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Scrum Certied

Product Owner /
CSPO
From the Product Vision to the Product Result
Boris Gloger, 2009

First Things First!

What would you


like to get out of
this training?

Draw!

so lets start ....

Most companies
started with a
handful of people

<than 8 people

grow

then they

....

14

50

100

1000

Days between Major Releases

Features Delivered per Team

2000

2001

2002

2003

2004

2005

2006

from a presentation of salesforce.com


Scrum Gathering Stockholm 2008

Lack of visibility

from a presentation of salesforce.com


Scrum Gathering Stockholm 2008

Resource Bottlenecks

from a presentation of salesforce.com


Scrum Gathering Stockholm 2008

Unpredictable release dates

from a presentation of salesforce.com


Scrum Gathering Stockholm 2008

Lack of responsiveness, lack of team alignment on priorities

from a presentation of salesforce.com


Scrum Gathering Stockholm 2008

Unhappy customers

from a presentation of salesforce.com


Scrum Gathering Stockholm 2008

Gradual productivity decline as the team

grew

from a presentation of salesforce.com


Scrum Gathering Stockholm 2008

The claim of most managers


and business people is a reex.
They say ....

The claim of most manager and business people is a reex they say ....

We need to structure
and organize more ....
We need better processes,
we need better tools,
we need better people.

traditional answer ...

team and line management


project management
portfolio management

going

LARGE

going

control

work

Taylor

whole is split into

parts

profession becomes

disciplines

knowledge goes

checklist

organization

slone

factories are

numbers

departments are

numbers

people are

numbers

Result

You loose
collaboration

You loose

trust

You loose

motivation

You loose

people

You loose
quality of ...

process

product

life

in other words ....

bureaucracy:

centralistic
hierarchy
dominant
slow
process driven
non agile

from a presentation of salesforce.com


Scrum Gathering Stockholm 2008

or you go another path...

staying:

human-centric
at
federalistic
distributed
innovative
agile
re-inventing
fast

How?

the agile answer ...

stolen from Pixar, Ed Catmull

Empower your
creatives,

create a

peer culture,

free up

communication,

craft a

learning
environment

Get more

out of

post mortems.

Is there a path or
a guideline
that can help you ...?

Scrum

Scrum is not a ...

Scrum is Scrum

NOKIA - TEST
1. Do they deliver working software at the end
of each Sprint (less than 4 weeks) that is tested
at the feature level.

NOKIA - TEST
2. Do they do just enough specciation before
starting a Sprint and is their Product Backlog
ready?

NOKIA - TEST
3. Do they have a Product Owner. A Product
Backlog? Is it estimated by the team?

NOKIA - TEST
4. Does the team have a burndown chart and
does the team know their velocity?

NOKIA - TEST
5. Is their team free from disruption during the
Sprint?

Product
Manager A
Product
Manager B

Project B

Product
Manager C

Project C

Product
Manager D

Project D

Product
Manager X

Why Change?

Team A

Project A

Team B

Release
Manager

Team C

Team D

Project X

Team X

No Focus
Release X

No Visibility
No Predictability
No Dedication

Getting
gettingLost?
lost?

working together for innovative results

60

The Product
Owner is key!

working together for innovative results

61

Scrum & Business


Scrum is highly business and product
oriented.
Business get a real live information of
project status on daily basis
Every 30 days a product increment is
ready and can be used.
working together for innovative results

AND THE
WINNER IS
...
Business
62

Business Involvement!
A prioritized Product Backlog!
A dedicated Product Owner!
First Things First!

There is not
such thing as a
free lunch
Robert A Heinlein, The Moon is a Harsh Mistress

IT IS HARD WORK!

working together for innovative results

63

A Vision is a clear picture that


evokes an emotional
attraction.

Product Vision
The Product Owner creates the
product vision
He shares this vision with his
team
working together for innovative results

64

Product Vision
A Vision is a clear picture that
evokes an emotional
attraction.
I believe that this nation should commit itself
to achieving the goal, before
this decade is out, of landing a man on the Moon
and returning him safely
to the earth ,1

working together for innovative results

65

Create the
Product Backlog
The Product Owner creates and
maintains the Product Backlog!
Never show up to a Sprint Planning
without estimated and prioritizes
Product Backlog.
Make it public to the organization!

working together for innovative results

66

Prioritize the Product Backlog


Prioritization based on business value

First Things First!

Use your tools and your common sense!

working together for innovative results

67

Work on Daily Basis with


Team members!
Clarify Ideas and Vision
Clarify Requirements
Do Decisions quickly!

JOIN THE DAILY SCRUM!

Re-prioritize if the team runs into problems

working together for innovative results

68

Review the
Product
Review the product
give timely feedback
a) during Sprint
b) in Sprint Review

working together for innovative results

69

Call the Estimation Meeting

Fibonaci!

Get Estimates from you team


Give them the chance to get an
insights into the new ideas

working together for innovative results

70

Create Release Plan


Build the release plan 3 month ahead!
Work hard on meaningful Sprint Goals!
Work with all parties to create one Releaseplan!
Involve Team to create Release plan

working together for innovative results

71

Sprint Planning
Brief your team in the meeting!
Know exactly what you want!
Be clear when you
communicate!
Negotiate Goal and Scope!

working together for innovative results

72

100%

74

75

The
Scrum
Flow

Analyse
PB

Tactical
Level

2009

Sprint # 1

Sprint # 2

Sprint # 3

Sprint # 4

MAS

Sprint
Review

Sprint
Version 1.2

18:00

TEAM

Release

PB

Under
stand
M

ANAGER

CU

STO MER

USER

Releaseplan

CU

STO MER

ANAGER

version 1.0

version 1.3

version 2.0

version 0.0

version 1.0

version 2.0

20

100

13

Play!

5
version 1.2

5 2
Planning
Poker

13 30

20

8
version 0.0

PB

40

USER

Releaseplan Update

Estimation
Meeting

PB

Estimation
Meeting

Estimation
Meeting

PB

Estimation
Meeting

Estimation
Meeting

PB

Estimation
Meeting

PB

Estimation
Meeting

Product Backlog
prioritized

Estimation
Meeting

Day 1

TEAM

8
5

SIZE it - Estimation Meeting

PB

Strategic
Level

Sprint
Retro-

UM

Sprint Planning 2

SC

Sprint
Retrospective

Sprint Planning 2

CT OW

PR

DU

Sprint
Retrospective

Sprint Planning 2

VISION
O

Sprint
Review

12:00

.......

Sprint Planning 1

Do your Daily Scrum every day!

Sprint Planning 2

Do your Daily Scrum every day!

Sprint
Review

Product Idea

Do your Daily Scrum every day!

.......

Sprint
Retrospective

ANAG

ER

.......

Estimation Meeting

.......

Sprint Planning 1

STO MER

Sprint Planning 1

CU

Sprint Planning 1

9:00

ER

CHECK it - Daily Scrum

HOW to do - Sprint Planning 2

WHAT to do - Sprint Planning 1

The Scrum Roles


3 Scrum Team Roles plus 3 Organizational Roles

presented by
2009

3 plus 3 roles in Scrum

ScrumMaster
The Film Director -- He protects the team from all
distrubances. He is not part of the team. He
improves the productivity of the Scrum-Team and
controls the inspect and adapt cycles of Scrum . He
makes sure that the agile ideals are understood and
that they are respected by all stakeholders. He is not
responsible for the delivery of the product.

Protect your
Scrum-Team

81

Remove
Impediments

82

Run the Process

83

Work with
Product Owner

Work with the


Organization

Product Owner
The Storywriter -- She drives the Product Owner from
the business point of view. She communicates a clear
vision of the product and she denes its main
characteristics. She also accepts the product at the end
of a Sprint. She makes sure that the team only works
on the most valuable Backlog Items. She has the same
goal as the team. She is responsible for the return on
investment.

Return on
Investment

Build and communicate Vision

Maintain
Product
Backlog

Acceptance of
Delivery

Establish and
maintain
Releaseplan

The Team
The Actors -- They deliver the product and
they are responsible for the quality. They
work with End User, PO and Customers to
understand the business requirements. The
Teams performs its commitment
voluntarily. They work continuously with
the PO to dene the strategic direction of
the project.

92

Deliver
Deliver
Deliver

93

Quality

94

Estimate
Estimate
Estimate

95

Commit!

96

Organize
yourselves!

Customer
The Producer -- She requests the product.

She contracts the organization for


developing products. Typically these are
executive managers who by software
development from external software
development companies. In an internal
product development organization this is
the person who is responsible for approving
the budget for product development.

Orders the
Product

Pays the Product


Development

Gives Feedback
in Reviews

Manager
The Studio Boss -- Management is essential
in Scrum Organisations. It enables the Team to
work by building the right work environment
for Scrum Teams. Managers create structure
and stability. He also works with the
ScrumMaster to re-factor the structures of the
organization and guidelines when necessary.

Makes sure a
organizations
will survive in
case of failures
Ed Cutmil: Havard Business Review, 2008

Establish Rules
and Guidelines

End User
The Audience -- Can be played by a
lof to people. The End-User is the one
who knows the requirements and with
this knowledge he denes the product
by telling the team what he needs
from its functionality.

Knows what he
needs and want

Gives Feedback
in Reviews

Participate in
Sprint Planning 1

How they work together!

ScrumMaster works with


Product Owner to ensure the
Product Owner fullls his job.
ScrumMaster coaches the
Product Owner and helps him
against outsides odds.

ScrumMaster works with the


Team to ensure that everyone
agrees what he had agreed to
do! Protects the Teams.
Removes impediments

Product Owner works with the


customer to ensure that he
meets her own return on
investment.
Customer will push the Product
Owner but she will keep her
interests in mind.

Team works with End User to


understand the needs of the
End-User. To write the
application according to
spezications of the End-User

ScrumMaster works with the Manager to refactor guidelines and processes, to ensure the
Scrum-Teams gets what it needs.

Product Owner needs to know


what the market (the End User)
wants to have. He needs to
know the needs to be able to
prioritize the product Backlog

References
Agiles Projektmanagement mit Scrum, Ken Schwaber
Agile Software Development with Scrum, Ken Schwaber
Scrum and the Enterprise, Ken Schwaber
Scrum, Boris Gloger
Scrum, Roman Pichler
How Pixar Fosters Creativity, Ed Cutmill, HBR 2008
Kotter, What Leaders really do
Henry Mintzberg "The Manager's Job: Folklore and Fact"

Company in USA: Portal Company


5 Product Owners: News, Email,
Products, Security, Infrastructure
1 Scrum Development Team, 9
people
1 integrated product: Portal.

What kind of
problems do you get,
if the ScrumMaster is
part of the team?

Company in USA: Portal Company


5 Product Owners: News, Email,
Products, Security, Infrastructure
1 Scrum Development Team, 9
people
1 integrated product: Portal.

119

Complexity / Empirical Management

120

step factory enterprise

121

Stacy and Complexity


Timebox

unstable

Emergent
Emergent

Requirements

Software
Time

Complexity
Anarchy

stable
known

Technology

unknown

Every Activity in Scrum is Timeboxed!

You need boundaries!


http://www.plexusinstitute.org/
edgeware/archive/think/
main_aides3.html

122

It is typical to adopt the dened (theoretical)


modeling approach when the underlying
mechanisms by which a process operates are
reasonably well understood.

When the process is too complicated for the


dened approach, the empirical approach is
the appropriate choice

The Product
Owner is key!

working together for innovative results

124

125

Strategic Planning / Agile Planning

126

Purpose of planning?
What is planning?
What is estimation?
Why do we do planning?
Are you successful?
What is your biggest issue in planning?
Please discuss on your tables:
Timebox 10 min

127

Planning is ...
Planning is the (psychological) process of
thinking about the activities required to create a
desired future on some scale. This thought
process is essential to the creation and
refinement of a plan, or integration of it with other
plans.
Planning is a dialogue.
Dia = through;
Logos = Word / Thinking

Sprint # 1

Sprint # 2

STO MER
M

ANAGER

Product Idea

.......
Do your Daily Scrum every day!

Sprint Planning 1

CU

Sprint Planning 1

9:00

CT OW

SC

UM

MAS

18:00

TEAM

Day 1

Sprint
Review

Sprint Planning 2

DU

PR

ER

VISION

Sprint
Retrospective

Sprint Planning 2

12:00

Do your Daily Scrum e

129

The Product Backlog


Emergent
Deliverables, Stories, Functionality
Requirements

Prioritized and Estimated


More detailed on higher priority items
Anyone can contribute
Product owner is responsible for priority
Maintained and posted visibly
Business Plan

130

As a USER ROLE
I want a FUNCTIONALITY
So that I get
BUSINESS VALUE

Product Backlog Iceberg


Priority
Sprint

Release

Next Release
131

2008 ObjectbaySo0ware&Consul9ngGmbH.

Finland
Denmark
USA
China
Austria
Canada
Brazil
France
UK
Germany
Italy
Slowakia

Country-Points

The
Scrum
Flow

Analyse
PB

Tactical
Level

2009

Sprint # 1

Sprint # 2

Sprint # 3

Sprint # 4

MAS

Sprint
Review

Sprint
Version 1.2

18:00

TEAM

Release

PB

Under
stand
M

ANAGER

CU

STO MER

USER

Releaseplan

CU

STO MER

ANAGER

version 1.0

version 1.3

version 2.0

version 0.0

version 1.0

version 2.0

20

100

13

Play!

5
version 1.2

5 2
Planning
Poker

13 30

20

8
version 0.0

PB

40

USER

Releaseplan Update

Estimation
Meeting

PB

Estimation
Meeting

Estimation
Meeting

PB

Estimation
Meeting

Estimation
Meeting

PB

Estimation
Meeting

PB

Estimation
Meeting

Product Backlog
prioritized

Estimation
Meeting

Day 1

TEAM

8
5

SIZE it - Estimation Meeting

PB

Strategic
Level

Sprint
Retro-

UM

Sprint Planning 2

SC

Sprint
Retrospective

Sprint Planning 2

CT OW

PR

DU

Sprint
Retrospective

Sprint Planning 2

VISION
O

Sprint
Review

12:00

.......

Sprint Planning 1

Do your Daily Scrum every day!

Sprint Planning 2

Do your Daily Scrum every day!

Sprint
Review

Product Idea

Do your Daily Scrum every day!

.......

Sprint
Retrospective

ANAGER

.......

Estimation Meeting

.......

Sprint Planning 1

STO MER

Sprint Planning 1

CU

Sprint Planning 1

9:00

ER

CHECK it - Daily Scrum

HOW to do - Sprint Planning 2

WHAT to do - Sprint Planning 1

134

The Product Backlog


Emergent
Deliverables, Stories, Functionality
Requirements

Prioritized and Estimated


More detailed on higher priority items
Anyone can contribute
Product owner is responsible for priority
Maintained and posted visibly
Business Plan

StrategicPlanning
responsible

Vision
Product Backlog
Prioritization
Sizing
Release planning

support

TacticalPlanning
responsible

Sprint Planning # 1
Sprint Planning # 2
Daily Scrum
Sprint Review
Sprint Retrospective

support

2009

Strategic
Planning Process

Sprint Planning 2

12:00

DU

CT OW

SC

PR

ER

VISION

UM

MAS

18:00

Sprint
Review

Product Idea

Sprint Planning 1

ANAGER

.......

Do your Daily Scrum every day!

Sprint Planning 2

Do your Daily Scrum every day!

Sprint
Review

STO MER

.......

Sprint
Retrospective

CU

Vision
Product Backlog
Prioritization
Estimation
Velocity Estimation
Releaseplanning

Sprint Planning 1

9:00

Sprint # 2

Sprint
Retrospective

Sprint # 1

TEAM

PB

Estimation
Meeting

PB

Estimation
Meeting

PB

Estimation
Meeting

Product Backlog
prioritized

Estimation
Meeting

Day 1

Estimation
Meeting

PB

Sprint # 1

Sprint # 2

STO MER
M

ANAGER

Product Idea

.......
Do your Daily Scrum every day!

Sprint Planning 1

CU

Sprint Planning 1

9:00

CT OW

SC

UM

MAS

18:00

TEAM

Day 1

Sprint
Review

Sprint Planning 2

DU

PR

ER

VISION

Sprint
Retrospective

Sprint Planning 2

12:00

Do your Daily Scrum e

Estimation
Meeting

Estimation
Meeting

PB

Estimation
Meeting

PB
PB
PB

Sprint
Review

Sprint Planning 2

Sprint
Retrospective

12:00

.......

Do your Daily Scrum every day!

Sprint Planning 1

Estimation Meeting

Sprint # 2

Estimation
Meeting

Do your Daily Scrum every day!

Sprint Planning 1

.......

Estimation
Meeting

Sprint
Review

Sprint Planning 2

Sprint
Retrospective

Sprint Planning 1

Do your Daily Scrum every day!

Estimation
Meeting

Sprint Planning 1

.......

Estimation
Meeting

Sprint
Review

Sprint Planning 2

Sprint
Retrospective

Sprint Planning 2

Sprint # 1
Sprint # 3
Sprint # 4

9:00

18:00

Day 1
Release

PB

Version 1.2

PB
MAS
T
E

Product Backlog
prioritized

ANAGER

PB

CU

STO MER
USER

PB

CU

STO MER
M

ANAGER

Sprint
Review

Sprint Planning 1

PB

USER

PB

Under
stand

Do your Daily Scrum every day!

Sprint Planning 1

.......

Day 1

PB

Planning
Poker

Play!

Sprint

Sprint Planning 2

Sprint
Review

Sprint # 3

18:00
Version 1.2

TEAM

Release

PB

Strategic

Sprint
Retro-

12:00

Sprint
Retrospective

Sprint Planning 1
Do your Daily Scrum every day!

Estimation Meeting

Sprint Planning 2

Sprint
Retrospective

Sprint Planning 2

Sprint
Review

.......

Estimation
Meeting

UM

Sprint # 2

Estimation
Meeting

SC

Do your Daily Scrum every day!

Estimation
Meeting

Sprint
Retrospective

Product Idea
Sprint Planning 1

Sprint # 1

Estimation
Meeting

CT OW
ANAGER

.......

Estimation
Meeting

VISION

Sprint Planning 2

STO MER

Estimation
Meeting

DU

Estimation
Meeting

Estimation
Meeting

CU

PR

O
ER

Level
Sprint # 4

9:00

.......

Version 1.2

Sprint
Review

Sprint
Review

Sprint
Review

18:00

TEAM

Release

PB

Under
stand
M

ANAGER

CU

STO MER

USER

Releaseplan

CU

STO MER

ANAGER

version 1.0

version 1.3

version 2.0

version 0.0

version 1.0

version 2.0

20

100

5 2
Planning
Poker

13

Play!

5
version 1.2

13 30

20

8
version 0.0

PB

40

USER

Releaseplan Update

Estimation
Meeting

PB

Estimation
Meeting

Estimation
Meeting

PB

Estimation
Meeting

Estimation
Meeting

PB

Estimation
Meeting

PB

Estimation
Meeting

Product Backlog
prioritized

Estimation
Meeting

Day 1

TEAM

8
5

SIZE it - Estimation Meeting

PB

Strategic
Level

Sprint
Retro-

Sprint Planning 2

MAS

Sprint
Retrospective

UM

Sprint Planning 2

SC

Sprint
Retrospective

Sprint Planning 2

CT OW

Sprint
Retrospective

Sprint Planning 2

DU

PR

ER

VISION

Estimation Meeti

Sp

Sp

Sp
12:00

Under
stand

PB

20

100

5 2
Planning
Poker

13 30

40

USER

Play!

20

8
13

5
version 2.0

Estimation
Meeting

PB

Estimation
Meeting

Estimation
Meeting

Meeting

sion 1.2

PB

TEAM

8
5

SIZE it - Estimation Meeting

PB

Strategic
Level

Under
stand

Estimatio
Meeting

Estimatio
Meeting

Meeting

PB

PB

20

100

5 2
Planning
Poker

13 3

40

Play!

20

8
13

TEAM

8
5

SIZE it - Estimation Meeting

PB

Strategic
Level

144

Estimation Meeting
Preparation of Sprint Planning
Formal estimation
Spend at least two meetings
per Sprint
Estimate only Size not Time
=> Input for Release Planing

The
Scrum
Flow

Analyse
PB

Tactical
Level

2009

Sprint # 1

Sprint # 2

Sprint # 3

Sprint # 4

MAS

Sprint
Review

Sprint
Version 1.2

18:00

TEAM

Release

PB

Under
stand
M

ANAGER

CU

STO MER

USER

Releaseplan

CU

STO MER

ANAGER

version 1.0

version 1.3

version 2.0

version 0.0

version 1.0

version 2.0

20

100

13

Play!

5
version 1.2

5 2
Planning
Poker

13 30

20

8
version 0.0

PB

40

USER

Releaseplan Update

Estimation
Meeting

PB

Estimation
Meeting

Estimation
Meeting

PB

Estimation
Meeting

Estimation
Meeting

PB

Estimation
Meeting

PB

Estimation
Meeting

Product Backlog
prioritized

Estimation
Meeting

Day 1

TEAM

8
5

SIZE it - Estimation Meeting

PB

Strategic
Level

Sprint
Retro-

UM

Sprint Planning 2

SC

Sprint
Retrospective

Sprint Planning 2

CT OW

PR

DU

Sprint
Retrospective

Sprint Planning 2

VISION
O

Sprint
Review

12:00

.......

Sprint Planning 1

Do your Daily Scrum every day!

Sprint Planning 2

Do your Daily Scrum every day!

Sprint
Review

Product Idea

Do your Daily Scrum every day!

.......

Sprint
Retrospective

ANAGER

.......

Estimation Meeting

.......

Sprint Planning 1

STO MER

Sprint Planning 1

CU

Sprint Planning 1

9:00

ER

CHECK it - Daily Scrum

HOW to do - Sprint Planning 2

WHAT to do - Sprint Planning 1

Results

Scrum Meetings

Sprint # 1

Sprint # 2

STO MER
M

ANAGER

Product Idea

.......
Do your Daily Scrum every day!

Sprint Planning 1

CU

Sprint Planning 1

9:00

CT OW

SC

UM

MAS

18:00

TEAM

Day 1

Sprint
Review

Sprint Planning 2

DU

PR

ER

VISION

Sprint
Retrospective

Sprint Planning 2

12:00

Do your Daily Scrum e

148

Planning Meeting

Product Backlog
Next Sprint Goal

Team Capabilities
Business Conditions
Technology Stability
Executable Product
Increment

Review,
Consider,
Organize

Selected Product
Backlog
Sprint Backlog

WHAT to do - Sprint Planning 1


Analyse
PB

Sprint # 1

HOW to

HOW to do - Sprint Planning 2

Sprint # 2

CHECK it

Sprint #

The
Scrum
Flow

Analyse
PB

Tactical
Level

2009

Sprint # 1

Sprint # 2

Sprint # 3

Sprint # 4

MAS

Sprint
Review

Sprint
Version 1.2

18:00

TEAM

Release

PB

Under
stand
M

ANAGER

CU

STO MER

USER

Releaseplan

CU

STO MER

ANAGER

version 1.0

version 1.3

version 2.0

version 0.0

version 1.0

version 2.0

20

100

13

Play!

5
version 1.2

5 2
Planning
Poker

13 30

20

8
version 0.0

PB

40

USER

Releaseplan Update

Estimation
Meeting

PB

Estimation
Meeting

Estimation
Meeting

PB

Estimation
Meeting

Estimation
Meeting

PB

Estimation
Meeting

PB

Estimation
Meeting

Product Backlog
prioritized

Estimation
Meeting

Day 1

TEAM

8
5

SIZE it - Estimation Meeting

PB

Strategic
Level

Sprint
Retro-

UM

Sprint Planning 2

SC

Sprint
Retrospective

Sprint Planning 2

CT OW

PR

DU

Sprint
Retrospective

Sprint Planning 2

VISION
O

Sprint
Review

12:00

.......

Sprint Planning 1

Do your Daily Scrum every day!

Sprint Planning 2

Do your Daily Scrum every day!

Sprint
Review

Product Idea

Do your Daily Scrum every day!

.......

Sprint
Retrospective

ANAG

ER

.......

Estimation Meeting

.......

Sprint Planning 1

STO MER

Sprint Planning 1

CU

Sprint Planning 1

9:00

ER

CHECK it - Daily Scrum

HOW to do - Sprint Planning 2

WHAT to do - Sprint Planning 1

Tactical Level

Sprint Planning 1

Analysis / Pulling
Backlog Items

Sprint Planning 2

Design

Daily Scrum / Day 2


Synchronisation /
Pulling Tasks

Daily Scrum / Day N

Sprint Review

Results

Sprint Retrospective

Improvement

153

Estimation Meeting
Preparation of Sprint Planning
Formal estimation
Spend at least two meetings
per Sprint
Estimate only Size not Time
=> Input for Release Planing

154

Planning Meeting

Product Backlog
Next Sprint Goal

Team Capabilities
Business Conditions
Technology Stability
Executable Product
Increment

Review,
Consider,
Organize

Selected Product
Backlog
Sprint Backlog

155

Daily Scrum Meetings


Daily 15 minute meeting
Same place and time every day
Meeting room
Chickens and pigs
Three questions
What have you ACHIEVED since last meeting?
What will you ACHIEVE before next meeting?
What is in your way?
Impediments and
Decisions

156

Sprint Review
When a Team member says done, what does that mean?

Done!

Code adheres to standards, is clean, has been re-factored, has been


unit tested, has been checked in, has been built, and has had a
suite of unit tests applied to it
Development environment for this to happen requires source code
library, coding standards, automated build facility, and unit test
harness

157

Evaluation Consequences
Restoring unfinished functionality to the Product Backlog and prioritizing it.
Removing functionality from the Product Backlog that the team unexpectedly
completed.
Working with the ScrumMaster to reformulate the team.
Reprioritizing the Product Backlog to take advantage of opportunities that
the demonstrated functionality presents.
Ask for a release Sprint to implement the demonstrated functionality, alone
or with increments from previous Sprints.
Choosing not to proceed further with the project and not authorizing another
Sprint.
Requesting that the project progress be sped up by authorizing additional
teams to work on the Product Backlog.

158

Sprint Retrospective

159

Monitoring a Sprint
SPRiNT Burn Down
Product Burn Down / Sprint / Release
Velocity Chart
Parking Lot Chart

160

News -- 50

Produkte -- 30

20
30

Schnittstellen - 10

...

9
x

161

162

163

164

165

166

LeadingChange
1.
2.
3.
4.
5.
6.
7.
8.

A sense of urgency
The guiding team
Vision and strategies
Communication
Empowerment
Short-term wins
Never letting up
Making change stick

In 1967 I submitted a paper called "How Do Committees Invent?"


to the Harvard Business Review. HBR rejected it on the grounds
that I had not proved my thesis. I then submitted it to
Datamation, the major IT magazine at that time, which
published it April 1968.

Here is one form of the paper's thesis:

Conways Law

Any organization that designs a


system (dened broadly) will
produce a design whose
structure is a copy of the
organization's communication
structure.

168

Hrs
Sprint Ende

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