Scrum Tutorial C1

Scrum Tutorial
Scrum
http://www.controlchaos.com
http://www.agilealliance.org
Ken.schwaber@verizon.net
© Advanced Development Methods 2002 All Rights Reserved 1

Scrum Tutorial
Agenda
1. What is agile?
2. Scrum overview
3. Case study
10:45 - 15 minute break
4. Scrum management
5. Fixed price/Fixed date
contracts
6. Increments, CMM, XP, and
ephiphanies

Scrum Tutorial
Categorization of complexity in
development projects
Requirements
Technology
• People dimension adds

another level of complexity
• Last simple project was in
1969
Scrum Tutorial
“It is typical to adopt the defined

(theoretical) modeling approach when the
underlying mechanisms by which a process
operates are reasonably well understood.
When the process is too complicated for the
defined approach, the empirical approach is
the appropriate choice.”
Process Dynamics, Modeling, and Control,
Ogunnaike and Ray, Oxford University
Press, 1992

Scrum Tutorial
Defined Processes
• Command and Control for simple projects

• Plan what you expect to happen
• Enforce that what happens is the same as
what is planned
• Use change control to manage change
Scrum Tutorial
Empirical Processes
• When you can’t define things enough
so that they run unattended and
produce repeatable, acceptable
quality output;
• Empirical models are used when the
activities are not predictable, are
non-linear, and are too complex to
define in repeatable detail; and
• Control is through inspection and
adaptation.
Scrum Tutorial
Agile Practices
Agile lays out a vision and then nurtures
project resources to do the best
possible to achieve the plan.
Agile is the “art of the possible.”
Agile employs the following practices:

• Frequent inspection
• Emergence of requirements,
technology, and team capabilities
• Self-organization and adaptation in
response to what emerges
• Incremental emergence
• Dealing with reality, not artifacts
• Collaboration

Scrum Tutorial
Use Agile to:
• Increase control of a project;

• Reduce the risk;
• Maximize Return on
Investment; and,
• Increase probability of
success.

Scrum Tutorial

Scrum Tutorial
Scrum Overview
• Empirical management and control
process for development efforts;
• Used at product companies and IT
organizations since 1990;
• Wraps existing engineering
practices;
• Extremely simple but very hard;
• CMM Level 2 compliant, partially
Level 3
• Usually implements in 1 day,
delivers business functionality in 30
days;
• Scalable; and
• Scrum feels completely different!
Scrum Tutorial

Scrum Tutorial
Case Study Project

A large financial institution needed
to introduce a variety of new
financial products.
The vision was to develop a
middleware business object
server that connects legacy
databases to any front end user
interface that needs the data.
A requirement was to scale legacy
database access in a secure
manner from a variety of input
devices.

Scrum Tutorial
VRU

Scrum Tutorial
Scrum Practices –Scrum
Master
• Responsible for establishing Scrum

practices and rules;
• Representative to management;
• Representative to team;
• A coach;
• Engineering and development skills;
and
• Agile version of IT project manager

Scrum Tutorial
Scrum Practices - Daily

Scrum Meeting
• Daily 15 minute status meeting

• Same place and time every day
• Meeting room
• Chickens and pigs
• Three questions
• Impediments and Decisions

Scrum Tutorial
Project Daily Scrum

• First meeting lasted three hours
• Team was investigating
alternative technologies, building
prototypes
• Project wasn’t funded, staffing
was temporary, inadequate
equipment
• Prior teams still making
assignments
• Internal initiative
• No customers
• Disagreement over technologies
• Decision about how to proceed

Scrum Tutorial
Scrum Practices
-Scrum Teams
• Self-organizing
• Cross-functional with no roles
• Seven plus or minus two
• Responsible for committing to work
• Authority to do whatever is needed
to meet commitment
• Work environment

Scrum Tutorial
Scrum Practices
-Product Backlog
• List of functionality, technology,
issues
• Emergent, prioritized, estimated
• More detail on higher priority
backlog
• One list for multiple teams
• Product Owner responsible for
priority – agile business project
manager
• Anyone can contribute

Scrum Tutorial
Product Backlog
Jfkdla;fjkdla
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This Sprint : well defined work that
fjdkla
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fdjkla;s
can be done in <30 days & produce
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;f
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executable
fjdkla;
fjdklas;
fdjkld
fdkjla;
fdjklsa;
fjkfjdkjdkfjk
dla;
fjkdl Probable next sprint : backlog
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fdjklas;
fjdklas;kd
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next in priority, depends on
fdjkl;a
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fdjkalfjdask; results from prior Sprint
jfkdla;
fjdkla;
fdkjal;
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fdjksla;;dafd
fdjkla;
fjdkla;;asl
fdjksal; During a Sprint, that
fjdkl
fdjskfal;fjkd
asl;jf Sprint’s backlog is fixed
fjdklas;f
fjdkals;
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and can only be
fdjsaklfjdslk
jfdl changed as a result of
fjdkla;
fdjkals;dfdjk
l the work being
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Planned performed in that Sprint.
skf
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Release Backlog outside the
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l
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fdjsakl;fd
current Sprint is always
fdjkal;fdfddj
fkdl
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changing, evolving, and
l;fd
being reprioritized.

Scrum Tutorial
Initial Product Backlog:
• Enough to drive first development

Sprint to deliver product
increment that provides business
value;
• Requirements emerge as customer
sees product increments;
• Systems architecture emerges as
design emerges and is refactored;
and
• Product architecture emerges as
produce emerges and is refactored.

Scrum Tutorial
The Product Owner

• One person;
• Sets development schedule by
prioritizing backlog;
• Can be influenced by committees,
management, customers, sales
people, but is the only person that
prioritizes;
• Responsible for ensuring that the
most important business value is
developed first;
• This mechanism ensures that only
one set of requirements drives
development; and
• Eliminates confusion of multiple
bosses, different opinions, and
interference.

Scrum Tutorial
Project Product Backlog

1. Customer service project delayed waiting for
approved access to legacy databases
2. Provide secure, recoverable processing of
transactions
3. Improve scalability of database access
4. Support any input device
5. Simplify process of accessing multiple
databases
6. Workflow
7. The client account modification functionality
in the account management system loses
transactions when it or the databases crash.
Secure these transactions
8. Allow users to access and view account
balances for last six months
9. The client account modification functionality
has to identify “high value” accounts in real-
time

Scrum Tutorial
Scrum Practices -Sprint
• Thirty calendar day iteration

• Team builds functionality that
includes product backlog and
meets Sprint goal
• Team self-organizes to do work
• Team conforms to existing
standards and conventions
• Abnormal termination of Sprint
Scrum Tutorial
Abnormal Termination
• Sprints can be cancelled before
the allotted thirty days are
over;
• Team can cancel Sprint if they
feel they are unable to meet
Sprint goal;
• Management can cancel Sprint if
external circumstances negate
the value of the Sprint goal; and
• If a Sprint is abnormally
terminated, the next step is to
conduct a new Sprint planning
meeting, where the reason for
the termination is reviewed.

Scrum Tutorial
Scrum Practices
-Sprint Planning Meeting
Product
Backlog
Team
Capabilities Next Sprint
Review, Goal
Business
Conditions Consider,
Organize Product Backlog
Technology
Stability Sprint Backlog
Executable
Product
Increment

Scrum Tutorial
Project :
Sprint Goal & Backlog
• Sprint Goal is to provide a standardized
middleware mechanism for customer
service transaction access to production
databases.
• Selected Product Backlog:
1. Provide access for three key
customer service transactions to
legacy databases
2. Provide secure, recoverable
processing of transactions
3. Improve scalability of database
access
4. Support any input device
5. Simplify process of accessing
multiple databases

Scrum Tutorial
Project Sprint Backlog

List and correlate elements on customer service screens for
the selected three transactions
Map elements to production database tables
Determine and map access mechanisms to relate screens and
elements to databases and tables
Build documentation template for other
development teams
Document transactions
Document middleware architecture and usage
mechanisms
Acquire server
Establish production and development
environments
Establish multi-site source code control
mechanisms
Establish daily build process
Define business object skeleton that provides
CORBA wrapper to C++ code
Implement Tuxedo
Build business objects for database access
Build business objects for business functionality
capability
For customer service transactions, build SQL for
db access
© Advanced Development Methods 2002 All Rights Reserved
For customer service transactions, implement27
Scrum Tutorial
Sprint Backlog
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In P r o g r e s s /
C o m p le t e d )
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T itle Im p o r t 275 318 393 386 386 386 385 355 258 254 246
W rite C D o f o ld c o d e A lle n Co m p le te d 1 1 1 1 1 1 1 1 1 1
B a c k u p D a ta b a s e o n to C D B arry Co m p le te d 10 10 10 10 10 10 10 0 0 0 0
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c o n f ig u r e c ru is e c o n tr o l f o r C V S e n v ir o n m e n t)
In s ta ll a n d c o n f ig u r e Jb o s s o n E1 0 K R ic h a r d Co m p le te d 2 2 2 2 2 2 2 2 2 2 0
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R e v ie w Ju n it w ith th e te a m , a n d c o n s tr u c t a s a m p le Ju n it te s t Jim Co m p le te d 0 0 0 0 0 0 0 0 0 0
C o n f ig u r e IW S f o r o u r e n v ir o n m e n t Jim Co m p le te d 4 4 4 4 4 4 4 4 4 4
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B u ild d a ta b a s e s c h e ma B arry Co m p le te d 40 40 40 40 40 40 35 35 30
B u ild f u n c tio n th a t a llo w s im p o r tin g o f title s f r o m L T O d a ta to o Jim b je c t Co m p le te d 24 24 24 24 24 24 24 0 0 0
graph
B u ild f u n c tio n to p e r s is t title o b je c t g r a p h to s ta g in g d b Jim Co m p le te d 16 16 16 16 16 16 11 8 8 35
Ex a m in e K e g d a ta b a s e To m Co m p le te d 16 16 16 16 16 16 16 16 16 16 16
Ex a m in e L T O d a ta b a s e To m Co m p le te d 0 0 16 16 16 16 16 16 16 16 16
C o n s tr u c t a M V C f o r th e w e b f r o n te n d R ic h a r d Co m p le te d 6 6 6 6 6 6 6 0 0 0 0
C o n s tr u c t a n U p lo a d JS P to u p lo a d L T C S d a ta f ile s . R ic h a r d Co m p le te d 4 4 4 4 4 4 4 4 4 4 4
B u ild a w e b p a g e ; d e te r m in e w h a t in f o r m a tio n to in c lu d e Ja c q u ie Co m p le te d 6 10 10 10 10 10 10 10 10 10 2
Pr o d u c t b a c klo g f o r n e x t 1 2 m o n th s S ue Co m p le te d 6 6 6 6 6 6 6 6 6 4 4
Pr io r itiz e b a c klo g S ue Co m p le te d 6 6 6 6 6 6 6 6 6 4 4
D e te r m in e r e le a s e s K ane Co m p le te d 8 8 7 7 7 7 7 7 6 6 4
T e c h n ic a l o v e rv ie w f o r S c r u m A lle n Co m p le te d 0 16 16 16 16 16 16 16 16 16 16
- ES B L o g ic a l M o d e l
- L o g ic a l D B
- En v ir o n m e n t C o n f ig u r a tio n

Scrum Tutorial
Project Daily Scrums

• Impediment – key engineer
doing other work as directed
by VP
• Impediment – ClearCase multi-
site skills not available
• Decision – are balances real-
time or last calculated?
• Mapping transactions taking
longer than expected due to
multiple indices
• Decision – how to meet Sprint
goal with reduced
functionality?

Scrum Tutorial
Sprint Trend
Burndown Graph
S p r in t B a c k lo g T r e n d
2500
2000
15 0 0
10 0 0
500
0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 2 0 2 1 2 2 2 3 2 4 2 5 2 6 2 7 2 8 2 9 3 0 3 1 3 2
T im e

Scrum Tutorial
Scrum Practices -
End-of-Sprint Review

Scrum Tutorial
Project End-of-Sprint Review

Demonstrated transaction working
through middleware to retrieve data
Demonstrated transaction restarting
after server crash
Demonstrated viability of architecture
and technology
Provided scalability and volume estimates
Provided secure, high availability
capability
Demonstrated team capabilities and
project viability
Acquired first business customer –
customer service project
Gained other business customers
Gained formal project status and funding
Scrum Tutorial
Multiple Project Teams

1. Two more Sprints to finalize and
document middleware design and use.
2. Seven teams then initiated, each seeded
with an engineer from original team.
Daily Scrums
per Sprint
Sprint 1 9:00AM
9:15AM
9:15AM
Sprint 2 9:30AM
9:30AM
9:45AM
Sprint 3
9:45AM
10:00AM
Coordinating
Scrum of Scrums

Scrum Tutorial
Agile Management Basics
From this point on, everything I’ll

present is all there is … all the other
stuff like time reporting, design
reviews, project reviews, pert chart
maintenance, change control, etc. are
not discussed because they don’t exist.

Scrum Tutorial
Manage the Project

•Guide project to deliver
vision
•Maximize ROI
•Maximize productivity

Scrum Tutorial

Scrum Tutorial
Activity Owner Responsibilities
Manage Product The Product Owner establishes, nurtures and communicates the
the Owner product vision. He achieves initial and on-going funding for the
project by creating initial release plans and the initial Product
vision
Backlog.
Manage Product The Product Owner monitors the project against its ROI goals and an
the ROI Owner investment vision. He updates and prioritizes the Product Backlog to
ensure that the most valuable functionality is produced first and built
upon. He prioritizes and refines the Product Backlog and measures
success against expenses.
Manage Team During an iteration the team selects and develops the highest-priority
the features on the Product Backlog. Collectively, the team expands
Product Backlog items into more explicit tasks on a Sprint Backlog
develop
and then manages its own work and self-organizes around how it
ment desires to complete the iteration. The team manages itself to its
iteration commitments.
Manage Scrum The Scrum Master is responsible for setting the team up for success
the Master by ensuring the project and organizational culture are optimized for
meeting the ROI goals of the project. This involves organizing a
process
Sprint Planning Meeting (during which the team expands Product
Backlog into Sprint Backlog), a Sprint Review Meeting (during
which the newly developed functionality is demonstrated), shielding
the team from outside disturbances, holding brief Daily Scrum
meetings, and removing obstacles to progress.
Manage Product The Product Owner makes decisions about when to create an official
the Owner release. For a variety of reasons it may not be desirable to release at
the conclusion of every increment. Similarly, if an official release is
release
planned for after the fifth increment it may be released (with fewer
features) after the fourth increment in order to respond to
competitive moves or capture early market share. The Product
Owner makes these decisions in a manner consistent with the
investment vision that has been established for the project.

Scrum Tutorial
Management is responsible
for maximizing value

Scrum Tutorial
Plan the project

WHY plan??
•Lay out a investment vision
against which management can
assess and frequently adjust its
investments.
•Lay out a common set of
understandings from which
emergence, adaptation and
collaboration occur.
• Establish expectations that
reports will be measured against.

Scrum Tutorial
Prepare and present Project Plan
•Vision
•Functionality and business
architecture
•Releases
•Target Technical architecture
•Development infrastructure and
technology
•Return on Investment
•1st Year Plan
•2ndYear Plan
Scrum Tutorial
Fixed Price, Fixed Date

Develop vision, value statement with
prospect.
Create product backlog of functional
and non-functional requirements.
Prioritize product backlog and review
with customer in light of vision and
value statements.
Create enough architecture and design
to develop product backlog estimates;
more accuracy on functionality that
maximizes value.
Discuss with customer how value will
be delivered incrementally and that
they are free to change product
backlog content and priority … as long
as estimates stay the same.
Submit bid based on product backlog.
Scrum Tutorial
Initial Product Backlog with Estimates

Scrum Tutorial
Complexity Factor
2.0
..6
Requirements
.2
.0 Complex
.2
..6
Deployment
Technology
Stacy Graph by Ralph Stacey

Scrum Tutorial
Then make adjustment for

drag on team productivity
Drag # of years Knowledge of Knowledge of
together technology domain
0.8 < 3 months Low Low
0.75 < 3 months Low Medium
0.7 < 3 months Low High
0.75 < 3 months Medium Low
0.5 < 3 months Medium Medium
0.5 < 3 months Medium High
0.75 < 3 months High Low
0.5 < 3 months High Medium
0.35 < 3 months High High
0.6 < 1 year Low Low
0.55 < 1 year Low Medium
0.5 < 1 year Low High
0.55 < 1 year Medium Low
0.3 < 1 year Medium Medium
0.25 < 1 year Medium High
0.5 < 1 year High Low
0.25 < 1 year High Medium
0.2 < 1 year High High
0.5 > 1 year Low Low
0.45 > 1 year Low Medium
0.4 > 1 year Low High
0.45 > 1 year Medium Low
0.35 > 1 year Medium Medium
0.2 > 1 year Medium High
0.4 > 1 year High Low
0.2 > 1 year High Medium
0 > 1 year High High

Scrum Tutorial
Decrease team velocity by adding

0.2 drag if a team is not co-
located with adequate team and
meeting rooms.

Scrum Tutorial
Daily Scrums
per Sprint
Sprint 1 9:00AM
9:15AM
9:15AM
Sprint 2 9:30AM
9:30AM
9:45AM
Sprint 3
9:45AM
10:00AM
Coordinating
Scrum of Scrums
Decrease team velocity by .1 drag if

multiple teams are working on
same product backlog.

Scrum Tutorial
Adjust estimates

Scrum Tutorial
Establish ROI/Value Gauges
• Market share
• Documents per hour
• Customer calls per hour
• Revenue per salesperson

Scrum Tutorial
Staff the project
•Teams are cross functional

•Include all needed domain
expertise
•Select best people available
•Doesn’t require experts any more
than any other process

Scrum Tutorial
Initiate the Project with Workshop

1. Business domain and plan presented by
BPM
2. Technical architecture and development
environment presented by ITPM
3. Team member introductions
4. Enough product backlog detailed for
several months – 5 to 10 requirements
5. Brainstorming about how much backlog
can be developed in next Sprint
6. Team selects backlog, sets goal, and
defines Sprint backlog (epiphany!)
7. Engineering practices reviewed
8. Team starts work

Scrum Tutorial
Example Sprint backlog work burndown
Lik e ly Back log Tr e nd
2500
2000
1500
1000
500
0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32
Time

Scrum Tutorial
Sprint Signatures
As a team works together, it develop its own

style of creating and maintaining the Sprint
Backlog. It also demonstrates unique work
patterns, some working consistently, some in
bursts, some at the end of a Sprint. Some
seek pressure, while others seek regularity.
Across time, the backlog charts of each
team develop predictable patterns. They
stabilize as the team learns the technology,
the business or product domain, and each
other. These chart patterns are called
Sprint signatures. When you graph how a
team works, you see its signature. The
signature should be a reflection, another
validation, of what you hear in the daily
Scum meeting. Once a team settles into a
signature, watch for changes. Just like a
person changes their signature when
stressed, so does a team.

Scrum Tutorial
At the end of the Sprint, customer reviews

working system functionality with the
team. Based on the review, the customer
can:
• Reprioritize and change the next set of
top priority requirements
• Request that the demonstrated
increment be delivered as a working
system
• Increase the cost of future iterations
by requesting additional teams work on
the product backlog
• Adjust the quality to increase or
decrease the amount of functionality
delivered in an iteration
• Not fund additional iterations because
the business value received for the cost
is inadequate

Scrum Tutorial
Report Progress
•ROI analysis
•Product backlog analysis
•Recommendations

Scrum Tutorial
Managing a Release
Value Driven Releases

business value = f(cost, time,

functionality, quality)
80% of the business value

can be derived from 20% of
the functionality

Scrum Tutorial
Managing a Release
To the customer, business value is a
function of his or her choice of cost,
quality, time, and functionality:
Value driven projects leave the
determination of the four variables in
the customers’ hands throughout the
project.
The customer only commits to one
Sprint at a time.
The customer authorizes development
iterations by iteration, and is free to
change any of the variables based on
progress to date and the business
value that is provided.

Scrum Tutorial
Big Up Front Design

1. Not needed for many projects …
the vision statement coupled with
emergence and refactoring is
adequate.
2. Some architecture and design
needed when multiple teams are
used.
3. Used to increase accuracy of
estimating in fixed price/fixed
date contracts.

Scrum Tutorial
What Comprises a Potentially

Shippable Product Increment
Single Use Tested, debugged executable and
Software documentation
Commercial Tested, debugged executable, help, training
Software materials, documentation
FDA Approved Tested, debugged executable, training

Software materials, documentation, requirements
traceability, FDA required documentation
Mission Critical Tested, debugged executable, training

Software materials, documentation, requirements
traceability, performance models
etc. etc.

Scrum Tutorial
Scrum Compliance with CMM

Software Framework
Level Key Practice Area Rating
2 Requirements management √√
2 Software project planning √√
2 Software project tracking √√
and oversight
2 Software subcontract
management
2 Software quality assurance √√
2 Software configuration √
management
3 Organization process focus √
3 Organization process √
definition
3 Training program
3 Integrated software
management
3 Software product √√
engineering
3 Intergroup coordination √
3 Peer review

Scrum Tutorial
Large Project, Multiple Teams

1. For smaller projects the vision
statement coupled with emergence and
refactoring is adequate.
2. Some architecture and design needed
when multiple teams are used.
3. Used to increase accuracy of estimating
in fixed price/fixed date contracts.
Daily Scrums
per Sprint
Sprint 1 9:00AM
9:15AM
9:15AM
Sprint 2 9:30AM
9:30AM
9:45AM
Sprint 3
9:45AM
10:00AM
Coordinating
Scrum of Scrums
Scrum Tutorial
Scrum and Extreme Programming
Planning
Scrum xP
Sprint Simple Design

Sprint Planning Testing
End of Sprint Test and Code
Review
Refactoring
Daily Scrum
Pair Programming
Product Owner
Collective
Scrum Master Ownership
Product Backlog Continuous
Integration
Sprint Backlog
Coding Standards

Scrum Tutorial
Agile Epiphanies
The business project manager realizes it’s ok to proceed without
all of the requirements being defined.
The developers realize that it’s ok to proceed without having all
of the requirements documented.
The business project manager sees a product increment
demonstrated at the end of each of the several Sprints. He or she
realizes their involvement was important and had an immediate,
tangible result. He or she also realize that the project will be
successful and deliver them something they want and need.
A team member realizes someone will help when problems
occur.
The IT project manager senses teamwork after walking through a
co-located team area. The buzz, energy, and focus are palpable.
The business and IT Project Manager realize they don’t have to
tell the team what to do or ensure that it does it.
The team realizes that no one is going to tell it what to do; the
team has to figure out what work to do on its own.
The team stops seeming like individual roles of “testers and
programmers” and everyone starts acting like “developers.”

Scrum Tutorial
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Scrum Tutorial C1

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Scrum Tutorial

© Advanced Development Methods 2002 All Rights Reserved 1

10:45 - 15 minute break

© Advanced Development Methods 2002 All Rights Reserved 2

• People dimension adds

“It is typical to adopt the defined

© Advanced Development Methods 2002 All Rights Reserved 4

• Command and Control for simple projects

Agile employs the following practices:

© Advanced Development Methods 2002 All Rights Reserved 7

Use Agile to:

• Increase control of a project;

© Advanced Development Methods 2002 All Rights Reserved 8

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Case Study Project

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• Responsible for establishing Scrum

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Scrum Practices - Daily

• Daily 15 minute status meeting

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Project Daily Scrum

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Initial Product Backlog:

• Enough to drive first development

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The Product Owner

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Project Product Backlog

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Scrum Practices -Sprint

• Thirty calendar day iteration

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Project Sprint Backlog

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Project Daily Scrums

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Project End-of-Sprint Review

Multiple Project Teams

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Agile Management Basics

From this point on, everything I’ll

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Manage the Project

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Activity Owner Responsibilities

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Plan the project

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Prepare and present Project Plan

Fixed Price, Fixed Date