student workbook professional scrum masterteam start-up 10 make roughly even-sized teams of 5...

1© 1993-2019 Scrum.org, All Rights Reserved

V7.0 ©1993 – 2019 Scrum.org All Rights Reserved

ProfessionalSCRUM MASTER

@ScrumDotOrg

Elabor8 1

Student Workbook

1

V7.0 ©1993 – 2019 Scrum.org All Rights Reserved@ScrumDotOrg 2

1

“If you haven’t found it yet, keep looking. Don’t settle. As with all matters of the heart, you’ll

know when you find it.”

- Steve Jobs

Introductions

2



• Introductions• Theory & First Principles• The Scrum Framework• Done & Undone

3

Agenda

• Product Delivery with Scrum• People & Teams• The Scrum Master• Closing

With joyful exercises along the way!

3


Exercise

minutes

4

Team Start-Up

10

Make roughly even-sized teams of 5 members, or less, with each team having mixed ranges of Scrum skills and experience. Organize your working environment.

Post for all to see:• What is Scrum• The purpose of a Scrum Master• 3 things you want to learn in this class

4



Exercise

minutes

5

It’s Your Experience. Own It.

10

Scrum Values are the foundation for practices and behavior on a Scrum Team. Prepare a poster with a set of guidelines for us to use during this class to ensure we remain aligned with the Scrum Values.Consider how you would like the class to operate, making it clear how it will run.

5


Professional Scrum at Scrum.org

6

www.scrum.org/courses

All members of a Scrum Team including: Developers・ScrumMasters・Product Owners・

Analysts・Testers …

Everyone! Scrum Masters・Managers・Scrum Team Members

Experienced Scrum Masters Product Owners・ProductManagers・Advanced

Practitioners

Managers・Leaders・ProductOwners・Scrum Masters

All members of a Scrum Team including: Development Team Members・Scrum Masters・

Product Owners

Development Leads and Managers・Scrum Masters・Project Managers・Advanced

Practitioners

UX Practitioners・Product Owners ・All members of Scrum Team

6



• Provide experience and insights so students understand how to best use Scrum to build complex products.• Understand the theory and

principles behind Scrum that guide decision making, and the Scrum Master role in doing so.

7

Professional Scrum Master Course

• People looking to broaden and deepen their understanding of the Scrum framework and the role of the Scrum Master.• Ideally have read the Scrum

Guide complemented with practical experience.

PURPOSE AUDIENCE

7


2

“A person with a new idea is a crank until the idea succeeds.”

- Mark Twain

Theory and First Principles

8



minutes

A Day in the Life…

9

Meeting the Team

5

You are the new Scrum Master for a team that tells you about the terrible temperature in their room. Bob, from the central building services, needs to program the heating, air conditioning, venting, and blinds throughout the day. You work with the team on assembling a list with all the variables that influence the room temperature to program the climate system upfront. No adjustments are possible during the day.The team wants a constant and comfortable room temperature.

Question: What variables will you take into account? (hint: number of people)

PURPOSEExplore how variables lead to complexity

9


Exercise

minutes

10

The Complexity of Product

Development

5

List the variables and parameters that have to be considered in product development.

How predictable are they?What would you do to control them?

10


V7.0 ©1993 – 2019 Scrum.org All Rights Reserved 11

The Complexity of Product Development

• Simpleeverything is known

• Complicatedmore is known than unknown

• Complexmore is unknown than known

• Chaoticvery little is known

Source: Ralph Stacey, University of Hertfordshire

Scrum

11


Relating Complexity to Management Style

12

Environment Characteristics Leader’s Job

Chaotic

• High turbulence• No clear cause-and-effect• Unknowables• Many decisions and no time

• Immediate action to re-establish order• Prioritize and select actionable work• Look for what works rather than perfection• Act, sense, respond

Complex• More unpredictability than predictability• Emergent answers• Many competing ideas

• Create bounded environments for action• Increase levels of interaction and communication• Servant leadership• Generate ideas• Probe, sense, respond

Complicated• More predictability than unpredictability• Fact-based management• Experts work out wrinkles

• Utilize experts to gain insights• Use metrics to gain control• Sense, analyze, respond• Command and control

Simple

• Repeating patterns and consistent events• Clear cause-and-effect• Well established knowns• Fact-based management

• Use best practices• Extensive communication not necessary• Establish patterns and optimize to them• Command and control

L

12



Relating Complexity to Management Style

13

Environment Characteristics Leader’s Job

Chaotic

• High turbulence• No clear cause-and-effect• Unknowables• Many decisions and no time

• Immediate action to re-establish order• Prioritize and select actionable work• Look for what works rather than perfection• Act, sense, respond

Complex• More unpredictability than predictability• Emergent answers• Many competing ideas

• Create bounded environments for action• Increase levels of interaction and communication• Servant leadership• Generate ideas• Probe, sense, respond

Complicated• More predictability than unpredictability• Fact-based management• Experts work out wrinkles

• Utilize experts to gain insights• Use metrics to gain control• Sense, analyze, respond• Command and control

Simple

• Repeating patterns and consistent events• Clear cause-and-effect• Well established knowns• Fact-based management

• Use best practices• Extensive communication not necessary• Establish patterns and optimize to them• Command and control

J

13


Servant leadership is

often misunderstood.

Servant Leadership

14

• Success measured by the growth and success of others.• Influence individuals and teams to take

greater responsibility for actions and outcomes.• Lead without using authority or force; people

choose to follow.• Inspire others to higher greatness.

Adapted from Robert K. Greenleaf essay The Servant as Leader

14



• Work and outcomes are understood before execution• Given a well-defined set of inputs,

the same outputs are generated every time• Follow the pre-determined steps

to get known results

Examples: Assembly line, construction, accounting

15

The Right Process for the Right Problem

• Frequent inspection and adaptation occurs as work proceeds• Processes are accepted as

imperfectly defined• Outputs are often unpredictable

and unrepeatable

Examples: Sales, marketing, theater, creative writing

PREDICTIVE EMPIRICAL

15


Empirical Processes Require Trust & Courage

16

Trust & Courage Transparency Inspection Adaptation

16



minutes


17

Meeting the Management

10Explain to the CEO what ‘Agile’ is about.

PURPOSEExploring the essential advantages of Agility

17


-noun1. The ability to rapidly and deliberately respond to changing

demand, while controlling risk. 2. Flexibility, the capacity and capability of rapidly and efficiently

adapting. 3. The ability to innovate.

18

Definition of Agility (n)

React Explore (options) Lead

18



Scrum (noun): A framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value.

Scrum is• Lightweight tool for enabling business agility• Simple to understand, yet difficult to master

19

Definition of Scrum

www.scrumguides.org

19


Scrum Implements the Three Legs of Empirical Process Control

20

Transparency

InspectionAdaptation

We all know what is going on.

Check your work as you do it.

OK to change tactical direction.

20



Limit risk, provide transparency and be able to adapt through short, high value iterations:• To deliver valuable, opportunistic pieces of

functionality frequently.• By self-organizing, cross-functional teams.

21

Scrum Is a Foundation for Agility

Sprint Sprint Sprint Sprint Sprint

Working software is available.

21


Comparing Evolutions

22

Visibility

Business Value

Ability to Change

Risk

Waterfall Scrum

22



Scrum: What’s in a Name?

“…as in Rugby, the ball gets passed within the team as it moves as a unit up the field.”

- Takeuchi-Nonaka – The New New Product Development Game (1986)

23


Exercise

minutes

24

Is It Customer Service?

10

You are a student working your way through college. You work at Burger Kitchen earning minimum wage. You are on the 2pm to 11pm shift, and the only person on duty. You are cleaning up at 10:30pm when a customer approaches and orders a Double Burger Kitchen Deluxe with onions, cheese, and bacon and an order of fries. You ring up the order. The price is $6. The customer informs you that he only has $1.20.• Burger Kitchen is high quality. Everything is cooked from

scratch.• There is no pre-cooked food you were planning on throwing out. • Burger Kitchen uses strict inventory control. Anything you take

to give to the customer will be charged to your paycheck. • You have not yet entered the order.

Question: What do you do? What do you tell the customer?

PURPOSEExplore the impact of courage and transparency

24



TAKEAWAY

• Product development resides in the complex domain• The best fit for complexity is the empirical process• The 3 legs of empiricism are transparency,

inspection and adaptation• Transparency requires trust and courage

25

Theory and First Principles

25


Suggested Reading

“The New New Product Development Game” (Takeuchi, Nonaka) “A Leader’s Framework for Decision-Making” (Snowden, Boone)

26



3

“A man who carries a cat by the tail learns something he can learn in no other way.”

- Mark Twain

The Scrum Framework

27


Exercise

minutes

28

What Is Needed for Scrum?

5

Create a sticky for every element of the Scrum framework:

Roles Artifacts Events

• • •

• • •

• • •

•

•

What else do you associate with Scrum?

28



Exercise

minutes

29

Fitting the Pieces Together

15

Each student, add an element of Scrum to the following scheme:

29


Roles, Artifacts and Events in the Scrum Framework

30

Roles

• Product Owner• Development Team• Scrum Master

Artifacts

• Product Backlog• Sprint Backlog• Increment

Events

• Sprint• Sprint Planning• Daily Scrum• Sprint Review• Sprint Retrospective

30



Sprints are time-boxed iterations that serve iterative-incremental development.• All development is done within a Sprint• A Sprint contains the time-boxed Scrum events• A Sprint is 1 month or less, and it is best to have a consistent duration• Sprint length is determined by acceptable planning horizon

• Scrum knows no phases, only Sprints• No testing, hardening, release, analysis Sprints

31

What Is a Sprint in Scrum?

The entire point of Scrum is to create a Done Increment.

31


Roles: Each One Has a Specific Responsibility

32

+ Development Team

+ Scrum Master

Product Owner

= SCRUM TEAM

• Optimizes value of the Product• Manages the Product Backlog

• Creates Done Increments• Manages itself

• Manages the Scrum Framework• Removes Impediments

32



minutes


33

Exploring Accountability

5

With the temperature problem removed, you can focus more on the team.You discover that there isn’t really a Product Owner in the team. The Development Team therefore creates the Product Backlog.

What would you advise them?

33


minutes


34

Judi Is in Trouble

5

Your CEO has a friend in trouble. Judi is CEO of a community portal in San Francisco. The portal has over 20m subscribers, of whom about a million are always active.The portal has not been updated with new functionality for over 5 months. Only news and data are updated.There are five Product Managers, all vice presidents, responsible for advertising, dating, community, vacations, and classified functionality. They each receive commissions on the revenue from their respective portals.

Question: She asks you for a recommendation for Judi to fix this.

PURPOSEDemonstrate accountability of Scrum roles

34



minutes


35

David Saves the Day

5

David is Product Owner at Sprint Planning.He presents a Product Backlog different from what he and the other Product Managers agreed on. After more than 3 hours of bickering, David and the Product Managers are nowhere.

Question: You are there to help them get started. What do you suggest?

PURPOSEDemonstrate Scrum roles

35


“Every Sprint you can have us do something new as you see fit.”

FLEXIBILITY

36

A Sprint Is an Agreement

“We leave you alone to let you work on what we need most.”

STABILITY

THE DEVELOPMENT TEAM CLIENTS

36



Exercise

minutes

37

Sprint Planning Is the First Step

5

During Sprint Planning, the Development Team doesn’t know how much Product Backlog to forecast.

What should they take into account?

37


Sprint Planning Flow

38

Development Team (Velocity + Capacity) Product Backlog

Sprint Goal + Forecast + Sprint Backlog

Definition of “Done”

Retrospective Commitments

Analyze, evaluate and select Product Backlog for Sprint.Sprint Goal gives direction

Decompose into actionable plan

Enough work is decomposed

What

How

1

2

38



Sprint Backlog• Sprint scope is a forecast and refines as a Sprint progresses.

• Scope may be re-negotiated upon Sprint learning.

• Sprint Goal provides guidance for the Sprint and flexibility on how the functionality is implemented.

• No changes are made that would endanger the Sprint Goal.

• After items are selected to be in the Sprint, the remaining Product Backlog will continue to change, evolve, and be refined.

39

Sprint Goal and Scope

ProductBacklog

Open for change at all times

Supporting Goal

39


• Sprints may be cancelled early, i.e. before the time-box expires.• Only by the Product Owner• Prefer adjusting Sprint Scope

• A Sprint would be cancelled if the Sprint Goal becomes obsolete• Reasons to cancel may include changes in competition, business,

or technology feasibility.• After a Sprint cancellation, re-plan the Sprint.

40

Cancelling a Sprint

40



• Sprint Backlog consists of the selected Product Backlog items and a plan to deliver them.• Selected Product Backlog items are often decomposed.•Work for the Sprint emerges.• Development Team members sign up for work, they aren’t

assigned.• Development Team members may modify the Sprint Backlog

anytime, as they see fit.

41

Sprint Backlog

41


Daily Scrum

• 15 minute time-box daily event.• Consistent place and time.• Development Team inspects

their progress toward the Sprint Goal.• Development Team creates a

plan for the next 24 hours.• Not a problem solving meeting.• Not a status meeting.

42



A commonly applied tactic to

visualize progress is a

burndown chart.

Monitoring Sprint Progress

43

Work remaining is updated daily• Reflects Development Team intuition• A trend may be used to look forward• Posted for high visibility

43


minutes


44

Burndown as Expected?

5

The Scrum Master of another team in the company shows you how well his team is doing.The team is meeting its forecasts and planning well.He shows the displayed burndown.

What do you think?

time

wor

k re

mai

ning

burndown

44



minutes


45

A Little More Time

5

The Development Team is doing well during the Sprint.However, 3 days before the time-box of the Sprint expires, they request a little more time, 1 or 2 days at most, to get the testing done.

Question: Do you extend the Sprint?PURPOSEExamine the value of time-boxing

45


Exercise

minutes

46

A Sprint Is a Feedback Loop

5

• Connect the statements to the Scrum events. • Cross out incorrect statements.

Sprint Review

Sprint Retrospective

Inspect the Increment

The Product Owner informs the team of the Velocity

required for the next Sprint

Figure out how to make the next Sprint more enjoyable

The Scrum Team inspects itself

Inspect Product Backlog and likely completion dates

Adapting the definition of “Done” to increase product

quality

A demo to promote the product to the stakeholders

Inspect how the Sprint went with regards to people and

relationships

Inspect marketplace changes and potential use of the

product

Adapt the Product Backlog

A status meeting for the steering committee

Stakeholders applaud the Development Team for their

hard work

46



This is a collaborative

working session, not a

demonstration.

Flow of the Sprint Review

47

Sprint ProductBacklog

Increment Current BusinessConditions

Review, discover & rearrange info

Updated Product Backlog

47


Sprint Retrospective

• Scrum Team inspects how the last Sprint went.• People, relationships,

process, tools• Definition of “Done”

• Scrum Team selects actionable improvements for implementation next Sprint.

48



Scrum Events Quick Reference

Event Inspection Adaptation Who Attends Time-box for 1 Month

Sprint Planning Product Backlog Sprint Goal, Forecast,Sprint Backlog Scrum Team 8 hours

Daily Scrum Progress toward Sprint Goal Sprint Backlog Development Team 15-minutes (always)

Sprint Review Increment, Sprint, Product Backlog Product Backlog Scrum Team

Stakeholders 4 hours

Sprint Retrospective SprintActionable and

committed improvements

Scrum Team 3 hours

Every element of Scrum serves empiricism.

49


Exercise

minutes

50

Scrum Values and Empiricism

5

The Scrum Values are essential to the effective use of Scrum.

How do the Scrum Values enable or inhibit empiricism?

PURPOSE

Understand the relationship between the Scrum Values and maximizing the effectiveness of empiricism.

50



TAKEAWAY

• Scrum implements empiricism in product development.• Every Scrum role has a clear accountability.• The Scrum artifacts provide transparent

information.• The Scrum events serve transparency, inspection

and adaptation.

51

The Scrum Framework

51


Suggested Reading

“The Scrum Guide” (Ken Schwaber, Jeff Sutherland)

“Scrum – A Pocket Guide” (Gunther Verheyen)

• “Agile Project Management with Scrum” (Ken Schwaber)

The Sc G de

The Definitive Guide to Scrum: The Rules of the Game

November 2017

Developed and sustained by Scrum creators: Ken Schwaber and Jeff Sutherland

52



4

“Do, or do not. There is no try.”

- Yoda

Done and Undone

53


Exercise

minutes

54

Quality, a Habit?

5

Christine is Product Owner. Based on the average velocity of the previous release (13 units of work), Christine estimated a new release of the product to take 7 Sprints. Development is 3 Sprints underway. Product Backlog has been stable.Over these first Sprints, the Development Team reported an average velocity of 9, although not all functionality was fully tested. The Development Team estimates that the missing testing would have required 10% more time. Christine considers the current functionality cohesive enough for her users and wants to release it.

Question: What is the most effective way to proceed?

PURPOSEHow the definition of “Done” serves transparency

54



An 800-person development organization planned 9 Sprints with 3 release candidates before doing an actual release.

55

How Done Are They?

RRC

Sprint Sprint Sprint

RC


RC


RRC


RC


RC

Sprint Sprint Sprint Stabilization

Every Sprint, Increments were reviewed. However, the release candidates had non-integrated functionality and code. The stabilization effort took 5+ months.

55


Actual WorkTrajectory

Actual Baseline

Undone Work Uplifts the Work Baseline

56

ProductBacklog

Time

Perceived WorkTrajectory

Perceived Baseline Perceived Work+ Undone Work

Actual Work Required

Remember: Undone Work does not accumulate linearly

Undone WorkAccumulation

56



You might be “Done” and still

build up technical debt.

Technical Debt

57

• Technical debt is deferred work for the product, often the result of decisions made by the Development Team to trade quality for speed.• Technical debt can take many forms.• Technical debt can be seen as brittle or

difficult to change code.• It can be incurred consciously or not.• Technical debt affects transparency.

57


Technical Debt Slows Throughput

58

Adding New Features

Fighting Technical

Debt

58



• Customers believe they can demand something and it can be done.• Developers willingly or unconsciously cut quality to support the

belief. • Results include:• Developers and customers resent the profession.• Failing products, failing companies, and hateful work.

59

Technical Debt Is a Crisis in Our Profession

59


• Stop creating debt.•Make a small payment each

Sprint.• This deferred work should be in

the Product Backlog.• Repeat.

60

Paying Back Technical Debt

60



Exercise

minutes

61

What Does It Mean to Be “Potentially

Releasable?”

5

Your Scrum Team is one of 7 teams working on a new release of firmware for a life-critical product that is shipped internationally.You use 2-week Sprints. Each team has all the skills to fully develop the requirements into a “Done” Increment.

Question: What would your definition of “Done” be? What’s so important about it?

PURPOSEUnderstand the importance of “Done”

61


“Done” Requires Testing

62

Operational Acceptance - Production

Functional / User Acceptance Testing

System Testing

Integration Testing

Continuous Integration Build & Test

Check-InDeveloper TestsCompile and Build

Code Completion

62



• Quality code base (clean, readable, naming conventions)• Valuable functionality only• Architectural conventions respected• According to design/style guide• According to usability standards• Documented• Service levels guaranteed (uptime,

performance, response time)

63

Conventions, Standards and Guidelines Serving “Done”

• Pair programming• (A)TDD• Refactoring• UI testing• Functional testing• Continuous Integration (unit,

deployment, build, integration, regression, … tests)• Performance testing

PRODUCT QUALITIES DEVELOPMENT STANDARDS

63


Exercise

minutes

64

Can We Deliver a “Done” Increment?

5

Consider your current team at work.

Is your team able to deliver a “Done” Increment by the end of the Sprint?

If not, how do you get there?

64



• Loss of transparency.• No meaningful velocity from which to estimate.• Inaccurate Product Backlog forecasts.• Product Owner doesn’t know progress.• The Product Backlog probably isn’t in good shape.• Development Team doesn’t know how much to select in Sprint

Planning.• Product Owner doesn’t know what is being inspected at Sprint

Review.

65

If “Done” Is Not a Defined Concept

65


TAKEAWAY

• If Scrum was to be reduced to one purpose only, it would be the creation of “Done” Increments.• “Done” Increments are essential for Scrum’s

empiricism and agility.• “Done” provides transparency.• “Done” reflects releasable.

66

Done and Undone

66



5

“In life, as in football, you won’t go far unless you know where the goalposts are.”

- Arnold H. Glasgow

Product Delivery with Scrum

67


The Bigger Picture

68

RoadmapProduct Backlog

Business ModelVision Statement

Value Measurements

Company Vision

Business Strategy

Product Vision

Product Strategy

Release Plan

Sprint Plan

Daily Plan

68



• Lay out a common set of understandings from which emergence, adaptation and collaboration occur.• Establish expectations that progress will be measured against.• Convince a source of funding that the ROI of this project is

worthwhile.

69

Why Plan Product Development with Scrum?

69


noun— A temporary endeavor toward achieving a unique result.

• In Scrum:• Can be applied to part of the Product Backlog with a specific cohesive

objective or a complete Product Backlog.• Or every Sprint.

70

Project Definition

“A Scrum project is only one Sprint long. A release of software may be the sum of multiple increments (and previously developed software, if any), or there may be multiple releases of software within a Sprint.

A Scrum project cannot fail, only deliver unacceptable return on investment.”

- Ken Schwaber

70



OmniDrive Storyline Information

71

OmniDrive Opportunity

It is now November.There is a market opportunity to provide an extension (retro-fitting) to allow all cars to be automatically driven. OmniDrive has secured USD 100 million in venture capital backing, to be released in tranches when key viability milestones are achieved. The board is looking for an indication of the duration and cost of completing the development.

71



72

OmniDrive Product Vision

For all car owners

Who want to have an autopilot in their cars,

The OmniDrive car guidance solution

Is an extension to existing cars

That adds auto drive, collision avoidance and adaptive speed control.

Unlike manual driving or the Google car,

Our Product does not require buying a new car; you can enhance your current car.

72




73

OmniDrive Background

At a press conference on January 15, OmniDrive will announce the following release schedule and release objectives. The venture capital will be released in tranches of USD 20 million, based upon successful completion of the following proof points.• R1 – March 31 – Working prototype• R2 – Sept 30 – Driving Assist proven and approved in at least

one country• R3 – Limited Self Drive proven and approved in at least one

country• R4 – Auto Drive proven and market readyRevenue will be earned by selling market feasible products beginning with R2. OmniDrive needs to know the likelihood that the working platform will be available by the above dates prior to this press conference.

73


minutes

OmniDrive Storyline Exercise

74

OmniDrive Product Backlog

15

The hardware prototype is already available, and your team will have access to the mechanical, electrical, and design engineers who created it.

(See Case Study Handout)

Create a Product Backlog for Release 1:• Create a card for each Product Backlog item.• Review both functional and non-functional items.• Prepare to present your Product Backlog to

the class. Do not strive for perfection, just the best you can do!

74



Build Plan as Needed

75

•Team has shown reasons for distrust•Detail all inventory and build trust by achieving Done each

Sprint

Unfunded new initiative with distrust

•Team has not yet earned trust•Detail inventory to level of reasonable likelihood of meeting

initial plan

Unfunded new initiative without history or trust

•Team has earned trust through proven history•Detail inventory to level needed to estimate based on history

Unfunded new initiative with trust and history

•Trust and history exist•Detail inventory for next several Sprints

Funded initiative with trust and history In

crea

sing

Nee

d fo

r Det

ail a

nd V

isibi

lity

75


• Inventory of things to be done.• Build as little as possible

• Requirements to achieve system or release goal.• Ordered based on:• ROI, value, dependencies, risk• Other factors

• Transparent.• Minimal but sufficient.• Expressed and managed by Product Owner.• The single source of work for the Development Team.

76

Product Backlog Holds the Plan for Future Sprints

The single source of truth

for what is planned in the

product

76



Upcoming Product Backlog Items Are Refined to Ready

• Top ordered PBIs are well understood and easily selected in Sprint Planning.• Product Backlog is continuously refined

to increase understanding, granularity and transparency.• The Scrum Guide introduces the

concept of the “ready” PBI.• Refinement usually consumes no more

than 10% of the capacity of the Development Team.

Sprint 1

Sprint 2+3

Sprint 4-…

Product Backlog Item



Product Backlog ItemProduct Backlog ItemProduct Backlog ItemProduct Backlog Item

Product Backlog ItemProduct Backlog ItemProduct Backlog Item


77



78

OmniDrive Detailed

Requirements

Just to be sure, OmniDrive has asked a big consulting firm to create requirements for the system.

78



minutes


79

OmniDriveProduct Backlog

Refinement

10

Look at your Product Backlog for Release 1.• What is the impact of these analyzed

requirements?


Prepare to present your Product Backlog to the class.

79


Product Backlog Supports Emergent Architecture

0%

20%

40%

60%

80%

100%

Sprin

t 1

Sprin

t 2

Sprin

t 3

Sprin

t 4

Sprin

t 5

Sprin

t 6

Sprin

t 7

Sprin

t 8

Sprin

t 9

Sprin

t 10

Sprin

t 11

Sprin

t 12

Infrastructure / Architecture Functionality

Every Sprint must deliver some business functionality.

80



500 Value PointsAllocate points from a fixed total

Planning PokerAssign relative value points (instead of size)

Buy a FeatureInnovation Game using money

20/20 VisionInnovation Game for simple ordering

Thirty FiveCollaboration activity for ordering

81

Techniques for Product Backlog Ordering & Value

What other techniques have you seen Product

Owners use?

81


PriorityEither calculated or relative

Development CohesionBoth product and system

Business CohesionSmaller area of business affected

Implementation CohesionA work flow, for instance

IntentionsRelease grouping

82

Methods of Product Backlog Organization

Cohesion simplifies development and implementation

82



Planning PokerA collaborative technique to relatively sizeStory points and t-shirt sizes are examples of units teams may use

“Same-Size” PBIsBreak items down small enough to be roughly the same size

“Right-Size” PBIsOften associated with flow-based processes

83

Techniques for Estimating Size

What other techniques are

used in your organization?

83


Exercise

minutes

84

Good Velocity

5

In your team, decide what is a desirable velocity.

What can you do for teams that don’t have the velocity you want?

84



Velocity Is an Option to Measure Progress

Velocity is an indication of the ability to turn Product Backlog into releasable functionality across time, or for a specified price.

Last Observation = 36Mean (Last 8) = 33

Mean (Lowest 3) = 28

85


Exercise

minutes

86

When Will Item “A” Likely Ship?

5

At a Sprint Review one of the stakeholders wants to know when item A is likely to ship.How would you deal with this question?• Average Team Velocity = 33• Sprint Length = 2 weeks

PRODUCT BACKLOG

Size: 13

Size: 21

Size: 1

Size: 3

Size: 5

Size: 8

Size: 3

Size: 21

Size: 13

Size: 89

Size: 13

A

Defect

Feature

86



Exercise

minutes

87

What Is likely to Ship in 8 Weeks?

5

At a Sprint Review one of the stakeholders wants to know what is likely to ship in 8 weeks.How would you deal with this question?• Average Team Velocity = 18• Sprint Length = 2 weeks

PRODUCT BACKLOG

Size: 13

Size: 2

Size: 13

Size: 8

Size: 5

Size: 3

Size: 5

Size: 1

Size: 13

Size: 8

Size: 2

Defect

Feature

?

87


Monitor Progress Balancing Date or Feature Targets

88

0

10

20

30

40

50

60

70

1 2 3 4 5 6

Stor

y Po

ints

Sprint

How likely are we to meet

the ship date?

PRODUCT BACKLOG

Feature ESize: 13

Feature ASize: 2

Defect CSize: 13

Feature BSize: 8

Feature CSize: 5

Feature DSize: 3

Defect DSize: 5

Defect BSize: 1

Defect ASize: 13

Feature FSize: 8

Defect ESize: 2

Cone of Uncertainty

Defect

Feature

88



• Planned Product Backlog and releases.• Revised Product Backlog and releases.• Complete analysis of any changes in backlogs, priorities, estimates.• Analysis of performance.• Progress toward release.• Actions to improve.

89

Report Progress Against Plan

89


Roadmaps enable sales,

marketing and other product management

domains.

Use Product Backlog to Maintain a Roadmap

90

0-6 Months 6-12 Months

12+ Months Future

Requirement

Requirement

Requirement

Requirement

Requirement

Requirement

Requirement

Requirement

Requirement

Requirement

Requirement

Sprint 1

Sprint 2+3

Sprint 4-…

Idea

Idea

Fuzzy IdeaIf nothing changes,

then…

90




91

OmniDriveThe Urgency

OmniDrive has received funding for the product working prototype (R1). The investors need to see a working prototype on April 1 in order to provide further funding.Tony Diaz, the chairman, wants to know at what cost R1 can be built, starting December 1. Tony prefers to have all of the stated functionality.Since OmniDrive is a small startup, Tony has decided to outsource the delivery of the working prototype to a local software studio. The chosen software studio will have full support from the OmniDrive SMEs. Some data has also been purchased from the large consulting company based on their experiences to help the software studio with adjusting estimates.

91


minutes


92

OmniDrive Bidding the Job

10

Certain facts and constraints are known.


• Can your team do it and how much will it cost?

• How will your team deliver on time and make OmniDrive a success?

92



Dear Tony, …

93

Our company, , can / cannot help you.Our financial offer: $ / €

Motivation:

Signature:

93


Add Contract Provisions:• Any requirement that hasn’t already been worked on can be

swapped out for another of equal size• Order of requirements can be changed• Customer may request additional releases at any time at prevailing

time and material fees• Customer may terminate contract early if value has been satisfied

for 20% of remaining unbilled contract value

94

An Agile Solution for Fixed Price, Fixed Date Work

94



TAKEAWAY

• Product Backlog holds all the work for the Product.• Product Backlog gives transparency.• Product Backlog is a living artifact.• Product Backlog holds all information needed for

forecasting, planning and reporting.

95

Product Delivery with Scrum

95


Suggested Reading

“User Stories Applied” (Mike Cohn)

“Agile Estimating and Planning” (Mike Cohn)

“The Professional Product Owner” (Don McGreal, Ralph

Jocham)

96



6

“Not finance. Not strategy. Not technology. It is teamwork that remains the ultimate competitive advantage, both

because it is so powerful and so rare.”

-Patrick Lencioni

People & Teams

97


Exercise

minutes

True

Fals

e

Teams must be co-located

A Development Team cannot be smaller than 3 members

A Development Team cannot be bigger than 9 members

Every member of a Development Team must be able to perform every type of task

If Scrum Teams consult external people or resources, they are not self-organizing

All members of the Development Team need to be present on the team full-time

Scrum Teams must have clear sub-roles (coder, tester, analyst, writer, …) and accountabilities

98

What Scrum Requires

5

• Mark each statement True or False• Explain

98



Exercise

minutes

99

Great Teams

10

Think of a time you were part of a great team.

What did you appreciate about the experience? What were the behaviors and characteristics of the team?

99


External rewards like money (carrot-and-stick) work only for simple, mechanical work• It has opposite effects in cognitive, complex or creative work

Money counts, but the secret to commitment lies beyond it, in:• Autonomy – organizing my own work•Mastery – becoming better at my work• Purpose – making a contribution

100

What Truly Motivates People

100



Exercise

minutes

101

Constructing the Teams

5

Your organization is starting the development of a new product line. All 200 people that will be part of the teams have been made available. These people have all required technical and development expertise. Management asks you, as Scrum expert, to divide them into Scrum Teams.

Question: What will you take into account? How will you proceed?

PURPOSEThe role of the Scrum Master in teams coming into existence

101


•Manager-led work limits agility and other benefits of Scrum.• Constraints are often set by the organization.• Scrum provides boundaries and accountabilities for self-

organization to be more effective.• Self-organization works better

against goals.•Many areas of self-organization are

possible.

102

Scrum Thrives on Self-Organizing Teams

102



Exercise

minutes

103

The Cindy Problem

5

You are Scrum Master for three Scrum Teams. They work from the same Product Backlog, have the same Product Owner, and share a common code base.The Development Teams report that in the next three Sprints they will all be working in one area of the database. Cindy is the only DBA that knows that subschema well. The teams will need Cindy full-time for their Sprints.

Question: What do you suggest?

PURPOSEHow to deal with scarce skills

Team 1 Team 2 Team 3 Cindy DBA

103


• Each team has all skills to turn Product Backlog into releasable Increments.• Vertical slicing; work is divided

by end-user functionality.•Work is integrated continuously

within each Sprint.• Transparency ensured; no

unknown, undone work.

104

Feature Teams Enhance Transparency

UI

Service Interface

Middleware Layer

Data Access Service Gateway

Data Stores Services

Team

1

Team

2

Team

3

ProductOwner

Stakeholder Customer

!!

104



Component or Layer Teams Face Additional Complexities

105

UI

Service Interface

Middleware Layer

Data Access Service Gateway

Data Stores Services

ProductOwner

Stakeholder Customer

??

Team 3

Team 1

Team 2

…

Integration?

105


Exercise

minutes

106

Multiple Projects, One Team

5

During team formation and start-up, you discover that the Scrum Team has to keep working on other projects to get them done in time.

What would you advise in this situation? Why?

106



Task Switching

107Source: Gerald Weinberg, Quality Software Management: Systems Thinking

0

20

40

60

80

100

1 2 3 4 5

Perc

ent E

ffort

Number of Simultaneous Projects

Working time available per Project Loss to Context Switching

107


• People work at a sustainable pace of 8 hours per day.• If Development Team members have to consistently work more

than 8 hours per day, quality and creativity drop.

108

Sustainable Pace: 8 Hours a Day

Hours per person per Sprint

Valu

e D

eliv

ered

SustainablePace Quality

SuffersMoraleSuffers

108



• The Scrum Values are the foundation for behavior and practices in Scrum.• They are closely related to the

theory and first principles of Scrum and support teams in their work. • Scrum Masters can always fall

back on these essentials.

109

Scrum Values

Scrum Values are the life blood of the Scrum framework.

109


Assets can turn into dysfunctions and grind a team.

A team requires nurturing,

cherishing and attention to avoid

team atrophy.

The Assets of a Collaborative Team

110

TeamTrust

Conflict

Commitment

Accountability

Goals

110



Exercise

minutes

111

Putting It All Together

5

A Scrum Team is most effective when all of the building blocks are in place:1. Intrinsic Motivation2. Self-Organizing and Cross-Functional3. Effective Collaboration4. Scrum Values5. Professionalism

Discuss the impacts.

111


Exercise

minutes

112

Scrum Master Service to the Scrum Team

5

How does a Scrum Master help a team become collaborative and effective?

How does a Scrum Master help a team stay healthy?

112



A Scrum Master’s overall impact is

indirect.

A Scrum Master Serves the Scrum Team

113

• Lead by example. Be the first one to be vulnerable. Be a living demonstration of team assets and Scrum Values. Admit your missteps.

• Create an environment of safety. Encourage debate, support it and keep it productive. Use coaching techniques like open questions.

• Facilitate consensus. Try to have key decisions made clear at the end of team discussions, making responsibility and deadlines clear.

• Learn to read the room. Be connected without being present.• Show patience. Be okay with silence. Let the team take action.• Restrain from solving. Reveal, not resolve. Be careful not to steer the

team towards premature resolution of conflict to protect people. Help team members develop conflict resolution skills.

• Be comfortable with failure. Team decisions may not lead to the anticipated outcome. This is part of learning and growth.

• Care for people. Listen to them without judgment. Assume positive intent. Meet them where they are and help them find the next step.

• Show low tolerance for organizational impediments.

113


• Long-term detailed plans• Assign and control the work• Maximize capacity and effort• Keep all on schedule• Driven by meetings and reports• Intervene to fix all problems• Provide external motivators ($, job title)

114

A Mindset and Behavioral Shift for Management

• Goals, vision, direction• Foster the environment• Help remove impediments• Attend Sprint Reviews• Share incremental feedback• Manage for value• Autonomy, mastery, purpose

PREDICTIVE MANAGEMENT EMPIRICAL MANAGEMENT

Are you going to be impacted by the change, or are you going to help lead the change?

114



TAKEAWAY

• People take their commitment more seriously than other people’s commitment taken for them. • Teams are more productive than the same number

of individuals.• Teams and people do their best work when not

interrupted.• Products are more robust when a team has all of

the cross-functional skills to do the work.• Under pressure to “work harder,” quality is

automatically and increasingly reduced.• Changes in team composition often

lower productivity for a time.

115

People & Teams

115


Suggested Reading

“The 5 Dysfunctions of a Team” (Patrick Lencioni)

“Peopleware” (Tom DeMarco, Timothy Lister)

• “Drive” (Daniel Pink)

116



7

“It does not take a majority to prevail… but rather an irate, tireless minority, keen on setting brushfires of freedom in the minds of men.”

- Samuel Adams

The Scrum Master

117


Exercise

minutes

118

Experiencing Positive

Leadership

5

Servant-leaders measure their own success by the growth and success of others. They inspire, enable, and challenge others to higher greatness.

Discuss a time when you have experienced this type of leader.

Explore positive experiences of servant leadership

118



There is no methodology for a Scrum Master

to follow, yet there is a set of

actions from which to choose

depending on context.

Scrum Master Choices as Servant-Leader

119

119


Exercise

minutes

120

Exploring the Choices

15

The Scrum Master’s approach will vary based on context. What might a Scrum Master consider?

How will you approach the situation?

120



The Scrum Master Is an Accountable

Servant-Leader

Scrum Master Responsibilities

121

• Ensures Scrum is understood and enacted.• Facilitates Scrum events as needed or

requested.• Helps everyone adhere to Scrum’s theory,

practices, and rules.• Helps people embrace and live the Scrum

values.• Servant-leader for the Scrum Team.• Causes change that improves quality or

productivity.• Embody agility to the organization.

121


• Poor quality and/ or low value• Inconsistent delivery• Inconsistent or mechanical

Scrum• Low morale• Stagnation or degradation• Dependency on Scrum

Master

122

Measuring the Success of a Scrum Master

• Reliable delivery of quality, valuable Increments• Solid understanding of Scrum

framework, theory, and values• Continuous improvement and

learning• High morale• Self-sustaining

Failing Succeeding

122



Exercise

minutes

123

How Will You Help Others Improve?

5

The Scrum Master role requires a varied range of knowledge, experience, and skills. How will you apply the available choices to provide better service in your role as a Scrum Master?

What concrete actions will you take? Where do you most need to grow?

123


A Scrum Master Provides Services

124

Expectedbenefits

ServicesProvided

InvisiblyPresent

Values &Principles

ValuableOutcomes

EmbracingEmpiricism

TeachingTechniques

124



A Scrum Master Removes Impediments

125

Organizational Processes

Adjacent Processes

Engineering Practices

Scrum Team Forming

An Understanding of Scrum

Source: Dominik Maximini

125


Exercise

minutes

126

Scrum Master Skills

5

List the skills and traits a Scrum Master needs to be effective and successful.

SKILLS TRAITS

126



TAKEAWAY

• A Scrum Master’s focus is the understanding and proper usage of the Scrum framework.• The Scrum Master teaches, coaches and mentors

the Scrum Team and the organization.• Being a Scrum Master requires distinct skills.

127

The Scrum Master

127


Suggested Reading

“Coaching Agile Teams” (Lyssa Adkins)

“Scrum Mastery” (Geoff Watts)

• “Agile Retrospectives” (Esther Derby)

128



8

“Nothing focuses the mind like a noose.”

- Mark Twain

Closing

129


• Adopting Scrum requires hard choices.•Modifying Scrum will not solve the problem, but it may hide it for

awhile.• Changing everything overnight will not solve the problem either.• Be patient but keep challenging the status-quo.

130

Hard Choices

130



MOVE AWAY FROM MOVE TOWARD

Coordinating individuals and individual contributions Coaching people in Scrum and positive team behavior by gradually embodying the Scrum Values

Providing answers as a subject-matter expert Enabling self-organization within Scrum Teams

Investing in specific outcomes (budget and scope) Helping Product Owners manage Product Backlogs and work with Stakeholders

Deadlines Focusing Product Owners on flow and Value

Prescribing technical solutions Helping Development Teams understand and expand the definition of “Done”

Fixing problems Guiding Development Teams to discover what works best for them

131

From Controlling to Enabling

131


• Team effectiveness through collaboration, autonomy & self-organization• Skills (training)• Engineering practices & standards• Infrastructure, tooling & automation• Quality standards & guidelines• Elimination of low value• A definition of “Done” that reflects releasable

132

Many Ways to Maximize Scrum

132



Yes, We Do Scrum. And…

Not Scrum

Scrum

High Benefits

“ScrumAnd”

133


Yes, We Have a Product Owner. And…

134

ProductOwner

role

Expectedbenefits

EntrepreneurSponsorBusinessRepresentative

ProxyScribe

Yes, And…Not

Scrum

134



Yes, We Are a Team. And…

135

TeamCollaboration

Expectedbenefits

CollaborativeCommittedCo-operativeStormingFormed

Yes, And…Not

Scrum

135


• Did we cover what you absolutely wanted to know?• Did we set some questions aside that we still need to go into?

136

Three Things You Wanted to Know (Re-Visit)

P136



Exercise

minutes

137

It’s Your Call

10

I’ve had 2 great days of discovery about being a Professional Scrum Master. But when I go back to work, I still have to deal with many old ways of working (dates, actuals, predictions).

Identify 3 actionable ideas or improvements from this class you will try.

137


The belief that fixing quality,

scope, cost, and time is actually

possible.

Challenges

138

• The tyranny of waterfall• The illusion of command and control• Belief in magic•Micro-management of work

138



Suggested Reading

“Software in 30 Days” (Jeff Sutherland, Ken Schwaber) “Radical Management” (Stephen Denning)

139


Over the past 2 days, you have learned the importance of inspection, adaptation, and fast feedback cycles. To reinforce those concepts, if you attempt the Professional Scrum Master I (PSM I) certification assessment within 14 days and do not score at least 85%, you will be granted a 2nd attempt at no further cost.

140

Inspect Your Knowledge – Feedback in 14 Days or Less!

• Test your basic knowledge of Scrum and learn from immediate feedback by taking an Open assessment:www.scrum.org/assessments/open-assessments

• Use the Open assessments to prepare for Level I assessments

• As a student of this course, you are eligible for a $100 discount on the advanced Professional Scrum Master II assessment.

• Email [email protected] for a coupon to take PSM II at $150 ($250 retail price).

140

http://www.scrum.org/assessments/open-assessments

mailto:[email protected]



The Professional Scrum Competencies help guide an individual’s personal development with Scrum. Benefit from a common understanding of the competencies and focus areas to evaluate and balance your team’s proficiencies based on your unique needs. See how all Scrum.org courses map to the competencies and focus areas by visiting:www.scrum.org/courses/professional-scrum-training-competency-mapping

141

Professional Scrum Competencies www.scrum.org/professional-scrum-competencies

✓ The Focus Area is covered in the class✓+ The Focus Area has deep coverage in the class

141


Continue Your Learning Online www.scrum.org/pathway/scrum-master

Additional Pathways include:• Product Owner

www.scrum.org/pathway/product-owner-learning-path

• Development Team http://www.scrum.org/pathway/team-member-learning-path

• Agile Leaderwww.scrum.org/pathway/agile-leader-learning-path

142

http://www.scrum.org/courses/professional-scrum-training-competency-mapping

https://www.scrum.org/pathway/scrum-master

https://www.scrum.org/pathway/product-owner-learning-path

http://www.scrum.org/pathway/team-member-learning-path

https://www.scrum.org/pathway/agile-leader-learning-path



Share your experience with other potential students!

Your review will be visible on our website:

143

Review Your Class Experience Using Trustpilot

143


Your Scrum.org Profile

144



Feedback is important, and we take it seriously. Your feedback helps us to continually inspect and adapt our courses.

Share your feedback on the class you attended at:www.scrum.org/feedback

145

Feedback

145


Connect With The Scrum.org Community

146

Twitter@scrumdotorg

LinkedInLinkedIn.com

/company/Scrum.org

FacebookFacebook.com

/Scrum.org

ForumsScrum.org

/Community

RSSScrum.org/RSS

146

http://www.scrum.org/feedback



Thank you!

147

KEEPCALM

AND

SCRUMON

147

student workbook professional scrum masterteam start-up 10 make roughly even-sized teams of 5...

Documents