scrum mini courso sbqs ouro preto 2009

SBQS, Ouro Preto, 2009presented by

Mini Curso de Scrum

1

“Equally responsible for the initiation of project with predefined failure is management that insists upon having fixed commitments from programming personnel prior to the latter’s understanding what the commitment are for. Too frequently, management does not realize that in asking the staff for “the impossible”, the staff will feel the obligation to respond out of respect, fear or misguided loyalty. Saying “no” to the boss frequently requires courage, political and psychological wisdom, and business maturity that comes with much experience.”

-- The Management of Computer Programming Projects" by Charles Lecht. 1967

NOKIA - TEST

1. Do they deliver working software at the end of each Sprint (less than 4 weeks) that is tested at the feature level.

NOKIA - TEST

2. Do they do just enough specficiation before starting a Sprint and is their Product Backlog ready?

NOKIA - TEST

3. Do they have a Product Owner. A Product Backlog? Is it estimated by the team?

NOKIA - TEST

4. Does the team have a burndown chart and does the team know their velocity?

NOKIA - TEST

5. Is their team free from disruption during the Sprint?

The End

Complexity / Empirical Management

33

step factory enterprise

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Time

Technology

unstable

Requirements

stable

known unknown

SoftwareEmergent

Every Activity in Scrum is Timeboxed!

35

Stacey and Complexity

•Timebox

•Emergent

•Complexity

•Anarchy

•You need boundaries!

http://www.plexusinstitute.org/edgeware/archive/think/

main_aides3.html

http://www.plexusinstitute.org/edgeware/archive/think/main_aides3.html






It is typical to adopt the defined (theoretical) modeling approach when the underlying

mechanisms by which a process operates are reasonably well understood.

36

When the process is too complicated for the defined approach, the empirical approach is

the appropriate choice

PB

Sprint # 4

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VISION

Product Idea

The Scrum Flow

Releaseplan

Product Backlog

Sprint # 1 Sprint # 2 Sprint # 3

PR O D U C T O W N E R

PB PBPB PB

9:00

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Day 1

Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day!

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Release

Version 1.2

Releaseplan Update

version 0.0 version 1.0 version 1.2 version 2.0

C U S T O M E R C U S T O M E R

C U S T O M E R

M A N A G E R

M A N A G E R M A N A G E R

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SC R U M M A S T E R

U S E R U S E R

WHAT to do - Sprint Planning 1

PB

Analyse

HOW to do - Sprint Planning 2 CHECK it - Daily Scrum


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prioritized

Tactical Level

Strategic Level

History of Agile

41

Product Vision

agile foundation

43

• The New New Product Development Game, by Nonaka and Takeuchi

•Lean Management, Deming and Juran

• Iterative and incremental

development, Barry Boehm

• First Implemenations, Jeff Sutherland

HBRJANUARY–FEBRUARY 1986

The New New ProductDevelopment Game

Hirotaka Takeuchi and Ikujiro Nonaka

The rules of the game in new product develop-ment are changing. Many companies havediscovered that it takes more than the ac-

cepted basics of high quality, low cost, and differen-tiation to excel in today’s competitive market. It alsotakes speed and flexibility.

This change is reflected in the emphasis companiesare placing on new products as a source of new salesand profits. At 3M, for example, products less thanfive years old account for 25% of sales. A 1981 surveyof 700 U.S. companies indicated that new products

would account for one-third of all profits in the 1980s,an increase from one-fifth in the 1970s.1

This new emphasis on speed and flexibility callsfor a different approach for managing new productdevelopment. The traditional sequential or “relayrace” approach to product development—exempli-fied by the National Aeronautics and Space Admin-istration’s phased program planning (PPP) system—may conflict with the goals of maximum speed andflexibility. Instead, a holistic or “rugby” approach—where a team tries to go the distance as a unit, passing

Copyright © 1986 by the President and Fellows of Harvard College. All rights reserved.

In today’s fast-paced, fiercely competitive world of com-mercial new product development, speed and flexibilityare essential. Companies are increasingly realizing thatthe old, sequential approach to developing new productssimply won’t get the job done. Instead, companies in Japanand the United States are using a holistic method—as inrugby, the ball gets passed within the team as it moves asa unit up the field.

This holistic approach has six characteristics: built-ininstability, self-organizing project teams, overlapping de-velopment phases, “multilearning,” subtle control, andorganizational transfer of learning. The six pieces fit to-gether like a jigsaw puzzle, forming a fast flexible processfor new product development. Just as important, the newapproach can act as a change agent: it is a vehicle forintroducing creative, market-driven ideas and processesinto an old, riged organization.

Mr. Takeuchi is an associate professor and Mr. Nonaka,a professor at Hitotsubashi University in Japan. Mr.Takeuchi’s research has focused on marketing and globalcompetition. Mr. Nonaka has published widely in Japanon organizations, strategy, and marketing.

Authors’ note: We acknowledge the contribution of Ken-ichi Imai in the development of this article. An earlierversion of this article was coauthored by Ken-ichi Imai,Ikujiro Nonaka, and Hirotaka Takeuchi. It was entitled“Managing the New Product Development Process: HowJapanese Companies Learn and Unlearn” and was pre-sented at the seventy-fifth anniversary.

Colloquium on Productivity and Technology, HarvardBusiness School, March 28 and 29, 1984.

The rules of the game in new product development are changing. Many companies have discovered that it takes more than the accepted basics of high quality, low cost, and differentiation to excel in today’s competitive market. It also takes speed and flexibility. This change is reflected in the emphasis companies are placing on new products as a source of new sales and profits. At 3M, for example, products less thanfive years old account for 25% of sales

The Knowledge-Creating Company

by Ikujiro NonakaEditor’s Note: This 1991 article helped popularize the notion of “tacit” knowledge—the valuable and highly subjective insights and intuitions that are difficult to capture and share because people carry them in their heads.

http://harvardbusinessonline.hbsp.harvard.edu/hbrol/en/includes/sasearch.jhtml?author=Ikujiro+Nonaka

http://harvardbusinessonline.hbsp.harvard.edu/hbrol/en/includes/sasearch.jhtml?author=Ikujiro+Nonaka

Yahoo Chief Product Owner – “Scrum is faster, better, cooler! It’s the way we first built software at Yahoo, yet is scalable to large, distributed, and outsourced teams.”

presented by

The Scrum Roles3 Scrum Team Roles plus 3 Organizational Roles

2009

3 plus 3 roles in Scrum

ScrumMasterThe Film Director -- He protects the team from all distrubances. He is not part of the team. He improves the productivity of the Scrum-Team and controls the “inspect and adapt” cycles of Scrum . He makes sure that the agile ideals are understood and that they are respected by all stakeholders. He is not responsible for the delivery of the product.

Protect yourScrum-Team

52

RemoveImpediments

53

Run the Process

54

Work with Product Owner

Work with the Organization

Product OwnerThe Storywriter -- She drives the Product Owner from the business point of view. She communicates a clear vision of the product and she defines its main characteristics. She also accepts the product at the end of a Sprint. She makes sure that the team only works on the most valuable Backlog Items. She has the same goal as the team. She is responsible for the return on investment.

Return on Investment

Build and communicate Vision

Maintain Product Backlog

Acceptance of Delivery

Establish and maintainReleaseplan

The TeamThe Actors -- They deliver the product and they are responsible for the quality. They work with End User, PO and Customers to understand the business requirements. The Teams performs its commitment voluntarily. They work continuously with the PO to define the strategic direction of the project.

63

DeliverDeliverDeliver

64

Quality

65

EstimateEstimateEstimate

66

Commit!

67

Organize yourselves!

CustomerThe Producer -- She requests the product. She contracts the organization for developing products. Typically these are executive managers who by software development from external software development companies. In an internal product development organization this is the person who is responsible for approving the budget for product development.

Orders the Product

Pays the Product Development

Gives Feedback in Reviews

ManagerThe Studio Boss -- Management is essential in Scrum Organisations. It enables the Team to work by building the right work environment for Scrum Teams. Managers create structure and stability. He also works with the ScrumMaster to re-factor the structures of the organization and guidelines when necessary.

Makes sure a organizations will survive in case of failures

Ed Cutmil: Havard Business Review, 2008

Establish Rules and Guidelines

End UserThe Audience -- Can be played by a lof to people. The End-User is the one who knows the requirements and with this knowledge he defines the product by telling the team what he needs from its functionality.

Knows what he needs and want

Gives Feedback in Reviews

Participate in Sprint Planning 1

How they work together!

ScrumMaster works with Product Owner to ensure the Product Owner fulfills his job.ScrumMaster coaches the Product Owner and helps him against outsides odds.

ScrumMaster works with the Team to ensure that everyone agrees what he had agreed to do! Protects the Teams.Removes impediments

Product Owner works with the customer to ensure that he meets her own return on investment. Customer will push the Product Owner but she will keep her interests in mind.

Team works with End User to understand the needs of the End-User. To write the application according to spezifications of the End-User

ScrumMaster works with the Manager to re-factor guidelines and processes, to ensure the Scrum-Teams gets what it needs.

Product Owner needs to know what the market (the End User) wants to have. He needs to know the needs to be able to prioritize the product Backlog

References

Agiles Projektmanagement mit Scrum, Ken SchwaberAgile Software Development with Scrum, Ken SchwaberScrum and the Enterprise, Ken SchwaberScrum, Boris GlogerScrum, Roman PichlerHow Pixar Fosters Creativity, Ed Cutmill, HBR 2008Kotter, What Leaders really doHenry Mintzberg "The Manager's Job: Folklore and Fact"

Company in USA: Portal Company

5 Product Owners: News, Email, Products, Security, Infrastructure

1 Scrum Development Team, 9 people

1 integrated product: Portal.

What kind of problems do you get, if the ScrumMaster is part of the team?

ScrumMaster = Change Agent

89

Scrum a Change ProcessMost projects deliver software every 6 to 18 months. Scrum reduces this to many 1 month deliveries to increase

control via inspect/adapt.

This puts stress on the team and organization, exposing underlying problems and limitations.

The ScrumMaster’s job is to prioritize these problems and help the organization overcome them to get better at software development, managing software investments, and becoming a community to work in.

90

ScrumMaster = Leader and Facilitator

Removing the barriers between development and the customer so the customer directly drives development

Teaching the customer how to maximize ROI and meet their objectives through Scrum

Improving the lives of the development team by facilitating creativity and empowerment

Improving the productivity of the development team in any way possible and,

Improving the engineering practices and tools so each increment of functionality is potentially shippable.

91

A Day in Life of a ScrumMaster

92

Ensure everyone is doing what they have agreed to do

Determine where Scrum is compared to where it could be and update your own Scrum product backlog

Work the product backlogA dead ScrumMaster is a useless ScrumMaster

and,Use all of your senses, including common sense,

and remember that you have no authority.

Impediments II

The tyranny of the waterfall

The illusion of command and control and,

The era of opacity.

93

Scrum Teams

94

Cross Functional with No “Roles”

Multi Disciplinary

5 - 9self-sustainable

Rules of Etiquette

Team should create “Teams rules”

Never use the word “you”

Be on time

Use a talking stick

No name calling

96

Collaboration

The Product Owner is not enemy

Other teams need to understand that we need them

We all deliver to the same goal

Open collocated space is recommended

97

Strategic Planning / Agile Planning

98

Purpose of planning?

99

What is planning?

What is estimation?

Why do we do planning?

Are you successful?

What is your biggest issue in planning?

Please discuss on your tables:

Timebox 10 min

Planning is ...Planning is the (psychological) process of thinking about the activities required to create a desired future on some scale. This thought process is essential to the creation and refinement of a plan, or integration of it with other plans.

Planning is a dialogue.

Dia = through;

Logos = Word / Thinking

100

http://en.wikipedia.org/wiki/Plan

http://en.wikipedia.org/wiki/Plan

size & duration

101

Country-Points

Finland

Denmark

USA

China

Austria

Canada

Brazil

France

UK

Germany

Italy

Slowakia

The Product Backlog• Emergent

• Deliverables, Stories, Functionality Requirements

• Prioritized and Estimated

• More detailed on higher priority items

• Anyone can contribute

• Product owner is responsible for priority

• Maintained and posted visibly

• Business Plan

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PB

VISION

Product Idea

The Scrum Flow

Releaseplan

Product Backlog



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©2009

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PlanningPoker


Play!

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prioritized

Tactical Level

Strategic Level

Strategic Planning Process

VisionProduct BacklogPrioritization EstimationVelocity EstimationReleaseplanning

Vision

Product Backlog

Prioritization

Sizing

Release planning

StrategicPlanningresponsible support

Sprint Planning # 1

Sprint Planning # 2

Daily Scrum

Sprint Review

Sprint Retrospective

TacticalPlanningresponsible support

PB

VISION

Product Idea

The Scrum Flow

Releaseplan

Product Backlog



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©2009

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PlanningPoker


Play!

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prioritized

Tactical Level

Strategic Level

PB

Sprint # 4

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VISION

Product Idea

The Scrum Flow

Releaseplan

Product Backlog



PB PBPB PB

9:00

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Day 1

Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day!Sp

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©2009

Understand

T E A M

85

138203

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PlanningPoker


Play!

PB

prioritized

Tactical Level

Strategic Level

PB

Sprint # 4

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Product Idea

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Releaseplan

Product Backlog



PB PBPB PB

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PB

prioritized

Tactical Level

Strategic Level

PB

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VISION

Product Idea

The Scrum Flow

Releaseplan

Product Backlog



PB PBPB PB

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Version 1.2

Releaseplan Update



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PB

prioritized

Tactical Level

Strategic Level

PB

VISION

Product Idea

The Scrum Flow

Releaseplan

Product Backlog



PB PBPB PB

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PB

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PB

prioritized

Tactical Level

Strategic Level

Write down the questions you want to have answered this day.

Questions for the day

PB

Sprint # 4

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Product Idea

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T E A M

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138203

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PB

Estim

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PB

prioritized

Tactical Level

Strategic Level

Estimation Meeting

116

Preparation of Sprint PlanningFormal estimationSpend at least two meetings per SprintEstimate only Size not Time=> Input for Release Planing

Tactical Level Sprint Planning 1

Sprint Planning 2

Daily Scrum / Day 2

Daily Scrum / Day N

Sprint Review


Analysis / Pulling Backlog Items

Design

Synchronisation / Pulling Tasks

Results

Improvement

Scrum MeetingsResults

Daily Scrum Meetings• Daily 15 minute meeting• Same place and time every day• Meeting room• Chickens and pigs• Three questions

• What have you ACHIEVED since last meeting?• What will you ACHIEVE before next meeting?• What is in your way?

• Impediments and• Decisions

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PB

VISION

Product Idea

The Scrum Flow

Releaseplan

Product Backlog



PB PBPB PB

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Planning Meeting

121

Product Backlog

Team Capabilities

Business Conditions

Technology Stability

Executable ProductIncrement

Review,Consider,Organize

Next Sprint Goal

Selected ProductBacklog

Sprint Backlog

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Sprint ReviewWhen a Team member says “done,” what does that mean?

Code adheres to standards, is clean, has been re-factored, has been unit tested, has been checked in, has been built, and has had a suite of unit tests applied to it

Development environment for this to happen requires source code library, coding standards, automated build facility, and unit test harness

Done!

125

Evaluation ConsequencesRestoring unfinished functionality to the Product Backlog and prioritizing it.Removing functionality from the Product Backlog that the team unexpectedly

completed.Working with the ScrumMaster to reformulate the team.Reprioritizing the Product Backlog to take advantage of opportunities that

the demonstrated functionality presents.Ask for a release Sprint to implement the demonstrated functionality, alone

or with increments from previous Sprints.Choosing not to proceed further with the project and not authorizing another

Sprint.Requesting that the project progress be sped up by authorizing additional

teams to work on the Product Backlog.

126


127

Running a Sprint

128

Running

30 daysTeam builds functionality that includes

product backlog and meets Sprint goalTeam self-organizes to do workTeam conforms to existing standards and

conventionsTracks progress

129

Monitoring a Sprint

130

SPRiNT Burn Down

Product Burn Down / Sprint / Release

Velocity Chart

Parking Lot Chart

News -- 50 Produkte -- 30 Schnittstellen - 10 ...

30

209

x

131

137

Hrs

Tage

Trendline

aktuelle Tendline

Sprint Ende

Abnormal termination

Sprints can be cancelled before the allotted thirty days are over

Team can cancel Sprint if they feel they are unable to meet Sprint goal

Management can cancel Sprint if external circumstances negate the value of the Sprint goal and

If a Sprint is abnormally terminated, the next step is to conduct a new Sprint planning meeting, where the reason for the termination is reviewed.

138

Common Pitfalls

139

If you do not have in place:

140

1. Prodcut Owner is missing

1.1.No Vision

1.2.No roadmap

1.3.No product backlog

2. Product Backlog

2.1.Is not sized

2.2.is not estimated

2.3.is not prioritized

3. Sprint meeting

3.1.Team accepts backlog items “not ready”

4. Sprint Interference

5. No Burn-Down Chart

6. No Daily Meeting

7. No Impediment List

8. Software not Done

9. No retrospective

What is hard about Scrum?

141

1. Overwhelming details if not managed

2. Cross-functional team understanding

3. Getting a product backlog

4. Non-dedicated resources

5. Integrating support tasks

6. Estimation / metrics

7. Daily estimates / decomposition of work

8. Longer term planing / coordination with other teams - conflicting priorities

9. Time for research / slack

"My advice is to do it by the book,get good at the practices,then do as you will.Many people want to skip to step three.How do they know? " -- Ron Jeffries

1. Shu (守:しゅ, Shu? "protect", "obey")

— traditional wisdom — learning fundamentals, techniques, heuristics,

proverb.

2. Ha (破:は, Ha? "detach", "digress") —

breaking with tradition — finding exceptions to traditional wisdom,

reflecting on their truth, finding new ways, techniques, and proverbs

3. Ri (離:り, Ri? "leave", "separate") —

transcendence — there are no techniques or proverbs, all moves are

natural

bor!s gloger

Copyright of this presentation is by Boris Gloger.

Further Information you get from:

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scrum mini courso sbqs ouro preto 2009

Technology

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