Heitor Roriz Filho Nigel Baker Copyright 2012 QualSys Solutions 185/178

Russell Pannone February 10, 2009

Russell Pannone February 10, 2009 webeagile@aol.com About Me 27 years of System/Software Product Development Experience Developer Data Modeler Team Lead Project Manager Certified Scrum Master/Certified