GAC - Agile and Scrum Training

AGILE & SCRUM
GULF AGENCY COMPANY
Rasmus Runberg

Introduction
Rasmus Runberg
• +10 years of project experience - past 8 working agile
• Background as Scrum Facilitator and Project Manager
• Member of Agile Alliance and host of Agile ME
RASMUS@TELETRONICS.AE

Introduction
Practicalities
• Please interrupt!
• Let me know if it is time for a break (Lunch at noon)
• Presentation will be available for download

Introduction
Gulf Agency Company
• Do you have experience with Agile?
• What are your expectations to this workshop?

Introduction
Gulf Agency Company
Your best project?
• Think of the best project you have ever been part of
• Write down why you enjoyed this project so much
• Save for later

WHAT IS AGILE?
2001
“We are uncovering better ways of developing software”
HTTP://AGILEMANIFESTO.ORG/

WHAT IS AGILE?
“Agile processes are iterative and employ specific project management and
engineering practices to sustain the delivery of new functionality every one to four
weeks”
AND
“A philosophy that great products are created by collaborative, empowered
teams that work with their customers, utilizing value- driven delivery, adaptive
planning and continuous improvement techniques”

THE AGILE MANIFESTO
Individuals and
Interactions
Working 
Software
Customer
Collaboration
Responding to
Change
Processes 
and Tools
Comprehensive 
documentation
Contract 
Negotiation
Following 
a plan
That is, while there is value in the items on the right, we
value the items on the left more.
over
over
over
over

THE AGILE MANIFESTO
Individuals and
Interactions
Working 
Software
Customer
Collaboration
Responding to
Change
Could you apply
these principles in
your current way of
working?

THE AGILE MANIFESTO
Individuals and
Interactions
Working 
Software
Customer
Collaboration
Responding to
Change
Talk to people
Only follow process if it
adds value
Do what you know is right
not what you’re told

THE AGILE MANIFESTO
Individuals and
Interactions
Working 
Software
Customer
Collaboration
Responding to
Change
Measure progress in
deliveries, not time or
resources spend
Deliver continuously in
small iterations

THE AGILE MANIFESTO
Individuals and
Interactions
Working 
Software
Customer
Collaboration
Responding to
Change
Deliver what the customer
need, not what was
agreed in the contract
Get feedback from your
client or users

THE AGILE MANIFESTO
Individuals and
Interactions
Working 
Software
Customer
Collaboration
Responding to
Change
If the plan doesn’t make
sense any longer - change
it!
Do not fear changes -
embrace them

GROUP WORK
AGILE MANIFESTO
In groups
• Discuss each of the 12 principles
• Link each principle to one of the
four manifesto items

THE DARK SIDE OF AGILE
AGILE MANIFESTO

THE AGILE MANIFESTO
Individuals and
Interactions
Working 
Software
Processes 
and Tools
Comprehensive 
documentation
Contract 
Negotiation
Following 
a plan
That is, while there is value in the items on the right,
we value the items on the left more.
over
over
over
over
Customer
Collaboration
Responding to
Change

THE GOOD SIDE OF AGILE
AGILE MANIFESTO
In groups
• What benefits do you think you
could achieve from agility?
• For the team?
• For the company?
• For the client?

AGILE MANIFESTO
• Visibility
• Adaptability
• Business Value
• Low risk
SOURCE: HTTPS://WWW.VERSIONONE.COM/AGILE-101/AGILE-SOFTWARE-DEVELOPMENT-BENEFITS/

AGILE MANIFESTO
Still remember you best
project?

BEING AGILE
Agile is not a framework or
process - It’s a mindset

SCRUM
Gulf Agency Company
• Do you have experience with SCRUM?
• Any Rugby fans / players?

SCRUM VALUES
Focus Courage Openness Commitment Respect
Because we focus
on only a few things
at a time, we work
well together and
produce excellent
work. We deliver
valuable items
sooner.
Because we work as
a team, we feel
supported and have
more resources at
our disposal. This
gives us the courage
to undertake
greater challenges.
As we work
together, we
express how we're
doing, what's in our
way, and our
concerns so they
can be addressed.
Because we have
great control over
our own destiny, we
are more committed
to success.
As we work
together, sharing
successes and
failures, we come to
respect each other
and to help each
other become
worthy of respect.

SCRUM VALUES
Focus Courage Openness Commitment Respect
Because we focus
on only a few things
at a time, we work
well together and
produce excellent
work. We deliver
valuable items
sooner.
Because we work
as a team, we feel
supported and have
more resources at
our disposal. This
gives us the courage
to undertake
greater challenges.
As we work
together, we
express how we're
doing, what's in our
way, and our
concerns so they
can be addressed.
Because we have
great control over
our own destiny,
we are more
committed to
success.
As we work
together, sharing
successes and
failures, we come to
respect each other
and to help each
other become
worthy of respect.

THE SCRUM PROCESS
PLAN
BUILD
TEST
REVIEW
DEPLOY
WATERFALL
• Visibility
• Adaptability
• Business Value
• Low risk
REMINDER!

THE SCRUM PROCESS
PLAN
BUILD
TEST
REVIEW
DEPLOY
PLAN
BUILD
TEST
REVIEW
DEPLOY
PLAN
BUILD
TEST
REVIEW
DEPLOY
PLAN
BUILD
TEST
REVIEW
DEPLOY
SPRINT1
SPRINT2
SPRINT3
SPRINT4
SPRINT5

THE TEAM
Development Team
“The Development Team consists of professionals who do the work of delivering a
potentially releasable Increment of “Done” product at the end of each Sprint. 
Only members of the Development Team create the Increment”
AND
“Development Teams are structured and empowered by the organization to
organize and manage their own work. The resulting synergy optimizes the
Development Team’s overall efficiency and effectiveness”

THE TEAM
Development Team
Self-
organized
Cross
Functional
No Titels
No Sub-
teams
Shared
Accountability

GROUP WORK
THE DEVELOPMENT TEAM
In groups
• Pick one of the statements
• Discuss what the statement
means to you and why you think
it is important
Self-
organized
Cross
Functional
No Titels
No Sub-
teams
Shared
Accountability

THE TEAM
Development Team
Self-
organized
Cross
Functional
No Titels
No Sub-
teams
Shared
Accountability
No one (not even the
Scrum Master) tells
the Development
Team how to turn
Product Backlog into
Increments of
potentially releasable
functionality
Development Teams
are cross-functional,
with all the skills as a
team necessary to
create a product
Increment
Scrum recognizes no
titles for Development
Team members,
regardless of the
work being performed
by the person
Scrum recognizes no
sub-teams in the
Development Team,
regardless of domains
that need to be
addressed like
testing, architecture,
operations, or
business analysis
Individual
Development Team
members may have
specialized skills and
areas of focus, but
accountability
belongs to the
Development Team as
a whole

THE SM
Scrum Master
“The Scrum Master is responsible for promoting and supporting Scrum as defined
in the Scrum Guide. Scrum Masters do this by helping everyone understand Scrum
theory, practices, rules, and values”
AND
“The Scrum Master is a servant-leader for the Scrum Team. The Scrum Master
helps those outside the Scrum Team understand which of their interactions with
the Scrum Team are helpful and which aren’t. The Scrum Master helps everyone
change these interactions to maximize the value created by the Scrum Team”

THE PO
Product Owner
“The Scrum product owner is typically a
project's key stakeholder. Part of the product
owner responsibilities is to have a vision of
what he or she wishes to build, and convey that
vision to the scrum team. This is key to
successfully starting any agile software
development project. The product owner does
this in part through the product backlog, which
is a prioritized features list for the product”
Mike Cohn

THE PO
Product Owner
Backlog
Delivery
Feedback
Expectations 
Sale
Strategy 
Value New Tech 
Trends

THE PO
Product Owner
• The one person ultimately responsible for the
success of the product
• Liaison between all stakeholders 
(Team, Clients, Management etc.)
• The Product Owner is the sole person
responsible for managing the Product Backlog

THE PO
Product Owner
• Only by standing together and utilizing skills from the
development teams, the organization, the clients etc.
the PO will stand a chance
• The Product Owner should see himself more as a
facilitator, that ensures things get done, and dots are
connected, rather than the single entity (single point
of failure) that has to do it all
• Self-Organized and Empowered teams

BACKLOG
IdeaMAJOR
ELEMENT1
MAJOR
ELEMENT2
MAJOR
ELEMENT3
MAJOR
ELEMENT4
MAJOR
ELEMENT5

BACKLOG
Idea
MAJOR
ELEMENT1
MAJOR
ELEMENT2
MAJOR
ELEMENT4
MAJOR
ELEMENT5
MAJOR
ELEMENT3
FEATURE 1
FEATURE 2
FEATURE 3
FEATURE 4
FEATURE 5
FEATURE 1
FEATURE 2
FEATURE 3
FEATURE 4
FEATURE 5
FEATURE 1
FEATURE 2
FEATURE 3
FEATURE 4
FEATURE 5

BACKLOG
Vision
EPIC
EPIC
EPIC
EPIC
EPIC
USER STORY
USER STORY
USER STORY
USER STORY
USER STORY
USER STORY
USER STORY
USER STORY
USER STORY
USER STORY
USER STORY
USER STORY

BACKLOG
Vision
EPIC
EPIC
USER STORY
USER STORY
USER STORY
USER STORY
USER STORY
USER STORY
USER STORY
USER STORY
USER STORY
USER STORY
USER STORY
USER STORY

BACKLOG
EPICEPIC
USER STORY
USER STORY
USER STORY
USER STORY
USER STORY
USER STORY
USER STORY
USER STORY
PRIORITY
• Top of backlog should be well-known user stories ready
to be picked for next sprint
• Items in the bottom of the backlog can be with high
uncertainty - but should still be something we actually
believe we will do
• Priority of items in the backlog can always change
• All items in the backlog should be value based

BACKLOG
EPICEPIC
USER STORY
USER STORY
USER STORY
USER STORY
USER STORY
USER STORY
USER STORY
USER STORY
PRIORITY • All items in the backlog should be value based
• How to write a User Story
“AS A {PERSONA}, I WANT {OBJECTIVE}, SO THAT
{BENEFIT}.”
"GIVEN THAT I AM A {PERSONA}, AND {PRE-
CONDITIONS}, AND {PRE-CONDITIONS}, THEN
{VALIDATION}"

STORY MAPPING
Tell A Story
Group Into
Activities
Test For
Gaps
Prioritize
Deﬁne
Iterations
Walk through the
problem by telling a
story of the
activities and tasks
a user would
perform
Identify groupings
and define those as
activities
Look for missing
tasks by walking
through another
scenario or from a
different perspective
(persona)
As a team review
the story map and
prioritize
Outline iterations or
releases of the map

STORY MAPPING
HTTPS://AGILEVELOCITY.COM/AGILE-TOOLS/STORY-MAPPING-101/

GROUP WORK
STORY MAPPING
In groups
• Build your own story …

THE CEREMONIES
Before the
Sprint
During the
Sprint
After the
Sprint
• Daily Scrum • Sprint Review• Sprint Planning
• Backlog Refinement /
Grooming
• Sprint Retrospective

THE CEREMONIES
• Daily Scrum
• Sprint Planning
Grooming
• Sprint Review
• Story Writing / Story Telling
• Planning Poker
• SPIDR
TOOLS
• Prepare the backlog for Sprint Planning
PURPOSE
• Shared understanding of backlog items
• Estimates
OUTCOME

THE CEREMONIES
One or more iterations on designing an implementation of the value of a
user story.
With at least one of your colleagues, investigate what you know you need
to do to implement the value. and prepare a presentation for the team and
seek feedback actively.
STORY WRITING
• Daily Scrum
• Sprint Planning
Grooming
• Sprint Review
Session(s) where the imagined implementation of the value is presented to
relevant colleagues with the intent of getting feedback.
When all comments and questions has been handled you should be able
to estimate the user story using planning poker.
STORY TELLING

THE CEREMONIES
• How long time does it take to drive to Sharjah?
• How fast can you run 10 miles?
STORY POINTS
• Daily Scrum
• Sprint Planning
Grooming
• Sprint Review
A consensus-based estimating technique
PLANNING POKER
A unit of measure for expressing an estimate of the overall effort that will
be required to fully implement a product backlog item or any other piece of
work.

THE CEREMONIES
SPIDR
• Daily Scrum
• Sprint Planning
Grooming
• Sprint Review

THE CEREMONIES
• Daily Scrum
• Sprint Planning
Grooming
• Sprint Review
• Velocity
TOOLS
• Identify the backlog items for the following sprint
PURPOSE
• Sprint Backlog
• Team Commitment
OUTCOME

THE CEREMONIES
• Daily Scrum
• Sprint Planning
Grooming
• Sprint Review
• An average of the amount of work done in the past
sprints
VELOCITY
Sprints
WorkDone
Velocity

THE CEREMONIES
JIRA
• Daily Scrum
• Sprint Planning
Grooming
• Sprint Review

GROUP WORK
SPRINT PLANNING
In groups
• What does it mean to you
when you team give a
commitment to success?

THE CEREMONIES
• Daily Scrum
• Sprint Planning
Grooming
• Sprint Review • What did I achieve yesterday towards meeting our goal?
• What will I achieve today towards meeting our goal?
• Do I see any impediment?
TOOLS
• Optimize collaboration and performance by inspecting the
work since yesterday and forecasting upcoming Sprint work.
PURPOSE
• Alignment and understanding
OUTCOME

GROUP WORK
DURING THE SPRINT
In groups
• What do we do if things 
change?

THE CEREMONIES
Feedback and collaboration by presenting the increment.
Alignment and transparency.
PURPOSE
Input to a revised Product Backlog that defines the
probable Product Backlog items for the next Sprint -
potentially also adjusted to meet new opportunities.
OUTCOME• Daily Scrum
• Sprint Planning
Grooming
• Sprint Review

THE CEREMONIES
INCREMENT
• Daily Scrum
• Sprint Planning
Grooming
• Sprint Review
• The sum of all the backlog items finished in the sprint
• Potentially shippable

THE CEREMONIES
• Start - Stop - Continue
• Popcorn Flow
TOOLS
• For the team to inspect and adapt
PURPOSE
• Action items on experiments / improvements to implement
OUTCOME
• Daily Scrum
• Sprint Planning
Grooming
• Sprint Review

THE CEREMONIES
• Problem and observations
• Options
• Possible Experiments
• Commitment
• Ongoing
• Review
• Next
POPCORN FLOW
• Daily Scrum
• Sprint Planning
Grooming
• Sprint Review

INDIVIDUALS AND INTERACTIONS OVER PROCESSES AND TOOLS

READING MATERIAL
• https://www.mountaingoatsoftware.com/
MIKE COHEN
• https://www.scrumalliance.org/learn-about-scrum
SCRUM ALLIANCE
• https://www.youtube.com/watch?v=QbPkcfzi2HI&t=142s
• https://www.youtube.com/watch?v=eNe0UEsBalA
• https://www.youtube.com/watch?v=502ILHjX9EE&t=118s
YOUTUBE

GAC - Agile and Scrum Training

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