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Getting Agile with Scrum

Mike Cohn
6 December 2013
1

We’re losing the relay race
“The… ‘relay race’ approach to product
development…may conflict with the goals of
maximum speed and flexibility. Instead a
holistic or ‘rugby’ approach—where a team
tries to go the distance as a unit, passing the
ball back and forth—may better serve today’s
competitive requirements.”
Hirotaka Takeuchi and Ikujiro Nonaka, “The
New New Product Development Game”,
Harvard Business Review, January 1986.

®

© 2003–2012 Mountain Goat Software®

2
“Apple employees talk incessantly about what
they call ‘deep collaboration’ or ‘crosspollination’ or ‘concurrent engineering.’
“Essentially it means that products don’t pass
from team to team. There aren’t discrete,
sequential development stages. Instead, it’s
simultaneous and organic.
“Products get worked on in parallel by all
departments at once—design, hardware,
software—in endless rounds of interdisciplinary
design reviews.”
®

Source: “How Apple Does It,” Time Magazine,
October 24, 2005 by Lev Grossman

© 2003–2012 Mountain Goat Software®

3

Scrum has been used by:
• Microsoft
• Yahoo
• Google
• Electronic Arts
• IBM
• Lockheed Martin
• Philips
• Siemens
• Nokia
• Capital One
• BBC
• Intuit
®

• Apple
• Nielsen Media
• First American Corelogic
• Qualcomm
• Texas Instruments
• Salesforce.com
• John Deere
• Lexis Nexis
• Sabre
• Salesforce.com
• Time Warner
• Turner Broadcasting
• Oce

© 2003–2009 Mountain Goat Software®

4
Scrum has been used for:
•
•
•
•
•
•
•
•
•

Commercial software
In-house development
Contract development
Fixed-price projects
Financial applications
ISO 9001-certified
applications
Embedded systems
24x7 systems with 99.999%
uptime requirements
the Joint Strike Fighter

•
•
•
•
•
•
•
•
•

Video game development
FDA-approved, life-critical
systems
Satellite-control software
Websites
Handheld software
Mobile phones
Network switching
applications
ISV applications
Some of the largest
applications in use
© 2003–2009 Mountain Goat Software®

®

5

Characteristics
•
•
•
•
•
•
®

Self-organizing teams
Product progresses in a series of month-long
“sprints”
Requirements are captured as items in a list of
“product backlog”
No specific engineering practices prescribed
Uses generative rules to create an agile
environment for delivering projects
One of the “agile processes”
© 2003–2009 Mountain Goat Software®

6
Project noise level

Complex
Co

m

pli

ca

Source: Strategic Management and
Organizational Dynamics by Ralph Stacey in
Agile Software Development with Scrum by
Ken Schwaber and Mike Beedle.

te

d

Simple
Close to
Certainty

Close to
Agreement

Anarchy

Technology

Far from
Certainty

Requirements

Far from
Agreement

© 2003–2012 Mountain Goat Software®
2003–2009

®

Scrum

7

24 hours

Sprint
1-4 weeks

Sprint goal
Return
Return
Cancel
Gift wrap
Vouchers
Gift wrap
Cancel
Product
backlog
®

Sprint
backlog

Potentially shippable
product increment

Vouchers

© 2003–2012 Mountain Goat Software®

8
Sprints
• Scrum projects make progress in a series of
“sprints”

• Typical duration is 2–4 weeks or a calendar
month at most

• A constant duration leads to a better rhythm
• Product is designed, coded, and tested during
the sprint

© 2003–2009 Mountain Goat Software®

®

9

Sequential vs. overlapping
development
Requirements

Design

Code

Test

Rather than doing all of
one thing at a time...
...Scrum teams do a little
of everything all the time

Source: “The New New Product Development Game” by Takeuchi
and Nonaka. Harvard Business Review, January 1986.
®

© 2003–2009 Mountain Goat Software®

10
No changes during a sprint
Change

• Plan sprint durations around how long you can
commit to keeping change out of the sprint

© 2003–2009 Mountain Goat Software®

®

11

Scrum framework
Roles

• Product owner
• ScrumMaster
• Team
Ceremonies
• Sprint planning
• Sprint review
• Sprint retrospective
• Daily scrum meeting
Artifacts

• Product backlog
• Sprint backlog
• Burndown charts
®

© 2003–2012 Mountain Goat Software®

12
Scrum framework
Roles

• Product owner
• ScrumMaster
• Team
Ceremonies
• Sprint planning
• Sprint review
• Sprint retrospective
• Daily scrum meeting
Artifacts

• Product backlog
• Sprint backlog
• Burndown charts
© 2003–2012 Mountain Goat Software®

®

13

Product owner
• Define the features of the product
• Makes scope vs. schedule decisions
• Responsible for achieving financial goals of the
project
Prioritize the product backlog

•
• Adjust features and priority every sprint, as
•
®

needed 
Accept or reject work results

© 2003–2009 Mountain Goat Software®

14
The ScrumMaster
•
•
•
•
•

Responsible for enacting Scrum values
and practices
Removes impediments
Coaches the team to their best possible
performance

•

Helps improve team productivity in any way possible

Enable close cooperation across all roles and
functions
Shield the team from external interference
© 2003–2009 Mountain Goat Software®

®

15

The team
•
•
•

•
•
®

Typically 5-9 people
Cross-functional:

•

Programmers, testers, user experience designers, etc.

Members should be full-time
• May be exceptions (e.g., database administrator)

Teams are self-organizing

•

Ideally, no titles but rarely a possibility

Membership should change only between sprints
© 2003–2009 Mountain Goat Software®

16
Scrum framework
Roles

• Product owner
• ScrumMaster
• Team

Ceremonies

• Sprint planning
• Sprint review
• Sprint retrospective
• Daily scrum meeting

Artifacts

• Product backlog
• Sprint backlog
• Burndown charts
© 2003–2012 Mountain Goat Software®

®

17

Sprint planning meeting
Who

• Team,

ScrumMaster, & Product
Owner

Agenda

• Discuss
•

top priority product
backlog items
Team selects which to do

Why

®

• Know what will be worked on
• Understand it enough to do it

Sprint
goal
Sprint
backlog

© 2003–2012 Mountain Goat Software®

18
Sprint planning
•
•
•

Team selects items from the product backlog they can
commit to completing
Sprint backlog is created

•
•

Tasks are identified and each is estimated (1-16 hours)
Collaboratively, not done alone by the ScrumMaster

High-level design is considered

As a vacation
planner, I want to
see photos of the
hotels.

Code the middle tier (8 hours)
Code the user interface (4)
Write test fixtures (4)
Code the foo class (6)
Update performance tests (4)
© 2003–2009 Mountain Goat Software®

®

19

The daily scrum
• Parameters
•
•
•

Daily
15-minutes
Stand-up

•
•

Whole world is invited
Only team members, ScrumMaster, product
owner, can talk

• Not for problem solving

• Helps avoid other unnecessary meetings
®

© 2003–2009 Mountain Goat Software®

20
Everyone answers 3 questions
What did you do yesterday?
What will you do today?
Is anything in your way?

1
2
3

• These are not status for the ScrumMaster
•

They are commitments in front of peers

© 2003–2009 Mountain Goat Software®

®

21

The sprint review
• Team presents what it accomplished during
the sprint
takes the form of a demo
• Typically or underlying architecture of new
features
• Informal
•
•

2-hour prep time rule
No slides

• Whole team participates
• Invite the world
®

© 2003–2009 Mountain Goat Software®

22
Sprint retrospective
• Periodically take a look at what is and is not
•
•
•

working
Typically around 30 minutes
Done after every sprint
Whole team participates

•
•
•
•

ScrumMaster
Product owner
Team
Possibly customers and others
© 2003–2009 Mountain Goat Software®

®

23

Start / Stop / Continue
• Whole team gathers and discusses what they’d
like to:

Start doing
Stop doing
This is just one
of many ways
to do a sprint
retrospective.
®

Continue doing

© 2003–2009 Mountain Goat Software®

24
Scrum framework
Roles

• Product owner
• ScrumMaster
• Team
Ceremonies
• Sprint planning
• Sprint review
• Sprint retrospective
• Daily scrum meeting
Artifacts

• Product backlog
• Sprint backlog
• Burndown charts
© 2003–2012 Mountain Goat Software®

®

25

Product backlog
• The requirements
• A list of all desired work on

This is the
product backlog
®

the project
• Ideally expressed such that
each item has value to the
users or customers of the
product
• Prioritized by the product
owner
• Reprioritized at the start of
each sprint

© 2003–2009 Mountain Goat Software®

26
A sample product backlog
Backlog item

Estimate

Allow a guest to make a reservation

3

As a guest, I want to cancel a reservation.

5

As a guest, I want to change the dates of a
reservation.

3

As a hotel employee, I can run RevPAR
reports (revenue-per-available-room)

8

Improve exception handling

8

...
...

30
50
© 2003–2012 Mountain Goat Software®

®

Sprint goal
A short statement

of what the work
will be focused on
during the sprint

27

Sprint 7
Implement basic shopping
cart functionality including
add, remove, and update.

Sprint 8
The checkout process—pay
for an order, pick shipping,
order gift wrapping, etc.
®

© 2003–2009 Mountain Goat Software®

28
Managing the sprint backlog
•
•
•

Individuals sign up for work of their own choosing

•

Work is never assigned

Estimated work remaining is updated daily
Any team member can add, delete or change the
sprint backlog

•
•

Work for the sprint emerges

•

Update work remaining as more becomes known

If work is unclear, define a sprint backlog item with a
larger amount of time and break it down later

© 2003–2009 Mountain Goat Software®

®

29

A sprint backlog
Tasks
Code the user interface

Mon Tues Wed Thur Fri
8

4

8

Code the middle tier

16

12

10

4

Test the middle tier

8

16

16

11

8

8

8

8

8

8

4

Write online help
Write the foo class
Add error logging

®

12
8

© 2003–2012 Mountain Goat Software®

30
A sprint burndown chart
1,000

Hours

800
600
400

5/24/02

5/20/02

5/13/02

5/6/02

0

4/29/02

200

© 2003–2012 Mountain Goat Software®

®

Tasks

Mon Tues Wed Thur

Code the user interface
Code the middle tier
Test the middle tier

8
16
8

Write online help

4
12
16

8
10
16

31

Fri

12

7
11

8

50

Hours

40
30
20
10
0

®

Mon

Tue

Wed

Thu

Fri

© 2003–2012 Mountain Goat Software®

32
Scalability
•
•

•
®

Typical individual team is 7 ± 2 people

•

Scalability comes from teams of teams

Factors in scaling

•
•
•
•

Type of application
Team size
Team dispersion
Project duration

Scrum has been used on projects of over 1,000
people
© 2003–2009 Mountain Goat Software®

33

Scaling through the Scrum
of scrums

®

© 2003–2012 Mountain Goat Software®

34
Communities of
Practice help scale
and cut across
Scrum teams
Programmers

Testers

DBAs
UI Designers
ScrumMasters
®

© 2003–2012 Mountain Goat Software®

35

A Scrum reading list
•
•
•
•
•
•
•
•
•
®

Agile Estimating and Planning by Mike Cohn
Agile Game Development with Scrum by Clinton Keith
Agile Product Ownership by Roman Pichler
Agile Retrospectives by Esther Derby and Diana Larsen
Agile Testing: A Practical Guide for Testers and Agile Teams by Lisa
Crispin and Janet Gregory
Coaching Agile Teams by Lyssa Adkins
Essential Scrum by Kenneth Rubin
Succeeding with Agile: Software Development using Scrum by Mike
Cohn
User Stories Applied for Agile Software Development by Mike Cohn
© 2003–2009 Mountain Goat Software®

36
About this presentation...
• A Creative Commons version of this
presentation is available at:

www.mountaingoatsoftware.com/scrum-a-presentation

• Available in Keynote and PowerPoint format
• Translated into 25 languages (so far!)

© 2003–2009 Mountain Goat Software®

®

37

Mike Cohn
mike@mountaingoatsoftware.com
www.mountaingoatsoftware.com
twitter: mikewcohn

®

© 2003–2012 Mountain Goat Software®

38

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Getting Agile with Srum

  • 1. Getting Agile with Scrum Mike Cohn 6 December 2013 1 We’re losing the relay race “The… ‘relay race’ approach to product development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive requirements.” Hirotaka Takeuchi and Ikujiro Nonaka, “The New New Product Development Game”, Harvard Business Review, January 1986. ® © 2003–2012 Mountain Goat Software® 2
  • 2. “Apple employees talk incessantly about what they call ‘deep collaboration’ or ‘crosspollination’ or ‘concurrent engineering.’ “Essentially it means that products don’t pass from team to team. There aren’t discrete, sequential development stages. Instead, it’s simultaneous and organic. “Products get worked on in parallel by all departments at once—design, hardware, software—in endless rounds of interdisciplinary design reviews.” ® Source: “How Apple Does It,” Time Magazine, October 24, 2005 by Lev Grossman © 2003–2012 Mountain Goat Software® 3 Scrum has been used by: • Microsoft • Yahoo • Google • Electronic Arts • IBM • Lockheed Martin • Philips • Siemens • Nokia • Capital One • BBC • Intuit ® • Apple • Nielsen Media • First American Corelogic • Qualcomm • Texas Instruments • Salesforce.com • John Deere • Lexis Nexis • Sabre • Salesforce.com • Time Warner • Turner Broadcasting • Oce © 2003–2009 Mountain Goat Software® 4
  • 3. Scrum has been used for: • • • • • • • • • Commercial software In-house development Contract development Fixed-price projects Financial applications ISO 9001-certified applications Embedded systems 24x7 systems with 99.999% uptime requirements the Joint Strike Fighter • • • • • • • • • Video game development FDA-approved, life-critical systems Satellite-control software Websites Handheld software Mobile phones Network switching applications ISV applications Some of the largest applications in use © 2003–2009 Mountain Goat Software® ® 5 Characteristics • • • • • • ® Self-organizing teams Product progresses in a series of month-long “sprints” Requirements are captured as items in a list of “product backlog” No specific engineering practices prescribed Uses generative rules to create an agile environment for delivering projects One of the “agile processes” © 2003–2009 Mountain Goat Software® 6
  • 4. Project noise level Complex Co m pli ca Source: Strategic Management and Organizational Dynamics by Ralph Stacey in Agile Software Development with Scrum by Ken Schwaber and Mike Beedle. te d Simple Close to Certainty Close to Agreement Anarchy Technology Far from Certainty Requirements Far from Agreement © 2003–2012 Mountain Goat Software® 2003–2009 ® Scrum 7 24 hours Sprint 1-4 weeks Sprint goal Return Return Cancel Gift wrap Vouchers Gift wrap Cancel Product backlog ® Sprint backlog Potentially shippable product increment Vouchers © 2003–2012 Mountain Goat Software® 8
  • 5. Sprints • Scrum projects make progress in a series of “sprints” • Typical duration is 2–4 weeks or a calendar month at most • A constant duration leads to a better rhythm • Product is designed, coded, and tested during the sprint © 2003–2009 Mountain Goat Software® ® 9 Sequential vs. overlapping development Requirements Design Code Test Rather than doing all of one thing at a time... ...Scrum teams do a little of everything all the time Source: “The New New Product Development Game” by Takeuchi and Nonaka. Harvard Business Review, January 1986. ® © 2003–2009 Mountain Goat Software® 10
  • 6. No changes during a sprint Change • Plan sprint durations around how long you can commit to keeping change out of the sprint © 2003–2009 Mountain Goat Software® ® 11 Scrum framework Roles • Product owner • ScrumMaster • Team Ceremonies • Sprint planning • Sprint review • Sprint retrospective • Daily scrum meeting Artifacts • Product backlog • Sprint backlog • Burndown charts ® © 2003–2012 Mountain Goat Software® 12
  • 7. Scrum framework Roles • Product owner • ScrumMaster • Team Ceremonies • Sprint planning • Sprint review • Sprint retrospective • Daily scrum meeting Artifacts • Product backlog • Sprint backlog • Burndown charts © 2003–2012 Mountain Goat Software® ® 13 Product owner • Define the features of the product • Makes scope vs. schedule decisions • Responsible for achieving financial goals of the project Prioritize the product backlog • • Adjust features and priority every sprint, as • ® needed  Accept or reject work results © 2003–2009 Mountain Goat Software® 14
  • 8. The ScrumMaster • • • • • Responsible for enacting Scrum values and practices Removes impediments Coaches the team to their best possible performance • Helps improve team productivity in any way possible Enable close cooperation across all roles and functions Shield the team from external interference © 2003–2009 Mountain Goat Software® ® 15 The team • • • • • ® Typically 5-9 people Cross-functional: • Programmers, testers, user experience designers, etc. Members should be full-time • May be exceptions (e.g., database administrator) Teams are self-organizing • Ideally, no titles but rarely a possibility Membership should change only between sprints © 2003–2009 Mountain Goat Software® 16
  • 9. Scrum framework Roles • Product owner • ScrumMaster • Team Ceremonies • Sprint planning • Sprint review • Sprint retrospective • Daily scrum meeting Artifacts • Product backlog • Sprint backlog • Burndown charts © 2003–2012 Mountain Goat Software® ® 17 Sprint planning meeting Who • Team, ScrumMaster, & Product Owner Agenda • Discuss • top priority product backlog items Team selects which to do Why ® • Know what will be worked on • Understand it enough to do it Sprint goal Sprint backlog © 2003–2012 Mountain Goat Software® 18
  • 10. Sprint planning • • • Team selects items from the product backlog they can commit to completing Sprint backlog is created • • Tasks are identified and each is estimated (1-16 hours) Collaboratively, not done alone by the ScrumMaster High-level design is considered As a vacation planner, I want to see photos of the hotels. Code the middle tier (8 hours) Code the user interface (4) Write test fixtures (4) Code the foo class (6) Update performance tests (4) © 2003–2009 Mountain Goat Software® ® 19 The daily scrum • Parameters • • • Daily 15-minutes Stand-up • • Whole world is invited Only team members, ScrumMaster, product owner, can talk • Not for problem solving • Helps avoid other unnecessary meetings ® © 2003–2009 Mountain Goat Software® 20
  • 11. Everyone answers 3 questions What did you do yesterday? What will you do today? Is anything in your way? 1 2 3 • These are not status for the ScrumMaster • They are commitments in front of peers © 2003–2009 Mountain Goat Software® ® 21 The sprint review • Team presents what it accomplished during the sprint takes the form of a demo • Typically or underlying architecture of new features • Informal • • 2-hour prep time rule No slides • Whole team participates • Invite the world ® © 2003–2009 Mountain Goat Software® 22
  • 12. Sprint retrospective • Periodically take a look at what is and is not • • • working Typically around 30 minutes Done after every sprint Whole team participates • • • • ScrumMaster Product owner Team Possibly customers and others © 2003–2009 Mountain Goat Software® ® 23 Start / Stop / Continue • Whole team gathers and discusses what they’d like to: Start doing Stop doing This is just one of many ways to do a sprint retrospective. ® Continue doing © 2003–2009 Mountain Goat Software® 24
  • 13. Scrum framework Roles • Product owner • ScrumMaster • Team Ceremonies • Sprint planning • Sprint review • Sprint retrospective • Daily scrum meeting Artifacts • Product backlog • Sprint backlog • Burndown charts © 2003–2012 Mountain Goat Software® ® 25 Product backlog • The requirements • A list of all desired work on This is the product backlog ® the project • Ideally expressed such that each item has value to the users or customers of the product • Prioritized by the product owner • Reprioritized at the start of each sprint © 2003–2009 Mountain Goat Software® 26
  • 14. A sample product backlog Backlog item Estimate Allow a guest to make a reservation 3 As a guest, I want to cancel a reservation. 5 As a guest, I want to change the dates of a reservation. 3 As a hotel employee, I can run RevPAR reports (revenue-per-available-room) 8 Improve exception handling 8 ... ... 30 50 © 2003–2012 Mountain Goat Software® ® Sprint goal A short statement of what the work will be focused on during the sprint 27 Sprint 7 Implement basic shopping cart functionality including add, remove, and update. Sprint 8 The checkout process—pay for an order, pick shipping, order gift wrapping, etc. ® © 2003–2009 Mountain Goat Software® 28
  • 15. Managing the sprint backlog • • • Individuals sign up for work of their own choosing • Work is never assigned Estimated work remaining is updated daily Any team member can add, delete or change the sprint backlog • • Work for the sprint emerges • Update work remaining as more becomes known If work is unclear, define a sprint backlog item with a larger amount of time and break it down later © 2003–2009 Mountain Goat Software® ® 29 A sprint backlog Tasks Code the user interface Mon Tues Wed Thur Fri 8 4 8 Code the middle tier 16 12 10 4 Test the middle tier 8 16 16 11 8 8 8 8 8 8 4 Write online help Write the foo class Add error logging ® 12 8 © 2003–2012 Mountain Goat Software® 30
  • 16. A sprint burndown chart 1,000 Hours 800 600 400 5/24/02 5/20/02 5/13/02 5/6/02 0 4/29/02 200 © 2003–2012 Mountain Goat Software® ® Tasks Mon Tues Wed Thur Code the user interface Code the middle tier Test the middle tier 8 16 8 Write online help 4 12 16 8 10 16 31 Fri 12 7 11 8 50 Hours 40 30 20 10 0 ® Mon Tue Wed Thu Fri © 2003–2012 Mountain Goat Software® 32
  • 17. Scalability • • • ® Typical individual team is 7 ± 2 people • Scalability comes from teams of teams Factors in scaling • • • • Type of application Team size Team dispersion Project duration Scrum has been used on projects of over 1,000 people © 2003–2009 Mountain Goat Software® 33 Scaling through the Scrum of scrums ® © 2003–2012 Mountain Goat Software® 34
  • 18. Communities of Practice help scale and cut across Scrum teams Programmers Testers DBAs UI Designers ScrumMasters ® © 2003–2012 Mountain Goat Software® 35 A Scrum reading list • • • • • • • • • ® Agile Estimating and Planning by Mike Cohn Agile Game Development with Scrum by Clinton Keith Agile Product Ownership by Roman Pichler Agile Retrospectives by Esther Derby and Diana Larsen Agile Testing: A Practical Guide for Testers and Agile Teams by Lisa Crispin and Janet Gregory Coaching Agile Teams by Lyssa Adkins Essential Scrum by Kenneth Rubin Succeeding with Agile: Software Development using Scrum by Mike Cohn User Stories Applied for Agile Software Development by Mike Cohn © 2003–2009 Mountain Goat Software® 36
  • 19. About this presentation... • A Creative Commons version of this presentation is available at: www.mountaingoatsoftware.com/scrum-a-presentation • Available in Keynote and PowerPoint format • Translated into 25 languages (so far!) © 2003–2009 Mountain Goat Software® ® 37 Mike Cohn mike@mountaingoatsoftware.com www.mountaingoatsoftware.com twitter: mikewcohn ® © 2003–2012 Mountain Goat Software® 38