Agile- Scrum

Leadership

Is Scrum an acronym?
Acronym?
Name refers to a Rugby Scrum where adaptive team
behavior moves a ball up the field toward a common
goal

Scrum Introduction
Scrum is not a methodology that will
make you
develop better products;
Scrum does not provide the answers to
how to build quality software faster;
Scrum is a tool, a framework, you can use
to find out
what you need to do to build quality
software faster.
Scrum does not require team collocation;
Ken Schwaber
However, with Scrum, you can measure
(Scrum But)
the

Basic Scrum glossary

Product owner responsible for maximizing value of the

product;

Scrum master coach facilitates the process and

productivity;

The Team Multi-functional (includes testers,

architect);

Product backlog emerging, prioritized list of user

stories;

Sprint a thirty day iteration resulting in functionality;

Sprint backlog list of tasks to be completed to turn

the backlog into working functionality during the
sprint;

Sprint planning and Sprint Review Meeting;

Increment a piece of potentially shippable product built

Scrum is like the Mother-InLaw

The person who knew that her

son/daughter could have married
better, and who intends to help you
be good enough. You have just
invited her to come live with you.

Certification Levels

The Scrum Alliance certification program bridges the gap between theory
and practice.
The journey to mastery begins with a Certified ScrumMaster or Certified
Scrum Product Owner course. These courses provide a solid foundation to
help you make the paradigm shift to managing a project using Scrum.

As shown in the flow chart, a CSM or CSPO course is essential for moving
toward the more advanced certifications of Certified Scrum Practitioner,
Certified Scrum Coach, and Certified Scrum Trainer.

What is Scrum?
Scrum is an agile framework that allows us
to focus on delivering the highest business
value in the shortest time;
It allows us to rapidly and repeatedly
inspect actual
working software every two to four weeks
(Sprints);
The business sets the priorities. Teams selforganize to determine the best way to
deliver the highest priority features.
In every sprint, anyone can see real
working software and decide to release it

Scrum
Empirical process for managing the
development
and deployment of complex products;
Empiricism is dependent on frequent
inspection and adaptation to
reach goal;
Inspection is dependent on
transparency;
Scrum rests on the four legs of
iterative development that generates
done increments of functionality

Scrum is a tool that you can

use to:
Increase productivity;
Increase predictability;
Increase risk management
capabilities;
Increase the value of products and
systems;
Increase quality;
Improving the morale and pleasure
of the developers, product

Agile Methods
Scrum Ken Schwaber, Jef Sutherland
Extreme Programming (XP) Kent
Beck, Ward Cunningham, Ron
Jefries
Crystal Alistair Cockburn
Lean Software Development Mary
Poppendieck
Dynamic System Development Method
(DSDM) Dane Faulkner
Adaptive Software Development (ASD) Jim
Highsmith
1
Feature Driven Development (FDD) Jef
0

Agile Manifesto
Manifesto for Agile Software
Development
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

1
1

Agile Manifesto Principles

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

1
2

Agile Manifesto Principles

(2)
Working software is the primary measure of
progress.
Agile processes promote sustainable
development. The sponsors, developers, and
users should be able to maintain a constant
pace indefinitely.
Continuous attention to technical excellence and
good design
enhances agility.
Simplicity--the art of maximizing the amount
of work not done--is essential.
The best architectures, requirements, and
designs emerge
from self-organizing teams.
At regular intervals, the team reflects on how

1
3

Agile rules of etiquette

(examples)

Avoid to use the word "you" because the

other person may feel on the spot and
defensive;
Avoid to refer to history (e.g., "three
months ago, you said...!");
Be on time for meetings; if you are late,
apologize and
pay a late "penalty ";
Use a talking stick;
Everyone's opinion is important and
needs to be understood and taken
into account;
Remember: Feelings are Facts;
Know and appreciate other personality

1
4

Scrum origins
Jef Sutherland:

Initial scrums at Easel Corp in 1993;

IDX and 500+ people doing Scrum.

Ken Schwaber:
ADM;

Scrum presented at OOPSLA 96 with

Sutherland;

Author of three books on Scrum.

Mike Beedle:

Scrum patterns in PLOPD4.

Ken Schwaber and Mike Cohn:

Co-founded Scrum Alliance in 2002,initially

within the Agile Alliance.

1
5

Scrum Characteristics
Self-organizing teams;
Product progresses in a series of
month-long sprints;
Requirements are captured as items
in a list of product backlog;
No specific engineering practices
prescribed;
Uses generative rules to create
an agile environment for
delivering projects;
One of the agile processes.

1
6

Project noise level

to
Agreem
ent

Simp
le

Close
to
Certain
ty

Close

Compl
ex

Anarc
hy

Source: Strategic
Management and
Organizational
Dynamics by
Ralph
in
Agile
Stacey
Software Development
with
by
Ken
Scrum
Schwaber and Mike
Beedle.

Technolo
gy

Far
from
Certain
ty

Requireme
nts

Far
Agreeme
from
nt

1
7

Traditional Waterfall

Analys
is

Desig
n

Devel
op

Te
st

Deplo
y

1
8

Agile Value Profile

Delivers
value only
at the end
Waterfall

Devel
op

Te
st

Deplo
y

Scrum

R4

14

13

12

11

Release 2

DDeelliivveerr
ss vvaalluuee
aatt
eevveerryy
rreelleeaassee
7

Sprint 6

Release 1

Desig
n

Sprint 4

Sprint 3

Sprint 2

Sprint 1

Stories Remaining

Analys
is

Time
1
9

Defined Process Control

The defined process control model
requires that every piece of work
be completely understood.
Given a well-defined set of inputs,
the same outputs are generated
every time.
A defined process can be started
and allowed to run until completion,
with the same results every time
2
0

Empirical Process
Control
Complex
problems are those that behave

unpredictably
Not only are these problems unpredictable, but
even the ways in which they will prove
unpredictable are impossible to predict
When defined process control cannot be
achieved because of the complexity of the
intermediate activities, something
called
empirical process control has to be employed
For many years software development
methodologies have been based on the
defined control model. But software
development isnt a process that generates the
same output every time given a certain input.
2
1

Empirical and Defined

Process
Defined process assumes

Consistent input and consistent process steps yield

a definable output
Do we ever
Is every task
ever
completely
understood?

have the
same
inputs?

Input
s

Proce
ss

Can we
expect
predictable
output?

Outp
ut

Empirical process assumes

Assumes inputs and process steps will vary

each time yielding an
unpredictable outcome
Input
s

Proce
ss

Outp
ut

Inspect and Adapt

Adapted from the Oobeya Group, LLC 2008

2
2

From Plan Driven to ValueDriven

Development
Waterfall
Agile
The Plan creates cost/
schedule estimates

Fix
These

Features

The Vision creates feature

estimates
Cost

Schedule

VALUE/VISIO
N DRIVEN
PLAN
DRIVE
N

Estimate
These

Cost

Schedule

Features

2
3

Scrum Elevator Pitch

Scrum: A team-based framework to
develop complex systems and
products.
Scrum is an iterative, incremental framework for
developing any product or managing any work. It
allows teams to deliver a potentially shippable set
of functionality every iteration, providing the
agility needed to respond to rapidly changing
requirements.
The Scrum framework constantly challenges its
users to focus on improvement, and its Sprints
provide the stability to address the ever-changing
needs that occur in any project.
2
4

Scrum Framework

2
5

Why Scrum?

Improve ROI(Return Of Investment):

Traditional methods take too long to satisfy business
needs;
Earlier delivery yields earlier ROI.

Flexibility:
Respond to changing business requirements;
Respond to changing technical landscape.

Product Quality:
Deliver the right product (the first time);
Deliver fewer defects (test early; test often).

Visibility:
Measure of progress = completed product;

Rapid Feedback:
Get frequent feedback from customer, stakeholders,
team members.

2
6

Team Focused
Three roles: Product Owner, ScrumMaster, Team
Member;
This means taking on a broader set of tasks than in
a role-based organization.

Each individual brings skills and experience

to the team;
The teams self-organize to determine how to
best apply the
people on the team to achieve the goals of
the project;
Low ceremony, simple set of rules;
High discipline needed because of time
boxes.

2
7

Time Box Everything

Daily scrum in minutes;
Tasks in hours;
Time between daily meeting is just
one day;
Sprint length are one to four
weeks.

2
8

3 Roles

ScrumMas
ter

Tea
m
Product
Owner

2
9

The Product Owner

The single wringable neck Ken Schwaber

3
0

The Product Owner

Responsible for representing the interests of everyone with

a stake in the
project and its resulting product
Achieves initial and ongoing funding for the project by
creating:
Initial overall requirements
Return on investment objectives
Release plans dates and content
Responsible for using the Product Backlog to ensure
that the most valuable functionality is produced first
and built upon
This is achieved by frequently prioritizing the
Product Backlog to
queue up the most valuable requirements for the next sprint
3
1

The Product Owner

The Product Owner represents the customers vision of

the product
Often IS the customer
OWNS the Product Backlog
Should provide one voice to the team
Participates in test planning
Defines overall product goals and vision
Maintains enough detail in the Product Backlog to support
the next level of planning
Accepts or rejects work results

3
2

The Product Owner

Define the features of the product;
Decide on release date and content;
Be responsible for the profitability of
the
product (ROI);
Prioritize features according to
Business value;
Adjust features and priority every
iteration, as
needed;

3
3

The ScrumMaster
The sheepdog for the team Ken Schwaber

3
4

ScrumMaster
Responsible for knowing the Scrum readiness

of the team and the organization

Ensures that the Scrum process is followed
Educates the team and Product Owner
Educate others outside the team about how
the team is working
Ensures that the team is fully functional and
productive
Enables close cooperation across all roles and
functions
Shields the team from external interferences
Removes impediments
3
Servant Leader
5

ScrumMaster Skills
Leading
Learn to lead (it does not always come naturally)

Facilitating
Enhancing communications always, everywhere
Meetings, one-on-one, in the team, between
teams, across the
organization, management/executive
Get a facilitation toolkit
Read, practice, improve

Fostering self-directed/organizing teams by:

Asking questions
Listening
Observing
3
6

Servant Leader

What is a servant leader?

Unlike leadership approaches with a top-down hierarchical
style, Servant Leadership instead emphasizes
Collaboration
Trust
Empathy
and the ethical use of power
At heart, the individual is a servant first, making the
conscious decision to
lead in order to better serve others, not to increase their
own power.
The objective is to enhance the growth of individuals in
the organization and increase teamwork and personal
involvement.
3
7

Servant Leadership

Characteristics of Servant-Leaders, Traits

(Greenleaf, R.K. 2003)
Listening
Empathy
Healing
Awareness
Persuasion
Conceptualization
Foresight
Stewardship
Commitment to the growth of people
Building community

3
8

Servant-leadership
Discussion
Discussion
Form into groups
Discuss how servant-leadership difers from
traditional leadership
styles
What benefits do you see?
What challenges do you see?
Report back to the class

3
9

The ScrumMaster
Represents management to the
project;
Responsible for enacting Scrum
values and practices;
Removes impediments;
Ensure that the team is fully
functional and productive;
Enable close cooperation across
all roles and
functions;
Shield the team from external

4
0

The Team

4
1

Development Team
Cross-functional;
5 to 9 members;
Commits to deliver the Sprint
Backlog;
Selects the sprint goal and
specifies work
results;
Organizes itself and its work;
Self organizing and self-managed;

4
2

Self-Directed Teams
A self-directed team difers from a
traditional work group by taking full
advantage of all team members
talents, skills, abilities, ideas, and
experiences

Succeeding As A Self-Managed Team Chang and Curtin

4
3

Self-Directed Teams

In traditional work groups, members often do not have the

opportunity to express their ideas because management
usually makes the decisions
Even if members know a better way to get the job done!
Although traditional work groups can be highly efective
with the right dynamics, in reality there are often
limitations
It doesnt make full use of each group members
talent, experience, knowledge, common sense, and
It DOESNT encourage teamwork!
This can be wasteful and inefective
It wastes the brainpower, experience, abilities,
and practical knowledge of those who actually
produce and deliver the organizations products
Succeeding As A Self-Managed Team Chang and Curtin
and services
4
4

Self-Directed Teams
Self-directed teams are quite diferent from
traditional work groups
Employees need to learn new skills (or use
existing skills
diferently) to succeed as members of a selfmanaged team
These skills involve performing multiple work
assignments
They also involve new ways of interacting with
each other and
with people outside the team
Succeeding As A Self-Managed Team Chang and Curtin

4
5

Self-Directed Teams

Skills that contribute to the success of selfmanaged teams:

Leadership;
Communication;
Process improvement;
Team dynamics;
Project management;
Conflict management;
Consensus decision making;
Peer coaching and feedback;
Group problem solving;
Interpersonal.

4
6

Self-Directed Teams

Team members must also have certain individual abilities

However, these abilities are not job skills because they are
often subjective and emotional in nature
They are personal decisions and choices. They include a
WILLINGNESS to:
Accept change
Try new things
Take on more responsibilities
Be held accountable for results
Take action, instead of waiting to be told what to do
Act in the best interests of the team rather than oneself
Work responsibility without the need for supervision
Help other team members succeed
Take risks
Be open-minded

Succeeding As A Self-Managed Team Chang and Curtin

4
7

The team
Typically 5-9 people;
Cross-functional:
Programmers, testers, user experience
designers, etc.

Members should be full-time;

May be exceptions (e.g., database
administrator).

Teams are self-organizing;

Ideally, no titles but rarely a possibility.

Membership should change only

between sprints.

4
8

Pigs and Chickens

Pigs and Chickens Ken

Schwaber

Pigs are fully committed (Delivery Team, Product Owner,

ScrumMaster)
Chickens can make contributions
Only the fully committed can speak in the daily scrum
Contributors only get to observe the daily scrum
They are active contributors in Planning and Review
meetings

4
9

Scrum Framework
Visio
n

Preparation
for
Action

Release
Planning

Sprint
Review

Sprint
Retrospect
ive
1-4
weeks
Sprint
5
0

Vision

5
1

Scrum Framework
Visio
n

Preparation
for
Action

Release
Planning

Sprint
Review

Sprint
Retrospect
ive
1-4
weeks
Sprint
5
2

Preparation for Action

Product Owner, ScrumMaster and
the Team
work together to:
Define the product vision and product
roadmap;
Identify the user roles;
Derive the product themes;
Define the user stories;
Estimate the user stories.
Others

5
3

Others
Indentify:

the risks;
Issues;
Dependencies;
Integration areas;

The Team:
Set up and validate environments;
Identify initial definition of done;
Identify Initial system and architecture
requirements.

Etc

5
4

Product Vision and Product

Roadmap

Product Vision Ken Schwaber

What can those funding the project expect to have
changed when the
project is finished?
What progress will have been made by the end of each
Sprint?
Why should these people fund us, and why should
they believe that we can deliver the predicted
benefits?
Product Roadmap
A high-level representation of what features or themes
are to be delivered in each release, the customer
targeted, the architecture needed to support the
features, and the business value the release is
expected to meet
The Software Project Managers Bridge to Agility - Sliger and

5
5

The Product Backlog

As a Team
Member, I want
to work in a
great team

As a Product
Owner, I want to
the best ROI.

As a CSM, I want to
have a senior TAesaamC.SM, I

As a Product
Owner, I want to
the best ROI.

As a CSM, I
want to have a
senior Team.
As a CSM, I
want to have a
senior Team.

As a Product
As a CSM, I
Owner, I want to
want to have a
the best ROI.
senior Team.
As a Product
As a CSM, I
Backlo
Owner,
I
want to
As a Product
want
to
the
best
As a Team Member, I want to
g,
have a senior
ROI.
all work in
As a Team Member, Ichange
want to
athe time that
As a Product Backlog, As a Team
Team.
want to work
great team to be able to
I want to change
is need,
Member, I
in a great
great
become
all the time that
team
team
a great
is need, to be
want
to work in
As a CSM, I
able to become
a
As a Product product.
want to
a great product.
Backlog, I want
have a senior
to change all the
Team.
As a Product
time
to
bethat
ableistoneed,
Owner,
I
become
As a Product
a great product. As a CSM, I wantoAs a Team MemAbsera, TI
t
want to work inwaant to
Owner, I
great
eamwManetmtbohave
etrh, aesenior
I best Team.
ROI. in great
want to the best
work
a
team
As a Product
ROI.
As a Product
Backlog, I want
team
Owner, I want to
to change all the
the best ROI.
time that is need,
As a CSM, I
to be able to
As
a
CSM,
I
want
to
want to have a
become a great
AesaamC.SM, I
senior Team.
have
a
senior
T
product.
want to
As a Product
As a Team
Owner, I
have a senior
Member, I want
want to the best
Team.
to work in a
ROI.
great team
As a Team
As a Product
Member, I As a Team Member, I
As a Product
Owner, I
want
to
work
great
Backlog, I want
want to work in a
want to the best
in a great
to change all the
team
ROI.
team
time that is need,
want to

have a senior
Team.

to be able to
become a great
product.

5
6

Product Backlog

A prioritized list of functional and

nonfunctional requirements and features to
be developed with items of most business
value and/or risk listed first.
The product backlog items of highest
priority are granular enough to be readily
understood by the Scrum Team and
developed into an increment within a sprint.
Lower priority product backlog items
are progressively less well-understood
and granular.

As a Product
Owner, I want to
the best ROI.

As a CSM, I
want to have a
senior Team.

As a Team
As a Product Backlog,want
to work
I want to
Member, I
in a
great
the
change
time all
that is
As
a
Team
team
need,
Member,
want to Iwork
o
ro
ar, great
t ebamecoMmeein
to a
begre
aaAwbtsae
l pantT
mbe
I
team
dtoucwt.ork in a
As a Product
great team
Owner, I
As a
want to work in a
PtroRis
dO
Teamwgreat
Manetmtboetrh
,Aetime
Isbaesthat
the
to be able to
team As a
need,
u.Ict Backlog,
Backlog,
Product
become a
I want to change
greatto
product.
I want
change
all the time that
all
is need, to be
able to become
As a CSM, I
a great
product.
want
ha,vIto
want
to work
inAas a CSM
As a Team
Member,
ewaanIstentoior Team. great team

have a senior Team.

As a Product
As a Team
Owner,
want toIthe best
Member,
I
As a Team Member,
I ROI.
want to
want to work
great
in
a
great
team
work in a
team

This list transcends any one release and

is constantly emerging and changing.

5
7

Product Backlog
Product backlog items (PBI) or Stories
are further
into the future can be larger;
Each PBI should be described in just
enough detail
that the team can complete it in one
sprint:
May attach things like:
User interface designs
Mathematical algorithms
Tests

Ken Schwaber and Mike Cohn

Strive to describe items as briefly as

5
8

Product Backlog Iceberg

Release

The
me

Epic

Future
Releases
A theme is a collection of related
backlog items
An Epic is a large backlog item

Priority

Continuous Refinement

Sized for a
Sprint

User Stories
5
9

Sample Product Backlog

User Story

Priority

Estimate

As a new player, I can create an account

As an existing player, I can log in to play a game

As a player, I can reset my password

As an administrator, I can view account records

As a player, I can choose from a list of all games in

order to choose which I want to play

As a player, I can deposit my winnings in the system

bank in order to use them later

As a player, I can transfer my winnings to my real

bank account

13

6
0

User Stories

User Stories:
As a <actor>, I would like to <action>, so that
<value>.
Attributes:
Size (points, ideal days), Business Value ($, H/M/L),
Functional area,
etc.;
Conditions of Satisfaction.
Independent;
Use
a simple declarative statement of function that
Negotiable;
follows
the INVEST model:
Valuable to users or
customers;
Estimatable;
Small;
Testable.

As a Team Member, I As a Team

want to work
want to work
in a great
in a great
Member, I
team
team
As a Team
Member, I want
to work in a
great team As a CSM, I
want to
have a senior TAesaamC.SM,I
want to As a CSM, I want to
have a
senior Team.
have a senior Team.
As a Team
Member, I want
to work in a
great team

6
1

Where Do User Stories Come

From?

Any existing description of requirements;

Existing Use Cases;
Business architecture
Brainstorming by Product Owner, Team and
any other stakeholders;
Decomposition of large features:
Along data boundaries;
Along activity boundaries;
Make it work first, optimize it later.

6
2

User Story Workshop

Common approach to
brainstorming;
Team members write ideas on
cards or sticky-notes:
Use a board or table, read
aloud to avoid duplication;
Consider diferent
user role viewpoints.
Group by common
themes;
Watch for duplication
across user roles:
e. g. all users need a
log-in screen.
6
3

User Roles
Who will use this
product?
First step toward user
stories;
Brainstorming
workshop, PO and
Team:
Generic user;
Specialty users;
Administrators;
New Users;
Read-only users.

6
4

System and Programmer

Users
As a payment
verification
system, I want all
transactions to be
well-formed XML.

A
s
a
p
r
o

6
5

User Stories in the Backlog

- CCC
Car
d

Conversa
tion

Confirma
tion
Ron Jeffries www.xprogramming.com

Written on 3x5 index cards

May be annotated with estimates,
notes, etc

A reminder to have a
conversation
Represent requirements not
document them
Details come out during
conversation
Acceptance tests to confirm
story was coded
correctly
Documents the details of the
conversation
6
6

User Story Template

Option
al

As a <user role>,
I want to
<functionality>
so that <value>.

6
7

Sample User Stories

As a user, I want to
reserve a seat in a
Texas Holdem
Tournament.

As a user, I want to
deposit real
money into my
account.

As an addicted
gambler, I want
links to self-help
sites so that I can
get control of my
habit.

As a High Roller, I
want poker tables
with $10K max
bets.
6
8

Details as Conditions of
Satisfaction
As a user, I want to
reserve a seat in a
Texas Holdem
Tournament.

(back)
Verify a the same user cannot
reserve more than one seat at the
same tourney Verify the user can
cancel their reservation up to the
start of the tourney
Verify the user receives an
email confirmation
etc

6
9

Details added by splitting

stories
As a user, I want to
reserve a seat in a
Texas Holdem
Tournament.

As a user, I can reserve

a seat in a Texas
Holdem Tournament
up until
the
last second prior to its
beginning.

As a user, I want an
email confirmation
of my Texas
Holdem
Tournament
reservation.

7
0

The Business Value

As a Team
Member, I want
to work in a
great team

As a CSM, I
want to have a
senior Team.

As a CSM, I
want to have a
senior Team.

As a Team
Member, I want
to work in a
great team

As a Team
Member, I want
to work in a
great team

As a Product
Owner, I want to
the best ROI.

As a Product
Backlog, I want
to change all the
time that is need,
to be able to
become a great
product.
As a Team
Member, I want
to work in a
great team

As a Product
Owner, I want to
the best ROI.

As a Product
Backlog, I want
to change all the
time that is need,
to be able to
become a great
product.
As a Product
Owner, I want to
the best ROI.

As a Product
Backlog, I want
to change all the
time that is need,
to be able to
become a great
product.

As a CSM, I
want to have a
senior Team.

As a Product
Backlog, I want
to change all the
time that is need,
to be able to
become a great
product.
As a Product
Owner, I want to
the best ROI.

As a CSM, I
want to have a
senior Team.

As a Product
Owner, I want to
the best ROI.

As a CSM, I
want to have a
senior Team.

As a Product
Owner, I want to
the best ROI.

As a CSM, I
want to have a
senior Team.

As a Product
Owner, I want to
the best ROI.

As a Product
Backlog, I want
to change all the
time that is need,
to be able to
become a great
product.
As a Team
Member, I want
to work in a
great team

As a CSM, I
want to have a
senior Team.

As a CSM, I
want to have a
senior Team.

As a Team
Member, I want
to work in a
great team

As a CSM, I
want to have a
senior Team.

As a Product
Owner, I want to
the best ROI.

As a CSM, I
want to have a
senior Team.

As a Team
Member, I want
to work in a
great team

As a Team
Member, I want
to work in a
great team

As a Team
Member, I want
to work in a
great team

As a Product
Owner, I want to
the best ROI.

As a CSM, I
want to have a
senior Team.

7
1

Getting the ROI

Business
Value

As a Product
Backlog, I want
to change all the
time that is need,
to be able to
become a great
product.

As a Product
Owner, I
want to the best
ROI.

As a Team
Member, I want
to work in a
great team

As a Product
Backlog, I want
to change all the
time that is need,
to be able to
become a great
product.
As a Product
Owner, I want to
the best ROI.

As a CSM, I
want to
have a senior
Team.

As a Product
Owner, I want to
the best ROI.

As a Team
Member, I want
to work in a
great team

As a Team
Member, I want
to work in a
great team

As a CSM, I
want to have a
senior Team.

As a Product Owner, I

As a Product
Owner, I want to
the best ROI.

want tAos

As a CSM, I
want to have a
senior Team.

As a Product
Owner, I want to
the best ROI.

As a CSM, I
want to have a
senior Team.

As a CSM, I
want to have a
senior Team.

tahPerboedsutcRt
OOIw. ner, I

want to the best ROI.

Complex
ity

7
2

High ROI

As a Team
Member, I
want to work in
a
great teaAms
As a CSM, Iawant to

Produ
have a senior
TAesaamC.SM, I
ct
As a Team
Owne
want to
Member, I
r,have
I
senior
want
to
work
AsinaaCSM,
I
great team
want
to have
the
a senior
a want to Team.
best
As a Team MeA
m b e r, I
Team.
ROI.s a P ro duct
want
to workI
Backlog,
be ableall
to
iwnaant totochange
Aawgreat
snaePr,roduct
As a Product O
I
become
great
t
e
a
m
Itime
nIt.isto
Backlog,
t bes
heproduct.
that
want to the
twRaO
need,
change
all to be able to
Aaastime
roduct
As a CSM, I w
na
tP
t othat
become
great
the
is
I ewaamn.t to
Backlog,
have
a senior
Tproduct.
need,
the time that is
change all
As a Team Metmobbeer,aIble
need,
to
become want to work ina
product.
Asgareat
agreat
Product
teaAms a Product
want to the best
Backlog,
I want
to I
Owner,
ROI.
the
change
time all
that is need,

Should be
Done

to be able to bAescaomPreoduct
Asaagreat
Team
Owner,
I prodwuacntt.to the

Member,
best ROI.I
want
to work in
great teaAms a Product
a
Owner, I want to
the best ROI.
As a CSM, I want to

Nice To
have

have a senior TAesaamC.SM, I

As a Team
want to
Member, I
have
want
to work
in a senior
great teamAs a CSM, I
have a senior
a want to Team.
As a Team MeA
msbaePr,roIduct
Team.

To
Avoid
Low
ROI

Backlog, want to workI

be ableall
to
iwnaant totochange
Aawgreat
snaePr,roduct
As a Product O
I
become
great
t
e
a
m
Itime
nIt.isto
Backlog,
t bes
heproduct.
that
want to the
twRaO
need,
change
all to be able to
Aaastime
roduct
As a CSM, I w
na
tP
t othat
become
great
the
is
I ewaamn.t to
Backlog,
have
a senior
Tproduct.
need,
the
time that is
change all
As a Team Metmobbeer,aIble
need,
to
become want to work ina
product.
Asgareat
agreat
Product
teaAms a Product
want to the best
Backlog,
I want
to I
Owner,
ROI.
the
change
time all
that is need,
to be able to bAescaomPreoduct

Owner, I
a great prodwuacntt.to the best

ROI.

7
3

Scrum Framework
Visio
n

Preparation
for
Action

Release
Planning

Sprint
Review

Sprint
Retrospect
ive
1-4
weeks

Sprint
Planning

Sprint
7
4

Release Planning

Release planning is the process of creating a high-level plan that

determines how much must be developed and how many Sprints it will
take before there is a releasable product.
The release plan includes:
A goal for the release
A prioritized set of stories/features/product
backlog items
that will be developed in the release
A relative estimate for each story in the release
The sprints that make up the release
A date for the release
(Can be an internal or external release)
Simply a line in the product backlog that indicates
something will be released
7
5

As a Team
Member, I
want to work in
a

Release Planning
Meeting

great teaAms
As a CSM, Iawant to

Produ
have a senior
TAesaamC.SM, I
ct
As a Team
Owne
want to
Member, I
r,have
I
senior
want
to
work
AsinaaCSM,
I
great team
want
to have
the
a senior
a want to Team.
best
As a Team MeA
m b e r, I
Team.
ROI.s a P ro duct
want
to workI
Backlog,
be ableall
to
iwnaant totochange
Aawgreat
snaePr,roduct
As a Product O
I
become
great
t
e
a
m
Itime
Backlog,
t bes
heproduct.
want to the
twRathat
OnIt.isto
need,
change
all to be able to
Aaastime
roduct
As a CSM, I w
na
tP
t othat
become
great
the
is
I ewaamn.t to
Backlog,
have
a seniorneed,
Tproduct.
the time that is
change all
As a Team Metmobbeer,aIble
need,
to
become want to work ina
product.
Asgareat
agreat
Product
teaAms a Product
want to the best
Backlog,
I want
to I
Owner,
ROI.
the
change
time all
that is need,

Release
Plan

to be able to bAescaomPreoduct
Asaagreat
Team
Owner,
I prodwuacntt.to the

Member,
best ROI.I
want
to work in
great teaAms a Product
a
Owner, I want to

the best ROI.

As a CSM, I want to
have a senior TAesaamC.SM, I
As a Team
want to
Member, I
have
want
to work
in a senior
great teamAs a CSM, I
have a senior
a want to Team.
As a Team MeA
msbaePr,roIduct
Team.
Backlog, want to workI
be ableall
to
iwnaant totochange
Aawgreat
snaePr,roduct
As a Product O
I
become
great
t
e
a
m
Itime
Backlog,
t bes
heproduct.
want to the
twRathat
OnIt.isto
need,
change
all to be able to
Aaastime
roduct
As a CSM, I w
na
tP
t othat
become
great
the
is
I ewaamn.t to
Backlog,
have
a seniorneed,
Tproduct.
the
time that is
change all
As a Team Metmobbeer,aIble
need,
to
become want to work ina
product.
Asgareat
agreat
Product
teaAms a Product
want to the best
Backlog,
I want
to I
Owner,
ROI.
the
change
time all
that is need,

Sprint
1
As a Team Member, I
want to wAosrkaiPnraoduct

Owner, I great tewaamnt

to the best ROI.
As a CSM, I
want to have a
senior Team.
As a a senior
have
As a Team
CSM, I
Team.
Member, I
want to w
want
AosrakCni SMa , I
wantto
to
greathtaevaema senior

Team.

Sprint
2
As a Product
a Product
Owner,
I besAs
ROI
want to the
t
.I want to
Backlog,
the time that is
change all
toabe
able to
Asneed,
Product
become I
Backlog,
the
waatime
ntgrtethat
oacthispar
need,
nogdeuactl .
As a CSM, I wtaonbtetoable to
become have a senior
Teaamgr.eat product.
As a Team
Member, I want
to work in a
great team

Sprint 3
to N
As a Team
Member, I want
to work in a

As a Team
Member, I want
to work in a
great teamAs a
great team
CSM, I want As a CSM, I
to
want to have
Asaa Product
have asenior Team.Owner,
want to Ithe best
As a
senio
ROI.
As a Product
ItaatcB
As a Own
Product
Bnw
n
k
l
t
o
t
g
o
,
a
to
P
a
c
k
r AoIsedwar,uc
T ea m
Mloe
want to the
besnt
tth
R
I work
wa
to
ineO
atIi.me
egarellat
thatteam
Team
change all
to
g. m, ber, I
chang
is need,the time
Product
iew
etedto,
to bethat
aAbIsbecome
l as ann
to beBacklog,
ablae gtorebaet
As a CSM, I want tothe time that is
a rgreat
pr o dchange
u ct . all
have
need,acpsenior
o modeuct.t o b e a ble to
Team.
a great prodwuacntt. to the
bAescaomPreoduct Owner, I
best ROI.

to be able to bAescaomPreoduct

Owner, I
a great prodwuacntt.to the best

ROI.

7
6

Estimation

Estimate Size; Derive Duration

Story Points
Unit of measure for expressing the overall size of
a user story, feature, or other piece of work
Relative values
Ideal Team Days
Difers from elapsed time
Velocity
Measure of a teams rate of progress

7
7

Story Points
The Size of a user story or
backlog item;
Influenced by:
How hard it is;
How much of it there is.

Relative values:
A login screen is a 2;
A payment feature is an 8;
A 2 takes twice as long as a 1.

Points are unit-less:

Sequence of numbers

Fibonacci sequence
(0,1,2,3,5,8,13, 21.).

Tee shirt sizes;

7
8

Ideal Time
How long something would take if:
its all you worked on;
you had no interruptions;
and everything you need is available.

The ideal time of a football game is

60 minutes:
Four 15-minute quarters.

The elapsed time is much longer (3+

hours).

7
9

Comparing the
approaches

Story points help drive cross-functional

behavior
Story point estimates do not decay
Story points are a pure measure of size
Estimating in story points is typically
faster
My ideal days cannot be added to your
ideal days
Ideal days are easier to explain outside
the team
Ideal days are easier to estimate at first

8
0

Planning Poker

8
1

Validating the
estimation

After the Planning

poker, we need to
look back to all
the Stories that
we estimated
Triangulation is
the best way to
know if we did a
good planning
poker or not

3
pts

2
pts

As a Team
Member, I want
to work in a
great team

As a CSM, I
want to
have a senior
Team.

I want to change
all the time that
is need, to be
able to become
a great product.

have a senior
Team.

As a Product
Owner, I want to
the best ROI.

As a Team
Member, I want
to work in a
great team

1
pt

As a Team
Member, I want
to work in a
great team

As a CSM, I
want to have a
senior Team.

As a Team
Member, I want
to work in a
great team

8
2

Velocity
To do a release plan, you need to
know or
have an estimate of
velocity;
Three ways to get
velocity:
Use historical averages;
Run 1-2 iterations and see
what you get;
Forecast it.

8
3

Definition of Done
Does your team
know their
definition of done?
Discuss what done
means to your
organization and
report back to the
class
Why is it so
important?

Example Definition of Done

Code produced (all 'to do' items in code

completed)
Code commented, checked in and run
against current version in source control
Peer reviewed (or produced with pair
programming)
and meeting development standards
Builds without errors
Unit tests written and passing
Deployed to system test environment and
passed
system tests
Passed UAT (User Acceptance Testing) and
signed of as meeting requirements
Any build/deployment/configuration
changes
implemented/documented/communi
cated
Relevant documentation/diagrams
produced and/or
8
updated
4

Estimate Size Derive

Duration
Siz
e

Calculati
on

Durati
on

300
Story
Points

Velocity
=
20

300/20 =
15
Sprints

8
5

Using Velocity and

Estimates
2
Highest Priority

1
23
35
85
55
13
13
813
58
13
21
13
21
21
13
21
10
0

At our slowest velocity well

finish here
At our current velocity well
finish here
At our long-term average well finish
here

Lowest Priority

8
6

Variation in
Backlog
Longer term plan
Decomposition
can tolerate more
Short term
uncertainty

plan needs
more detail

Releas
e1

Releas
e2
8
7

Scrum Framework
Visio
n

Preparation
for
Action

Release
Planning

Sprint
Review

Sprint
Retrospect
ive
1-4
weeks

Sprint
Planning

Sprint
8
8

Sprint Planning meeting

Team
Capaci
ty
Produ
ct
Backl
og
Busine
ss
Conditi
on
Curre
nt
Produ
ct
Veloci
ty

Sprint
Priorization
Analyze and evaluate product
backlog
Select sprint goal

Sprint
Goal

Sprint
Planning
Decide how to achieve
sprint goal (design)
Create sprint backlog (tasks)
from product backlog items
(user stories / features)
Estimate sprint backlog in
hours

Sprin
t
Backl
og

Mike

8
9

Sprint Planning
Team selects items from the product backlog
based in the
team capacity;
Sprint backlog is created:
The Stories are decomposed on Tasks;
Each Task is estimated (1-16 hours);
Collaboratively, not done by the ScrumMaster.

The Team discus the high-level design.

As a
vacation
planner, I
want to see
photos of the
hotels.

Code the middle tier (8

hours) Code the user
interface (4) Write test
fixtures (4)
Code the foo class
(6) Update
performance tests (4)

9
0

Sprint Goal
Defined in the sprint planning meeting
A short statement of what the work will be
focused on during the sprint
Example:
Demonstrate new customer address validation
to improve
customer information accuracy

9
1

Sprint Backlog

A detailed list of all tasks needed in order to deliver the features chosen
from the product backlog for the current Sprint.
It includes who owns the task, its status and estimated time to
completion.
Individuals sign up for work
Work is never assigned
Estimated work remaining is updated daily
Estimated in hours
Work for the Sprint can emerge

9
2

A sprint backlog
Tasks
Code the user
interface
Code the middle tier
Test the middle tier
Write online help
Write the foo class
Add error logging

Mo Tue We Thu Fri

d
r
n
s
8

16
8
12
8

12
16

10
16

4
11

8
8

8
4

8
8
Mike
Cohn
9
3

Sprint Planning Review

Identify anything that might impact the Sprint

Vacations, holidays, capacity of team members, etc
Select a Sprint goal
Working the Product Owner, select the highest priority
items that support the Sprint goal
Discuss the items with the Product Owner for
understanding and break the items down into tasks
Design considerations, acceptance criteria, etc
Estimate each task (typically 1 to 16 hours depending on
Sprint length)
Continue until the team feels it can not commit to any
more work in the Sprint
Make sure everyone understands the definition of
done
9
4

Scrum Framework
Visio
n

Preparation
for
Action

Release
Planning

Sprint
Review

Sprint
Retrospect
ive
1-4
weeks

Sprint
Planning

Sprint
9
5

Sprints

1 to 4 week consecutive time period (once the length is

selected, it should not vary) where the team builds the
features they committed to during Sprint Planning.
The Sprint includes all activities needed to produce
a potentially shippable product increment.
Analysis
Design
Code
Test
And so on
No changes allowed during the Sprint
Do not miss the end of the Sprint
The end of the Sprint if fixed
9
6

Sprint Burndown Chart

Primary method of tracking
progress
Shows how much work is
remaining in the Sprint each day
Can be used at the Product and
Release level
Updated daily by the team
members
Amount of work remaining
9
7

Tasks

Mon Tues Wed Thu Fri

Code the user

interface
Code the middle tier
Test the middle tier
Write online help

16
8
12

12
16

10
16

7
11

50
40
30
20

Mike
Cohn

Hour
s

10
0

Mon

Tu
e

We
d

Th
u

Fr
i
9
8

Task Board

9
9

Abnormal Termination
A tool to be used rarely
Extreme circumstances
Interruptions are preventing the team from
meeting its goal
Business priorities change
Visibility into organizational impediments
A new Sprint Planning meeting to be
conducted

10
0

Potential shippable
product

10
1

Scrum Framework
Visio
n

Preparation
for
Action

Release
Planning

Sprint
Review

Sprint
Retrospect
ive
1-4
weeks

Sprint
Planning

Sprint
10
2

The daily scrum

Parameters
Daily
15-minutes
Stand-up

Not for problem solving

Whole world is invited
Only team members, ScrumMaster,
product owner,
can talk

Helps
avoid

10
3

Everyone answers 3
questions
What did you do
yesterday?
What will you do
today? Is anything
10
4

Daily Scrum Good

Habits
Have the meeting at the same time every day

determined by the team;

Stand up;
Always start on time;
NO PROBLEM SOLVING:
Capture items in a parking lot to address after the
standup. Invite all that are interested or will be key
participants.

Everyone is responsible for keeping to the

agenda and time- box:
Up to the team to point out problem solving and
distractions.

Address one another, NOT the ScrumMaster

10
5

Scrum Framework
Visio
n

Preparation
for
Action

Release
Planning

Sprint
Review

Sprint
Retrospect
ive
1-4
weeks

Sprint
Planning

Sprint
10
6

The sprint review

Team presents what it
accomplished during
the sprint
Typically takes the form of a demo
of new
features or underlying architecture
Informal
2-hour prep time rule
No slides

Whole team participates

10
7

Scrum Framework
Visio
n

Preparation
for
Action

Release
Planning

Sprint
Review

Sprint
Retrospect
ive
1-4
weeks

Sprint
Planning

Sprint
10
8

Sprint retrospective
Periodically take a look at what is
and is not
working
Typically 1530 minutes
Done after every sprint
Whole team participates
ScrumMaster
Product owner
Team
Possibly customers and others

10
9

Start / Stop / Continue

Whole team gathers and
discusses what
theyd like to:

Start doing
Stop doing
Continue
doing

11
0

Separate Reviews
Customer focus groups:
Review product, not documents;
Focus on discovering and recording desired
changes, not on gathering detailed
requirements (for new features).

Technical reviews:
Reflect on overall quality and make
recommendations for re-factoring, additional
testing, more frequent integration, tools, etc.;
Invite only reviewers who are really
competent for the material.
11
1

Internal Team Reflection

What went well? Keepers;

What did not go as well? To change;
Temperature reading over time;
Quick team (and self) performance
assessments:

Delivery of product, Behavior of (on) team;

Below, At, Above standard;
Did we/I do the best job we/I could?
How well did we deliver according to our
responsibilities?
How well is the organization supporting us?

Recommendations for
self/team/organization:
For the organization just 1 for higher impact

11
2

The Deming Cycle

The PDCA (Deming) Cycle

PLAN
Establish the objectives and processes necessary to deliver results
in accordance with the expected output. By making the expected
output the focus, it difers from what would be otherwise in that
the completeness and accuracy of the specification is also part of
the improvement.

DO
Implement the new processes.

CHECK
Measure the new processes and compare the results against the
expected results to ascertain any diferences.

ACT
Analyze the diferences to determine their cause. Each will be part
of either one or more of the P-D-C-A steps. Determine where to
apply changes that will include improvement. When a pass
through these four steps does not result in the need to improve,
refine the scope to which PDCA is applied until there is a plan that
involves improvement.

11
3

Lets Try It!

11
4

11

Doggy Daycare Brochure

Backlog
Create cover art, brand, and/or logo
Define major care sections
Define Ultra Doggy Spa service
Contact Information
Set pricing structure for services
Provide satisfied customer testimonials
Outline boarding options
Define all service oferings
Suggest daypack contents to accompany clients
Outline full week lunch menu
Complete a guarantee policy
Outline minimum requirements (shots, temper,
breeding, etc.)
Complete bios on staf members (backgrounds,
training, interests)
Define discounted partner pet services
11
5

Martian Tourists Visiting Earth

Brochure Backlog

Create cover art, brand, and/or logo

Define major topics for Martian tourism
Describe Art Interests in Europe tour
Describe a tour based on photosynthesis
Outline a 7 wonders of the world
expedition
Set prices for the tours
Outline warning messages (gravity, oxygen,
fungi, etc.)
Suggest clothing options
Explain travel options to/from Mars
Describe a Human Sports tour
Outline refund policy
Suggest related services
Define advertisers
Define a 12-month campaign
Set-up how to get more information
11
6

Wedding Planner Brochure

Backlog
Create cover art, brand, and/or logo

Define major service oferings

Define format for layout of brochure
Include services for out-of-town
guests
Provide references from happy
clients
Set the pricing structure
Define music options
List catering options and pricing
Define special bridal party
treatments
List reception location
recommendations
Create 3 minute promotion
infomercial
List template itineraries
Gather names of preferred service

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Family Treasures Cookbook

Proposal
Backlog

Create cover art, brand, and/or logo

Define major recipe sections
Define format for cookbook layout
Include recipes for 4 year olds
Provide a sample special recipe with family
charm
Write foreword that explains the reason for
the book
Set price structure for the cookbook
Outline useful tools and kitchen layout
Collect family heirloom recipes
Define Recipes of the Rich and Famous
section
Create 3 minute promotion infomercial
Define celebrity contributors/patrons
Determine Family Pet recipe items
Outline book tour scenario
Create measurements and substitution

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Scrum Simulation Part 1

Goal: To Develop a Marketing Brochure in 2 (2
day) Sprints
Building a Product Backlog
Select Brochure and Product Owner- 5 minutes
Team to select a Product Owner
Team to determine what brochure to work on
Create Product Backlog 30 minutes
Work with Product Owner to
Turn items into user stories on index
cards
If some are too big break them
down
Identify missing items if any
Estimate user stories using story points
Prioritize
Consider value, risks, dependencies,
etc

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Scrum Simulation Part 2

Sprint 1
Day 1
Complete a Sprint Planning Meeting
15 minutes
Select product backlog items for a 2 day
Sprint
Product Owner prioritizes, Team involved
Team tasks Product Backlog items
Team volunteers for tasks and commits
Add tasks to task board

Do your work in Sprint 1 - day 1 10

minutes
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0

Scrum Simulation Part 3

Sprint 1
Day 2
Complete a daily Scrum standup 2
minutes
Do your work in Sprint 1 day 2
10 minutes
Sprint 1 Review
Hold a Sprint review and demo 15
minutes

Sprint 1 Retrospective
Hold a Sprint retrospective 10 minutes
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Scrum Simulation Part 4

Sprint 2
Day 1
Complete a Sprint Planning Meeting
15 minutes
Select product backlog items for a 2 day
Sprint
Product Owner prioritizes, Team involved
Team tasks Product Backlog items
Team volunteers for tasks and commits
Add tasks to task board

Do your work in Sprint 2 - day 1 10

minutes
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Scrum Simulation Part 5

Sprint 2
Day 2
Complete a daily Scrum standup 2
minutes
Do your work in Sprint 2 day 2 10
minutes
Sprint 2 Review as time allows
Hold a Sprint review and demo (observed by
whole class)
Share with the class some lessons learned from
this exercise
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A Scrum reading list

Agile and Iterative Development: A Managers Guide by
Craig Larman
Agile Estimating and Planning by Mike Cohn
Agile Project Management with Scrum by Ken
Schwaber
Agile Retrospectives by Esther Derby and Diana Larsen
Agile Software Development Ecosystems by Jim
Highsmith
Agile Software Development with Scrum by Ken
Schwaber and Mike Beedle
Scrum and The Enterprise by Ken Schwaber
User Stories Applied for Agile Software Development
by Mike Cohn
Lots of weekly articles at www.scrumalliance.org

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