Scrum Slides

SCRUM
THE
ART OF DOING TWICE THE WORK IN HALF THE TIME

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States - 3440 in the Germany
With help from Citrix Online, Google, Yahoo, Microsoft, IBM, Oracle, MySpace, Adobe, GE, Siemens, Disney Animation,
BellSouth, Nortel, Alcatel-Lucent, EMC, GSI Commerce, Ulticom, Palm, St. Jude Medical, DigiChart, RosettaStone,
Healthwise, Sony/Ericsson, Accenture, Trifork, Systematic, Exigen Services, SirsiDynix, Softhouse, Philips, Barclays Global
Investors, Constant Contact, Wellogic, Inova Solutions, Medco, Saxo Bank, Xebia, Insight.com, SolutionsIQ, Crisp, Johns
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Partners, Jyske Bank, BEC, Camp Scrum, DotWay AB, Ultimate Software, Scrum Training Institute, AtTask, Intronis,
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Railway), Danske Bank, Pegasystems, Wake Forest University, The Economist, iContact, Avaya, Kanban Marketing,
accelare, Tam Tam, Telefonica/O2, iSense/Prowareness, AgileDigm, Highbridge Capital Management, Wells Fargo Bank,
Deutsche Bank, Hansenet/Alice, GlobalConnect, U.S. Department of Defense, Agile Lean Training, EvolveBeyond, Good
Agile, Oc, aragostTRIFORK, Harvard Business School, Schuberg Philis, ABN/AMRO Bank, Acme Packet, Prognosis,
Markem-Imaje International, Sonos, Mevion, Autodesk, First Line Software, SCRUMevents, UPC Cablecom, NIKO, CWSBOCO, BottomLine, Lean Enterprise Institute, Liberty Global, Monster, Dartmouth University, Health Leads, Samsung R&D
Center, Monster.com, Grameen Foundation, Diplomat, Silicon Valley Leadership Network, Raytheon, Fidelity, John Deer,
Mass IT, HP, Lockheed, Saab, European Union, EduScrum.com
1993-2014 Jeff Sutherland
2014 Scrum Inc.
534,339 (7%) open Scrum jobs in the
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United
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As a class group we need
Introductions
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in order to work together effectively
Group Introductions
Whos in your group?
Pair introductions
Talk to each other and line up across
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the room by level of Scrum

experience
Line up in a second dimension by job
function
What companies, industries, nonsoftware application are represented?
Self-Organize Teams
Based on line exercise, divide up into crossfunctional teams.
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Then:
Select a team name
Select a Product Owner
Select a Scrum Master
Create a learning backlog what do you hope to get out
of the class individually and as a team
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Scrum Stuttgart
Doing
Done
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Do
Course Overview
Sprint 1: Day 1 morning
The Scrum Framework and its origins
Sprint 2: Day 1 afternoon

Patterns for starting Scrum
Sprint 3: Day 2 morning

Building and managing the Backlog
Sprint 4: Day 2 afternoon
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Team Backlogs
Advanced topics and closeout
Agenda - Sprint 1
Sprint 1 - Scrum Origins and Practice
Intro (2)
Team Learning Backlog (8)
Scrum Origins (9)
Agile Manifesto (5)
Airplane Game (9)
Getting Started (6)
Scrum Framework (8)
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Sprint 2 - Starter Kit for a Scrum Master

Sprint 3 - Planning & Estimation
Sprint 4 - Team Backlogs & Review
Agenda - Sprint 2
Roles - Project Manager Exercise (8)
Patterns (4)
Daily Clean Code (5)
Avoid Multitasking: Swarming (9)
Handle Interrupts (3)
Improve Flow - Constraint theory (2)
Identify Bottlenecks - Value Stream Mapping (3)
Remove Major Impediments - A3 exercise (7)
Scrumming the Scrum (6)
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Sprint 4 - Team Backlogs & Review
Agenda - Sprint 3
A3 Review (2)
Exercise: Daily Meeting (7)
Exercise: Scrum of Scrums (3)
Scrum Board (5)
User Stories (12)
Nice to have
* Money for nothing
* Velocity
* Technical Debt
* Acceptance tests
Exercise: Create User Stories (4)

Failed Scrum (9)
Exercise: Estimate Stories (7)
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Sprint 4 - Team Backlogs and Review
Agenda - Sprint 4
Sprint
Sprint
Sprint
Sprint
1
2
3
4
Scrum Origins and Practice

Identify and Remove Impediments
Planning & Estimation
Advanced Topics and Review
Product Backlog Refinement (5)

Release Planning (6)
Teams Backlogs (27)
XP Game (12)
Dan Pink Video (1)
Certification/Handouts/Evaluations (1)
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As a Scrum Master understanding the

Origins of the Agile Manifesto
will help me implement Scrum
Disruptive Leadership:
Life, Liberty, and the Pursuit of Happiness
Make Work Visible
Plans are Worthless, Planning is Everything!
Captain Edwin Atterberry Shot Down August 1967- Wikipedia
GANNT Chart
Landing the Project
YouTube: RF-4E of the Hellenic Air Force
Make Work Visible!
infoq.com
Continuous Improvement
Nonaka and Takeuchi

Type A Isolated cycles of work
NASA
Type B Overlapping work
Fuji Xerox
Scrum Project Management
Type C All at once
Honda, Toyota, 3M,
Agile Leadership
Sales, Marketing, Finance
Manufacturing
Technology, Software
Families and weddings
Education
Agriculture
Government
Space
Changing the World

Higher grades
Faster learning
More fun
Leadership Development
Involves handicapped
Motivated students
Self-discipline
eduscrum.com
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As a Scrum Master understanding the

Agile Manifesto
will help me implement Scrum
Lean Enterprise Institute
Production
Techniques
Lean
Product
Creation
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Scrum
Applicability of Scrum!
Ogunnaike and Rays Process Control Requirements!
Far from Agreement
Chaos
Requirements
Complex
Empirical Process (Scrum)

Lean
Complicated
Defined Process
Simple
Close to Agreement
Close to Certainty
Technology
Adapted from Snowdens Cynefin Framework - see Wikipedia
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Far from Certainty
Defined Process
Defined plan with one input and one output and (hopefully) no deviations
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Traditional waterfall development is a defined

process. A plan is defined at the beginning and
precisely followed to the end.
This assembly line approach requires minimizing
deviations from plan to be successful.
On average 65% of requirements change during
software development causing waterfall projects
to have an 14% worldwide success rate during
the past decade. (Jim Johnson, Standish Group, 2011)
Empirical Process
Empirical plan with a new input after each cycle
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Controlling a process that has many unexpected changes requires

introducing a feedback loop in order to inspect and adapt.
Product is build iteratively and incrementally where each set of
features is fully operational after a short cycle. Results are
inspected and changes are made in repeated cycles as work
progresses.
Inspecting and adapting require full transparency of the
work process to be successful.
During the past decade, the worldwide success rate of software
projects developed with empirical processes and been triple the
success rate of defined projects.
Agile Manufacturing - Beyond Lean
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Agile competition goes beyond the Japanese

marketing strategies know as lean
manufacturing by permitting the customer,
jointly with the vendor or provider, to determine
what the product will be.
For agile competitors, the ability to individualize
products comes at little or no increase in
manufacturing cost. It does, however exact a
cost: It requires major changes in
organization, management philosophy, and
operations.
Agile Manifesto
www.agilemanifesto.org!
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:!
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Individuals and interactions over processes and tools!

Working software over comprehensive documentation!
Customer collaboration over contract negotiation!
Responding to change over following a plan
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That is, while there is value in the items on

the right, we value the items on the left more.
Agile Manifesto Principles

1. Our highest priority is to satisfy the customer through early
and continuous delivery of Customer visible value.
7. Customer Visible Value is the primary measure of progress.
8. Agile processes promote sustainable development. The

sponsors, developers, and users should be able to maintain a
constant pace indefinitely.
2. Welcome changing requirements, even late in

development. Agile processes harness change for the
customer's competitive advantage.
3. Deliver Value frequently, from a couple of weeks to a couple

of months, with a preference to the shorter timescale.
9. Continuous attention to technical excellence

and good design enhances agility.
4. Business people and the Delivery team must work together

daily throughout the project.
10. Simplicity--the art of maximizing the amount

of work not done--is essential.
6. The most efficient and effective method of

conveying information to and within a delivery team is face-toface conversation.
12. At regular intervals, the team reflects on how to become

more effective, then tunes and adjusts its behavior
accordingly.
Survey: Mario Moreira
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5. Build projects around motivated individuals.

Give them the environment and support they need, and trust
them to get the job done.
11. The best architectures, requirements, and designs emerge

from self-organizing teams.
State of Agile
Chaos Manifesto 2011, Standish Group International, Inc.
Source:
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The agile process is the universal remedy for software development project
failure. Software applications developed through the agile process have
three times the success rate of traditional waterfall method and a much
lower percentage of time and cost overruns. The secret is the trial and error
and delivery of the iterative process.
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Source: Version One
Top 12 Failure Modes for Scrum
Overburdening team (bad management, no happiness metric)

No stable teams or people not assigned 100% to one team
Poor user stories, no clear definition of READY (bad product owner)
Taking too much into a sprint and failing to deliver working
software
Daily meeting not replanning and removing impediments
Not fixing bugs found inside a sprint, particularly integration bugs
Working on too many stories at once inside the sprint
Failure to have a plan for interruptions or emergencies
No clear definition of DONE
Not executing improvements identified in the retrospective
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Scrum Production
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How to Play the Game

Goal: See how good your team can get at making many airplanes
Each airplane must be made from of a sheet of Letter/A4-sized paper
Each team member may only do 1 fold of the paper at a time. You must then pass
the airplane to another team member to do the next fold.
Planes must have a blunt tip (so no injury if hit in the eye)
Each airplane must tested and shown to fly 3 meters in the testing area.
Planes may only be tested once; if it fails, it must be discarded.
Only successfully tested planes count towards your goal.
Work in progress (partially folded airplanes) must be discarded at the end of each
Sprint.
Teams are responsible for self-organizing, and deciding among themselves how to
manage the work, assign roles, etc.
Teams are not in competition with each other only with themselves.
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One Person, One Fold
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Product Owner Tests
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Agile DC ScrumInc Build Party 2013
Amsterdam
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World Record
Munich
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As a Scrum Master I need to understand
How to Get Started
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in order to begin a Scrum
Scrum is easy to understand but hard

to implement
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A systematic approach to implementing

Scrum will give you the most benefit
fastest for the least effort.
The Shu Ha Ri concept from the martial
arts can help.
Aikido
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The Way in Harmony with the Spirit
Making the Most of your Scrum

Shu state
Scrum Master sets up process as in the Scrum Guide. See
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scrumguides.org. Team has a known velocity at a

sustainable pace
Retrospective is used to enhance performance
Review Core Scrum at agileatlas.org for Scrum Alliance
version of Scrum Guide.
Ha State
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Team has software done with all features tested

and no bugs at the end of a sprint.
Product owner has ready backlog at beginning of
the sprint (good user stories)
Team has data showing velocity and quality has
at least doubled.
Team is positioned to work towards
hyperproductivity, the design goal of Scrum
Ri State
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Teams look different. People will say this is not

Scrum
Software delivered multiple times in sprint
ancestry.com goes live 12 times per day
hubspot.com goes live 170-270 times per day
Team of One in Ri State
http://www.youtube.com/watch?v=Hzgzim5m7oU
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Team needs to be hyperproductive.

But what does a great Scrum Master do?
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the Scrum Framework
in order to implement Scrum
Scrum Framework
Scrum
Product
Backlog
Make Work
Visible
Product
Backlog
Refinement
Get Backlog Ready
Meeting Deliverables
Social
Objects
Scrum Board
Burndown
Points
Velocity
Sprint
Planning
Sprint Backlog
Roles
Scrum Master
Team
Ceremonies
Daily
Scrum
Replan
Sprint
Review
Product Increment!
Velocity!
Feedback
Retrospective
Kaizen
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Sprint
Backlog
Product
Owner
Scrum has Three Roles

Product Owner:
Define and prioritize the features of the Product Backlog
Decide on release date and content
Responsible for the profitability of the product (ROI)
Scrum Master
Facilitates the Scrum process and Team self-organization
Removes obstacles and shields the team from interference
Responsible for improving performance of the team
Team
autonomy regarding how to achieve its commitments
typically 3-9 people
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cross-functional (incl. testing)

self-organizing/-managing group of individuals, has
Scrum has Four Meetings

Sprint Planning
Product Owner presents READY backlog to Scrum Master and Team
Deliverable is Sprint Backlog
Daily Scrum
Team self-organizes to improve performance
Deliverable is new daily plan for implementation and impediment
removal
Sprint Review
Team presents backlog that is DONE to Product Owner and Stakeholders
Deliverable is velocity (what Product Owner confirms is DONE), feedback
(used to update Product Backlog), and potentially shippable Product

Increment
Retrospective
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Scrum Master and team identify the top process improvement

Deliverable is the KAIZEN to put at top of Sprint Backlog for next Sprint.
Scrum Makes Work Visible

Scrum Artifacts
Product Backlog
Sprint Backlog
Amount of work remaining in Sprint
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Useful tools
Scrum Board
Burndown Chart
Show work remaining
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Helps calibrate velocity
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Sprint - Iterative and Incremental
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FOR experienced Scrum practitioners (Jill) who are in the

trenches
WHO need clear and actionable information to answer
specific Scrum questions whenever they arise
ScrumLab is the authoritative, curated on-demand ounce for
Scrum Inc.s leading thinking
That:
Clearly explains Scrum and its underlying principles (i.e. why
if works)
Shares successful advanced practices for different contexts
Provides actionable solutions to implement successfully
Is available whenever you need it
Unlike other online Scrum resources
Our product captures decades of successful experience and
wisdom from the co-creator of Scrum and his hand-picked
team of thought leaders
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ScrumLab Vision Statement
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Roles & Responsibilities
in order to implement Scrum
Scrum Value
Courage
Commitment
Openness
Focus
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Scrum Master Role &

Responsibilities
Facilitator
Knowledgeable about the Scrum process
Coach Team and PO to enhance team performance
Removes impediments
Protects the team from interruptions
Holds Scrum values and practices
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The Scrum Master Owns

The Process
Scrum is a simple framework that requires
consistent discipline
!
Scrum Master owns the process

Facilitates Daily Stand-Up
Facilitates Sprint Planning
Facilitates Retrospective
Protects the team
Removes impediments
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Product Owner Owns The WHAT

Have a compelling product vision that is executable,
generates lots of cash, and arouses passion in the team,
company, and customers
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Build a roadmap for rolling out the vision that everyone

can see and sign up for
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Build a Product Backlog of enabling specifications that

are just enough, and just in time.
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Spend half the time with customers, sales, and

marketing.
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Spend the other half working closely with the team

clarifying specifications.
Delivers:
The right product set to excite customers
At the right time
In the order that maximizes business value
Value
A Successful Product Owner
Time
Responds dynamically to change faster than competitors

Clarifies customer need to development teams so that
uncertainty is removed and developer velocity is
maximized
!
$
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The Product Owner is ultimately accountable for

winning in the market!
Scrum Master
Works with the Product Owner to:
Find techniques for effective Product Backlog
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management;
Clearly communicate vision, goals, and Product Backlog
items to the Team;
Teach the Scrum Team to create clear and concise Product
Backlog items;
Understand long-term product planning in a Scrum
environment;
Understand and implement the values of the Agile
Manifesto; and,
Facilitate Scrum events such as release planning
Teams are:
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Cross-functional - most members can do more

than one thing
Self-organizing - they decide how they will work
Self-managing - they decide how much work
they can do in a Sprint
Collaborative - they work together to achieve the
Sprint goal
No more than 3 - 9 people
Basic Truths about Teams

Team motivation
People are most productive when they manage themselves.
People take their commitment more seriously than other peoples commitment for
them.
People do the best they can.
Under pressure to work harder, developers automatically and increasingly reduce
quality.
Team performance
Teams and people do their best work when they arent interrupted.
Teams improve most when they solve their own problems.
Broad-band, face-to-face communications is the most productive way for teams to
work together.
Team composition
Teams are more productive than the same number of individuals
Maximum effective team size is around 7-8 people.
the work
Changes in team composition reduce productivity.
Source: Ken Schwaber
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Products are more robust when a team has all of the cross-functional skills focused on
Leadership Responsibilities
Provide challenging goals for the teams
Create a business plan and operation that works
Set up the teams (in collaboration with teams)
Provide all resources the teams need
Identify and remove impediments for the teams

Know velocity of teams
Understand what slows teams down
Remove waste
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Hold Product Owners accountable for value

delivered per point
Hold Scrum Masters accountable for process
improvement and team happiness
Exercise: Project Manager/Leader
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As a team, write down all responsibilities of a

traditional project manager/leader
Put one responsibility on each sticky note
Time: 4 minutes
Exercise: Project Leader

Sort Project Leader responsibilities on sticky
notes into these five categories
Product Owner
Scrum Master
Team
Waste
Other
!
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Time: 5 minutes
Problems with Traditional Project Model
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GANTT charts are unreliable

Too much time is spent trying to unsuccessfully
resolve dependencies in the GANTT chart
Project Managers annoy teams by constantly
requesting estimate updates in hours
Teams do not take responsibility for the plan
Some of the best people are the Project Leaders
who could be doing productive work
Scrum Patterns
Common Pitfalls and Solutions
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to enable a high performing team
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Its all about technique ...
Scrum Patterns - scrumplop.org
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A pattern is a problem statement/solution pair.

It identifies forces that cause the problem
It proposes a common solution that is known to work
in at least three different companies.
It is workshopped by Scrum experts and not published
until experts agree that its quality and effectiveness
are excellent.
It encapsulates the valuable knowledge of the global
Scrum community.
Scrum Team Hyperproductive Pattern Language

Teams that Finish Early Accelerate Faster
Stable Teams - How you get started
Yesterdays Weather - How you pull backlog into a sprint
Daily Clean Code - How to get defect-free product at sprint end
Swarming - How you get work done quickly
Interrupt Pattern - How to deal with interruptions during the sprint
Stop the Line - How to deal with emergencies
Scrumming the Scrum - How to ensure you improve continuously
Teams That Finish Early Accelerate Faster: A Pattern Language for High Performing Scrum Teams!
47th Hawaii International Conference on System Sciences (HICSS) !
By Jeff Sutherland, Neil Harrison, Joel Riddle !
January 2014
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Happiness metric - How to ensure teams arent overburdened
Run a Lean Scrum
As a Scrum Master my Team
needs to have Daily Clean Code
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to double production and quality
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Taiichi Ohnos Taxonomy of Waste
The 7 Wastes of Software

Development Features and functions used in a typical system:
Partially done work
Extra features
Lost knowledge
Handoffs
Task switching
Delays
Defects
Always
7%
Never
45%
Only 1/5 of the

stuff we build is used
often or always!
Often
13%
Sometimes
16%
Rarely
19%
2/3 of the stuff we
build is rarely or
never used!
Source: Standish Group Study Reported at XP2002

by Jim Johnson, Chairman
There is surely nothing quite so useless as doing with

great efficiency what should not be done at all.
Peter Drucker
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Systematic Strategy for Lean

Level\Dimension
Production
Value
Flow
Pull
Perfection
P6 Build Integrity in
P2 Amplify Learning P2 Amplify Learning
P6 Build Integrity In
T19 Refactoring
T20 Test
T5 Synchronization
T4 Iterations
T18 Conceptual
integrity
T17 Perceived
T3 Feedback
T6 Setbased
development
integrity!
Management
P1 Create Value
P4 Deliver Fast
P7 See the Whole
T1 Eliminate Waste
T11 Queue theory
T22 Contracts
T2 Value streams
T12 Cost of delay
T21 Measurement
T10 Pull
People
P3 Defer Commitment
T7 Options thinking
T8 Defer commitment
T9 Decisionmaking
P5 Empower team
P5 Empower team
P5 Empower team
P5 Empower team
T16 Expertise
T14 Motivation
T15 Leadership
T13 Self determination
Thinking tools are best transformed by people and projects

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Tools divided
into three
dimensions
Systematic Pilot Results

Project effort
100%
100 %
Rework
Work
90%
80%
CMMI
50 %
70%
Process focus
69 %
9%
SCRUM
60%
50%
50 %
40%
35 %
4%
50 %
25 %
20%
10%
CMMI 1
Source: Systematic Software engineering 2006
10 %
6%
CMMI 5
CMMI 5
SCRUM
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30%
Impediments
Data driven removal of impediments using control charts from 11/2007
Examples on causes:
!
Special competencies
Disk full
Setup misunderstood
COTS failed
Root cause analysis of time to fix a bug automatically

generates Scrum Masters impediment list.
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Daily Clean Code Pattern

scrumplop.org
!
... bugs turn into features at midnight ...

Here we discuss bugs that arise within the sprint. Preexisting bugs should be prioritized
by the Product Owner and managed in the Product Backlog. Bugs appearing from outside
the sprint such as customer emergencies should be handled by the Illigitimus non
Interrupus pattern.
It is natural to want to keep a list of bugs. There are several forces that encourage this.
One of the most compelling reasons to put bugs on a bug list is that developers are
busy with other tasks, and shouldnt be interrupted.
Managers can see that adding new features increases revenue, but fixing bugs does
not apparently increase revenue. If the team has a fuzzy Definition of Done, work
might be considered Done.
Bugs that arrive might be considered low priority, and its nice to have a place to put
them.
In short, deferring the fixing of bugs until later is borrowing against your future velocity.
Therefore: Fix all bugs in less than a day.

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Velocity is limited because a team spends time dealing with too many bugs.
Good Agile: Use Definition of Done to

Drive Performance
Daily
Meeting
R
E
A
D
Y
Value
Remove
Impediments
D
O
N
E
R
E
T
R
O
S
P
E
C
T
I
V
E
Velocity
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Sprint
Scrum Patterns
As a Scrum Master I need to encourage
Swarming
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to enable a high performing team
Exercise: Never Keep Customers Waiting
Never keep a
customer waiting
!
Start early
= Finish early
LIS
BOB
ERI
M AR
Dave
Lisa
Bob
Eric
Maria
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D AV E
Round 2 Swarming
Limit WIP
(work in process)
!
Current limit =
1 customer
at a time
Dave
L I SA
Lisa
Bob
Eric
Maria
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Policy
D AV E
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Discussion what was the

difference? Why?
Weinberg, Gerald M. (1992) Quality Software Management: Systems Thinking. Dorset House, p. 284.
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Weinberg Table of Project Switching Waste
Prioritizing Between Projects

Product A
A1
A2
A3
Product B
B1
B2
B3
Product C
C1
C2
C3
Traditional strategy: Everything is important! Do it all at once!
A1
B1
January
C1
February
A2
B2
C2
April
March
May
A3
B3
C3
June
July
June
July
Agile strategy: Prioritize & focus!
January
B
B
February
March
C
C
April
C
May
Adapted from Henrik Kniberg

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This product rocks!
Swarming
Care about the whole product

Boy are we effective
as a team!
Im more efficient if I just do my

tasks
Source: Revised after Henrik Kniberg
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Not just your little task
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Enterprise Level Swarming
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As a Scrum Master I need to manage

Interruptions
in order for the team to be successful
Illigitimus Non Interruptus

Beginning of sprint
Product
Backlog
Sprint
Backlog
Support
Kaizen
5
3
5
5
8
5
3
Management
Now
PO
Sales
10
Later
Low Priority
On Buffer Overflow ABORT, Replan, Dates Slip
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As a Scrum Master I need to optimize

Flow
in order for the team to be successful
Theory of Constraints Smooth Flow

Goal
PO
SM
Problem
Strategy
int
ak
ak
Typ
2.
Fix
ce
int
Typ
x
ne
du
se
x
Fi
Re
rea
4.
1.
Inc
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3.
Case Study:
Developing Products >5x Faster
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2014 Scrum Inc.
A real-life example of applying Value

Stream Mapping and Scrum to
dramatically speed up product
development.
Design-ready games
Game backlog
15
Sam
1m
2h
4h
6m
Lisa
assigns
resources
1d
1w
Graphics
design
1m
Games out of date

Missed market windows
Demotivated teams
Overhead costs
Sound
design
3w
12
Dev
6m
6m
3m
(1m+2m)
3.5 m value added
time
25 m cycle time
Integr. &
deploy
3w
Process
= 14% cycle
efficiency
Estimate
w1 w2 w3 w4 w5 w6 w7 w8
2 m cycle time
= 12x faster
Preliminary result
3-4 m cycle time = 6-8x faster
w1 w2 w3 w4 w5 w6 w7 w8
Source: Henrik Kniberg
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2014 Scrum Inc.
2d
Concept
pres.
Production-ready games
Case Study
Take-away Points
w1 w2 w3 w4 w5 w6 w7 w8
Speeding up product development is often a matter of

improving the process rather than adding people.
Value stream mapping is a great tool for spotting
bottlenecks
Scrum is a great tool for removing bottlenecks
But beware the trap suboptimization!! Hey, lets do Scrum here! Maybe
we can cut dev time in half!
The pictures make it look easy....
From 3 months to 1.5 months...
But executing the change is usually hard
2d
1m
2h
Lisa assigns
resources
6m
4h
Graphics
design
Sound
design
1w
1d
6m
1m
3w
Integr. &
deploy
Dev
6m
3m
(1m+2m)
3w
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Concept
pres.
Sam
Managing to Learn: Using the A3 Management Process

By John Shook
Eliminating Challenging Impediments

A3 Process
Understanding A3 Thinking: A Critical Component of Toyota's

PDCA Management System
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2014 Scrum Inc.
By Durward K. Sobek II., Art Smalley
Exercise
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2014 Scrum Inc.
Think of the most difficult problem in your

company.
Share the problem with the team.
Team pick the most interesting problem to write
an A3.
The person with the real problem picked by the
team is the Product Owner
Develop an A3 in three short sprints (8 minutes
each) that will enable the Product Owner to
return to his/her company and implement a
countermeasure.
http://www.youtube.com/watch?v=IETtnK7gzlE
97
2014 Scrum Inc.
Root Cause Analysis
2014 Scrum Inc.
98
Venture Company Example

A3 Process Creates Pull-Based Authority
Background
Teams not getting software done and tested
Critical components failing every other sprint
P
Current Condition
Engineers not working together?
Inability to test causing failure
Waste estimated at 2.1M Euro/year
Goal / Target Condition

Clean tested code worked at end of sprint
Cut waste by 90%
Save 1.8M Euro/year while improving quality
Root Cause Analysis

Why- engineers had different design concepts
Why- Team members not communicating
Why- Scrum Master not doing good job
Why- No continuous integration
Why- Product Owner focused on new features
Why- Product Owner is CEO
Owner:
Mentor:
Date:
Countermeasures (Experiments)
Meet with board member
Conference call with CEO
Commitment to implement continuous
integration
Site visit to demonstrate working processes
Do
Confirmation (Results )
Clean implementation in one month
Velocity of seven teams average increase of 20%
Immediately savings of 1.7M Euro/year
Cost of implementation 3000 Euro for expert
consultant
Check
Follow-up (Actions)
Introduced prioritized automated testing
Introduced code reviews
Cut deployment time in half
Cut support calls in half
Increased sales
A3 Thinking Durward Sobek
Act
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2014 Scrum Inc.
Title: Seven teams failing too many sprints
A3 Template
Title: Concise, self-explanatory
Background
Why is this important?
Why should the reader care about this situation
and be motivated to participate in improving?
Current Condition
How do things work today?
What is the problem?
Baseline Metrics?
Goal / Target Condition

What outcomes are expected for what reasons?
What changes in metrics can be plausibly
expected?
Owner:
Mentor:
Date:
Countermeasures (Experiments)
Proposed countermeasure(s) to address each
candidate root cause.
[This should be a series of quick experiments to
validate causal model analysis.]
Identify where in the cause/effect model
changes are possible and likely to significantly
improve the overall situation.
Predict results for each countermeasure.
Do
A
N
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2014 Scrum Inc.
Root Cause Analysis

What is the root cause(s) of the problem?
Use a simple problem analysis tool (e.g., 5 whys,
fishbone diagram, cause/effect network) to show
cause-and-effect relationships.
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2014 Scrum Inc.
As a Scrum Master I need to

Scrum the Scrum
to get an effective Retrospective
Sprint Retrospective
What happened?
First story
ready for
test
New desks
installed
Week 1
Half-day
nce
confere
Sam sick
Big
argument
Story #25
removed
from sprint
Server
crashed
LAN
shootout
Week 2
New build
server
Team flow!
Sprint
demo
Week 3
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Sprint
planning
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Velocity
Long term effect
1 2 3 4 5 6 7 8 9 10 11 12 13
Sprint
Effective velocity over time

(without retrospectives)
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Effective velocity over time

(with retrospectives)
Powering Up the Retrospective

Identify the top process improvement
Create acceptance tests
Put it in the sprint backlog as top priority
!
This is called Scrumming the Scrum

!
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An easy way to identify top process improvement

is the Happiness Metric
Happier People Function Better
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Doctors in a positive mode show three times the

intelligence and creativity and diagnose 19%
faster.
Optimistic salespeople outsell pessimistic
counterparts by 56%.
Happier CEOs are 15% more productive.
Happier managers improve customer satisfaction
by 42%.
Research shows that happiness causes better
performance
Happiness Metric
On a scale of 1 - 5 we rate
How do you feel about your role?
How do you feel about the company?
What would make you feel better?
With data from Happiness Metric, order individual and
company improvements by value - then Scrum the
Scrum
Vote for highest value
Estimate value
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Rules
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Only address one impediment

Put the kaizen in the backlog for the sprint Scrum the Scrum
Action should usually yield results quickly
Communicate actions (and success or not) back
to the Team
And the hardest rule: Use common sense.
0"
2011-2014
2014 Scrum Inc.
10/27/13"
8/27/13"
6/27/13"
4/27/13"
2/27/13"
12/27/12"
10/27/12"
8/27/12"
6/27/12"
4/27/12"
2/27/12"
12/27/11"
10/27/11"
8/27/11"
6/27/11"
4/27/11"
2/27/11"
12/27/10"
10/27/10"
8/27/10"
6/27/10"
350"
4/27/10"
2/27/10"
12/27/09"
150"
10/27/09"
8/27/09"
6/27/09"
4/27/09"
Results: Scrumming the Scrum Using Happiness Metric

Raw Scrum Inc. Velocity History
(not adjusted for fluctuation in team capacity by sprint)
300"
250"
200"
16x output with

4x FTEs = 4x
100"
50"
Scrum is mandatory reading for any leader, whether theyre leading troops on the battlefield or in the marketplace.
The challenges of todays world dont permit the luxury of slow, inefficient work. Success requires tremendous speed,
enormous productivity, and an unwavering commitment to achieving results. In other words success requires Scrum.!
--General Barry McCaffrey
!
Jeff Sutherland has written the essence of Scrum for the masses. In this easy-to-read book, which is filled with lively
stories, apt metaphors, and illuminating quotes, Jeff has converted all the tacit knowledge he has gained -- as a West
Point cadet, fighter pilot in Vietnam, Aikido enthusiast, academic, technology expert, and father of Scrum -- into wisdom.
This book elevates Scrum from a fix-it tool to a way of life.!
--Hirotaka Takeuchi, Professor of Management Practice, Harvard Business School
!
Jeff Sutherland's book masterfully speaks truth to the political complexities that easily stand in the way of getting
a lot of work done in the least amount of time. He lays out a doctrine of simplicity, showing -- with surprising insight -how to categorize roadblocks, systematize solutions, choose action over prolonged study, and retain the important
emotional aspects of work that ground meaningful interactions. The busy professionals wholl likely be drawn to this
book will find not only an effective manual for getting things done but, also, a how-to guide for living a meaningful
life.!
--John Maeda, Design Partner, Kleiner Perkins Caufield & Byers
!
This extraordinary book shows a new way to simplify your life and work, increase your focus, and get more done
in less time than you ever thought possible.!
--Brian Tracy, bestselling author of Eat that Frog and Time Power
!
EngagingSutherland tackles the problem of the perennially late, over-budget projectand actually shows how
to solve it. His fascinating examples of rescued projects will change the way you think and act."!
--Dorothy Leonard and Walter Swap, authors of Deep Smarts: How to Cultivate and Transfer Enduring Business Wisdom
!
Jeff Sutherland is the master of creating high-performing teams. The subtitle of this book understates Scrums
impact. If you dont get three times the results in one-third the time, you arent doing it right!
--Scott Maxwell, Founder & Senior Managing Director, OpenView Venture Partners
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2014 Scrum Inc.
Preorder discounted new Scrum book

on Amazon or Barnes and Noble! Get
free signed copy of Power of Scrum!
SCRUM: TWICE
THE
WORK
Sbastien Chabal
IN
HALF
THE
TIME
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2014 Scrum Inc.
Preorder and
get free Power
of Scrum
2014 Scrum Inc.
112
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2014 Scrum Inc.
As a Scrum Master I need to

Run a Good Daily Meeting
to help the Team improve performance
Motivation for Daily Scrum
% Saturation
120
100
Bell Labs Pasteur Project!

82 Companies
80
60
40
20
0
0
20
40
60
80
Communication Saturation and Roles. Organizational Patterns of Agile Software Development by

Coplien and Harrison (2004)
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Number of Roles
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All Blacks, New Zealand http://www.youtube.com/watch?v=0C434QFTjok
Purpose of Daily Scrum

Build team focus
All arms linked - intense collaboration
Mental attitude - we will crush impediments
Create team spirit
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2014 Scrum Inc.
Daily Scrum Meeting

15 minutes

What did I do yesterday that helped the Team meet the Sprint goal?
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2014 Scrum Inc.

What will I do today to help the Team meet the Sprint goal?

Do I see any impediment that prevents me or the Team from meeting
the Sprint goal?
Brooks Law:
Adding People to a Late Project Makes It Later
3-5
5-7
9-11
15-20
Optimal team size is 4.6 people according to Harvard research.
Source: http://www.qsm.com/process_01.html (491 projects)
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1.5-3
Scrum of Scrums
Waterfall Comm Paths!

n(n-1)/2 for 120 people!
120(119)/2 = 7140!
!
Communication Paths!
n(n-1)/2 per team!
5(4)/2 = 10!
24 teams(10) = 240!
+ a few cross team!
80% less comm
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Scrum is an object-oriented
organizational framework!
The organization will need to be
refactored to maximize flow!
Small steps regularly!
Large changes periodically
Manufacturing Scrum of Scrums

First Zero Defect Release
After failed software releases we adopted a program Scrum-Of-Scrums

!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
-Very uncomfortable for people in the beginning
-Huge impact on communications and problem resolution
!!
!
I was reluctant at first but the Daily Scrum of Scrums was the key reason this is the
best launch in our history...
Adapted from Slides By Chris Sullivan

120
1993-2013
1993-2012Jeff
JeffSutherland
Sutherland
2014 Scrum Inc.
Manufacturing Manager
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2014 Scrum Inc.
As a Scrum Master I need to act on

Scrum Board Warning Signs
in order to improve team performance
Visual Flow Tools

Principle 7 of the Toyota Way is to use visual
control to improve flow
Visual control is any communication device used in the
work environment that tells us at a glance how work

should be done and whether it is deviating from the
standard.
It helps employees who want to do a good job see
immediately how they are doing.
Scrum artifacts are visual flow tools

The Scrum Board is not a core artifact in the Scrum Guide.
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Yet it is an extremely useful tool used by almost all Scrum

teams.
2014 Scrum Inc.
123
Sprint: Day 0
To Do:
Doing:
Sprint Goal:
Get a ready release!
Done!
Burndown
Daily Clean
Code

3pts
Kaizen
100
Buffer
33
Deposit
90
80
Points
70
code
write a failing
cleanup. 2
test.. 2 pts.pts

Integration
test

2 pts

DAO

3pts

60
50
40
30
20
10
Backend
Login
Backend
User
Admin
write a failing
pts.

Miigration
8 pts
test..
2
Days
Implement
Integrate w//
GUI

boss

5 pts
8 pts
GUI design

Clarify Req

write a failing 5 ptsImplement 3 pts
test.. 2 pts.

GUI

5 pts
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Migration
Tool
Tapestry ry
spike

code
write a failing
8 pts
cleanup. 2 test.. 2 pts.
GUI spec

Miigration 8
2 pts pts
pts
Sprint Backlog: After First Meeting

To Do:
Doing:
Sprint Goal:
Done!
Burndown
Daily Clean
Code

3pts
Kaizen
100
90
Buffer
33
70
code
cleanup. 2
pts
Integration
test

2 pts

write a failing
test.. 2 pts.

DAO

3pts

DB Design

3pts

Points
Deposit
80
60
50
40
30
20
10
Tapestry ry
spike

8 pts
code
cleanup. 2
pts Miigration 8
pts
Backend
Login
write a failing
test.. 2 pts.

Backend
User
Admin
GUI design

Clarify Req

5 ptsImplement 3 pts
write a failing
GUI

test.. 2 pts.

5 pts
write a failing
test.. 2 pts.

Days
Integrate w//
boss
Implement
8 pts
GUI

5 pts
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2014 Scrum Inc.
Migration
Tool
GUI spec
2 pts
Sprint Backlog: Day X

To Do:
Doing:
Sprint Goal:
Done!
Burndown
Daily Clean
Code

3pts
Kaizen
100
Buffer
23
90
Sales Support

3pts
Fix Bug

2 pts
White Paper

5 pts
80
Deposit
code
write a failing cleanup. 2
test.. 2 pts.
pts
DB Design

3pts
Integration
DAO

test

3pts

2 pts

Points
70
60
50
40
30
20
10
Backend
Login
Backend
User
Admin
code
cleanup. 2
pts
Miigration 8
pts
Integrate w//
boss
Implement
Miigration 8 pts
GUI

8 pts
5 pts
write a failing Tapestry ry

spike

test.. 2 pts.

8 pts
GUI spec
2 pts
Days
write a failing
test.. 2 pts.

GUI design

Clarify Req

write a failing
test.. 2 pts.

GUI

5 pts
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Migration
Tool
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Scrum Board Warning Signs
Warning Sign #1
To Do:
Kaizen
Doing:
Sprint Goal:
Done!
Burndown
Daily Clean
Code

100
90
Buffer
33
Deposit
80
Points
70
code
cleanup. 2
write a failing
pts
DB Design
test.. 2 pts.

Integration
3pts
DAO

test

3pts

2 pts

60
50
40
30
20
10
Backend
Login
GUI spec
2 pts
Tapestry ry code
spike
cleanup. 2
pts
8 pts
write a failing
test.. 2 pts.

Miigration 8
pts
Implement
GUI

5 ots
Days
Integrate w//
boss

8 pts
write a failing
test.. 2 pts.

Backend
User
Admin
GUI design

Clarify Req

write a failing 5 ptsImplement 3 pts
test.. 2 pts.

GUI

5 ots
2014 Scrum Inc.
Migration
Tool
Warning Sign #2
To Do:
Doing:
Kaizen
Sprint Goal:
Done!
Burndown
Daily Clean
Code
100
90
Sales Support

3pts
Deposit
code
cleanup. 2
write a failing
pts
DB Design
test.. 2 pts.

Integration
3pts
DAO

test

3pts

2 pts

Marketing
Demo

5 pts
Fix Bug

2 pts
Fix Bug

2 pts
White Paper

5 pts
Customer
Down!

13 pts
80
70
Points
Buffer
3
60
50
40
30
20
10
Backend
Login
Backend
User
Admin
code
Tapestry ry
cleanup. 2
spike

pts
8 pts
Integrate w//
Miigration
boss
8 pts
8 pts
write a failing
test.. 2 pts.

write a failing
test.. 2 pts.

Miigration 8
pts
Days
write a failing
Implement
GUI
test.. 2 pts.

5 ots
GUI design

Clarify Req

GUI

5 ots
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2014 Scrum Inc.
Migration
Tool
GUI spec
2 pts
Warning Sign #3
To Do:
Doing:
Sprint Goal:
Done!
Burndown
Daily Clean
Code
Kaizen
100
Migration
Tool
Backend
Login
Backend
User
Admin
White Paper

5 pts
write a
DB Design

failing test.. 2 code
3pts

cleanup. 2
DAO
pts.

pts
3pts

Integration
test

2 pts

80
70
60
50
40
30
20
write a
failing test.. 2
Miigration 8 pts.

pts
code
cleanup. 2
pts
Implement
GUI

5 ots
Miigration 8 pts
GUI design

5 ptsImplement
GUI

5 ots
GUI spec
2 pts
Tapestry ry
spike

8 pts
10
0
Days
write a
failing test.. 2
Integrate
pts.

w//boss

8 pts
Clarify write
Req
a failing
3 pts test.. 2 pts.

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Deposit
Fix Bug

2 pts
90
Customer
Down!

13 pts
Points
Buffer Buffer
12
33 Points
Source: Jim Coplien
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Swimlane Scrum
Scrum Board Contest Winner
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Scrum Board on Steroids
Teams That Finish Early Accelerate Faster

scrumplop.org
Daily
Meeting
R
E
A
D
Y
Value
Remove
Impediments
D
O
N
E
R
E
T
R
O
S
P
E
C
T
I
V
E
Velocity
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Sprint
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Product Backlog and User Stories
Product Backlog
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The Product Backlog consists of work to be done

ordered by business value
Anyone can put anything on the backlog
Product Owner is the final authority on ordering
the backlog.
The backlog consists of Product Backlog Items
(PBIs)
The majority of Scrum teams use User Stories as
PBIs.
User Story
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A UserStory is a story, told by the user, specifying how the

system is supposed to work, written on a card, and of a
complexity permitting estimation of how long it will take to
implement.
The UserStory promises as much subsequent
conversation as necessary to fill in the details of what is
wanted.
The cards themselves are used as tokens in the planning
process after assessment of business value and [possibly]
risk.
The customer prioritizes the stories and schedules them
for implementation. -- RonJeffries
User Story Templates
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2014 Scrum Inc.
As a <role> I would like to be able to <action> to

achieve <business value>
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2014 Scrum Inc.
Whats Wrong with This Story?
Break Epics into Stories
As a frequent flyer I want

to easily book a trip I
take often So that I can
save time
As a premium frequent
flyer I want to request an
upgrade So I can be more
comfortable
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2014 Scrum Inc.
As a frequent
flyer I want to
book flights
customized to
my
preferences,
so I save time
As a frequent flyer I want

to book a trip using
miles so that I can save
money
User Story - Guidelines

Product vision
Product
Backlog
A
B
C
Immediately actionable
Negotiable
Valuable
Estimable
Sized to fit
Testable
Modified from Bill Wake www.xp123.com
A B C
!
Customer facing value

delivered every sprint
!
Slices accumulate in value
GUI
Client
Server
DB schema
Stuff not
needed
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User Stories slice through all

layers
One Companys Definition of Ready!
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2014 Scrum Inc.
User Story, Acceptance Tests, Examples, Wire frame, Estimates
User Stories Improve

Communication Effectiveness
2 people at
whiteboard
Effective
Google Hangout
2 people on
phone
Communication
effectiveness
Cold
ti
s
e
r)
e
w
ti
s
e
u
q
o
N
(
an
n
Richness (temperature) of
communication channel
Hot
Source: research from McCarthy and Monk (1994)
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Document
an
n
u
Q
(
2 people
on email
Ineffective
s
n
a
d-
Video
recording
Audio
recording
r
e
w
Irrelevant Information
Spec 1
Same spec
+ irrelevant details
A
B
B
C
20 hrs
39 hrs
SM
Source: How to avoid impact from irrelevant and misleading

info on your cost estimates, Simula research labs estimation
seminar, Oslo, Norway, 2006
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2014 Scrum Inc.
SM
User stories notes may be enough for a web site

For a complex system you need enabling specification
Short - 3-5 pages for a feature
Usually a lightweight use case
Product Owner documents critical information in
collaboration with team
User experience (design)
Business logic
Data structures
Stories are derived from the enabling specification
The enabling specification is a living document
Updated over time
Global picture of the feature
Allows traceability of stories back to product design
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Enabling Specification
Use the Definition of Ready to Improve

Team Performance
Daily
Meeting
R
E
A
D
Y
Value
Remove
Impediments
D
O
N
E
R
E
T
R
O
S
P
E
C
T
I
V
E
Velocity
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Sprint
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Create User Stories Exercise
Exercise Background
General situation
Today is Jan 1.
The government has announced Outlook will be outlawed from April 1 to
save money!
We are greatsoftware.com
Our goal:
Create bookmeeting.com an online resource booking service targeted
primarily towards those that use Outlook for booking meeting rooms.
March 1: Pilot customer will start using it.
April 1: Commercial rollout.
Our context:
We have built similar services before, so we have a functioning team,
development environment, and operational environment.

This project is top priority, we have a 5-person Scrum team ready to start
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2014 Scrum Inc.
today.
Product Vision
Welcome to
bookmeeting.com! It doesnt
get any simpler than this.
Getting started guide:
Create an account at
bookmeeting.com
Set up rooms
Your company can now surf
to bookmeeting.com and
book meetings!
Payment
Pay per month (rate may
vary depending on number
of rooms)
Roles
Booker
Creates and administrates the
meeting booking, invites
participants
Participant
Attends meetings. Receives
invitations & updates.
Admin
Sets up rooms and users.
Buyer
Buys the service and pays for its
use.
Seller
Hosts the service and charges
for it use. Initially
greatsoftware.com.
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Bookmeeting.com
Exercise
Goal: Pile of users stories
Acceptance criteria for one story
!
Time: 10 minutes
Write on sticky notes.

Use a thick pen.
Use the story template.
As a X
I want Y
so that Z As a X
I want Y
As a X so that Z
I want Y
so that Z
As a X
I want Y
As a Xso that Z
I want Y
As a X so that Z
I want Y
As a X
so that Z
I want Y
so that Z
As a X
I want Y
so that Z
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Create product backlog
As a Scrum Master I need to know how to go from
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2014 Scrum Inc.
Waterfall to Scrum
in order to do my job
Case Study
Stopping a Death March
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This is the real story and not for public consumption!

It demonstrates:
1. How to fail with Scrum
2. How to rescue a failed Scrum
3. How to convert a waterfall team into a Scrum team
Symptom: Waterfall process (under Scrum banner)
2006
2007
Requirements
Coding
Release
Testing?
Q2
Q3
Q4
Q1
Q2
We are here
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Q1
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Symptom: Long, detailed requirements

specifications
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Symptom: Lack of trust & commitment
Strategy: Implement Scrum

Create product backlog
Estimate product backlog
Execute 2 sprints, measure velocity
Show us where we stand

Help us move faster
2007
Feb
We are here
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2014 Scrum Inc.
Jan
Step 1: Change Definition of Done

Old definition of done:
New definition of done:
Releasable
Tester added to team
156
2014 Scrum Inc.
Code checked in
Step 2: Create a product backlog

feature X
feature X
feature X
feature X
feature X
feature X
feature X
feature X
Features implemented but not tested & integrated
feature X
feature X
feature X
Test/integr
feature Y
feature X
Test/integr
feature Y
feature X
Test/integr
feature Y
feature X
Test/integr
feature Y
Test/integr
feature Y
Test/integr
feature Y
Test/integr
feature Y
feature X
Test/integr
feature Y
feature X
feature X
feature X
Test/integr
feature Y
Test/integr
feature Y
Test/integr
feature Y
Test/integr
feature Y
Test/integr
feature Y
feature X
feature X
feature X
Test/integr
feature Y
feature X
Test/integr
feature Y
Test/integr
feature Y
Test/integr
feature Y
Test/integr
feature Y
Test/integr
feature Y
PO
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2014 Scrum Inc.
Features left to implement
Barry Boehm. Cost Estimation with COCOMO II. CS 577a, University of Southern California, Center for Software Engineering. Fall 2006!
158
2014 Scrum Inc.
Software Estimation Error
Points vs. Hours

Rand Corporation received a grant from U.S.
DOD in the 1940s to determine best way to
estimate tough projects
Discovered estimation in hours has high error rate and wide variance
Found people could put things in relative size piles best
Experts need to estimate independently - avoid anchoring
Fibonacci growth pattern easiest for humans

Seen everywhere in nature
159
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RAND called it the Delphi technique
Why Points are Better Than Hours

Cone of Uncertainty
Laurie Williams, Gabe Brown, Adam Meltzer, Nachiappan Nagappan (2012) Scrum + Engineering Practices:
Experiences of Three Microsoft Teams. IEEE Best Industry Paper Award, 2011 International Symposium on
Empirical Software Engineering and Measurement.
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Gray Line - Hours

Red Line - Points
Anchoring
456 hrs
Same spec
Same spec
500 hrs
Never mind me
PO
50 hrs
Never mind me
PO
555 hrs
99 hrs
SM
SM
SM
Source: How to avoid impact from irrelevant and misleading

info on your cost estimates, Simula research labs estimation
seminar, Oslo, Norway, 2006
161
2014 Scrum Inc.
Spec
The Fibonacci Sequence

Barry Boehme called it the Wideband Delphi Technique for software
http://www.youtube.com/watch?v=ahXIMUkSXX0
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As a Scrum Master I need to know how to
Estimate Stories
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2014 Scrum Inc.
in order to know velocity and pull the right !

amount of work into a sprint
Agile Estimating Strategy

Dont estimate time
Estimate relative size of stories
Measure velocity per sprint
Estimates are done by the people who are going

to do the work
Not by the people who want the work done
Team allocate 10% of sprint time to Product Owner
164
2014 Scrum Inc.
Estimate continuously during the project, not all

up front
Prefer verbal communication over detailed,
written specifications
Estimate stories
Pick smallest story and give it 3 story
points
Estimate relative size of other stories
Discuss outliers and vote again until
all numbers are within 3 cards, then
average.
!
TIME: 10 minutes
As a X
I want Y 2
so that Z
As a X
I want Y 3
so that Z
As a X
I want Y 5
so that Z
As a X
I want Y 1
so that Z
As a X
I want Y 2
so that Z
As a X
I want Y 5
so that Z
As a X
I want Y 13
so that Z
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Exercise
As a X
I want Y 8
so that Z
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2014 Scrum Inc.
Case Study Continued
Step 3: Estimate product backlog

Features left to implement
Features implemented but not tested & integrated
Total:
180 points
Total:
70 points
2
5
2
3
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2014 Scrum Inc.
Step 4: Execute 2 sprints

Actual
Velocity
Sprint 1
30
Sprint 2
25
10
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2014 Scrum Inc.
Estimated
Velocity
Step 5: Face reality & Revise the

plan
Backlog = 250 points
Velocity = 10 points/sprint
2007
Q1
25 sprints
2008 Earliest
Promised
release
Q2
> 1 year until release!
likely
release
Q3
Q4
Q1
Q2
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2014 Scrum Inc.
We are here
Step 6: Act
Reduce
Reduce total scope

Incremental releases
Overall priorities
1. Operations
2. Project X
3. Anything else
Backlog = 250 points

Velocity = 10 points/sprint
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2014 Scrum Inc.
Increase
Fix impediments
Pressure on team
Ineffective build & test environment
Lack of teamwork, discipline & motivation
Disruptions & context switching
Unrealistic expectations
ROOT CAUSE: Company not focused
Result
Originally promised
release
(big-bang)
2007
Q1
Q2
Velocity
30
2008
estimated
Earliest likely release if

process hadnt
changed
(big-bang)
Q3
Q4
Actual release
(incremental)
Actual release
(incremental)
Q1
Q2
25-30
20
actual
9-10
Q1
Q2
Q3
2007
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10
Case 3: Take-away points
Waterfall is still waterfall even if you call it Scrum
Know your tools, get training & coaching early.

Dont believe your plan
There is no the plan must be right because we promised.
Make sure you have reliable feedback loops & a changeable

plan.
There is no too low velocity
Just actual velocity, and a realistic or unrealistic plan.

Build quality in
Dont postpone test & integration, that gives a false velocity.

Having good people isnt enough
An inappropriate process can cause even a great team to fail.

Dramatic improvements can be made quickly
With a strong management team that has access to empirical

data and is willing to focus.
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As a Scrum Master I Need My Team to

Work with the Product Owner to
Refine the Product Backlog
Register new
user
Register new
user
Edit existing
user
Edit existing
user
Find user
View Invoice in
HTML, PDF, or
Excel format
View Invoice in
HTML, PDF, or
Excel format
Delete user
As a helpdesk
operator I want
to see who is
logged in
As a helpdesk
operator I want
to see who is
logged in
View Invoice in
HTML, PDF, or
Excel format
Find user
Administrate
users
Operations
manual
100
simultaneous
users
As a helpdesk
operator I want
to see who is
logged in
Operations
manual
100
simultaneous
users
Operations
manual
100
simultaneous
users
Delete user
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Product Backlog
Splitting Stories and Breaking

Out Tasks
Break into tasks
(normally during sprint planning meeting)
Split stories
User admin
REgister new
user
User admin
Administrate
users
Create DB
schema
Write form
validation
Do GUI design
Write serverside logic
Do integration
test
User admin
User admin
Edit existing
user
Delete user
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13
Find user
Write failing
test
Definition of Done
Default Definition of Done

Unit/Integration tested

Ready for acceptance test

Deployed on demo server
= I havent messed up
the codebase
Whats else must be done before shipping the code?

- For example customer acceptance test + user documentation
Why not? Who does it? When? What happens if a problem turns up?
Burn up this work in release burndown!
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Releasable

Acceptance tested

Release notes written

Releasable

No increased technical debt
Burndown Strategies
Burndown number of stories completed
stories must be small and of similar size
not recommended for new teams
Burndown stories only in points

stories must be small
Burndown tasks in points

spread points from stories across tasks - keep it simple
Burndown tasks in hours

Scrum Foundation and ScrumInc. no longer view this as best
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practice
As a Scrum Master I Need to Know How to Do
Release Planning
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2014 Scrum Inc.
to Deliver Working Product to End Users
Product Owner Responsibility

Get one sprint READY backlog
Team can get started
Get two sprints READY backlog

Team can accelerate sprint to sprint
Build out Release Plan

Company can predict revenue
Build one year roadmap
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Customers can be briefed on company strategy
Release Cycles
Goal: every sprint results in potentially releasable product increment.
Product owner decides when to release.
Sprint #
Release 2
(Beta)
10
Release 3
(Live)
11
12
13
Release 5
Release 4
(maintenance)(maintenance)
14
15
16
17
18
19
Release 6
(maintenance)
20
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Release 1
(Alpha)
Backlog Maintenance
2009
Apr
2008
May
2008
June
2008
2010
Q3
2008
Q4
2008
2011
2009
2012
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2014 Scrum Inc.
Release Planning Prerequisites

Vision for release
Product backlog prioritized and estimated
Historical data
Velocity of teams
Emerging requirements
Undone work
Customer feedback that must be dealt with immediately
after release
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If historical data is not available, velocity,

emerging requirements, and undone work must
be estimated after the first few sprints
Release Planning Meeting Participants

Includes stakeholders, Product Owner team, and
all parties that execute the release
Scrum Masters and cross functional teams
Third party team teams (waterfall teams or external
vendors)
Sales, marketing, and operations
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2014 Scrum Inc.
Could be half a day for small release with Ready

backlog
Could be multiple days for large release or
backlog that needs refinement
Release Planning Agenda

Background, business and competitive climate (PO)
Release goals (PO)
Current product and development state (PO)
Product Backlog refinement for release (All)

Capture and discussion of issues (All)
Technical Issues (Dev teams)
Technology
Testing Challenges and Strategies
Dependencies
Engineering Standards and Practices
Hardening and Hackathon
Development regimen
Build
Test
Continuous integration
Scrum of Scrums
Special handling of multi-team Sprint Planning, Sprint Reviews
Multi-team retrospectives
Tentative schedule (PO)

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Team interactions (Dev teams)
Measuring Velocity
Beginning of sprint
Product
Backlog
End of sprint
Sprint
Backlog
Sprint
Backlog
8
5
5
3
5
5
Done!
8
5
5
3
5
Estimated
velocity =
26
Done!
Done!
Almost done
Not started
Actual
velocity =
18
5
5
3
5
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2014 Scrum Inc.
5
3
5
Release Burndown Chart Key to

On Time Project Delivery
Answers the key
question Will we be
done on time?
Work
remaining
(story points)
Useful for what if?

analysis and
managing tradeoffs
of Scope, Velocity
and Time
400
300
200
Vital for identifying

and addressing
unreasonable
expectations
100
9 10 11 12 13 14 15 16
Sprint
186
Critical Estimates for Release Date
Product Backlog Estimates (based on Definition of Done)

Undone Work (anything beyond DoD needed to deploy)
Emerging Requirements (historical data)
Customer Issues post release (historical data)
Example:
For a healthcare company in Houston, for every 100 points
estimated there are 20 points of undone work (User Acceptance

Testing) plus 40 points of emerging requirements plus 60 points
of customer feedback when new features go live for the first time.
Plan must include 100+20+40+60 = 220 points for every 100
points of initial estimate
187
2014 Scrum Inc.
Release plan must be updated based on real data

after every sprint
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2014 Scrum Inc.
Acceptance Tests
Modern Agile Acceptance Model

The move toward Acceptance Test Driven
Development requires a more complete model of
progressing requirements acceptance
Example model (sharper definition of done)
Conditions of Satisfaction - broad terms
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2014 Scrum Inc.
Acceptance Criteria - further refined

Examples - actual scenarios or data
Executable Examples - Executable Spec
Simple Scenarios
Suppose we are creating a registration function
It consists of specifying email (as User ID) and
Password
Enter your Email and Password to Register

Email Address:
Password:
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2014 Scrum Inc.
Register
Acceptance
Condition of Satisfaction
Conditions of Satisfaction are high level criteria
established with an initial Epic/Feature/User
Story
In our previous example, the conditions of acceptance for
the password would be:
Ensure the password is not easy to crack.
The PO would define the conditions of acceptance

in concert with business stakeholders
Email Address:
Password:
Register
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2014 Scrum Inc.
Acceptance
Examples Make It Real

Actual examples are the ultimate way to
communicate requirements:
Password
Expected
Expected Message
abc123
Invalid
abcdefghi
!
Invalid
Your password must be at least 8 characters

and no more than 12 charcters long
Your password must contain at least one
character and one number
!
!
1aaaaaaaa
Valid
!
!
ajx972dab
Comment
Why valid?
Valid
The PO works closely with a tester, developer,

and business stakeholder to define these
criteria
192
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Acceptance
Acceptance Criteria
Acceptance Criteria specifies the details
that the team can then build against:
Following the example for Password:
Must be at least 8 characters and no more than 12
Must contain only alpha-numberics and the period
Must contain at least one digit
Must contain at least one character
Etc. (there may be more criteria)

Email Address:
Password:
Register
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2014 Scrum Inc.
The PO works closely with a tester,

developer, and business stakeholder to
define these criteria
Acceptance Test Driven Development (ATDD)

Tools: Fit and Cucumber
Cucumber
New tool for natural language scenarios
numerator
denominator
quotient
10
12.6
4.2
100
25 expected
24 returned
In order to ensure my account is correct

As a Registered User
I want to check my recent activity
!
Scenario: Recent Account Activity
Given I am a registered user Jsmith
And I am logged in with password xyx123
And I have had account activity in the last 45 days
And I am on the home page
When I click the Recent Activity button
Then I should see the Account Activity Page
And I should see a list of my activity over the last 45 days
!
Scenario: No Recent Account Activity
Given I am a registered user Jsmith
And I am logged in with password xyx123
And I have had account activity in the last 45 days
And I am on the home page
When I click the Recent Activity button
Then I should see the Select Account Activity Period Page
And I should get a message: You had no activity in the last
45 days, please select a time frame to review
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FIT (Framework for Integrated Test) and Fitnesse (Wiki front end)
Test specified in table format
Developers generates classes (fixtures) to hook into application
Users/testers use Wiki or Excel to specify inputs and outputs
195
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Prince 2
What Is PRINCE2?
Process driven Project Management method
Describes procedures to coordinate people and activities in
a project
A project has a clear start and end

Goal: deliver product according to business case
Projects are split in stages
Source: Marco Mulder
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2014 Scrum Inc.
At the end of each stage, verify if business case is still valid

If not: terminate
197
Rev. 2013 - 01
Rev. 2013 08
10 September 2013
198
Rev. 2013 - 01
Rev. 2013 08
10 September 2013
199
Rev. 2013 - 01
Rev. 2013 08
10 September 2013
SCRUM FLOW AND PRINCE2
Stage
Plan
PID
Project
Brief
Project
Mandate
Notification Highlight
Next Stage Report
200
Rev. 2013 - 01
Rev. 2013 08
10 September 2013
12
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2014 Scrum Inc.
Velocity and Technical Debt
Clean & Simple Code
import java.sql.Connection;
import java.util.concurrent.ExecutorService;
import java.util.concurrent.Executors;
!
!
public class Dog {

private Executor executor = Executors.newFixedThreadPool(18);
private int CACHE_SIZE = 50;
public Dog()
{
try
{
Class.forName("oracle.jdbc.ThinDriver");
connection = DriverManager.getConnection("jdbc:oracle:thin:@prod", "admin", "beefhead");
statement = connection.prepareStatement("insert into Dog values (?, ?, ?)");
} catch (ClassNotFoundException e) {}
!
!
new Thread().start();
}
public class Dog {

public static void main(String[] args) {
System.out.println("WOOF 1!");
System.out.println("WOOF 2!");
}
}
public void woof(Person woofCaller) {

Connection connection = null;
PreparedStatement statement = null;
try {
statement.setLong(1, System.currentTimeMillis());
statement.setString(2, person.getName());
statement.setString(3, person.getPhoneNumber().getNumber());
statement.executeUpdate();
}
}
}
} Connection a = DriverManager.getConnection("jdbc:oracle:thin:@prod", "admin", "beefhead");
b =
a.prepareStatement("select * from Dog where name = '" + name + "'");
c = b.executeQuery();
if (c.next()) {
String foundName = c.getString("name");
PhoneNumber phoneNumber = new PhoneNumber(c.getString(woofCount"));
Person person = new Person(foundName, phoneNumber);
return person;
} else {
return new Person("", null);
}
} catch (SQLException e) {
return null;
} catch (IllegalArgumentException x) {
throw x;
}
}
public List<Person> getAll() {

statement.setLong(1, System.currentTimeMillis());
}
if (statement != null) {
if (c.next()) {
String foundName = c.getString("name");
PhoneNumber phoneNumber = new PhoneNumber(c.getString(woofCount"));
Person person = new Person(foundName, phoneNumber);
return person;
} else {
Simple code:
1.Passes all tests
2.No duplication
3.Readable
4.Minimal
!
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2014 Scrum Inc.
Simple is hard!
Velocity Calibration
Actual
Velocity
40
30
40
30
28
40
30
31
40
30
30
Estimated
40
50
60
Actual
30
30
30
Estimated
Estimated
Actual
30
30
30
Actual
30 40
35
25 35
30
20 30
25
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Estimated
Velocity
Technical Debt & Release

Planning
Remaining
story points
400
Well be
done by
sprint 10!
300
Sorry, were late!

We should definitely by
done by sprint 12!
200
Um... were done

when were done!
100
10
11
12
13 14
15
Sprint
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2014 Scrum Inc.
Technical Debt
Vmax
Vactual
Sustainable pace!
time
time
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2014 Scrum Inc.
velocity
velocity
Vmax
Vactual
Code duplication
Test coverage
Code readability
Definition of Done!
.... bla bla ....!
Dealing with Technical Debt
Ro
a
to
Definition of Done
.... bla bla ....
Technical debt decreased
he
ll
!
e
c
a
p
g
in
s
a
e
Incr
Sustainable pace
First step
Slow down
Stop accumulating debt
Second step
(optional)
Slow down even more

Start repaying debt
time
206
2014 Scrum Inc.
velocity
Vmax
Vactual
Definition of Done
.... bla bla ....
Gartner - Technical Professional Advice

2012 Planning Guide: Application Delivery Strategies
207
2014 Scrum Inc.
Business users are losing patience with oldschool IT culture. Relationships are tense and
resentful. Legacy systems and practices impede
agility. Bottom line - GET AGILE
Adopt a product perspective.
Say goodbye to waterfall.
Improve cross-competency collaboration.
Launch a deep usability discipline.
Start a technical debt management program.
2014 Scrum Inc.
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209
210
2014 Scrum Inc.
Sprint Planning
Sprint Planning Meeting

Goal: xyz
Sprint 1
Backlog
Jackass team, sprint 15

!
Sprint goal
- Beta-ready release!
!
Sprint backlog
- Deposit (5)
- Migration tool (13)
- Backoffice login (3)
- Backoffice user admin (5)
(Estimated velocity = 26)
!
Schedule
- Sprint period: 2006-11-06 to 2006-11-24
- Sprint demo: 2006-11-24, 13:00, in the cafeteria
- Daily scrum: 9:30 9:45, in conference room Jimbo
!
Team
- Jim
- Erica (scrum master)
- Tom (75%)
- Niklas
- Eva
- John
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2014 Scrum Inc.
Product
Backlog
Why is it important that the team AND product

owner attend the sprint planning meeting?
Scope
PO
As a helpdesk
operator I want
to see who is
logged in
Priority
PO
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2014 Scrum Inc.
SM
Cost
Sprint Planning Meeting Example

Goal
Less important
More important
Present product backlog
e
c
i
B
f
a
c
f
k
o
o
f
k
f
c
i
c
a
e Withdraw
Migration
B
Reprioritize,
re-estimate,
split/combine
stories
t
i
s
Encrypted
o
Dep
P
e
r
f
T
T
e
s
t
T
logTin User aTdmin
tool
Password
T
20
8 Break out
13 tasks 3
13
8
Write failing
testEstimate
draw the line
User velocity,
Transaction
T
T
8h
T
4h
Integr
Test
DB
design
2h
Refact.
T
Migration
5 tool
T
Migration
5 tool
GOAL: Beta-ready release!
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2014 Scrum Inc.
T
12h
Impl.
DAO
8h
The Sprint Commitment

Teams commitment to the Product Owner:
We promise that ...
We believe we can reach the sprint goal.
We will do everything in our power to reach the goal and will inform
you immediately if we have problems.
Code will be potentially shippable at the end of the sprint.
If we fall behind schedule we will remove the lowest priority stories
first.
If we get ahead of schedule we will add stories from the product
backlog in priority order.
We will display our progress and status on a daily basis.
Every story we do is complete.
Caveat
Estimates are estimates. We will be early some times and late other
times. We will document this normal variation with our sprint
velocity.
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Sprint Demo
What have we accomplished?
Team demonstrates working code to stakeholders

Only 100% completed stories are demonstrated
Partially complete stories are ignored
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2014 Scrum Inc.
Direct feedback from stakeholders

Feedback incorporated into the product backlog
Can We Talk About Other

Things?
Yes.
But talk is cheap (and easy to misunderstand)
Yes.
Velocity and its meaning
Meaning of progress to date
New Release plan
Etc, etc, etc
216
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Testing Ideal Case
End users
v1.0.0
Sprint 1
Sprint 2
Timeline
217
2014 Scrum Inc.
Scrum team
v1.1.0
Testing Common Alternative

End users
v1.0.1
Acceptance test team
1.0 acceptance test
Bug!
v1.0.0
Scrum team Sprint 1
v1.0.1
v1.1.0
Sprint 2
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Timeline
219
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Scaling
Microsoft Scrum - 3000 people!

Deploys live at end of every sprint
Product Owner
220
2014 Scrum Inc.
Engineering
Practices
221
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Linear Scalability
222
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Engineering Practices and Scrum
Scrum
Scrum & XP
Team
Daily Scrum
XP
Sprint
backlog
Whole
team
Collective
ownership
Product
backlog
Product
owner
Customer
tests
TDD
Pair
programming
Continuous
Integration
Simple
design
Coding
standard
Refactoring
Burndown
chart
Planning Sprint
game Planning
meeting
Sustainable
Pace
Metaphor
Sprint
Review
223
2014 Scrum Inc.
Scrum Master
Small
releases
Feedback Cycles
Sprint demo
Daily Scrum
Continuous
integration
Unit test
224
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Pair
programming
2014 Scrum Inc.
225
Scrum Team Exercise
As a class group we need a
Course Review
226
2014 Scrum Inc.
in order to retain knowledge
2014 Scrum Inc.
227
XP Game - Preplanning
Elect a Product Owner (PO) and Scrum Master (SM) in
each team
PO fetch product backlog
SM fetch props
For each story in backlog:
Team estimates relative complexity
(story points)
PO prioritize stories
228
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Teams estimates how many cards can get done in

sprint
229
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Agile DC ScrumInc Build Party 2013
Next Steps
As a class group we need a
Course Retrospective
230
2014 Scrum Inc.
in order to wrap up effectively
For those who want certification ...

!
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2014 Scrum Inc.
Read agileatlas.org on Core Scrum and the Scrum Guide

at scrumguides.org before taking the test.
You will receive email from the Scrum Alliance with login
instructions to take the test.
Students who pass the test will receive a list of missed
questions with correct answers highlighted.
Students who fail will receive a list of missed questions
without answers.
The test can be taken one additional time at no charge.
After that a fee of $25 per additional attempt will be
charged.
A passing score is a least 24 out of 35 questions correct.
http://www.youtube.com/watch?v=u6XAPnuFjJc
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2014 Scrum Inc.
Motivate your teams
Stay Connected
Our Website
check in for announcements, new content and services, book

releases, and more!
for step by step implementation of Scrum use the Scrum Handbook
www.scruminc.com/scrumhandbook.pdf
www.scruminc.com/csmjsv18.pdf for this deck
ScrumLab
articles, videos, papers on all things scrum

scrumlab.scruminc.com
Blog
scrum.jeffsutherland.com
Online Courses
advance your learning with our interactive online courses. visit the
scrumlab store to view upcoming topics.
Twitter, Facebook, and G+
@jeffsutherland, scrum and scrum inc.

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2014 Scrum Inc.

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SCRUM

ART OF DOING TWICE THE WORK IN HALF THE TIME

States - 3440 in the Germany

2014 Scrum Inc.

534,339 (7%) open Scrum jobs in the

As a class group we need

2014 Scrum Inc.

in order to work together effectively

2014 Scrum Inc.

the room by level of Scrum

2014 Scrum Inc.

2014 Scrum Inc.

Sprint 2: Day 1 afternoon

Sprint 3: Day 2 morning

Sprint 4: Day 2 afternoon

2014 Scrum Inc.

2014 Scrum Inc.

Sprint 2 - Starter Kit for a Scrum Master

2014 Scrum Inc.

Sprint 3 - Planning & Estimation

Exercise: Create User Stories (4)

2014 Scrum Inc.

Sprint 4 - Team Backlogs and Review

Scrum Origins and Practice

Product Backlog Refinement (5)

2014 Scrum Inc.

2014 Scrum Inc.

As a Scrum Master understanding the

Make Work Visible

Plans are Worthless, Planning is Everything!

Captain Edwin Atterberry Shot Down August 1967- Wikipedia

Landing the Project

YouTube: RF-4E of the Hellenic Air Force

Make Work Visible!

Nonaka and Takeuchi

Type B Overlapping work

Honda, Toyota, 3M,

Sales, Marketing, Finance

Families and weddings

Changing the World

2014 Scrum Inc.

As a Scrum Master understanding the

Lean Enterprise Institute

2014 Scrum Inc.

Far from Agreement

Empirical Process (Scrum)

2014 Scrum Inc.

Far from Certainty

2014 Scrum Inc.

Traditional waterfall development is a defined

Empirical plan with a new input after each cycle

2014 Scrum Inc.

Controlling a process that has many unexpected changes requires

Agile Manufacturing - Beyond Lean

2014 Scrum Inc.

Agile competition goes beyond the Japanese

Individuals and interactions over processes and tools!

2014 Scrum Inc.

That is, while there is value in the items on

Agile Manifesto Principles

7. Customer Visible Value is the primary measure of progress.

8. Agile processes promote sustainable development. The

2. Welcome changing requirements, even late in

3. Deliver Value frequently, from a couple of weeks to a couple