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Do Better Scrum
Scrum-Coaching
Scrum
bersicht
Von
Peter
Beck
Peter
Stevens
Andreas
Schliep
Peter
Beck
Bahnhofstrasse
21
6304
Zug
Schweiz
www.DasScrumTeam.com
tel:
+41.43.508.0987
email:
mail@DasScrumTeam.com
Scrum
Project Schedule
Kick-Off 1,5 - 3h
6 weeks to 18 month
Training 2 days
Backlog preparation
and estimation
~ 1 week
Clean up and
preparation of the work
environment ~ 1 week
Do
Better
Scrum
An unofcial set of tips and insights
into how to implement Scrum well
Written by Certified Scrum Coach and Trainer Peter Hundermark
ScrumSense
Peter Hundermark
Cape Town, November 2009
Second edition
Do Better Scrum 1
What is Scrum?
Derivation
Scrum is a management framework within which complex products can be
developed. Scrum is derived from work in knowledge management, complex adaptive
systems and empirical process control theory. It contains inuences from observed
software development patterns and the Theory of Constraints.
For decades software developers have been trying to employ dened methods of
working and managing projects. Dened methods are appropriate when the inputs are
well-dened and the method of converting these into outputs is predictable. Software
development and other forms of complex work are not suited to such methods. And
the high rate of project failures and customer dissatisfaction illustrates this amply.
2 Do Better Scrum
This way of working is based upon values of self-respect, respect for others, trust and
courage.
Applicability
While Scrum was rst applied to development of software products, it is suited to all
types of complex work. It is used today to manage software and hardware
development, support, advertising and marketing, churches and entire organisations.
Do Better Scrum 3
Agile Manifesto
In February, 2001, seventeen independent lightweight software methodologists and
thinkers met to talk and nd common ground. Amongst them were Scrum cofounders Jeff Sutherland and Ken Schwaber, together with Mike Beedle, who worked
on the initial Scrum patterns and co-authored the rst book on Scrum. The group
named themselves The Agile Alliance and agreed on a Manifesto for Agile Software
Development. They further dened a set of twelve principles behind the manifesto,
reproduced in full on the opposite page.
Commentary
The Agile Manifesto and its twelve principles have stood up (so far) for nearly a
decade. They remain the litmus test for all Agile methods and practitioners by which to
evaluate their way of working. The most vocal criticism has been the bias towards
software development, when Agile methods are more broadly applicable.
Note
Scrum is one avour of Agile. Adherence to the Agile Manifesto and all its principles
does not necessarily mean a team or organisation is following Scrum. However, nonadherence to ANY ONE of these principles does imply that you are NOT doing Scrum
(or Agile)!
space for notes
4 Do Better Scrum
Do Better Scrum 5
This is challenging to individuals who currently full this role and to managers in
organisations in which they work. Michele Sliger and Stacia Broderick have written a
helpful guide to the transition from Project Manager to Agile Coach [Sliger and
Broderick 2008].
There are no appointed leaders of the Scrum Team beyond the Product Owner and
ScrumMaster; none is required. The need for line managers is reduced, as teams
manage themselves to a great extent. It is not uncommon for 50 team members to
report directly to a single line manager in an organisation that has made the transition
to Agile.
Self-organisation
Self-organisation does not at all imply a laissez-faire approach; on the contrary, selforganised teams are highly disciplined. They are given full autonomy and carry
correspondingly greater responsibility for delivery accordance with their own
commitments. They are encouraged to take reasonable risks and to learn through
failure and self-reection. High trust and high commitment is an automatic outcome of
truly self-organising teams.
Teams new to Scrum will require some encouragement to explore their new, broader
boundaries and to take ownership. They frequently need to overcome strong muscle
memory of the poor ways in which they were managed and worked, sometimes for
years.
Self-organisation is not an option in Scrum; it is a core principle. Without this, highperforming teams will not happen. Caveat emptor!
6 Do Better Scrum
Product Owner
The responsibilities of the Product Owner role are:
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"
"
"
ScrumMaster
The responsibilities of the ScrumMaster role are:
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Team
The responsibilities of the Team or Team Member role are:
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"
Do Better Scrum 7
I nd two-week sprints a good length to start with. After three sprints, let the
team re-assess the sprint length.
Teams need three sprints to grasp the new concepts, break down old habits
and start to gel as a team.
Never do sprint planning on a Monday morning. The team is not yet at its
best and it is the most common day for holidays and sickness. Never hold
reviews or retrospectives on a Friday afternoon. The team is tired and
thinking about the weekend. Therefore choose sprint boundaries on
Tuesdays to Thursdays.
Teams running two-week sprints might be tempted to hold all sprint
boundary meetings in one day. In other words, start the day with the review,
then the retrospective; after lunch do sprint planning parts 1 and 2. The
thinking is to get all the meetings out of the way and have 9 full days to do
the work. In my experience there are two problems with this approach:
!
The team does not get that these meetings are part of the workin fact
the most important part to get right!
During the last part of the daysprint planning 2the team is brain-dead.
8 Do Better Scrum
Do Better Scrum 9
Sprint Review
The sprint review is sometimes, and wrongly, called the sprint demo. While it does
include a demonstration of the new features the team has completed during the sprint,
its primary purpose is to inspect what the team has delivered and gather feedback
from the attendees to adapt the plan for the succeeding sprint. Thus it is much more
than a demonstration.
The focus of the sprint review is the product the team is building.
When asked who should be invited to the sprint review, I answer the whole world. My
intent here is to help the ScrumMaster and the entire organisation understand that the
direct attention and feedback of a broad constituency of the organisation is crucial to
maximising the value the team will deliver in succeeding sprints. Sprint reviews have
many possible outcomes including cessation of the project. In most instances, the
team is authorised to continue for another sprint and a goal for this next sprint is set.
space for notes
10 Do Better Scrum
Sprint Retrospective
The sprint retrospective is the nal meeting of the sprint. It follows immediately after
the sprint review. It is never omitted!
Whereas the sprint review is focussed on the product, the retrospective is focussed on
the processthe way in which the Scrum team is working together, including their
technical skills and the software development practices and tools they are using.
And whereas the sprint review is open to the world, the sprint retrospective is
restricted to the members of the Scrum teamthat is the Product Owner,
development team members and ScrumMaster. Outsiders, including managers at
every level in the organisation are strictly excluded unless specically invited by the
team.
This rule is to be understood in the context of the goal of the meeting, which is to
inspect at a deep level how the team is collaborating and performing and to take
action to improve. This often requires deep introspection and sharing, which in turn
requires a safe and secure environment. Norman Kerths Retrospective Prime Directive
undergirds this: Regardless of what we discover, we understand and truly believe that
everyone did the best job they could, given what they knew at the time, their skills and
abilities, the resources available, and the situation at hand. [Kerth 2001].
Boris Gloger [Gloger 2008] offers a simple pattern called Heartbeat Retrospectives for
new teams to learn to hold valuable retrospectives. Esther Derby and Diana Larsen
[Derby and Larsen 2006] provide helpful activities for facilitators of Scrum retrospective
meetings.
Estimation Meeting
This meeting is not mentioned in some of the Scrum literature, but is essential if you
want to achieve a continuous ow of the most valuable done features from your
teams.
During every sprint, the product owner convenes one or two meetings where the
Scrum Team and, if required, other stakeholders, meet to size backlog items that have
been added or re-size large items that need to be split into smaller ones for tackling in
the next sprint or two.
Teams need to devote 5-10% of their time during the sprint to preparation for
the next sprint or two. The estimation meeting described above is an
example. Other examples are story-writing and release planning workshops.
This is important to avoid a stop-start effect at the boundary of every sprint.
The other implication, of course is that teams should spend 90-95% of their
time doing the work of the current sprint!
Do Better Scrum 11
Scrum Artefacts
Scrum mandates only four artefacts:
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"
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Product Backlog
Sprint Backlog
Burndown Chart
Impediment Backlog
Scrum is purposely silent about all other documentation and artefacts. This sometimes
leads to the misunderstanding that Agile teams dont need to do any documentation. I
coach teams to produce only those artefacts that are really valuable to themselves and
to others in the future. This cuts out worthless work and unnecessary killing of forests!
Product Backlog
The product backlog is simply a list of work items that need to be done over time.
Items may be added to the backlog by anyone, but only the Product Owner has the
right to determine the order in which they will be executed by the team. Of course a
good Product Owner will negotiate this with stakeholders and the team.
Requirements are emergent, meaning we do not and cannot know up front every
detail about what we want in a product. Therefore the Product Backlog is a living
document and requires constant grooming to keep it current and useful. Many new
items will be added over time; existing items are disaggregated to multiple, smaller
items; some items may be removed on realising that a desired feature is no longer
needed. Moreover, items need to be sized in order to determine the likely relationship
between value, time and cost. And, of course, the order of items in the backlog will
change as the relative value between them is seen differently today from yesterday.
In nearly all cases it is sufcient, and generally preferable, to create and maintain the
Product Backlog as a set of stories written on physical 150 x 100 mm (6 x 4) cards.
Ron Jeffries [Jeffries 2005] coined the alliterative triplet Card, Conrmation,
Conversation (the 3Cs) to describe how to work with stories. The stories are
commonly written from the perspective of a user of the product. Mike Cohns book on
user stories [Cohn 2004] will tell you all you need to know.
Sprint Backlog
Most teams will know the sprint backlog as the task board, which is the physical
representation of the list of work they have committed to do during the current sprint.
The task board is an example of a kanban, a Japanese word meaning sign or visible
signal. It tells the whole team and anyone else what work they have planned or the
sprint and their current status.
12 Do Better Scrum
Sprint Backlog
or Task Board
Adapted from http://epf.eclipse.org
So in my coaching world the sprint burndown is just like the product or release
burndown, except the the X-axis scale is days rather than sprints.
Sprint
Burndown
Chart
Do Better Scrum 13
Product
Burndown
Chart
Impediment Backlog
The impediment backlog is simply the current list of things that are preventing the
team from progressing or improving. These are things the ScrumMaster must bulldoze
out of the way in her never-ending quest to help the team be the best they can.
Impediments range from getting the coffee machine xed to replacing the CEO! A
good ScrumMaster will try to remove impediments within 24 hours of them being
identied. (OK, perhaps not the CEO.)
14 Do Better Scrum
Starting Scrum
Ken Schwaber [Schwaber 2007] says there is nothing that needs to be done before
starting Scrum. I interpret this to say that there is no tailoring of the process needed in
order to start. Nevertheless the literature is thin on how to get going and all of us
struggled getting our rst Scrum team going without outside help.
The best thing you can do is hire an experienced coach. Failing that, you can try using
a pattern that has worked for me with dozens of teams.
Obviously (I hope) you need a Scrum team. This means a Product Owner, a
ScrumMaster and ve to nine team members. Then follow this sequence of steps,
which will be detailed in the next pages.
1. Train the Scrum Team in the basics of Scrum
2. Establish the vision
3. Write user stories to form the product backlog
4. Order the backlog items by business value
5. Size the backlog items
6. Re-order the backlog, as necessary, by additional factors
7. Create the initial release plan
8. Plan the rst sprint
9. Start sprinting!
I start new teams with a full days training in the essentials of Agile and
Scrum. This is sufcient to start a Scrum Team that has an experienced
ScrumMaster/coach to support them during their rst sprints.
Steps 2 to 7 can be completed comfortably in a two-day product workshop
attended by the entire Scrum Team. The best workshops are attended by
additional stakeholders like enterprise architects, managers and business
people.
Do Better Scrum 15
Training
In my team training I use a lot of group exercises and games to illustrate the principles.
I cover all or most of the following topics:
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"
"
"
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"
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"
"
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"
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Visioning
Katzenberg and Smith [2002] have conrmed that having clear goals is essential in the
creation of high-performing teams.
The Product Owner will usually share his or her vision for the product. One technique I
use is to get each member to write his or her personal version of the vision. Then
members pair up and work to create a single shared vision statement from their initial
efforts. The process of pairing up continues until the entire team collaborates to
formulate a single statement.
This exercise utilises the power of the group and results in greater commitment to the
resulting vision. The team will display the vision prominently in their work space. The
visioning exercise may take one to three hours.
16 Do Better Scrum
Mike Cohn [Cohn 2004] has provided an excellent guide to writing good user stories. I
encourage every Product Owner to have his personal copy always to hand!
Template: As a role / persona, I want function so that reason.
Example: As a programmer, I want coffee so that I can stay awake.
Bill Wake suggested the helpful INVEST acronym for the attributes of a good user
story [Wake 2003].
Independentideally can be implemented in any order
Negotiableand negotiated
Valuableto the customer
Estimatableenough to rank and schedule it
Smalland with short descriptions
TestableI could write a test for it
At a minimum the backlog needs to contain enough items for the team to plan the rst
sprint. More commonly, the backlog contains all the items that make up the next
planned (or hoped-for) product release.
As a guide, the backlog should be 80% complete (but not ordered or sized) by the
end of day one. The rst part of day two can be used to add the nal 20% and to
resolve any open questions. The overnight break is a very useful hiatus that may spark
fresh thinking about the work.
Do Better Scrum 17
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"
18 Do Better Scrum
We must always remember that the Product Owner has nal say on ordering the
backlog.
Release Planning
Once we have ordered and sized the backlog the next step is creating the initial
release plan. To do this we need an estimate of our teams velocity. However we
havent done any work yet, so we use a simple technique known as commitment
based planning.
First, of course, we must be sure to know the team size during the sprintwhether
any member will be away on leave, training, etc. And we must choose the sprint
lengthI usually recommend two weeks for a new team. And we must create a
denition of DONE for the teamwhat does it mean when the team says it has
completed a story.
The ScrumMaster now picks the rst item from the top of the backlog and asks the
team can you complete this item during the sprint?. She continues to do this until the
team is no longer condent to add items. Counting up the story point values of all the
committed items, the team has its initial estimate of velocity.
This velocity value is used to apportion the remaining backlog items (at least those that
have been estimated) over succeeding sprints. This list of items attached to sprints is
our initial release plan. It is accurate? Perhaps not, but it is probably more credible that
anything a project manager could produce before at such an early stage of a project.
And as we start work and complete one sprint after another, we will begin to chart our
actual velocity and use this as a predictor of future output. So the release plan is a
living thing that becomes more and more reliable as we progress.
Dont let the product workshop drag on. It is possible within two days for any
team and any product to prepare enough backlog items for the rst few
sprints at least.
Do Better Scrum 19
Team rooms signicantly reduce the need for meeting roomsteams can do
sprint planning, daily meetings and reviews in their room.
Be warned that your architect or ofce designer wont be much help to you.
She has not been trained in the design of team spaces.
The cost of the changes (drywalls and furniture) will be recovered in one
week to one month! Sounds unbelievable, doesnt it?
20 Do Better Scrum
dry wall
design
corner
Team - 4
workstations
PO
SM
dry wall
door
real window
passage
Team - 4
workstations
dry wall
Dry walls with internal windows create noise barriers and enough space for
information radiators without reducing light.
Do Better Scrum 21
Metrics
It is reasonable to expect of any manager that she will want, within a reasonable
period, to be able to measure the results of a team or organisations transition to Agile
methods.
Happily, there are metrics that are easy and quick to implement. Based on my own
research and that of other Agile practitioners, I have described a set of metrics that
your team can and should implement [Hundermark 2009]. As soon as the team
understands the basics of the Scrum framework and has some idea of its velocity
usually by the end of their third sprintit is probably time to start measuring. In fact,
you can run customer and team surveys before you even start Scrum!
Without further explanation here, the set of metrics I recommend for initial
implementation is:
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"
"
"
"
"
"
And once you are able to put in some nancial measure for business value, add the
following:
"
"
"
22 Do Better Scrum
Coaching
What does a coach do?
Scrum coaching is dened as an engagement with one or more organizations/
teams during which the coach acts as a mentor or facilitator for those teams to
improve their understanding and application of Scrum to reach their stated
objectives. The engagement includes one-on-one and team mentoring, process
facilitation, organizational development, alignment consultation, and interaction
with all levels of leadership within an organization. It may also include mentoring
in methods related to the effectiveness of Scrum, principles described in the
Agile Manifesto, Lean principles, and Extreme Programming practices.
Certied Scrum Coach Application, Scrum Alliance
Do Better Scrum 23
References
1. Cockburn, Alistair (2007). Agile Software Development: The Cooperative Game
(2nd edition). Addison Wesley
2. Cohn, Mike (2004). User Stories Applied. Addison Wesley.
3. Cohn, Mike (2006). Agile Estimating and Planning. Prentice Hall.
4. Gloger, Boris (2008). Heartbeat Retrospectives. http://borisgloger.com/
2008/04/24/heart-beat-retrospectives-1-introduction/.
5. Highsmith, Jim, et al (2001). Manifesto for Agile Software Development. http://
www.agilemanifesto.org/.
6. Hundermark, Peter (2009). Measuring for Results. http://www.scrumsense.com/
coaching/measuring-for-results.
7. Jeffries, Ron (2001). Card, Conversation, Conrmation. http://
www.xprogramming.com/xpmag/expCardConversationConrmation.
8. Katzenberg, Jon R. And Smith, Douglas K. (2002). The Wisdom of Teams. Collins.
9. Nonaka, Ikujiro and Takeuchi, Hirotaka (1986). The New, New Product
Development Game. Harvard Business Review, Jan-Feb 1986.
10. Sliger, Michele and Broderick, Stacia (2008). The Software Project Managers
Bridge to Agility. Addison Wesley.
11. Schwaber, Ken (2007). The Enterprise and Scrum. Microsoft Press.
12. Schwaber, Ken (2009). Scrum Guide. http://www.scrumalliance.com/resources].
13. Teasley, Covi, Krishnan, & Olson (2000). How Does Radical Collocation Help a
Team Succeed? Proceedings of the 2000 ACM Conference on Computer
Supported Cooperative Work (pp. 339 - 346). New York: ACM.
14. Wake, William (2003). INVEST in Good Stories, and SMART Tasks. http://
xp123.com/xplor/xp0308/index.shtml
15. Yip, Jason (2006). It's Not Just Standing Up: Patterns of Daily Stand-up Meetings.
http://martinfowler.com/articles/itsNotJustStandingUp.html.
24 Do Better Scrum
ScrumSense
www.scrumsense.com
mobile +27 842613680
skype peterhundermark
twitter peterhundermark
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Oft sind aber mehrere Sprints notwendig bis so viele Produktteile fertig sind,
damit der Benutzer einen Mehrwert erzielen
kann.
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Das Selected-Product-Backlog
ist das Ergebnis der Sprint-Planung. Es definiert die Lieferung, zu
welcher das Team sich fr den
Sprint verpflichtet hat.
Das Product-Backlog priorisiert alle notwendigen Anforderungen fr das Produkt nach dem Geschftswert. Die Prioritt eines
Backlog-Eintrages kann sich jederzeit ndern, Anforderungen
knnen entfernt und neue hinzugefgt werden.
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Product Increment
Retrospective
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Sprint Backlog
Product Release
Rev
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Retrospective
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DasScrumTeam.de
Der Sprint ist eine immer gleiche Zeitspanne von 2-4 Wochen. Ziel eines jeden
Sprints ist es ein fertiges Teil des Produktes zu liefern. Die Arbeit an
dem Produkt wird immer im
Sprint verrichtet. Nach jedem
Sprint ist es mglich das fertige
Produkt auszuliefern.
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Scrum
Product Backlog
Scrum Flow
Besonderen Nutzen ziehen agile Organisationen vor allem aus folgenden Aspekten:
Kontakt:
DasScrumTeam GmbH
Am Wasser 94
Zrich ZH
8049 Schweiz
Tel.: +49.6136.4650550
www.DasScrumTeam.de