Scrum Out of the Nutshell

Douglas Shimpdoug.shimp@3back.com

www.3back.com

We Make Teams Better.

What You Focus on matters"

�Depends our process

�Depends on the people

�Depends on our tools

�Depends on our environments

�Depends on Stakeholders

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�Depends on Stakeholders�And more

The Work We Do is defined by

the questions we ask!

(sometimes called our process)

ScrumScrum is"

�A simple framework that can be understood

and implemented in a few days

�An approach to managing complexity that is

optimized for new product development

�A collaborative effort involving developers and

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�A collaborative effort involving developers and

customers in ongoing dialog

�A work management wrapper around existing

engineering practice.

�“Scrum is not a methodology – it is a pathway”

(Ken Schwaber)

Seeds of Scrum

� Why Scrum Out of A Nutshell:

�What you nurture when you apply the

scrum framework is always unique and

interesting. Dealing with what is revealed

is where it gets hard ☺

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Scrum Has Team Roots

Ken SchwaberJeff Sutterland

Scrum Alliance(A WHOLE COMMUNITY – THE ACTION ARM OF AGILE)

Mike Cohn

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Takeuchi and

Ikujiro NonakThe New Product

Developmetn Game

Mike Beedle

Eric Von Clauswitz(1820s gave rise to

Complexity Theory)

Sun Tzu(500 BC Art of

War)

Taiichi OhnoToyota Production

System

Deming(14 points)

Agile Manifesto(many authors -

REBIRTH)

(user stories)

James Maxwellsecond great unification in physics

Growth in ScienceNumerous contributions

Fundamental Unit of Scrum

� The Scrum Team

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Scrum Roles

Product Owner

► Defines the features of the product, decides on release date and

content

► Is responsible for the profitability of the product (ROI)

► Prioritizes features according to market value

► Can change features and priority every 30 days

► Accepts or rejects work results

► Ensures that the team is fully functional and productive

► Enables close cooperation across all roles and functions and

removes barriers

Shields the team from external interferences

The ScrumTeam

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Scrum Master

Team

► Cross-functional, seven plus/minus two members

► Selects the iteration goal and specifies work results

► Has the right to do everything within the boundaries of the project

guidelines to reach the iteration goal

► Organizes itself and its work

► Demos work results to the Product Owner

► Shields the team from external interferences

► Ensures that the process is followed. Invites to daily scrum, iteration

review and planning meetings

The Backlog

�Two Kinds of Backlogs

�Sprint Backlog

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�Product Backlog

�We can make this much more structured.

Backlogs On A Wall

�Two Kinds of Backlogs

�Sprint Backlog

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�Product Backlog

�We can make this much more structured.

The Release

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Our goal is to produce a valued result. Release is how we

measure and understand the success of our effort.

The Sprint and Scrum Flow

Daily

Standup

Sprint

Reports

•The Work We Do

• Metrics

• Impediments

Inspect

Adapt2

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MeaningfulIncrementof Product

Product

Sprint

Planning

Sprint Review

• Product Demo

• Team Retrospective

ProductBacklog

SprintBacklog

1

3

The Basic Scrum Engine

Walls of the “Container”:

�Time-boxing

�Impediment Resolution

�Cross-functionality

�Self-Organization

Business Owner

Scrum Master Product Owner

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�Self-Organization

�Health of the Team

�Health of the Product

�Clear Acceptance Criteria

“Done”Cross-Functional Team

Product Backlog Product

We Add Process Rhythms To Our Work

Sprints

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Dialog

MilestonesReleases

Applied Scrum Is Hard!

Changing our

Habits, Behaviors

and Ingrained

PO

SM

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and Ingrained

Perceptions!

Intentional Change

Team

Simple Framework to Use!

“Agile Attractors for Effective Thinking”

Let the Product Lead

Keep it

Visible

“"signals pass through

brain areas like progressive

Biggest threat to a project/product!

Not have a rapidly responding

empowered product owner

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One Bite

at a Time- Classic mistake

and I still make it

all the time

Get to “Done”- Attitude & Robustness

Be empiricalDon’t take our

word for it!

brain areas like progressive

waves, back and forth..” –

70% Visual Processing

Leverage Social IntelligenceLeverage Social Intelligence

More Agile Attractors

Words Are Not

ConceptsPerfect is the

enemy of good- Voltaire

Making a belief

Some more Others you might recognize

No plan survives 1st

contact with the enemy

Great Design Emerges

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Leverage Social IntelligenceLeverage Social Intelligence

No head works alone!!!

Making a belief

out of a model

contact with the enemy- Moltke

Pay attention and adapt

“"I lack the time to keep it

short"”-Pascal

Scrum’s Big Rule�The team will adapt its processes to realities they

encounter and improve their abilities to deliver quality product, within organizational constraints.

�Scrum, applied well, has both descriptive and prescriptive elements�Descriptive: observations we can look for as we mature

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�

�Prescriptive: telling us how to get started and balance� 3 Roles, 3 Meetings, 3 Artifacts

�Scrum, Lean, XP, PMBOK, etc. can succeed

Think “agile pathways” the result of those pathways when

applied with care = well formed team WFT

Supporting Success�Leadership not using clear evidence to decide if their

Product Development practice is succeeding is failing!

�A defined process is not evidence!

�Don’t rely on fuzzy intelligence, insist on a clear line of

sight!

�Inspect & adapt based on results!

�Scrum is hard because it challenges our habits and

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�Scrum is hard because it challenges our habits and

behaviors and points out where they need to change.

�Use the Scrum Framework to learn! Expect to learn!

�Biggest threat to a project: not having an available rapidly

responding empowered Product Owner to answer

questions promptly in minutes/hours not days/weeks.

�Extreme complexity is very hard to predict and humbling!

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Apply The Scrum Framework

�Expect a learning experience.

�New teams, new products and

unrelenting complexity.

�Plant your scrum seed and nurture.

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Mastery 2 Years to life!

Thank you

Plant A Scrum Seed

Grow A Product

Share Your Experience

Learn & Repeat

Have Fun!Have Fun!

Why Not? ☺☺☺☺

© 3Back.com 2009

Follow me: http://twitter.com/scrum_coach

Find me: http://doug-shimp.net

Read us: http://advancedtopicsinscrum.com

Engage us: http://3back.com

About 3Back"

� Formed 2004, offices Midwest USA, worked world-wide

� Our goal is an applied learning approach to

�Build better products and make better businesses, (world?)

� Applied in our Business and Applied for our Clients

We make teams better.

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� Applied in our Business and Applied for our Clients

3Back Service & Course Offerings

• Certified ScrumMaster

• Agile Pathways (Agile I)

• Transition at Scale (Agile II)

• Agile Analysis

• Product Development for Leadership

• Working Effectively w/ Use Cases

• Introduction to Agile Methods

• Scrum Bookends (Planning and Rewiew)

• Well-Formed-Teams

• Introduction to Lean

• Agile Distributed Teams

• Adaptive Strategic Planning & Facilitation

• Leadership Training