Scrum Certified Product Owner / Cspo: First Things First!

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

Resource Bottlenecks

Unpredictable release dates

Lack of responsiveness, lack of team alignment on priorities

Unhappy customers

Gradual productivity decline as the team
grew

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

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!
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.
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!
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
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
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!
66
Prioritize the Product Backlog

Prioritization based on business value
First Things First!
Use your tools and your common sense!
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
68
Review the
Product
Review the product
give timely feedback
a) during Sprint
b) in Sprint Review
69
Call the Estimation Meeting
Fibonaci!
Get Estimates from you team

Give them the chance to get an
insights into the new ideas
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
71
Sprint Planning
Brief your team in the meeting!
Know exactly what you want!
Be clear when you
communicate!
Negotiate Goal and Scope!
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
Sprint
Review
Product Idea
.......
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!
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
.......
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
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
Sprint Planning 2
Sprint
Review
Product Idea
.......
Sprint
Retrospective
ANAGER
.......
Estimation Meeting
.......
Sprint Planning 1
STO MER
Sprint Planning 1
CU
Sprint Planning 1
9:00
ER
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
.......
Sprint Planning 2
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
.......
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
Estimation
Meeting
Estimation
Meeting
PB
Estimation
Meeting
PB
PB
PB
Sprint
Review
Sprint Planning 2
Sprint
Retrospective
12:00
.......
Sprint Planning 1
Estimation Meeting
Sprint # 2
Estimation
Meeting
Sprint Planning 1
.......
Estimation
Meeting
Sprint
Review
Sprint Planning 2
Sprint
Retrospective
Sprint Planning 1
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
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
Estimation Meeting
Sprint Planning 2
Sprint
Retrospective
Sprint Planning 2
Sprint
Review
.......
Estimation
Meeting
UM
Sprint # 2
Estimation
Meeting
SC
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
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
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
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
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
Sprint Planning 2
Sprint
Review
Product Idea
.......
Sprint
Retrospective
ANAGER
.......
Estimation Meeting
.......
Sprint Planning 1
STO MER
Sprint Planning 1
CU
Sprint Planning 1
9:00
ER
Results
Scrum Meetings
Sprint # 1
Sprint # 2
STO MER
M
ANAGER
Product Idea
.......
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
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

Analyse
PB
Sprint # 1
HOW to
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
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
Sprint Planning 2
Sprint
Review
Product Idea
.......
Sprint
Retrospective
ANAG
ER
.......
Estimation Meeting
.......
Sprint Planning 1
STO MER
Sprint Planning 1
CU
Sprint Planning 1
9:00
ER
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
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
159
Monitoring a Sprint
SPRiNT Burn Down
Product Burn Down / Sprint / Release
Velocity Chart
Parking Lot Chart
160
News -- 50
Produkte -- 30
20
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Schnittstellen - 10
...
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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.
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Scrum Certified Product Owner / Cspo: First Things First!

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Scrum Certified Product Owner / Cspo: First Things First!

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Scrum Certied

First Things First!

What would you

so lets start ....

Days between Major Releases

Features Delivered per Team

from a presentation of salesforce.com

from a presentation of salesforce.com

from a presentation of salesforce.com

Unpredictable release dates

from a presentation of salesforce.com

Lack of responsiveness, lack of team alignment on priorities

from a presentation of salesforce.com

from a presentation of salesforce.com

Gradual productivity decline as the team

from a presentation of salesforce.com

The claim of most managers

traditional answer ...

team and line management

whole is split into

in other words ....

from a presentation of salesforce.com

or you go another path...

the agile answer ...

stolen from Pixar, Ed Catmull

Scrum is not a ...

working together for innovative results

working together for innovative results

Scrum & Business

working together for innovative results

A Vision is a clear picture that

working together for innovative results

working together for innovative results

Prioritize the Product Backlog

First Things First!

Use your tools and your common sense!

working together for innovative results

Work on Daily Basis with

JOIN THE DAILY SCRUM!

Re-prioritize if the team runs into problems

working together for innovative results

working together for innovative results

Call the Estimation Meeting

Get Estimates from you team

working together for innovative results

Create Release Plan

working together for innovative results

working together for innovative results

SIZE it - Estimation Meeting

Do your Daily Scrum every day!

Do your Daily Scrum every day!

Do your Daily Scrum every day!

CHECK it - Daily Scrum

HOW to do - Sprint Planning 2

WHAT to do - Sprint Planning 1

The Scrum Roles

3 plus 3 roles in Scrum

Run the Process

Work with the

Build and communicate Vision

She contracts the organization for

Pays the Product

How they work together!