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1

Certified ScrumMaster Course Instructor – Roger Brown CST, CSC

Training Transition

Transformation

All slides © 2013 - 2014 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 Dynamics

Scaling Scrum Up and Out

Certification

Technical Practices

Scrum Enhancers

Scrum Framework

ScrumMaster Skills

Empirical Process

Becoming Agile

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

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7

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

8

Scrum Framework

Potentially Shippable Product

Increment

Sprint Backlog

Product Backlog

Release

Planning

Sprint

Planning

Sprint

Review Sprint

Retrospective

Daily

Scrum

1-4

weeks

Story Time

9

The Scrum Team

Desired Features

Product Owner

Delivery Team

Product

ScrumMaster

10

Product Owner

Maximizes the value of the work done

o Sets Vision o Manages Product Backlog o Elaborates Features o Reviews Work o Reports Release Progress

11

Delivery Team Member

o 7 ± 2 o Cross functional o Full-time o Self-organizing o Empowered

Develops the product with high quality

12

ScrumMaster

o Change Agent o Facilitator o Protector o Coach o Mentor o Gopher

Helps the team improve flow

and throughput

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13

notes

13 14

Agile Principles

• Agile implements Lean principles and

dynamics.

• Scrum is one form of Agile, designed

initially for software development but

applicable to other kinds of work.

15

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

16

Agile Software Development

Team Based Incremental Iterative Frequent Delivery Fully Visible Production Quality Value Driven

17

Agile “Brands”

XP development

practices

Kanban workflow management

Scrum collaboration

framework

Agile

Lean

18

notes

18

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19

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

20

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 to add or

remove a PBI

S2 S3 S4

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?

• Design implementation • What tasks can we identify for each story? • How long do we think each will take?

Attended by • Product Owner, Delivery Team, ScrumMaster • Other interested stakeholders

Time-box is 4 hours for a 2

week Sprint

22

Daily Scrum

15 Min

The Three Questions What did you do yesterday? What do you plan to do today? Is anything blocking you?

23

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

24

Sprint Review

• Purpose • Demonstrate the completed stories

• Get feedback from the Stakeholders

• Review progress and adjust future

• Identify new/changed features

• Attendees • Product Owner, Delivery Team, ScrumMaster

• Any other stakeholders

Preparation • Who will show what? • Deploy to a preview server • Any documentation needed? • Update and show release burnup chart

2 Hours

Show actual running

code!

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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

1.5 Hours

Start Stop Continue

Keep it interesting • Appreciations • Food • Variety

26

notes

26

27

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

28

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

29

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

30

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?

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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

32

Elevator Statement Vision

For (target customer)

Who (statement of the need or opportunity)

The (product or project name) is a (category)

That (statement of key benefit – that is, compelling

reason to proceed)

Unlike (primary competitive alternative)

Our Product (statement of primary differentiation)

Example

The: iPod

Is a: portable digital music player

That: provides intuitive, easy to use controls.

Unlike: other MP3 players

Our: product provides seamless integration with a

world class music store (iTunes)

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 summary reports so that I can assess my teaching effectiveness

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37

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 6: Course Catalog Demo As a prospective student, I can browse the course catalog to see if the classes I am interested in are available.

(back)

Story 1 Acceptance Criteria [ ] Has full catalog browse and search controls [ ] Show available dates in summary list [ ] Item click leads to class detail page [ ] Show class star ratings only, no comments [ ] Replace “Register for Course” button with “Join Now!” that links to sign-up page

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

I can print my

schedule

I can print my report

card

I can chat with

classmates

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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

Delivery 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 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

Measurement is more reliable

than estimation

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49

notes

49 50

ScrumMaster Duties

• The ScrumMaster is responsible for the

health and growth of the Scrum Team

• The ScrumMaster is a productivity

multiplier for the team and has

responsibilities across multiple

dimensions

51

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

52

Facilitator

• Keep meetings productive and short

• Mediator/Negotiator

• Gopher

• Proactive management of impediments

53

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

54

Servant Leader

• Lead vs. Manage

• Lead to make others better

• Increase teamwork and personal involvement

• Lead by example

See Robert K. Greenleaf

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notes

55 56

Becoming Agile

• Scrum is simple but not easy

• Organizations are resistant to change

• Choosing the easy parts may fail to give

the desired results

57

Change Dynamics

Patience is advised. “A dead ScrumMaster is no help to anyone.”

- Ken Schwaber

Satir Change Model 58

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.

59

Managing Impediments

• Technical

• Process

• Interpersonal

• Structural

• Cultural

ha

rde

r

Categories

Approaches

60

Day in the Life of a ScrumMaster

Manage impediments Facilitate meetings Mediate and negotiate Teach Scrum Manage the process Assist the Product Owner

Observe and coach Team Encourage excellence Protect Team from distractions Build relationships Promote Organizational Agility Administer

ScrumMaster 7 Team Members Productivity

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61

notes

61 62

Class Project

63

notes

63 64

Team Dynamics

• Teams go through stages

• Teams are self-organizing

• Scrum uses motivators that are more

effective than traditional financial

motivators

65

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

66

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

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Team Charter

Help your Team get started

Team Name Skills Agreements Values Development Practices Definition of Done

68

notes

68

69

Long Term Planning

• Scrum-built products may have

Roadmaps and Release Plans

• Team velocity is a measure used in long

term planning

70

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

71

The Elements of Agile Planning

Product Backlog What capabilities are needed for financial success?

Priorities Which items are most valuable?

s1 s2 s3 s4 … sN

Velocity How much can the team complete in a Sprint?

Estimates How much effort is required for each item?

Release Plan How long will it take or how many can we do by a given date?

72

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

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Release Plan

s1

s2

s3

…

sN

Product Backlog

Interim Deployment

Release Event

Tim

e

Release Backlog

Must

Should

Could

Won’t

Sprints

74

Information Radiators

The more we know, the better we can

adapt And the better we can manage risk

Report what we know, not what we hope

75

notes

75 76

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

77

Pull Systems

Push systems overwhelm capacity, creating turbulence, rework, waste and delay

Pull systems have a steady flow that provides predictability

Push

♫

78

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

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79

notes

79 80

Scrum Enhancers

• A well-managed Product Backlog keeps

the Delivery Team running smoothly

• A 1-sprint look-ahead on stories will help

the flow

• Defining Ready and Done will

dramatically reduce time waste

81

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

82

Story Time

Delivery 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

• Estimate new stories

• Considering new ideas

Often a regular meeting 1 hour/week

or 2-3 hours mid-sprint

83

Definition of Ready

PO negotiate with the Delivery Team - What they need for each story - When they need it

Sample Right size Screen sketches Acceptance criteria Dependent stories? Speclets

84

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 to 90% coverage Code reviewed Acceptance tests pass UI Tested User Help updated Deployment scripts updated

Sample

May also have one

for sprints and

releases

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85

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

Definition of Done

86

notes

86

87

ScrumMaster Skills

• Listening skills are key to success

• Knowing how to ask powerful questions

will help you coach the Team

• There are a number of useful tools for

ScrumMasters

• 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

When in doubt, Ask the Team!

90

“Art of the Possible”

The Power of Positive Language

Yes, and …

creativeemergence.typepad.com

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91

More ScrumMaster Tools

Facilitation • Fist of Five • Roman Voting • Dot Voting • Brainstorming • Five Why’s • Games: www.tastycupcakes.org

Coaching • Appreciative Inquiry • Learning Organization • Systems Thinking • International Coaching

Federation Programs • www.agilecoachpath.org • www.icagile.com

Models • Personality Models

• Myers-Briggs Type Indicator

• DISC • Kolbe • Herrmann Brain

Dominance Instrument • Engagement Models

• X-Model of Employee Engagement

• Complexity • Influence Diagrams • Cynefin • Spiral Dynamics

92

notes

92

93

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

94

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

95

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

96

notes

96

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97

Technical Practices

• Agile technical practices enhance Team

success

• Agile Testing Basics

98

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

99

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)

100

Single Piece Flow

Do This

Don’t Do This

101

notes

101 102

Certification

• You are almost there!

• What are the other certifications?

• What do I do next?

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103

Q & A/Parking Lot

104

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

105

Closing

o Action Items

o Class Evaluation

o Class Picture

o Graduation Ceremony

106

Instructor

Roger Brown

• Agile Coach

• Scrum Alliance

• Contact Email: roger.brown@cprime.com

Twitter: rwbrown

Blog: www.agileCoachJournal.com

LinkedIn: http://www.linkedin.com/in/rogerwbrown

V 5.1

Certified ScrumMaster Course Instructor – Roger Brown CST, CSC

Training Transition

Transformation

All slides © 2013 Roger W. Brown