1. AGILE &
SCRUM
ANDY BRANDT

2. THE USUAL INTRO
Founded 2007 as an agile software house,
now Poland’s leading provider of agile
knowledge.
www.agileszkolenia.pl
www.andybrandt.net
http://www.linkedin.com/in/andybrandt @andybrandt

3. ROUGH AGENDA
• AGILE – PUTTING IT IN PERSPECTIVE
• WHY IS THIS HAPPENING?
• SCRUM IN A NUTSHELL
• THE SCRUM PROMISE
• BENEFITS & LIMITATIONS OF SCRUM
• SCRUM – A TOOL FOR AGILE TRANSFORMATION?
• IS THIS JUST FOR SOFTWARE?

4. •RADICAL
MANAGEMENT •LEAN
•MANAGEMENT 3.0
•AGILE •KANBAN
•SCRUM
CHANGE IS HAPPENING - NEW WAVE OF
MANAGEMENT METHODS, PRACTICES,
BUZZWORDS.

5. WHY IS THIS
HAPPENING?

6. KEY TRENDS SHAPING
OUR WORLD
HIGH COMPLEXITY CONSTANT CHANGE

7. OUR CULTURE CONDITIONS US TO THINK ABOUT
SUCCESS AS AN ONE TIME EVENT

8. SUCCESS IS A STATE IN WHICH WE ARE
ADEQUATELY RESPONDING TO THE ENVIRONMENT

9. “ON TIME, WITHIN BUDGET, ALL FEATURES”?
WHAT COUNTS IS: IS THIS ADEQUATE TODAY?

10. • WHAT IS NEEDED IS AN APPROACH IN WHICH:
• CHANGE IS EASY (AND CHEAP), SO THAT THE INSTABILITY OF
REQUIREMENTS IS NOT A PROBLEM,
• WASTE IS ACTIVELY ELIMINATED TO FOCUS ON ACTIVITIES THAT
DELIVER CORE VALUE,
• TRANSPARENCY ALLOWS THE TRUTH ABOUT THE SITUATION TO BE
KNOWN WHICH IS A PRECONDITION FOR AN ADEQUATE REACTION,
http://www.flickr.com/photos/hisgett/
• TEAM WORK & DISPERSED AUTHORITY HELP LEVERAGE
EVERYONE’S BRAIN POWER.
• THOSE NEEDS ARE THE UNDERLYING DRIVERS OF THE AGILE & LEAN
– OF THE WHOLE “NEW WAVE OF MANAGEMENT”.

11. KEY FACTS
AGILE

12. AGILE MANIFESTO
INDIVIDUALS AND INTERACTIONS
OVER
PROCESSES AND TOOLS
WORKING SOFTWARE
OVER
COMPREHENSIVE DOCUMENTATION
CUSTOMER COLLABORATION
OVER
CONTRACT NEGOTIATION
RESPONDING TO CHANGE
OVER
FOLLOWING A PLAN

13. AGILE MANIFESTO
INDIVIDUALS AND INTERACTIONS
OVER
PROCESSES AND TOOLS
WORKING SOFTWARE
OVER
COMPREHENSIVE DOCUMENTATION
CUSTOMER COLLABORATION
OVER
CONTRACT NEGOTIATION
RESPONDING TO CHANGE
OVER
FOLLOWING A PLAN
www.agilemanifesto.org

14. AGILE’S CORE:
EMPIRISM
Inspect & Adapt

15. A VERY QUICK INTRODUCTION
SCRUM

16. SCRUM IS SIMPLE!
353
LISTS
EVENTS
ROLES
NOTHING TO TWEAK OR OMIT!

17. SCRUM
Daily
Scrum
24 h
Sprint
Sprint planning 1-4 weeks Sprint Review Retrospective
Product Sprint
backlog backlog
Increment

18. SCRUM COMPONENTS
ROLES ARTIFACTS EVENTS
• PRODUCT • INCREMENT • SPRINT
OWNER • PRODUCT • SPRINT
• DEVELOPMENT BACKLOG PLANNING
TEAM • SPRINT • DAILY SCRUM
• SCRUM MASTER BACKLOG • SPRINT REVIEW
• SPRINT
RETROSPECTIVE

19. SCRUM
Daily
Scrum
24 h
Sprint
Sprint planning 1-4 weeks Sprint Review Retrospective
Product Sprint
backlog backlog
Increment

20. ROLES
DEVELOPMENT DELIVERS COMPLETED INCREMENT EACH & EVERY SPRINT
3-9
PEOPLE
TEAM CONTAINS ALL COMPETENCIES NEEDED TO DO SO
SELF ORGANIZES AND MANAGES ITSELF
DELIVERS VALUE THROUGH PRODUCT
PRODUCT
OWNER
MANAGES THE PRODUCT BACKLOG
WORKS THE STAKEHOLDERS
AT ALL TIMES KNOWS WHAT THE PRODUCT SHOULD DO
ENSURES THE TEAM REACHES ITS MAXIMUM PRODUCTIVITY
MASTER
SCRUM
REMOVES IMPEDIMENTS AND PROVIDES “POLITICAL” COVER
GUARDS THE SCRUM PROCESS, TEACHES OTHERS
CHANGE AGENT

21. SCRUM
Daily
Scrum
24 h
Sprint
Sprint planning 1-4 weeks Sprint Review Retrospective
Product Sprint
backlog backlog
Increment

22. THE PRODUCT BACKLOG
• A LIST OF FUNCTIONALITY TO BE DEVELOPED –
TRADITIONAL NAME: REQUIREMENTS.
• ORDERED, WILL BE IMPLEMENTED IN THAT ORDERED
UNLESS CHANGED
• NO SUCH THING AS “EQUALLY IMPORTANT” ON THE
BACKLOG
• FEATURES USUALLY DESCRIBED WITH USER STORIES.

23. SCRUM
Daily
Scrum
24 h
Sprint
Sprint planning 1-4 weeks Sprint Review Retrospective
Product Sprint
backlog backlog
Increment

24. SPRINT PLANNING
• PLANNING THE WORK TO BE DONE IN THE UPCOMING SPRINT.
• DURING SPRINT PLANNING:
• PRODUCT OWNER TELLS DEVELOPMENT TEAM WHAT SHE/HE
WANTS
• DEVELOPMENT TEAM FORECASTS WHAT IT FEELS IT CAN DO
• DEVELOPMENT TEAM FIGURES OUT HOW TO ACTUALLY DO IT

25. SPRINT AS A ‘DEAL’
THE DEVELOPMENT TEAM CLIENTS
“WE WILL LEAVE YOU
“EVERY SPRINT YOU CAN ALONE FOR TWO WEEKS
HAVE US DO SOMETHING
AND WILL NOT INTERFERE
NEW AS YOU SEE FIT.”
WHILE YOU WORK.”
FLEXIBILITY
STABILITY

26. SCRUM
Daily
Scrum
24 h
Sprint
Sprint planning 1-4 weeks Sprint Review Retrospective
Product Sprint
backlog backlog
Increment

27. DAILY SCRUM
• 15 MINUTES
• ONLY THE DEVELOPMENT TEAM AND THE SCRUM
MASTER CAN TALK, BUT ANYONE CAN COME AND LISTEN.
• EVERYONE ANSWERS THREE QUESTIONS:
• WHAT WAS I DOING SINCE LAST SCRUM?
• WHAT I PLAN TO DO TODAY AFTER THIS SCRUM?
• WHAT IMPEDES ME?
• IMPORTANT: THOSE ARE NOT REPORTS FOR A BOSS, THIS
IS NOT A „STATUS MEETING” – THIS IS THE TEAM
SYNCHRONIZING.

28. SCRUM
Daily
Scrum
24 h
Sprint
Sprint planning 1-4 weeks Sprint Review Retrospective
Product Sprint
backlog backlog
Increment
Definition
of Done

29. DEFINITION OF DONE
• A SET OF CRITERIA USED TO DETERMINE WHETHER WORK ON AN ITEM
WAS COMPLETED AND THE DEVELOPMENT TEAM DELIVERED THE
FUNCTIONALITY THAT WAS REQUIRED.
• ONLY ITEMS MEETING THE DOD CAN BE INCLUDED IN THE INCREMENT.
• THIS IS WHERE THE QUALITY IS DEFINED.
• OLD SCRUM TERM: “POTENTIALLY SHIPPABLE PRODUCT INCREMENT” IS
A GREAT GUIDELINE ON WHAT QUALITY LEVEL IS EXPECTED.
• TO MEET THIS PRODUCT MUST BE FULLY INTEGRATED AT LEAST EVERY
SPRINT.

30. SCRUM
Daily
Scrum
24 h
Sprint
Sprint planning 1-4 weeks Sprint Review Retrospective
Product Sprint
backlog backlog
Increment

31. SPRINT REVIEW
• THE PRODUCT OWNER, SCRUM MASTER AND STAKEHOLDERS INSPECT
THE INCREMENT DURING A COLLABORATIVE WORKING SESSION WITH THE
DEVELOPMENT TEAM.
• POINTS:
• THIS IS NOT A DEMO – BUT WORKING ON A LIVE VERSION OF THE
SOFTWARE IS WELCOME.
• ANYONE INTERESTED CAN ATTEND.
(NOT COMPULSORY BUT ADVISABLE FOR ALL STAKEHOLDERS)
• POSSIBLE OUTCOMES (ADAPTATION) INCLUDE ALTERATION OF THE
PRODUCT BACKLOG, RELEASE DECISION OR DECISION TO END THE
PROJECT.
• RELEASING THE PRODUCT IS ALWAYS A BUSINESS DECISION!

32. SPRINT RETROSPECTIVE
• THE TEAM DISCUSSES HOW IT WORKED DURING THE SPRINT.
• A RETROSPECTIVE IS A COLLABORATIVE WORKING SESSION
FOCUSED ON HOW WORK WAS BEING DONE DURING THE SPRINT.
THE AIM IS TO IMPROVE THE TEAM.
• STAKEHOLDERS ARE NOT WELCOME TO THIS MEETING!

33. RETROSPECTIVE VS.
SPRINT REVIEW
SPRINT REVIEW SPRINT RETROSPECTIVE
STAKEHOLDERS/USERS TEAM INSPECTING
INSPECTING
WHAT HOW
WAS DONE. IT WAS DONE.
© ADM 1983-2011 All Rights Reserved v2.2

34. SCRUM
Daily
Scrum
24 h
Sprint
Sprint planning 1-4 weeks Sprint Review Retrospective
Product Sprint
backlog backlog
Increment

35. TIMEBOXES
• SPRINT – 1 WEEK TO 1 MONTH
• SPRINT PLANNING – 2 H / 1 WEEK OF SPRINT
• DAILY SCRUM – 15 MIN
• SPRINT REVIEW – 1 H / 1 WEEK OF SPRINT
• SPRINT RETROSPECTIVE – 45 MIN / 1 WEEK OF SPRINT
(THOSE ARE MAXIMAL TIMEBOXES – ALL EVENTS EXCEPT
SPRINTS CAN BE SHORTER IF THERE IS NOTHING MORE TO DISCUSS)

36. SCRUM
Daily
Scrum
24 h
Sprint
Sprint planning 1-4 weeks Sprint Review Retrospective
Product Sprint
backlog backlog
Increment

37. TO SUM IT ALL UP
• FIRST WORKING PRODUCT AFTER FIRST SPRINT.
• A NEW PRODUCTION-QUALITY VERSION OF THE
SOFTWARE EVERY SPRINT.
• EVERYONE CAN FOLLOW WHAT IS DONE EVERY
DAY.
• DIRECTION CAN CHANGE EVERY SPRINT.

38. TO SUM IT ALL UP
• FIRST WORKING PRODUCT AFTER FIRST SPRINT.
• A NEW PRODUCTION-QUALITY VERSION OF THE
SOFTWARE EVERY SPRINT.
• EVERYONE CAN FOLLOW WHAT IS DONE EVERY
DAY.
• DIRECTION CAN CHANGE EVERY SPRINT.
• MOST IMPORTANT FEATURES/CHANGES GO
FIRST.
• CAN BE STOPPED AT ANY POINT KEEPING VALUE

39. SCRUM
IS CREATING
CONSISTENCY
TO DEAL WITH
COMPLEXITY
KEN SCHWABER

40. KEY POINTS
TO REMEMBER
• SCRUM IS SIMPLE, BUT HARD TO USE.
• READY TO USE, TECHNICALLY SOUND PRODUCT EVERY SPRINT
• CROSS FUNCTIONAL TEAM – “DEVELOPER” MEANS EVERYONE WHO
CONTRIBUTES TO THE PRODUCT.
• CLEAR DELINEATION OF RESPONSIBILITIES

41. THE SCRUM PROMISE
S CRUM
WILL NOT IMPROVE THINGS.
S CRUM
WILL JUST MAKE EVERY PROBLEM
PAINFULLY VISIBLE.

42. SCRUM
ADVANTAGES
• CONSTANT DELIVERY OF VALUE – PRODUCT READY TO USE AFTER EACH SPRINT
• EARLY DELIVERY OF VALUE – PRODUCT MAY BE ACTUALLY INTRODUCED AFTER
JUST A COUPLE OF SPRINTS
• FLEXIBILITY – EVERY SPRINT THINGS CAN BE CHANGED, 180 DEGREES IF
NEEDED
• TRANSPARENCY – TRUE STATE OF THE PRODUCT IS KNOWN AT ALL TIMES
• TEAM IMPROVEMENT – A BETTER TEAM IS ALMOST SCRUM’S SECOND
DELIVERABLE
• INSTILLS EMPIRICAL MENTALITY & APPROACH IN ORGANIZATION

43. SCRUM LIMITATIONS
• ORGANIZES EXISTING WORK WITH EXISTING TEAMS – NOT HELPFUL IF
YOU DON’T HAVE BOTH YET
• SCALING – OTHER METHODS/FRAMEWORKS
IS AN OPEN CHALLENGE
HAVE TO BE USED – SAF, CIF ETC. – ABOVE TEAM LEVEL
• GOOD FOR DEVELOPMENT WORK, NOT FOR MAINTENANCE – KANBAN
IS A BETTER FIT HERE
• HARD TO USE FOR WORK THAT IS NOT INCREMENTAL IN ITS NATURE –
ARTISTS ETC.

44. SCRUM
BEYOND SOFTWARE?
• SCRUM’S ROOTS ARE IN NEW PRODUCT DEVELOPMENT (TAKEUCHI, NONAKA)
• SCRUM IS BASED ON EMPIRICAL PROCESS CONTROL
• THEREFORE, SHOULD FIT ALL CASES WHERE
• THERE IS LOTS OF RISK (OUTCOMES CAN’T BE EXACTLY
PREDICTED AT THE OUTSET),
• THERE IS A DEFINED PRODUCT,
• A SMALL TEAM CAN BE FORMED THAT WILL BE ABLE TO BUILD THE
PRODUCT END-TO-END

45. “AGILE
TRANSFORMATION”
• WHY?
• MAKE USE OF PRODUCT-LEVEL FLEXIBILITY ENABLED BY AGILE IN
YOUR BUSINESS.
• SHORTEN CONNECTION BETWEEN THE DEVELOPERS AND THE
USERS
• AGILITY IS A STATE, IT IS NOT A PROCESS, YOU CAN’T JUST
“IMPLEMENT IT” – SCRUM IS ONE OF TOOLS TO REACH THAT STATE
• KEY IS TO SHIFT CULTURE / THINKING INTO A CONTINUOUS
IMPROVEMENT MODEL

46. A CALL FOR
PRAGMATISM

47. PRAGMATIC LEADERSHIP
• THERE IS A LOT OF DOGMATISM IN THE AGILE COMMUNITY AND THE
WHOLE “NEW WAVE” MOVEMENT
• I ADVOCATE A MORE BALANCED APPROACH, BECAUSE:
• THE AGILE MOVEMENT DIDN’T UNCOVER ANYTHING
FUNDAMENTALLY NEW ABOUT THE HUMAN NATURE.
• FOR A LEADER (MANAGER) METHODS ARE JUST TOOLS. MAKE
SURE YOUR “LEADER’S TOOLBOX” HAS DIFFERENT TOOLS.
• MOST ENDEAVORS IN THE REAL WORLD WILL REQUIRE MORE THAN
ONE “TOOL” TO SUCCEED.

48. DIFFERENT NEEDS –
DIFFERENT WAYS
Project Type Characteristics Leader’s Job
High Turbulence Immediate action to re-establish order
No clear cause-and-effect Prioritize and select actionable work
Chaotic
Unknowables Look for what works rather than perfection
Many decisions and no time Act, sense, respond
Create bounded environments for action
More unpredictability than predictability Increase levels of interaction and communication
Complex Emergent answers Servant leadership
Many competing ideas Generate ideas
Probe, sense, respond
Utilize experts to gain insights
More predictability than unpredictability
Use metrics to gain control
Complicated Fact-based management
Sense, analyze, respond
Experts work out wrinkles
Command and control
Repeating patterns and consistent events Use best practices
Clear cause-and-effect Extensive communication not necessary
Simple
Well establish knowns Establish patterns and optimize to them
Fact based management Command and control
Source: “Leadership Framework for Decision Making,” Snowden and Boone, HBR, 2008

49. RECONCILING AGILE &
TRADITIONAL METHODS
• THE PROBLEM IS IN PHILOSOPHY, NOT TOOLS
• EMPIRICAL VS. PREDICTIVE – BOTH ARE APPROPRIATE, JUST FOR
DIFFERENT THINGS
• PLANNING IS NOT INHERENTLY BAD – MISTAKING PLANS FOR REALITY
IS
• LAST BUT NOT LEAST:
CULTURE IS EVERYTHING, PROCESSES ARE NOTHING

50. END

51. CONTACT
Founded 2007 as an agile software house,
now Poland’s leading provider of agile
knowledge.
www.agileszkolenia.pl
+48 12 379 34 14
www.andybrandt.net
http://www.linkedin.com/in/andybrandt @andybrandt