certified scrummaster: class desk, posters and photos

Growing Agile Leaders

Leading Agile Growth Alexey Krivitsky, CST

www.agiletrainings.eu, 2015

Agile Coach

developer, scrum master, scrum trainer, free-rider

Alexey KRIVITSKY

www.agiletrainings.eu

1980 – present Kiev – Hamburg

Part 1

Understanding LEAN AGILE

SCRUM

The “Agile Umbrella”

Annual“StateofAgile”,2015

info.versionone.com/state-of-agile-development-survey-ninth.html

BELIEF THAT SCOPE CAN BE FIXED

[ SCOPE ]

TIME BUDGET

1.  Customersandusersknowwhattheywant.2.  Itcanbedescribedwithwordsandimages.3.  Engineersknowhowtobuilditinadvance.4.  Nothingchanges.

Sorry….

Wouldn't IT BE NICE?

W.T.F. 1.   Noonereallyhastheoverallpicture

(notpossibletoimprovetheflow)2.   Amanagermightbetheonlyonewhocaresforthewhole

(becomesinformaNonkeeperandtransporter)3.   Knowledgeisinhibitedinsidedepartmentsandsilos

(organizaNondoesn’tlearn)4.   Everydepartmentisop@mizing,butlocally

(producesmorewastes,systemissubopNmal)5.   Conflictsofinterestsarenotrare

(wastedNmeandenergy)6.   Blamingcultureemerges

(CYA-development,wastedNmeandenergy)7.   Customersareseenasanexternalparty

(scopemanagementisproblemaNc,delaysandbudgetoverruns)8.   Noonereallymanagesdevelopment

(uncontrollablesituaNon,randomoutcomes,beliefinmagic)

OUR UNDERSTANDING GROWS CONSTANTLY

SCOPE

TIME BUDGET

four obstacles to adopting Scrum

1.  The tyranny of the waterfall

2.  The illusion of command and control

3.  The belief in magic

4.  The era of opacity

(c) Ken Schwaber, Co-creator of scrum

SCOPE

[TIME] [BUDGET]

Reversing Iron Triangle Traditional Agile

PLAN DRIVEN

TIME BUDGET

SCOPE

VALUE DRIVEN

ScrumMaster

PUSHES TO NEVER STOP IMPROVING

Helps everyone to be heard

asks questions

doesn’t offer solutions

believes the team can do it

Helps TO MAKE decisions

Promotes experimentation

Prevents analysis paralysis

CONTINUOUS Process improvements

KAIZEN continuous process improvements

1930-1950

Taiichi Ohno

Deming

JITDOONLYWHATIS

NEEDEDANDWHENITISNEEDED

JIDOKAWHENSHITHAPPENS–STOP,FIXAND

IMPROVETHESYSTEM

KAIZENKEEPIMPROVINGEVERYTHING

RESPECTYOURPEOPLE

WHATEVERYOUDOYOUDOITFORYOURCUSTOMER

ToyotaProducNonSystem(TPS)andLeanManufacturing,simplified

backlogs

pullsystems

userstories

unit-tests

5whysconNnuousintegraNon

coderefactoringautomaNon

fastreleasesbusinessprioriNzes

cleancode

minimizework-in-progressmanagerswhoteach

cross-funcNonalteams

eliminatewaste

Lean classifies 8 Wastes “Tim Woods”

Transportationmovingparts,people,informaNon

Inventory storingparts,documenNng

Motion bending,turning,reaching,licing

Waiting forparts,info,equipment,tools

Over productionmakingmorethanisimmediatelyrequired

Over processing Nghtertolerancesandmoreeffortsthannecessary

Defects rework,scrap,incorrectdocumentaNon

Skills underuNlizingcapabiliNes,inadequatetrainings

Wastes in Software Development

1.  Addmorefeaturestoarelease2.  DeploytoproducNonmanually3.  MakebusinessanalystswritespecificaNonsand

thenpassthemtodevelopers4.  Makearchitectureconfigurableandextensible

keepinginmindpossiblefeaturesofnextreleases5.  Runbug-fixingsprint(s)beforereleasing6.  DotesNnglaterinsprintwhenallfeaturesaredone7.  DoregressiontesNngmanually8.  Collectbuglistof300+items

OMTODWSI

The CHAOS Report

hkp://www.standishgroup.com/Reports2015

“Allorganiza@onsareperfectlydesignedtogettheresultstheyarenowge]ng.Ifwewantdifferentresults,wemustchangethewaywedothings.”

TomNorthup

Scrum is …

Scrum is a framework thathelps you kick off and thencon@nuously improve yourd e v e l o pmen t p r o c e s s e stogetherasateam.

Which Terms from the List Are Not Part of Scrum?

User Stories

Velocity Metric

Grooming Meetings

Continuous Integration

Automated Testing

Monthly Releases

Visual Task Boards

Story Points

Scrum 101 Scrum Roles:

1.  Product Owner “P.O.”

2.  Development Team

3.  ScrumMaster

Scrum Artifacts: 1.  Product Backlog (PBL) 2.  Sprint Backlog 3.  POTENTIALLY SHIPPABLE Product Increment “PSPI”

Scrum Ceremonies: 1.  Sprint 2.  Sprint Planning 3.  Daily Scrum 4.  Sprint Review 5.  Sprint Retrospective

Understanding Process Control

Defined Empirical

Scrum is … Scrum is not prescribing how to do work. It isbasedonempiricalprocesscontrol.In Scrum we see product development as acomplex problem domain - where it isimpossible to define processes in advance thatwouldworkinallsituaNons.InsteadScrummakesyouinspectandadapt.

SCRUM MANTRA:

INSPECT AND ADAPT

Three Legs of Empirical Process Control

1. Transparency

2. Inspection

3. Adaptation

SPRINT BACKLOG

DEV QA ACCEPTANCE

WIP READY WIP READY WIP READY

WHAT CAN YOU SAY ABOUT WORK OF THIS TEAM?

SPRINT BACKLOG

DEV QA ACCEPTANCE

WIP READY WIP READY WIP READY

WHAT CAN YOU SAY ABOUT WORK OF THIS TEAM?

SPRINT BACKLOG

DEV QA ACCEPTANCE

WIP READY WIP READY WIP READY

WHAT CAN YOU SAY ABOUT WORK OF THIS TEAM?

Part 2

Understanding

The Role of a ScrumMaster

http://www.agileproductdesign.com (Jeff Patton)

Shared documents ≠ shared understanding

http://www.agileproductdesign.com (Jeff Patton)

Help externalize ideas and see differences

http://www.agileproductdesign.com (Jeff Patton)

Help to have regular discussions

http://www.agileproductdesign.com (Jeff Patton)

That will lead ultimately to shared understanding

ACTIVELY DOES

NOTHING

SCRUMMASTER’s FIVE HATS

TEACHES & MENTORS

PROTECTS TEAM & CHALLENGES

ENVIRONMENT

ASKS QUESTIONS, HELPS EXPLORE

HELPS BUILD SHARED UNDERSTANDING

OBSERVER

SCRUMMASTER’s FIVE HATS

MENTOR

CHANGE AGENT

COACH

FACILITATOR

PRODUCT

OWNER

NOBODY

STAKEHOLDERS

DEVELOPMENT TEAM

SCRUMMASTER

SCRUM TEAM

Scrum Roles Are Played Properly

Terminology USED PO Product Owner

SM ScrumMaster

PB, PBL Product Backlog

PBI Product Backlog Item

PBR Product Backlog Refinement

PSPI Potentially Shippable Product Increment

DOD Definition of done

DOR DEFINITION OF READY

Fix The Cause Not Symptoms

SPRINT PLANNING 101 Commitment-based Planning

PART

ONE

PART

TWO

INITIAL SPRINT GOAL PRESENTED

PLANNED CAPACITY DISCUSSED

TOP PRODUCT BACKLOG ITEMS PRESENTED

PBI REVIEWED ONE BY ONE

NEEDED REFINEMENT HAPPENS

ITEM ADDED TO SPRINT PLAN

CONTINUE UNTIL TEAM SAYS “ENOUGH”

SPRINT GOAL GETS ADJUSTED

Retrospectives 101 Time-box:1hourper1weekofwork

1.   SETTHESTAGE–  askeveryonetoshareonewordaboutthesprint–  reviewlastretrospecNve’sacNonitems

2.   GATHERINFORMATION–  collectpost-its:achievements,failures,appreciaNons

3.   GENERATEINSIGHTS–  collectpost-its:stopdoing,startdoing,domore,doless–  voNng:3dotsperperson

4.   DECIDEWHATTODO–  discuss1-3topvotedcards:whichprocessexperimentwetry?

5.   CLOSETHERETROSPECTIVE–  fist-or-fiveonsaNsfacNonfromretro–  findthenextretrospecNvefacilitator

hkp://retrospecNve-cheat-sheet.com/

Are You Responsible For One Of These?

ESTIMATE WORK, COMMIT FOR DEADLINES

DEVELOP AND RELEASE FEATURES

Making sure developers know what to work on

Personal evaluation of team members

Collaboration with customers

Design product solutions

ELABORATE system architecture

WHAT’S THE RESULT OF SCRUMMASTER’S WORK?

•  Ahigh-performingagileteam.

•  High-performingagileteams.

•  AnorganizaNonofhigh-performingagileteams.

Coaching Teamwork

Part 3

“Individuals and Interactions over Processes and Tools”

Our goal is to change ORGANIZATIONAL culture so that agile thinking

becomes a norm.

CULTURE

HABITS

BEHAVIORS

ENVIRONMENT

“culture eats strategy for breakfast”

Same structure New STRATEGY

Old CULTURE

Old habits reinforced

Old behaviors triggered

Old CULTURE

“Culture follows structure”

new Structure introduced

Old culture

New culture

New Behaviors

emerge New

Habits stick

Craig LaRman's law AND ‘large scale scrum’

Scrum Development Team 1.  small

2.  Collocated

3.  Cross-functional

4.  Long-lived

5.  Full-time members

6.  Self-MANAGING

Features vs. Components

DATABASE

BUSINESS LOGIC

API

FRONT-END

Feature

Component Tasks

DATABASE

BUSINESS LOGIC

API

FRONT-END

Feature vs. Component Teams Cross-functional “feature” teams

Specialists

“Feature” or “full-stack” Teams

… Are the Building blocks of an Agile organization.

Scrum requires such Teams to be in place.

it is a structural change.

Level Up! The goal of a ScrumMaster is to bring the team AND ORGANIZATION to the next level of maturity.

Maturity Model Tuckman’s Stages of Group Development

FORMING STORMING

NORMING

PERFORMING

Further Improvements

Further Improvements

Maturity Model Scrum Adoption Dynamics

Ceremonial Scrum

Emerging self-organization.

Team starts owning the

process

True self-organization.

Further

Improvements are now possible

“DO AGILE” “BE AGILE”

Too many problems!

Be Creative!

Ingredients of Self-Organization 1.  High Alignment

our goal is …

2.  Clear Constraints Here are some boundaries to follow …

3.  High Autonomy go and figure out how …

Agile Leadership micro-managem

ent leadership

chaoschaos

Coaching CUSTOMER COLLABORATION

Part 4

“Customer Collaboration over Contract Negotiation”

Defining Product Owner AProductOwnerisnotanewnameforatradiNonalprojectmanagerwhodeliversascopeanddatecontractofwork.Rather,(s)hehastheindependentauthoritytochooseandchangecontent,releasedates,prioriNes,vision,etc.Ofcourse,(s)hecollaborateswithstakeholdersandteams,butarealP.O.hasthefinaldecision-makingauthority.

How Many Product Owners do you need?

Acompanydevelopsaweb-shopwithserviceslike:acatalog,userprofiles,emailsubscripNons,persistentshoppingcart,paymentsandB2B-integraNonforpartnershops.HowmanyproductsdoyouidenNfy?HowmanyProductBacklogswillyouhave?HowmanyProductOwnerswillyouneed?

OverallProductBacklogforWeb-Shop ScrumTeams SingleProductIncrement

onesprint

Scrum @SCALE: One product owner per a product

onedemoonedeploymentenvironmentonecodebase,onerepo,onemasteronesetoftests,oneconNnuousintegraNon

Find Your Product Owner Youworkforacompany“BestSoluNons”intheEasternEuropethatreceivesaprojectfromacompany“AllPossible”inBelgium.“AllPossible”worksfor“MediCare”thatownssomehospitalsintheU.S.A.andneedapaNentkeepersoluNonontabletsforitshospitals.AhospitalinAlabamaistheonetostartpiloNngthenewtechnology.Ingroups–talk:-  drawapictureofthechain-  inwhichoftheorganizaNons“sits”yourP.O.?-  whocan(s)hebe?

Product Owner IS RESPONSIBLE FOR RETURN ON INVESTEMENTS.

SCRUM PRODUCT BACKLOG IS THE TOOL

FOR MANAGING IT.

Product Backlog Iceberg Priority 2-3 Sprints

Release

Next Releases

Refined User Stories

Non-Refined User Stories

Epics

PRODUCT BACKLOG SHOULD BE DEEP

Detailed Appropriately

Estimated

Emergent

Prioritized

Types of PBIs

VISIBLE FEATURE

VISIBLE DEFECT

HIDDEN ARCHITECTURAL

FEATURE

TECHNICAL DEBT

Posi

tive

Val

ue

Visible Invisible

Nega

tive

Val

ue

Backlog Management BUGS

1.  Avoid bug inventories. Introduce limits (<30)

2.  ‘Clean up’ sprints: kill’em all

3.  Zero-bug policy: kill’em before they grow

MIXING WORK IN PRODUCT BACKLOG

HIDDEN TECHNICAL

DEPT VISIBLE

FEATURE

HIDDEN ARCHITECT.

IMPROVEMENT VISIBLE DEFECT

Product Backlog Refinement Item size

Level of details

LARGE & UNREFINED

SMALL & UNREFINED

CLEAR, TESTABLE & FEASIBLE

©RomanPichler

1. ESTIMATE

2. SPLIT 3. REFINE

PRODUCT BACKLOG REFINEMENT IS THE PBI 1/10 to 1/6 OF TEAM’S VELOCITY?

SPLIT IT

REFINE IT NEXT PBI

NO

IS THE PBI CLEAR, FEASIBLE AND TESTABLE?

NO YES

YES

USER STORY FORMAT

As a <role>

I want <action>

So that <outcome>

3Cs with user stories

Card

Conversation

Confirmation

DEFINITION OF READY AnagreementwithinaScrumteamonwhatagoodPBIis-whenisitreadyforSprintPlanning.•  Beendiscussedwithallteammembers•  Valueisclear•  Smallenough•  Detailedenough•  Canbestartednextsprint•  Allinputsprovided•  Noblockingissues

I.N.V.E.S.T. in User Stories Independent

Negotiable

Valuable

Estimatable

Small

Testable

OverallProductBacklog ScrumTeams

PaymentDB

PaymentAPI

PaymentValidaNon

PaymentUI

Technical Split

onesprint

OverallProductBacklog ScrumTeams

PaymentDB

PaymentAPI

PaymentValidaNon

PaymentUI

Technical Split

onesprint onemoresprint onemoresprint

INSTEAD Split BY BUSINESS VALUE

Payment

PaymentwithVisa

PaymentwithMasterCard

PaymentwithPayPal

UserisinformedifcarddataisnotOK

Useristakentosuccesspage

Useristakentoretrypage

UsercanstorehiscarddataToobigforasprint SNlltoobigforasprint

OverallProductBacklog DevelopmentTeams

PaymentwithVisa

PaymentwithMasterCard

ConfirmaNonEmail

PaymentwithPayPal

SCRUM @SCALE

v1

1PO

CommonSprint

SinglePSPI

Track Release Progress

Time(sprints)

Amountofwork(points)

rateofbacklogchang

e

whenyouwill

release

amountofwork

remaining

Manage Release Scope

Time(sprints)

Amountofwork(points)

Deadline

MOVETHISMANYPOINTSTONEXTRELEASE

Scrum Inception The bare minimum to start scrum

1.  Common understanding of Scrum roles

2.  Team arrangements

3.  Initial Product Visioning

4.  Initial Release Planning: MVP, next releases

5.  User Story Writing Workshops (minimum: Product Backlog for the 1st sprint)

6.  Definition of Done

7.  PLANNING the minimal infrastructure

8.  Sprint Planning

Product Visioning

Release Planning

Sprinting

Process Agreements

USER ACTIVITIES (BACKBONE) USER TASKS

(WALKING SKELETON)

time

prio

riti

es

RELE

ASES

Benefits of Relative Estimates +Easiertoagree.+FastertoesNmate.+ThemoreyouesNmate,thefasteritgoes.+Canbeawhole-teamlearningacNvity+Makeitimpossibletoplaytheblamegame+Canbefun!(usinggameslikePlanningPoker)-Hardertoexplaintoothers-HardertoseeimpedimentsandinterrupNonsNB:EsNmaNontechniquesarenotpartofScrum

COACHING DELIVERY

Part 5

Working Software over Comprehensive Documentation

extreme Programming SAYS

“Ifitishard,doitmoreocen”

Sprint Is Not Mini-Waterfalls

analyzedesign

testcode

Sprint Sprint Sprint Sprint

SCRUM IS NOT A SERIES OF MINI WATERFALLS

FeatureA FeatureB

PLANNED:

A,B,C,DDONE:

nothing

DESIGNPROTO

MORECODINGTESTING

Sprintdonewrong

CODING

FeatureD FeatureC(nextsprint)

PLANNED: A,B,C,D

DONE

A,B,D

Sprintdoneright

DiscussionPoint[PO+DevTeam]

Done. or Done-Done-Done?

FeatureA FeatureB FeatureD

COOL:A,BANDDAREDONE!CANWEDEPLOYTHEMNOW?

(pokerface)

OK..SOWHAT’SLEFT?

1.2.…10.

SAMPLE Evolution of Doneness

usertestsautomated

tested,accepted

con@nuouslyintegrated

deployedtostaging

itislivefeature

byfeatureitislivebytheendof

sprint

coded,unit-tested

Sprint commitment Product Owner and Development TeamtogetherbelieveallplannedPBIsthataretakentotheSprintcanbefinished,giventheDoDandwhatisknownuptothemoment.As soon as new informaNon is discovered thatmakestheplanunrealisNc,aDevelopmentTeamandaProductOwnerengageinadiscussionstomakenecessaryscopingdecisions.

Agile Coach

developer, scrum master, scrum trainer, free-rider

Alexey KRIVITSKY

www.agiletrainings.eu

1980 – present Kiev – Hamburg