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Certified ScrumMaster
www.agilecrossing.com
1
Certified ScrumMaster Course Instructor – Roger Brown CST, CSC
Training Transition
Transformation
All slides © 2013 Roger W. Brown 2
Course Objectives
You will learn about
The Scrum framework
Common Scrum practices
ScrumMaster responsibilities and skills
And you will be eligible for ScrumMaster Certification
3
CSM Class Backlog
Welcome
Agile Principles
Scrum Execution
Flow and Focus
Scrum Planning
User Stories
Prioritization
Estimation
Long Term Planning
Class Project
ScrumMaster Duties
Team Growth
Scaling Scrum Up and Out
Scrum Adoption
Certification
Q & A
Homework
Technical Practices
Scrum Enhancers
Scrum Framework
ScrumMaster Skills
Empirical Process
4
Empirical Process
• Agile success relies on “Empirical
Process”
• Improvement comes from a continuous
learning cycle we call “Inspect and
Adapt”.
5
Continuous Improvement
Plan
Do Check
Act
Deming Cycle
Empirical Process Transparency,
Inspect and
Adapt
6
notes
6
Certified ScrumMaster
www.agilecrossing.com
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7
Agile Principles
• Agile software development implements
Lean principles and dynamics.
• Scrum is one form of Agile, designed
initially for software development but
applicable to other kinds of work.
8
Manifesto for Agile Software Development 2001
We 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 documentation
Customer 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
Agile Manifesto
9
Agile Software Development
Team Based Incremental Iterative Frequent Delivery Fully Visible Production Quality Value Driven
10
Agile “Brands”
XP development
practices
Kanban workflow management
Scrum collaboration
framework
Agile
Lean
11
When to Use
Scrum Lean Startup
Waterfall Kanban
Solu
tio
n
Problem
known unknown
kn
ow
n
u
nkn
ow
n
12
notes
12
Certified ScrumMaster
www.agilecrossing.com
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13
Scrum Framework
• Scrum has 4 meetings and 3 artifacts
• Scrum has 3 roles that share the
responsibility of creating value in small
increments
• The roles complement each other to
create a balanced team
14
Scrum Framework
Potentially Shippable Product
Increment
Sprint Backlog
Product Backlog
Release
Planning
Sprint
Planning
Sprint
Review Sprint
Retrospective
Daily
Scrum
1-4
weeks
15
The Scrum Team
Desired Features
Product Owner
Development Team
Product
ScrumMaster
16
Product Owner
Maximizes the value of the work done
o Sets Vision o Manages Backlog o Elaborates Features o Decides Release Dates o Reviews Work
17
Development Team Member
o 7 ± 2 o Cross functional o Full-time o Self-organizing o Empowered
Develops the product with high quality
18
ScrumMaster
o Facilitate o Protect o Coach o Teach o Administer
Helps the team be awesome
Certified ScrumMaster
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19
notes
19 20
Scrum Execution
• Scrum organizes work into 1-4 week time
boxes called Sprints
• Each Sprint has 4 primary meetings
• The bulk of the time is spent creating
value in the form of a product
21
Sprint Planning Meeting
Product Backlog
Sprint Backlog
Pri
ori
ty
Goal 1: What?
• Which PBIs can we commit to? • What is our Sprint Goal? Ex. Build the shopping cart
Goal 2: How?
• What tasks can we identify for each story? • How long do we think each will take?
Attended by • Product Owner, Development Team, ScrumMaster • Other interested stakeholders
Time-box is 4 hours for a 2
week Sprint
22
Sprint Time Box
S1
1-4 weeks
Steady cadence, fixed length Abnormal Termination If the Sprint Goal cannot or should not be reached for
unexpected reasons, stop and plan a new Sprint
Focus No one can change the Sprint plan except the
Scrum Team by adding or removing a PBI
S2 S3 S4
23
Daily Scrum
15 Min
The Three Questions What did you do yesterday? What do you plan to do today? Is anything blocking you?
24
Sample Sprint Backlog
User Story Task Work Remaining (hours)
Story Task T F M T W T F M T W T
Create Account Create home page with “create
account” link 8 8 4 2 0
Create Account Set up integration server 6 4 0
Create Account Create sign-up form 3 1 0
Create Account Create user table 2 2 0
Create Account Create user class with “create”
method to populate user table 4 4 6 1 0
Create Account Test user flow 1 1 1 1 1 0
Create Account Test failure cases 6 6 6 6 6 3 0
Login Add login form to home page 2 0
Login Create user class factory 2 2 0
Login Create error logic for bad login 2 2 2 2 2 2 2 2 0
Login Test Error Cases 2 2 2 2 2 2 2 2 2 0
Admin Add link to admin page 1 1 1 1 1 0
Admin Add user list report to admin page 4 4 4 6 6 6 4 2 0
Admin Add paging to user list 2 2 2 2 2 2 2 2 2 0
Admin Test paging edge cases 2 2 2 2 2 2 2 2 2 2 0
Work Remaining > 41 43 34 25 22 17 12 10 7 2 0
Sprint Burndown Chart
is sum of estimated work remaining
0
5
10
15
20
25
30
35
40
45
50
T F M T W T F M T W T
Wo
rk R
em
ain
ing
Initial Sprint Plan Daily Updates
Certified ScrumMaster
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Sprint Review
• Purpose • Demonstrate the completed stories
• Get feedback from the Stakeholders
• Attendees • Product Owner, Development Team, ScrumMaster
• Any other stakeholders
• Last day of Sprint • ~2 hours for a 2 week sprint
Preparation • Who will show what? • Deploy to a preview server • Any documentation needed? • Update and show release burnup chart
2 Hours for
2 week Sprint
Show actual running
code!
26
Sprint Retrospective
• Team meets privately
• Goal is process improvement
• Format
• Gather Data
Reflect on what worked well, what didn’t
• Generate Insights
Discuss results and new ideas
• Decide Action Items
Consider adopting new practices
Stop doing things that are not working
Start Stop Continue
Keep it interesting • Appreciations • Food • Variety
2 Hours for
2 week Sprint
27
notes
27 28
Scrum Planning
• Scrum planning is continuous
• Scrum planning happens at 5 levels, each
with a different time horizon
• The Product Backlog is the primary
source of work to be completed and
value to be delivered
29
Value Driven
Estimates
Features
Schedule Cost
Plan
Driven
The Plan creates
cost/schedule estimates
Waterfall
The Vision creates
feature estimates
Schedule Cost
Features
Value / Vision
Driven
Agile
Source: Sliger and Broderick “The Software Manager’s Bridge to Agility”
Constraints
30
5 Levels of Planning
Strategy
Portfolio
Vision
Roadmap
Release
Sprint
Day
P1 P2 P3 P4 P5
Product Backlog
Release 1 Release 2 Release 3
s1 s2 s3 s4 … sN
Scru
m P
lan
nin
g
Certified ScrumMaster
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Product Vision
• The Big Picture of how the product creates value
• Aligns team and business to the same goal
What is the name? Who is the target customer? What are the key benefits? What are the differentiating features?
32
Product Backlog
• Dynamic set of items to be done
• Prioritized
• Constantly in flux as the situation changes
Story
Story
Story
Spike
Story
Refactor
Story
Defect
Process Change
items are removed
priorities change
items are added
33
notes
33 34
User Stories
• User Stories are simple descriptions of
desired functionality
• User Stories have two attributes that are
helpful for planning: size and priority
• Stories are elaborated just-in-time for
implementation
35
User Story Template
As a <user role>, I can <do something> so that <I get some value>.
Card – Conversation - Confirmation
36
Sample User Stories
As a student, I can get a degree on-line so that I do not have to move near a college campus
As an online student, I can print a copy of my last report card in case an employer asks for it
As a degree candidate, I can see which courses I still need to satisfy my major so I can plan my next term
As a professor, I can get student test reports so that I can assess my teaching effectiveness
Certified ScrumMaster
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Backlog Hierarchy
Epic User Story Task Task Task Task
User Story Task Task Task Task
User Story Task Task Task Task
Product Backlog
Sprint Backlog
Business Goal
Planning Implementation
38
Where are the details?
(front)
Story 1: Home Page As a prospective student, I can view the college services so that I can decide if I want to apply.
(back)
Story 1 Acceptance Criteria [ ] Uses standard design layout [ ] Shows testimonials [ ] Introduces degree programs and top 5 majors [ ] Lists 5 most popular courses [ ] Call to action: Get our brochure [ ] Call to action: Enroll Today
Automated Tests
Speclet • formula • UI design • algorithm • business rules
39
notes
39 40
Prioritization
• Priorities help the Scrum Team decide
what to do next
• Priorities help with long term planning
• Prioritization can be done in many ways,
based on many criteria
41
Prioritization - MoSCoW
o Business value
o New knowledge
o Risk/Complexity
o Desirability
42
Story Map
Epic
I can browse by
department
I can search by subject
I can register
I can read content
I can browse by
title
I can unregister
I can browse by professor
I can join a waitlist
I can take tests
I can search by date offered
I can search by major
I can take classes on-line
Browse Search Register Attend Reports
I can do homework
I can print my
transcript
I can see my grade for a class
I can browse by popularity
Theme
Must
Should
Could
Pri
ori
ty
Smaller stories give more options for prioritizing for max value
42
I can print my
schedule
I can print my report
card
I can chat with
classmates
Certified ScrumMaster
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43
notes
43 44
Estimation
• Agile estimation is done at both the high
level and the low level
• Estimates are used for planning and for
tracking progress
• Estimates are done quickly, by the
Development Team
• Estimates are not commitments
45
Why Estimate?
Story Points • High Level
• Compare one story to another
• Forecast Releases and Sprints
Task Hours • Low Level
• 1-8 hours for a Story element
• Refine Sprint plan
• Track Sprint progress
46
Estimation Basics
Quick
Story 1: Home Page As a prospective student, I can view the college services so that I can decide if I want to apply.
2 Story 17: Major Progress
As a degree candidate, I can see which courses I still need to satisfy my major so I can plan my next term
5
Quick
Relative
Guess
Done by Dev Team
More than 2x effort required
47
Affinity Estimating
Groups of 2-3 people choose some stories
Put in column with similar sized stories
Team members
can move stories
Visual grouping for quick comparisons
1 2 3 5 8 13 20
Start with numbers
or arrange by size
first
48
Velocity
5
12
27
32
36 38
40 37 38
40
0
5
10
15
20
25
30
35
40
45
1 2 3 4 5 6 7 8 9 10
Sto
ry P
oin
ts C
om
ple
ted
Sprint
Team Velocity
How many story points can the Team complete in a Sprint?
Varies by circumstance, increases with
experience
Aggregates Team dynamics and organizational
factors
Is measured, not “managed” Velocity is sum of
estimates of stories completed
Certified ScrumMaster
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49
notes
49 50
Homework
51
ScrumMaster Duties
• The ScrumMaster is responsible for the
health and growth of the Scrum Team
• The ScrumMaster is a facilitator, mentor,
negotiator, protector, coach and servant
leader
52
Scrum Mentor
• Mentor your Team and Product Owner
• Scrum glossary http://www.innolution.com/resources/glossary
• Teach others in Scrum
• Forums • http://groups.google.com/group/scrumalliance
• http://groups.yahoo.com/group/scrumdevelopment/
• Certified ScrumMasters group on LinkedIn
• Self-study
• Local Scrum Groups
• Scrum Gatherings
53
Facilitator
• Keep meetings productive and short
• Mediate disputes
• Grease the wheels
54
Coach
• Lead people to their own solutions
• Aware of the bigger picture
• Able to mentor individuals
• Knows when • to be prescriptive • to nudge • to keep distance
It’s better to be paying attention than to have all
the answers - Ward Cunningham
Certified ScrumMaster
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55
Servant Leader
• Lead vs. Manage
• Lead to make others better
• Increase teamwork and personal involvement
• Lead by example
See Robert K. Greenleaf 56
Managing Impediments
• Technical
• Process
• Interpersonal
• Structural
• Cultural
ha
rde
r
Categories
Approaches
57
ScrumMaster Summary
Manage impediments Facilitate meetings Mediate disputes Teach Scrum Manage the process Assist the Product Owner
Observe and coach Team Protect Team from distractions Communicate with stakeholders Keep track of time Encourage excellence Celebrate
ScrumMaster 7 Team Members Productivity
58
notes
58
59
Class Project
60
notes
60
Certified ScrumMaster
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Team Growth
• Teams go through stages
• Teams are self-organizing
• Scrum uses motivators that are more
effective than traditional financial
motivators
62
Tuckman's Team Development Model
Storming Leader mediates
and focuses
Forming Team is dependent
on the leader
Norming
Leader facilitates
Performing Leader delegates
and oversees
• Teams go through four stages
• Teams can regress when membership changes
• A mature team may need no leadership
Time
Effe
ctiv
en
ess
The leader’s goal is to make the team
self-reliant and then move on
63
Motivation
• Financial rewards often give poor results • Intrinsic vs. extrinsic motivation • People are motivated by
• autonomy • mastery • purpose
See Dan Pink, TED.com and Drive
64
notes
64
65
Long Term Planning
• Scrum-built products may have
Roadmaps and Release Plans
• Team velocity is a measure used in long
term planning
66
The Elements of Agile Planning
Product Backlog What capabilities are needed for financial success?
Priorities Which items are most valuable?
Release Plan How long will it take or how many can we do by a given date?
s1 s2 s3 s4 … sN
Velocity How much can the team complete in a Sprint?
Estimates How much effort is required for each item?
Certified ScrumMaster
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Product Roadmap
First sub-setting of Product Backlog for a long product development time frame
• How many releases?
• When?
• What is included in each?
Tim
e
Continuing Education for Professionals
Undergraduate Degrees
Graduate Degrees
The roadmap will be reviewed and updated as things
change
Product Backlog
Releases
68
Release Plan
s1
s2
s3
…
sN
Product Backlog
Interim Deployment
Release Event
Tim
e
Release Backlog
Must
Should
Could
Won’t
Sprints
69
Release Planning Meeting
Align Vision
Identify User Roles
Identify features/Epics
Brainstorm User Stories
List Priority Criteria
Prioritize Stories
Estimate Stories
Check Priorities
Forecast Team Velocity
Forecast Release 1-2 days
70
Information Radiators
70
The more we know, the better we can
adapt And the better we can manage risk
Report what we know, not what we hope
71
notes
71 72
Flow and Focus
• Scrum works best when the Team
achieves a smooth flow of work
• Scrum dynamics are based on the
mathematics of queuing theory that we
use to manage the Internet
Certified ScrumMaster
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Pull Systems
Push systems overwhelm capacity, creating turbulence, rework, waste and delay
Pull systems have a steady flow that provides predictability
Push
♫
74
Small Batches
Small batches move through
a system quicker
Single-piece-flow reduces the wait time
and moves risk to the
margin
Minimize work in progress
75
notes
75 76
Scrum Enhancers
• A 1-sprint look-ahead on stories will help
the flow
• Defining Ready and Done will
dramatically reduce time waste
77
Backlog Grooming
Product Owner spends 30% of their time working on the Product Backlog
• Identify new stories
• Splitting epics and stories
• Updating Release Plan with current velocity data
• Adjusting priorities
• Preparing next stories
• Designing user experience
78
Story Time
Development Team spends 5-10% of Sprint with the Product Owner preparing for the next Sprint
• Reviewing candidate stories
• Getting details and acceptance criteria
• Some technical design
• Looking at new stories
• Estimating new stories
• Considering new ideas
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Definition of Ready
Negotiate with your Team - What they need for each story - When they need it
79
Sample Right size Screen sketches Acceptance criteria Dependent stories? Speclets
80
Definition of Done
• When estimating size, consider all the work needed to complete the story
• The Definition of Done may evolve over time
Unit tested Code reviewed Acceptance tests pass UI Tested User Help updated Deployment scripts updated
Sample
May also have one
for sprints and
releases
81
Sprint Flow
Sprint N Sprint N+1
Candidate Stories for N+1 (1.5 x velocity)
Definition of Ready
Screen Designs for N+1 (LoFi)
Continuous Product Backlog Grooming
Story Time Sprint Planning
81
Definition of Done
82
notes
82
83
Scaling Scrum Up and Out
• Scrum can scale to many Teams
• Distributed Scrum is constrained by the
laws of physics but there are patterns
that can help
84
Scaling Scrum Up
Multi-Team Product • Team is the scaling unit
• Divide work across multiple small teams
• by feature
• by component
• Organize with Chief Product Owner Team and Scrum of Scrums
SoS
tactical
Team 1 Team 2 Team 3 Team 4
CPO strategic
Certified ScrumMaster
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Distributing Scrum Out
• How well does it work? Scrum is the best way to manage distributed Teams. Distributed Teams are not the best way to do Scrum.
• But distributed teams are a common reality so
• Prefer whole teams at each location
• Start project co-located
• Have ambassadors who travel
• Have buddies across locations
• Expect more documentation
• Don’t let anyone go dark
• Use video, IM, artifact sharing tools
86
notes
86
87
ScrumMaster Skills
• Listening skills are key to success
• Knowing how to ask powerful questions
will help you coach the Team
• Modeling desired behavior and use of
language can have a strong influence on
your Team
88
Listening
Level I – Internal Listening
How can I make this about me?
Level II – Focused Listening
Connected to what they are saying
Level III – Global Listening Also hearing tone, posture,
surrounding environment
Source: Co-Active Coaching, Whitworth, et al.
89
Powerful Questions
• Open-ended
• Value neutral
• Lead to discovery
• Reveal underlying assumptions
90
Modeling Behavior
The Power of Positive Language
Yes, and …
creativeemergence.typepad.com
Certified ScrumMaster
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91
notes
91 92
Technical Practices
• Agile technical practices enhance Team
success
• Agile Testing Basics
93
Agile Development Practices
• Co-location
• Pair Programming
• Refactoring
• Automated Acceptance
Testing
• Test-Driven Development
• Continuous Integration
• Exploratory Spikes
• Legacy System
Strategies
• Evolutionary Design
• Agile Architecture
94
The Testing Pyramid
Manual Tests through UI
Automation Suites
Unit Tests
Automated UI Tests
Automated Acceptance
Tests
Unit Tests
Exploratory
testing
Traditional (find defects)
Agile (prevent defects)
95
notes
95 96
Scrum Adoption
• Scrum is simple but not easy
• Organizations are resistant to change
• Choosing the easy parts may fail to give
the desired results
Certified ScrumMaster
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Satir Change Model
Patience is advised. “A dead ScrumMaster is no help to anyone.”
- Ken Schwaber
98
Scrum Values [Schwaber 2002]
• Commitment
• Focus
• Openness
• Respect
• Courage
The Scrum Team commits to doing their best
to achieve Sprint and Release goals. In turn,
they have the authority to make the decisions
necessary for success. The organization
allows the Team to focus on just the work they
have committed to. Openness provides the
visibility we need for maximum information on
status, progress and feedback when making
decisions. People are more productive in an
environment of mutual respect and trust. It
takes courage to make the change from
individual effort to Team contribution and to be
willing to say “no” when necessary.
99
notes
99 100
Q & A/Parking Lot
101
Certification
• You are almost there!
• What are the other certifications?
• What do I do next?
102
Certified Scrum
Professional
Scrum Certification Options
Theory Practice Guide
Certified ScrumMaster
Certified Scrum
Product Owner
Certified Scrum
Developer
Certified Scrum Trainer
Certified Scrum Coach
The Scrum Alliance is a nonprofit organization committed to delivering articles, resources, courses, and events that will help Scrum users be successful.
www.ScrumAlliance.org
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103
Closing
o Action Items
o Class Evaluation
o Class Picture
o Graduation Ceremony
104
actions
104
Things I can do this week to make my work life better:
105
Instructor
Roger Brown
• Agile Coach
• Scrum Alliance
• Contact Email: roger@agilecrossing.com
Twitter: rwbrown
Blog: www.agileCoachJournal.com
LinkedIn: http://www.linkedin.com/in/rogerwbrown
V 4.16
Certified ScrumMaster Course Instructor – Roger Brown CST, CSC
Training Transition
Transformation
All slides © 2013 Roger W. Brown
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