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ScrumAwareness 2.0.1dne Brunborg<date>
Who am I?dne BrunborgSenior Consultant at Capgemini since march 2005Over 11 yearsexperience asDeveloperArchitectTeam Leader
Audienceexpectations?
AimThis courseaims to provide a basicunderstandingof Agile methods, in particularScrum as a method, itsrelevance and mindset, and practicaluseofScrum in projectsItsprimaryaudience is developerswithlittle or nounderstandingofScrum
ContentsPart 1: Agile and Scrum	10 min breakPart 2: Agile Estimating and PlanningPart 3: ScalingScrum	10 min breakPart 4: Exercise
ContentsPart 1: Agile and Scrum	10 min breakPart 2: Agile Estimating and PlanningPart 3: ScalingScrum	10 min breakPart 4: Exercise
Manifesto for Agile Software DevelopmentWe are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentationCustomer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. www.agilemanifesto.org
Scrum
ScrumScrum, as a holistic approach in which phases strongly overlap and the whole process is performed by one cross-functional team across the different phases, is comparable to rugby, where the whole team "tries to go to the distance as a unit, passing the ball back and forth (from The New New Product Development Game by Hirotaka Takeuchi and IkujiroNonaka )
ScrumWikipedia: Scrum is an iterative incremental process of software development commonly used with agile software development.
ScrumWikipedia: Scrum is an iterative incremental process of software development commonly used with agile software development.Definitionsvary: Its a method its not a methodits a process its not a processits a framework its not a frameworkits a method etc
ScrumWikipedia: Scrum is an iterative incremental process of software development commonly used with agile software development.Definitionsvary: Its a method its not a methodits a process its not a processits a framework its not a frameworkits a method etcButthat is not important!
Scrum in 100 words (or less)Scrum is an Agile process focuses on delivering the highest business value in the shortest time
Scrum in 100 words (or less)Scrum is an Agile process focuses on delivering the highest business value in the shortest timeThe business sets the priorities. The developers self-organize to determine best to deliver the highest priority features
Scrum in 100 words (or less)Scrum is an Agile process focuses on delivering the highest business value in the shortest timeThe business sets the priorities. The developers self-organize to determine best to deliver the highest priority featuresIt utilizes rapid and repeated inspection of work products
Scrum in 100 words (or less)Scrum is an Agile process focuses on delivering the highest business value in the shortest timeThe business sets the priorities. The developers self-organize to determine best to deliver the highest priority featuresIt utilizes rapid and repeated inspection of work productsEvery two to four weeks anyone can see real working product increments  which may be released to customers
Scrum in 64 wordsScrum is an Agile process focuses on delivering the highest business value in the shortest timeThe business sets the priorities. The developers self-organize to determine best to deliver the highest priority featuresIt utilizes rapid and repeated inspection of work productsEvery two to four weeks anyone can see real working product increments  which may be released to customers
ScrumOverview
ScrumOverviewScrumArtifactsScrumProcessScrumRoles
The ArtifactsProductBackloga prioritized list of high level requirements
The ArtifactsProductBackloga prioritized list of high level requirementsSprint Backloga list of tasks to be completed during the sprint
The ArtifactsProductBackloga prioritized list of high level requirementsSprint Backloga list of tasks to be completed during the sprintBurndownCharta progress chartmeasuring estimatedhoursremaining
The ArtifactsProductBackloga prioritized list of high level requirementsSprint Backloga list of tasks to be completed during the sprintBurndownCharta progress chartmeasuring estimatedhoursremainingScrumBoardmaking it all visible
ScrumBoardexample
Live Demo: BurndownChart
The ProcessDailyScrum15 minutes  STANDING; each team memberanswer 3 questions:What have youdonesinceyesterday?What do you plan to do today?Do you have any impediments?
The ProcessDailyScrum15 minutes  STANDING; each team memberanswer 3 questions:What have youdonesinceyesterday?What do you plan to do today?Do you have any impediments?SprintAn iteration, 2-4 weeksNo changes in the Sprint Backlog during thisperiod!
The ProcessDailyScrum15 minutes  STANDING; each team memberanswer 3 questions:What have youdonesinceyesterday?What do you plan to do today?Do you have any impediments?SprintAn iteration, 2-4 weeksNo changes in the Sprint Backlog during thisperiod!Sprint Retrospective  inspect and adaptAt end of a Sprint, 30 minutes to 4 hours
Questions?
Exercise 1: The DysfunctionalScrum8 volunteersEach person willget a cardwithinstructionsOne person will be theScrum MasterThe team willperform a DailyScrum, witheach person actingoutthe given instructions
Exercise 1: The DysfunctionalScrum: ExerciseRetrospectiveWhatthecardssaidBe very vague about what you did yesterday.Attempt to distract the people next to youGet really technical about what you did or are going to do so nobody on the team understands your jargon.Youve been struggling with the same task for the last 5 days. Try and talk for as long as possible about what you did yesterday or are going to do today.Always interrupt others when they are talking.Immediately leave the room. Then, return (turn up late to the Daily Scrum) and act uninterested.Pigs and Chickens
The PigRolesThe Teamdevelopers, designers, testersresponsible for deliveringtheproduct
The PigRolesThe Teamdevelopers, designers, testersresponsible for deliveringtheproductThe Scrum Masterresponsible for facilitatingtheScrumprocess
The PigRolesThe Teamdevelopers, designers, testersresponsible for deliveringtheproductThe Scrum Masterresponsible for facilitatingtheScrumprocessThe ProductOwnerresponsible for maintaining the Product Backlog by representing the interests of the stakeholders ("customers").
The ChickenRolesEnd UsersFor whomthe software is built
The ChickenRolesEnd UsersFor whomthe software is builtStakeholders (customers, vendors )The business side
The ChickenRolesEnd UsersFor whomthe software is builtStakeholders (customers, vendors )The business sideManagementThe organisation side
Questions?
ScrumPrerequisitesUnderstandingofthemethod and itsprinciples(this is whyweareheretoday)
ScrumPrerequisitesUnderstandingofthemethod and itsprinciples(this is whyweareheretoday)Customeravailable during theproject
ScrumPrerequisitesUnderstandingofthemethod and itsprinciples(this is whyweareheretoday)Customeravailable during theprojectCulture for opencommunication
ScrumPrerequisitesUnderstandingofthemethod and itsprinciples(this is whyweareheretoday)Customeravailable during theprojectCulture for opencommunicationSelf-discipline and honesty
ScrumPrerequisitesUnderstandingofthemethod and itsprinciples(this is whyweareheretoday)Customeravailable during theprojectCulture for opencommunicationSelf-discipline and honestyRemember  it is the Team and not theindividualdeveloperthat is responsible for delivering!
ScrumAdvantagesTeam is focused on frequently delivering value to the business
ScrumAdvantagesTeam is focused on frequently delivering value to the businessDailyScrum makes all problems visible
ScrumAdvantagesTeam is focused on frequently delivering value to the businessDailyScrum makes all problems visibleCustomer Collaboration makes for betterRequirements and Change Management
ScrumAdvantagesTeam is focused on frequently delivering value to the businessDailyScrum makes all problems visibleCustomer Collaboration makes for betterRequirements and Change ManagementAdministration and documentation kept to a minimum
ScrumAdvantagesTeam is focused on frequently delivering value to the businessDailyScrum makes all problems visibleCustomer Collaboration makes for betterRequirements and Change ManagementAdministration and documentation kept to a minimumPossibility to combine Scrum with other methodics
ScrumAdvantagesScrumgivesdevelopersbettercontrol over theirownsituation, making the team motivated
ScrumAdvantagesScrumgivesdevelopersbettercontrol over theirownsituation, making the team motivatedA happydeveloper is a gooddeveloper!
DailyScrummeetingswill doScrumMisunderstandings
DailyScrummeetingswill doAll weneedaretheScrumartifactsScrumMisunderstandings
DailyScrummeetingswill doAll weneedaretheScrumartifactsNo detailedrequirementsScrumMisunderstandings
DailyScrummeetingswill doAll weneedaretheScrumartifactsNo detailedrequirementsNo documentationScrumMisunderstandings
DailyScrummeetingswill doAll weneedaretheScrumartifactsNo detailedrequirementsNo documentationNo designScrumMisunderstandings
DailyScrummeetingswill doAll weneedaretheScrumartifactsNo detailedrequirementsNo documentationNo designNo planScrumMisunderstandings
Coffee Break!10 minutes
ContentsPart 1: Agile and Scrum	10 min breakPart 2: Agile Estimating and PlanningPart 3: ScalingScrum	10 min breakPart 4: Exercise
Planning PokerWikipedia: Planning Poker is a consensus-based estimation technique for estimating, mostly used to estimate effort or relative size of tasks in software development.
Planning PokerWikipedia: Planning Poker is a consensus-based estimation technique for estimating, mostly used to estimate effort or relative size of tasks in software development.Most commonly used for estimatingeffort, butcanalso be used for estimatingvalue
Planning Poker
Planning PokerFirst, thetask is described by onewho understands it
Planning PokerFirst, thetask is described by onewho understands itEach person thenselects a card he feelsappropriate
Planning PokerFirst, thetask is described by onewho understands itEach person thenselects a card he feelsappropriateThe cardsareshownsimultanously
Planning PokerFirst, thetask is described by onewho understands itEach person thenselects a card he feelsappropriateThe cardsareshownsimultanouslyThe person withthehighest and lowestnumberarguetheirestimate  total time no more than 5 minutes  before a newround is played
Planning PokerFirst, thetask is described by onewho understands itEach person thenselects a card he feelsappropriateThe cardsareshownsimultanouslyThe person withthehighest and lowestnumberarguetheirestimate  total time no more than 5 minutes  before a newround is playedIfno consensus is reachedafter 3 rounds, thetask is parked
Planning PokerBaselining is done by selecting a fairlysmall and well-understoodtask and estimating it first, preferably to a lownumber, typically 2
Planning PokerBaselining is done by selecting a fairlysmall and well-understoodtask and estimating it first, preferably to a lownumber, typically 2The cards are numbered as they are to account for the fact that the higher an estimate is, the more uncertainty it contains
Planning PokerBaselining is done by selecting a fairlysmall and well-understoodtask and estimating it first, preferably to a lownumber, typically 2The cards are numbered as they are to account for the fact that the higher an estimate is, the more uncertainty it containsEstimates obtained through the Planning Poker process are shown to be less optimistic and more accuratethan estimates obtained through mechanical combination of individual estimates for the same tasks
UserStories and theProductBacklogA user story is a software system requirement formulated as one or two sentences in the everyday or business language of the userAs a customer representative, I can search for my customers by their first and last name.As a non-administrative user, I can modify my own schedules but not the schedules of other users.
UserStories and theProductBacklogA user story is a software system requirement formulated as one or two sentences in the everyday or business language of the userAs a customer representative, I can search for my customers by their first and last name.As a non-administrative user, I can modify my own schedules but not the schedules of other users.A User Story has value, thisvalue is visualizedwith a relative numbercalled Story Points
UserStories and theProductBacklogA user story is a software system requirement formulated as one or two sentences in the everyday or business language of the userAs a customer representative, I can search for my customers by their first and last name.As a non-administrative user, I can modify my own schedules but not the schedules of other users.A User Story has value, thisvalue is visualizedwith a relative numbercalled Story PointsThe ProductBacklog is a prioritized list ofUserStories
PrioritizingtheworkUserStoriesareprioritizedaccording to thehighestValue-to-Effort (Story-Points-to-Estimate) value
PrioritizingtheworkUserStoriesareprioritizedaccording to thehighestValue-to-Effort (Story-Points-to-Estimate) value
PrioritizingtheworkUserStoriesareprioritizedaccording to thehighestValue-to-Effort (Story-Points-to-Estimate) valueThe QuickWinsgetpriority
Team VelocityTeam velocity is how much product backlog effort a team can deliver in one sprint  measured in Story points per SprintRemember, thefocus is howmuchvaluecanweadd to the business  andnot howmuchcodecanweproduce
Team VelocityTeam velocity is how much product backlog effort a team can deliver in one sprint  measured in Story points per SprintRemember, thefocus is howmuchvaluecanweadd to the business  andnot howmuchcodecanweproduceThe team commits to theamoutofwork it feels it candeliver
Team VelocityTeam velocity is how much product backlog effort a team can deliver in one sprint  measured in Story points per SprintRemember, thefocus is howmuchvaluecanweadd to the business  andnot howmuchcodecanweproduceThe team commits to theamoutofwork it feels it candeliverThe team quickly (2-3 sprints) achieves a fairly stable velocity (calibration)
DefinitionofDone (DoD)DoD is a checklist of valuable activities required to produce software
DefinitionofDone (DoD)DoD is a checklist of valuable activities required to produce softwareDoD is the primary reporting mechanism for team membersa feature is either done or it is not-done
DefinitionofDone (DoD)DoD is a checklist of valuable activities required to produce softwareDoD is the primary reporting mechanism for team membersa feature is either done or it is not-doneDoD is informed by reality
DefinitionofDone (DoD)DoD is a checklist of valuable activities required to produce softwareDoD is the primary reporting mechanism for team membersa feature is either done or it is not-doneDoD is informed by realityDoD is not static
DefinitionofDone (DoD)DoD is a checklist of valuable activities required to produce softwareDoD is the primary reporting mechanism for team membersa feature is either done or it is not-doneDoD is informed by realityDoD is not staticDoD is auditable
Questions?
Exercise 2: The Paper Town, part 1Make an estimate for a papertown to be built in nextexerciseSpecificationofthebuildingsonthenext slide (and handedout)Props for building: A4-paper, scissors, tape, ruler10 minutes
Exercise 2: The Paper Town, part 1specificationofbuildingsHouse: 150 +/- 25 cm^2, 1 story1 story = 8-10 cmVilla: 250 +/- 25 cm^2, 1 storyApartement Building: 150 +/-25 cm^2, 4 storiesFire Departement: 300 +/- 10 cm^2, 2 storiesplus a tower,  30 +/-2 cm tallPolice Station: 300 +/- 10 cm^2, 3 storiesHospital: 2 stories, 400 +/- 10 cm^2 and 250 +/- 10 cm^2School: 300 +/- 10 cm^2, inside a fenced area 600 +/- 10 cm^2, fence 4-6 cm tallGeneral Store: 400 cm^2 +/- 25 cm, 1 story
Exercise 2: The Paper Town, part 1backlog
Exercise 2: The Paper Town, part 1prototype ofhouse
Exercise 2: The Paper Town, part 1ExerciseRetrospective
ContentsPart 1: Agile and Scrum	10 min breakPart 2: Agile Estimating and PlanningPart 3: ScalingScrum	10 min breakPart 4: Exercise
息 2009 Capgemini. All rights reservedSteinar rdal & Geir Magne Trengereid92ScalingScrum(as done in the NAV Pension project)DailyScrumSprintSmallScrumBig Scrum
息 2009 Capgemini. All rights reservedSteinar rdal & Geir Magne Trengereid93DailyScrumProduct BacklogxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxXxxxxxxxxxxxxxxxSprintSprint BacklogxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxXxxxxxxxxxxxxxxxNew, demonstrablefunctionality at end ofeach Sprint4 WeeksThe Scrumprocess
息 2009 Capgemini. All rights reservedSteinar rdal & Geir Magne Trengereid94Scrum of ScrumsABCDEDaily ScrumOfScrums(15 min)ScrumMasters & Architects(++)
Synchronisingthe teams
Focusoncommon impedimentsProduct Backlogxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxScrumOfScrumsMasterScrumMasterScrumMasterScrumMasterSprint ABacklogxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxSprint BBacklogxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxSprint CBacklogxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxSprint DBacklogxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxSprint EBacklogxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
息 2009 Capgemini. All rights reservedSteinar rdal & Geir Magne Trengereid95MetaScrumMetaScrums (15 min) 3 times per week
ScrumMasters/TeamLeader
Synchronisingthe program
Focusoncommon impedimentsProgramme RoadmapxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxMetaScrumsMasterInfrastructureDesignProject XProjectYScrumOfScrumsMaster
Sometimessacrifices must be 糸看稼艶
Coffee Break? 10 minutes
ContentsPart 1: Agile and Scrum	10 min breakPart 2: Agile Estimating and PlanningPart 3: ScalingScrum	10 min breakPart 4: Exercise
Exercise 3: The Paper Town, part 2building and deployingBuildthebuildingsestimated in Exercise 215 minutes sprint, followed by 5 minute Sprint RetrospectiveDoD:A building must be placedonthetown area to be doneA building must be able to support itselfA building must be square or rectangularA building must have a roofNote that not all buildingsarerequested in all sprints!
Exercise 3: The Paper Town, part 2ProductBacklog Sprint 1Team Commitment?
Whichbuildingscanyour team committ to?Exercise 3: The Paper Town, part 2 Sprint 1 RetrospectiveDidyour team meetitscommitment?Process:Howdidyouorganiseyour team?Didyou ask theProductOwneranyquestions?Requirements:Are thereanychanges to DoD?Are thereanychanges to theProductBacklog?
Exercise 3: The Paper Town, part 2ProductBacklog Sprint 2Team Commitment?
Whichbuildingscanyour team committ to?Exercise 3: The Paper Town, part 2 Sprint 2 RetrospectiveDidyou make anyorganisationalchanges to the team?Didyour team meetitscommitment?Requirements:Are thereanychanges to DoD?Are thereanychanges to theProductBacklog?
Exercise 3: The Paper Town, part 2ProductBacklog Sprint 3A towerdoes not need to be square or rectangularA tower must be at least 50 cm tall, and support itself
Exercise 3: The Paper Town, part 2ExerciseRetrospective

More Related Content

Scrum Awareness 2.0.1

  • 2. Who am I?dne BrunborgSenior Consultant at Capgemini since march 2005Over 11 yearsexperience asDeveloperArchitectTeam Leader
  • 4. AimThis courseaims to provide a basicunderstandingof Agile methods, in particularScrum as a method, itsrelevance and mindset, and practicaluseofScrum in projectsItsprimaryaudience is developerswithlittle or nounderstandingofScrum
  • 5. ContentsPart 1: Agile and Scrum 10 min breakPart 2: Agile Estimating and PlanningPart 3: ScalingScrum 10 min breakPart 4: Exercise
  • 6. ContentsPart 1: Agile and Scrum 10 min breakPart 2: Agile Estimating and PlanningPart 3: ScalingScrum 10 min breakPart 4: Exercise
  • 7. Manifesto for Agile Software DevelopmentWe are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentationCustomer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. www.agilemanifesto.org
  • 9. ScrumScrum, as a holistic approach in which phases strongly overlap and the whole process is performed by one cross-functional team across the different phases, is comparable to rugby, where the whole team "tries to go to the distance as a unit, passing the ball back and forth (from The New New Product Development Game by Hirotaka Takeuchi and IkujiroNonaka )
  • 10. ScrumWikipedia: Scrum is an iterative incremental process of software development commonly used with agile software development.
  • 11. ScrumWikipedia: Scrum is an iterative incremental process of software development commonly used with agile software development.Definitionsvary: Its a method its not a methodits a process its not a processits a framework its not a frameworkits a method etc
  • 12. ScrumWikipedia: Scrum is an iterative incremental process of software development commonly used with agile software development.Definitionsvary: Its a method its not a methodits a process its not a processits a framework its not a frameworkits a method etcButthat is not important!
  • 13. Scrum in 100 words (or less)Scrum is an Agile process focuses on delivering the highest business value in the shortest time
  • 14. Scrum in 100 words (or less)Scrum is an Agile process focuses on delivering the highest business value in the shortest timeThe business sets the priorities. The developers self-organize to determine best to deliver the highest priority features
  • 15. Scrum in 100 words (or less)Scrum is an Agile process focuses on delivering the highest business value in the shortest timeThe business sets the priorities. The developers self-organize to determine best to deliver the highest priority featuresIt utilizes rapid and repeated inspection of work products
  • 16. Scrum in 100 words (or less)Scrum is an Agile process focuses on delivering the highest business value in the shortest timeThe business sets the priorities. The developers self-organize to determine best to deliver the highest priority featuresIt utilizes rapid and repeated inspection of work productsEvery two to four weeks anyone can see real working product increments which may be released to customers
  • 17. Scrum in 64 wordsScrum is an Agile process focuses on delivering the highest business value in the shortest timeThe business sets the priorities. The developers self-organize to determine best to deliver the highest priority featuresIt utilizes rapid and repeated inspection of work productsEvery two to four weeks anyone can see real working product increments which may be released to customers
  • 20. The ArtifactsProductBackloga prioritized list of high level requirements
  • 21. The ArtifactsProductBackloga prioritized list of high level requirementsSprint Backloga list of tasks to be completed during the sprint
  • 22. The ArtifactsProductBackloga prioritized list of high level requirementsSprint Backloga list of tasks to be completed during the sprintBurndownCharta progress chartmeasuring estimatedhoursremaining
  • 23. The ArtifactsProductBackloga prioritized list of high level requirementsSprint Backloga list of tasks to be completed during the sprintBurndownCharta progress chartmeasuring estimatedhoursremainingScrumBoardmaking it all visible
  • 26. The ProcessDailyScrum15 minutes STANDING; each team memberanswer 3 questions:What have youdonesinceyesterday?What do you plan to do today?Do you have any impediments?
  • 27. The ProcessDailyScrum15 minutes STANDING; each team memberanswer 3 questions:What have youdonesinceyesterday?What do you plan to do today?Do you have any impediments?SprintAn iteration, 2-4 weeksNo changes in the Sprint Backlog during thisperiod!
  • 28. The ProcessDailyScrum15 minutes STANDING; each team memberanswer 3 questions:What have youdonesinceyesterday?What do you plan to do today?Do you have any impediments?SprintAn iteration, 2-4 weeksNo changes in the Sprint Backlog during thisperiod!Sprint Retrospective inspect and adaptAt end of a Sprint, 30 minutes to 4 hours
  • 30. Exercise 1: The DysfunctionalScrum8 volunteersEach person willget a cardwithinstructionsOne person will be theScrum MasterThe team willperform a DailyScrum, witheach person actingoutthe given instructions
  • 31. Exercise 1: The DysfunctionalScrum: ExerciseRetrospectiveWhatthecardssaidBe very vague about what you did yesterday.Attempt to distract the people next to youGet really technical about what you did or are going to do so nobody on the team understands your jargon.Youve been struggling with the same task for the last 5 days. Try and talk for as long as possible about what you did yesterday or are going to do today.Always interrupt others when they are talking.Immediately leave the room. Then, return (turn up late to the Daily Scrum) and act uninterested.Pigs and Chickens
  • 32. The PigRolesThe Teamdevelopers, designers, testersresponsible for deliveringtheproduct
  • 33. The PigRolesThe Teamdevelopers, designers, testersresponsible for deliveringtheproductThe Scrum Masterresponsible for facilitatingtheScrumprocess
  • 34. The PigRolesThe Teamdevelopers, designers, testersresponsible for deliveringtheproductThe Scrum Masterresponsible for facilitatingtheScrumprocessThe ProductOwnerresponsible for maintaining the Product Backlog by representing the interests of the stakeholders ("customers").
  • 35. The ChickenRolesEnd UsersFor whomthe software is built
  • 36. The ChickenRolesEnd UsersFor whomthe software is builtStakeholders (customers, vendors )The business side
  • 37. The ChickenRolesEnd UsersFor whomthe software is builtStakeholders (customers, vendors )The business sideManagementThe organisation side
  • 40. ScrumPrerequisitesUnderstandingofthemethod and itsprinciples(this is whyweareheretoday)Customeravailable during theproject
  • 41. ScrumPrerequisitesUnderstandingofthemethod and itsprinciples(this is whyweareheretoday)Customeravailable during theprojectCulture for opencommunication
  • 42. ScrumPrerequisitesUnderstandingofthemethod and itsprinciples(this is whyweareheretoday)Customeravailable during theprojectCulture for opencommunicationSelf-discipline and honesty
  • 43. ScrumPrerequisitesUnderstandingofthemethod and itsprinciples(this is whyweareheretoday)Customeravailable during theprojectCulture for opencommunicationSelf-discipline and honestyRemember it is the Team and not theindividualdeveloperthat is responsible for delivering!
  • 44. ScrumAdvantagesTeam is focused on frequently delivering value to the business
  • 45. ScrumAdvantagesTeam is focused on frequently delivering value to the businessDailyScrum makes all problems visible
  • 46. ScrumAdvantagesTeam is focused on frequently delivering value to the businessDailyScrum makes all problems visibleCustomer Collaboration makes for betterRequirements and Change Management
  • 47. ScrumAdvantagesTeam is focused on frequently delivering value to the businessDailyScrum makes all problems visibleCustomer Collaboration makes for betterRequirements and Change ManagementAdministration and documentation kept to a minimum
  • 48. ScrumAdvantagesTeam is focused on frequently delivering value to the businessDailyScrum makes all problems visibleCustomer Collaboration makes for betterRequirements and Change ManagementAdministration and documentation kept to a minimumPossibility to combine Scrum with other methodics
  • 50. ScrumAdvantagesScrumgivesdevelopersbettercontrol over theirownsituation, making the team motivatedA happydeveloper is a gooddeveloper!
  • 53. DailyScrummeetingswill doAll weneedaretheScrumartifactsNo detailedrequirementsScrumMisunderstandings
  • 54. DailyScrummeetingswill doAll weneedaretheScrumartifactsNo detailedrequirementsNo documentationScrumMisunderstandings
  • 55. DailyScrummeetingswill doAll weneedaretheScrumartifactsNo detailedrequirementsNo documentationNo designScrumMisunderstandings
  • 56. DailyScrummeetingswill doAll weneedaretheScrumartifactsNo detailedrequirementsNo documentationNo designNo planScrumMisunderstandings
  • 58. ContentsPart 1: Agile and Scrum 10 min breakPart 2: Agile Estimating and PlanningPart 3: ScalingScrum 10 min breakPart 4: Exercise
  • 59. Planning PokerWikipedia: Planning Poker is a consensus-based estimation technique for estimating, mostly used to estimate effort or relative size of tasks in software development.
  • 60. Planning PokerWikipedia: Planning Poker is a consensus-based estimation technique for estimating, mostly used to estimate effort or relative size of tasks in software development.Most commonly used for estimatingeffort, butcanalso be used for estimatingvalue
  • 62. Planning PokerFirst, thetask is described by onewho understands it
  • 63. Planning PokerFirst, thetask is described by onewho understands itEach person thenselects a card he feelsappropriate
  • 64. Planning PokerFirst, thetask is described by onewho understands itEach person thenselects a card he feelsappropriateThe cardsareshownsimultanously
  • 65. Planning PokerFirst, thetask is described by onewho understands itEach person thenselects a card he feelsappropriateThe cardsareshownsimultanouslyThe person withthehighest and lowestnumberarguetheirestimate total time no more than 5 minutes before a newround is played
  • 66. Planning PokerFirst, thetask is described by onewho understands itEach person thenselects a card he feelsappropriateThe cardsareshownsimultanouslyThe person withthehighest and lowestnumberarguetheirestimate total time no more than 5 minutes before a newround is playedIfno consensus is reachedafter 3 rounds, thetask is parked
  • 67. Planning PokerBaselining is done by selecting a fairlysmall and well-understoodtask and estimating it first, preferably to a lownumber, typically 2
  • 68. Planning PokerBaselining is done by selecting a fairlysmall and well-understoodtask and estimating it first, preferably to a lownumber, typically 2The cards are numbered as they are to account for the fact that the higher an estimate is, the more uncertainty it contains
  • 69. Planning PokerBaselining is done by selecting a fairlysmall and well-understoodtask and estimating it first, preferably to a lownumber, typically 2The cards are numbered as they are to account for the fact that the higher an estimate is, the more uncertainty it containsEstimates obtained through the Planning Poker process are shown to be less optimistic and more accuratethan estimates obtained through mechanical combination of individual estimates for the same tasks
  • 70. UserStories and theProductBacklogA user story is a software system requirement formulated as one or two sentences in the everyday or business language of the userAs a customer representative, I can search for my customers by their first and last name.As a non-administrative user, I can modify my own schedules but not the schedules of other users.
  • 71. UserStories and theProductBacklogA user story is a software system requirement formulated as one or two sentences in the everyday or business language of the userAs a customer representative, I can search for my customers by their first and last name.As a non-administrative user, I can modify my own schedules but not the schedules of other users.A User Story has value, thisvalue is visualizedwith a relative numbercalled Story Points
  • 72. UserStories and theProductBacklogA user story is a software system requirement formulated as one or two sentences in the everyday or business language of the userAs a customer representative, I can search for my customers by their first and last name.As a non-administrative user, I can modify my own schedules but not the schedules of other users.A User Story has value, thisvalue is visualizedwith a relative numbercalled Story PointsThe ProductBacklog is a prioritized list ofUserStories
  • 75. PrioritizingtheworkUserStoriesareprioritizedaccording to thehighestValue-to-Effort (Story-Points-to-Estimate) valueThe QuickWinsgetpriority
  • 76. Team VelocityTeam velocity is how much product backlog effort a team can deliver in one sprint measured in Story points per SprintRemember, thefocus is howmuchvaluecanweadd to the business andnot howmuchcodecanweproduce
  • 77. Team VelocityTeam velocity is how much product backlog effort a team can deliver in one sprint measured in Story points per SprintRemember, thefocus is howmuchvaluecanweadd to the business andnot howmuchcodecanweproduceThe team commits to theamoutofwork it feels it candeliver
  • 78. Team VelocityTeam velocity is how much product backlog effort a team can deliver in one sprint measured in Story points per SprintRemember, thefocus is howmuchvaluecanweadd to the business andnot howmuchcodecanweproduceThe team commits to theamoutofwork it feels it candeliverThe team quickly (2-3 sprints) achieves a fairly stable velocity (calibration)
  • 79. DefinitionofDone (DoD)DoD is a checklist of valuable activities required to produce software
  • 80. DefinitionofDone (DoD)DoD is a checklist of valuable activities required to produce softwareDoD is the primary reporting mechanism for team membersa feature is either done or it is not-done
  • 81. DefinitionofDone (DoD)DoD is a checklist of valuable activities required to produce softwareDoD is the primary reporting mechanism for team membersa feature is either done or it is not-doneDoD is informed by reality
  • 82. DefinitionofDone (DoD)DoD is a checklist of valuable activities required to produce softwareDoD is the primary reporting mechanism for team membersa feature is either done or it is not-doneDoD is informed by realityDoD is not static
  • 83. DefinitionofDone (DoD)DoD is a checklist of valuable activities required to produce softwareDoD is the primary reporting mechanism for team membersa feature is either done or it is not-doneDoD is informed by realityDoD is not staticDoD is auditable
  • 85. Exercise 2: The Paper Town, part 1Make an estimate for a papertown to be built in nextexerciseSpecificationofthebuildingsonthenext slide (and handedout)Props for building: A4-paper, scissors, tape, ruler10 minutes
  • 86. Exercise 2: The Paper Town, part 1specificationofbuildingsHouse: 150 +/- 25 cm^2, 1 story1 story = 8-10 cmVilla: 250 +/- 25 cm^2, 1 storyApartement Building: 150 +/-25 cm^2, 4 storiesFire Departement: 300 +/- 10 cm^2, 2 storiesplus a tower, 30 +/-2 cm tallPolice Station: 300 +/- 10 cm^2, 3 storiesHospital: 2 stories, 400 +/- 10 cm^2 and 250 +/- 10 cm^2School: 300 +/- 10 cm^2, inside a fenced area 600 +/- 10 cm^2, fence 4-6 cm tallGeneral Store: 400 cm^2 +/- 25 cm, 1 story
  • 87. Exercise 2: The Paper Town, part 1backlog
  • 88. Exercise 2: The Paper Town, part 1prototype ofhouse
  • 89. Exercise 2: The Paper Town, part 1ExerciseRetrospective
  • 90. ContentsPart 1: Agile and Scrum 10 min breakPart 2: Agile Estimating and PlanningPart 3: ScalingScrum 10 min breakPart 4: Exercise
  • 91. 息 2009 Capgemini. All rights reservedSteinar rdal & Geir Magne Trengereid92ScalingScrum(as done in the NAV Pension project)DailyScrumSprintSmallScrumBig Scrum
  • 92. 息 2009 Capgemini. All rights reservedSteinar rdal & Geir Magne Trengereid93DailyScrumProduct BacklogxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxXxxxxxxxxxxxxxxxSprintSprint BacklogxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxXxxxxxxxxxxxxxxxNew, demonstrablefunctionality at end ofeach Sprint4 WeeksThe Scrumprocess
  • 93. 息 2009 Capgemini. All rights reservedSteinar rdal & Geir Magne Trengereid94Scrum of ScrumsABCDEDaily ScrumOfScrums(15 min)ScrumMasters & Architects(++)
  • 95. Focusoncommon impedimentsProduct Backlogxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxScrumOfScrumsMasterScrumMasterScrumMasterScrumMasterSprint ABacklogxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxSprint BBacklogxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxSprint CBacklogxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxSprint DBacklogxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxSprint EBacklogxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
  • 96. 息 2009 Capgemini. All rights reservedSteinar rdal & Geir Magne Trengereid95MetaScrumMetaScrums (15 min) 3 times per week
  • 101. Coffee Break? 10 minutes
  • 102. ContentsPart 1: Agile and Scrum 10 min breakPart 2: Agile Estimating and PlanningPart 3: ScalingScrum 10 min breakPart 4: Exercise
  • 103. Exercise 3: The Paper Town, part 2building and deployingBuildthebuildingsestimated in Exercise 215 minutes sprint, followed by 5 minute Sprint RetrospectiveDoD:A building must be placedonthetown area to be doneA building must be able to support itselfA building must be square or rectangularA building must have a roofNote that not all buildingsarerequested in all sprints!
  • 104. Exercise 3: The Paper Town, part 2ProductBacklog Sprint 1Team Commitment?
  • 105. Whichbuildingscanyour team committ to?Exercise 3: The Paper Town, part 2 Sprint 1 RetrospectiveDidyour team meetitscommitment?Process:Howdidyouorganiseyour team?Didyou ask theProductOwneranyquestions?Requirements:Are thereanychanges to DoD?Are thereanychanges to theProductBacklog?
  • 106. Exercise 3: The Paper Town, part 2ProductBacklog Sprint 2Team Commitment?
  • 107. Whichbuildingscanyour team committ to?Exercise 3: The Paper Town, part 2 Sprint 2 RetrospectiveDidyou make anyorganisationalchanges to the team?Didyour team meetitscommitment?Requirements:Are thereanychanges to DoD?Are thereanychanges to theProductBacklog?
  • 108. Exercise 3: The Paper Town, part 2ProductBacklog Sprint 3A towerdoes not need to be square or rectangularA tower must be at least 50 cm tall, and support itself
  • 109. Exercise 3: The Paper Town, part 2ExerciseRetrospective

Editor's Notes

  • #26: Demonstrateoneburndownchart. Talk aboutdifferentapproaches to theuseofburndowncharts, for examplethesetwodifferentapproaches:A burndownchartcovering all tasks for oneuser story or use caseA burndownchartcovering all tasks for one sprintDemoshould be simple and quick, ca 5 minutes?
  • #71: Studyofestimate: ^Molokken-Ostvold, K. Haugen, N.C. (13 April 2007). "Combining Estimates with Planning Poker--An Empirical Study". IEEE. http://ieeexplore.ieee.org/xpl/freeabs_all.jsp?arnumber=4159687. Retrieved on 2008-02-01. (Simulap奪Lysaker)
  • #88: Print andgive to participants
  • #89: Printout and give to participants
  • #100: A semi-largeexercise, practicalexercise, typicallythe team buildsomething. Facilitator is ProductOwner, must provide materials and backlogwith story pointsIncludesestimating (team), building (team), requirementchange (PO), story pointchange (PO)Facilitatorprovides materials and backlog, completewith story points. ---Town Area: A table or marked area onthefloor (brownpaper?). Props: Scissors, paper (A4), tape, ruler
  • #101: Specsofbuildingsonearlier slide