Certified ScrumMaster Course

Scrum: It Depends on Common Sense

© Copyright Pyxis Technologies

Course Objectives

Discover what Scrum is and what it is not Learn how to solve your own problems in a Scrum-like manner Deepen your knowledge about Scrum and encourage you to dive in Understand that Scrum is about change Get ready to start implementing Scrum, knowing it is merely the beginning of the journey...

© Copyright Pyxis Technologies


Selected Topics

What problems do we often experience in software development projects? What is Scrum and why does it work? How to implement Scrum? How to run sprints? How to plan with Scrum? How to report progress? What challenges lie ahead? What are the common pitfalls? What kind of change is involved?

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keep in mind they are only workshops Expect to sometimes be disoriented 2 days is short.Survival Guide ● Keep in mind that the goal is not to convince you to adopt Scrum You will get more from this training if you are participative During the workshops. try not to get lost in the details Remember that Scrum won't fix your problems… only you can do it! ● ● ● ● ● © Copyright Pyxis Technologies 4 .

Agenda – Day 1 ● Introduction First principles. flow and rules of Scrum Implementing the Scrum framework “Done” Emergent architecture End of day ● ● ● ● ● © Copyright Pyxis Technologies 5 .

Agenda – Day 2 ● Practice Teams: a source of joy and frustration Estimating. planning and managing releases The ScrumMaster: facts and myths Closing activities ● ● ● ● © Copyright Pyxis Technologies 6 .

Flow and Rules © Copyright Pyxis Technologies 7 .First Principles.

A Few Words of Caution Scrum is not a methodology .. … it is simply a framework. it does not provide answers © Copyright Pyxis Technologies 8 ..

About Scrum A tool to question ourselves: ● To make our problems and difficulties visible To find out what we need to change to build better products more efficiently To continuously improve ● ● © Copyright Pyxis Technologies 9 .

What Customers Are Used To © Copyright Pyxis Technologies 10 .

What We Can Offer Them © Copyright Pyxis Technologies 11 .

how does that change things in your organization? What new opportunities do you see? ● © Copyright Pyxis Technologies 12 . discuss the following questions: ● ● If a shippable product increment is available every month.Opportunities ● The goal is to think about the opportunities that iterative and incremental development offer In your groups.

Defined vs Empirical Start with a detailed plan and all requirements End with all initial requirements satisfied Start with clear goals and some priority requirements End with goals met © Copyright Pyxis Technologies 13 .

Empirical Process Control Transparency Courage Adapted system of values Inspection and adaptation Maximize results © Copyright Pyxis Technologies 14 .

Scrum Flow self-organized cross-functional team inspection and adaptation done increment prioritized by value © Copyright Pyxis Technologies 15 .

Sprint Length ● Your team has been doing well during the sprint but needs a little more time to get the testing done Discuss the following in your groups: ● ● Can we extend the length of the sprint by a couple of days to let the team get done? If yes. how is this done? ● © Copyright Pyxis Technologies 16 .

Sprint 1 day sprint planning meeting (4h / 4h) 1 day sprint review and restrospective (4h / 3h) Daily Scrum (15 mn) Development work 30 days at a sustainable pace © Copyright Pyxis Technologies 17 .

Implementing the Scrum Framework © Copyright Pyxis Technologies 18 .

Doing the Right Thing ● Is easy to implement (a matter of days) Improves ROI “Solves” client involvement “Removes” floundering and politics ● ● ● © Copyright Pyxis Technologies 19 .

discuss the following questions: ● © Copyright Pyxis Technologies 20 . cheese. and bacon You key in the order Total amount to pay is $5.20 What do you do? What do you say to the customer? ● ● ● ● ● With your group.Risk ● The purpose is to explore the impact of transparency Imagine the following: ● ● You are working at FatBurger and are the only person on duty. with onions. A customer comes in and orders a Double FatBurger Deluxe.65 The customer tells you that he only has $1.

Change in Responsibilities The Product Owner manages the product The Team manages the work The ScrumMaster manages the process © Copyright Pyxis Technologies 21 .

Pigs and Chickens © Copyright Pyxis Technologies 22 .

features Evaluates progress ● Accepts or rejects work results Changes features and priorities ● Is responsible of the investment ● Plan. progress. reporting. decisions © Copyright Pyxis Technologies 23 . releases.The Product Owner Manages the vision ● Goals. priorities.

The Team Cross-functional ● 7 members (± 2) Self-managing ● Organizes itself Collaborates with the Product Owner Selects elements from the backlog Manages its own activities Makes decisions Demonstrates work results Improves its productivity ● ● ● ● ● ● © Copyright Pyxis Technologies 24 .

” Ken Schwaber Ensures Scrum is followed: ● Roles Rules Timeboxes Artefacts ● ● ● © Copyright Pyxis Technologies 25 .The ScrumMaster “The ScrumMaster is a sheepdog who would do anything to protect the flock. and who never gets distracted from that duty.

Release Planning Vision Quality and “Done” Goals. risks Plan © Copyright Pyxis Technologies 26 . features.

Description Priority Estimate ● ● ● ● ● Attributes ● ● ● © Copyright Pyxis Technologies 27 .The Product Backlog ● Work to do: ● Functional requirements Non-functional requirements Bug fixes Enhancements Etc.

The Product Backlog Iceberg Next Sprint Release Future © Copyright Pyxis Technologies 28 .

Product Backlog © Copyright Pyxis Technologies 29 .

Sprint Select Sprint Goal Develop Review and adapt © Copyright Pyxis Technologies 30 .

You find out that there are 5 product owners. Discuss the following question in small groups: ● ● What would you do to improve the situation? © Copyright Pyxis Technologies 31 .Multiple Product Owners ● You've been sent in to straighten out an engineering team that has not delivered in 7 months. each with their own P&L objectives.

Sprint Planning: First Part 2 2 3 1 3 3 Sprint goal © Copyright Pyxis Technologies 32 .

which is different from what he and the other four product managers have agreed on. the product managers do not agree and the meeting is going nowhere. the product owner. After 3h55m of unproductive discussions. ● Discuss in your groups: ● What does Scrum call for? How does that sit with you? ● © Copyright Pyxis Technologies 33 . David. It is time to go to second part of the sprint planning. presents a product backlog.Unproductive discussions ● You attend the first part of the sprint planning.

Sprint Planning: Second Part Sprint backlog 2 2 1 3 © Copyright Pyxis Technologies 34 .

evaluate.Sprint Planning Meeting What Team capacity Definition of “done” Product backlog Analyze. and select product backlog for sprint Goal Understand the work to do. estimate tasks How Budgeted work in tasks © Copyright Pyxis Technologies 35 . break up into specifications and tasks.

The Sprint Backlog Task Paginate results Write online help Send confirmation Record l'adresse Log errors Mon 8 12 8 8 Tue 4 Wed 8 Thu Fri 16 8 16 8 8 8 4 4 4 © Copyright Pyxis Technologies 36 .

Sprint Burndown Chart 600 500 400 300 200 100 0 0 1 2 3 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 © Copyright Pyxis Technologies 37 .

Monitoring Activities © Copyright Pyxis Technologies 38 .

Just In Time Planning ● 15 minutes daily meeting Team figures out what to do to optimize its chances of meeting its commitments ● © Copyright Pyxis Technologies 39 .

W I d e wa will th at ing in .Daily Scrum ● 15 minutes maximum Same place. not problem solving Synchronization for the team ? crum ily S t Da las ince s plish com I ac did day? hat o to y? 1. W ● ● ● © Copyright Pyxis Technologies 40 . Wh 2 gett t is ha 3. same time everyday Decisions.

and organize Goal for the next sprint © Copyright Pyxis Technologies 41 .Sprint Review Increment Product backlog Current business conditions and technology Review. consider.

Inspect and Adapt Modified product backlog Work results Increment Input to next sprint planning Clear goals Goals met © Copyright Pyxis Technologies 42 .

discuss the following questions: ● ● What is wrong with this description? Why is that a problem? ● © Copyright Pyxis Technologies 43 .Sprint Results ● The sprint review goes well. the CEO and everyone present applaud the team for their fine work. At the end of the sprint review. Senior management is there to encourage the team. In your groups.

the Scrum team tries to find new ways of increasing its efficiency and adapts accordingly ● Facilitated by ScrumMaster Improvements by the Scrum Team ● © Copyright Pyxis Technologies 44 .Sprint Retrospective At the end of each sprint.

Sprint Abnormal Termination ● The product owner may cancel the sprint before the end The next step is to conduct a new sprint planning meeting where the reasons for the termination are reviewed ● © Copyright Pyxis Technologies 45 .

Product Owner Availability ● In groups discuss the following questions: ● How much time should the product owner work with the team? Should he be available full time or just for the sprint planning and review? Is he/she needed at the retrospective? Should he/she attend the daily Scrum? ● ● ● © Copyright Pyxis Technologies 46 .

Going Further © Copyright Pyxis Technologies 47 .

Done © Copyright Pyxis Technologies 48 .

discuss the following questions: ● ● What does “done” mean in your project? What difficulties are you experiencing as a result of that definition How do you address these difficulties? What software engineering challenges do you foresee in applying Scrum? ● ● ● © Copyright Pyxis Technologies 49 .What does “Done” mean to you? ● The goal is to think about the consequences of adopting Scrum on software development practices With your groups.

Consequences of Not Defining “Done” ● Product Owner does not know: ● The real progress How much work remains What the backlog represents What to inspect during review How to manage product development ● ● ● ● ● Team does not know: ● The commitment it makes How to build the sprint backlog ● © Copyright Pyxis Technologies 50 .

Defining “Done” All activities necessary to release in production (no work is left) © Copyright Pyxis Technologies 51 .

Impact of Undone Work P P D P D P D P D S Undone Undone Undone Undone P Planning D Development S Stabilization © Copyright Pyxis Technologies 52 .

Undone Work ● Must be visible in the backlog Must be done before releasing in production Non-linear and unpredictable growth ● ● © Copyright Pyxis Technologies 53 .

... ● 60% ? ● ● ● ● ● ● ● ● 100% ● ● ● ● ● © Copyright Pyxis Technologies 54 .Extending the Definition of “Done” ● Design has been reviewed Code has been refactored Code has been reviewed Code passes unit tests Code passes integration tests Code passes acceptance tests Code passes performance tests Code passes security tests Tests have been reviewed Ergonomy has been approved Application is deployed in pre-production Application has been accepted by users User documentation has been updated Localized in supported languages .

Emergent Architecture © Copyright Pyxis Technologies 55 .

Incremental Development © Copyright Pyxis Technologies 56 .

Impact of Defects © Copyright Pyxis Technologies 57 .

Impact of Poor Internal Quality © Copyright Pyxis Technologies 58 .

Adding Details Over Time Horizon of predictability Uncertainty Vision High-level modeling Detailed modeling Implementation Time © Copyright Pyxis Technologies 59 .

Architecture and Infrastructure Functionality Constraints © Copyright Pyxis Technologies 60 .

Develop Required Skills ● Deepen your current skills Develop new ones ● © Copyright Pyxis Technologies 61 .

Going Further © Copyright Pyxis Technologies 62 .

Practice © Copyright Pyxis Technologies 63 .

Empirical Process ● In your groups. fill-in the following table: Event Inspection Adaptation Sprint Planning Current Progress Revised Product Backlog Retrospective © Copyright Pyxis Technologies 64 .

Scrum in 50 minutes ● The goal is to create a paper brochure The brochure must be ready after two sprints of 5 days Schedule of a sprint: ● ● Day 1 — Sprint planning for 10 minutes Day 2 — Daily Scrum for 2 minutes followed by 8 minutes of work Day 3 — Daily Scrum for 2 minutes followed by 8 minutes of work Day 4 — Daily Scrum for 2 minutes followed by 8 minutes of work Day 5 — Sprint review for 5 minutes followed by retrospective for 5 minutes ● ● ● ● © Copyright Pyxis Technologies 65 .

interests) Define discounted partner pet services Complete a certification structure Outline minimum requirements (shots..Backlog of the Dog Day-Care Center ● Provide company's contact information Create cover art. 66 ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © Copyright Pyxis Technologies . breeding. training.) .. brand. etc. and/or logo Define major care sections Define the “Ultra Doggy Spa” service Provide satisfied customer testimonials Define all service offerings Define the price structure for services Outline boarding options Suggest daypack contents to accompany clients Outline full week lunch menu Create a guarantee policy Provide complete bios on staff members (backgrounds. temper.

Teams: A Source of Joy and Frustration © Copyright Pyxis Technologies 67 .

Doing the Right Thing the Right Way ● Let people figure out the right thing to do. then let them do it Let people be creative: ● ● It is the hardest to implement It improves productivity Work becomes a pleasure ● ● © Copyright Pyxis Technologies 68 .

Considerations on Team Performance ● People are most productive when they selfmanage People take their own commitments more seriously than commitments made by others in their name The fewer interruptions teams and individuals experience in their work. the more productive they are Teams improve most when they solve their own problems Changes in team composition often lower productivity for some time Face-to-face communication is the most productive way for a team to collaborate ● ● ● ● ● © Copyright Pyxis Technologies 69 .

New Team Responsibilities ● Make commitments Make sure its goals are attainable Direct its own work Track progress regularly Decide on the course of action Be transparent Assign its own tasks Make sure work is being done Be responsible for the right things being done the right way at the right time ● ● ● ● ● ● ● ● © Copyright Pyxis Technologies 70 .

describe the ideal team: ● ● What positive behavior are noticeable? What negative behavior are absent? ● © Copyright Pyxis Technologies 71 .The High Performing Team ● The goal is to think about characteristics of high-performing teams In your groups.

The Wisdom of Teams © Copyright Pyxis Technologies 72 . and approach for which they hold themselves mutually accountable.Types of Teams Katzenbach and Smith: ● Pseudo team Potential team Real team High-performance team ● ● ● “A team is a small number of people with complementary skills who are committed to a common purpose." . performance goals.

Dysfunctions to Overcome The Five Dysfunctions of a Team – Patrick Lencioni © Copyright Pyxis Technologies 73 .

Team's Performance Stages Bruce Tuckman: ● Forming Storming Norming Performing Norming Storming ● ● ● Performing Forming © Copyright Pyxis Technologies 74 .

Team Maturity © Copyright Pyxis Technologies 75 .

the team is asking for trouble ● © Copyright Pyxis Technologies 76 .Decision Making ● How does the team make decisions? • Consensus • Majority vote • Expert decision • … Without an explicit agreement on the decision making process.

Engaging Human Resources ● Transition from individual experts to developers ● Guide career paths Coach on self-organization Help with teams formation Train teams in conflict resolution Help individuals develop empathy Make people aware of change . ● ● ● ● ● ● ● Change in value and reward systems from individual's efficiency appraisal to team's efficiency appraisal © Copyright Pyxis Technologies 77 ...

Going Further © Copyright Pyxis Technologies 78 .

Planning and Managing Releases © Copyright Pyxis Technologies 79 .

Release Planning Vision Quality and “Done” Objectives. features. risks Plan © Copyright Pyxis Technologies 80 .

or visiondriven Plandriven Cost Schedule Features The plan creates cost or schedule estimates.Planning Drivers Waterfall Requirements Cost Scrum Schedule Value. Never compromise on quality © Copyright Pyxis Technologies 81 . The vision creates feature estimates.

MLBTix ● The goal is to practice designing an incremental release strategy Read MLBTix project context and product vision In your groups: ● ● ● Design a release schedule and indicate the goal and theme of each release Limit yourself to a short paragraph that the commissioner will use for the press conference for each version Look at the functional and non functional requirements ● ● © Copyright Pyxis Technologies 82 .

The site will be known as MLBTix. The Commissioner will be announcing MLBTix at a news conference on January 15th. He hopes for some functionality to be available by opening day on March 30. the Commissioner wants to know what lauch calendar he should announce. MLB has decided to develop such a facility solely for its own purposes. Before the news conference. ● ● © Copyright Pyxis Technologies 83 .Business Context ● The MLB Commissioner’s office has commissioned a project to control the resale of baseball tickets. and for the site to be fully functional by the All Star break on July 18. Through recent legislation. ticket resale will only be allowed through facilities authorized by MLB. as of next baseball season. through the presence of a dedicated website.

● ● © Copyright Pyxis Technologies 84 . The sellers can also limit the duration of the auctions. If the tickets are successfully sold. setting start and end dates and time. The buyer will be able to visualize the stadiums' plans and select the tickets he or she likes. but specific to MLB. and even look for nearby groups of available tickets. the buyer pays the seller through MLBTix credit card facilities. Then the seller mails or expresses the tickets to the buyer.Project Description ● Through functionality similar to eBay. The sellers set an initial bidding price of their own choice without floor or ceiling conditions established by MLBTix. MLBTix will have a facility for the buyer to notify it when the tickets have been received. Sellers will auction the tickets to the highest bidder through an auction capability. at which time MLBTix will mail a check for the proceeds (less a 25% MLB fee) to the seller. buyers and sellers will be able to sell and buy tickets online.

‫‏‬ ● ● ● ● ● ● Conduct an auction for the tickets to registered buyers. seat locations in the ball park). preferences and credit card information. right teams. addresses. Indicate sufficient information so that buyers can ascertain that the tickets meet their requirements (for the right days. at the same time. and end of auction time/date. including email. Transfer the 25% plus any interest to a corporate MLB account from the MLBTix account automatically. Register as a potential buyer of tickets and be assigned a userid and password. ● ● ● ● ● ● ● ● © Copyright Pyxis Technologies 85 . Provide the ability to identify and ban abusers of MLBTix. Provide inventory and inventory search capabilities for teams. Provide a promotion capability on MLBTix. Successfully conclude the auction by awarding the tickets to the highest bidder by the end date and. right number of seats located next to each other. debiting the buyers credit card and placing the funds in a MLBTix account.‏‬ Transfer the funds for the ticket sale less 25% to the seller at the end of the specified delivery time. Maintain a profile under the userid. Provide the buyer with a mechanism that will allow him to indicate that the tickets were not successfully received by the selling date plus a specified period of time (a week?)‫. Notify the seller of the successful sale of the tickets and the delivery information for the buyer. dates and seats within the park. unless the buyer has indicated otherwise.Functional Requirements Register as a potential seller of tickets and be assigned a userid and password. start of auction time/date. Place tickets up for auction declaring a floor price. tickets.

Non-Functional Requirements
250,000 simultaneous users with sub-second response time Security for the level of financial activity envisioned (2,000 tickets per day at an average selling price of $50)

Scalability to 1,000,000 simultaneous users as needed 99% availability 24x7

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Planning a Release


3 5 5 3 8 . .

6 sprints



8-12 / sprint?


48 72

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User Story

User stories are multi-purpose

short description of an interaction between a user and the product planning item token for a future conversation they don't document them

User stories represent customer requirements

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Thinking Tools

Add a contact In order to keep in touch with my friends, as a subscriber, I can add another subscriber to my contact list. Acceptance criteria : • The new contact appears on top of my contact list • The new contact gets notified the next time he/she next signs in • The new contact receives a notif cation by mail i The cruise organizer assigns a pilot to a cruise. The pilot receives an SMS notification. The name of the pilot appears on the cruise description.

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Just-In-Time Detailing Title Description Acceptance criteria Other notes. details or useful models Final details © Copyright Pyxis Technologies 90 .

Story Writing ● The goal is to experiment story writing ● Don't try to “complete” the assignment ● In groups. think about and write stories on index cards for a job posting web site To simplify. limit yourselves to the Job Seeker and Recruiter roles ● © Copyright Pyxis Technologies 91 .

Prioritization Factors ● Business Value Development Effort Risks Learning Potential Value ● ● ● Knowledge Value Time © Copyright Pyxis Technologies 92 .

Satisfaction ● 3 Exciting Absent a in e L r ● 2 ● Desirability ● Kano Weighted impact Etc. Complete ● ● 1 Mandatory Dissatisfaction © Copyright Pyxis Technologies 93 .Business Value ● Financial ● Real studies Fictitious money Etc.

Business Value ● The goal is to try out one of the techniques for quantifying business value of backlog elements Read the product backlog for the first release of La Ruche. a job posting web site In your groups: ● ● ● Assign a business value to every element of the product backlog making sure that the total amounts to $1000 Try to give different values to each one of the cards You might want to start by grouping cards by feature. Assign a value to features and distribute the values among the individual cards afterwards ● ● © Copyright Pyxis Technologies 94 .

Product Backlog of La Ruche ● The recruiter can manage the company's profile The recruiter can publish a job offer The recruiter can limit the number of days a job offer will be visible The recruiter can manage the order in which the company's job offers appear The recruiter can modify an already posted job offer The recruiter can search for candidates by keyword The recruiter can perform an advanced search using multiple criteria (region. language. required education and experience The job seeker can read a detail description of a job offer The job seeker can apply for a job ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © Copyright Pyxis Technologies 95 . industry. experience. industry. etc. salary range.) The recruiter can save search criteria for future use The recruiter can remove a job offer The recruiter can consult his current account balance The recruiter can pay online to post more offers The job seeker can manage his personal profile The job seeker can create and edit his/her resume online The job seeker can hide or make visible his/her resume The job seeker can create his/her resume from an number of available templates The job seeker can get online help and tips for writing a great resume The job seeker can search for a job by region.

Sort by Business Value Product Backlog © Copyright Pyxis Technologies 96 .

How long to paint this house? © Copyright Pyxis Technologies 97 .

Relative Estimation ● Quantify effort independently of time A measure of size dependent on: ● ● Quantity Complexity Simple and fast Adequate precision Independent of individuals ● ● Advantages: ● ● ● © Copyright Pyxis Technologies 98 .

Estimation Scales Based on the Fibonacci sequence : 1. 2. © Copyright Pyxis Technologies 99 . 3. 13. 5. 21. 8. etc. L. XL. M. 2XL. S. T-shirts sizes : XS. etc.

Effort to paint the house ● Bedroom Bathroom Living room Porch Kitchen Laundry room TOTAL 3 2 3 1 5 1 15 ● ● ● ● ● © Copyright Pyxis Technologies 100 .

From Velocity to Duration Hypothesis: 5-8 points per weekend Backlog size Team velocity Duration Expected end date 15 points 5-8 points/ weekend 2-3 weekends May 14th? © Copyright Pyxis Technologies 101 .

g.. table.. wall.).Affinity Estimation ● Find a surface big enough (e. Write in the top right corner: SMALL Write in the top left corner: BIG Intuitively place backlog items (written on index cards) so that their position on the wall reflects their relative sizes Partition items on this scale Group items of similar size ● ● ● ● ● © Copyright Pyxis Technologies 102 .

Illustration 8 5 3 2 1 © Copyright Pyxis Technologies .

Estimated Product Backlog 2 5 3 1 3 2 5 3 5 8 3 1 2 Total : 43 points © Copyright Pyxis Technologies 104 .


The goal is to practice relative estimation In your groups:

Create a card for each element Silently place cards according to their size Discuss about the cards that seem out of place to you

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Shopping List

Strawberry Cantaloupe Orange Blueberry Watermelon Grapefruit Cherry Apple Kiwi Tomato

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Product backlog prioritization

Calculate the ROI of backlog items

Value divided by effort Split items if necessary Take risk into account Take learning potential into account

Prioritize items trying to maximize ROI :

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Prioritized Product Backlog 2 5 2 1 2 3 1 3 2 5 3 1 3 5 2 3 5 5 5 3 8 3 3 1 2 8 © Copyright Pyxis Technologies 108 .

Velocity ● Amount of effort points a team can deliver in a sprint ● Varies over time Run a few sprints and measure velocity Speculate on probable pace ● To estimate velocity: ● ● 12 8 © Copyright Pyxis Technologies 109 .

13 Baseline plan Release 1 3 1 1 2 1 5 1 3 2 3 1 3 2 2 3 5 5 2 3 2 8 © Copyright Pyxis Technologies 110 .Release Plan Planned velocity: around 20 points Speculation process Backlog weight: 97 points Sprint 1 12 pts. 1 2 2 Sprint 2 16 pts. 5 3 Sprint 20 pts. 5 3 Sprints 5-6 29 pts. 5 Sprint 4 20 pts.

Release Burndown Chart 120 100 Remaining product backlog 80 60 40 20 0 Start 1 2 3 4 5 Release © Copyright Pyxis Technologies 111 .

Tracking Budget 140 120 Remaining budget 100 80 60 40 20 0 Start 1 2 3 4 5 Release © Copyright Pyxis Technologies 112 .

000 $100.000 $50.000 $200.000 $0 Start 1 2 3 4 5 Release © Copyright Pyxis Technologies 113 .Managing Earned Business Value $250.000 $150.

Tracking Velocity 25 20 15 10 5 0 Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 6 Sprint 7 Sprint 8 Sprint 9 Sprint 10 © Copyright Pyxis Technologies 114 .

Going Further © Copyright Pyxis Technologies 115 .

The ScrumMaster: Facts and Myths © Copyright Pyxis Technologies 116 .

Being a ScrumMaster ● Removing the barriers between the Team and the Product Owner Teaching the Product Owner how to meet his objectives Improve Team's everyday life Improve Team's productivity Improve tools and engineering practices ● ● ● ● © Copyright Pyxis Technologies 117 .

Change is the Job of the ScrumMaster Be a catalyst for change ● Expose up-to-now unseen constraints and hindrances Help overcome them starting with the most important one Fight ScrumButs Stay alive! ● ● ● © Copyright Pyxis Technologies 118 .

Anger over this has been building for 3 weeks. the analyst has been writing specs and giving them to the engineers. Apparently. There is so much tension it could be cut with a knife. You enter the team room. The functional analyst runs past you crying and the lead engineer runs past you enraged. who then change them as they see fit.The Dysfunctional Team ● You are the ScrumMaster and are heading for the team room. Discuss in you groups: ● ● What do you do? © Copyright Pyxis Technologies 119 . both on their way to their functional manager's offices.

Be prepared! ● As a ScrumMaster. you will have to contend with: ● Tyranny of the waterfall Illusion of command and control Belief in magic Era of opacity ● ● ● © Copyright Pyxis Technologies 120 .

The ScrumMaster's Tools ● Questioning Explaining Showing consequences ● ● © Copyright Pyxis Technologies 121 .

do you think it is important? Should we think about it? Should we seek to understand why [situation] ? This is how I feel... what shall we do about it? I have observed that [situation].Questioning ● I have witnessed [situation]. does it feel the same to you? What should we do? Who has a suggestion or an idea about [situation]? Is this useful? What have you decided? What should I do? . ● ● ● ● ● ● ● ● ● © Copyright Pyxis Technologies 122 .

Showing Consequences ● Let the team make decisions: ● To learn from their own experience To gain self-confidence … even if they seem inappropriate to you Conditions of success of their choices Use short learning cycles ● ● ● Support the team when it inspects and adapts its practices: ● ● © Copyright Pyxis Technologies 123 .

A Day in the Life of a ScrumMaster ● Care about daily matters ● Product Owner Team Engineering Practices Organizational obstacles ● ● ● ● Prepare the future ● What remains to be accomplished in regard to the implementation of Scrum Put plan to execution ● © Copyright Pyxis Technologies 124 .

Going Further © Copyright Pyxis Technologies 125 .

Closing Activities © Copyright Pyxis Technologies 126 .

Uncertain and Anxious ● Everyone is uncertain and anxious This course has taught you how to think and make your own decisions within the principles and goals of Scrum Very few decisions are worse than no decision Inspection and adaption give you many chances to upgrade your decisions and improve your practices Center your efforts on the changes that are needed within your organization Tap into the potential of people ● ● ● ● ● © Copyright Pyxis Technologies 127 .

Art of the Possible You have 2 minutes to write one or two items (one item per Post-it) you have learned during the course and that you will start using right away Bring up your Post-it to the front of the class and explain how you are going to commit yourself to implementing these practices ● ● © Copyright Pyxis Technologies 128 .

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