Einführung Scrum2

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presents

Effektiver mit Scrum18.06.08 | Buchhandlung Lehmanns | Hamburg

The End

“Equally responsible for the initiation of project with predefined failure is management that insists upon having fixed commitments from programming personnel prior to the latter’s understanding what the commitment are for. Too frequently, management does not realize that !in asking the staff for “the impossible”, the staff will feel the obligation to respond out of respect, fear or misguided loyalty.!Saying “no” to the boss frequently requires courage, political and !psychological wisdom, and business maturity that comes with much experience.”

-- The Management of Computer Programming Projects" by Charles Lecht. 1967

Philosophy and Soziology

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1st Certi!ed ScrumTrainer

SPRiNT iT

What is Scrum?

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Scrum is not a ....

Yahoo Chief Product Owner – “Scrum is faster, better, cooler! It’s the way we first built software at Yahoo, yet is scalable to large, distributed, and outsourced teams.”

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Process Types

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It is typical to adopt the defined (theoretical) modeling

approach when the underlying mechanisms by which

a process operates are reasonably well understood.

When the process is too complicated for the defined

approach, the empirical approach is the appropriate

choice.”

Process Dynamics, Modeling, and Control,

Ogunnaike and Ray, Oxford University Press, 1992

Scrum Roles

Scrum Roles are Responsibilites of a process

not positions in an enterprise

Team

Manager

Kunde

Anwender

ScrumMaster

Product Owner

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Estimation Meeting

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Estimation Meeting

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Estimation Meeting

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Preparation of Sprint Planning

Formal estimation

Spend at least two meetings

per Sprint

Estimate only Size not Time

=> Input for Release Planing

Planning Meeting

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Planning Meeting

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Planning Meeting

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Planning Meeting

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Planning Meeting

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Product Backlog

Team Capabilities

Business Conditions

Technology Stability

Executable Product

Increment

Review,

Consider,

Organize

Next Sprint Goal

Selected Product

Backlog

Sprint Backlog

Daily Scrum Meetings

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Daily Scrum Meetings

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Daily Scrum Meetings• Daily 15 minute meeting

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Daily Scrum Meetings• Daily 15 minute meeting

• Same place and time every day

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Daily Scrum Meetings• Daily 15 minute meeting

• Same place and time every day

• Meeting room

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Daily Scrum Meetings• Daily 15 minute meeting

• Same place and time every day

• Meeting room

• Chickens and pigs

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Daily Scrum Meetings• Daily 15 minute meeting

• Same place and time every day

• Meeting room

• Chickens and pigs

• Three questions

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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?

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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?

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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?

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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

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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

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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

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Sprint Review

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Sprint Review

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Sprint Review

Done!

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Sprint ReviewWhen a Team member says “done,” what does that mean?

Done!

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Sprint ReviewWhen a Team member says “done,” what does that mean?

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

Done!

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Sprint ReviewWhen a Team member says “done,” what does that mean?

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

Done!

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Sprint ReviewWhen a Team member says “done,” what does that mean?

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

Done!

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Sprint ReviewWhen a Team member says “done,” what does that mean?

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

Done!

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HEARTBEATRETROSPECTIVES

Learning from the past for the future

Running a Sprint

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Running

30 daysTeam builds functionality that includes

product backlog and meets Sprint goalTeam self-organizes to do workTeam conforms to existing standards and

conventionsTracks progress

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54

Hrs

Tage

Trendline

aktuelle Tendline

Sprint Ende

News -- 50 Produkte -- 30 Schnittstellen - 10 ...

30

209

x

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Scaling / Distributed Teams / Enterprise

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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:

Any organization that designs a system (de!ned broadly) will produce a design whose structure is a copy of the organization's communication structure.

Conways Law

Team

Marketing

Product Owner

Sales Kunde Dev. IT Kunde Kunde Kunde

Team Team Team Team

Team Team Team Team

P P P P P P

P

PPP

P

P PP

P

P P PP

P

P P P

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Common Pitfalls

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No Vision

No Product Backlog

Product Backlog is not sized

Product Backlog is not estimated

Sprint gets disturbed

No Burn Down Chart

No Daily Scrum

No Impediment list

No !nal product increment

No retrospective!

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