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Make roughly even-sized teams of 5 members, or less, with each team having mixed ranges of Scrum skills and experience. Organize your working environment.
Post for all to see:• What is Scrum• The purpose of a Scrum Master• 3 things you want to learn in this class
Scrum Values are the foundation for practices and behavior on a Scrum Team. Prepare a poster with a set of guidelines for us to use during this class to ensure we remain aligned with the Scrum Values.Consider how you would like the class to operate, making it clear how it will run.
You are the new Scrum Master for a team that tells you about the terrible temperature in their room. Bob, from the central building services, needs to program the heating, air conditioning, venting, and blinds throughout the day. You work with the team on assembling a list with all the variables that influence the room temperature to program the climate system upfront. No adjustments are possible during the day.The team wants a constant and comfortable room temperature.
Question: What variables will you take into account? (hint: number of people)
Scrum (noun): A framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value.
Scrum is• Lightweight tool for enabling business agility• Simple to understand, yet difficult to master
You are a student working your way through college. You work at Burger Kitchen earning minimum wage. You are on the 2pm to 11pm shift, and the only person on duty. You are cleaning up at 10:30pm when a customer approaches and orders a Double Burger Kitchen Deluxe with onions, cheese, and bacon and an order of fries. You ring up the order. The price is $6. The customer informs you that they only have $1.20.• Burger Kitchen is high quality. Everything is cooked from
scratch.• There is no pre-cooked food you were planning on throwing out. • Burger Kitchen uses strict inventory control. Anything you take
to give to the customer will be charged to your paycheck. • You have not yet entered the order.
Question: What do you do? What do you tell the customer?
PURPOSEExplore the impact of courage and transparency
Sprints are time-boxed iterations that serve iterative-incremental development.• All development is done within a Sprint• A Sprint contains the time-boxed Scrum events• A Sprint is 1 month or less, and it is best to have a consistent duration• Sprint length is determined by acceptable planning horizon
• Scrum knows no phases, only Sprints• No testing, hardening, release, analysis Sprints
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What Is a Sprint in Scrum?
The entire point of Scrum is to create a Done Increment.
With the temperature problem removed, you can focus more on the team.You discover that there isn’t really a Product Owner in the team. The Development Team therefore creates the Product Backlog.
Your CEO has a friend in trouble. Judi is CEO of a community portal in San Francisco. The portal has over 20m subscribers, of whom about a million are always active.The portal has not been updated with new functionality for over 5 months. Only news and data are updated.There are five Product Managers, all vice presidents, responsible for advertising, dating, community, vacations, and classified functionality. They each receive commissions on the revenue from their respective portals.
Question: She asks you for a recommendation for Judi to fix this.
David is Product Owner at Sprint Planning.He presents a Product Backlog different from what he and the other Product Managers agreed on. After more than 3 hours of bickering, David and the Product Managers are nowhere.
Question: You are there to help them get started. What do you suggest?
• Sprint Backlog consists of the selected Product Backlog items and a plan to deliver them.• Selected Product Backlog items are often decomposed.•Work for the Sprint emerges.• Development Team members sign up for work, they aren’t
assigned.• Development Team members may modify the Sprint Backlog
The Scrum Master of another team in the company shows you how well his team is doing.The team is meeting its forecasts and planning well.He shows the displayed burndown.
The Development Team is doing well during the Sprint.However, 3 days before the time-box of the Sprint expires, they request a little more time, 1 or 2 days at most, to get the testing done.
Question: Do you extend the Sprint?PURPOSEExamine the value of time-boxing
Christine is Product Owner. Based on the average velocity of the previous release (13 units of work), Christine estimated a new release of the product to take 7 Sprints. Development is 3 Sprints underway. Product Backlog has been stable.Over these first Sprints, the Development Team reported an average velocity of 9, although not all functionality was fully tested. The Development Team estimates that the missing testing would have required 10% more time. Christine considers the current functionality cohesive enough for her users and wants to release it.
Question: What is the most effective way to proceed?
PURPOSEHow the definition of “Done” serves transparency
An 800-person development organization planned 9 Sprints with 3 release candidates before doing an actual release.
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How Done Are They?
RRC
Sprint Sprint Sprint
RC
Sprint Sprint Sprint
RC
Sprint Sprint Sprint
RRC
Sprint Sprint Sprint
RC
Sprint Sprint Sprint
RC
Sprint Sprint Sprint Stabilization
Every Sprint, Increments were reviewed. However, the release candidates had non-integrated functionality and code. The stabilization effort took 5+ months.
• Technical debt is deferred work for the product, often the result of decisions made by the Development Team to trade quality for speed.• Technical debt can take many forms.• Technical debt can be seen as brittle or
difficult to change code.• It can be incurred consciously or not.• Technical debt affects transparency.
Your Scrum Team is one of 7 teams working on a new release of firmware for a life-critical product that is shipped internationally.You use 2-week Sprints. Each team has all the skills to fully develop the requirements into a “Done” Increment.
Question: What would your definition of “Done” be? What’s so important about it?
• Quality code base (clean, readable, naming conventions)• Valuable functionality only• Architectural conventions respected• According to design/style guide• According to usability standards• Documented• Service levels guaranteed (uptime,
performance, response time)
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Conventions, Standards and Guidelines Serving “Done”
• Loss of transparency.• No meaningful velocity from which to estimate.• Inaccurate Product Backlog forecasts.• Product Owner doesn’t know progress.• The Product Backlog probably isn’t in good shape.• Development Team doesn’t know how much to select in Sprint Planning.• Product Owner doesn’t know what is being inspected at Sprint Review.
• Lay out a common set of understandings from which emergence, adaptation and collaboration occur.• Establish expectations that progress will be measured against.• Convince a source of funding that the ROI of this project is
noun— A temporary endeavor toward achieving a unique result.
• In Scrum:• Can be applied to part of the Product Backlog with a specific cohesive
objective or a complete Product Backlog.• Or every Sprint.
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Project Definition
“A Scrum project is only one Sprint long. A release of software may be the sum of multiple increments (and previously developed software, if any), or there may be multiple releases of software within a Sprint.
A Scrum project cannot fail, only deliver unacceptable return on investment.”
It is now November.There is a market opportunity to provide an extension (retro-fitting) to allow all cars to be automatically driven. OmniDrive has secured USD 100 million in venture capital backing, to be released in tranches when key viability milestones are achieved. The board is looking for an indication of the duration and cost of completing the development.
At a press conference on January 15, OmniDrive will announce the following release schedule and release objectives. The venture capital will be released in tranches of USD 20 million, based upon successful completion of the following proof points.• R1 – March 31 – Working prototype• R2 – Sept 30 – Driving Assist proven and approved in at least
one country• R3 – Limited Self Drive proven and approved in at least one
country• R4 – Auto Drive proven and market readyRevenue will be earned by selling market feasible products beginning with R2. OmniDrive needs to know the likelihood that the working platform will be available by the above dates prior to this press conference.
The hardware prototype is already available, and your team will have access to the mechanical, electrical, and design engineers who created it.
(See Case Study Handout)
Create a Product Backlog for Release 1:• Create a card for each Product Backlog item.• Review both functional and non-functional items.• Prepare to present your Product Backlog to
the class. Do not strive for perfection, just the best you can do!
At a Sprint Review one of the stakeholders wants to know when item A is likely to ship.How would you deal with this question?• Average Team Velocity = 33• Sprint Length = 2 weeks
At a Sprint Review one of the stakeholders wants to know what is likely to ship in 8 weeks.How would you deal with this question?• Average Team Velocity = 18• Sprint Length = 2 weeks
• Planned Product Backlog and releases.• Revised Product Backlog and releases.• Complete analysis of any changes in backlogs, priorities, estimates.• Analysis of performance.• Progress toward release.• Actions to improve.
OmniDrive has received funding for the product working prototype (R1). The investors need to see a working prototype on April 1 in order to provide further funding.Tony Diaz, the chairman, wants to know at what cost R1 can be built, starting December 1. Tony prefers to have all of the stated functionality.Since OmniDrive is a small startup, Tony has decided to outsource the delivery of the working prototype to a local software studio. The chosen software studio will have full support from the OmniDrive SMEs. Some data has also been purchased from the large consulting company based on their experiences to help the software studio with adjusting estimates.
• Product Backlog holds all the work for the Product.• Product Backlog gives transparency.• Product Backlog is a living artifact.• Product Backlog holds all information needed for
External rewards like money (carrot-and-stick) work only for simple, mechanical work• It has opposite effects in cognitive, complex or creative work
Money counts, but the secret to commitment lies beyond it, in:• Autonomy – organizing my own work•Mastery – becoming better at my work• Purpose – making a contribution
Your organization is starting the development of a new product line. All 200 people that will be part of the teams have been made available. These people have all required technical and development expertise. Management asks you, as Scrum expert, to divide them into Scrum Teams.
Question: What will you take into account? How will you proceed?
PURPOSEThe role of the Scrum Master in teams coming into existence
•Manager-led work limits agility and other benefits of Scrum.• Constraints are often set by the organization.• Scrum provides boundaries and accountabilities for self-
organization to be more effective.• Self-organization works better
against goals.•Many areas of self-organization are
You are Scrum Master for three Scrum Teams. They work from the same Product Backlog, have the same Product Owner, and share a common solution base.The Development Teams report that in the next three Sprints they will all be working in one specialist area of the solution. Cindy is the only expert that knows that section well. The teams will need Cindy full-time for their Sprints.
A Scrum Team is most effective when all of the building blocks are in place:1. Intrinsic Motivation2. Self-Organizing and Cross-Functional3. Effective Collaboration4. Scrum Values5. Professionalism
• Lead by example. Be the first one to be vulnerable. Be a living demonstration of team assets and Scrum Values. Admit your missteps.
• Create an environment of safety. Encourage debate, support it and keep it productive. Use coaching techniques like open questions.
• Facilitate consensus. Try to have key decisions made clear at the end of team discussions, making responsibility and deadlines clear.
• Learn to read the room. Be connected without being present.• Show patience. Be okay with silence. Let the team take action.• Restrain from solving. Reveal, not resolve. Be careful not to steer the
team towards premature resolution of conflict to protect people. Help team members develop conflict resolution skills.
• Be comfortable with failure. Team decisions may not lead to the anticipated outcome. This is part of learning and growth.
• Care for people. Listen to them without judgment. Assume positive intent. Meet them where they are and help them find the next step.
• Show low tolerance for organizational impediments.
• Long-term detailed plans• Assign and control the work• Maximize capacity and effort• Keep all on schedule• Driven by meetings and reports• Intervene to fix all problems• Provide external motivators ($, job title)
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A Mindset and Behavioral Shift for Management
• Goals, vision, direction• Foster the environment• Help remove impediments• Attend Sprint Reviews• Share incremental feedback• Manage for value• Autonomy, mastery, purpose
PREDICTIVE MANAGEMENT EMPIRICAL MANAGEMENT
Are you going to be impacted by the change, or are you going to help lead the change?
The Scrum Master role requires a varied range of knowledge, experience, and skills. How will you apply the available choices to provide better service in your role as a Scrum Master?
What concrete actions will you take? Where do you most need to grow?
I’ve had 2 great days of discovery about being a Professional Scrum Master. But when I go back to work, I still have to deal with many old ways of working (dates, actuals, predictions).
Identify 3 actionable ideas or improvements from this class you will try.
Over the past 2 days, you have learned the importance of inspection, adaptation, and fast feedback cycles. To reinforce those concepts, if you attempt the Professional Scrum Master I (PSM I) certification assessment within 14 days and do not score at least 85%, you will be granted a 2nd attempt at no further cost.
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Inspect Your Knowledge – Feedback in 14 Days or Less!
• Test your basic knowledge of Scrum and learn from immediate feedback by taking an Open assessment:www.scrum.org/assessments/open-assessments
• Use the Open assessments to prepare for Level I assessments
• As a student of this course, you are eligible for a $100 discount on the advanced Professional Scrum Master II assessment.
• Email [email protected] for a coupon to take PSM II at $150 ($250 retail price).
The Professional Scrum Competencies help guide an individual’s personal development with Scrum. Benefit from a common understanding of the competencies and focus areas to evaluate and balance your team’s proficiencies based on your unique needs. See how all Scrum.org courses map to the competencies and focus areas by visiting:www.scrum.org/courses/professional-scrum-training-competency-mapping
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Professional Scrum Competencies www.scrum.org/professional-scrum-competencies
✓ The Focus Area is covered in the class✓+ The Focus Area has deep coverage in the class