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How it should work in the real world in 2009!

Rod Claar
Effective Agile
Development LLC
Principal Consultant
http://rod-claar.net 4
http://www.EffectiveAgileDev.com
rodclaar@EffectiveAgileDev.com
http://twitter.com/agile_coach

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Scott Dan

Doug
Ken

Me
Alan

Ken Schwaber’s Certified ScrumMaster Class Dec 2-3.2003


 The Scrum Alliance lists over 40,000 members
 Over $40,000,000 have been spent on Scrum
Master certification since 2003.
 According to their 2007 Federal Tax Return the
Scrum Alliance made about $1 million!
 That’s a testament to something!
 Lots of blog articles proclaim Scrum failures.
 There are more that champion stories about
Scrum success.
 Is it realistic to call it a certification with a two
day course?
 Can you learn Scrum in a 2 day course?
 Can you implement Scrum with what you learn
in 2 days?
 What else do you need?
 How can we raise the chance of success?
Is your customer receiving
appropriate business
value from industry
standard Scrum Training?
 Education vs. Training
 The Training must give the class experience in
Scrum
 The Course must expose potential problems
 The Discussion must include how to get started
and deal with scaling issues
 The basics
 The lingo
 What is Scrum trying to improve?
 A focus on business value delivery

Analysis Day
and
Planning
Sprint

Product Sprint Complete


Backlog Backlog Work Product
 Agile planning
 Story Discovery and Writing
 Time Boxing
 Agile Estimation
 Teamwork and Collaboration
 Goal Setting and Focus
 Accountability
 Practice Talking, Presenting, Tracking Progress
 Lack of a good product backlog
 Poor requirements understanding
 The forces that will restrain the adoption and
success
 Create a common understanding around terms
and basics
 Introduce Agile Analysis and Planning
 Talk about the roles of Scrum Master, Product
Owner and Team
 Talk about the meetings
 Discuss sprint and release planning
 Introduce sprint and release tracking and
information radiators
 Buy a sound system
 Clean all rooms
 Remove excess furniture
 Arrange flowers everywhere
 Clean out garage so I can store guests’ coats there
 Make the garden look nice
 Set up tables for food
 Buy food and plates and stuff
 Arrange sleepover for kids
 Drive kids to sleepover
 Create ambient lighting
 Other stuff (when your product champion thinks of it)
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title
As a <user>
I want <functionality>
So that <business
value>

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Day
Analysis and
Planning

Sprint

Product Sprint Complete


Backlog Backlog Work Product
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 Estimation / Pre-Planning
 Team and Product Champion collaborate on story definition and
sizing of Product Backlog items
 Planning Meeting
 Team and Product Champion explore, break down, estimate and
negotiate a commitment on Sprint Goals
 Daily Scrum / Daily Scrum
 The Team reports to itself on progress, next steps and impediments
 Review
 Team demonstrates working software to the Product Champion and
other stakeholders
 Retrospective
 Team and Scrum Master examine the process for areas that could
improve

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 Product Backlog
 A prioritized list of all product requirements
 Committed Backlog
 The Product Backlog items for the current Sprint
 Sprint Backlog / Task Backlog
 The Tasks required to complete the items in the
Committed Backlog
 Impediment List
 Prioritized list of all impediments and blocking issues
 Release Set
 The completed items that form a minimally marketable
release

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 We start with a Product Vision
 The Product Vision is used to guide the
development of a well defined, prioritized
Product Backlog
 If the Product Backlog is not correctly prioritized
the product that comes out of the best
development process will be less than the
customer really needs
 This process must start with identifying the
customer needs

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 A Process Facilitator
The Scrum Master
 A Coach and Leader For a
Self-Motivated and Self-
Organized Team
 A Communicator
 A Listener
 A Trusted Team Member
 Not a Project Manager!
 Not a People Manager!

 Being a Scrum Master is a


full-time job!
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The Business
and/or Vision, Need, Budget
Stakeholders

Product Owner
Scrum Master

The Team

Priority,
Feedback

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Sprint Burndown Graph

180

160

140
# of story points to complete
120
Story Points

100

80

60

40

20

0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Days in Sprint

 Every day throughout the iteration (20 of them here)


 See how many stories you’ve completed
 You add them up
 You evaluate to see if on track
 If not, do midcourse correction (see thrown out story at day 12)

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 We need ways to help people learn Scrum
 We like playing games
 Games can be effective learning tools
 Its time to build a game based on Scrum
 This will be fun, interactive and educational
 You will Learn and Experience the key principles and
practices of Scrum through developing an interactive
parlor or table game
 Play your game, and DO SCRUM!

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 Format
 Three 60-minute Sprints (of 5 “days” each)
 Create Your Project Teams
 Select Your Roles – These roles will rotate
 Product Champion
 Scrum Master
 Developers
 Build your Story and Task Board (see next slide)

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Tasks
Release Committed
Backlog Backlog To Do In Progress Done

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 Planning
 Day 1 = 15 minutes
 Development
 Day 2 = 8 minutes + 2 minutes Daily Scrum
 Day 3 = 8 minutes + 2 minutes Daily Scrum
 Day 4 = 8 minutes + 2 minutes Daily Scrum
 Sprint Review & Demo
 Demonstrate the deliverable product =10 minutes
 Product Champion Accepts or ?
 Sprint Retrospective
 What went well, what can we improve = 10 minutes

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 Talk about what will likely go wrong and what to
do about it
 Discuss the Forces Driving and Restraining
Scrum/Agile
 Discuss how to get started
 Talk about scaling issues
What are the forces that will drive or restrain the adoption of
Scrum in your organization?
 What forces will drive the organization to be more agile?
 What forces will restrain the organization from being more agile?
 How do these forces balance out?
 How can we as Scrum Masters work to mitigate the restraining
forces?
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 Accepted as Agile2009 Talk
 Demonstrate Coaching-Like Setting in the
Course
 Answer questions
 Be available
 Be encouraging
 The fast delivery of business value to start
getting a return on investment and feedback, in
such a way as to not slow down the deliver of
business value in the future.
 To properly prioritize a list of backlog items we must
understand the ROI for each item.
 This prioritization requires two factors…

 Value and Cost

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 The basics
 Terms
 Roles
 Artifacts and Meetings
 Practice
 Story Discovery and Writing
 Story Sizing
 Prioritization
 Meetings
 Ample Opportunity to Address Local Issues
 Questions
 Forces Exercise
 Scaling Discussion
 Requirement Prioritization
 Close Communication with Product
Management
 Business Value Delivery is the Top Priority
“Actually experiencing Scrum made all the difference between receiving knowledge and learning
something.” -From TS of Seattle

“The „hands-on‟ experience provided by the scrum game project was outstanding.” -From BF of
Seattle

“The exercise to create a Scrum game was good and educational. It helped to drive the principles
and ideas thought in the course to a hands on activity.” -From JS of California

“I can safely say this is the best class I‟ve taken. It was worth every penny and I will be able to
immediately begin using the principles and practices in my job.” - From CF of Colorado

“The ScrumMaster Implementation Workshop was really worth the trip from Europe. It filled
the gap I had in terms of practicing all the main scrum master activities within a realistic project
environment. The coverage of the Scum theory by the trainer was also quite deep and illustrated with
numerous war stories, some of which contributed by the participants. And so I can only recommend
this class if you are the learn-by-doing type : it was fun and effective.” -From LD from Paris