Online ScrumOrgPatterns 1 Day Master - Key

A Scrum Course
James O. Coplien
Gertrud Bjørnvig
Cesário Ramos
1 Online-ScrumOrgPatterns-1-Day-Master.key - 23 October 2020

2
Contacting us:
• James Coplien: jcoplien@gmail.com
• Gertrud Bjørnvig: gertrud@gertrudandcope.com

In this course, you’ll
learn...
Some in-depth Scrum techniques
How to use patterns to guide your Scrum

implementation or improvement program
How to view Scrum as a deeper, structural

approach to improvement

Logistics
• Four 90-minute modules
• You own the breaks!!

1. Scrum Pattern
Principles &
Fundamentals

Nonaka’s Text Agile/Scrum (Software)
“The New New Product Development Game” 1986
“Scrum”
“The Knowledge Creating Company”(HBR) 1991
SECI-model 1993 Org. Patterns(by Jim Coplien) (at PLoP)

1994/1 First Sprint of Scrum by Jeff Sutherland
1994/2 Second Sprint of Scrum (with Cope’s Ideas)
Fractal Scrum Master Daily Scrum
Organization アメリカ海兵隊(U.S. Marine) 1995
2001 “Agile Software Development with Scrum”
(by Ken Schwaber, Mike Beedle)
2001 “The Agile Manifesto”
Phronetic “Managing Flow”　 2008

Leadership “Wise Leadership”(HBR)　 2010
2012 “Software in 30 days”
2013 
“アジャイル開発とスクラム-顧客・技術・経営をつなぐ協調的ソフトウェエア開発” 
Collaborative Software Development That Connects Customers, Engineers, and Management

A pattern: TEN WORD LINE
The human eye moves in discrete motions ending in periods of
detail-absorbing stability called fixes. A proficient reader
interprets several words with each fix across a line. However,
when returning to the left margin, several fixes can be wasted
locating the continuation of a sentence.
Therefore: Compose text into lines averaging ten words or less,

for casual reading, and even narrower for speed reading. When
formatting an 8-1/2 x 11 page, use two columns. When reading
text-rich web pages (such as this), resize your browser to narrow
the column width to within the ten word limit. (Really, try it now.)
Consider formatting web pages within tables of specified pixel
width so that your reader will not have to adjust their browser . —
Ward Cunningham
Set your browser to make all (and only) dashes on one line:
--- ---- ---- ---- ---- ---- ---- ---- ---- ----

Developing Grounded
Understanding
Look at https://www.velocitymadegoodllc.com/
resources/scrum-ceremony-1-pagers:
“Task WIP limit = 1 per person”
“Suggested agenda: Story-by-story review (starting

with most complete) and plan for the day (10 min.)
“Impediments review, action, and owner (5 min.)”
“Determine the paired programming pairs for the

day”

DEVELOPING IN PAIRS
! Software
development is
mistake-prone
! Reviews are
insufficient
"Allow, but don’t
force people to
work in pairs

Patterns: Time-proven forms
• Tom Gilb: “A term coined by Jim Coplien in 1995.”
• Trygve Reenskaug: “Anne Lise Skaar and I did a large (75000 lines Smalltalk code) project
combining literate programming and pair programming in the middle to late 80ties.”
• Larry Constantine: “My name comes up in connection with pair programming because I taught
and wrote about the practice ("The Benefits of Visibility" Computer Language Magazine 9, 2,
1992) years before the advent of agile, but I most decidedly did not invent it. I learned about the
technique from P. J. Plauger who used it as a production programming technique at Whitesmiths
Ltd., where I saw it in 1978 or 1979 being used to code C compilers for the PDP-11.”
• Ed Yourdon: “PJ Plauger … was instrumental in persuading me to get UNIX in our company
(which had a $10,000 license fee at the time, a sum of money which Plauger lent the company,
interest-free!). And even the dumb typewriter-like terminals at the time cost about $3,000 -- so we
couldn't afford to get very many of them… Consequently, Plauger told the motley crew of
programmers in our place that they should ‘pair up’ and share the terminals; it simply reflected the
fact that hardware was still more expensive than people.”
• Jerry Weinberg: “I learned to pair program (on paper--we didn't even have terminals back in the
1950s) in Los Angeles, from Bernie Dimsdale, who learned it from John von Neuman. I don't know
if it has any history before then, but that's way back to Aberdeen Proving Grounds in the 40s.”
• Ed Yourdon again: “It's gonna go all the way back to Charles Babbage, or Lady Lovelace!”
• Brian Kernighan: “I have no recollection of any of the history of pair programming, and I certainly
have no involvement with it at all.”

How do you read a pattern?
§ 29
DAILY SCRUM
... a SCRUM TEAM has been formed and it is
ready to start, or has started a SPRINT. As
such, the Scrum team has created a SPRINT
BACKLOG and is working to achieve the
SPRINT GOAL. Yet, in the words of Field
Marshall von Moltke, “no plan of operations
extends with any certainty beyond the first
contact with the main hostile force.”
* * *
G&C 12
Pattern forces
The team makes progress in a SPRINT by finishing

SPRINT BACKLOG ITEMs, but given the complexity of the
work, the characteristics, size and quantity of tasks
change frequently — sometimes minute by minute.
Because of the changing nature of the work, the team
needs to adopt a new ordering at least once a day to move
beyond mediocrity.
On the other hand, too much re-planning and re-estimating
wastes time and suffocates developers. But too little re-
planning and re-estimating leads to blockages that cause
delays or obsolete plans that no longer represent reality
G&C
Solution
Therefore:
Have a short event every day to replan the
SPRINT, focusing on the next 24 hours. Strictly
time-box the meeting to keep focus on the daily
plan and to avoid robbing time from
development.
Keep the meeting to 15 minutes or less. The team
manages itself to its timebox, and the
SCRUMMASTER will enforce this aspect of the
process if necessary. Many teams stand during the
meeting to emphasize the short duration of the
meeting.
G&C
More Solution
In order to plan, you must know where you are, as well as
what problems are standing in the way. And you need a
complete picture. One approach is for each person in
the DEVELOPMENT TEAM to answer the following three
questions:
What did I do yesterday that helped the DEVELOPMENT
TEAM meet the SPRINT GOAL?
What will I do today to help the DEVELOPMENT
TEAM meet the SPRINT GOAL?
Do I see any impediment that hinders me or
the DEVELOPMENT TEAM from meeting the SPRINT GOAL?
* * *
G&C
Resulting Context
The ethos of the Daily Scrum is a reality check: will we
meet the SPRINT GOAL? The result of the Daily Scrum is a
new daily plan grounded in reality, and generates a team
that is more prone to cooperate and that has a better
shared vision and understanding of what they are doing
together. The team becomes better attuned to the
landscape of impediments in which they are working.
The ritual of Daily Scrums helps a sense of team identity
emerge from a group of people. It brings them together to
refocus on their shared purpose and common identity. It
reinforces TEAM PRIDE. In some way, it is a daily version of
FACE-TO-FACE BEFORE WORKING REMOTELY.
G&C
Pattern: A Definition
1. It’s something that you build (and an
instruction of how to build it)
Changes communication paths
Changes organizational culture
2. It solves a problem — or better, allows the

problem to resolve itself
3. It contributes to quality of life
G&C
A pattern is:
One of a set of many patterns that work
together
A solution to some small problem of a

complex system
An encoding of proven, socially agreed

elements of form
Both the process to create the form, and the

form itself
An act of local repair to an overall system

G&C
A pattern is not:
A new invention: It is always proven practice
Automatable: It always has a human element
Abstract: It describes concrete change
A solo effort: It is always done in community
An emergent property of a system (safe house,

make money or ROI, world peace)
Something in the GOF book
G&C
Examples from the Product
Organization Pattern Language
The Product
Organization is a whole
It has a form
The form and

relationships may
actually reflect where
people sit!

§5
BIRDS OF A FEATHER
The main organizational
structure should support
interactions for product
development
Core competencies are also

important to success and often
are not properly nurtured within
the development structure
Therefore: Create a structure

orthogonal to the development
structure to support
professional association and
work
G&C
§ 34
SCRUM OF SCRUMS
… a SCRUM TEAM is working on a single product with
multiple DEVELOPMENT TEAMs. The DEVELOPMENT
TEAMs need to coordinate dependencies and shared
work. Dependencies that cannot be resolved within
individual teams are a shared challenge of all teams.
***
When multiple teams work independently of each
other they tend to focus myopically on their own
concerns and lose sight of any common goals.
Hierarchical control increases delays and reduces the responsiveness of the
teams and the wider organization to business and technology changes.
Therefore: Give the right and the responsibility to collaborate on delivering

common goals identified by the PRODUCT OWNER to the DEVELOPMENT TEAMs
themselves. Permit the teams to figure out the best way to coordinate their
efforts.
G&C
§7
SCRUM TEAM
! Traditional development
segments work into
departments
! Departments create silos,
local optimization
"Create a team that
includes the business,
production and process
responsibilities
G&C
PRODUCT OWNER § 11
... Scrum team members need a single, well formed, sequenced list
of PRODUCT BACKLOG ITEMS to help focus on delivering value.
Without this list the team may generate features that will never or
rarely be used (but need to be maintained), deliver features at the
wrong time (sub-optimizing revenue) or deliver nothing. The SCRUM
TEAM needs the backlog in a timely manner to support and
maximize the team’s velocity.
***
One person needs to be responsible for the PRODUCT BACKLOG.
This person needs deep domain knowledge, business insight,
understanding of product technology, technical dependencies,
and the authority to force rank the backlog to maximize
business value.…
Too many organizations try to put several bosses in charge of
charting product rollout. Sometimes they can't even agree what the
product is… customers can be made much more comfortable if a
person on the vendor side takes responsibility for up-front planning
and thinking. Lean says that it is important to line up the decisions
early on, so that the decisions are easy to make once the time
comes to make them.
Therefore: Get a PRODUCT OWNER to order the PRODUCT BACKLOG

and to take responsibility for the vision of the product, and for
G&C
the value that emanates from the delivery of that vision. ...
"おやつ神社" Oyatsu Jinja (Snack
Shrine) § 20
• The Team finds itself supporting occasional

interruptions from the PRODUCT OWNER,
other teams, and other stakeholders, who
need their attention. Yet the team should be
focused during a SPRINT
• Therefore: Put some snacks near the team,

where visitors can wait. The team can
attend to the diversion according to priority
and work load
• Creates “ba” rather than just a chance

encounter (like WATER COOLER)

§ 37
METASCRUM
! Products within an
enterprise need to
coordinate and set the
direction they own
! Management has an
opinion and steers the
teams
"Encapsulate all
management input in
The National Advisory Committee for Aeronautics in session one weekly event,
retaining the PO’s
at Washington to discuss plans to place America foremost in
the development of aviation.
authority over product

direction
G&C
2. Introduction to Pattern
Sequences & Pattern
Languages

What is Scrum?
A framework, like all the books say
… for building a product (we all hate projects,

right)?
NO — for building a process and organization
The process and organization in turn build a

product
We need to build the process and organization,

one step — one pattern — at a time

Sequences of Refinement
We apply patterns one after another, in a sequence
There is no single right way to do Scrum!
A → B → D → C
A → B → C → D → F
A → E → F
We apply one pattern at a time
Each pattern must be attentive to the context left by

preceding patterns
Each sequence builds one of a set of related “wholes”

The Value Stream Sequence
§ 39 VISION
§ 41 VALUE STREAM
§ 46 SPRINT
§ 54 PRODUCT BACKLOG
§ 55 PRODUCT BACKLOG ITEM
§ 63 ENABLING SPECIFICATION
§ 71 SPRINT GOAL
§ 72 SPRINT BACKLOG
§ 75 PRODUCTION EPISODE
§ 79 DEPENDENCIES FIRST
§ 81 WHACK THE MOLE
§ 84 RESPONSIVE DEPLOYMENT
§ 35 SPRINT REVIEW
§ 36 SPRINT RETROSPECTIVE
§ 85 REGULAR PRODUCT INCREMENT
§ 90 VALUE STREAM FORK
§ 93 GREATEST VALUE
§ 94 PRODUCT WAKE
The Product
Organization Sequence
§ 1 THE SPIRIT OF THE GAME
§ 2 THE MIST
§ 5 BIRDS OF A FEATHER
§ 7 SCRUM TEAM
§ 11 PRODUCT OWNER
§ 14 DEVELOPMENT TEAM
§ 19 SCRUMMASTER
§ 24 SPRINT PLANNING
§ 25 SWARMING
§ 29 DAILY SCRUM
§ 32 EMERGENCY PROCEDURE
§ 33 ILLEGITIMUS NON INTERRUPTUS
§ 34 SCRUM OF SCRUMS
§ 35 SPRINT REVIEW
§ 36 SPRINT RETROSPECTIVE
§ 37 METASCRUM

§ 25
SWARMING
... companies, teams, and individuals often fail to get things DONE by
working on too many things at once and not working together to help
one another finish the highest priority SPRINT BACKLOG ITEMs. While it
is the PRODUCT OWNER’s responsibility to order the product backlog
to maximize value delivery, it is the responsibility of the
SCRUMMASTER and DEVELOPMENT TEAM to order the implementation
of the SPRINT BACKLOG to maximize flow of production.
***
Working on too many things at once can radically reduce
individual effectiveness, team velocity, or a enterprise well-
being. It can cripple velocity and can sometimes reduce it to
zero.
A team works on multiple items at once resulting in excessive work in
process, low process efficiency and associated delays.
Therefore:
Focus maximum team effort on one item in the SPRINT BACKLOG and get it done as soon as
possible. Whoever takes this item is Captain of the team. Everyone must help the Captain if they
can and no one can interrupt the Captain. As soon as the Captain is Done, whoever takes
responsibility for the next priority backlog item is Captain.
Implementing this pattern moves the team toward one-piece continuous flow. Toyota demonstrated that
this optimizes production capacity…
G&C
MINIMIZE HANDOFFS
$$$ ?
Widget Machine Whatzit Machine Wrapping & Shipping
96 94 100
33
Pattern Languages
Consider again the three sequences:
A → B → D → C
A → B → C → D → F
A → E → F
Each sequence builds one of a set of related “wholes”
We can create a shorthand for the three sequences:
This grammar is called a

C
B pattern language. Every
A D pattern is part of a
F pattern language
E
G&C
The Mist
The Spirit of the Game Scrum as Org Patterns:
Fertile Soil The Organizational
Conway’s
Law Structure
Involve the Scrum
Managers Team
Fixed Development
MetaScrum Work Team
Product Sprint Cross-Functional Set-Based Small Sprint Stable

Owner Review Team Design Teams Planning Teams
Product Refined Birds

Owner Autonomous Product Mitosis Daily ScrumMaster of a
Team Scrum
Team Backlog Feather
Norms Scrum Remove Scrum Pop

Collocated Self-Organizing ScrumMaster the
of of the (Master)
Team Conduct Team Scrums Incognito Shade Coach Happy
Bubble
Swarming:
Emergency Development Small One-Piece Team
Procedure Partnership Red Continuous Pride
Phone
Flow
Illegitimus
Kaizen Oyatsu Non Sprint
Pulse Jinja Retrospective
Interruptus
Product
Pride
Happiness
Metric
A pattern language
builds a “Whole”
The “Wholes” of Scrum
The Product Organization
The Value Stream
“Wholes” are fractal in nature
A PBI is a Whole, part of …
A Product Backlog is a Whole, part of…
A Value Stream is a Whole
A Whole Becomes out of a generative process

The Fundamental
Process
1. Mind the context — in what state have previous patterns left the system?
2. Pay attention to the overall health and strength of your Scrum
3. As a whole, what is the most important weakness in the system?
4. What “latent structures” exist, that beg to be made explicit and strengthened?
5. Choose one of these structures, of any size, as the locus of improvement
6. Find a pattern that best differentiates and strengthens the latent structure
7. This pattern is likely to in turn create new latent structures
8. The new structure is stronger, it strengthens both the larger structures of which it is a
part, and the smaller structures which it comprises
9. Test with scrutiny and feeling whether this is actually so
10. Test whether this is the simplest thing that can be done to move forward
11. When complete, go back to step 1

Emergence and
Generativity
A pattern language is a generative grammar: it
can generate any number of Wholes
Patterns combine to create forms that are greater

than the sum of the parts
Patterns are not “tire patches” and have limited

value in isolation
The form of the Whole emerges
More like quantum physics than Newtonian physics

Organizational Learning
Models
Single-loop learning
The rules change

Rules: how
Strategy, structure,
culture untouched
Change the process
Double-loop learning
Insights:
why
Knowledge and
Understanding
Change the structure
Identity:
Triple-loop learning
Values and
Values and Principles

Principles
Raison-d’être of an
organization
Change slowly

Jeff’s Pattern Sequence for
Hyperproductivity
• How do you get started? (STABLE TEAMS)
• How do you successfully pull backlog items into a Sprint? (YESTERDAY'S WEATHER)
• How do you get stuff done? (SWARMING: ONE-PIECE CONTINUOUS FLOW)
• How do you deal with interruptions during the Sprint? (ILLEGITIMUS NON INTERRUPTUS)
• How do get defect free at the end of the Sprint? (GOOD HOUSEKEEPING)
• How do you deal with surprises? (EMERGENCY PROCEDURE)
• How do you ensure you continuously improve? (SCRUMMING THE SCRUM)
• How do you get teams to have fun? (HAPPINESS METRIC)
• How do you get hyperproductive? (TEAMS THAT FINISH EARLY ACCELERATE FASTER)

3. The Other Pattern
Language: The Value
Stream

The Mist
Vision
Value Stream
Product
Roadmap
Set-Based
Design
Sprint
Product
Backlog
Refined
Product
Product
Backlog
Team
Sprint
Organizational
Sprint Pulse
Follow
the
The second
half of the
Backlog Item Moon
Pigs Small Fixed-Date

Estimate Items PBI
Granularity Estimation Vacation
patterns:
Gradient Points PBI
Definition Aggregate Running

of Velocity Average
Ready Velocity
the Value
Enabling Specialized Scrumming
Specification Velocities the
Scrum
Sprint
Backlog
Stream
Sprint Scrum Yesterday’s
Burndown Board Weather
Chart
Sprint
Dependencies Information Backlog Updated
First Radiator Item Velocity
Visible Production Release

Status Episode Plan
Teams That
Developer-Ordered Finish Early Definition Responsive
Work Accelerate of Deployment
Plan Faster Done
High
Emergency Sprint Good Value Release
Procedure Goal Housekeeping First Range
Illegitimus Whack Money Change

Non the ROI-Ordered for for
Interruptus Mole Backlog Nothing Free
Regular
Product
Increment
Sprint Sprint
Retrospective Review
One Step Happiness

at a Time Metric
Release Kaizen Testable

Staging Pulse Improvements
Layers
Greatest Value
Product Wake

§ 46
SPRINT
! Cadence is a strong
enabler
! Longer development
intervals reduce context-
switching overhead but
reduce feedback
"Do iterative, incremental
development in short
batches of about two
weeks
G&C
§ 54
PRODUCT BACKLOG
! You can’t deliver
everything at once
! Delivery ordering is
much more subtle
than prioritization
"Create a delivery-
ordered list of the
smallest individual
units of delivery
G&C
§ 63
ENABLING SPECIFICATION
• Unexplored requirements cause unpleasant
surprises.
• It's easy to throw requirements over the wall and say:

"That requirement was covered." It's even easier in
Scrum. Their user stories are enough. And the Agile
culture encourages deferring decisions and a ready,
at-hand on-site customer who can compensate for
requirements lapses during development.
• Therefore: The PRODUCT OWNER should deliver

Scrum secret:
enabling specifications as a sign that he or she
has done due diligence in exploring the There are no
requirements space. "Enabling specification" means User Stories in
that the specification is rich enough that someone Scrum, and it’s
reasonably skilled in the discipline can implement a
solution without substantial subsequent clarification.
not about writing!

DEPENDENCIES FIRST § 79
• PBIs may have to be done in a

specific order to accommodate
dependencies between them
• Some dependencies occur

only as emergent requirements
• Focus on independent PBIs

first, and abort the SPRINT if
dependencies are not in hand
by mid-SPRINT

§ 62
VACATION PBI
• Someone on vacation
doesn’t contribute to the
team’s velocity for product
work
• We value having vacation

and must track it somehow
• Therefore: Track vacation

and other planned
outages as PBIs

§ 68
AGGREGATE VELOCITY
• Velocity pertains to a
single development team
• In a multi-team Scrum, all

teams share the same
estimation scale that
drives velocity
• Therefore, establish a
shared baseline and
range to calibrate
estimates across teams

§ 81
WHACK THE MOLE
• Bugs can appear at any time
• Zero defect tolerance says you

need to fix them eventually.
They get in your way until you
fix them
• Therefore: Fix bugs when they

arise!

Normal Bug Escalation
External issues that have
been triaged by the PO, the
Sprint
Help Desk, etc
Backlog
Bug or Emergent
Requirement
Sized at Sprint Planning

to the team’s historic
velocity, e.g. 60
vingummibamser
Product
Backlog
G&C 50 Can deliver fixes immediately with Responsive Delivery

ILLEGITIMUS NON INTERRUPTUS
• Allot time for interrupts and do not allow the time to be exceeded. § 33
• Set up three simple rules that will cause the company to self-organize to
avoid disrupting production.
1. The team creates a buffer for unexpected items based on historical data.
For example, 30% of the team's work on the average is caused by
unplanned work coming into the Sprint unexpectedly. If the team velocity
averages 60 points, 20 points will be reserved for the interrupt buffer.
2. All requests must go through the Product Owner for triage. The Product

Owner will give some items low priority if there is no perceived value
relative to the business plan. Many other items will be pushed to
subsequent Sprints even if they have immediate value. A few items are
critical and must be done in the current Sprint, so they are put into the
interrupt buffer by the Product Owner.
3. If the buffer starts to overflow, i.e. the Product Owner puts one point more
than 20 points into the Sprint, the team must automatically abort,
the Sprint must be re-planned, and management is notified that dates will
slip.

ILLEGITIMUS NON
External issues that have
been triaged by the PO, the
INTERRUPTUS
Sprint
Help Desk, etc
Bug or Emergent
Requirement
R T
Backlog
O
Sized at Sprint Planning
to the team’s historic
velocity, e.g. 60
B
vingummibamser
Product
Backlog
A ?
Normally sized to
accommodate 76.2%
of emergent
requirements: e.g., 20
vingummibamser
G&C 52 Buffer
4. Applying Scrum
Patterns Day to Day

Patterns in Your
Community
Patterns come out of community — not from
individual authors
The Scrum community offers its patterns to you
General, broad, proven
Your community has its own patterns
Specific core competencies
Use patterns for knowledge management

Scrum: Evolving your
Organization & Process
We evolve our product piecemeal
But Scrum means also to evolve your process

piecemeal, with kaizen and kaikaku
Patterns can be the units of kaizen and

change management
You can use pre-written patterns or add

your own — Scrum is just a framework!

Pattern Mining
The start of knowledge management
A form of research
Supported by data or other substantiation
Usually done by a separate team with

knowledge elicitation skills

Doing patterns at home
• Understanding the patterns foundations leads to a deeper appreciation for
Scrum principles
• Try this:
1. A short introduction to patterns
2. Read the Scrum patterns
3. Come together once a month in community to review each others’ Scrum

patterns
4. Use it for your retrospective once in a while
5. Introduce the patterns (see next slide)
6. Get involved in the broader community

Introduce the patterns
• The Fundamental Process:
1. Find the weakest place in your organisation
2. Find a pattern that can repair, or strengthen, that

weakness — every pattern is an act of repair
3. Try the pattern
4. Measure its effectiveness with mind and heart
5. If the system is less Whole, try another pattern

Patterns find the truth within
yourself
• Let’s say that you read a pattern — the problem and
forces — and get excited about the solution that you
anticipate
• Then the pattern presents a different solution 😟
• What should you do?
• Follow your instinct. Patterns are there to undo the

misconceptions you have picked up from training,
from certifications, from your corporate culture, from
books, or from the old way of doing things.

Measure its effectiveness
with mind and heart
• There’s something deep going on here
• Alexander calls it “The Quality Without a Name” or

“Wholeness”
• Neil and I could “feel it” in the great organisations

we studied, and learned to recognise it in the
geometry of the organisations.
• Both developing a sense for this geometry, and

achieving the geometry, are career-long journeys

Using patterns in
training & governance
A good tool for the ScrumMaster to use to
educate the team
The ScrumMaster can eventually turn the

training into a Writers’ Workshop
Both a development and learning opportunity
Can also use them in programs like ISO 9001

Conclusion
• Be attentive to two Wholes: The Value Stream and
The Organization
• Agile is as agile does: Change by introducing one

pattern at a time
• It’s a community effort: Look outside your team for

answers, and share your broad findings in community
• This is about restoring greatness to Scrum in a new

community


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A Scrum Course

1 Online-ScrumOrgPatterns-1-Day-Master.key - 23 October 2020

• James Coplien: jcoplien@gmail.com

• Gertrud Bjørnvig: gertrud@gertrudandcope.com

3 Online-ScrumOrgPatterns-1-Day-Master.key - 23 October 2020

Some in-depth Scrum techniques

How to use patterns to guide your Scrum

How to view Scrum as a deeper, structural

4 Online-ScrumOrgPatterns-1-Day-Master.key - 23 October 2020

• Four 90-minute modules

• You own the breaks!!

5 Online-ScrumOrgPatterns-1-Day-Master.key - 23 October 2020

6 Online-ScrumOrgPatterns-1-Day-Master.key - 23 October 2020

SECI-model 1993 Org. Patterns(by Jim Coplien) (at PLoP)

2001 “The Agile Manifesto”

Phronetic “Managing Flow” 2008

7 Online-ScrumOrgPatterns-1-Day-Master.key - 23 October 2020

Therefore: Compose text into lines averaging ten words or less,

8 Online-ScrumOrgPatterns-1-Day-Master.key - 23 October 2020

“Task WIP limit = 1 per person”

“Suggested agenda: Story-by-story review (starting

“Impediments review, action, and owner (5 min.)”

“Determine the paired programming pairs for the

9 Online-ScrumOrgPatterns-1-Day-Master.key - 23 October 2020

10 Online-ScrumOrgPatterns-1-Day-Master.key - 23 October 2020

11 Online-ScrumOrgPatterns-1-Day-Master.key - 23 October 2020

The team makes progress in a SPRINT by finishing

Changes communication paths

Changes organizational culture

2. It solves a problem — or better, allows the

3. It contributes to quality of life

A solution to some small problem of a

An encoding of proven, socially agreed

Both the process to create the form, and the

An act of local repair to an overall system

Automatable: It always has a human element

Abstract: It describes concrete change

A solo effort: It is always done in community

An emergent property of a system (safe house,

Something in the GOF book

The form and

20 Online-ScrumOrgPatterns-1-Day-Master.key - 23 October 2020

Core competencies are also

Therefore: Create a structure

Therefore: Give the right and the responsibility to collaborate on delivering

Therefore: Get a PRODUCT OWNER to order the PRODUCT BACKLOG

• The Team finds itself supporting occasional

• Therefore: Put some snacks near the team,

• Creates “ba” rather than just a chance

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authority over product

27 Online-ScrumOrgPatterns-1-Day-Master.key - 23 October 2020

… for building a product (we all hate projects,

NO — for building a process and organization

The process and organization in turn build a

We need to build the process and organization,

28 Online-ScrumOrgPatterns-1-Day-Master.key - 23 October 2020

There is no single right way to do Scrum!

We apply one pattern at a time

Each pattern must be attentive to the context left by

Each sequence builds one of a set of related “wholes”

29 Online-ScrumOrgPatterns-1-Day-Master.key - 23 October 2020

§ 55 PRODUCT BACKLOG ITEM

Phronetic “Managing Flow”　 2008