A workshop on discovering what makes for great project, how scrum enables great projects, and a look at what will change when you do scrum

1. Photo
©
javarman
-­‐
fotolia
File
1

2. File
1

3. Discovering Scrum

4. Why do we do Scrum?

5. Why do we do Scrum?

6. Why do we do Scrum?

7. Every Scrum Role, Activity and Artifact
Inspect
helps you Inspect and Adapt
Adapt

8. Photo
courtesy
of
Iain
Farrell@flickr

10. Photo
courtesy
of
Iain
Farrell@flickr

11. Certified Scrum Training
and Career Path

12. @peterstev
peter@saat-­‐network.ch

13. @peterstev
peter@saat-­‐network.ch

14. • What makes
great
projects?
• How does
Scrum work,
and why?
• Scrum and its
impact on
your
organization

15. …
while
experiencing
Scrum
Photo
©
leonardo
viD
-­‐
fotolia

16. • How does
Scrum work,
and why?
• Scrum and its
impact on
your
organization

17. • Think back...
• When were you involved in a project, which
really worked well? Everyone pulled together,
worked together, all for one and one for all?
• In 90 seconds, tell the story of this project to
your table mates.

18. • Note the person who told the “best” story, the
one which should be a role model moving
forward.
• Now switch tables so your are with as many new
people as possible.

20. • What are the stories we’d most like to emulate?
• Find the best story (from either the first or
second round) and put your hand on that
persons shoulder.
• Keep it there, until we find the top 3 stories.

21. Would the top 3 storytellers please
share their stories to everyone.

23. Photo
©
leonardo
viD
-­‐
fotolia

24. Management

25. Management
• Clear Vision & Goals
• Clear priorities
• Clear decisions
• Clear responsibilities
• Management Support
for the Teams, People
& Project
• Focus
• Close cooperation
with the customer
• Motivated, Activated
& Empowered Team
Members

26. Management
• Clear Vision & Goals
• Clear priorities
• Clear decisions
• Clear responsibilities
• Management Support
for the Teams, People
& Project
• Focus
• Close cooperation
with the customer
• Motivated, Activated
& Empowered Team
Members
Technical
• Short feedback loops
• Running systems
early
• Clear Acceptance
Criteria / Tests
• Good tools and
equipment
• Risks handled early
• Early and regular
integration
• Thorough Test Suite
• Automated Test Suite

27. Management
• Clear Vision & Goals
• Clear priorities
• Clear decisions
• Clear responsibilities
• Management Support
for the Teams, People
& Project
• Focus
• Close cooperation
with the customer
• Motivated, Activated
& Empowered Team
Members
Technical
• Short feedback loops
• Running systems
early
• Clear Acceptance
Criteria / Tests
• Good tools and
equipment
• Risks handled early
• Early and regular
integration
• Thorough Test Suite
• Automated Test Suite

28. • What makes
great
projects?
• Scrum and its
impact on
your
organization

29. Photo:
(CC)
joeshlabotnik@flickr

30. Photo:
Peter
Stevens

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Analysis
Design
Development
Test
Deadline

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Phase-­‐Driven
is
a
Dghtly
coupled
architecture.

45. • There is always a lot of Work in Progress
– change is hard
• Delays impact other projects
• Delays do not slow down the flow of new
requests
• People are fully allocated
– there is no time to do new things
• “Resource Allocation” is a continuous process
– Priorities are difficult to set and maintain

46. P5
R-­‐A-­‐D-­‐D-­‐T
Team
P1
R-­‐A-­‐D-­‐D-­‐T
PotenDal
Release
P1
R-­‐A-­‐D-­‐D-­‐T
PotenDal
Release
P1
R-­‐A-­‐D-­‐D-­‐T
Actual
Release
P4
R-­‐A-­‐D-­‐D-­‐T
Actual
Release

47. P1
R-­‐A-­‐D-­‐D-­‐T
P1
R-­‐A-­‐D-­‐D-­‐T
P1
R-­‐A-­‐D-­‐D-­‐T
P2
R-­‐A-­‐D-­‐D-­‐T
P2
R-­‐A-­‐D-­‐D-­‐T
P3
R-­‐A-­‐D-­‐D-­‐T
P3
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P3
R-­‐A-­‐D-­‐D-­‐T
P4
R-­‐A-­‐D-­‐D-­‐T
P5
R-­‐A-­‐D-­‐D-­‐T
Team
1
Team
2
Scrum
is
a
loosely
coupled
architecture.

48. max
30
Days
Done
PotenDally
Shippable
Product
RetrospecDve
Daily
Scrum
Planning
-­‐
How
Review
Planning
-­‐
What

49. Product
Owner:
Voice
of
Customer
Scrum
Master:
“Development”
Team:
Solves
the
problem
Voice
of
Common
Sense,
Unblocks
Impediments

50. • What makes
great
projects?
• How does
Scrum work,
and why?

51. Photo:
Courtesy
of
Roman
Keller

52. Photo
©
Big
Stock
Photo

54. au début du projet, d’une vision du produit décrivant clairement et de manière compréhensible
l’objectif final, tout en laissant consciemment un espace suffisant pour la navigation. Au cours du pro-cessus
de développement, cet espace sera complété avec les exigences apportant la meilleure plus-value.
La collecte des exigences et la fixation des priorités correspondantes ne s’effectuent donc pas
au début seulement (up-front), mais en continu, par l’intégration précoce du client et d’autres experts
du domaine. Ainsi, des découvertes importantes peuvent encore être prises en compte même très
tard dans le projet. De telles constatations apportent souvent la meilleure plus-value et sont importan-tes
pour la réussite du projet.
Figure 5: Backlog de produit: catalogue des exigences avec itérations
Source:
Étude
HERMES
et
agilite

56. 7
Commi(ed
and
Delivered
FuncAonality
9
9
9
9
10
120%
100%
80%
60%
40%
20%
0%
15
10
5
1
2
3
4
5
6
%
of
Commi(ment
Finished
Forecast/Actual
in
SP
Sprint
(2
weeks)
SP
commifed
%
Done
Note:
Sprint
2
was
actually
a
three
week
sprint
with
13
points
commifed
and
delivered.
Data
is
normalized
to
a
2
week
sprint
for
readability.

57. 52
45
36
28
19
10
15
10
0
5
60
50
40
30
20
10
0
Start
1
2
3
4
5
6
Velocity
FuncAonality
Remaining
"Backlog"
Delivered
FuncAonality
Note:
Sprint
2
was
actually
a
three
week
sprint
with
13
points
commifed
and
delivered.
Data
is
normalized
to
a
2
week
sprint
for
readability.
FuncDonalty
Remaining
Velocity

58. 120
100
80
60
40
20
0
Start
1
2
3
4
5
6
7
8
9
10
11
12
Scope
EsAmated
CompleAon
Note:
Sprint
2
was
actually
a
three
week
sprint
with
13
points
commifed
and
delivered.
Data
is
normalized
to
a
2
week
sprint
for
readability.
Full
Project
Reduced
Project

59. Build
the
right
thing
Build
it
well
Figure out what
the right
thing
is!
Befer
ProducDvity

61. • The waterfall
is poorly
suited for
software and
systems
development
• Modern
alternatives
e.g. Scrum
are available
and much
better
• You can be
much better
than you are!

62. We
have
a
lot
of
people…
And
many
quesDons….
How
do
we
know
that
the
most
important
quesDons
get
answered?
Photo
©
leonardo
viD
-­‐
fotolia

63. • 1 Question per moderation card
• One question per card / thick pen
• The question is a complete sentence, that ends
with a ‘?’
• Recommendation: Starts with a ‘W-Word’
– Why, What, When, Where, Which ( and How ;-)
– Yes/No Questions get a yes/no answer!
• Recommendation: Keep the question ‘small’

64. • The ‘owner’ of the question accepts the answer
• You may add expectations as notes to your
question

65. Requirements
Management in Scrum

66. Can you do fixed-price/
fixed-scope Projects in
Scrum?

67. Who is responsible for
Requirements
Management in Scrum?
I
want
to
understand
the
duDes
and
responsibiliDes
of
this
person

68. • Each table designates a time keeper and a
speaker/representative (need not be the same
person)
• Everyone take two minutes to write max three
questions
• Place the card on a wall
• Each person explains their questions (max 1
minute each )
• Speaker combines duplicates – and team uses
dot voting to select top two questions.

69. • Speakers bring #1 & #2 questions to plenum.
• Put #1 question on the board. (Use #2 if #1
question has been proposed already)
• Agree on order to handle the questions.
• Time 3 Minutes.

71. You
are
here

72. • Commit to doing Scrum!
• Training for Everyone
(including Customer &
Management)
• Definition of Ready
• Definition of Done
• Pair Immediately
• No Multitasking

73. • Everything in Sprint
Prioritized by Product
Owner
• Physical Task Board
• Short Sprints
• Improve Engineering
Practices
• Management does Scrum Too

74. “Some people invest
time in open source to
save money.
“Others invest money in
proprietary software to
save time and reduce
risk.”
-- MySQL
“The same applies to
training and coaching”
-­‐-­‐
Peter
Stevens
Picture courtesy of star5112 @ flickr

75. Peter
Stevens
@peterstev
peter@saat-­‐network.ch
Training
CerDfied
Scrum
Master
Roma
16.10
Milano
25.11
For
Training
Coaching
or
TransisDons
Contact
Elena
Bassa
elena.b@beflowing.com
Photo
:
©
Julián
RovagnaD
–
Fotolia

76. • © 2006-2013 Peter Stevens
• Redistribution permitted under
Attribution-NonCommercial-ShareAlike 2.5
Generic
(CC BY-NC-SA 2.5)
• Some image material © Fotolia or BigStockPhoto
and their respective photographers – used
under license