Scrum Master training Julya van Berkel
Sep 23, 2020
Scrum Master training
Julya van Berkel
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Scrum: It’s All About Common Sense
Julya van Berkel
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What are we going to show you
• What is Scrum?• History of Scrum• Theory, Concepts, practice• Sprint Planning• Production & Sprints• Sprint Review & Retrospectives• Velocity game• Management, distribution & scaling
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• Scrum– Is not a method, important during the exam, Scrum is a lightweight framework
– Does not describe how to work, does have team values
– Is not about software, projects, system layers, components
– Focus on what’s important
– Is usually fun!
Wat is Scrum?
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The History of Scrum1
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• Agile is not new, a lot of Agile is borrowed from history.
• We won’t go back too far. Not farther than the 80’s– Origin in Object Orientation
– How did the Agile manifesto get created
– Influence from production
History of Scrum
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• In 1986 Ikujiro Nonaka & Hirotaka Takeuchi published the Harvard Paper
“The New New Product Development Game”. In this white paper
knowledge management got focus again.
"a flexible, holistic product development strategy where a development
team works as a unit to reach a common goal"
The New New Product Development Game
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• OOPSLA ‘95– OOPSLA (Object-Oriented Programming, Systems, Languages & Applications) is an annual ACM
research conference
Jeff Sutherland & Ken Schwaber
http://jeffsutherland.org/oopsla/oo95wrkf.html
Scrum at OOPSLA ‘95
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• Agile is not a method– Has 4 values
– Has 12 principles
– Can still be signed
In 2001 a group of software people gathered in Utah to look at the new ways of
working that were being developed. They put together a Manifesto
Birth of Agile
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Manifesto for Agile Software DevelopmentWe 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. http://agilemanifesto.org/
Agile Manifesto
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Four types of systems
• Cynefin
Dave Snowden
Planning a vacation
Having dinner together
Raising a teenager
Changing a diaperChecklist
Lean / WaterfallAgile
?
In complex systems you cannot understand the problem until you know
a part of the solution
All complex development needs
knowledge emergence
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Agile, Scrum, Lean, TPS, etc
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Scrum Theory, Concepts, Practice2
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• Motivation and basis for Scrum and Agile
• Scrum as viable framework
• Scrum as 3 roles 5 events and 3 artifacts
• Timeboxing
• Planning
Scrum Theory, Concepts, Practice
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Scrummy
• Predicting is proven tobe unreliable
• Traditional processesrely on predictions
Take the weather, can you predictwhat weather it will be tomorrow? How about, on this day next year?
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Agile
• Agile lays out a vision and then nurtures project resources to do the best possible
to achieve the plan
• Agile is the “art of the possible”
• The heart of Agile is self organization
(Ken Schwaber)
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How does Agile work?
• Agile employs the following practices:– Frequent inspection
– Emergence of requirements, technology, and team capabilities
– Self-organization and adaptation in response to what emerges
– Incremental emergence
– Dealing with reality, not artifacts
– Collaboration (Ken Schwaber)
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• How Agile are you?
Agile exercise!
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When Rosing started at Google in 2001, “we had management in engineering. And the structure was tending to tell people,
No, you can't do that.” So Google got rid of the managers. Now, most engineers work in teams of three, with project
leadership rotating among team members. If something isn't right, even if it's in a product that has already gone public,
teams fix it without asking anyone. . . .
“For a while,” Rosing says, “I had 160 direct reports. No managers. It worked because the teams knew what they had to do.
That set a cultural bit in people's heads: You are the boss. Don't wait to take the hill. Don't wait to be managed.” . . . And if you
fail, fine. On to the next idea. “There's faith here in the ability of smart, well-motivated people to do the right thing,” Rosing
says. “Anything that gets in the way of that is evil.” Fast Company. April, 2003.
An Agile story
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How do we support it?
• Maximized Communication
– Effective, regular (daily!) meetings
– Collocation and true small-team dynamics
• Autonomy
• Time-boxing: give the team space and uninterrupted time to do work
• We expect the team only to do their best: it is easier to ask forgiveness than ask
permissionJim Coplien, Gertrud & Cope
G&C
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Scrum as an organizational pattern
NAMED STABLEBASES TAKE NO
SMALL SLIPS COMPLETIONHEADROOM
RECOMMITMENTMEETING
WORKQUEUE
INFORMALLABOR PLAN
PROGRAMMINGEPISODE
DEVELOPER CON-TROLS PROCESS
SOMEONE ALWAYSMAKES PROGRESS
INTERRUPTSUNJAM BLOCKING
SIZE THEORGANIZATION
ENGAGECUSTOMERS
SURROGATECUSTOMER
SCENARIOSDEFINE PROBLEM
FIREWALLS
SELF SELECTINGTEAM
UNITY OFPURPOSE
TEAMPRIDE
PATRON ROLE
HOLISTICDIVERSITY
ENGAGEQUALITY
ASSURANCE
GROUPVALIDATION
COMMUNITYOF TRUST
FEW ROLES
PRODUCERROLES
PRODUCERS INTHE MIDDLE
ORGANIZATIONFOLLOWS LOCATION
SHAPING CIRCULA-TION REALMS
DISTRIBUTEWORK EVENLY
RESPONSIBILITESENGAGE
MOVERESPONSIBILITIES
3 TO 7 HELPERSPER ROLE
COUPLINGDECREASES
LATENCY
Jim Coplien, Gertrud & Cope
G&C
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Scrum broken down
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Scrum broken down
• 3 Roles
– Product Owner
– Developer
– Scrum Master
• 5 Events
– Sprint
– Sprint planning
– Daily Scrum
– Sprint review
– Sprint Retrospective
• 3 Artifacts
– Product Backlog
– Sprint Backlog
– Increment
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Product Owner
Vision
ROI
Product BacklogShippable?
Activities:
Product Backlogexplanation/clarification
Answer question from the team about the product
Participate in Scrum events:
•Sprint Planning•Sprint Review•Retrospective
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Product Owner
• The Product Owner is the sole person responsible for managing the Product Backlog. Product Backlog management includes:– Clearly expressing Product Backlog items;– Ordering the items in the Product Backlog to best achieve goals and missions;– Optimizing the value of the work the Development Team performs;– Ensuring that the Product Backlog is visible, transparent, and clear to all, and shows what
the Scrum Team will work on next; and,– Ensuring the Development Team understands items in the Product Backlog to the level needed.
• Manages ROI vs. investment-vision• Manages the Product Backlog• Decided if a release is “shippable”• Often there is a Product Owner Team working for a Chief Product Owner• The development team, Scrum Master and Product Owner are called the “Scrum Team”
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The Development Team
• Cross-functional
• Stable over time
• Selects and develops highest items on Product Backlog
• Splits up work into easily estimated, small tasks
• Manages the development iteration to its forecast
• Develops the product in time-boxed intervals called SprintsJim Coplien, Gertrud & Cope
G&C
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Chickens and Pigs
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More precisely...
• The Scrum Team consists of the Scrum Master, the Product Owner, and the Development Team.
• Scrum Developers are called “pigs.”
• The Product Owner is the “pig” of the Product Backlog.
• The Development Team is the “pig” of the Sprint work.
• The Scrum Master is the “pig” of the Scrum process.
• Everyone else is a “chicken.”
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The Scrum Master
• Sustains culture and environment to optimize ROI
• Organizes Sprint Planning Meeting
• Calls the Sprint Review Meeting
• Usually facilitate brief daily Scrum meetings
• Shields the team from outside disturbances
• Removes obstacles to progress
• May not direct the team nor tell them what to do
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Customer
• There is no Customer in Scrum:
the Product Owner speaks for all stakeholders
• Customers are common in software
• End users are even more important,
given a true Agile focus
• Customers are a handoff; it is better to work in partnerships
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Basic Scrum Flow
Sprint
Sprint Planning
Sprint Backlog
Product Backlog
Product VisionMarket researchWish listRequirements
Increment
Daily Scrum
Sprint Review
Retrospective
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Time Boxing
• Time for the Development Team to work undisturbed• Establishes team rhythms• The Sprint is the main unit of time boxing• A Sprint represents a Development Team forecast• During a Sprint,– delivery scope (PBIs) cannot change– there may be no new external requirements
• Keeps feedback loops tight
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Sprint Planning3
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Sprint PlanningThe first event
• Meeting to produce the initial Product Backlog and update it over time
• All stakeholders present: Product Owner, Scrum Master, the Development
Team, maybe other stakeholders
• The Product Owner runs the meeting; the Scrum Master
makes sure the meeting happens
• Topic 1: work on the Product Backlog
• Topic 2: work on the Work Plan
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Sprint Planning & Backlog refinementTopic 1
• Most of the backlog should be prepared before the Sprint Planning
meeting– An unprepared backlog makes for terrible
meetings, demotivates and slows down the team
• Prepare PBIs weekly in Backlog Refinement
• Sprint Planning Topic 2 focuses on the work plan
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Sprint Planning Meeting
• 1 Day
• A little time to break down the Product Backlog
• 1 - 4 hours for team to define Sprint Backlog
• Anyone can attend, but primary conversation and work is between the Development Team and the Product Owner Jim Coplien, Gertrud & Cope
G&C
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Sprint Planning
• Ideally, Topic I is an abbreviated Backlog Refinement meeting
• Have team allocate 5% of their Sprint time for this activity, which
should be compartmentalized to minimize interruption, and
• Never allow the Product Owner to go into the Sprint Planning
meeting with an inadequate Product Backlog — otherwise, go
to the beach / sauna!
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Sprint planning (Topic 1)• Ideally, the backlog has already been refined and is largely Ready, modulo a few new
or shifted PBIs
• The Product Owner presents the Product Backlog for the next Sprint or so
• The team estimates any unestimated PBIs
• In the top two Sprints of work in the backlog, the Scrum Team breaks down large PBIs so that no PBI is larger than a week for one person
• The Product Owner re-orders the Product Backlog as appropriate
CSPO Training Jim Coplien
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Sprint planning (Topic 2)• The Development Team does high-level design, making a development plan
for PBIs
• The work is assembled into a Sprint Backlog, owned by the development team
• The developers estimate the work and sizes the Sprint Backlog to exactly one Sprint of work
• The developers forecast the estimated delivery to the Product Owner
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Refinement meetingEvery week during the sprint
• Schedule weekly Product Backlog Meetings
• Allows Feature Analysis and Release Planning updates more frequently than once
per Sprint
• Can make the Sprint planning meeting (Topic I) a no-brainer
• The Product Owner presents a Product Backlog of enabling specifications
• The Development Team estimates new PBI items
• Re-evaluate ordering of top three Sprints of Product Backlog every Sprint and reorder
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De Product OwnerOne person!
Can be Chief PO
Maximise ROI!
Answer Questions!
Acquires product funds
Decides if PBI is releasable
Makes sure there is:• One set requirements for development• No confusion due to multiple bosses, differences or opinion or external disturbances
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The Product OwnerSingle wrenchable neck of ROI
• Develops and maintains the Product Backlog
• Orders the Product Backlog
• Empowered to make decisions for all stakeholders and users
• Attends Sprint planning meetings and Sprint review meetings
• Presents and explains Product Backlog to the team
• Manages the vision, ROI, and releases Jim Coplien, Gertrud & Cope
G&C
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Product Ownero Act as a Project Manager
o Demotivate the team
- it’s all about trust
o Tell what and when
something must be
done
o Talk at the daily Scrum
(if very experienced)
o Clarify issues
o Deliver the latest business value
o Inspire the team value
o Initiate the Emergency Procedure
(and terminate a Sprint in an emergency)
Jim Coplien, Gertrud & Cope
G&C
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
The Product Backlog
• List of functionality, technology, issues
• Top three sprints are Enabling Specifications
• Issues are placeholders that are later defined as work
• Emergent, ordered, estimated
• More detail on highest backlog items
• One list for multiple Development Teams
• Product Owner responsible for ordering
• Any stakeholder can contribute
• Maintained and posted visiblyJim Coplien, Gertrud & Cope
G&C
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Product Backlog - Balanced
Items too big? Too many Items? Balanced
There are enough detailed, estimated and reviewed features to cover next 2-3 sprints
Features for later stages are listed, but less granular and proposed
In A Balanced Product Backlog:
Jim Coplien, Gertrud & Cope
G&C
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Planning Poker
• The Delphi technique brought up-to-date
• Visibility of differences
• Drive to consensus
• Breaks down linear thinking
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Why Planning Poker
• It ensures everybody participates in the estimation
• It avoids 'coloring' of the estimates by a few key members of the team
• It speeds up the estimation process
• It’s pigs, not chickens
• It is fun!Jim Coplien, Gertrud & Cope
G&C
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Estimation points
• How far is it from here to Berlin?
• How far is it from here to Paris?
• Given the answers to these previous questions, can you answer:– How long will it take by car?
– How long will it take on foot?
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Velocity
• Velocity is per Sprint
• For the team this is input that they can use to predict
• The previous sprint I got from A to B
• This sprint we’re likely to get from B to C (Yesterday’s weather)
Product Backlog
A
B
C
Best Practice
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Rules of the game
• Everyone gets a set of cards• Discuss one PBI at a time• PO answers any questions• Everyone individually selects a card that represents their estimate• All cards are shown at the same time• Highest and lowest estimators provide an argumentation• Discuss the arguments• New round of estimation• Continue until consensus• Write down the estimation on the Product Backlog at the PBI
Best Practice
CSPO Training Jim Coplien
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2
Scrum master
Product owner
Team
Argumentation
As user I want to log on sothat I can access my data
Planningpoker Best Practice
8 5
20
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2nd time5
Planningpoker Best Practice
3
Scrum master
Product owner
Team
As user I want to log on sothat I can access my data
5 3
5
5
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Planning Poker Tips• Baseline? Team finds the item with the smallest effort/complexity this is
• Very large estimates? Sign to break up the PBI
• Discussion of arguments takes too long? Timebox it, 10 sec!
• Planning Poker, best with the whole team
• Make sure the Product Backlog is ordered, – Prevent waste of time on unimportant items
• No card in the Fibonacci set between estimations, choose the highest!
Best Practice
Jim Coplien, Gertrud & Cope
G&C
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Exercise: Kitchen Remodeling
• Install new hardwood floor• Refinish (remove, sand, repaint) the cabinets• Install granite countertop instead of tile• Repaint entire kitchen• Lay shelf paper• Install recessed lighting• Replace electric stove• Install built-in refrigerator• Install a new oven• Plumb the island and add sink• Replace simple window with a bay window (exercise by Mike Cohn)
End
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Production en Sprints4
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Production en Sprints
• The Scrum Master• The Sprint Goal• Backlog Refinement Meeting• Scrum Boards• The Daily Scrum• Burndown Charts and Velocity• “Done”• Sprint Signatures• Surprises and Emergency Procedure
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Scrum Master Role
Servant Leader and Facilitator:
• Removing the barriers between development and the
Product Owner so the product owner directly drives development
• Teaching the Product Owners how to maximize ROI and meet
their objectives through Scrum
• Improving the lives of the development team by facilitating creativity and empowerment
• Improving the effectiveness of the development team in any way possible, and
• Improving the engineering practices and tools so each increment of functionality is
potentially shippable
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Impediment list
• The Scrum Master’s Product Backlog
• Updated daily
• Open, visible, and honest
• Team should first try to solve its own impediments: Scrum Masters should
push back
• Scrum Master takes ownership of impediments that the team can’t solve
• Management is the last level of escalation
Best Practice
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Why the Scrum Master?
• Scrum makes problems visible
• Project managers too often help hide problems
• Scrum Masters help keep problems visible
• Resolving problems relieves stress on the team
• The team gets better and better
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ScrumMaster Etiquette
• Do what it takes, but...
• A dead Scrum Master is a useless Scrum Master
• The team hires and fires the Scrum Master
• Powerless, except:– May remove a disruptive person from the team
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Single Wrenchable Neck
Responsibilities
• The Scrum Master is the single point of accountability
for the Development Team’s Sprint delivery
• The Product Owner is the single point of accountability
for the company’s ROI
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The Sprint Goal
• The focus of the Sprint
• If the Team finds it can’t deliver its forecast,
the Sprint Goal is a guiding light and fallback position
• Helps the Team adjust quickly in emergency
• Agreed by the PO and the Developers, and the Developers commit to it
• Usually derived from the Vision
• Examples: “these two PBIs,” increased value per estimation point, decrease bug
incidence
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De Sprint Backlog
Sprint 1
Sprint 2
Sprint 3
Sprint 4-6
Planning Discussion
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The Scrum Board
www.scrumtrain.com
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PBI #1
PBI #2
PBI #3Original slide:Pete Deemer, Yahoo!
Best Practice
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Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Example Scrum BoardBest Practice
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Daily Scrum
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
• What did I do yesterday that helped the Development Team meet the Sprint Goal?
• What will I do today to help the Development Team meet the Sprint Goal?
• Do I see any impediment that prevents
me or the Development Team from
meeting the Sprint Goal?
Three Answers
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Rules of the Game
• Same Place and Time Every Day• One minute at most per Developer
– Stand up!
• Focus is on visibility — not problem solving– Solve problems off-line
• Complete honesty, openness, and visibility
• Personal impediments are legitimate impediments– The whole team supports the whole person
Best Practice
Jim Coplien, Gertrud & Cope
G&C
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Burn-down Charts
• It is stupid to track time consumed doing a task– Time records are a waste of time– You want to focus on achieving the end date– We (actively) track time remaining
• Burndown Charts are the central Scrum project management tool– The focus is on delivery– Cost management comes from estimation
• The slope of the burndown chart is called the team’s velocity• Scrum mandates visibility, but the team can use a tool other
than a burn-down chart
Best Practice
Jim Coplien, Gertrud & Cope
G&C
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Example Burndown Chart Best Practice
Jim Coplien, Gertrud & Cope
G&C
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Example Burndown Chart
Likely Backlog Trend
0
500
1000
1500
2000
2500
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32Time
Best Practice
Jim Coplien, Gertrud & Cope
G&C
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Example Burndown Chart Best Practice
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Reduction of velocity
• The slope of the burndown chart represents the Velocity
• Velocity is per sprint, though the result is based on workable hours
• Additional hours taken away from work reduce the velocity
• What do you do with:o Vacation?
o Pregnancy leave?
o Team-building activities?
o Scrum certification courses?
Best Practice
These items go onto theproduct backlog!
Jim Coplien, Gertrud & Cope
G&C
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Potentially Shippable Increment
• Each and EVERY Sprint delivers a potentially shippable increment
• “Potentially shippable” means that the Product Owner may decide
to ship it; the team has no say in that decision
• Only DONE functionality may be delivered at the end of the Sprint;
the team must list the incompleted parts of their forecast,
if any
Jim Coplien, Gertrud & Cope
G&C
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Done
• What “Done” means has to be determined by the Scrum Team
• By definition, a task or PBI is “Done” when there is no known remaining work
• “Done” : we can show it to the product owner
• The Product Owner can decide to Ship the Product
• The definition of done is best defined on a Development group level
Jim Coplien, Gertrud & Cope
G&C
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Extending the Scope of Done
The definition of done will eventually contain ALL development
PlanningAnalysis
Architecture, Infrastructure
CodingDesign
TestingPerformance
User Acceptance
PilotLive
Best Practice
Jim Coplien, Gertrud & Cope
G&C
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Tools to support Done
• Version control
• Automatic builds
• Automatic testing
• QA Environments
• Anything you cannot reasonably do manually anymore!
... But there are no universal silver bullets or golden hammers
Best Practice
Jim Coplien, Gertrud & Cope
G&C
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Technical Debt
• Done = “no known remaining work”
• What if a project manager forces the project to finish by making the
development team ignore tasks like:– refactoring
– documentation
• This work will increase when time moves on
• It usually is invisible!
Best Practice
Jim Coplien, Gertrud & Cope
G&C
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Technical Debt
• Happens when you don’t do something that you should have done at that
moment — Tom Flynn, Sungard
March, 2009
Best Practice
CSPO Training Jim Coplien
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Technical Debt
} hidden Technical Debt
0200400600800
20 15 10 5 0 } More Debt!
Best Practice
Jim Coplien, Gertrud & Cope
G&C
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Eventually...
0200400600800
1.000
20 15 10 5 0
0200400600800
1.000
20 15 10 5 0
0200400600800
1.000
20 15 10 5 0
Best Practice7
Jim Coplien, Gertrud & Cope
G&C
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Surprises
• New customer requirements happen• Scrum says: Put them on the product backlog for consideration at the next Sprint Planning
• Sometimes, they can’t wait even for the meeting• Scrum says: Never extend the Sprint or change priorities
• So: can the team do a new work item?
• The team gets to decide!• The team may choose to do the feature while still keeping its forecast
• If it cannot keep its forecast, it should not choose the feature
• In that case, it becomes the Product Owner’s problem
Jim Coplien, Gertrud & Cope
G&C
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Emergency Procedure
1. Do something different
2. Get help from outside the team
3. Reduce Scope
4. Abort the sprint
Jim Coplien, Gertrud & Cope
G&C
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Aborting the Sprint• What happens when...
– you foresee a disastrous schedule slip?
– business conditions change radically?
• You can’t stretch a Sprint — short slips are death by a thousand cuts
• There is no sense in driving the team to a point of foreseen failure
• Therefore: Stop the Sprint
– The equivalent of the Andon cord
– Only the Product Owner may abort the Sprint
never the developers or the ScrumMaster!!!
Jim Coplien, Gertrud & Cope
G&C
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
The Abort-The-Sprint Meeting• Hold the Abnormal Termination of Sprint ceremony.
Conduct it in the main lobby of corporate headquarters by:1. All team members gather. 2. They lie on the floor, on their backs, forming a circle with their feet (pointing up)
in the center, touching one another’s feet. 3. Upon command, they unloose their emotions about having their hard work
jerked around by unknown forces that view chaos as better than productivity. 4. When it is all out (usually within 15 minutes), the team members can get up and go back to something.
• The point is that people aren’t resources, and they definitely have opinions and feelings about having their forecasts abrogated by outside forces.
Ken Schwaber – March 6, 2008
Best Practice
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Jim Coplien, Gertrud & Cope
G&C
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Illigitemus Non Interruptus• Therefore, allot time for interrupts and do not allow the time to be exceeded.
• Set up three simple rules that will cause the company to self-organize to avoid disrupting production.
1. The team creates a buffer for unexpected items based on historical data. For example, 30% of the team's work on
the average is caused by unplanned work coming into the sprint unexpectedly. If the team velocity averages 60
points, 20 points will be reserved for the interrupt buffer.
2. All requests must go through the Product Owner for triage. The Product Owner will give some items low priority if
there is no perceived value relative to the business plan. Many other items will be pushed to subsequent Sprints
even if they have immediate value. A few items are critical and must be done in the current Sprint, so they are put into
the interrupt buffer by the Product Owner.
3. If the buffer starts to overflow, i.e. the Product Owner puts one point more than 20 points into the Sprint, the team
must automatically abort, the Sprint must be replanned, and management is notified that dates will slip.
Pattern
Pattern by Jeff Sutherland (ScrumPLoP
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Sprint Review and Retrospectives5
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Sprint Review and Retrospectives
• Why?– Show that the basic architecture and infrastructure work
– Get feedback on results
– Easier to estimate when you have proven that it works
– Keep the product owner interested
Jim Coplien, Gertrud & Cope
G&C
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Sprint Review Meeting
Jim Coplien, Gertrud & Cope
G&C
• 4 hours for Sprint of 4 week
• Maximum 30-minute prep time, 1 hour presentation / No PowerPoint®
• Done on equipment where software was developed and tested
• Presented by Team to Product Owner and stakeholders/customers/users
• Basis for planning next Sprint
• Must represent potentially shippable increment of product functionality
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Sprint Review subjects
• "are we happy with the overall result so far?"• the PBIs not completed (if any)• the Velocity, Release Plan and Product Roadmap• key learnings (on product)• status of bugs and builds; brief discussion of technical debt• new PBIs identified• actions/decisions arising from the Sprint Review
Jim Coplien, Gertrud & Cope
G&C
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
What does the Scrum Guide say about the Sprint Review The Sprint Review includes the following elements:
• Attendees include the Scrum Team and key stakeholders invited by the Product Owner;
• The Product Owner explains what Product Backlog items have been “Done” and what has not been “Done”;
• The Development Team discusses what went well during the Sprint, what problems it ran into, and how those problems were solved;
• The Development Team demonstrates the work that it has “Done” and answers questions about the Increment;
• The Product Owner discusses the Product Backlog as it stands. He or she projects likely completion dates based on progress todate (if needed);
• The entire group collaborates on what to do next, so that the Sprint Review provides valuable input to subsequent Sprint Planning;
• Review of how the marketplace or potential use of the product might have changed what is the most valuable thing to do next; and,
• Review of the timeline, budget, potential capabilities, and marketplace for the next anticipated release of the product.
• The result of the Sprint Review is a revised Product Backlog that defines the probable Product Backlog items for the next Sprint. The Product
Backlog may also be adjusted overall to meet new opportunities.
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Retrospective
• A brainstorming session– What are your impediments?
– Make an impediment list
– Order it
• Timebox 3 hours for a 4 week sprint Jim Coplien, Gertrud & Cope
G&C
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Dysfunctional?
Jim Coplien, Gertrud & Cope
G&C
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Review: De Impediment List
• The Scrum Master’s Product Backlog
• The goal: An effective, happy Team
• Updated at every daily Scrum
• Priority-ordered periodically
• Shared in Scrum of Scrums
• Open, visible, and honest Jim Coplien, Gertrud & Cope
G&C
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Check-ups en Retrospectives
• The Scrum framework has process improvement
• Scrum is a process improvement, and it depends on feedback and introspection
• A check-up can be done at the end of a Sprint to address surface process issues
• A retrospective can be done once every few months to address issues of structure
• Both of these build on trust and build trust
Jim Coplien, Gertrud & Cope
G&C
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Summary for Process improvement
• Inspect and adapt
• Leverage self-organization
• Don’t get religious: give and receive trust
• Do what it takes
• Take it seriously, but don’t be seriousJim Coplien, Gertrud & Cope
G&C
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Exercise: Brainstorm your own impediments
• Does your Scrum Master / do you have an impediments list?
• We can review or add to it now!
Jim Coplien, Gertrud & Cope
G&C
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Values of Scrum
• Commitment
• Courage
• Focus
• Openness
• Respect
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Algemene Review
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
What did we do so far?
• What is Scrum?• History of Scrum• Theory, Concepts, practice• Sprint Planning• Production & Sprints• Sprint Review & Retrospectives• Velocity game• Management, distribution & scaling
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Velocity game6
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5. Velocity Game
• Similar to the XP game– Three Sprints
• Change hats three times per Sprint– Developers: estimate– Product owners: Order based on business
value and estimate– Developers: execute
• Velocity (1-6, impossible - time)– Find easiest one and give number 2– Estimate the rest relative to that one
- Think about time: it may seem simple but be timeconsuming
• There will be three iterations (sprints), each of 3 minutes– We only count time while you execute the story (like football or ice hockey)
• YOU ONLY DO ONE PBI AT A TIME (all together)
Jim Coplien, Gertrud & Cope
G&C
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Velocity Game
• Short introduction to Scrum
• Iteration 1– Estimate (5 minutes)
– Plan (5 minutes)
– Implement (15 minutes—3 real minutes)
• Debrief first iteration• Second iteration
• Third iteration
• Debrief & Celebrate Winning Team
Einde
Einde
Jim Coplien, Gertrud & Cope
G&C
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Velocity Game: Details
• Sand clocks are set “Time” down for start– Look at PBI and do short planning– Turn clock “Time” up and start execution– Stop the clock (turn horizontally) when you are done
• You have prototype of hat and boat• If story is about finding missing cards, call instructor
who will take cards out of the deck before execution of story.• There are three strings (40cm, 60cm, and 80cm).• For “add 40 numbers,” write out sums• How many cards can you do in three minutes?• Sum up estimation points of these cards
Jim Coplien, Gertrud & Cope
G&C
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Team Estimate 1 2 3 €
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Scaling Agile
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Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Scaling
• Scaling usually happens like you normally do:
“divide and conquer” with overlap
Initial Product Backlog• Functional requirement
• Non-functional requirements
• In steps, scalability in requirements
• Remaining functional & non-functionalrequirements
Product Backlog• Functional requirement
• Non-functional requirements
Single Team
Many Teams
Jim Coplien, Gertrud & Cope
G&C
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Multiple development teams: Scrum of Scrums
Coordination:Scrum of Scrums
9:00 AM9:15 AM
9:15 AM9:30 AM
9:15 AM9:30 AM
9:45 AM10:00 AM
Sprint 1
Sprint 2
Sprint 3
1. Synchronise within teams2. Synchronise over teams
Jim Coplien, Gertrud & Cope
G&C
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
In a multi-team Scrum...
• Who attends the Sprint planning meeting?
• Everyone?– maybe
• Is this hard?
Yes• Decreases the velocity by about 40%
• Nurture cross-team communication!Jim Coplien, Gertrud & Cope
G&C
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Organizational Structure
Jim Coplien, Gertrud & Cope
G&C
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Organisational StructureArchitectureTeam Test Team
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G&C
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Example from Spotify
• Guilds cross over in other teams, product groups, organisational parts
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Meta-Scrum
• When the line management team
itself runs as a Scrum
• Leverages Scrum across the entire
enterprise
ArchitectureGroup
MetaScrum
Test Group Other Group
Scrum of Scrums Jim Coplien, Gertrud & Cope
G&C
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Distribution
• A distributed team is not a team!
Type Chance on Regular Communication
Single Project, integrated location 0,95
Single Project, Distributed 0,23Multiple dependent teams,
distributed 0,002Jim Coplien, Gertrud & Cope
G&C
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
Distributing Scrum: Guidelines
• Teams do not spread across geographic locations
• Teams are always 10 people or less and are colocated,
working on a common goal
• Scrum of Scrums need not be daily, but they must be regular
Jim Coplien, Gertrud & Cope
G&C
Julya van Berkel ([email protected])Julya van Berkel ([email protected])
9. Summary“If you want to build a ship, don’t drum up the men to gather
wood, divide the work and give orders. Instead, teach them to
yearn for the vast and endless sea.” — Antoine de Saint-Exupery