The document discusses techniques for implementing Scrum and agile practices. It recommends taking an iterative approach where requirements are gathered continuously throughout the project through early customer involvement, rather than gathering all requirements upfront. This allows for important discoveries to still be incorporated late in the project. It also shows a chart tracking story points committed versus completed over multiple sprints of a project, with completion percentages generally increasing each sprint.

1. Photo
©
javarman
-­‐
fotolia
File
1

2. • Stand Up!
• Talk individually with 3 people
:
– Why are you here?
– What are you 3 principal goals at work?
– What is preventing you from achieving these goals?
• When you’re finished,
.
File
1

3. Discovering Scrum

4. Why do we do Scrum?

5. Why do we do Scrum?

6. Why do we do Scrum?

7. Every Scrum Role, Activity and Artifact
helps you Inspect and Adapt
Inspect
Adapt

8. Photo
courtesy
of
Iain
Farrell@flickr

10. Photo
courtesy
of
Iain
Farrell@flickr

11. Certified Scrum Training
and Career Path

12. @peterstev
peter@saat-­‐network.ch

13. @peterstev
peter@saat-­‐network.ch

14. • What makes
great
projects?
• How does
Scrum work,
and why?
• Scrum and its
impact on
your
organization

15. Photo
©
leonardo
viD
-­‐
fotolia
…
while
experiencing
Scrum

16. • How does
Scrum work,
and why?
• Scrum and its
impact on
your
organization

17. • Think back...
• When were you involved in a project, which
really worked well? Everyone pulled together,
worked together, all for one and one for all?
• In 90 seconds, tell the story of this project to
your table mates.

18. • Note the person who told the “best” story, the
one which should be a role model moving
forward.
• Now switch tables so your are with as many new
people as possible.

19. • Now tell the same story, again!
• When were you involved in a project, which
really worked well? Everyone pulled together,
worked together, all for one and one for all?

20. • What are the stories we’d most like to emulate?
• Find the best story (from either the first or
second round) and put your hand on that
persons shoulder.
• Keep it there, until we find the top 3 stories.

21. Would the top 3 storytellers please
share their stories to everyone.

23. Photo
©
leonardo
viD
-­‐
fotolia

24. Management

25. Management
Clear Vision & Goals
Clear priorities
Clear decisions
Clear responsibilities
Management Support
for the Teams, People
& Project
• Focus
• Close cooperation
with the customer
• Motivated, Activated
& Empowered Team
Members
•
•
•
•
•

26. Management
Technical
Clear Vision & Goals
Clear priorities
Clear decisions
Clear responsibilities
Management Support
for the Teams, People
& Project
• Focus
• Close cooperation
with the customer
• Motivated, Activated
& Empowered Team
Members
• Short feedback loops
• Running systems
early
• Clear Acceptance
Criteria / Tests
• Good tools and
equipment
• Risks handled early
• Early and regular
integration
• Thorough Test Suite
• Automated Test Suite
•
•
•
•
•

27. Management
Technical
Clear Vision & Goals
Clear priorities
Clear decisions
Clear responsibilities
Management Support
for the Teams, People
& Project
• Focus
• Close cooperation
with the customer
• Motivated, Activated
& Empowered Team
Members
• Short feedback loops
• Running systems
early
• Clear Acceptance
Criteria / Tests
• Good tools and
equipment
• Risks handled early
• Early and regular
integration
• Thorough Test Suite
• Automated Test Suite
•
•
•
•
•

28. • What makes
great
projects?
• Scrum and its
impact on
your
organization

29. Photo:
(CC)
joeshlabotnik@flickr

30. Photo:
Peter
Stevens

33. Requirements
Analysis
Design
Development
Test
P1
P1
P1
P1
P1
t
Deadline

34. Requirements
Analysis
Design
Development
Test
P1
P1
P1
P1
P1
t

35. Requirements
Analysis
Design
Development
Test
P1
P1
P1
P1
P1
t

36. Requirements
Analysis
Design
Development
Test
P1
P1
P1
P1
P1
t

37. Requirements
Analysis
Design
Development
Test
P1
P1
P1
P1
P1
t

38. Requirements
P1
Analysis
P0
Design
Development
Test
P1
P0
P1
P0
P1
P0
P1
t

39. Requirements
P1
P2
Analysis
P0
P1
P2
P0
P1
P2
P0
P1
Design
Development
Test
P2
P0
P1
P2
t

40. Requirements
P1
P2
P3
Analysis
P0
P1
P2
P3
P0
P1
P2
P3
P0
P1
P2
Design
Development
Test
P0
P3
P1
P2
t

41. Requirements
P1
P2
P3
P4
P5
P6
Analysis
P0
P1
P2
P3
P4
P5
P0
P1
P2
P3
P4
P0
P1
P2
P3
Design
Development
Test
P0
P1
P2
t

42. Requirements
P1
P2
P3
P4
P5
P6
Analysis
P0
P1
P1
P2
P3
P4
P5
P0
P1
P2
P3
P4
P0
P1
P2
P3
Design
Development
Test
P0
P1
P2
t

43. Requirements
P1
P2
P3
P4
P5
P6
Analysis
P0
P1
P1
P2
P3
P4
P5
P1
P2
P3
P4
P1
P2
P3
P0
P1
P2
Design
Development
Test
P0
P0
t

44. Requirements
P1
P2
Analysis
P0
P1
P1
P2
P3
P4
P5
P0
P1
P2
P3
P4
P1
P2
P3
Design
Development
Test
P3
P0
P4
P5
P0
P6
P1
P2
t
Phase-­‐Driven
is
a
Dghtly
coupled
architecture.

45. • There is always a lot of Work in Progress
– change is hard
• Delays impact other projects
• Delays do not slow down the flow of new
requests
• People are fully allocated
– there is no time to do new things
• “Resource Allocation” is a continuous process
– Priorities are difficult to set and maintain

46. Team
P4
R-­‐A-­‐D-­‐D-­‐T
Actual
Release
P1
R-­‐A-­‐D-­‐D-­‐T
Actual
Release
P1
R-­‐A-­‐D-­‐D-­‐T
PotenDal
Release
PotenDal
Release
P1
R-­‐A-­‐D-­‐D-­‐T
P5
R-­‐A-­‐D-­‐D-­‐T

47. Team
1
P1
R-­‐A-­‐D-­‐D-­‐T
P1
R-­‐A-­‐D-­‐D-­‐T
P1
R-­‐A-­‐D-­‐D-­‐T
P4
R-­‐A-­‐D-­‐D-­‐T
P5
R-­‐A-­‐D-­‐D-­‐T
P2
R-­‐A-­‐D-­‐D-­‐T
P3
R-­‐A-­‐D-­‐D-­‐T
P3
R-­‐A-­‐D-­‐D-­‐T
P3
R-­‐A-­‐D-­‐D-­‐T
Team
2
P2
R-­‐A-­‐D-­‐D-­‐T
Scrum
is
a
loosely
coupled
architecture.

48. max
30
Days
Daily
Scrum
RetrospecDve
Done
Planning
-­‐
How
Review
Planning
-­‐
What
PotenDally
Shippable
Product

49. Product
Owner:
Voice
of
Customer
“Development”
Team:
Solves
the
problem
Scrum
Master:
Voice
of
Common
Sense,
Unblocks
Impediments

50. • What makes
great
projects?
• How does
Scrum work,
and why?

51. Photo:
Courtesy
of
Roman
Keller

52. Photo
©
Big
Stock
Photo

54. Source:
Étude
HERMES
et
agilite
au début du projet, d’une vision du produit décrivant clairement et de manière compréhensible
l’objectif final, tout en laissant consciemment un espace suffisant pour la navigation. Au cours du processus de développement, cet espace sera complété avec les exigences apportant la meilleure plusvalue. La collecte des exigences et la fixation des priorités correspondantes ne s’effectuent donc pas
au début seulement (up-front), mais en continu, par l’intégration précoce du client et d’autres experts
du domaine. Ainsi, des découvertes importantes peuvent encore être prises en compte même très
tard dans le projet. De telles constatations apportent souvent la meilleure plus-value et sont importantes pour la réussite du projet.

56. 15
120%
100%
80%
10
9
9
9
10
9
60%
40%
7
20%
5
0%
1
2
3
4
Sprint
(2
weeks)
SP
commifed
5
6
%
Done
Note:
Sprint
2
was
actually
a
three
week
sprint
with
13
points
commifed
and
delivered.
Data
is
normalized
to
a
2
week
sprint
for
readability.
%
of
Commi(ment
Finished
Forecast/Actual
in
SP
Commi(ed
and
Delivered
FuncAonality

57. Delivered
FuncAonality
50
15
52
45
40
36
30
10
28
20
19
10
10
0
0
Start
1
2
3
4
5
Note:
Sprint
2
was
actually
a
three
week
sprint
with
13
points
commifed
and
delivered.
Data
is
normalized
to
a
2
week
sprint
for
readability.
FuncDonalty
Remaining
Velocity
6
5
Velocity
FuncAonality
Remaining
"Backlog"
60

58. 120
100
Scope
80
60
40
20
0
Start
1
2
3
4
5
6
7
8
EsAmated
CompleAon
9
10
Note:
Sprint
2
was
actually
a
three
week
sprint
with
13
points
commifed
and
delivered.
Data
is
normalized
to
a
2
week
sprint
for
readability.
Full
Project
Reduced
Project
11
12

59. Build
the
right
thing
Figure out what
the right
thing
is!
Befer
ProducDvity
Build
it
well

61. • The waterfall
is poorly
suited for
software and
systems
development
• Modern
alternatives
e.g. Scrum
are available
and much
better
• You can be
much better
than you are!

62. Photo
©
leonardo
viD
-­‐
fotolia
We
have
a
lot
of
people…
And
many
quesDons….
How
do
we
know
that
the
most
important
quesDons
get
answered?

63. • 1 Question per moderation card
• One question per card / thick pen
• The question is a complete sentence, that ends
with a ‘?’
• Recommendation: Starts with a ‘W-Word’
– Why, What, When, Where, Which ( and How ;-)
– Yes/No Questions get a yes/no answer!
• Recommendation: Keep the question ‘small’

64. • The ‘owner’ of the question accepts the answer
• You may add expectations as notes to your
question

65. Requirements
Management in Scrum

66. Can you do fixed-price/
fixed-scope Projects in
Scrum?

67. Who is responsible for
Requirements
Management in Scrum?
I
want
to
understand
the
duDes
and
responsibiliDes
of
this
person

68. • Each table designates a time keeper and a
speaker/representative (need not be the same
person)
• Everyone take two minutes to write max three
questions
• Place the card on a wall
• Each person explains their questions (max 1
minute each )
• Speaker combines duplicates – and team uses
dot voting to select top two questions.

69. • Speakers bring #1 & #2 questions to plenum.
• Put #1 question on the board. (Use #2 if #1
question has been proposed already)
• Agree on order to handle the questions.
• Time 3 Minutes.

71. You
are
here

72. • Commit to doing Scrum!
• Training for Everyone
(including Customer &
Management)
• Definition of Ready
• Definition of Done
• Pair Immediately
• No Multitasking

73. • Everything in Sprint
Prioritized by Product
Owner
• Physical Task Board
• Short Sprints
• Improve Engineering
Practices
• Management does Scrum Too

74. “Some people invest
time in open source to
save money.
“Others invest money in
proprietary software to
save time and reduce
risk.”
-- MySQL
“The same applies to
training and coaching”
-­‐-­‐
Peter
Stevens
Picture courtesy of star5112 @ flickr

75. Photo
:
©
Julián
RovagnaD
–
Fotolia
Peter
Stevens
@peterstev
peter@saat-­‐network.ch
Training
CerDfied
Scrum
Master
3/4-­‐March-­‐14
Lisbon
For
Training
Coaching
or
TransisDons
Contact
Hugo
Lorenço
hugo.lorenco@agile21.com

76. • © 2006-2013 Peter Stevens
• Redistribution permitted under
Attribution-NonCommercial-ShareAlike 2.5
Generic
(CC BY
-NC-SA 2.5)
• Some image material © Fotolia or BigStockPhoto
and their respective photographers – used
under license