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1993-2014 Jeff Sutherland
!
!
!
United
!
Your Trainers
Dr. Jeff Sutherland CEO, Scrum Inc.!
Jeff is the co-creator of Scrum and a leading expert on how the framework has evolved to meet
the needs of todays business. The methodology he developed in 1993 and formalized in 1995
with Ken Schwaber has since been adopted by the vast majority of software development
companies around the world. But Jeff realized that the benefits of Scrum are not limited to
software and product development. He has adapted this successful strategy for several other
industries including: Finance, healthcare, higher education and telecom.!
As the CEO of Scrum Inc. and the Senior Advisor and Agile Coach to OpenView Venture Partners,
Jeff sets the vision for success with Scrum. He continues to share best practices with
organizations around the globe and has written extensively on Scrum rules and methods. With a
deep understanding of business process gleaned from years as CTO/CEO of eleven different
software companies Jeff is able to describe the high level organizational benefits of Scrum and
what it takes to create hyper-productive teams.
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Introductions
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Group Introductions
Whos in your group?
Pair introductions
Talk to each other and line up across
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Self-Organize Teams
Based on line exercise, divide up into crossfunctional teams.
!
!
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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Scrum OpenView
Doing
Done
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Do
Course Overview
Sprint 1: Day 1 morning
The Scrum Framework and its origins
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Team Backlogs
Advanced topics and closeout
Agenda - Sprint 1
Sprint 1 - Scrum Origins and Practice
Intro (2)
Team Learning Backlog (8)
Scrum Origins (9)
Agile Manifesto (4)
Airplane Game (9)
Getting Started (6)
Scrum Framework (8)
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Agenda - Sprint 2
Sprint 1 - Scrum Origins and Practice
Sprint 2 - Starter Kit for a Scrum Master
Roles - Project Manager Exercise (8)
Patterns (4)
Daily Clean Code (5)
Avoid Multitasking: Swarming (9)
Handle Interrupts (3)
Nice to have:
Emergency Procedure
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1993-2014 Jeff Sutherland
Agenda - Sprint 3
Sprint 1 - Scrum Origins and Practice
Sprint 2 - Starter Kit for a Scrum Master
Sprint 3 - Planning & Estimation
A3 Review (2)
Exercise: Daily Meeting (7)
Exercise: Scrum of Scrums (3)
Scrum Board (5)
User Stories (12)
Nice to have
* Money for nothing
* Velocity
* Technical Debt
* Acceptance tests
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Agenda - Sprint 4
Sprint
Sprint
Sprint
Sprint
1
2
3
4
XP Game (12)
Dan Pink Video (1)
Certification/Handouts/Evaluations (1)
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Defined Process
Defined plan with one input and one output and (hopefully) no deviations
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Empirical Process
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Applicability of Scrum!
Ogunnaike and Rays Process Control Requirements!
Chaos
Requirements
Complex
Complicated
Defined Process
Simple
Close to Agreement
Technology
Adapted from Snowdens Cynefin Framework - see Wikipedia
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Close to Certainty
Production
Techniques
Lean
Product
Creation
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Scrum
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Agile Manifesto
www.agilemanifesto.org!
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:!
!
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State of Agile
Chaos Manifesto 2011, Standish Group International, Inc.
Source:
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The agile process is the universal remedy for software development project
failure. Software applications developed through the agile process have
three times the success rate of traditional waterfall method and a much
lower percentage of time and cost overruns. The secret is the trial and error
and delivery of the iterative process.
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Scrum Production
!
!
!
!
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Amsterdam
32/33
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World Record
Munich
32/32
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Aikido
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Ha State
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Ri State
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http://www.youtube.com/watch?v=Hzgzim5m7oU
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Scrum Framework
Scrum
Product
Backlog
Sprint Backlog
Make Work
Visible
Product Owner
Roles
Social Objects
Scrum Board
Burndown Chart
Points
Velocity
Scrum Master
Team
Ceremonies
Ready
Sprint Planning
Daily Scrum
Sprint Review
Done
Retrospect-ive
Kaizen
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Product
Backlog
Refinement
Scrum Master
Facilitates the Scrum process and Team self-organization
Removes obstacles and shields the team from interference
Responsible for improving performance of the team
Team
autonomy regarding how to achieve its commitments
typically 3-9 people
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Daily Scrum
Team self-organizes to improve performance
Deliverable is new daily plan for implementation and impediment
removal
Sprint Review
Team presents backlog that is DONE to Product Owner and Stakeholders
Deliverable is velocity (what Product Owner confirms is DONE), feedback
Retrospective
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Useful tools
Scrum Board
Burndown Chart
Show work remaining
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44
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1993-2014 Jeff Sutherland
Facilitator
Knowledgeable about the Scrum process
Coach Team and PO to enhance team
performance
Removes impediments
Protects the team from interruptions
Holds Scrum values and practices
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1993-2014 Jeff Sutherland
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1993-2014 Jeff Sutherland
Delivers:
The right product set to excite customers
At the right time
In the order that maximizes business value
Value
Time
$
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1993-2014 Jeff Sutherland
Scrum Master
Works with the Product Owner to:
Find techniques for effective Product Backlog
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1993-2014 Jeff Sutherland
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 values of the Agile
Manifesto; and,
Facilitate Scrum events such as release planning
Teams are:
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1993-2014 Jeff Sutherland
Team performance
Teams and people do their best work when they arent interrupted.
Teams improve most when they solve their own problems.
Broad-band, face-to-face communications is the most productive way for teams
to work together.
Team composition
Teams are more productive than the same number of individuals
Maximum effective team size is around 7-8 people.
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Products are more robust when a team has all of the cross-functional skills
focused on the work
Leadership Responsibilities
Provide challenging goals for the teams
Create a business plan and operation that works
Set up the teams (in collaboration with teams)
Provide all resources the teams need
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Time: 5 minutes
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Scrum Patterns
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Patterns
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Teams That Finish Early Accelerate Faster: A Pattern Language for High Performing Scrum Teams!
47th Hawaii International Conference on System Sciences (HICSS) !
By Jeff Sutherland, Neil Harrison, Joel Riddle !
January 2014
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Always
7%
Never
45%
Often
13%
Sometimes
16%
Rarely
19%
2/3 of the stuff we
build is rarely or
never used!
Value
Flow
Pull
Perfection
P6 Build Integrity in
P6 Build Integrity In
T19 Refactoring
T20 Test
T5 Synchronization
T4 Iterations
T18 Conceptual
integrity
T17 Perceived
T3 Feedback
T6 Setbased
development
integrity!
Management
P1 Create Value
P4 Deliver Fast
T1 Eliminate Waste
T22 Contracts
T2 Value streams
T21 Measurement
T10 Pull
People
P3 Defer Commitment
T7 Options thinking
T8 Defer commitment
T9 Decisionmaking
P5 Empower team
P5 Empower team
P5 Empower team
P5 Empower team
T16 Expertise
T14 Motivation
T15 Leadership
Tools divided
into three
dimensions
100 %
Rework
Work
90%
80%
CMMI
50 %
70%
Process focus
69 %
9%
SCRUM
60%
50%
50 %
40%
35 %
4%
50 %
25 %
20%
10%
CMMI 1
Source: Systematic Software engineering 2006
10 %
6%
CMMI 5
CMMI 5
SCRUM
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30%
Impediments
Data driven removal of impediments using control charts from 11/2007
Examples on causes:
!
Special competencies
Disk full
Setup misunderstood
COTS failed
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Velocity is limited because a team spends time dealing with too many bugs.
R
E
A
D
Y
Value
Remove
Impediments
D
O
N
E
R
E
T
R
O
S
P
E
C
T
I
V
E
Velocity
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Sprint
Scrum Patterns
Swarming
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Never keep a
customer waiting
!
Start early
= Finish early
LIS
BOB
ERI
M AR
Dave
Lisa
Bob
Eric
Maria
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D AV E
Round 2 Swarming
Limit WIP
(work in process)
!
Current limit =
1 customer
at a time
Dave
L I SA
Lisa
Bob
Eric
Maria
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Policy
D AV E
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Weinberg, Gerald M. (1992) Quality Software Management: Systems Thinking. Dorset House, p. 284.
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A1
A2
A3
Product B
B1
B2
B3
Product C
C1
C2
C3
A1
B1
January
C1
February
A2
B2
C2
April
March
May
A3
B3
C3
June
July
June
July
January
B
B
February
March
C
C
April
C
May
Swarming
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Product
Backlog
Sprint
Backlog
Support
Kaizen
5
3
5
5
8
5
3
Management
Now
PO
Sales
10
Later
Low Priority
On Buffer Overflow ABORT, Replan, Dates Slip
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PO
SM
Problem
Strategy
int
ak
Typ
2.
Fix
xt
ce
int
ak
Typ
ne
du
se
x
Fi
Re
rea
4.
1.
Inc
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3.
Case Study:
Developing Products >5x Faster
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Design-ready games
Game backlog
15
Sam
1m
2h
4h
6m
Lisa
assigns
resources
1d
1w
Graphics
design
1m
Sound
design
3w
12
Dev
6m
6m
3m
(1m+2m)
3.5 m value added
time
25 m cycle time
Integr. &
deploy
3w
Process
= 14% cycle
efficiency
Estimate
w1 w2 w3 w4 w5 w6 w7 w8
2 m cycle time
= 12x faster
Preliminary result
3-4 m cycle time = 6-8x faster
w1 w2 w3 w4 w5 w6 w7 w8
Source: Henrik Kniberg
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1993-2013 Jeff Sutherland
2d
Concept
pres.
Production-ready games
Case Study
Take-away Points
w1 w2 w3 w4 w5 w6 w7 w8
2d
1m
2h
Lisa assigns
resources
6m
4h
Graphics
design
Sound
design
1w
1d
6m
1m
3w
Integr. &
deploy
Dev
6m
3m
(1m+2m)
3w
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Concept
pres.
Sam
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http://www.youtube.com/watch?v=IETtnK7gzlE
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88
Exercise
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P
Current Condition
Engineers not working together?
Inability to test causing failure
Waste estimated at 2.1M Euro/year
Owner:
Mentor:
Date:
Countermeasures (Experiments)
Meet with board member
Conference call with CEO
Commitment to implement continuous
integration
Site visit to demonstrate working processes
Do
Confirmation (Results )
Clean implementation in one month
Velocity of seven teams average increase of 20%
Immediately savings of 1.7M Euro/year
Cost of implementation 3000 Euro for expert
consultant
Check
Follow-up (Actions)
Introduced prioritized automated testing
Introduced code reviews
Cut deployment time in half
Cut support calls in half
Increased sales
A3 Thinking Durward Sobek
Act
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A3 Template
Title: Concise, self-explanatory
Background
Why is this important?
Why should the reader care about this situation
and be motivated to participate in improving?
Current Condition
How do things work today?
What is the problem?
Baseline Metrics?
Owner:
Mentor:
Date:
Countermeasures (Experiments)
Proposed countermeasure(s) to address each
candidate root cause.
[This should be a series of quick experiments to
validate causal model analysis.]
Identify where in the cause/effect model
changes are possible and likely to significantly
improve the overall situation.
Predict results for each countermeasure.
Do
A
N
91
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Sprint Retrospective
What happened?
First story
ready for
test
New desks
installed
Week 1
Half-day
nce
confere
Sam sick
Big
argument
Story #25
removed
from sprint
Server
crashed
LAN
shootout
Week 2
New build
server
Team flow!
Sprint
demo
Week 3
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Sprint
planning
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Sprint Retrospective
Sprint Retrospective
Velocity
1 2 3 4 5 6 7 8 9 10 11 12 13
Sprint
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Happiness Metric
On a scale of 1 - 5 we rate
How do you feel about your role?
How do you feel about the company?
What would make you feel better?
With data from Happiness Metric, order individual and
company improvements by value - then Scrum the
Scrum
Estimate value
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Rules
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0"
2011-2014
1993-2014 Jeff Sutherland
10/27/13"
8/27/13"
6/27/13"
4/27/13"
2/27/13"
12/27/12"
10/27/12"
8/27/12"
6/27/12"
4/27/12"
2/27/12"
12/27/11"
10/27/11"
8/27/11"
6/27/11"
4/27/11"
2/27/11"
12/27/10"
10/27/10"
8/27/10"
6/27/10"
350"
4/27/10"
2/27/10"
12/27/09"
150"
10/27/09"
8/27/09"
6/27/09"
4/27/09"
300"
250"
200"
100"
50"
THE
Sbastien Chabal
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SCRUM:
Scrum is mandatory reading for any leader, whether theyre leading troops on the battlefield or in the marketplace.
The challenges of todays world dont permit the luxury of slow, inefficient work. Success requires tremendous speed,
enormous productivity, and an unwavering commitment to achieving results. In other words success requires Scrum.!
--General Barry McCaffrey
!
Jeff Sutherland has written the essence of Scrum for the masses. In this easy-to-read book, which is filled with lively
stories, apt metaphors, and illuminating quotes, Jeff has converted all the tacit knowledge he has gained -- as a West
Point cadet, fighter pilot in Vietnam, Aikido enthusiast, academic, technology expert, and father of Scrum -- into wisdom.
This book elevates Scrum from a fix-it tool to a way of life.!
--Hirotaka Takeuchi, Professor of Management Practice, Harvard Business School
!
Jeff Sutherland's book masterfully speaks truth to the political complexities that easily stand in the way of getting
a lot of work done in the least amount of time. He lays out a doctrine of simplicity, showing -- with surprising insight -how to categorize roadblocks, systematize solutions, choose action over prolonged study, and retain the important
emotional aspects of work that ground meaningful interactions. The busy professionals wholl likely be drawn to this
book will find not only an effective manual for getting things done but, also, a how-to guide for living a meaningful
life.!
--John Maeda, Design Partner, Kleiner Perkins Caufield & Byers
!
This extraordinary book shows a new way to simplify your life and work, increase your focus, and get more done
in less time than you ever thought possible.!
--Brian Tracy, bestselling author of Eat that Frog and Time Power
!
EngagingSutherland tackles the problem of the perennially late, over-budget projectand actually shows how
to solve it. His fascinating examples of rescued projects will change the way you think and act."!
--Dorothy Leonard and Walter Swap, authors of Deep Smarts: How to Cultivate and Transfer Enduring Business Wisdom
!
Jeff Sutherland is the master of creating high-performing teams. The subtitle of this book understates Scrums
impact. If you dont get three times the results in one-third the time, you arent doing it right!
--Scott Maxwell, Founder & Senior Managing Director, OpenView Venture Partners
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% Saturation
120
100
80
60
40
20
0
0
20
40
60
80
Number of Roles
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1993-2014 Jeff Sutherland
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1993-2014 Jeff Sutherland
What
did
I
do
yesterday
that
helped
the
Team
meet
the
Sprint
goal?
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1993-2014 Jeff Sutherland
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?
Brooks Law:
Adding People to a Late Project Makes It Later
3-5
5-7
9-11
15-20
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1993-2014 Jeff Sutherland
1.5-3
Scrum of Scrums
Communication Paths!
n(n-1)/2 per team!
5(4)/2 = 10!
24 teams(10) = 240!
+ a few cross team!
80% less comm
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1993-2014 Jeff Sutherland
Scrum is an object-oriented
organizational framework!
The organization will need to be
refactored to maximize flow!
Small steps regularly!
Large changes periodically
!!
!
I was reluctant at first but the Daily Scrum of Scrums was the key reason this is the
best launch in our history...
!
Manufacturing Manager
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1993-2014 Jeff Sutherland
113
Sprint: Day 0
To Do:
Doing:
Sprint Goal:
Get a ready release!
Done!
Burndown
Daily Clean
Code
3pts
Kaizen
100
Buffer
33
Deposit
90
80
Points
70
code
write a failing
cleanup. 2
test.. 2 pts.pts
Integration
test
2 pts
DAO
3pts
60
50
40
30
20
10
Backend
Login
Backend
User
Admin
write a failing
pts.
Miigration
8 pts
test..
2
Days
Implement
Integrate w//
GUI
boss
5 pts
8 pts
GUI design
Clarify Req
write a failing 5 ptsImplement 3 pts
test.. 2 pts.
GUI
5 pts
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Migration
Tool
Tapestry ry
spike
code
write a failing
8 pts
cleanup. 2 test.. 2 pts.
GUI spec
Miigration 8
2 pts pts
pts
Doing:
Sprint Goal:
Get a ready release!
Done!
Burndown
Daily Clean
Code
3pts
Kaizen
100
90
Buffer
33
70
code
cleanup. 2
pts
Integration
test
2 pts
write a failing
test.. 2 pts.
DAO
3pts
DB Design
3pts
Points
Deposit
80
60
50
40
30
20
10
Tapestry ry
spike
8 pts
code
cleanup. 2
pts Miigration 8
pts
Backend
Login
write a failing
test.. 2 pts.
Backend
User
Admin
GUI design
Clarify Req
5 ptsImplement 3 pts
write a failing
GUI
test.. 2 pts.
5 pts
write a failing
test.. 2 pts.
Days
Integrate w//
boss
Implement
8 pts
GUI
5 pts
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1993-2014 Jeff Sutherland
Migration
Tool
GUI spec
2 pts
Doing:
Sprint Goal:
Get a ready release!
Done!
Burndown
Daily Clean
Code
3pts
Kaizen
100
Buffer
23
90
Sales Support
3pts
Fix Bug
2 pts
White Paper
5 pts
80
Deposit
code
write a failing cleanup. 2
test.. 2 pts.
pts
DB Design
3pts
Integration
DAO
test
3pts
2 pts
Points
70
60
50
40
30
20
10
Backend
Login
Backend
User
Admin
code
cleanup. 2
pts
Miigration 8
pts
Integrate w//
boss
Implement
Miigration 8 pts
GUI
8 pts
5 pts
GUI spec
2 pts
Days
write a failing
test.. 2 pts.
GUI design
Clarify Req
5 ptsImplement 3 pts
write a failing
test.. 2 pts.
GUI
5 pts
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Migration
Tool
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1993-2014 Jeff Sutherland
Warning Sign #1
To Do:
Kaizen
Doing:
Sprint Goal:
Get a ready release!
Done!
Burndown
Daily Clean
Code
100
90
Buffer
33
Deposit
80
Points
70
code
cleanup. 2
write a failing
pts
DB Design
test.. 2 pts.
Integration
3pts
DAO
test
3pts
2 pts
60
50
40
30
20
10
Backend
Login
GUI spec
2 pts
Tapestry ry code
spike
cleanup. 2
pts
8 pts
write a failing
test.. 2 pts.
Miigration 8
pts
Implement
GUI
5 ots
Days
Integrate w//
boss
8 pts
write a failing
test.. 2 pts.
Backend
User
Admin
GUI design
Clarify Req
write a failing 5 ptsImplement 3 pts
test.. 2 pts.
GUI
5 ots
Migration
Tool
Warning Sign #2
To Do:
Doing:
Kaizen
Sprint Goal:
Get a ready release!
Done!
Burndown
Daily Clean
Code
100
90
Sales Support
3pts
Deposit
code
cleanup. 2
write a failing
pts
DB Design
test.. 2 pts.
Integration
3pts
DAO
test
3pts
2 pts
Marketing
Demo
5 pts
Fix Bug
2 pts
Fix Bug
2 pts
White Paper
5 pts
Customer
Down!
13 pts
80
70
Points
Buffer
3
60
50
40
30
20
10
Backend
Login
Backend
User
Admin
code
Tapestry ry
cleanup. 2
spike
pts
8 pts
Integrate w//
Miigration
boss
8 pts
8 pts
write a failing
test.. 2 pts.
write a failing
test.. 2 pts.
Miigration 8
pts
Days
write a failing
Implement
GUI
test.. 2 pts.
5 ots
GUI design
Clarify Req
5 ptsImplement 3 pts
GUI
5 ots
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Migration
Tool
GUI spec
2 pts
Warning Sign #3
To Do:
Doing:
Sprint Goal:
Get a ready release!
Done!
Burndown
Daily Clean
Code
Kaizen
100
Migration
Tool
Backend
Login
Backend
User
Admin
White Paper
5 pts
write a
DB Design
failing test.. 2 code
3pts
cleanup. 2
DAO
pts.
pts
3pts
Integration
test
2 pts
80
70
60
50
40
30
20
write a
failing test.. 2
Miigration 8 pts.
pts
code
cleanup. 2
pts
Implement
GUI
5 ots
Miigration 8 pts
GUI design
5 ptsImplement
GUI
5 ots
GUI spec
2 pts
Tapestry ry
spike
8 pts
10
0
Days
write a
failing test.. 2
Integrate
pts.
w//boss
8 pts
Clarify write
Req
a failing
3 pts test.. 2 pts.
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Deposit
Fix Bug
2 pts
90
Customer
Down!
13 pts
Points
Buffer Buffer
12
33 Points
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Swimlane Scrum
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Daily
Meeting
R
E
A
D
Y
Value
Remove
Impediments
D
O
N
E
R
E
T
R
O
S
P
E
C
T
I
V
E
Velocity
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Sprint
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Product Backlog
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User Story
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As a frequent
flyer I want to
book flights
customized to
my
preferences,
so I save time
Product
Backlog
A
B
C
Immediately actionable
Negotiable
Valuable
Estimable
Sized to fit
Testable
Modified from Bill Wake www.xp123.com
A B C
!
GUI
Client
Server
DB schema
Stuff not
needed
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Communication Effectiveness
2 people at
whiteboard
Effective
2 people on
phone
Communication
effectiveness
Document
Cold
s
e
Qu
r)
e
w
ns
a
n
tio
o
N
(
es
u
q
Richness (temperature) of
communication channel
Hot
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Audio
recording
Ineffective
s
n
-a
d
an
n
o
i
t
Video
recording
2 people
on email
r)
e
w
Irrelevant Information
Spec 1
Same spec
+ irrelevant details
A
B
B
C
20 hrs
39 hrs
SM
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SM
Enabling Specification
R
E
A
D
Y
Value
Remove
Impediments
D
O
N
E
R
E
T
R
O
S
P
E
C
T
I
V
E
Velocity
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Sprint
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Exercise Background
General situation
Today is Jan 1.
The government has announced Outlook will be outlawed from April 1 to
save money!
We are greatsoftware.com
Our goal:
Create bookmeeting.com an online resource booking service targeted
primarily towards those that use Outlook for booking meeting rooms.
March 1: Pilot customer will start using it.
April 1: Commercial rollout.
Our context:
We have access to a pilot customer a conference center!
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Product Vision
Welcome to
bookmeeting.com! It doesnt
get any simpler than this.
Getting started guide:
Create an account at
bookmeeting.com
Set up rooms
Your company can now surf
to bookmeeting.com and
book meetings!
Payment
Pay per month (rate may
vary depending on number
of rooms)
Roles
Booker
Creates and administrates the
meeting booking, invites
participants
Participant
Attends meetings. Receives
invitations & updates.
Admin
Sets up rooms and users.
Buyer
Buys the service and pays for its
use.
Seller
Hosts the service and charges
for it use. Initially
greatsoftware.com.
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Bookmeeting.com
Exercise
Goal: Pile of users stories
Acceptance criteria for one story
!
Time: 10 minutes
As a X
I want Y
so that Z
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Case Study
Stopping a Death March
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2006
2007
Requirements
Coding
Release
Testing?
Q2
Q3
Q4
Q1
Q2
We are here
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Q1
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2007
Feb
We are here
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Jan
Releasable
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Code checked in
feature X
feature X
feature X
feature X
feature X
feature X
feature X
feature X
feature X
feature X
Test/integr
feature Y
feature X
Test/integr
feature Y
feature X
Test/integr
feature Y
feature X
Test/integr
feature Y
Test/integr
feature Y
Test/integr
feature Y
Test/integr
feature Y
feature X
Test/integr
feature Y
feature X
feature X
feature X
Test/integr
feature Y
Test/integr
feature Y
Test/integr
feature Y
Test/integr
feature Y
Test/integr
feature Y
feature X
feature X
feature X
Test/integr
feature Y
feature X
Test/integr
feature Y
Test/integr
feature Y
Test/integr
feature Y
Test/integr
feature Y
Test/integr
feature Y
PO
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Barry Boehm. Cost Estimation with COCOMO II. CS 577a, University of Southern California, Center for Software Engineering. Fall 2006!
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Laurie Williams, Gabe Brown, Adam Meltzer, Nachiappan Nagappan (2012) Scrum + Engineering Practices:
Experiences of Three Microsoft Teams. IEEE Best Industry Paper Award, 2011 International Symposium on
Empirical Software Engineering and Measurement.
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Anchoring
456 hrs
Same spec
Same spec
500 hrs
Never mind me
PO
50 hrs
Never mind me
PO
555 hrs
99 hrs
SM
SM
SM
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Spec
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Estimate Stories
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Estimate stories
Pick smallest story and give it 3 story
points
Estimate relative size of other stories
Discuss outliers and vote again until
all numbers are within 3 cards, then
average.
As a X
I want Y 2
so that Z
As a X
I want Y 3
so that Z
As a X
I want Y 5
so that Z
As a X
I want Y 1
so that Z
As a X
I want Y 2
so that Z
As a X
I want Y 5
so that Z
As a X
I want Y 13
so that Z
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Exercise
As a X
I want Y 8
so that Z
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Total:
180 points
Total:
70 points
2
5
2
3
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Sprint 1
30
Sprint 2
25
10
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Estimated
Velocity
Velocity = 10 points/sprint
2007
Q1
25 sprints
2008 Earliest
Promised
release
Q2
likely
release
Q3
Q4
Q1
Q2
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We are here
Step 6: Act
Reduce
Overall priorities
1. Operations
2. Project X
3. Anything else
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Increase
Fix impediments
Pressure on team
Ineffective build & test environment
Lack of teamwork, discipline & motivation
Disruptions & context switching
Unrealistic expectations
ROOT CAUSE: Company not focused
Result
Originally promised
release
(big-bang)
2007
Q1
Q2
Velocity
30
2008
estimated
Q4
Actual release
(incremental)
Actual release
(incremental)
Q1
Q2
25-30
20
actual
9-10
Q1
Q2
Q3
2007
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10
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Register new
user
Register new
user
Edit existing
user
Edit existing
user
Find user
View Invoice in
HTML, PDF, or
Excel format
View Invoice in
HTML, PDF, or
Excel format
Delete user
As a helpdesk
operator I want
to see who is
logged in
As a helpdesk
operator I want
to see who is
logged in
View Invoice in
HTML, PDF, or
Excel format
Find user
Administrate
users
Operations
manual
100
simultaneous
users
As a helpdesk
operator I want
to see who is
logged in
Operations
manual
100
simultaneous
users
Source: Henrik Kniberg
Operations
manual
100
simultaneous
users
Delete user
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Product Backlog
User admin
REgister new
user
User admin
Administrate
users
Create DB
schema
Write form
validation
Do GUI design
Do integration
test
User admin
User admin
Edit existing
user
Delete user
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13
Find user
Write failing
test
Definition of Done
= I havent messed up
the codebase
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Burndown Strategies
Burndown number of stories completed
stories must be small and of similar size
not recommended for new teams
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practice
Release Planning
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Release Cycles
Goal: every sprint results in potentially releasable product increment.
Product owner decides when to release.
Sprint #
Release 2
(Beta)
10
11
Release 3
(Live)
Release 5
Release 4
(maintenance)(maintenance)
12
14
13
15
16
17
18
19
Release 6
(maintenance)
20
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Release 1
(Alpha)
Backlog Maintenance
2009
Apr
2008
May
2008
June
2008
2010
Q3
2008
Q4
2008
2011
2009
2012
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Velocity of teams
Emerging requirements
Undone work
Customer feedback that must be dealt with immediately
after release
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vendors)
Sales, marketing, and operations
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Measuring Velocity
Beginning of sprint
Product
Backlog
End of sprint
Sprint
Backlog
Sprint
Backlog
8
5
5
3
5
5
Done!
8
5
5
3
5
Estimated
velocity =
26
Done!
Done!
Almost done
Not started
Actual
velocity =
18
5
5
3
5
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5
3
5
Work
remaining
(story points)
400
300
200
100
9 10 11 12 13 14 15 16
Sprint
Source: Henrik Kniberg
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Acceptance Tests
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Simple Scenarios
Suppose we are creating a registration function
It consists of specifying email (as User ID) and
Password
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Register
Acceptance
Condition of Satisfaction
Conditions of Satisfaction are high level criteria
established with an initial Epic/Feature/User
Story
In our previous example, the conditions of acceptance for
Email Address:
Password:
Register
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Acceptance
Acceptance Criteria
Acceptance Criteria specifies the details
that the team can then build against:
Following the example for Password:
Must be at least 8 characters and no more than 12
Must contain only alpha-numberics and the period
Must contain at least one digit
Must contain at least one character
Etc. (there may be more criteria)
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Acceptance
Expected
Expected Message
abc123
Invalid
abcdefghi
!
Invalid
!
!
1aaaaaaaa
Valid
!
!
ajx972dab
Comment
Why valid?
Valid
Cucumber
New tool for natural language scenarios
numerator
denominator
quotient
10
12.6
4.2
100
25 expected
24 returned
FIT (Framework for Integrated Test) and Fitnesse (Wiki front end)
Test specified in table format
Developers generates classes (fixtures) to hook into application
Users/testers use Wiki or Excel to specify inputs and outputs
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Prince 2
What Is PRINCE2?
Process driven Project Management method
Describes procedures to coordinate people and activities in
a project
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187
Rev. 2013 - 01
Rev. 2013 08
10 September 2013
188
Rev. 2013 - 01
Rev. 2013 08
10 September 2013
189
Rev. 2013 - 01
Rev. 2013 08
10 September 2013
Stage
Plan
PID
Project
Brief
Project
Mandate
Notification Highlight
Next Stage Report
190
Rev. 2013 - 01
Rev. 2013 08
10 September 2013
12
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1993-2014 Jeff Sutherland
import java.sql.Connection;
import java.util.concurrent.ExecutorService;
import java.util.concurrent.Executors;
!
!
!
!
new Thread().start();
}
} catch (SQLException e) {
return null;
} catch (IllegalArgumentException x) {
throw x;
}
}
Simple code:
1.Passes all tests
2.No duplication
3.Readable
4.Minimal
!
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Simple is hard!
Velocity Calibration
Estimated
Velocity
Actual
Velocity
40
30
40
30
28
40
30
31
40
30
30
30
Estimated
Actual
40
50
60
Actual
30
30
30
Actual
30
30
30 40
35
25 35
30
20 30
25
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Estimated
Estimated
Well be
done by
sprint 10!
300
200
100
10
11
12
13 14
15
Sprint
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Technical Debt
Vmax
Vactual
Sustainable pace!
time
time
Source: Henrik Kniberg
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1993-2014 Jeff Sutherland
velocity
velocity
Vmax
Vactual
Code duplication
Test coverage
Code readability
Definition of Done!
.... bla bla ....!
No increased technical debt
Ro
ad
to
Definition of Done
.... bla bla ....
Technical debt decreased
he
ll
!
e
c
a
p
g
in
s
a
e
Incr
Sustainable pace
First step
Slow down
Stop accumulating debt
Second step
(optional)
time
Source: Henrik Kniberg
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velocity
Vmax
Vactual
Definition of Done
.... bla bla ....
No increased technical debt
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Business users are losing patience with oldschool IT culture. Relationships are tense and
resentful. Legacy systems and practices impede
agility. Bottom line - GET AGILE
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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199
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Sprint Planning
Sprint goal
- Beta-ready release!
!
Sprint backlog
- Deposit (5)
- Migration tool (13)
- Backoffice login (3)
- Backoffice user admin (5)
(Estimated velocity = 26)
!
Schedule
- Sprint period: 2006-11-06 to 2006-11-24
- Sprint demo: 2006-11-24, 13:00, in the cafeteria
- Daily scrum: 9:30 9:45, in conference room Jimbo
!
Team
- Jim
- Erica (scrum master)
- Tom (75%)
- Niklas
- Eva
- John
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Product
Backlog
Scope
PO
As a helpdesk
operator I want
to see who is
logged in
Priority
PO
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SM
Cost
Reprioritize,
re-estimate,
split/combine
stories
t
i
s
Encrypted
o
Dep
P
e
r
f
T
T
e
s
t
T
logTin User aTdmin
tool
Password
T
20
8 Break out
13 tasks 3
13
8
Write failing
testEstimate
draw the line
User velocity,
Transaction
T
T
8h
T
4h
Integr
Test
DB
design
2h
Refact.
T
Migration
5 tool
T
Migration
5 tool
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T
12h
Impl.
DAO
8h
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Sprint Demo
What have we accomplished?
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1993-2014 Jeff Sutherland
Yes.
Velocity and its meaning
Meaning of progress to date
New Release plan
Etc, etc, etc
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End users
v1.0.0
Sprint 1
Sprint 2
Timeline
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1993-2014 Jeff Sutherland
Scrum team
v1.1.0
v1.0.1
Bug!
v1.0.0
v1.0.1
v1.1.0
Sprint 2
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Timeline
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Scaling
210
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Engineering
Practices
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Linear Scalability
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Scrum
Scrum & XP
Team
Daily Scrum
XP
Sprint
backlog
Whole
team
Collective
ownership
Product
backlog
Product
owner
Customer
tests
TDD
Pair
programming
Continuous
Integration
Simple
design
Coding
standard
Refactoring
Burndown
chart
Planning Sprint
game Planning
meeting
Sustainable
Pace
Metaphor
Sprint
Review
Source: Henrik Kniberg
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Scrum Master
Small
releases
Feedback Cycles
Sprint demo
Daily Scrum
Continuous
integration
Unit test
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Pair
programming
215
Course Review
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217
XP Game - Preplanning
Elect a Product Owner (PO) and Scrum Master (SM) in
each team
PO fetch product backlog
SM fetch props
For each story in backlog:
Team estimates relative complexity
(story points)
PO prioritize stories
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Next Steps
Course Retrospective
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http://www.youtube.com/watch?v=u6XAPnuFjJc
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