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The Fundamentals of

Aggressive Scrum

© 1993-2015 Jeff Sutherland & Scrum Inc.

Who We AreScrum Inc. is the Agile leadership company of Dr. Jeff Sutherland, co-creator of Scrum. We are based at the MIT Cambridge Innovation Center, MA.

Chief Product Owner JJ Sutherland maintains the Scrum framework by: • Capturing and codifying evolving best practices (Scrum Guide) • Conducting original research on organizational behavior • Publishing (3 books) and productizing ScrumLab

CEO Jeff Sutherland helps companies achieve the full benefits of Scrum leading our comprehensive suite of support services and leadership training: • Scaling the methodology to an ever-expanding set of industries, processes and business

challenges Training (Scrum Master, Product Owner, Agile Leadership, online courses, etc.) • Consulting (linking Scrum and business strategy, customizing Scrum) • Corporate Transformations and Coaching (hands-on support to Scrum teams)

Find out more at www.scruminc.com.

We run our company using Scrum as the primary management framework, making us a living laboratory on the cutting edge of “Enterprise Scrum”

President Scrum@Hardware Joe Justice leads our hardware consulting practice: • Worldwide consulting at leading hardware companies • 700-800% performance improvement in hardware development • Builds 100 mpg cars in his garage with help from 500 people in 32 countries

2

http://www.scruminc.com


3

As a group we need

Introductions to work together effectively


Group Introductions

• Pair introductions

• Talk to each other and line up across the room by level of Scrum experience

• Line up in a second dimension by job function

• What companies, industries, non-product application are represented?

4


Self-Organize Teams• Based on line exercise, divide up

into cross-functional teams.

• Mix of experience and job functions

• All people you don’t know to maximize networking

• 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

5

Team Name - Learning

Backlog

Do Doing Done

Learning Objective

Learning Objective

Learning Objective

P.O. Firstname

S.M. Firstname


“Release Plan” for Our Day TogetherD

ay 1

Introduction & Teams

Sprint 1

Airplane Game

Sprint 2

10 17

Product Backlog

Refinement7

User Stories

24

Leadership

6

Patterns and

Swarming13

Estimate Stories

21

Course Wrap-up &

Retro 10

Real WorldScrum

10

6

Ready and Done

3

Scrumming the Scrum

11

XP Game

15

36

The Scrum Framework


As a Scrum Master I need to understand the Why of Scrum in order

to get the benefits of Scrum

7

As a Team Member I Need to

Know How Scrum Works

in the field to Do it Well

More than100Each Day

Iraq 2006-2007

Red River Army Depot, 2009Texarkana, Tx

$ 1 7 BILLION

I N R E PA IRSEVERY YEAR

FROM 3 PER WEEKTO 40EVERY DAY

A NEWHUMVEEIS

RECREATED

T H E S Y S T EMCHANGEDN OT TH E PEOPLE

T A H R I R SQUAREC A I R O , EGYPT1/25/11

Short Iterations. Continuous ImprovementGuerilla Scrum

28 deliverables each Sprint

12 HOUR SPRINTS 1:00 pm/Midnight

RETROSPECTIVE TWICE A DAY More than half of work in process

overtaken by events

RESPONDING TO CHANGE

Four correspondents. Two producers.

Fixer. Translator.

SMALL TEAM Unreliable phone and internet. Only

comms by Satellite.

AUTONOMOUS Generational, epochal change.

PURPOSE

Overseas Press Club Award, Peabody

Award, Edward R. Murrow Award

AWARDS

Scrum in BriefSimple, empirical framework for organizing highly effective teams

Small Pieces of WorkSmall Teams

Small Boxes of Time

Make Work Visible

Align Teams

Everyone Knows Everything

Respond to Change

Optimize Value

Optimize Process

Divide and

Conquer

Inspect and Adapt

Transparent and

Clear

SCRUM CHANGES WORKMore value. Higher quality. Empowered people. Reduced risk.

Lower risk. Increase ROI. Reduce the

cost of change.

Scrum gives teams autonomy. They

decide how they work. People are able to

harness and explore their talents and

abilities.

Scrum makes the customer the center of

design and development. People get

what they actually want instead of what

they thought they wanted.

Scrum gives teams the opportunity to

continuously approve. Improve how

teams work, and they can deliver more

value in less time.

FASTER BETTER HAPPIER SMARTER

STOP PAYINGPEOPLETO LIE TO YOU

PLAN REALITY, NOT FANTASY

65% of requirements change during development.

THE WAR ENDED4 YEARS AGO

Only 13 Could Even Provide Data

Costs increased by as much as 2,233%

Dates slipped by as much as 5 years.

GAO ANALYSIS OF LARGE DEFENSE IT PROJECTS

The war they were designed for was over for more

than five years before it was done.

15 Projects. Total Cost: $4,500,000,000

THEATER ELECTRONIC HEALTH RECORDS


ZScrum Production

18


How to Play the Game

Goal: See how good your team can get at making many airplanes

– Each airplane must be made from ¼ 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.

19

Test


Constraint = One Person, One Fold

20


Rule 1Each airplane must tested and shown to fly 3 meters in the

testing area using aerodynamic lift.

• 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.

21

Test


Rule 2Teams 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.

22

Test


Product Owner Tests

23


Agile DC ScrumInc Build Party 2013

24


World Record = 37

25


Scrum in complex systems deliveries

• $143 billion over budget

• Delayed until 2022 (final

systems integration)

• Cost of Navy F-35C grew

from $273 million in

2014 to $337 million by

2015

26

Cumulative program cost of $15 billion

New iteration of all systems released every

6 months

$43M cost1 (20% of F-35)

1. According to Jane’s Aviation Weekly, the Gripen is the world’s most cost-effective military aircraft

2. “How DOD’s $1.5 Trillion F-35 Broke the Air Force” -FiscalTimes July 2014

3. “we are presently taking the newest strategic foundation and analyzing whether 2,443 aircraft is the correct number” Marine Corps Gen. Joseph Dunford, July 2015


As a ScrumMaster I need to understand the Scrum Team Level Process

in order to be effective

27

As a Team Member I Need to Master the

Scrum Framework in Order to Implement It

Scrum

Ceremonies

Daily

Scrum

Team

Scrum Master

Sprint

Review

Sprint

Backlog RolesSocial

Objects

Sprint

Planning

Make Work

Visible

Product

Backlog

Retrospective

Product Owner

Product

Backlog

Refinement


Scrum is a Framework to Reveal Problems

• It is based on starting where things do not work.

• Find the biggest problem

• Continuous improvement means fix the problem!

• Scrum is designed to take a broken system and systematically fix it, one impediment at a time.

28

@

Simple Rules Create Self-Organization• Simple, clear purpose and principles give rise to complex, intelligent

behavior. Complex rules and regulations give rise to simple, stupid

behavior.

--Dee Hock, VISA

29


Scrum’s Simple Rules = 3 Roles, 3 Artifacts, 5 Activities

30

Scrum

Ceremonies

Daily Scrum

Team

Scrum Master

Sprint Review

Sprint BacklogRolesSocial Objects

Sprint Planning

Make Work

Visible

Product

Backlog

Retrospective

Product Owner

Scrum Board Burndown Points Velocity

Product

Backlog

Refinement

Get Backlog Ready

Sprint Backlog

Replan Product IncrementVelocityFeedback

KaizenDeliverables


31© 2011 Scrum Inc.

As a Team Member, I need a clear understanding of

All the Roles in Scrum in order to work well together


Scrum has Three Roles

1. 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)

2. Scrum Master • Facilitates the Scrum process and Team self-organization

• Removes obstacles

• Shields the team from interference

3. Team Member • Cross-functional (including testing)

• Self-organizing/-managing group of individuals with autonomy regarding how to achieve its commitments

• Typically 5-9 people

32

PO

T TT

SM


A Good Product Owner Owns The WHAT…

By being Knowledgeable, Available, Empowered, Decisive and Accountable • Knowledgeable about the customer and product • Available to the team to clarify goals and desired output • Empowered and able to make clear and rapid decisions to keep the team moving ahead • Accountable for the commercial success of the product

Have and maintain a Compelling Product Vision • which is clear and executable • that generates lots of cash or other impact • and sparks passion of team, company & customers

Build a roadmap for rolling out the vision that everyone can see and sign up for • through a “ready-ready” Product Backlog of “enabling specifications” that are “just

enough, and just in time” • by spending half their time with customers, sales, and marketing • and spending the other half working closely with team clarifying specifications

33

© 1993-2015 Jeff Sutherland & Scrum Inc.© 1993-2014 Jeff Sutherland

A Successful Product Owner…

$

Valu

e

Time

• Deliverables:

• The right product set to excite customers • At the right time • In the order that maximizes business value

• Responds dynamically to change faster than competitors

• Clarifies customer need to development teams so that uncertainty is removed and developer velocity is maximized

• The Product Owner is ultimately accountable for winning in the market!

34


The Scrum Master Owns The HOW…

• Scrum is a simple framework that requires consistent discipline

• Scrum Master responsibilities:

• Coach the Team and the PO to enhance performance

• Facilitate Daily Stand-Up, Sprint Planning, & the Retrospective

• Protect the Team from Interruptions

• Make work visible

• Ensure impediments are removed

• Scrum Master deliverables:

• Team is happy and velocity is improving

35


The Scrum Master / Product Owner Relationship

• The Scrum Master works closely with the Product Owner to:

• Find techniques for effective Product Backlog 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 Scrum and Agile values; and,

• Facilitate Scrum events such as release planning

36


Teams

• Cross-functional - “T-shaped” = 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

37

Teams


T - Shaped Team Members are Cross-Functional

39

Cross-Functional

CommanderAsst. Commander

OpsAsst. Ops and Intel

WeaponsWeapons

CommsComms

MedicMedic

EngineerEngineer

CommanderAsst. Commander

OpsAsst. Ops and Intel

WeaponsWeapons

CommsComms

MedicMedic

EngineerEngineer

Core Scrum

US Troops Killed In Iraq 2003-2007

0

250

500

750

1000

2003 2004 2005 2006 2007

486

849 846

823

904

US KIA

Targeting

Intelligence

Iraq

New Targeting

Al Qaeda in Iraq Leadership Killed or Captured Oct. 2007

“One of the true breakthroughs…[Like] the tank or the airplane. The stuff of which military novels are written.

• Bob Woodward on 60 Minutes

The interagency teams made it possible to eliminate the organizational seams between the different coalition actors in Iraq, placing an “unblinking eye” on high-value targets. . . . Passing responsibilities between units and organizations represented an “organizational blink” during which momentum slowed and the target might escape. -Joint Force Quarterly

Collaborative Warfare in Iraq

US Troops Killed in Iraq 2003-2014

0

250

500

750

1000

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2014

486

849 846

823

904

314

149

60 54

1 3US KIA

“. . . as soon as the near-failure in Iraq was averted, bureaucratic support for interagency teams began to decline….one unidentified intelligence agency, began pulling back people and cooperation, believing information-sharing and collaboration had gone too far.”

- Secret Weapon: High-value Target Teams as an Organizational Innovation Institute for National Strategic Studies: Strategic Perspectives, no. 4, 2011

Disbanded

A challenge. Something that pulls greatness out of them. A mission that has impact. A chance to change the world for the better. An opportunity to

make a difference.

Self-directed. Opinions and ideas matter and are taken seriously. Treated like an adult with valuable insight. Able

to make decisions on one’s own.

All the skills needed to deliver are on the team. The chance to learn from

each other. The chance to teach someone else. Respect for and sharing

of skills.

TRANSCENDENT GOALS

AUTONOMYCROSS-

FERTILIZATION

ELEMENTS OF GREAT TEAMS


Fractal Organization: Optimal Team Size = 4.6

50

If there was a Nobel Prize for management, and if there was any justice in the world, I believe that the prize would be awarded, among others, to Jeff Sutherland, Ken Schwaber and Mike Cohn for their contributions to the invention of Scrum.

Steve Denning, Forbes 29 Apr 2011


51© 2011 Scrum Inc.

As a Team Member, I need a clear understanding of

All Five Activities in Scrum in order to operate efficiently


© 2

01

2 S

cru

m In

c.

The Team-Level Scrum Process

Sprint

Release Backlog(points)

400

Refinement

52


The Sprint

What is it? • A cycle of work

• A team-determined length of time in which the team commits to producing a meaningful increment of work

• Time boxed and usually lasts 1-4 weeks

Why do it? • A fixed anchor

• A tool that allows a team to calculate velocity

• A period of time in which the team can derive lessons for the future

• A fixed planning horizon

53


• Review velocity and set Sprint capacity • Adjust for vacations, holidays, etc.

• Forecast how many User Stories will be completed in the Sprint using Yesterday’s Weather

• The team commits to do the best they can to hit the forecast. There will be normal variation (about 20%).

• Select top-priority User Stories from Product Backlog • Select Sprint Goal

• Done collectively among team and PO, 1-2 sentence description of what the team plans to accomplish.

• Discuss and finalize Acceptance Criteria

54

Sprint Planning Time Boxed to two hours per week of Sprint length


Estimating “Velocity” The Key Metric in Scrum

55

8

5

3

5

5

5

3

5

5

8

ProductBacklog

8

5

3

5

5

SprintBacklog

Estimated Velocity

Start of the Sprint

The team pulls their desired number of

stories into the current sprint

Each user story includes an estimated number of “points” as a measure of effort required to complete

IMPORTANT: Teams can also pull stories from the top of the product backlog if they finish the full sprint backlog early

Adapted from materials by Henrik Kniberg

= 26 points


Roles in Sprint Planning

Product Owner • Present the backlog

• Answers questions to clarify the backlog

• Identify highest priority

Scrum Master • Facilitate the meeting

• Confirm team capacity

• Ensure stories are ready and have a definition of done

Team • Ask questions

• Decide how much backlog to pull into the sprint

• Agree on a sprint goal

56

PO

T TT

SM


Every Team Member answers these 3 questions:

•What did I do yesterday that helped the Team meet the Sprint goal?

•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?

57

What do we do about topics that require in depth discussion but will blowout the time box?

Best Practice: Create a “Parking Lot” for topics that require discussion in greater detail. Only the people needed for those discussions stay; everyone else goes back to working on the backlog

Daily Scrum MeetingTime Boxed to 15 minutes


Daily Scrum

Purpose

• Intensify team focus

• Increase collaboration and clarification

• Crush impediments

• Motivate team spirit

Best Practices

• Same time & place each day

• STAND UP !!!

58


Roles in the Daily Scrum

Team • Answer the 3 questions

• Decide if they can help others

• Be brutally honest in reporting impediments

• Share learning


• Keep speakers on topic

• Provide motivation

• Record impediments and encourage

collaboration on how to remove them

Product Owner • LISTEN !!!

• Clarify business value

• Answer questions about the backlog

• Share as appropriate 59

PO

T TT

SM


Sprint Review Time Boxed to one hour per week of Sprint length

• This is when the state of the Product becomes transparent!

• The Team shows the Product Owner and other interested stakeholders what work was accomplished.

• The Product Owner reviews and accepts the work if it meets the Definition of Done.

• The main purpose is an in depth conversation between the Team and the Product Owner to see where the product is in the process, what they have learned, and what adaptations need to be made.

• As little time as possible should be spent preparing for the Sprint Review.

• This is where Customer Feedback is provided and then prioritized to go into the Product Backlog.

60


Measurement of Actual Velocity

61

8

5

3

5

5

5

3

5

5

8

ProductBacklog

8

5

3

5

5

SprintBacklog

8

5

3

5

5

SprintBacklog

Estimated velocity = 26 points

Actual Velocity = 18 points

Done!

Done!

Done!

Almost done

Not started

Start of the Sprint End of the Sprint

The team pulls their desired number of

stories into the current sprint

Each user story includes an estimated number of “points” as a measure of effort required to complete

User stories that are not completely done at the end of the sprint do not count toward velocity, and are carried into the next sprint.

Adapted from materials by Henrik Kniberg


Velocity is Plotted on the Sprint “Burndown Chart”

62

Burndown chart answers the question: “Are we on track to successfully deliver this Release Plan?”

100

200

300

400

Work remaining(story points)

Sprint

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

40#

30#

20#

10#


Roles in the Sprint Review

Product Owner • Facilitate the meeting

• Get the right people in the room

• Customers, Stakeholders, Team Members

• Be clear about what is Done and what is not

• Lead an energetic discussion

• Get, filter, and prioritize Customer Feedback

• Prepare to adjust the Product Backlog as needed

Scrum Master • Assist the Product Owner & Team

• Asses the true Velocity of the Team

• Keep things honest yet accentuate the positive

Team • Present only work that meet DoD criteria

• Listen to feedback with an open mind

63

PO

T TT

SM


• Team meeting that occurs at the end of the Sprint

• Usually following the Sprint Review

• Inspect and Adapt

• Focus on continuous improvement

64

The RetrospectiveTime Boxed to 45 minutes per week of Sprint length


Roles in the Retrospective

Team • Answer the following questions:

• What worked well last Sprint?

• What could work better next Sprint?

• What process improvement would I like to try?

• As a team, everyone agrees on what change to try

• This becomes the “Kaizen”


• Focus on improvements that will enhance velocity

• Gauge the Team’s happiness

Product Owner • Be present

• Help capture learnings

65

PO

T TT

SM


66

As a Team Member I need to dedicate up to 10% of my time to

Product Backlog Refinement in order to double our performance


The Product Backlog

• An ordered list of everything that might be needed in the product • Composed of Product Backlog Items (PBI’s) ordered by Business Value • THE single source of requirements for any changes to be made to the product

and focus of team discussions • Anyone can put anything in the backlog but ONLY the Product Owner

prioritizes it • The Product Backlog is shared across teams working on the same

product to drive coordination

• There is only one Chief Product Owner who ultimately owns the product backlog

• For scaling we want one enterprise backlog which may have multiple products

67

• The Product Backlog must be “DEEP”• Detailed appropriately – clear enough to execute, but not more• Estimated – All items have an associated point estimate • Emergent – Backlog evolves to reflect new learning• Prioritized – Ordered to delight customers and deliver value


Product Backlog Composed of Different “Product Backlog Items” (PBIs)

68

Customer Features

Architecture

Team Infrastructure

Research

Risk Reduction

Detailed Design

Architecture

DB Schema

GUI

Testing

Server

Client

Wherever possible, backlog items should deliver complete vertical slices of functionality across work layers

Backlog items include

everything the team needs to

do in one ordered set of

activitiesProduct Backlog

Some teams also choose to include process improvements, bugs and technical debt fixes explicitly as

backlog items


• Since only READY items can be placed into the Sprint Backlog, only Ready backlog can optimize Sprint Planning

• The Product Owner cannot get backlog Ready without help from the team

• The team needs to help the Product Owner break down large stories into small stories

• Only the team can estimate effort required

• Often once a week at "The Wednesday Afternoon Meeting”

• Update estimates at the next Sprint Planning meeting

69

Product Backlog RefinementGood Refinement = at least one hour per week of Sprint length

Refinement


70

Backlog Maintenance

OR

VV

2017

Q4 2016

Q3 2016

June 2016

May 2016

Apr 2016

T

2016

2017

2018

2019

V


Refining the Product Backlog

71

Administrate users

Register new user

Edit existing user

Delete user

Find user

100 simultaneous

users

Operations manual

As a helpdesk operator I want to see who is logged

in

View Invoice in HTML, PDF, or

Excel format

100 simultaneous

users

Operations manual


in

View Invoice in HTML, PDF, or Excel format

Register new user

Edit existing user

Delete user

Find user

100 simultaneous

users

Operations manual


in

View Invoice in HTML, PDF, or

Excel format

Source: Henrik Kniberg


Roles in Product Backlog Refinement

Product Owner • Refine and/or reprioritize backlog for upcoming Sprints

• Answers questions to clarify the backlog

• Report any other feedback


• Reinforce definitions of Ready and Done

Team • Estimate PBI’s

• Split epics/stories as needed

• Create acceptance tests

72

PO

T TT

SM


Ordering of the Product Backlog

• Bubblesort Strategy

• Take first two items – which is more important?

• Take second and third – which is more important?

• Keep doing it until sort is complete • Low Priority First Strategy

• Assume project does not complete one item – which item is given up?

• Assume another is not complete – which one is given up?

• Keep doing this and back into a forced ranking

• More Comprehensive Approaches

• Planning Poker

• Financial metrics - NPV/point

73


74

As a Team Member, I need to write clear

User Stories to effectively communicate what needs

to be done


Definition of an Epic

• An Epic is a Product Backlog Item or User Story that is too big to be completed in one Sprint

• Simple Epics may be small enough to be completed in as few as two Sprints

• Huge Epics may take the entire company several quarters or years to complete

• Simple Epics need to broken down so that the Team can deliver value in a given Sprint - Done at Backlog Refinement

• Larger Epics require the Product Owner to work with Leadership and the Team to create a Road Map so most valuable features created first

75


Epics as PBIs

• Most User Stories or PBIs as originally written are Epics

• Usually written by a Product Owner or a customer with knowledge of the product but not of the development process.

• Backlog Refinement meeting is where the Team works with the Product Owner to break the Epic down appropriately

• Business value can best be estimated at this level

76


User Story Templates

• As a <role> I would like to be able to <action> to achieve <business value>

77

http://storyfabricator.herokuapp.com/

The point of using stories written like this is to create a face to face conversation about what is needed from the end user’s perspective that includes internal acceptance tests.

http://storyfabricator.herokuapp.com/


What’s Wrong with This Story?

78


User Story Readiness Guidelines

79Modified from Bill Wake – www.xp123.com

Product Backlog

Product vision

✔ I

✔ N

✔ V

✔ E

✔ S

✔ T

mmediately actionable

egotiable

aluable

stimable

ized to fit

estable

Free from external blockage?

Can be delivered independently?

Descriptive enough to support team debate and conversation?

Delivers customer or business-visible benefit?

Clear enough that team can estimate?

Divided into small enough blocks to complete within Sprint?

Clear acceptance criteria to know when it is “good enough?”


One Company’s Definition of ReadyUser Story, Acceptance Tests, Examples, Wire frame, Estimates

80


Irrelevant Information Causes Over-Estimation

SM

20 hrs

Spec 1

A

B

C

Same spec + irrelevant details

A

B

C

SM

39 hrs

Source: How to avoid impact from irrelevant and misleading info on your cost estimates, Simula research labs estimation seminar, Oslo, Norway, 2006

81


An Alternative Way to Think About Tasking

• The best teams get stories small and eliminate tasking.

• At ScrumInc we rarely do tasking but in some cases it is helpful for new people to understand how to complete a story.

• We have found thinking about tasking as acceptance tests is useful.

• Examples of tasks written as acceptance tests.

• A failed test was written

• Database access was completed

• Code cleanup was completed

• Integration testing was accomplished

82©2013 Rally Software Development Corp.


Books and Beyond

• On Monday we are opening a physical store on Broadway that sells products such as books, movies, music, and greeting cards.

• We need to decide what

must be done so we can

open on time.

83

© 1993-2015 Jeff Sutherland & Scrum Inc.© 2016 EBG Consulting, Inc. |

84

As a customer I want to buy a product

so I can enjoy it


85

1 options and value


86

product options

Alternatives, choices, possibilities…to achieve a goal or solve a problem for its stakeholders.


87

7 product dimensionsFunctional

Nonfunctional


88

Explore Product Options

Identify High Value Options

Assemble Cohesive Combinations

product options


89

2 slicing


some agile teams

90

As a customer I want to buy a product

so I can enjoy it

action

user


slicing for value

91


92

User Options

Individual Buyer

Corporate Buyer

Club Member Buyer

Employee Buyer

New

Existing

Anonymous

Inactive

State OptionsUser Options

Option that yields the highest, immediate value for the next delivery cycle

Who wants to buy a product?


93

Action OptionsWhat typically happens when

an individual anonymous buyer wants to buy a product?

Verify product cost

Calculate tax amount

Calculate total purchase amount

Apply discount

Apply wrapping fee

Arrange for shipping

Secure payment

Adjust inventory

Generate receipt

Post payment to accounts receivable


94

Data Options

Product

Customer

Employee

Purchase

Payment

What data options are available for

an individual anonymous buyer?

Data Options

Type OptionsBook

Gift Card

Rewards Membership

State OptionsNew

Used

Type OptionsCash

Credit

Gift Card


95

Control Options

Payment currency must be specific to purchase

location

Cash payment denomination amount must not be

greater than ….

Receipt bar code is designed using…

What controls (policies/rules) could be enforced when

an individual anonymous buyer buys a new book,

paying with cash?


96

Environment Options

In the store

Online

On the phone

Where could the individual anonymous buyer

be when buying a new book, paying with cash?


97

Interface Options

Cash Payment Enter into cash machine

Manually provide cash

Cash Receipt Print in store

Fax

SMS

Email

What interfaces could be used with/by

an individual anonymous buyer ?


98

Quality Attribute Options

Availability

Performance

Security

Usability

Efficiency

Interoperability

and more ….

Make them quantifiable (testable)!

For printing a cash receipt what

quality attributes are need?


99

assemble options


100

sliced story with 7 dimensions

back of card

As a individual anonymous buyer

I need to purchase

so I can enjoy reading it

Payment currency must be specific…

a new book (cash payment)

Manually provide cash, printer for receipt

In the store

Response time to print cash receipt…

Verify product price, calc total…


visualizing

101

Download Options Board Kit at http://www.discovertodeliver.com/visual-language.php


102

As a Team Member, I need clear definitions

of READY and DONE so the Team can

complete the backlog quickly and effectively


What does it mean to be READY?

1. Defined clearly enough that all members of the team understand what must be done

• Includes team-developed tasking, if needed • Assume some ongoing discussion to refine, coordinate and clarify

2. Includes clear statement of resulting business value that allows the Product Owner to prioritize

3. Includes any required enabling specs, wire frames, etc.

4. Fully meet INVEST criteria for user stories • Estimated and sized to complete easily within one sprint

5. Free from external dependencies • i.e. there is nothing beyond the team’s control that must be done first in order to complete the story

103


What Does it Mean to be DONE?

1. “Definition of Done” (DoD) decided on beforehand – along with acceptance tests

• DoD can be standard across a group of common stories, or defined specifically for unique ones

2. Done means the feature has been developed, tested AND meets all required acceptance tests

3. Ideally, Done means the feature could be shipped to a customer

104


Some Definitions of Done

105

Default Definition of Done

• Acceptance tested

• Release notes written

• Releasable

• No increased technical debtDefault Definition of Done

• Unit/Integration tested

• Ready for acceptance test

• Deployed on demo server = I haven’t messed up

the codebase or cut

corners on quality

Default Definition of Done

• Releasable

What 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!

Source: Henrik Kniberg


106

As a Team Member I need to know how to Estimate Stories

in order to pull the right amount of work into a Sprint


Why can’t I just use hours?

107

• Assuming you work 24x7 there are 168 hours in a week.

• What happens when you reach that limit?

• Hours simply don’t scale!

• Trying to constantly adjust hours for teams that can do things faster, or for changes in team size, or skills, or numerous other factors is one of the key reasons our estimates are so bad.

• Using relative sizing with points eliminates these issues.

• Hours are also just guesses. Relative sizing is decision making based on fact. The actual size of the work.

• Points are an unambiguous and simple way to size work.


Where Agile Estimation Comes From …

• Rand Corporation received a grant from U.S. DOD in the 1940’s 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

• Delphi estimation technique has massive amount of research

• See Rand Corp. papers

108

Number of Published Papers on Delphi Technique ~ 6000PubMed only May 2015

Dalkey, Norman C. (1968) The Delphi Method: An Experimental Study of Group Opinion. Rand RM-5888-PRhttp://www.rand.org/content/dam/rand/pubs/research_memoranda/2005/RM5888.pdf

http://www.rand.org/content/dam/rand/pubs/research_memoranda/2005/RM5888.pdf


Faster, Better Estimating Strategy

• Don’t 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

• Estimate continuously during the project, not all up front

• Prefer verbal communication over detailed, written specifications

109


Why Fibonacci?

• Mathematical analysis shows exponential growth in estimation points is better than linear

• Fibonacci estimation has such a growth pattern and teams self-adjust to optimize practice using it

• Most common growth pattern seen in nature (S, M, L, XL)

• Distance between points is large enough for people to make a clear distinction between sizes

• For mathematical analysis see:

110

Why Progressive Estimation Scale is So Efficient for Teamshttp://www.yakyma.com/2012/05/why-progressive-estimation-scale-is-so.html

http://www.yakyma.com/2012/05/why-progressive-estimation-scale-is-so.html


The Fibonacci Sequence

• Barry Boehme called it the Wideband Delphi Technique for software

• http://www.youtube.com/watch?v=ahXIMUkSXX0111

http://www.youtube.com/watch?v=ahXIMUkSXX0


Best Estimation Technique

• Estimate stories • Pick smallest story and give it 3 story points

• Later you will develop more reference stories

• Estimate relative size of other stories independently, then share as a team

• Discuss outliers and vote again until all numbers are within 3 cards, then average.

• The Maximum Likelihood equation for most distributions is the average. For the Fibonacci it is more complicated but simulation shows the average is very close.

• Do not try to converge. The best estimate will almost never be a Fibonacci number!

As a X I want Y so that Z








8

2

3

5

1

2

5

13

112


Exercise: Awesome Estimation

• Let’s have a build party for Lego toys!

• How many toys can we build in a few hours?

• Lots of data available to check the quality of our estimates.

113


114


115


116


117


118


If the helicopter size is 3, what size is the work for the others?

119

3


Estimating Build Difficulty• Simple Rules

• Everyone takes out 1 suit (color) from their decks

• Hold the cards close to your chest

• The Scrum Master says “Play”

• Everyone lays down their card at the same time

• This eliminates “Anchoring” = voting based on someone else

• If all cards are within 3 numbers in the sequence, take the average & you are done

• If not, the outliers state [NOT DEBATE] their rationale and the team votes again (up to 3 times) until all numbers are within 3 cards, then average.

• If after 3 times, outliers exist, discard the high and low and average the rest.

• The Maximum Likelihood equation for most distributions is the average. For the Fibonacci it is more complicated but simulation shows the average is very close.

• Do not try to converge. The best estimate will almost never be a Fibonacci number!

120


1 2 3 5 813

21

# of pieces

1 2 3 5 813

21

Time

121

34

34

55

55


122

As a Team Member, I need an introduction to

Key Scrum Patterns that can

dramatically improve our performance


Scrum Team Hyper-productive Pattern Language

Teams that Finish Early Accelerate Faster

• Stable Teams - How you get started

• Yesterday’s Weather - How you pull backlog into a sprint

• Swarming - How you get work done quickly

• Interrupt Pattern - How to deal with interruptions during the sprint

• Daily Clean Code - How to get defect-free product at sprint end

• Scrum Emergency Procedure - Stop the line

• Scrumming the Scrum - How to ensure you improve continuously

• Happiness metric - How to ensure teams aren’t overburdened

Teams That Finish Early Accelerate Faster: A Pattern Language for High Performing Scrum Teams47th Hawaii International Conference on System Sciences (HICSS) By Jeff Sutherland, Neil Harrison, Joel Riddle January 2014

123


Pattern: Stable Teams

Dedicated Teams Can Double Productivity

124The Impact of Agile Quantified. Rally Software Development Corp. 2015


125

Pattern: Yesterday’s Weather

Use the last Sprint to predict the next Sprint

8

5

3

5

5

SprintBacklog

Actual Velocity = 18 points

Done!

Done!

Done!

Almost done

Not started

End of theSprintSince the team is stable, how much should we assume can be accomplished in the next Sprint?

Answer = 18 points !!!

But if we keep our expectations in line and implement the other strategies well,we will accelerate faster and be able to pullmore story points in!

If we try to pull more and fail, it will reduce morale,further reducing productivity.

NOTE: Take the average velocity for the last 3 Sprintsto get the value for Yesterday’s Weather. Keep recalculating throughout the release.


Pattern: Swarming Exercise: Getting Work Done

126

Requirement: Write the Arabic numerals “1” to “10”, the Roman

numerals “I” to “x”, and the Letter “A” to “J”

Time how long it takes to complete all steps using two different

work policies…

Policy B: Limit Work in Process (WIP)

Arabic Roman Letter

1 i A

2 ii B

4 iv D

6 vi F

8 viii H

3 iii C

5 v E

7 vii G

9 ix I

10 x J

Policy A: Never keep a customer waiting

Arabic Roman Letter

1 i A

2 ii B

4 iv D

6 vi F

8 viii H

3 iii C

5 v E

7 vii G

9 ix I

10 x J

Total time = _____ Total time = _____

A-B=CC/A=DA B


Weinberg Table of Project Switching Waste

127

Weinberg, Gerald M. (1992) Quality Software Management: Systems Thinking. Dorset House, p. 284.

Conclusion: If the whole team “swarms” on a project at once, it will be finished faster.


© 2

014

Sc

rum

In

c.

© 2011-2014 Jeff Sutherland © 2

014

Sc

rum

In

c.

© 2011-2014 Jeff Sutherland 128

8

5

3

5

5

5

3

5

5

8

Product Backlog

PO

Support

Sales

Management

On Buffer Overflow ABORT, Replan, Dates Slip

Beginning of sprint

8

5

5

3

Sprint Backlog

Kaizen

5 Now

Later

Low Priority

Buffer 10

Pattern: Interrupt Pattern Implement a Buffer


Using the Buffer for Cross-Team Communication

129

CPO

PO POPOPO POProduct Line POs

Team POs

PO PO PO PO PO PO PO PO PO PO POPOPOPO

Bug

DONE


Pattern: Daily Clean Code scrumplop.org

... bugs turn into features at midnight ...

Here we discuss bugs that arise within the sprint. Pre-existing 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 Interrupt Pattern (put in the Buffer).

Velocity is limited because a team spends time dealing with too many bugs.

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 shouldn’t 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 it’s 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.

130

http://scrumplop.org


Pattern: Scrum Emergency ProcedureKnow How to Respond when All Hell Breaks Lose

When team is more than 20% behind, execute the Scrum Emergency Procedure by mid-Sprint: • Innovate - do something different

• Identify impediments, root cause analysis, remove impediments, otherwise ...

• Offload Sprint Backlog - get someone else to do it, otherwise ...

• Reduce scope in collaboration with Product Owner, or if this is not possible then ...

• Abort the Sprint • Recommended for new teams that need to learn

how to do better estimates

131

buyinggoldcoins.net


Pattern: Scrumming the Scrum

Use Scrum to Make Scrum Better

1.Identify top process

improvement in the Scrum

Retrospective (the Kaizen)

2.Put the Kaizen in Sprint Backlog

with measurable acceptance

tests

3.Review the Kaizen at Sprint

Review like any other story

Benefits:

• Finish the Sprint early

• Pull forward future work

• Increase Yesterday’s Weather

• Now more backlog can be pulled

Teams that finish early typically

accelerate faster.

132

During retrospective

, team members list likes/dislikes of previous

sprint

Discuss dislikes and how they

limit performance

Top improvement agreed on by

team

Create story for resolving,

with definition of

DONE

Add to top of sprint

backlog as the team kaizen


Pattern: The Happiness MetricFocusing on Team Happiness to Guide Improvement

133

For each person:

1. On a scale of 1-5, how happy are you with your role in the company?

2. On the same scale, how happy are you with the company?

3. What specific events or activities increased your happiness?

4. What specific events or activities decreased your happiness?

5. What would increase your happiness moving forward?

For the team:

• What would make the team as a whole happier in the next sprint?

• Identify the top priority for the team

• Execute the pattern “Scrumming the Scrum”

The Happiness Metric is included as part of the Sprint Retrospective meeting…


Employee Happiness is Important

• People are naturally motivated by intrinsic factors as well as traditional extrinsic ones

• This is not just “warm and fuzzy”…happier people do better work, and are more effective

• Doctors in a positive mode show three times the

intelligence and creativity and diagnose 19% faster

• Optimistic salespeople outsell pessimistic ones by 56%

• Retail stores with higher employee life satisfaction

generate $21 more in earnings/SF than the other stores

(Gallup)134

MoneyPowerStatus

PurposeMastery

AutonomyIntr

insic

Extr

insic


Scrum and Hyper-Productive Patterns Work Because

they Counteract the 7 Wastes of Product Development

• Partially done work

• Extra features

• Lost knowledge

• Handoffs

• Task switching

• Delays

• Defects

Never

45%

Rarely

19%

Sometimes

16%

Often

13%

Always

7%

Features and functions used in a typical system:

Source: Standish Group Study Reported at XP2002 by Jim Johnson, Chairman

2/3 of the stuff we build is rarely or

never used!

Only 1/5 of the stuff we build is used

often or always!

There is surely nothing quite so useless as doing with great efficiency what should not be done at all. Peter Drucker 135


Exercise: Double Velocity

• As a team list at least 11 ways to double velocity.

136


11 Ways to Double Velocity

• Stable teams

• Yesterday’s weather - finish early

• Dedicated teams

• Daily Scrum

• Interrupt buffer

• Small teams

• Ready backlog

• Fix bugs within a day

• T-shaped people

• All testing completed inside the sprint

• Collocation

• 211

is 2048 times better137


138

As a Team Member I want to understand

the Role of Management in implementing Scrum on a larger scale


Gartner - Technical Professional Advice 2012 Planning Guide: Application Delivery Strategies

• Business users are losing patience with old-school IT culture. Relationships are tense and resentful. Legacy systems and practices impede a quick response to market conditions.

• Adopt a product perspective.

• Say goodbye to waterfall.

• Improve cross-competency collaboration.

• Launch a deep usability discipline.

• Start a technical debt management program.

139

Why should anyone adopt Scrum?

Bottom line = GET AGILE = ADOPT SCRUM


Agile Success Rates 2011-2015 Standish Group International, Inc.

Waterfall vs Agile 2011-2015 Data

Previously Published Data 2002-2010


• Provide challenging prioritized goals for the teams

• Eliminate organizational debt • Create a business plan/organization that works

• Provide all resources the teams need

• Identify and remove impediments for the teams • Assure teams are set up to maximize velocity

• Remove waste - eliminate technical debt

• Hold Product Owners accountable for value delivered per point

• Hold Scrum Masters accountable for process improvement and team happiness

• Hold Development Teams accountable for quality increase and technical debt remediation

141

Management Becomes Leadershipand Leadership has Responsibilities


Agile Leadership understands:

• Product Backlog flows to stable teams

• Not people to projects

• Measure production per sprint (velocity)

• Not time to produce product that doesn’t work

• Update plan based on real data (velocity)

• Not a GANNT chart

• Always deliver early

• 80% of value is in 20% of features

• Having a problem is the most important thing to have

• The Kaizen is always the top priority story

142


Our Newly Certified Class !!! Scrum@Scale - NYC May 23 & 24 2016

Product Ownership Cycle

Scrum Master Cycle

Backlog Prioritization

Backlog Decomposition &

Refinement

Release Planning

Team-Level Process

Release Management

Product & Release Feedback

Metrics & Transparency

Continuous Improvement & Impediment Removal

Cross-Team Coordination

Strategic Vision

Organization Level

Enterprise

Business Unit

Team

Executive Action Team

Backlog Decomposition &

Refinement

Delighting the Customer

143


Scrum Team Exercise

As a class group we need a Course Review

in order to retain knowledge

144


145


XP Game - Backlog Refinement Planning = 10 minutes

Sprint = 3 minutes Retrospective = 2 minutes

• Product Owner fetches product backlog • Scrum Master fetches paper, balloons, etc. • For each story in backlog:

• Team estimates relative complexity(story points)

• Product Owner prioritize stories • Teams estimates how many cards can get done in three

minute sprint • Product Owner captures estimates and actuals

• Sum of business value of all cards / sum of story points for all cards

146


Sprint Goal

• Maximize Business Value delivered

• PO - maximize revenue/point

• SM - maximize velocity

147


Next Steps

149

As a class group we need a Course Retrospective in order to wrap up effectively


Scrum Team Exercise

As a class group we need to Answer Each Other’s Questions to build our skill as enterprise agile coaches

150


High Functioning Scrum Team

151https://www.youtube.com/watch?v=szr0ezLyQHY


Stay Connected

Scruminc.com• For up coming events, new content releases, and more! • [email protected]

ScrumLab• articles, online courses, tools, and papers on all things scrum• www.scruminc.com/scrumlab

Blog• http://www.scruminc.com/category/blog/

Online Courses• Visit the Scrumlab store to view upcoming topics.

Twitter, Facebook, and G+• @ScrumInc, @jjsutherland, and scrum inc.

152

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http://www.scruminc.com/category/blog/


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