The ScrumButt Test

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SCRUM IN PRACTICE“Transforming the World of Work”

ScrumButt Test

WELCOME• Please use the CHAT tool in the left side of the ONStream

interface to enter your:

• Name

• Industry

• Company

• Location

• Are you a CSM or hold another Lean AGILE Certification? If so, which one?

2EXAMPLE: Ron Kantor – Financial Services – Bank of America – Charlotte – Yes, I hold a CSM

AGENDA

1. Brief Intro

2. Purpose of pilot & webinar series

3. Intro to ScrumButtTest

4. Taking the ScrumButt test together

5. Retro on Test

6. Using the ScrumButtTest

7. Fishbowl Challenge

8. Open Questions

9. Hot Topics

10. Coming Attractions

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Joe Little Dr. Ron Kantor with pet snake

Introducing Today’s Subject Matter Expert & His Sidekick Facilitator

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Joe Little Dr. Ron Kantor

Introducing Today’s Subject Matter Expert & His Sidekick Facilitator

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Introducing YourselvesReview Chat & Randomly Select People

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AGENDA

1. Brief Intro




5. Retro on Test



8. Open Questions

9. Hot Topics


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PURPOSE OF THIS SESSION• Our goal is to make these sessions as valuable

to you as possible

• The first of a series of high-level webinars

• Focus on content, session design & tools

We need and want your feedback and suggestions for improvement at the

conclusion of this session8

TAKE-AWAYS FOR THIS SESSION

• You understand the ScrumButt Test

• You get a sense of where your Team ranks and what it needs to improve on

• You have a tool, to work with them, to help you and your team to become better.

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OTHER VALUES OF ATTENDINGWEBINAR SERIES

• Increase the probability of your success in using Lean-Agile-Scrum.

• Explore new tools and tactics

• Build your professional network of peers & Lean-Agile experts

• Later: Provide access to Knowledge capital

Overall Focus:To increase the penetration and success of Lean-

Agile-Scrum Practice as a means to workplace productivity and engagement (satisfaction)

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AGENDA

1. Brief Intro




5. Retro on Test



8. Open Questions

9. Hot Topics


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POLL EVERYWHERE:LOGISTICS & PROCESS

If you haven’t got the AP yet, go to appropriate source & down load.Then, go to PollEv.com/josephlittle583

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Receive "Logistics' Email" &

download Poll

Everywhere App to

your device.

In session, we'll use

the App to support polling.

Stay in the OnstreamSession,

while responding

on your device

before time is up.

Review results,

see where you stand

and discuss

CAN YOU POLL EVERYWHERE?

• Let’s check or test that…

• We will ask a simple question on the next slide….

• Have you already downloaded & installed the Poll Everywhere app on your smartphone?

• If so, Go to PollEv.com/josephlittle583

• Then, you should see the following poll… (in a smartphone or web version)

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When activated, Timer appears here

AGENDA

1. Brief Intro




5. Retro on Test



8. Open Questions

9. Hot Topics


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TOPIC: SCRUMBUTT TEST

• Why was it developed?

• When?

• What is it? (basics)

• Why do you care?

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THE ORIGIN

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ScrumButtKudos to Eric Gunnerson for coining the term ScrumButt in 2006.

CSM v9.3 © Jeff Sutherland 1993-2008; © Joe Little 201618

SCRUM’S RULES OF THE GAME

Should you play a game by its rules?

Of course, yes.

Why? Well, because it helps you.

Of course, also, your organization is human and “everyone breaks the rules”.

We will ask several of you…

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SCRUM IS AN ECO-SYSTEM

Scrum is based on a number of things being in-place.

You do not play any game with part of the rules.

You will get more out of Scrum if you play by all the rules.

There are some additional things that we think are ‘essential’ in this way almost all the time.

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MEANING OF SCRUMBUTT TEST

• When we* started, we thought: “Just an oil change and checking the tires.”

• Later discovered: “The better the score, the better the results.” Somewhat surprising.

• Why does the improvement happen?


* Jeff Sutherland and others

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DEFINING ESSENTIALS

• Let’s define Scrum, or the essentials of Scrum, in the following slide….

• We start with 3 categories: Roles, Meetings, and Artifacts.

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SCRUM IS A SIMPLE FRAMEWORK


AGENDA

1. Brief Intro




5. Retro on Test



8. Open Questions

9. Hot Topics


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THE SCRUMBUTT TEST

• The following is a version of Jeff Sutherland’s ScrumButt Test.

• We will score numerically. We think the numbers have meaning, but are not precise. Somewhat subjective.

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THE SCRUMBUTT TEST

• Are you iterative?• Sprints are 4 weeks or less• Features are tested and working by the end of the Sprint• Sprints start with an Enabling Specification

• Are you doing Scrum?• You know who the Product Owner is• There is a Product Backlog prioritized by Business Value• The Product Backlog has estimates created by the Team• The Team generates burndown charts and knows their

velocity• There are no project managers (or anyone else) disrupting the

Team


DIRECTIONS & PROCESSDirections:

You are about to take a test that is a diagnostic of your current Scrum team or one you worked with recently.

There are no “right answers” just your perception based on experience and judgement.

We are using a ten point scale.

In some instances, there are conditions where you will have to make a subjective assessment.

Go ahead, it’s OK!

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We’ll show each question

& choicesYou will have 2 minutes or less

to respond

We’ll have a look at results & discuss the

“what” & probe the “why”

Increased

Insight

QUESTION 1: ITERATIONS

• No iterations - 0• Iterations > 6 weeks - 1• Variable length < 6 weeks - 2• Fixed iteration length 6 weeks - 3• Fixed iteration length 5 weeks - 4• Fixed iteration 4 weeks or less - 10


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QUESTION 2: TESTING

• No dedicated QA - 0• Unit tested - 1• Feature tested - 5• Features tested as soon as completed - 7• Software passes acceptance testing - 8• Software is deployed - 10


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QUESTION 3: ENABLING SPECIFICATION

• No requirements - 0• Big requirements documents - 1• Poor user stories - 4• Good requirements - 5• Good user stories - 7• Just enough, just in time specifications - 8• Good user stories tied to specifications as

needed - 10


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QUESTION 4: PRODUCT OWNER

• No Product Owner - 0• Product Owner who doesn’t understand Scrum - 1• Product Owner who disrupts team - 2• Product Owner not involved enough with team - 2• Product Owner with clear Product Backlog

estimated by team before Sprint Planning Meeting (READY) - 5

• Product Owner with release roadmap with dates based on team Velocity - 8

• Product Owner who motivates team - 10CSM v9.3 © Jeff Sutherland 1993-2008; © Joe Little 201635

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QUESTION 5: PRODUCT BACKLOG

• No Product Backlog - 0• Multiple Product Backlogs - 1• Single Product Backlog - 3• Product Backlog clearly specified and prioritized

by ROI before Sprint Planning (READY) - 5• Product Owner has release plan based on Product

Backlog - 7• Product Owner can measure ROI based on real

revenue, cost per Story Point, or other metrics -10


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QUESTION 6: ESTIMATES

• Product Backlog not estimated - 0• Estimates not produced by team - 1• Estimates not produced by

Planning Poker - 5• Estimates produced by Planning Poker by

team - 8• Estimate error < 10% - 10


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QUESTION 7: SPRINT BURNDOWN CHART

• No burndown chart - 0• Burndown chart not updated by team - 1• Burndown chart in hours/days not accounting for

work in progress (partial tasks burn down) - 2• Burndown chart only burns down when task is

done (TrackDone pattern) - 4• Burndown only burns down when story is done - 5• And… the team knows Velocity - 8• And… the Product Owner release plan based on

known Velocity - 10CSM v9.3 © Jeff Sutherland 1993-2008; © Joe Little 201641

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QUESTION 8: TEAM DISRUPTION• Manager or project leader disrupts team - 0• Product Owner disrupts team - 1• Managers, project leaders or team leaders

assigning tasks - 3• Have project leader and Scrum roles - 5• No one disrupting team, only Scrum roles -

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Organizational Patterns of Agile Software Development by Coplien and Harrison (2004)


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AGENDA

1. Brief Intro




5. Retro on Test



8. Open Questions

9. Hot Topics


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DEBRIEF RESPONSES

• Comments so far – Ron & Joe

• Comments so far - by Attendees?

• List scores on 8 Questions

• Reveal Avg Score across all 8 Questions

• Comments

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IMPACT• You are where you are – it’s ok. Everyone has “room for

improvement”.

• You know you want to be better.

• Use the Test to guide you where to be better.

• Experience shows that going from [5.5] to [6.5] is meaningful

• More Fun

• Higher Velocity

• Higher Business Value delivered

• And….Use the ScrumButt Test with your Team.

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AGENDA

1. Brief Intro




5. Retro on Test

6. Using the ScrumButt Test


8. Open Questions

9. Hot Topics


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HOW TO USE THE TEST

• Understand the Test better (what we just did)

• Help your Team take the Test together

• Let them accept where they are. (It’s ok)

• Challenge them to get better.

• Identify what to change first. (Impediment List!)

• Soon they will move from [5.5] to [6.5]…Important!

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MORE ABOUT HOW

Consider two types:

• Team Impediments

• Manager Impediments

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ONE AT A TIMEFOCUS & EVOLVE AS A TEAM

• This is a key principle.

• “If you want to change the world, make your bed.”

• “Little things are big.” (Yogi Berra)

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AGENDA

1. Brief Intro




5. Retro on Test



8. Open Questions

9. Hot Topics


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THE CHALLENGE & CONTEXT• The Challenge:

You have 1 hour to conduct a team meeting to deal with the challenge set up in the case.How will you use it?

• Case Set Up:

• You are an Agile Coach working with different teams. (No official authority, but some influence.)

• ONE full time Team of 7. A PO, a SM, 5 Doers.

• 3 Chickens: A manager, a BA, and a business stakeholder ‘around’ the Team.

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THE SPECIFIC CHALLENGE• We have three people in the Fishbowl: Bruce, Becky, and Howard who

will constitute an Expert Panel

• We will ask a series of questions to the panel and they will have the opportunity to respond in turn. This is a collaborative, not a competitive challenge! If we have time, participants in the audience will have an opportunity to ask the panel questions or just place them into Chat room and we’ll ask.

• Questions:

• What’s your plan for the Hour?

• What’s your basic plan for the next 2 weeks?

• What are your issues or concerns? (Add your own color.)

• Discourse Technique: “Yes, and….”. You can say “Ok, but…”

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MORE CONTEXT

• You know that your Team is not doing Scrum (Agile) fully.

• The Team is not well – perhaps they are set up for failure.

• You are not sure about the most important root cause. (You guess there are several important ones.) And you are concerned about how to motivate them to change.

• You want to use the Scrum-Butt Test as a way to lead the Team to the next level.

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THE SPECIFIC CHALLENGE• We have three people in the Fishbowl: Bruce, Becky, and Howard who

will constitute an Expert Panel

• We will ask a series of questions to the panel and they will have the opportunity to respond in turn. This is a collaborative, not a competitive challenge! If we have time, participants in the audience will have an opportunity to ask the panel questions or just place them into Chat room and we’ll ask.

• Questions:

• What’s your plan for the Hour?

• What’s your basic plan for the next 2 weeks?

• What are your issues or concerns? (Add your own color.)

• Discourse Technique: “Yes, and….”. You can say “Ok, but…”

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DEBRIEF OF CASE STUDY FISH BOWL CHALLENGE

• Why did we do this:

• Test your mettle

• Think fast on your feet

• Provide rest of participants a chance to learn from others’ experience

• We plan to do similar-type activities in the future. Don’t forget to provide your feedback on this activity and how we might improve it.

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AGENDA

1. Brief Intro




5. Retro on Test



8. Open Questions

9. Hot Topics


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OPEN QUESTIONS

• Here are three questions that you want us to address.

• 1

• 2

• 3

• We have a few minutes to discuss

• Some may become the main topic for a whole session.

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If you have a question on this topic which wasn’t answered, please email themto Joe or Ron afterwards.

OPEN QUESTIONSDepending upon timing, we’ll examine now or use them as pointers for future discussion.

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Let’s go to the electronic whiteboard

AGENDA

1. Brief Intro




5. Retro on Test


7. FishbowlChallenge

8. Open Questions

9. Hot Topics


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HOT TOPICS

• These are a few things we wanted to share quickly that reflect the state of the art of Scrum practice and Lean Agile.

• We hope you find the following Links and Knowledge Tools useful in your own practice.

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HOT TOPICS

• ScrumPLOP.org. It includes Impediment List. See: https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language/impediment-list

• Executive Action Team. See: https://www.scruminc.com/eat/

•

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AGENDA

1. Brief Intro




5. Retro on Test



8. Open Questions

9. Hot Topics


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COMING ATTRACTIONS (TOPICS)

• We did a survey on the following 8 topics.

• The top vote getter got 59%. The lowest got 32%. So, all were “liked”.

• But, as ‘thank-you’ for your help, we want your help to prioritize more

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COMING ATTRACTIONS (MAIN TOPICS)

1. How to manage “urgent” work that wants to bust your Sprint Backlog commitment

2. How to be a great ScrumMaster

3. Agile Adoption and/or Transformation (#1 of several)

4. How should Managers manage with Agile/Scrum

5. Getting stories ready-ready before the Sprint

6. Scaling: The good, the bad and the ugly

7. How to be a great Product Owner

8. “We aren’t getting our Stories done? What should I do?”

9. Managing the Impediment List better

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Because at this point in the Webinar, time is short, we encourage you to email your additional suggestions for topics to Joe and Ron

YOUR SUGGESTIONS FOR FUTURE WEBINAR TOPICS?

You can also email your suggestions directly to Joe or Ron or submit them as part of your formal eval.

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Let’s go to the electronic whiteboard(If time permits)

BIGGEST TAKE-AWAY

• What is the biggest thing that Joe wants you to take away? Come away with? (Hint: Do.)

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THANK YOU

• Thank you!

• Outside the “Webinar” – Ron will get your feedback.

• This is the first in our series of webinars focusing on Lean-Agile-Scrum.

• Hope to see you here next time.

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WEBINAR OVER –FEEDBACK BEGINS

• Now, Ron will now get your feedback.

• Later:

• We will send you a survey monkey form via email. Please, please do respond!

• This is the first in our series of webinars focusing on Lean-Agile-Scrum

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EVALUATION - DEBRIEF

• Set up:You’ll be receiving an electronic survey that will allow us to quantify your responses and gather more detailed suggestions for improvement.

• For the next half hour, we’d like to get your general impressions by conducting a simple Plus – Delta. Plus an “add – subtract”.

• We’ll start by using a round table format for each direction and then open up the discussion

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PLUSWHAT YOU LIKED


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DELTAWHAT YOU DISLIKED


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WHAT SHOULD BE ADDED?You can also email your suggestions directly to Joe or Ron or submit them as part of your formal eval.

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APPENDICES

The following pages are additional material for your review.

We have added some comments, but largely you are on your own to hash out the meaning of these.

Do not neglect the references at the end.

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MY SUGGESTIONS

• Your answers were good.

• Some (other) answers are on the following 2 pages.

• Note: Scrum is simple, yet the list is long.

• Note: You mentioned much more than will be covered on the ScrumButt Test.

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A FEW KEY WORDS

• Story-pointing

• Increasing Velocity

• 100% allocated and all-in together

• Fixing impediments

• Fun

• Inspired

• Collaboration with Business

• Business Stakeholders

• Enabling spec

• MMFS/MVP

• Sustainable pace

• Focus on one release at a time

• Automated testing

• Continuous integration

• Courage

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A FEW MORE KEY WORDS

• Good user stories

• Business Value Points

• Useful Chickens

• Dementors controlled

• Maximizing ROI

• Ready-ready criteria

• Pair programming

• Good DOD

• Team spirit

• Deliver faster

• Slow down to go faster

• Collocation

• Good collaboration

• Honesty

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EXPLANATION

• The following slide is a detailed explanation about the Track Done. Cf. ScrumPLOP.org

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Track Done - Scrum pattern by Jim Coplien… you have a burn-down chart that you are using to track remaining work. The burn-down chart is a visible picture of the project state, and serves as a team motivator and sanity check.

It is easy to interpret the burn-down chart as a good portrayal of estimated remaining time, and to use that portrayal to develop confidence in meeting the Sprint’s actual business goals of done functionality.

Usually, team members update the burn-down chart daily to reflect adjustments to the amount of remaining work. Such updates reflect a desire to have as good knowledge as is possible about the effort remaining. These estimates are made in mid-stream and reflect increases that arise from emergent requirements. However, given that one emergent requirement has been discovered in a task doesn’t imply that no others remain. While the confidence in an estimate usually improves with each revision and with continued work on the task, unusually wicked problems seem never to converge.

On the other hand the Product Owner is not centrally interested in partially completed work, only in items that are done and potentially shippable. Since the goal of Scrum is to achieve the Sprint target agreed with the Product Owner, and to reduce risk, the focus should be on done. Emergent requirements increase risk, and the Product Owner is certainly interested if estimates expand. Because there may always be emergent requirements, any estimate of remaining time based on work mid-stream in a task has a higher degree of uncertainty than the relatively risk-free estimate of zero remaining time for done items.

In theory, it is possible for the remaining time on a burn-down chart to be quite near zero, yet to have few (or perhaps zero!) tasks in the done state.

Therefore:

Update the Product Backlog in only two cases: reducing the amount of remaining known work if the task is done; and increasing the amount of known work if the task grows in size due to emergent requirements or other insights gained during the Sprint. Do not reduce the amount of remaining work that arises from progress on partially completed tasks.

The team and Product Owner have a better picture of the state of the Sprint with respect to the Sprint’s business goals of delivering done functionality. The team can revise estimations in the middle of a Sprint with more confidence because they are not dependent on the unknown remaining time for partially completed tasks. Yet, the risks incurred by the “surprises” of emergent requirements are embraced and made visible.

It is impossible, using this approach, to come near the end of a Sprint with a burn-down chart that projects success even if the Sprint only ends with 90% of the tasks 90% done.

There is a chance that a completed task can become “un-completed” by emerging requirements in some other task during the sprint. For such cases, see the pattern Domino Effect.

This pattern was suggested by Jeff Sutherland, co-founder of Scrum, and he reports that it is widely used by his clients.

James O. CoplienWednesday, September 24, 2008


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REFERENCE MATERIAL

• http://www.leanagiletraining.com/better-agile/the-scrumbutt-test/

• http://www.leanagiletraining.com/category/scrumbutt-test/

• https://www.slideshare.net/jhlittle/scrumbutt-what-it-is-how-to-avoid-it

• https://www.scrumalliance.org/community/articles/2013/february/you-may-be-a-scrum-but

• http://www.think-pi.de/Scrum-Nokia-test-english

• https://www.scruminc.com/official-scrumbutt-test-otherwise-known/

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Date post:	22-Jan-2018
Category:	Technology
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The ScrumButt Test

Technology