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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
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© 1993-2015 Jeff Sutherland & Scrum Inc.
3
As a group we need
Introductions to work together effectively
© 1993-2015 Jeff Sutherland & Scrum Inc.
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
© 1993-2015 Jeff Sutherland & Scrum Inc.
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
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Team Name - Learning
Backlog
Do Doing Done
Learning Objective
Learning Objective
Learning Objective
P.O. Firstname
S.M. Firstname
© 1993-2015 Jeff Sutherland & Scrum Inc.
“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
© 1993-2015 Jeff Sutherland & Scrum Inc.
As a Scrum Master I need to understand the Why of Scrum in order
to get the benefits of Scrum
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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
© 1993-2015 Jeff Sutherland & Scrum Inc.
ZScrum Production
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© 1993-2015 Jeff Sutherland & Scrum Inc.
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.
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Test
© 1993-2015 Jeff Sutherland & Scrum Inc.
Constraint = One Person, One Fold
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© 1993-2015 Jeff Sutherland & Scrum Inc.
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.
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Test
© 1993-2015 Jeff Sutherland & Scrum Inc.
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.
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Test
© 1993-2015 Jeff Sutherland & Scrum Inc.
Product Owner Tests
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© 1993-2015 Jeff Sutherland & Scrum Inc.
Agile DC ScrumInc Build Party 2013
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© 1993-2015 Jeff Sutherland & Scrum Inc.
World Record = 37
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© 1993-2015 Jeff Sutherland & Scrum Inc.
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
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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
© 1993-2015 Jeff Sutherland & Scrum Inc.
As a ScrumMaster I need to understand the Scrum Team Level Process
in order to be effective
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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
© 1993-2015 Jeff Sutherland & Scrum Inc.
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.
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@
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
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© 1993-2015 Jeff Sutherland & Scrum Inc.
Scrum’s Simple Rules = 3 Roles, 3 Artifacts, 5 Activities
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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
© 1993-2015 Jeff Sutherland & Scrum Inc.
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
© 1993-2015 Jeff Sutherland & Scrum Inc.
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
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PO
T TT
SM
© 1993-2015 Jeff Sutherland & Scrum Inc.
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
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© 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!
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© 1993-2015 Jeff Sutherland & Scrum Inc.© 1993-2014 Jeff Sutherland
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
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© 1993-2015 Jeff Sutherland & Scrum Inc.
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
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© 1993-2015 Jeff Sutherland & Scrum Inc.© 1993-2014 Jeff Sutherland
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
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Teams
© 1993-2015 Jeff Sutherland & Scrum Inc.
T - Shaped Team Members are Cross-Functional
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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
© 1993-2015 Jeff Sutherland & Scrum Inc.
Fractal Organization: Optimal Team Size = 4.6
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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
© 1993-2015 Jeff Sutherland & Scrum Inc.
51© 2011 Scrum Inc.
As a Team Member, I need a clear understanding of
All Five Activities in Scrum in order to operate efficiently
© 1993-2015 Jeff Sutherland & Scrum Inc.
© 2
01
2 S
cru
m In
c.
The Team-Level Scrum Process
Sprint
Release Backlog(points)
400
Refinement
52
© 1993-2015 Jeff Sutherland & Scrum Inc.
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
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© 1993-2015 Jeff Sutherland & Scrum Inc.
• 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
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Sprint Planning Time Boxed to two hours per week of Sprint length
© 1993-2015 Jeff Sutherland & Scrum Inc.
Estimating “Velocity” The Key Metric in Scrum
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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
© 1993-2015 Jeff Sutherland & Scrum Inc.
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
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PO
T TT
SM
© 1993-2015 Jeff Sutherland & Scrum Inc.
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?
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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
© 1993-2015 Jeff Sutherland & Scrum Inc.
Daily Scrum
Purpose
• Intensify team focus
• Increase collaboration and clarification
• Crush impediments
• Motivate team spirit
Best Practices
• Same time & place each day
• STAND UP !!!
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© 1993-2015 Jeff Sutherland & Scrum Inc.
Roles in the Daily Scrum
Team • Answer the 3 questions
• Decide if they can help others
• Be brutally honest in reporting impediments
• Share learning
Scrum Master • Facilitate the meeting
• 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
© 1993-2015 Jeff Sutherland & Scrum Inc.
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.
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© 1993-2015 Jeff Sutherland & Scrum Inc.
Measurement of Actual Velocity
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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
© 1993-2015 Jeff Sutherland & Scrum Inc.
Velocity is Plotted on the Sprint “Burndown Chart”
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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#
© 1993-2015 Jeff Sutherland & Scrum Inc.
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
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PO
T TT
SM
© 1993-2015 Jeff Sutherland & Scrum Inc.
• Team meeting that occurs at the end of the Sprint
• Usually following the Sprint Review
• Inspect and Adapt
• Focus on continuous improvement
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The RetrospectiveTime Boxed to 45 minutes per week of Sprint length
© 1993-2015 Jeff Sutherland & Scrum Inc.
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”
Scrum Master • Facilitate the meeting
• Focus on improvements that will enhance velocity
• Gauge the Team’s happiness
Product Owner • Be present
• Help capture learnings
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PO
T TT
SM
© 1993-2015 Jeff Sutherland & Scrum Inc.
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
© 1993-2015 Jeff Sutherland & Scrum Inc.
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
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• 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
© 1993-2015 Jeff Sutherland & Scrum Inc.
Product Backlog Composed of Different “Product Backlog Items” (PBIs)
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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
© 1993-2015 Jeff Sutherland & Scrum Inc.
• 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
© 1993-2015 Jeff Sutherland & Scrum Inc.
70
Backlog Maintenance
OR
VV
2017
Q4 2016
Q3 2016
June 2016
May 2016
Apr 2016
T
2016
2017
2018
2019
V
© 1993-2015 Jeff Sutherland & Scrum Inc.
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
As a helpdesk operator I want to see who is logged
in
View Invoice in HTML, PDF, or Excel format
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
Source: Henrik Kniberg
© 1993-2015 Jeff Sutherland & Scrum Inc.
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
Scrum Master • Facilitate the meeting
• Reinforce definitions of Ready and Done
Team • Estimate PBI’s
• Split epics/stories as needed
• Create acceptance tests
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PO
T TT
SM
© 1993-2015 Jeff Sutherland & Scrum Inc.
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
© 1993-2015 Jeff Sutherland & Scrum Inc.
74
As a Team Member, I need to write clear
User Stories to effectively communicate what needs
to be done
© 1993-2015 Jeff Sutherland & Scrum Inc.
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
© 1993-2015 Jeff Sutherland & Scrum Inc.
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
© 1993-2015 Jeff Sutherland & Scrum Inc.
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.
© 1993-2015 Jeff Sutherland & Scrum Inc.
What’s Wrong with This Story?
78
© 1993-2015 Jeff Sutherland & Scrum Inc.
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?”
© 1993-2015 Jeff Sutherland & Scrum Inc.
One Company’s Definition of ReadyUser Story, Acceptance Tests, Examples, Wire frame, Estimates
80
© 1993-2015 Jeff Sutherland & Scrum Inc.
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
© 1993-2015 Jeff Sutherland & Scrum Inc.
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.
© 1993-2015 Jeff Sutherland & Scrum Inc.
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.
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As a customer I want to buy a product
so I can enjoy it
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1 options and value
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product options
Alternatives, choices, possibilities…to achieve a goal or solve a problem for its stakeholders.
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7 product dimensionsFunctional
Nonfunctional
© 1993-2015 Jeff Sutherland & Scrum Inc.© 2016 EBG Consulting, Inc. |
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Explore Product Options
Identify High Value Options
Assemble Cohesive Combinations
product options
© 1993-2015 Jeff Sutherland & Scrum Inc.© 2016 EBG Consulting, Inc. |
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2 slicing
© 1993-2015 Jeff Sutherland & Scrum Inc.© 2016 EBG Consulting, Inc. |
some agile teams
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As a customer I want to buy a product
so I can enjoy it
action
user
© 1993-2015 Jeff Sutherland & Scrum Inc.© 2016 EBG Consulting, Inc. |
slicing for value
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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?
© 1993-2015 Jeff Sutherland & Scrum Inc.© 2016 EBG Consulting, Inc. |
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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
© 1993-2015 Jeff Sutherland & Scrum Inc.© 2016 EBG Consulting, Inc. |
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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
© 1993-2015 Jeff Sutherland & Scrum Inc.© 2016 EBG Consulting, Inc. |
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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?
© 1993-2015 Jeff Sutherland & Scrum Inc.© 2016 EBG Consulting, Inc. |
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Environment Options
In the store
Online
On the phone
Where could the individual anonymous buyer
be when buying a new book, paying with cash?
© 1993-2015 Jeff Sutherland & Scrum Inc.© 2016 EBG Consulting, Inc. |
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Interface Options
Cash Payment Enter into cash machine
Manually provide cash
Cash Receipt Print in store
Fax
SMS
What interfaces could be used with/by
an individual anonymous buyer ?
© 1993-2015 Jeff Sutherland & Scrum Inc.© 2016 EBG Consulting, Inc. |
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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?
© 1993-2015 Jeff Sutherland & Scrum Inc.© 2016 EBG Consulting, Inc. |
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assemble options
© 1993-2015 Jeff Sutherland & Scrum Inc.© 2016 EBG Consulting, Inc. |
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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…
© 1993-2015 Jeff Sutherland & Scrum Inc.© 2016 EBG Consulting, Inc. |
visualizing
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Download Options Board Kit at http://www.discovertodeliver.com/visual-language.php
© 1993-2015 Jeff Sutherland & Scrum Inc.
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As a Team Member, I need clear definitions
of READY and DONE so the Team can
complete the backlog quickly and effectively
© 1993-2015 Jeff Sutherland & Scrum Inc.
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
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© 1993-2015 Jeff Sutherland & Scrum Inc.
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
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© 1993-2015 Jeff Sutherland & Scrum Inc.
Some Definitions of Done
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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
© 1993-2015 Jeff Sutherland & Scrum Inc.
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As a Team Member I need to know how to Estimate Stories
in order to pull the right amount of work into a Sprint
© 1993-2015 Jeff Sutherland & Scrum Inc.
Why can’t I just use hours?
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• 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.
© 1993-2015 Jeff Sutherland & Scrum Inc.
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
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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
© 1993-2015 Jeff Sutherland & Scrum Inc.
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
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© 1993-2015 Jeff Sutherland & Scrum Inc.
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:
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Why Progressive Estimation Scale is So Efficient for Teamshttp://www.yakyma.com/2012/05/why-progressive-estimation-scale-is-so.html
© 1993-2015 Jeff Sutherland & Scrum Inc.
The Fibonacci Sequence
• Barry Boehme called it the Wideband Delphi Technique for software
• http://www.youtube.com/watch?v=ahXIMUkSXX0111
© 1993-2015 Jeff Sutherland & Scrum Inc.
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
As a X I want Y so that Z
As a X I want Y so that Z
As a X I want Y so that Z
As a X I want Y so that Z
As a X I want Y so that Z
As a X I want Y so that Z
As a X I want Y so that Z
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© 1993-2015 Jeff Sutherland & Scrum Inc.
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.
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© 1993-2015 Jeff Sutherland & Scrum Inc.
If the helicopter size is 3, what size is the work for the others?
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© 1993-2015 Jeff Sutherland & Scrum Inc.
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!
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1 2 3 5 813
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# of pieces
1 2 3 5 813
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Time
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As a Team Member, I need an introduction to
Key Scrum Patterns that can
dramatically improve our performance
© 1993-2015 Jeff Sutherland & Scrum Inc.
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
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© 1993-2015 Jeff Sutherland & Scrum Inc.
Pattern: Stable Teams
Dedicated Teams Can Double Productivity
124The Impact of Agile Quantified. Rally Software Development Corp. 2015
© 1993-2015 Jeff Sutherland & Scrum Inc.
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Pattern: Yesterday’s Weather
Use the last Sprint to predict the next Sprint
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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.
© 1993-2015 Jeff Sutherland & Scrum Inc.
Pattern: Swarming Exercise: Getting Work Done
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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
© 1993-2015 Jeff Sutherland & Scrum Inc.
Weinberg Table of Project Switching Waste
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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.
© 1993-2015 Jeff Sutherland & Scrum Inc.
© 2
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Sc
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In
c.
© 2011-2014 Jeff Sutherland © 2
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Sc
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In
c.
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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
© 1993-2015 Jeff Sutherland & Scrum Inc.
Using the Buffer for Cross-Team Communication
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CPO
PO POPOPO POProduct Line POs
Team POs
PO PO PO PO PO PO PO PO PO PO POPOPOPO
Bug
DONE
© 1993-2015 Jeff Sutherland & Scrum Inc.
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.
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© 1993-2015 Jeff Sutherland & Scrum Inc.
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
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buyinggoldcoins.net
© 1993-2015 Jeff Sutherland & Scrum Inc.
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.
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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
© 1993-2015 Jeff Sutherland & Scrum Inc.
Pattern: The Happiness MetricFocusing on Team Happiness to Guide Improvement
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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…
© 1993-2015 Jeff Sutherland & Scrum Inc.
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
© 1993-2015 Jeff Sutherland & Scrum Inc.
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
© 1993-2015 Jeff Sutherland & Scrum Inc.
Exercise: Double Velocity
• As a team list at least 11 ways to double velocity.
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© 1993-2015 Jeff Sutherland & Scrum Inc.
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
© 1993-2015 Jeff Sutherland & Scrum Inc.
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As a Team Member I want to understand
the Role of Management in implementing Scrum on a larger scale
© 1993-2015 Jeff Sutherland & Scrum Inc.
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.
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Why should anyone adopt Scrum?
Bottom line = GET AGILE = ADOPT SCRUM
© 1993-2015 Jeff Sutherland & Scrum Inc.
Agile Success Rates 2011-2015 Standish Group International, Inc.
Waterfall vs Agile 2011-2015 Data
Previously Published Data 2002-2010
© 1993-2015 Jeff Sutherland & Scrum Inc.
• 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
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Management Becomes Leadershipand Leadership has Responsibilities
© 1993-2015 Jeff Sutherland & Scrum Inc.
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
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© 1993-2015 Jeff Sutherland & Scrum Inc.
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
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© 1993-2015 Jeff Sutherland & Scrum Inc.
Scrum Team Exercise
As a class group we need a Course Review
in order to retain knowledge
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© 1993-2015 Jeff Sutherland & Scrum Inc.
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
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© 1993-2015 Jeff Sutherland & Scrum Inc.
Sprint Goal
• Maximize Business Value delivered
• PO - maximize revenue/point
• SM - maximize velocity
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© 1993-2015 Jeff Sutherland & Scrum Inc.
Next Steps
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As a class group we need a Course Retrospective in order to wrap up effectively
© 1993-2015 Jeff Sutherland & Scrum Inc.
Scrum Team Exercise
As a class group we need to Answer Each Other’s Questions to build our skill as enterprise agile coaches
150
© 1993-2015 Jeff Sutherland & Scrum Inc.
High Functioning Scrum Team
151https://www.youtube.com/watch?v=szr0ezLyQHY
© 1993-2015 Jeff Sutherland & Scrum Inc.
Stay Connected
Scruminc.com• For up coming events, new content releases, and more! • [email protected]
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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.
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SCRUM: THE ART OF DOING TWICE THE WORK IN HALF THE TIME
Sébastien Chabal 153