Scrum Introduction class. Given in Ouro Preto, Brazil, during the SBQS

1. 1
Mini Curso de Scrum
SBQS, Ouro Preto, 2009
presented by

2. “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 Projectsquot; by
Charles Lecht. 1967

3. 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.

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

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

6. NOKIA - TEST
4. Does the team have a burndown chart and
does the team know their velocity?

7. NOKIA - TEST
5. Is their team free from disruption during the
Sprint?

32. The End

33. 33
Complexity / Empirical Management

34. 34
step factory enterprise

35. 35
Stacey and Complexity
unstable •Timebox
•Emergent
Emergent Requirements
Software
Time •Complexity
•Anarchy
stable
known Technology unknown
•You need boundaries!
Every Activity in Scrum is Timeboxed! http://www.plexusinstitute.org/
edgeware/archive/think/
main_aides3.html

36. 36
It is typical to adopt the defined (theoretical)
modeling approach when the underlying
mechanisms by which a process operates are
reasonably well understood.

37. When the process is too complicated for the
defined approach, the empirical approach is
the appropriate choice

39. 39

40. HOW to do - Sprint Planning 2 CHECK it - Daily Scrum
WHAT to do - Sprint Planning 1
The
Scrum
Analyse
PB
Flow
©
2009 Tactical
Level
Sprint # 1 Sprint # 2 Sprint # 3 Sprint # 4
9:00
....... ....... ....... .......
Sprint Planning 1
Sprint Planning 1
Sprint Planning 1
Sprint Planning 1
CU
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Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day!
M
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Product Idea
Estimation Meeting
12:00
Review
Review
Review
Sprint
Sprint
Sprint
Sprint
Sprint Planning 2
Sprint Planning 2
Sprint Planning 2
Sprint Planning 2
VISION
spective
spective
spective
Retro-
Retro-
Retro-
Retro-
PR
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Sprint
Sprint
Sprint
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18:00
TEAM
Day 1 Release
Product Backlog
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Estimation
Estimation
Estimation
Estimation
Estimation
Estimation
Estimation
prioritized
Meeting
Meeting
Meeting
Meeting
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Meeting
Meeting
Meeting
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5
SIZE it - Estimation Meeting

41. 41
History of Agile

42. Product Vision

43. 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
agile foundation

44. HBR
J A N U A RY– F E B R U A RY 1 9 8 6
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
The New New Product differentiation to excel in today’s
competitive market. It also takes
Development Game
speed and flexibility. This change is
Hirotaka Takeuchi and Ikujiro Nonaka
reflected in the emphasis companies
are placing on new products as a
source of new sales and profits. At
3M, for example, products less than
T five years old account for 25% of
he rules of the game in new product develop- would account for one-third of all profits in the 1980s,
ment are changing. Many companies have an increase from one-fifth in the 1970s.1
sales
discovered that it takes more than the ac- This new emphasis on speed and flexibility calls
cepted basics of high quality, low cost, and differen- for a different approach for managing new product
tiation to excel in today’s competitive market. It also development. The traditional sequential or “relay
takes speed and flexibility. race” approach to product development—exempli-
This change is reflected in the emphasis companies fied by the National Aeronautics and Space Admin-
are placing on new products as a source of new sales istration’s phased program planning (PPP) system—
and profits. At 3M, for example, products less than may conflict with the goals of maximum speed and
five years old account for 25% of sales. A 1981 survey flexibility. Instead, a holistic or “rugby” approach—
of 700 U.S. companies indicated that new products where a team tries to go the distance as a unit, passing
In today’s fast-paced, fiercely competitive world of com- Mr. Takeuchi is an associate professor and Mr. Nonaka,
mercial new product development, speed and flexibility a professor at Hitotsubashi University in Japan. Mr.
are essential. Companies are increasingly realizing that Takeuchi’s research has focused on marketing and global
the old, sequential approach to developing new products competition. Mr. Nonaka has published widely in Japan

45. The Knowledge-Creating
Company
by Ikujiro Nonaka
Editor’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.

46. 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.”

48. The Scrum Roles 3 Scrum Team Roles plus 3 Organizational Roles
presented by
2009

49. 3 plus 3 roles in Scrum

50. ScrumMaster
The 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.

51. Protect your
Scrum-Team

52. 52
Remove
Impediments

53. 53
Run the Process

54. 54
Work with
Product Owner

55. Work with the
Organization

56. Product Owner
The 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.

57. Return on
Investment

58. Build and communicate Vision

59. Maintain
Product
Backlog

60. Acceptance of
Delivery

61. Establish and
maintain
Releaseplan

62. The Team
The 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. 63
Deliver
Deliver
Deliver

64. 64
Quality

65. 65
Estimate
Estimate
Estimate

66. 66
Commit!

67. 67
Organize
yourselves!

68. Customer
The 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.

69. Orders the
Product

70. Pays the Product
Development

71. Gives Feedback
in Reviews

72. Manager
The 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.

73. Makes sure a
organizations
will survive in
case of failures
Ed Cutmil: Havard Business Review, 2008

74. Establish Rules
and Guidelines

75. End User
The 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.

76. Knows what he
needs and want

77. Gives Feedback
in Reviews

78. Participate in
Sprint Planning 1

79. How they work together!

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

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

82. 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.

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

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

85. 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

86. References
Agiles Projektmanagement mit Scrum, Ken Schwaber
Agile Software Development with Scrum, Ken Schwaber
Scrum and the Enterprise, Ken Schwaber
Scrum, Boris Gloger
Scrum, Roman Pichler
How Pixar Fosters Creativity, Ed Cutmill, HBR 2008
Kotter, What Leaders really do
Henry Mintzberg quot;The Manager's Job: Folklore and Factquot;

87. Company in USA: Portal Company
5 Product Owners: News, Email,
Products, Security, Infrastructure
1 Scrum Development Team, 9
people
1 integrated product: Portal.

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

89. 89
ScrumMaster = Change Agent

90. 90
Scrum a Change
Process
Most 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.

91. 91
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.

92. 92
A Day in Life of a ScrumMaster
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 backlog
A dead ScrumMaster is a useless ScrumMaster
and,
Use all of your senses, including common sense,
and remember that you have no authority.

93. 93
Impediments II
The tyranny of the waterfall
The illusion of command and
control and,
The era of opacity.

94. 94
Scrum Teams

95. Multi Disciplinary Cross Functional with
No “Roles”
5-9
self-sustainable

96. 96
Rules of Etiquette
Team should create “Teams rules”
Never use the word “you”
Be on time
Use a talking stick
No name calling

97. 97
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

98. 98
Strategic Planning / Agile Planning

99. 99
Purpose of planning?
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

100. 100
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

101. 101
size & duration

102. Finland
Denmark
USA
China
Austria
Canada
Brazil
France
UK
Germany
Italy
Country-Points
Slowakia

103. 103
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

104. Product Backlog Iceberg
Priority
Sprint
Release
Next Release
104 © 2008 Objectbay So0ware & Consul9ng GmbH.

105. ©
2009
Sprint # 1 Sprint # 2
Vision
9:00
....... .......
Sprint Planning 1
Sprint Planning 1
CU
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Product Backlog
Do your Daily Scrum every day! Do your Daily Scrum every day!
M
ANAGER
Product Idea
Strategic 12:00
Prioritization
Planning Process Estimation
Review
Review
Sprint
Sprint
Sprint Planning 2
Sprint Planning 2
VISION
Velocity Estimation
spective
spective
Retro-
Retro-
PR
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Sprint
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Releaseplanning
DU
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18:00
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Day 1
Product Backlog Estimation
Estimation
Estimation
Estimation
Estimation
prioritized Meeting
Meeting
Meeting
Meeting
Meeting
PB PB PB PB

106. StrategicPlanning
responsible support
Vision
Product Backlog
Prioritization
Sizing
Release planning

107. TacticalPlanning
responsible support
Sprint Planning # 1
Sprint Planning # 2
Daily Scrum
Sprint Review
Sprint Retrospective

108. Sprint # 1 Sprint # 2
9:00
.......
Sprint Planning 1
Sprint Planning 1
CU
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M
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Product Idea
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PR
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18:00
TEAM
Day 1

109. Estimation
9:00
12:00
Meeting
18:00
Day 1
Sprint Planning 2 Sprint Planning 1
Estimation
Meeting
PB
Sprint # 1
Estimation
Meeting
.......
Sprint
Do your Daily Scrum every day!
Retro- Sprint
spective Review
PB
Sprint Planning 2 Sprint Planning 1
Estimation
Meeting
Sprint # 2
Estimation
Meeting
.......
Sprint
Do your Daily Scrum every day!
Retro- Sprint
spective Review
PB
Sprint Planning 2 Sprint Planning 1
Estimation
Meeting
Estimation Meeting
PB
Sprint # 3
Estimation
Meeting
.......
Sprint
Do your Daily Scrum every day!
Retro- Sprint
spective Review
PB
Sprint Planning 2 Sprint Planning 1
Release
Sprint # 4
Version 1.2

110. PR
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TEAM
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SC
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Product Backlog
Product Idea
ANAGER
MAS
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VISION
prioritized
Estimation
9:00
12:00
Meeting
18:00
Day 1
M
Sprint Planning 2 Sprint Planning 1
ANAGER
Estimation
Meeting
CU
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PB
Sprint # 1
Estimation
Meeting
.......
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USER
Do your Daily Scrum every day!
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spective Review
PB
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STO MER
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ANAGER
Meeting
.......
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Do your Daily Scrum every day!
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spective Review
PB
USER
Sprint Planning 2 Sprint Planning 1
Estimation
Meeting
Estimation Meeting
PB
Sprint # 3
Estimation
Meeting
.......
Sprint
stand
Under
Do your Daily Scrum every day!
Retro- Sprint
spective Review
PB
Poker
Planning
Play!
Estimation Sprint Planning 2 Sprint Planning 1
Release
Meeting
PB
Level
Sprint # 4
Version 1.2
Strategic
.......
Sprint
Retro- Sprint

111. Sp
Sp
Sp
Estimation Meeti
12:00
Review
Review
Review
Sprint
Sprint
Sprint
Sprint Planning 2
Sprint Planning 2
Sprint Planning 2
Sprint Planning 2
VISION
spective
spective
spective
Retro-
Retro-
Retro-
Retro-
PR
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Sprint
Sprint
Sprint
Sprint
O N
DU
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SC
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MAS
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18:00
TEAM
Day 1 Release
Product Backlog
Estimation
Estimation
Estimation
Estimation
Estimation
Estimation
Estimation
Estimation
prioritized
Meeting
Meeting
Meeting
Meeting
Meeting
Meeting
Meeting
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PB PB PB PB PB PB PB
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Releaseplan Releaseplan Update 5
20
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version 0.0 version 1.0 version 1.3 version 2.0 version 0.0 version 1.0 version 1.2 version 2.0 13 TEAM
5
SIZE it - Estimation Meeting

112. Estimation
Estimation
Estimation
Meeting
Meeting
Meeting
Meeting
PB PB PB PB
1
Under 20 100
stand ?
5 2
Strategic
Planning
Poker
USER 13 30
40 8 Play!
3
Level
5
20
8
8
sion 1.2 version 2.0 13 TEAM
5
SIZE it - Estimation Meeting

113. Estimatio
Estimatio
Meeting
Meeting
Meeting
PB PB PB
1
Under 20 100
stand ?
5 2
Strategic
Planning
Poker
13 3
40 8 Play!
Level
0
3
5
20
8
8
13 TEAM
5
SIZE it - Estimation Meeting

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

115. ©
2009 Tactical
Level
Sprint # 1 Sprint # 2 Sprint # 3 Sprint # 4
9:00
....... ....... ....... .......
Sprint Planning 1
Sprint Planning 1
Sprint Planning 1
Sprint Planning 1
CU
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Product Idea
Estimation Meeting
12:00
Review
Review
Review
Sprint
Sprint
Sprint
Sprint
Sprint Planning 2
Sprint Planning 2
Sprint Planning 2
Sprint Planning 2
VISION
spective
spective
spective
Retro-
Retro-
Retro-
Retro-
PR
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Sprint
Sprint
Sprint
Sprint
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18:00
TEAM
Day 1 Release
Product Backlog
Estimation
Estimation
Estimation
Estimation
Estimation
Estimation
Estimation
Estimation
prioritized
Meeting
Meeting
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116. 116
Estimation Meeting
Preparation of Sprint Planning
Formal estimation
Spend at least two meetings
per Sprint
Estimate only Size not Time
=> Input for Release Planing

117. Tactical Level Sprint Planning 1 Analysis / Pulling
Backlog Items
Sprint Planning 2 Design
Daily Scrum / Day 2
Synchronisation /
Pulling Tasks
Daily Scrum / Day N
Sprint Review Results
Sprint Retrospective Improvement

118. Results
Scrum Meetings

119. 119
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

120. Sprint # 1 Sprint # 2
9:00
.......
Sprint Planning 1
Sprint Planning 1
CU
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Do your Daily Scrum every day! Do your Daily Scrum e
M
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Product Idea
12:00
Review
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VISION
spective
Retro-
PR
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Sprint
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DU
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18:00
TEAM
Day 1