Progress is reported in units of actual product ready for
delivery
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37
notes
37 38
User Stories
• The Product Backlog is the primary
source of work to be completed and
value to be delivered
• User Stories are simple descriptions of
desired functionality
• Stories are elaborated just-in-time for
implementation
39
Product Backlog
• Dynamic set of items to be done
• Prioritized
• Constantly in flux as the situation changes
Story
Story
Story
Spike
Story
Refactor
Story
Defect
Process Change
items are removed
priorities change
items are added
40
Backlog Hierarchy
Epic User Story Task Task Task Task
User Story Task Task Task Task
User Story Task Task Task Task
Product Backlog
Sprint Backlog
Business Goal
Planning Implementation
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User Story Template
As a <user role>, I can <do something> so that <I get some value>.
Card – Conversation - Confirmation
42
Sample User Stories
As a student, I can get a degree on-line so that I do not have to move near a college campus
As an online student, I can print a copy of my transcript to show an employer
As a degree candidate, I can see which courses I still need to satisfy my major so I can plan my next term
As a professor, I can get student test summary reports so that I can assess my teaching effectiveness
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Where are the details?
(front)
Story 6: Course Catalog Demo As a prospective student, I can browse the course catalog to see if the classes I am interested in are available.
(back)
Story 6 Acceptance Criteria [ ] Has full catalog browse and search controls [ ] Show available dates in summary list [ ] Item click leads to class detail page [ ] Show class star ratings only, no comments [ ] Replace “Register for Course” button with “Join Now!” that links to sign-up page
Automated Tests
Speclet • formula • UI design • business rules
44
notes
44
45
Prioritization
• Priorities help the Scrum Team decide
what to do next
• Priorities help with long term planning
• Prioritization can be done in many ways,
based on many criteria
46
Prioritization - MoSCoW
o Business value
o New knowledge
o Risk/Complexity
o Desirability
47
Story Map
Epic
I can browse by
department
I can search by subject
I can register
I can read content
I can browse by
title
I can unregister
I can browse by professor
I can join a waitlist
I can take tests
I can search by date offered
I can search by major
I can take classes on-line
Browse Search Register Attend Reports
I can do homework
I can print my
transcript
I can see my grade for a class
I can browse by popularity
Theme
Must
Should
Could
Pri
ori
ty
Smaller stories give more options for prioritizing for max value
I can print my
schedule
I can print my report
card
I can chat with
classmates
48
notes
48
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49
Estimation
• Agile estimation is done at both the high
level and the low level
• Estimates are used for planning and for
tracking progress
• Estimates are done quickly, by the
Development Team
• Estimates are not commitments
50
Why Estimate?
Story Points • High Level
• Compare one story to another
• Forecast Releases and Sprints
Task Hours • Low Level
• 1-8 hours for a Story element
• Refine Sprint plan
• Track Sprint progress
1 2 3 5 8 13
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Estimation Basics
Quick
Story 1: Home Page As a prospective student, I can view the college services so that I can decide if I want to apply.
2 Story 17: Major Progress
As a degree candidate, I can see which courses I still need to satisfy my major so I can plan my next term
5
Quick
Relative
Guess
Done by Team
More than 2x effort required
52
Affinity Estimating
Groups of 2-3 people choose some stories
Put in column with similar sized stories
Team members
can move stories
Visual grouping for quick comparisons
1 2 3 5 8 13 20
Start with numbers
or arrange by size
first
53
Velocity
5
12
27
32
36 38
40 37 38
40
0
5
10
15
20
25
30
35
40
45
1 2 3 4 5 6 7 8 9 10
Sto
ry P
oin
ts C
om
ple
ted
Sprint
Team Velocity
How many story points can the Team complete in a Sprint?
Varies by circumstance, increases with
experience
Aggregates Team dynamics and organizational
factors
Is measured, not “managed”
Velocity is sum of estimates of
stories completed
Measurement is more reliable
than estimation 54
The Elements of Agile Planning
Product Backlog
Must
Should
Could
Won’t in this
Release
s1
s2
s3
…
sN
Release as often as possible
Newsworthy Release Event
Tim
e
Sprints
Priorities Which items are most valuable?
Velocity How much can the team complete in a Sprint?
Estimates How much effort is expected for each item?
Product Backlog What functionality Is needed for financial success?
Release Forecast (volume):
1. How long will it take? Number of Sprints = Total Backlog/Average Velocity 2. How much can we do? Percent of Backlog = Total Backlog/(Average Velocity * Number of Sprints)
Release = a series of Sprints resulting in a marketable delivery of value.
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55
notes
55 56
ScrumMaster Duties
• The ScrumMaster is responsible for the
health and growth of the Scrum Team
• The ScrumMaster is a productivity
multiplier for the team and has
responsibilities across multiple
dimensions
57
ScrumMaster Scope
Level Skill Set
Performing Change Agent Servant Leader Coach
Norming Mediator Mentor
Forming Protector Facilitator
Co
mp
ete
ncie
s
Team
Matu
rity
Org
an
izati
on
al
Reach
58
Facilitator
• Keep meetings productive and short
• Achieve consensus
• Keep the charts and data
• Run errands
Forming
59
Protector
• External parties not honoring the Scrum rules
• Team Members distracted by external events
• Team not keeping to their agreements
• Dev Team overcommits based on Product Owner pressure
All work performed in Scrum needs a firm basis of values to serve as a foundation for the team's
process and principles. Through the use of teamwork and continuous improvement, Scrum both creates these values and relies on them.
Focus. Because we focus on only a few things at a time, we work well together and produce
excellent work. We deliver valuable items sooner.
Courage. Because we are not alone, we feel supported and have more resources at our
disposal. This gives us the courage to undertake greater challenges.
Openness. As we work together, we practice expressing how we're doing, and what's in our way. We learn that it is good to express concerns, so that they can be addressed.
Commitment. Because we have great control over our own destiny, we become more
committed to success.
Respect. As we work together, sharing successes and failures, we come to respect each other,
and to help each other become worthy of respect.
If an organization will let Scrum do its work, they will discover the benefits from Scrum and will begin
to understand why these values are both needed by Scrum, and engendered by Scrum.
www.agileatlas.org/atlas/scrum
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notes
74
75
Smooth Flow
• Scrum works best when the Team
achieves a smooth flow of work
• Scrum dynamics are based on the
mathematics of queuing theory that we
use to manage the Internet
• Defining Ready and Done will
dramatically reduce time waste
76
Pull Systems
Push systems overwhelm capacity, creating turbulence, rework, waste and delay
Pull systems have a steady flow that provides predictability
Push
♫
77
Small Batches
Small batches move through
a system quicker
Single-piece-flow reduces the wait time
and moves risk to the
margin
Minimize work in progress
78
Backlog Grooming
Product Owner spends 30% of their time working on the Product Backlog
• Identify new stories
• Splitting epics and stories
• Updating Release Plan with current velocity data
• When estimating size, consider all the work needed to complete the story
• The Definition of Done may evolve over time
Unit tested to 90% coverage Code reviewed Acceptance tests pass UI Tested User Help updated Scales to 1 Million Users Meets current response time targets
Sample
May also have one
for sprints and
releases
81
Sprint Flow
Sprint N Sprint N+1
Candidate Stories for N+1 (1.5 x velocity)
Definition of Ready
Screen Designs for N+1 (LoFi)
Continuous Product Backlog Grooming
Story Time Sprint Planning
Definition of Done
82
notes
82
83
ScrumMaster Tools
• Some tips on managing impediments
• Listening skills are key to success
• Knowing how to ask powerful questions
will help you coach the Team
• Modeling desired behavior and use of
language can have a strong influence on
your Team
• Pointers to more tools
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Listening
Level I – Internal Listening
How can I make this about me?
Level II – Focused Listening
Connected to what they are saying
Level III – Global Listening Also hearing tone, posture,
