1. Scrum Organization
How to work with one as a Client

2. Agenda
• Today:
• Roles & Responsibilities
• Scrum Process
• Scrum Artifacts
• Contracts

3. Roles & Responsibilities

4. Scrum Roles
PM Team SM
What Who How
Product Vision Process Owner
Product Builders
Client Relations Impediment Remover
Non-Divisible
Story Editor Team Shield

5. Team
• Cross-functional
• Owns the Iteration Backlog
• Negotiates Iteration Backlog with Product Manager
• Provides ‘buy-in’ for the team
• Held Responsible for completing all negotiated work
• Self-Organizing/Self-Managing
• Removes micro-management of the team
• Stays together over many iterations
• Demonstrates the work to the PM and Client

6. Product Manager Role
• Split role: Account Manager/Product Owner
• 30-40% Account Manager, 60-70% Product Owner
• Tracks schedule, budget and scope for the Client
• Owns the Product “Vision”
• Works with Client to create/prioritize the Product Backlog
• Synthesizes Stake holder input
• Responsible for clearly defining ‘done’ for all Stories
• Responsible for maintaining an accurate Product Backlog
• Single point of contact for the Client
• Final authority for requirements questions

7. Scrum Master Role
• Ensures division of roles
• Shields the Team against Interference
• Removes Impediments
• Owns the Process
• Responsible for ensuring that the process is followed by all parties
• Responsible for optimizations of the process if needed
• Owns Timeboxing & Teams’ schedule
• Where appropriate, makes sure that extraneous meetings/time wasting
exercises do not occur.
• Works with Team to improve performance
• Makes the Products’ Progress Visible via the Scrum Artifacts

8. Discussion
• How do these Roles work together to produce a
Product?
• If I have an idea for the product...
• If I need some work done...
• “Ownership”/”Vision”/”Final Answer”
• Who at DV3 should I contact when...

9. Managing Teams
• Two forms of management
• Project Management
• People Management

10. Managing Teams
• Project Managers...
• Own Schedule & Budget
• Interface with the Client
• Resolve Project Impediments
• Evangelize the Project
• Define Scope
• Track work completed

11. Managing Scrum Teams
• Project Managers...
• Own Schedule & Budget - Product Manager
• Interface with the Client - Product Manager
• Resolve Project Impediments - Scrum Master
• Evangelize the Project - Product Manager
• Define Scope - Product Manager
• Track work completed - Scrum Master

12. Managing Teams
• People Managers...
• Resolve Conflicts (inside and outside of the Team)
• Career Growth
• Set Objectives
• Resource Planning
• Involved in Hiring/Firing Process
• Support the Team within the Company
• Perform Reviews

13. Managing Scrum Teams
• People Managers...
• Resolve Conflicts (inside and outside of the Team) - Scrum Master
• Career Growth - Scrum Master
• Set Objectives - Scrum Master
• Resource Planning - Ops Coord.
• Involved in Hiring/Firing Process - >
• Support the Team within the Company - Scrum Master
• Perform Reviews - >

14. Scrum Process

15. Generic Process
Dev Dev Dev
Iteration Iteration Iteration
Release Shippable
Demo Demo Demo Iteration Product
Product Product Product
Each Demo is of a fully
functional product that can
be shipped with one release
Iteration
“Ship it!”

16. Scrum Meetings
• Pre-Iteration
• Iteration Planning
• Task Planning
• Iteration Preparation
• During Iteration
• Daily Scrum
• Post-Iteration
• Iteration Retrospective
• Iteration Review

18. Ideal Wireframe
Development

19. Discussion
• Why a mandatory Release Iteration?
• Client Participation in the Process
• What counts as ‘interference’?
• How do I know what process we are using?
• I’ve got fixed dates that I need the product by...

20. Artifacts

21. Metrics
• Effort (E)- Team’s estimate (unitless) of the complexity of a Story
• We currently use the series 0,1,2,3,5,8
• Velocity - Amount of Effort points a Team can complete per Iteration
• Business Value (BV)- The Product Managers estimate of the potential value
of including a piece of functionality
• Broken down into ‘Benefit’ and ‘Penalty’
• We currently use the series 1,2,3,5,8,13,21
• ROI = BV / E
• rBV = % of ROI that a Story has across the Release

22. Team/PM Artifacts
• Product Backlog
• Contains all of the Stories/Product Backlog Items (PBIs) for the Product
• Anyone can add a Story to the Backlog, but only the PM can give it
Business Value, ‘Conditions of Success’ and Prioritize it
• Iteration Backlog
• Contains all of the Stories/PBIs that the Team has committed to
completing by the end of the Iteration
• Only the Scrum Master can add/remove items from this list

23. A word about Stories
• Each Story on the backlog should represent a ‘thin
slice’ of functionality
• I - Independent
• N - Negotiable
• V - Valuable
• E - Estimable
• S - Small
• T - Testable
• Willam C. Wake
• http://xp123.com/xplor/xp0308/index.shtml

24. Product Backlog Item
“If it’s not on the Product Backlog,
Product Backlog Item
Product Backlog Item
Product Backlog Item
Product Backlog Item
Product Backlog Item
Product Backlog Item
Product Backlog Item
it doesn’t exist” – Jeff Sutherland
Product Backlog Item
Product Backlog Item
All Corollary: is listed:
known work
! Legacy bugs
“If it’s not on the Iteration Backlog,
! Newly discovered bugs
it’s not being worked on”
! Infrastructure items
! Analysis work
Conclusion:
! What else?
If work needs to be done, but can’t be
! What is not on the backlog?
tracked to a Task associated to a specific
Backlog Item, then it’s an Impediment.
Copyright © 2005-2007 Danube Technologies, Inc.
39 Portions used with permission. All Rights Reserved.

25. Stake holder Artifacts
• Enhanced Product Burndown Chart
• Contains all information useful for budgeting and scheduling across the
Products life-cycle
• Earned Business Value Chart
• Tracks the sum of rBV earned over all Iterations in a Release

26. Metrics Matter
! New work is added below current baseline
! Intersections produce a range of likely finish dates
! Empirical extrapolation of schedule
Copyright © 2005-2007 Danube Technologies, Inc.
109 Portions used with permission. All Rights Reserved.

27. Discussion
• Where’s my Gantt Chart?
• What about the (huge) Technical Requirements
Document?
• As a Stake holder, why shouldn’t I see what the
Team is doing? (tasks, Iteration Burndown Chart)

28. Contracts

29. Scrum Friendly
Contracts...
• Are not fixed Schedule nor fixed Budget
• Worst case is fixed Schedule & Budget
• Are reflective of the philosophy that “Change is
Constant” even if it’s not expected to be
• Contain a Release Iteration Clause
• Contain a ‘Pay by Iteration’ ideology
• This allows the Client to control Schedule and Budget
• This also allows a Client to make changes on the fly or add ‘extra’ work

30. Scrum Friendly
Contracts...
• Contain an Iteration Ejection Clause
• Client still pays for the full iteration even when they want to change
directions midstream
• Can have a pay model for hitting/missing targets

31. Fixed Budget Contracts
• A fixed budget is not always hard to handle
• A ‘cost per iteration’ can be determined
• It defines how many iterations can be worked on (don’t forget the
Release Iteration)
• Once a Product Backlog is built (including ROI estimates) we can
estimate how much of the Backlog will be completed based upon the
Teams Velocity * Number of Iterations
• If this cannot satisfy the Clients needs, then either the Clients
expectations needs to be managed, or the price needs to rise

32. Suggested Readings
✴ Agile Estimating and Planning by Mike Cohn
✴ The Enterprise and Scrum by Ken Schwaber
• http://www.scrumalliance.org/articles/65-scrum-reading-list
• Agile and Iterative Development: A Manager’s Guide by Craig Larman
• Articles on the Scrum Alliance website:
• http://www.scrumalliance.org/articles/75-agile-smells-lack-of-progress
• http://www.scrumalliance.org/articles/68-what-scrum-can-and-cannot-fix
• http://www.scrumalliance.org/articles/70-why-fixed-bids-are-bad-for-clients
• many many more