Class5 Scaling And Strategic Planning

UniversityofWashingtonAgileDeveloperCer6ficate

SpringQuarterAdvancedTopicsinAgileSo>wareDevelopmentClass#5:ScalingScrumandStrategicPlanning

SCALINGSCRUMGoingBeyond1TeamDoingScrum

HowAgileMethodologiesScale

Many Teams, many backlogs

Many Teams, one backlog

ProductDefini6onTeam

•  ProductOwnermaybepartoftheProductManagementfunc6on

•  Mayreceiveinputfrommul6ple–  ProductManagers–  BusinessUnitowners– Analysts– Architects–  Informa6onArchitects– Others

•  Howdoestheeffec6veProductOwnermanagealltheseinputs?

ScalingtheProductOwner

ChiefProductOwner

FlowofMul6pleSprintsLeadstoProductRelease

TheAgileReleaseTrainRelease1 Release2

1 2 3 4 5 6 7 8 9

Components

21 22 23 24 26 27 29 30 32C

ReleaseRoadmap

Theme1• Feature1• Feature2a

Theme2• Feature3• Feature2b

3 4 5 6 7 8 9 10 11 12

2weeks

~12‐16weeks

~4‐6weeks

AffinityEs6ma6ng

•  Breakupintosmallteamsof2‐4•  Discuss2‐3storiessothereisasenseofthem•  Findanini6alcompara6vestory

–  IfteamisalreadySprin6ng,findasmall‐ishonealreadycompletedthatwasareallygoodes6mate;usethates6mate

–  Findafullyunderstandablestoryandfullytaskitout;calliteithera2ora3

•  Withoutconversa6on,theen6reteamputsallthestoriesonabigwall–  smallestattherightandlargestonthele>comparedtoini6alstory–  Anyonecanmoveanyoneelse’sstoryposi6on

•  Asac6vitysubsides,putascalednumberlineup•  Secleones6matesforboundarystoriesandepics

Ini6alCompara6veStory

Isthisa3ora5?

Isthisan8ora13?

Isthisa5oran8?

Whatabouttheseepics?

Mul6pleteams

•  Synchronizewithinteams•  Synchronizeacrossteams

9:00AM9:30AM

9:30AM10:00AM

10:30AM11:00AM

Daily Scrums per Team Scrum Team 1

Scrum Team 2

Scrum Team 3

Scrum of Scrums

ThreeLevelsofSynchroniza6on

Reproduced with permission from Mike Cohn,Mountain Goat Software, 2003

Coordinating Scrum Or MetaScrum

Scrum of Scrums

Daily Scrums

TheABC’sofScrum

Type A Type B Type C

Documents Product Backlog Sprint Backlog Burndown Chart

Release Roadmap Product Backlog Sprint Backlog Burndown Chart

Resource Plan Release Roadmap Product Backlog Sprint Backlog Burndown Chart

Ceremonies Sprint Planning Daily Meeting Sprint Review

Multi-level Planning Daily Meeting Scrum of Scrums Sprint Review

MetaScrum Multi-level Planning Scrum of Scrums Daily Meeting Sprint Review

Roles Product Owner Scrum Master Team

Chief Product Owner Product Owners Uber Scrum Master Scrum Masters Teams

Source:JeffSutherland

HowDoWeSetaContextforEmpoweredLeadership?

Integra6onScrumTeamModel

SingleBacklogModel

Exercise:YourTeamOrganiza6on

•  Howareyourteamsorganizedcurrently?•  Whichmodelwouldworkbecerforyourorganiza6onandwhy?

•  Howwouldyouneedtoreorganizeteamsinordertoaccommodatethenewmodel?

•  Whatobstaclesarekeepingyoufromgoingtowardsthenewmodel?

•  Debriefwiththeen6regroup•  15‐minute6mebox

ScalingRecommenda6ons•  Correlateteamorganiza6ontosubsystemsormoduleswith

minimalcross‐over•  Implementdevelopmentinfrastructuretosupportthenumberand

loca6onofdeveloperssoitactsasasingledevelopmentenvironment

•  Implementmee6ngandcommunica6oninfrastructureop6mizedfornumberandloca6onofteams

•  Developstandards,guidelines,trainingcourses,templates,andframeworkstominimizethecoordina6onrequiredforintendedscaling

•  Developcoordina6onmechanismsformul6pleteams•  Ensureeachteamhassufficientresources,carefullyconsidershared

resources•  Implementwaystodevelopacommoncultureacrossteams

DispersedTeamRecommenda6ons•  Co‐locatetheteamaso>enaspossible,especiallyatincep6onand

keymilestones•  Rotatemembersaround•  Investin(andplanfor)toolsthatprovideasharedenvironment•  Plantoexperiment•  Establishasingleglobalinstanceofprojectassets,easilyaccessible

byall•  Tryvirtualteambuilding(teamwikiw/bios&photos)•  Establishknownhours,withasmuchoverlapaspossible•  Applyhighcohesionandlowcouplingtoalloca6onofworktosites•  Developasharedteamvocabulary•  Don'tletanyonegodark•  ApplyScrum‐of‐Scrumsconceptwhenmassremotemee6ngsare

unproduc6ve

NotesontheMeta‐Scrum•  UnliketheScrumofScrums(whereteamssynchronizeandcoordinatewiththepurposeof

execu6ngontheBacklog),•  TheMeta‐Scrumfocusesonexecu6ngontheroadmapandthestrategywhileelimina6ngside

channelconversa6onsaboutthereleasesandtheroadmap.Itisagapreduc6onexercise.•  ItisownedbytheChiefProductOwner,whocomesinwiththeplan.Thepar6cipantsactlikea

BoardofDirectorsfortheProductOwnerwhoreviewsandapprovestheplan.•  Thepar6cipantsmusthavetheauthoritytomakedecisions.Ifsomeoneismissing,thatperson

mustactinagreementwiththedecisionsmadeinthemee6ng.•  SuccessfulMeta‐Scrumsprovideconsistentanswerstotheques6on:"DoesaChiefProductOwner's

ProductBackloghaveconsentofalltheStakeholders?"•  TheChiefProductOwnercomesintointheMeta‐Scrumwiththeplan,discussingwhatismeantby

plan,roadmap,productbacklogandothernames.Whateveryouuse,haveitclearlydefined.

•  IndicatorsforwhenaMeta‐Scrumisneeded:–  Organiza6onneedstoreducechaos–  Needconsentathighestleveloftheorganiza6on–  Balancingmul6pleprojects–  Mul6pleorganiza6onalareasneedalignment–  Youareinanenvironmentwherechangehappens(therearesurprises)

18hcp://scrumalliance.pbwiki.com/The+Meta‐Scrum

THE5LEVELSOFPLANNINGGoingBeyondtheSprinttoStrategicProductPlanning

PlanningatMul6pleLevels

•  ProductVisioning•  ProductRoadmap

•  ReleasePlan•  SprintPlan•  DailyCommitment

Source:HubertSmits

PlanningatMul6pleLevels

Crea6ngMemorableVisions

•  ElevatorStatement:–  FOR(targetcustomer)–  WHO(statementoftheneed)–  THE(productname)isa

(productcategory)–  THAT(productkeybenefit,

compellingreasontobuy).–  UNLIKE(primarycompe66ve

alterna6ve),–  OURPRODUCT(final

statementofprimarydifferen6a6on)

•  ProductBox:

Potentially Shippable Product Increment

24hours

TheExtendedScrumFramework

SprintRetrospec-ve

Sprint Backlog

Sprint

ProductBacklog

Vision

Q2 Q3 Q4

Product Roadmap

ReleasePlan

SprintPlanningSprintReview&

Sprint 1

DailyScrumor“Standup”

ProductRoadmap

•  TheProductOwner:–  Communicatesthewhole– Determineswhenreleasesareneeded– Determineswhatfunc6onalityissufficient–  Focusesonbusinessvaluederivedfromthereleases

•  Deliveryteam–  Seesthewhole–  Learnsaboutthesteps–  Learnsthebusinesspriori6es–  Providestechnicalinputtotheroadmap

ProductRoadmap–anexample

Phosphorus2006.5

Agile PM

•  Associate Iterations with Releases

System Mgmt. • Hierarchical Stories • Daily Defect Metrics

Comm. & Collaboration

Platform •  Tab Customization & Web

• Forallusers,enhanceflexibilityofrequirementshierarchy

• ProvideConfigurableEdiXons

June3,‘06 July8,‘06 Aug12,‘06

Agile PM

•  Agile Product Manager

System Mgmt. •  Ajax-Enabled Detail Pages

Platform •  Improved UI

Responsiveness •  Improved Navigation

• Forallusers,improveusability,navigaXonandinformaXonpresentaXon.

Agile PM

• Defect Dropdown Customization

•  Task Ranking

System Mgmt. • Defect Close Rate Metrics

Comm. & Collaboration • User Filterable

Notifications

Platform •  Shared Custom Views

• ForRallycustomers,implementsomeofthemostrequestedenhancements

Aluminum2006.3

Silicon2006.4

*Rally Agile Pro Edition only

April8,‘06

Agile PM

•  Custom Enumerations • Unified Backlog Planning • New Release Status View

System Mgmt.

Platform • UI Consistency

• Forallusers,improvecustomizaXonandconsistency.

• ForProductOwners,improveRoadmap,andReleasePlanning.

Magnesium2006.2

ReleaseasaseriesofSprints•  Areleasecomprisesmul6pleitera6ons

•  Eachitera6oncanbethoughtofasasame‐sizedbox

•  Storiesofdifferentsizes(points)areputintoeachboxun6litisfull

•  Thesizeoftheboxistheplannedvelocity

Source:“AgileEs-ma-ngandPlanning,”byMikeCohn

IteraXon

Condi6onsofSa6sfac6on(backlog,

schedule)

Itera6onplanning

Development Productincrement

Condi6onsofSa6sfac6on

(backlog,budget,schedule)

Release

ReleasePlanning

AnAgileApproachtoPlanning

Source:“UserStoriesApplied”and“AgileEs-ma-ngandPlanning,”byMikeCohn

Feedback

AnAgileReleasePlan

Asafrequentflyer,Iwantto…

We’llbeherebytheplanneddeadline

Theloca6onofthearrowisdeterminedbyteamvelocityandthenumberofremainingitera6ons

PrioriXzedProductBacklog

Sprintn+1

Sprintn+2

Sprintn+3

1 2 3 4 5 6 7 8 9IteraXons

Velocity

Lastobserva6on=36

Mean(Last8)=33Mean(Worst3)=28

Velocity

DerivingDura6onUsingVelocity

Asafrequentflyer,Iwantto…

Atourslowestvelocitywe’llfinishhere

PrioriXzedProductBacklog

Itera6

Atourcurrentvelocitywe’llfinishhere

Atourlong‐termaveragewe’llfinishhere

SezngupforReleasePlanning•  WhatisthepurposeyouhopetoaccomplishwithAgilerelease

planning?•  Doyouhaveareleasethemeorthemes?•  Whatisthecurrentstateoftheteam?•  Doyouhaveavelocity?•  DoyouhaveagoodDefini6onofDone?•  DoyouhaveaProductBacklog?•  IstheProductBacklogPriori6zedbytheProductOwner?•  IstheProductBacklogEs6matedbythewholeteam?•  WilltheProductOwner(s)andwholeteambeinacendance?•  Willkeymembersbeinacendance(Architects,Opera6ons,QA,

ProductMarke6ng,PMO,etc)?•  WhathaveInotaskedthatisimportanttoknow?

ReleasePlanningSession•  ConductaReleasePlanningMee6ngcollabora6velywiththewhole

team(productowner,deliveryteam,stakeholders)•  Planfora1‐dayevent(2daysforVERYlargeprograms)•  Puteachfeatureonanindexcard(post‐itnotes)•  Physicallyarrangethepriori6zedfeaturesintotheReleases•  Forthefirstrelease,physicallyarrangethepriori6zedfeaturesinto

the3or4groupingsthatrepresenttheSprints•  Postalldecisions,risks,ac6ons(andifnecessary,assump6ons)on

thewall•  Considerappropriatebuffersandtradeoffmatrixbefore

commitment•  Biggestrisk:ProductOwnermusthaveapriori6zedProduct

Backlog!!

ReleaseBurn‐up

Informa6onRadiators:Big=Beau6ful!ASampleTaskBoard

Anothersampletaskboard

Projectrepor6ng

•  Minimizerepor6ng•  Whatgetsmeasuredgetsdone•  Makeitvisible•  Possiblemetrics:

–  Currentburndownchart(s)–  Sprintgoalsandchangestothegoals–  Defects–inflow,ou|lowand#opendefectsperweek–  Buildqualityperday/week–  Numberoftests/testspassedperday/week–  VelocityoverthelastxSprints–  Ac6onitems,risks

EndOfSprintDataStarting/Ending Metrics

SCRUMSPIRITNotJustFollowingaProcess

ScrumEssen6als

•  Elaboratefeaturesjust‐in‐6mefortheSprint,notwhileintheProductBacklog

•  ProductOwnerstaysengagedday‐to‐dayfortheelabora6onandacceptanceoffeatures

•  Teamsareself‐organizingandcross‐func6onal:everyoneisresponsiblefortheSprintcommitment

•  Donemeanstested,integratedcode&documenta6onandacceptedbytheproductowner

•  ReducedefectloggingbyalwaysmovingtofullytestedcodeintheSprint

•  Ensurethatso>wareisalwaysclosetoshippable

WhatCanCauseScrumAdop6ontoFail?

•  Ineffec6veuseoftheretrospec6ve•  Inabilitytogeteveryoneintheplanningmee6ngs•  Failuretopayacen6ontotheinfrastructurerequired•  BadScrumMasters•  Unavailableproductowner,ortoomanyproductownerswhocan’t

agree•  Rever6ngtoform•  Obtainingonly“checkbookcommitments”fromexecu6ve

management•  Teamslackingauthorityanddecision‐makingability•  Nothavinganonsiteevangelistforremoteloca6ons•  Aculturethatdoesnotsupportlearning•  Theembraceofdenialinsteadofthebrutaltruth

40“11WaysAgileAdop6onFails”–JeanTabakahcp://www.s6ckyminds.com/s.asp?F=S12384_COL_2

CulturalChange:TheHardPart

Old Organization New Organization Centralized Distributed Unified perspective Diversified perspective

Original meaning Emergent meaning Analytical Creative Analysis to action Learning by doing Certain Uncertain Strategy concept Local action Authoritative Participative Hierarchical Flat

41 Olson,Edwin&Eoyang,Glenda

GlossaryofTerms

GlossaryofTerms•  DailyScrumMee6ng

–  Afi>een‐minutedailymee6ngforeachteammembertoanswerthreeques6ons:"WhathaveIdonesincethelastScrummee6ng?(i.e.yesterday)";"WhatwillIdobeforethenextScrummee6ng?(i.e.today)";"Whatpreventsmefromperformingmyworkasefficientlyaspossible?"TheScrumMasterensuresthatpar6cipantscallsidebarmee6ngsforanydiscussionsthatgotoofaroutsidetheseconstraints.

•  Impediments–  Anythingthatpreventsateammemberfromperformingworkasefficientlyaspossibleisanimpediment.

EachteammemberhasanopportunitytoannounceimpedimentsduringthedailyScrummee6ng.TheScrumMasterischargedwithensuringimpedimentsgetresolved.ScrumMasterso>enarrangesidebarmee6ngswhenimpedimentscannotberesolvedonthespotinthedailyScrummee6ng.

•  ProductBacklog–  Theproductbacklog(or"backlog")istherequirementsforasystem,expressedasapriori6zedlistofproduct

backlogItems.Theseincludedbothfunc6onalandnon‐func6onalcustomerrequirements,aswellastechnicalteam‐generatedrequirements.Whiletherearemul6pleinputstotheproductbacklog,itisthesoleresponsibilityoftheproductownertopriori6zetheproductbacklog.DuringaSprintplanningmee6ng,backlogitemsaremovedfromtheproductbacklogintoasprint,basedontheproductowner'spriori6es.

•  ProductBacklogItem–  InScrum,aproductbacklogitem("PBI","backlogitem",or"item")isaunitofworksmallenoughtobe

completedbyateaminoneSprintitera6on.Backlogitemsaredecomposedintooneormoretasks.

GlossaryofTerms•  ProductBacklogItemEffort

–  SomeScrumprac66onerses6matetheeffortofproductbacklogitemsinidealengineeringdays,butmanypeoplepreferlessconcrete‐soundingbacklogeffortes6ma6onunits.Alterna6veunitsmightincludestorypoints,func6onpoints,or"t‐shirtsizes"(1forsmall,2formedium,etc.).Theadvantageofarbitraryunitsisthey'reexplicitaboutthedis6nc6onthatproductbacklogitemeffortes6matesarenotes6matesofdura6on.Also,es6matesatthislevelareroughguessesthatshouldneverbeconfusedwithactualworkinghours.Notethatsprinttasksaredis6nctfromproductbacklogitemsandtaskeffortremainingisalwayses6matedinhours.

•  ProductOwnerRole–  InScrum,asinglepersonmusthavefinalauthorityrepresen6ngthecustomer'sinterestin

backlogpriori6za6onandrequirementsques6ons.Thispersonmustbeavailabletotheteamatany6me,butespeciallyduringthesprintplanningmee6ngandthesprintreviewmee6ng.

•  Release–  Thetransi6onofanincrementofpoten6allyshippableproductfromthedevelopmentteam

intorou6neusebycustomers.Releasestypicallyhappenwhenoneormoresprintshaveresultedintheproducthavingenoughvaluetooutweighthecosttodeployit.

•  ReleaseBurndownChart–  InScrum,thereleaseburndownchartisa"bigpicture"viewofarelease'sprogress.Itshows

howmuchworkwasle>todoatthebeginningofeachsprintcomprisingasinglerelease.Thescopeofthischartisasinglerelease;however,aproductburndownchartspansallreleases.

GlossaryofTerms•  ScrumMasterRole

–  TheScrumMasterisafacilitatorfortheteamandproductowner.Ratherthanmanagetheteam,theScrumMasterworkstoassistboththeteamandproductownerinthefollowingways:

•  Removethebarriersbetweenthedevelopmentandtheproductownersothattheproductownerdirectlydrivesdevelopment.

•  Teachtheproductownerhowtomaximizereturnoninvestment(ROI),andmeethis/herobjec6vesthroughScrum.•  Improvethelivesofthedevelopmentteambyfacilita6ngcrea6vityandempowerment.•  Improvetheproduc6vityofthedevelopmentteaminanywaypossible.•  Improvetheengineeringprac6cesandtoolssothateachincrementoffunc6onalityispoten6allyshippable.•  Keepinforma6onabouttheteam'sprogressuptodateandvisibletoallpar6es.

•  Sprint–  Anitera6onofworkduringwhichanincrementofproductfunc6onalityisimplemented.Bythebook,an

itera6onlasts30days.Thisislongerthaninotheragilemethodstotakeintoaccountthefactthatafunc6onalincrementofproductmustbeproducedeachsprint.Thesprintstartswithaone‐daysprintplanningmee6ng.ManydailyScrummee6ngsoccurduringthesprint(oneperday).Attheendofthesprintwehaveasprintreviewmee6ng,followedbyasprintretrospec6vemee6ng.

•  SprintBacklog–  Definestheworkforasprint,representedbythesetoftasksthatmustbecompletedtorealizethesprint's

goals,andselectedsetofproductbacklogitems.•  SprintBurndownChart

–  Asprintburndownchart(or"sprintburndowngraph")depictsthetotaltaskhoursremainingperday.Thisshowsyouwhereyourteamstandsregardingcomple6ngthetasksthatcomprisetheproductbacklogitemsthatachievethegoalsofthesprint.TheX‐axisrepresentsdaysinthesprint,whiletheY‐axisiseffortremaining(usuallyinidealengineeringhours).Ideallythechartburnsdowntozerobytheendofthesprint.

GlossaryofTerms•  SprintGoals

–  Sprintgoalsaretheresultofanego6a6onbetweentheproductownerandthedevelopmentteam.Meaningfulgoalsarespecificandmeasurable.Insteadof"Improvescalability"try"Handlefive6mesasmanyusersasversion0.8."Scrumfocusesongoalsthatresultindemonstrableproduct.Theproductownerisen6tledtoexpectdemonstrableproduct(howeversmallorflimsy)star6ngwiththeveryfirstSprint.Initera6vedevelopment,subsequentSprintscanincreasetherobustnessorsizeofthefeatureset.Haveyourteamcommittogoalsthatanyonewillbeabletoseearemet(ornotmet)attheendofthesprint.Atsprintreviewmee6ngs,thesprintdemonstra6onisconducteda>erwhichtheteamaskstheproductownerwhether(s)hefeelsthegoalsweremet.Whilesomespecificproductbacklogitemsmaynotbedoneattheendofasprint,itshouldbeveryunusualforateamnottomeetitssprintgoals.Scrumrequirestheteamtono6fytheproductownerassoonasitbecomesawareitwillnotmeetitsgoals.

•  SprintPlanningMee6ng–  TheSprintplanningmee6ngisanego6a6onbetweentheteamandtheproductowneraboutwhattheteam

willdoduringthenextsprint.Theproductownerandallteammembersagreeonasetofsprintgoals,whichisusedtodeterminewhichproductbacklogitemstocommitfromtheuncommicedbacklogtothesprint.TheteamwillthenbreakthebacklogItemsdownintotasks.

•  SprintRetrospec6veMee6ng–  Thesprintretrospec6vemee6ngisheldattheendofeverysprinta>erthesprintreviewmee6ng.Theteam

andScrumMastermeettodiscusswhatwentwellandwhattoimproveinthenextsprint.Theproductownerdoesnotacendthismee6ng.

GlossaryofTerms•  SprintTask

–  InScrum,asprinttask(ortask)isaunitofworkgenerallybetweenfourandsixteenhours.Teammembersvolunteerfortasks.Theyupdatethees6matednumberofhoursremainingonadailybasis,influencingthesprintburndownchart.Tasksarecontainedbybacklogitems.

•  Team–  Ateam(or"Scrumteam")isop6mallycomprisedofsevenplusorminustwopeople.For

so>waredevelopmentprojects,theteammembersareusuallyamixofso>wareengineers,architects,programmers,analysts,QAexperts,testers,UIdesigners,etc.Thisiso>encalled"cross‐func6onalprojectteams".Agileprac6cesalsoencouragecross‐func6onalteammembers.

•  TeamMember–  InScrumparlance,ateammemberisdefinedasanyoneworkingonsprinttaskstowardthe

sprintgoal.•  Velocity

–  InScrum,velocityishowmuchproductbacklogeffortateamcanhandleinonesprint.Thiscanbees6matedbyviewingprevioussprints,assumingtheteamcomposi6onandsprintdura6onarekeptconstant.Itcanalsobeestablishedonasprint‐by‐sprintbasis,usingcommitment‐basedplanning.Onceestablished,velocitycanbeusedtoplanprojectsandforecastreleaseandproductcomple6ondates.

Ar6cles•  “AgileEVM–EarnedValueManagementTheAgileWay,”TamaraSulaiman,AgileJournal,Jan.8,

2007.hcp://www.agilejournal.com/ar6cles/ar6cles/agileevm‐%96‐earned‐value‐management‐the‐agile‐way.html

•  “AgileProcessandSelfOrganiza6on,”KenSchwaber,www.controlchaos.com,hcp://www.controlchaos.com/download/Self%20Organiza6on.pdf

•  “AgileTop‐Down:StrikingaBalance,”BryanStallings,AgileJournal,Mar.12,2007.hcp://www.agilejournal.com/ar6cles/ar6cles/agile‐top%11down%3a‐striking‐a‐balance.html

•  “EstablishingandMaintainingToptoBocomTransparencyUsingtheMeta‐Scrum,”BrentBarton,AgileJournal,Oct.6,2007.hcp://www.agilejournal.com/ar6cles/ar6cles/establishing‐and‐maintaining‐top‐to‐bocom‐transparency‐using‐the‐meta%11scrum.html

•  “MakingtheDate,”RonJefferies,xprogramming.com,Nov.10,2005.hcp://www.xprogramming.com/xpmag/jatmakingthedate.htm

•  “TheNewNewProductDevelopmentGame,”TakeuchiandNonaka,HarvardBusinessReview,Jan.1,1986.hcp://harvardbusinessonline.hbsp.harvard.edu/b02/en/common/item_detail.jhtml?id=86116

•  “WantBecerSo>ware?JustAsk:SevenThingsProjectCustomersCanDo,”MikeCohn,BecerSo>ware,March2004.hcp://www.mountaingoatso>ware.com/system/ar6cle/file/9/WantBecerSo>ware.pdf

OnlinePresenta6ons•  “AgileEs6ma6on”byMikeCohn

hcp://video.google.com/videoplay?docid=9061050925476245469&q=+site%3Avideo.google.com&total=101&start=0&num=10&so=0&type=search&plindex=3

•  “AgileProjectManagementPlanningandBudgezng”byDavidHussmanhcp://www.infoq.com/presenta6ons/Agile‐planning‐and‐budgezng

•  “AgileQuality:ACanaryinaCoalMine”byKenSchwaberhcp://www.infoq.com/presenta6ons/agile‐quality‐canary‐coalmine

•  “AgileRetrospec6ves:MakingGoodTeamsGreat”byEstherDerbyandDianaLarsenhcp://video.google.com/videoplay?docid=‐7910406883328902493

•  “HowtoPlanProjectswithDistributedTeams”byHubertSmitshcp://video.google.com/videoplay?docid=2259483443972461251

•  Interview:JeffSutherlandon“ScrumandNot‐Scrum”hcp://www.infoq.com/interviews/jeff‐sutherland‐scrum‐rules

•  “ScrumMaster:KenSchwaber’sTopTips”hcp://www.scrum‐master.com/top6ps/flash.html

•  “TheRootsofScrum”byJeffSutherlandhcp://www.infoq.com/presenta6ons/The‐Roots‐of‐Scrum

OtherUsefulLinks•  Agile&ScrumTraining:hcp://www.solu6onsiq.com/scrum/training_events.html•  AgileAlliancewebsite:www.agilealliance.org•  AgileJournal:www.agilejournal.com•  AgileManifesto:www.agilemanifesto.org•  AgileProductManagement:

hcp://allaboutproductmanagement.blogspot.com/2007/04/agile‐product‐management.html

•  BecerSo>wareMagazineandwww.s6ckylecer.com•  ExtremeProductMgmt.:

hcp://www.pragma6cmarke6ng.com/publica6ons/topics/06/0606sj•  InfoQ–InternetSo>wareDevelopmentCommunity:www.infoq.com•  JeffSutherland’swebsite:www.jeffsutherland.com•  KenSchwaber’swebsite:www.controlchaos.com/•  MikeCohn’swebsites:www.mountaingoatso>ware.com,www.planningpoker.com•  RonJeffrey’swebsite:www.xprogramming.com•  ScrumAlliancewebsite:www.scrumalliance.com

Class5 Scaling And Strategic Planning

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