Intro To Scrum

Intro to Scrum
Michele Sliger
michele@sligerconsulting.com
Michele Sliger
Sliger Consulting, Inc.
www.sligerconsulting.com
  Over 20 years of software development

experience, with the last 8 in Agile
  Certified Scrum Trainer
  BS-MIS, MBA, PMP
  Co-author along with Stacia Broderick of:
Preview chapters from The Software Project

Manager’s Bridge to Agility at:
www.informit.com/title/0321502752
www.amazon.com
© 2009 Sliger Consulting, Inc. 2

Agile Principles—The Agile Manifesto
“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.”
-- http://www.agilemanifesto.org/

Agile Manifesto Principles
•  Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software.
•  Welcome changing requirements, even late in development. Agile
processes harness change for the customer's competitive
advantage.
•  Working software is the primary measure of progress.
•  Deliver working software frequently, from a couple of weeks to a
couple of months, with a preference to the shorter timescale.
•  Business people and developers must work together daily
throughout the project.
•  Build projects around motivated individuals. Give them the
environment and support they need, and trust them to get the job
done.

Principles (continued)
•  The most efficient and effective method of conveying information to
and within a development team is face-to-face conversation.
•  Agile processes promote sustainable development. The sponsors,
developers, and users should be able to maintain a constant pace
indefinitely.
•  Continuous attention to technical excellence and good design
enhances agility.
•  Simplicity--the art of maximizing the amount of work not done--is
essential.
•  The best architectures, requirements, and designs emerge from self-
organizing teams.
•  At regular intervals, the team reflects on how to become more
effective, then tunes and adjusts its behavior accordingly

Paradigm Shift—From Plan-Driven to
Value-Driven Development
Waterfall Agile
Fixed Requirements Resources Time
Value
Driven
Plan
Driven
Estimated Resources Time Features

The Plan creates cost/schedule Release themes & feature intent
estimates drive estimates
Graphic courtesy of DSDM Consortium

Agile Frameworks
•  Scrum (Ken Schwaber)
•  XP (Kent Beck)
•  Lean Software Development (Mary
Poppendieck)
•  Crystal (Alistair Cockburn)
•  Dynamic System Development
Method (Dane Faulkner)
•  Adaptive Software Development
(Jim Highsmith)
•  Feature Driven Development (Jeff
DeLuca)

Scrum!

So What is “Scrum” Anyway?
•  “Scrum”—it’s a rugby term
•  Scrum is often described as an agile project
management framework
•  Scrum is a way of getting product development unstuck
and moving forward:
•  Scrum draws on small teams and business involvement
•  Scrum delivers in small steps: Sprints
•  Scrum inspects and adapts the process after every
Sprint

Scrum Roots
•  Hirotaka Takeuchi & Ikojuri Nonaka
–  The New New Product Development Game
–  Harvard Business Review – Jan/Feb 1986
•  Jeff Sutherland, Ken Schwaber, Mike Beedle
–  First used during a project at Easel Corp 1993
–  Agile Software Development with Scrum, Ken Schwaber
and Mike Beedle, Prentice Hall, 2002
–  Agile Project Management with Scrum, Ken Schwaber,
Microsoft Press, 2004

The Scrum Framework
Daily Scrum Meeting
•  Done since last meeting
•  Plan for today
•  Obstacles? 24 hours
Sprint Planning Meeting Sprint Review & Sprint

•  Review Product Backlog Retrospective Meeting
Backlog tasks 30 days
•  Estimate Sprint Backlog •  Demo features to all
•  Commit to 30 days expanded
•  Retrospective on the Sprint
•  Sprint Goal by team
Vision
Product Backlog
Prioritized Features Potentially Shippable
desired by Customer Sprint Backlog Product Increment
Features assigned to Sprint
Estimated by team

The Values That Drive Behaviors
Scrum Values:
•  Commitment
•  Focus
•  Openness
•  Respect
•  Courage

Roles on the Scrum Team
•  Product Owner
•  ScrumMaster
•  The Development Team aka “the team”
–  Developers
–  Testers
–  Tech Writers
–  Usability Engineers
–  Architects
–  ….

Product Owner
“The Single Wringable Neck” – Ken Schwaber
•  Owns the Product Backlog

–  Maintain the backlog
–  Prioritize items in the backlog
•  Represents the customer (or are the customer)
•  Prepared to present their vision to the development team
•  Maintains enough detail of each item in anticipation of
the next level of planning
•  Open to the negotiations that will occur
•  Defines the Product Development Roadmap

–  Indicates the focus (theme) and timing of the next few releases

ScrumMaster
“The sheepdog of the team” – Ken Schwaber
•  Keeper of the process

•  Removes roadblocks
•  Protects the team, eliminates distractions
•  Fosters team communications
•  Above all, exists in service to the team
"You are not here merely to make a living. You are here in order to enable the world to live
more amply, with greater vision, with a finer spirit of hope and achievement. You are here to
enrich the world, and you impoverish yourself if you forget the errand." - President Woodrow
Wilson

The Team
“Those with their hands on the keyboard”
– Michele Sliger
•  Owns the estimates

•  Makes task commitments
•  Reports daily status
•  Self-organizing:
–  Self-disciplined
–  Team makes decisions collaboratively
–  Cross-functional
–  Shared responsibility and accountability

Team Advisors
•  “Pigs and Chickens” – Ken Schwaber

–  Pigs are fully committed (Development Team, Product
Owner, ScrumMaster)
–  Chickens can make contributions
–  Only the fully committed can speak in the daily scrum
–  Contributors only get to observe the daily scrum
–  They are active contributors in Planning and Review
meetings
•  Lead Architects, QA Managers, PMO, Directors, etc.
•  Contribute to planning
•  Coordinate with ScrumMaster on all other matters

The Scrum Framework
Daily Scrum Meeting

Vision
Product Backlog
Estimated by team

Example of a
Sprint
Sprint Planning
Meeting Agenda
Sprint
There are no times on the
agenda—why do you think
that is?
All the agenda items are
questions—why do you
suppose they were listed this
way?
What else might we want to
Sprint add?

Part 1: the What
and the Sprint Goal Sprint
The Product Owner

presents the “what,”
then the team defines
the Sprint Goal
Example Sprint Goal:

Automate the client account
modification functionality
through a secure,
recoverable transaction
middleware capability.

Part 2: the How

Defining Tasks

Estimating Tasks

Tasks Estimated and Signed Up for

The Sprint Plan, aka Sprint Backlog

Tool View

The Scrum Framework
Daily Scrum Meeting

Vision
Product Backlog
Estimated by team

Sprinting
•  Each day, complete the necessary work (analysis, design,
code and test) to deliver the committed functionality at the
end of the Sprint
•  Track progress each day in terms of:
–  How many hours remain on the tasks?
–  What has changed since yesterday? Daily Scrum
Meeting
–  Who needs help? •  Done since last
meeting 24 hours
–  Who can take on more work? •  Plan for today
•  Obstacles?
–  What is at risk?
–  What is accepted?
30 days

Hold a Daily Scrum Meeting
•  Rules: Daily Scrum Meeting
•  Done since last
–  Daily, 15-minute meeting meeting
–  Same time, same place every day •  Plan for today 24 hours
•  Obstacles?
–  Stand up!
–  No problem solving
•  Each team member answers three questions:
–  What did you do yesterday?
–  What are you doing today?
–  What is getting in your way?
•  Action the impediments and note the decisions
•  “Chickens” are invited to observe but can’t talk:
–  Take issues to ScrumMaster after the Scrum has ended

Monitor the Task Board

A Sample Task Board

Another Sample Task Board

A Virtual Sample Task Board

A Sample Burndown Spreadsheet

Watch for Trends
Estimated
Scope
Iteration/Time

A Sample Burndown Chart
Graphic © Rally Software Development Corp., All rights reserved.

The Scrum Framework
Daily Scrum Meeting

Vision
Product Backlog
Estimated by team

Sprint Demo
•  Sprint Demo
–  Potentially shippable functionality
–  Someone from the Development Team is elected to
present the demo to the Product Owner and
stakeholders
–  Team and Product Owner gather feedback
–  Product Owner uses demo to guide future decisions
and update backlog
–  Spend no more than an hour preparing the demo
•  NO POWERPOINT!

Sprint Review
•  Burndown chart
•  Metrics:
–  Committed to vs. Accepted
–  Bugs found and fixed within the Sprint
–  Outstanding Bugs
–  Number of times the build broke
–  Velocity
–  What else might you want to track? – TEAM DECISION!
•  Industry events that might affect the project
•  Technical events that might affect the project
•  Where do we stand now?
•  PowerPoint is okay here

Sprint Retrospective
•  The team’s chance to build in learning and adjustment
•  Retrospection is at the heart of Scrum – creating and
responding to change about how the team will perform
•  Sprint Retrospective:
–  What worked well in this sprint that we would do again?
–  What caused us difficulty?
–  What new things do we want to try in the next sprint?
•  Check out Agile Retrospectives by Esther Derby and
Diana Larson
•  Celebrate!

What Worked Well?

What Challenged Us?

What Recommendations Do We Have?

Decisions and Action Plans
Action Plan
What Who When
Requirements Review Mark Monday

with Greg, Francine,
and Tatyana
Meet w/CEO re: Jay Monday
timeslicing

Applying Scrum Using a “12-Step” Plan
1.  Agree on a Product Owner, ScrumMaster and Team
2.  Set a date now for 30 days out for a Sprint Review and Sprint
Retrospective Meeting and send out invitations
3.  Declare a product vision
4.  Define a prioritized product backlog of features to deliver
5.  Perform gross estimating on backlog items
6.  Facilitate a Sprint Planning Meeting to determine features, tasks
and detailed estimates for a sprint backlog
7.  Commit as a team to the sprint
8.  Coordinate daily activities and identify obstacles in a daily scrum
9.  Track progress with a burndown chart
10.  Conduct a Sprint Review and Sprint Retrospective Meeting
11.  Apply recommendations to the next sprint
12.  GOTO 2

Scrum Can Expose Mess

What Can Cause
Scrum Adoption to Fail?
•  Ineffective use of the retrospective
•  Inability to get everyone in the planning meetings
•  Failure to pay attention to the infrastructure required
•  Bad ScrumMasters
•  Unavailable product owner, or too many product owners who can’t
agree
•  “Reverting to form”
•  Obtaining only “checkbook commitments” from executive
management
•  Teams lacking authority and decision-making ability
•  Not having an onsite Scrum advocate for remote locations
•  A culture that does not support learning
•  The embrace of denial instead of the brutal truth
From “Eleven Ways Agile Adoptions Fail” by Jean Tabaka, www.stickyminds.com

Some Bad Smells
•  Mini-dictatorships
•  Death marches to meet sprint commitments
•  Lack of automated testing means that
“potentially shippable” could translate into
“potentially a big buggy mess”
•  Cowboy coding
•  No documentation whatsoever
•  “You’ll get it when you get it.” – the Team
•  “You’re self-organizing—you figure it out.” – the
ScrumMaster

Thank You!
michele@sligerconsulting.com
Questions?

Share Your Light Bulb Moment!
•  Got a story to share
about how the light bulb
went on for you? Go to:
http://www.sligerconsulting.com
and click on “Light Bulb
Moments”

Additional Resources
•  http://www.scrumalliance.org/
•  http://www.controlchaos.com/
•  http://www.jeffsutherland.com/
•  http://www.mountaingoatsoftware.com
•  http://www.agilemanifesto.org/
•  http://www.agilealliance.com
•  http://www.apln.org/
•  http://agile-pm.pbwiki.com/FrontPage
•  Agile Software Development with Scrum by Ken Schwaber and Mike Beedle
•  Agile Project Management with Scrum by Ken Schwaber
•  Scrum in the Enterprise by Ken Schwaber
•  Lean Software Development by Mary and Tom Poppendieck
•  Collaboration Explained by Jean Tabaka
•  Agile Estimating and Planning and User Stories Applied by Mike Cohn
•  http://groups.yahoo.com/group/scrumdevelopment/
•  http://finance.groups.yahoo.com/group/agileprojectmanagement/

Tools – Agile Project Management
•  ScrumWorks
–  www.scrumworks.com (Danube)
•  Rally
–  www.rallydev.com
•  VersionOne
–  www.versionone.com
•  Target Process
–  www.targetprocess.com
•  Mingle
–  www.thoughtworks.com
•  TinyPM
–  www.tinypm.com

Tools – Various, Free
•  CardMeeting (brainstorming and planning)
–  www.cardmeeting.com
•  Planning Poker (gross estimating backlog items)
–  www.planningpoker.com
•  See Now Do (task board)
–  www.seenowdo.com
•  FIT and FitNesse (testing)
–  www.fitnesse.org
•  Watir (testing)
–  www.watir.com
•  Selenium (testing)
–  www.openqa.org/selenium/
•  Xplanner (project tracking)
–  www.xplanner.org

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Intro to Scrum

 Over 20 years of software development

Preview chapters from The Software Project

© 2009 Sliger Consulting, Inc. 2

© 2009 Sliger Consulting, Inc. 3

© 2009 Sliger Consulting, Inc. 4

© 2009 Sliger Consulting, Inc. 5

Estimated Resources Time Features

Graphic courtesy of DSDM Consortium

© 2009 Sliger Consulting, Inc. 6

© 2009 Sliger Consulting, Inc. 7

© 2009 Sliger Consulting, Inc. 8

© 2009 Sliger Consulting, Inc. 9

© 2009 Sliger Consulting, Inc. 10

Sprint Planning Meeting Sprint Review & Sprint

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• Owns the Product Backlog

• Defines the Product Development Roadmap

© 2009 Sliger Consulting, Inc. 14

• Keeper of the process

© 2009 Sliger Consulting, Inc. 15

• Owns the estimates

© 2009 Sliger Consulting, Inc. 16

• “Pigs and Chickens” – Ken Schwaber

© 2009 Sliger Consulting, Inc. 17

Sprint Planning Meeting Sprint Review & Sprint

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The Product Owner

Example Sprint Goal:

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Sprint Planning Meeting Sprint Review & Sprint

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Graphic © Rally Software Development Corp., All rights reserved.

Sprint Planning Meeting Sprint Review & Sprint

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Requirements Review Mark Monday

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  Over 20 years of software development

•  Owns the Product Backlog

•  Defines the Product Development Roadmap

•  Keeper of the process

•  Owns the estimates

•  “Pigs and Chickens” – Ken Schwaber