The Agile Manifesto

Some thought starters for Ogilvy on how

to work with Agile and SCRUM approaches
to managing projects

The
Creed

#1

Individuals and interactions

over

Processes and tools

The
Creed

#2

Working software
over

Comprehensive
documentation

The
Creed

#3

Customer collaboration
over

Contract negotiation

The
Creed

#4

Responding to change
over

Following a plan

Principle:

#1

Our highest priority is to

satisfy the customer
through early and
continuous delivery of
valuable software.

Principle:

#2

Welcome changing
requirements, even late in
development. Agile
processes harness change
for the customer's
competitive advantage.

Principle:

#3

Deliver working software

frequently, from a couple of
weeks to a couple of
months, with a preference
to the shorter timescale.

Principle:

#4

Business people and

developers must work
together daily throughout
the project.

Principle:

#5

Build projects around

motivated individuals. Give
them the environment and
support they need, and
trust them to get the job
done.

Principle:

#6

The most efficient and

effective method of
conveying information to
and within a development
team is face-to-face
conversation.

Principle:

#7

Working software is the

primary measure of
progress.

Principle:

#8

Agile processes promote

sustainable development.
The sponsors, developers,
and users should be able to
maintain a constant pace
indefinitely.

Principle:

#9

Continuous attention to
technical excellence and
good design enhances
agility.

Principle:

# 10

Simplicity--the art of
maximizing the amount of
work not done--is essential.

Principle:

# 11

The best architectures,

requirements, and designs
emerge from selforganizing teams.

Principle:

# 12

At regular intervals, the

team reflects on how to
become more effective,
then tunes and adjusts
its behavior accordingly.

Scrum Basics
Pete Deemer
CPO, Yahoo! India R&D

The Basics of Scrum

Scrum
Master

Daily Scrum
Meeting

4-Week
Sprint

Product Owner
1 1
2 2
3 3
4 4
5
6
7
8
9
10
11
12
13

Review

The Team

Commitment

No Changes
(in Duration or Deliverable)

Potentially
Shippable
Product

Retrospective

The Basics of Scrum

Scrum
Master

Daily Scrum
Meeting

4-Week
Sprint

Product Owner
1
2
3
4
5
6
7
8
9
10
11
12
13

Review

The Team

Commitment

No Changes
(in Duration or Deliverable)

Potentially
Shippable
Product

Retrospective

Product Owner
Responsible for the overall project vision and goals
Responsible for managing project ROI vs. risk
Responsible for taking all inputs into what the
team should produce, and turning it into a
prioritized list (the Product Backlog)
Participates actively in Sprint Planning and Sprint
Review meetings, and is available to team
throughout the Sprint
Determines release plan and communicates it to
upper management and the customer

The Basics of Scrum

Scrum
Master

Daily Scrum
Meeting

4-Week
Sprint

Product Owner
1
2
3
4
5
6
7
8
9
10
11
12
13

Review

The Team

Commitment

No Changes
(in Duration or Deliverable)

Potentially
Shippable
Product

Retrospective

Team
7 people, + or 2

Has worked with as high as 15, as few as 3

Can be shared with other teams (but better when not)
Can change between Sprints (but better when they dont)
Can be distributed (but better when co-located)

Cross-functional
Possesses all the skills necessary to produce an increment
of potentially shippable product
Team takes on tasks based on skills, not just official role

Self-managing
Team manages itself to achieve the Sprint commitment

The Basics of Scrum

Scrum
Master

Daily Scrum
Meeting

4-Week
Sprint

Product Owner
1
2
3
4
5
6
7
8
9
10
11
12
13

Review

The Team

Commitment

No Changes
(in Duration or Deliverable)

Potentially
Shippable
Product

Retrospective

The Role of the ScrumMaster

The ScrumMaster does
everything in their power to
help the team achieve success
This includes:
Serving the team
Protecting the team
Guiding the teams use of Scrum

What the ScrumMaster Does

Serves the team
The ScrumMaster takes action to help remove
impediments to the teams effectiveness
The ScrumMaster facilitates the teams group
interactions, to help the team achieve its full
potential

Protects the team

The ScrumMaster protects the team from anything
that threatens its effectiveness, such as outside
interference or disruption
The ScrumMaster will need to confront
uncomfortable issues, both inside and outside the
team

Guiding the teams use of Scrum

The ScrumMaster teaches Scrum to the team and
organization
The ScrumMaster ensures that all standard Scrum
rules and practices are followed

The Basics of Scrum

Scrum
Master

Daily Scrum
Meeting

4-Week
Sprint

Product Owner
1
2
3
4
5
6
7
8
9
10
11
12
13

Product Backlog

Review

The Team

Commitment

No Changes
(in Duration or Deliverable)

Potentially
Shippable
Product

Retrospective

Product Backlog
Product Owner lists
items in descending
order of priority (highest
priority item is listed
first, next-highest is
second, etc.)
Size estimates are rough
estimates (can either be
arbitrary points, or
ideal days)

Product Backlog
List of everything that could ever be of
value to the business for the team to
produce
Ranked in order of priority

Priority is a function of business value versus risk

Product Owner can make any changes they

want before the start of a Sprint Planning
Meeting
Items added, changed, removed, reordered

How much documentation is up to the team

and Product Owner to decide
The farther down the list, the bigger and
less defined the items become
~2 Sprints worth are defined in detail

The Basics of Scrum

Scrum
Master

Daily Scrum
Meeting

4-Week
Sprint

Product Owner
1
2
3
4
5
6
7
8
9
10
11
12
13

Product Backlog

Review

The Team

Commitment

No Changes
(in Duration or Deliverable)

Potentially
Shippable
Product

Retrospective

Sprint Planning Meeting

Takes place before the start of every Sprint

Team decides how much Product Backlog it will
commit to complete by the end of the Sprint, and
comes up with a plan and list of tasks for how to
achieve it
Whats a good commitment?
Clearly understood by all
Shared among the team
Achievable without sacrificing quality
Achievable without sacrificing sustainable pace

Attended by Team, Product Owner, ScrumMaster,

Stakeholders
May require 1-2 hours for each week of Sprint
duration
2 week Sprint = 2-4 hours, 4 week Sprint = 4-8 hours

Sprint Pre-Planning
Meeting
Not textbook Scrum, but many teams find it
useful
Takes place several days before the end of a
Sprint (and start of the next Sprint)
Product Owner spends an hour walking the
team through the items at the top of the
Product Backlog for the next Sprint
Team asks questions, requests clarification,
recommend items to be broken down
Review &
Sprint Planning
Sprint 4
Pre-Meeting
further
Retrospective
Meeting for
Begins
for Sprint 4

Weds

Thurs

for Sprint 3

Sprint 4

(afternoon)

(morning)

Fri

Mon

Tues

Daily Scrum Meeting

Every weekday
Whole team attends
Everyone stands
Lasts 15 minutes or less
Everyone reports 3 things only to
each other

What was I able to accomplish since last meeting

What will I try to accomplish by next meeting
What is blocking me

No discussion, conversation until

meeting ends
Product Owner can attend and report
Update of artifacts after standup

Table Exercise: Daily Scrum

Meeting
Do a Daily Scrum Meeting for your
table
One person plays the role of ScrumMaster
The rest of the table are team-members

Each team-member reports to the

group:
What I was able to get done since last
Daily Standup Meeting
What I will try to get done by the next
Daily Standup Meeting
What is blocking me? (If nothing, say No
Blocks)

Updating the Sprint Backlog

Before or after the Daily Scrum,
team members update the hours
remaining on the Sprint Backlog

The Basics of Scrum

Scrum
Master

Daily Scrum
Meeting

4-Week
Sprint

Product Owner
1
2
3
4
5
6
7
8
9
10
11
12
13

Review

The Team

Commitment

No Changes
(in Duration or Deliverable)

Potentially
Shippable
Product

Retrospective

Sprint Review
Purpose of the Sprint Review is
Demo what the team has built
Generate feedback, which the Product Owner can
incorporate in the Product Backlog

Attended by Team, Product Owner,

ScrumMaster, functional managers, and any
other stakeholders
A demo of whats been built, not a
presentation about whats been built
no Powerpoints allowed!

Usually lasts 1-2 hours

Followed by Sprint Retrospective

The Basics of Scrum

Scrum
Master

Daily Scrum
Meeting

4-Week
Sprint

Product Owner
1
2
3
4
5
6
7
8
9
10
11
12
13

Review

The Team

Commitment

No Changes
(in Duration or Deliverable)

Potentially
Shippable
Product

Retrospective

Sprint Retrospective
What is it?
1-2 hour meeting following each Sprint
Demo
Attended by Product Owner, Team,
ScrumMaster
Usually a neutral person will be invited in
to facilitate
Whats working and what could work
better

Why does the Retrospective matter?

Accelerates visibility
Accelerates action to improve

Thank You