certified scrum training boris gloger
Post on 15-Sep-2014
56 views
DESCRIPTION
Slides that I use for running a Certified ScrumMaster class. This is the version I used in Oct. 2008TRANSCRIPT
presented by
Certified ScrumMaster 2008
bor!s gloger
2
GOAL: DELIVER A BROCHURE FOR THE EARTH TOURIST BOARD LOCATED ON MARS
• Create cover art, brand, and/or logo
• Define major topics for Martian tourism
• Describe “Art Interests in Europe” tour
• Describe a tour based on photosynthesis
• Outline a “7 wonders of the world” expedition
• Set prices for the tours• Outline warning messages
(gravity, oxygen, fungi,etc.)• Suggest clothing options• Explain travel options to/
from Mars
“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
4
Introduction
bor!s gloger
Philosophy and Soziology
EDS | BroadVision | ONE
France | Germany | Austria
1st Certified ScrumTrainer
SPRiNT iT
bor!s gloger
Hand-Outs:- Presentation
- Photos
What is a ScrumMaster?
What is Scrum?
15
Scrum is not a ....
You will get a new mindset!
Agenda and Topics
17
Day 1
09:00 - Start10:30 - Break12:30 - Lunch Break15:00 - Break17:00 - Short Break18:00 - EndDay 2
Start tomorrow - 08:30
Topics
Retrospectives
History
Complexity
Principles
Scrum Flow
Roles & Responsibilities
Scaling
Velocity Game
Planning
Estimation
Done
18
19
RULES
20
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 specficiation 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?
Deliver ball points
26
As a group, deliver as many ball points as possible.
Timebox 2 min.
27
28
29
HEARTBEATRETROSPECTIVES
Learning from the past for the future
Storytelling
The Secret of Gravity
Disappointment of Expectations
stops Learning!Blaming
1 2
4 5
3
6
-- Norman Kerth , Project Retrospectives
“Regardless of what we discover, we understand and truly believe: that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand.”
Timeline telling the tale
What Went WELL?
IMPROVE!
SCRUMMASTERTEAM MEMBER
PRODUCT OWNERORGANISATION
SORTINGPRIORITIZING
RANKING
INPUT FOR SPRINT PLANNING
less than 90 min!
N Ø T IN THE TEAM ROOM
everybody the team invites
Roles / Responsibilities
46
Scrum RolesScrum Roles are Responsibilites of a process not positions in an enterprise
Responsibilities of this role
48
S c r u m M a s t e r
Responsibilities of this role
48
S c r u m M a s t e r
Shepherding the team,
Responsibilities of this role
48
S c r u m M a s t e r
Shepherding the team,
Working with the Product Owner
Responsibilities of this role
48
S c r u m M a s t e r
Shepherding the team,
Working with the Product Owner
Removing impediments,
Responsibilities of this role
48
S c r u m M a s t e r
Shepherding the team,
Working with the Product Owner
Removing impediments,
Keeping the process moving, and
Responsibilities of this role
48
S c r u m M a s t e r
Shepherding the team,
Working with the Product Owner
Removing impediments,
Keeping the process moving, and
Socializing Scrum to the greater organization
Responsibilities of this role
48
Responsibilities of this role
49
T e a m
Responsibilities of this role
49
T e a m
• Estimating size of backlog items,
Responsibilities of this role
49
T e a m
• Estimating size of backlog items,
• Committing to increments of deliverable software
Responsibilities of this role
49
T e a m
• Estimating size of backlog items,
• Committing to increments of deliverable software
• – and delivering it.
Responsibilities of this role
49
T e a m
• Estimating size of backlog items,
• Committing to increments of deliverable software
• – and delivering it.
• Tracking own progress (with Scrum Master).
Responsibilities of this role
49
T e a m
• Estimating size of backlog items,
• Committing to increments of deliverable software
• – and delivering it.
• Tracking own progress (with Scrum Master).
• Self-organizing – but accountable to the product owner for delivering as promised.
Responsibilities of this role
49
Responsibilities of this role
50
P r o d u c t O w n e r
Responsibilities of this role
50
P r o d u c t O w n e r
• Working on a shared vision
Responsibilities of this role
50
P r o d u c t O w n e r
• Working on a shared vision
• Gathering requirements
Responsibilities of this role
50
P r o d u c t O w n e r
• Working on a shared vision
• Gathering requirements
• Managing and prioritizing the Product Backlog
Responsibilities of this role
50
P r o d u c t O w n e r
• Working on a shared vision
• Gathering requirements
• Managing and prioritizing the Product Backlog
• Accepting the software at the end of each iteration
Responsibilities of this role
50
P r o d u c t O w n e r
• Working on a shared vision
• Gathering requirements
• Managing and prioritizing the Product Backlog
• Accepting the software at the end of each iteration
• Managing the release plan
Responsibilities of this role
50
P r o d u c t O w n e r
• Working on a shared vision
• Gathering requirements
• Managing and prioritizing the Product Backlog
• Accepting the software at the end of each iteration
• Managing the release plan
• The profitability of the project (ROI)
Responsibilities of this role
50
Team
Manager
Kunde
Anwender
ScrumMaster
Product Owner
51
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?
Impediment backlog
54
Impediment backlog
54
Exercise:
•What kind of impediments can you think of?
•Create a list of current impediments in your organization
Timebox 5 min
55
History of Agile
56
Product Vision
agile foundation
58
• The New New Product Development Game, by Nonaka and Takeushi
•Lean Management, Deming and Juran
• Iterative and incremental
development, Barry Boehm
• First Implemenations, Jeff Sutherland
HBRJANUARY–FEBRUARY 1986
The New New ProductDevelopment Game
Hirotaka Takeuchi and Ikujiro Nonaka
The rules of the game in new product develop-ment are changing. Many companies havediscovered that it takes more than the ac-
cepted basics of high quality, low cost, and differen-tiation to excel in today’s competitive market. It alsotakes speed and flexibility.
This change is reflected in the emphasis companiesare placing on new products as a source of new salesand profits. At 3M, for example, products less thanfive years old account for 25% of sales. A 1981 surveyof 700 U.S. companies indicated that new products
would account for one-third of all profits in the 1980s,an increase from one-fifth in the 1970s.1
This new emphasis on speed and flexibility callsfor a different approach for managing new productdevelopment. The traditional sequential or “relayrace” approach to product development—exempli-fied by the National Aeronautics and Space Admin-istration’s phased program planning (PPP) system—may conflict with the goals of maximum speed andflexibility. Instead, a holistic or “rugby” approach—where a team tries to go the distance as a unit, passing
Copyright © 1986 by the President and Fellows of Harvard College. All rights reserved.
In today’s fast-paced, fiercely competitive world of com-mercial new product development, speed and flexibilityare essential. Companies are increasingly realizing thatthe old, sequential approach to developing new productssimply won’t get the job done. Instead, companies in Japanand the United States are using a holistic method—as inrugby, the ball gets passed within the team as it moves asa unit up the field.
This holistic approach has six characteristics: built-ininstability, self-organizing project teams, overlapping de-velopment phases, “multilearning,” subtle control, andorganizational transfer of learning. The six pieces fit to-gether like a jigsaw puzzle, forming a fast flexible processfor new product development. Just as important, the newapproach can act as a change agent: it is a vehicle forintroducing creative, market-driven ideas and processesinto an old, riged organization.
Mr. Takeuchi is an associate professor and Mr. Nonaka,a professor at Hitotsubashi University in Japan. Mr.Takeuchi’s research has focused on marketing and globalcompetition. Mr. Nonaka has published widely in Japanon organizations, strategy, and marketing.
Authors’ note: We acknowledge the contribution of Ken-ichi Imai in the development of this article. An earlierversion of this article was coauthored by Ken-ichi Imai,Ikujiro Nonaka, and Hirotaka Takeuchi. It was entitled“Managing the New Product Development Process: HowJapanese Companies Learn and Unlearn” and was pre-sented at the seventy-fifth anniversary.
Colloquium on Productivity and Technology, HarvardBusiness School, March 28 and 29, 1984.
The rules of the game in new product development are changing. Many companies have discovered that it takes more than the accepted basics of high quality, low cost, and differentiation to excel in today’s competitive market. It also takes speed and flexibility. This change is reflected in the emphasis companies are placing on new products as a source of new sales and profits. At 3M, for example, products less thanfive years old account for 25% of sales
The Knowledge-Creating Company
by Ikujiro NonakaEditor’s Note: This 1991 article helped popularize the notion of “tacit” knowledge—the valuable and highly subjective insights and intuitions that are difficult to capture and share because people carry them in their heads.
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.”
Complexity / Empirical Management
63
step factory enterprise
64
Time
Technology
unstable
Requirements
stable
known unknown
SoftwareEmergent
Every Activity in Scrum is Timeboxed!
65
Stacy and Complexity
•Timebox
•Emergent
•Complexity
•Anarchy
•You need boundaries!
http://www.plexusinstitute.org/edgeware/archive/think/
main_aides3.html
It is typical to adopt the defined (theoretical) modeling approach when the underlying
mechanisms by which a process operates are reasonably well understood.
66
When the process is too complicated for the defined approach, the empirical approach is
the appropriate choice
Strategic Planning / Agile Planning
68
Purpose of planning?
69
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
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
70
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
71
size & duration
72
Country-Points
Finland
Denmark
USA
China
Austria
Canada
Brazil
France
UK
Germany
Italy
Slowakia
© 2008 Objectbay So0ware & Consul9ng GmbH.
Product Backlog Iceberg
74
Priority
Sprint
Release
Next Release
presented by
Certified ScrumMaster 2008
bor!s gloger
The End
Scrum MeetingsResults
Tactical Level Sprint Planning 1
Sprint Planning 2
Daily Scrum / Day 2
Daily Scrum / Day N
Sprint Review
Sprint Retrospective
Analysis / Pulling Backlog Items
Design
Synchronisation / Pulling Tasks
Results
Improvement
Estimation Meeting
103
Estimation Meeting
103
Estimation Meeting
103
Preparation of Sprint PlanningFormal estimationSpend at least two meetings per SprintEstimate only Size not Time=> Input for Release Planing
Planning Meeting
104
Planning Meeting
104
Planning Meeting
104
Planning Meeting
104
Planning Meeting
104
Product Backlog
Team Capabilities
Business Conditions
Technology Stability
Executable ProductIncrement
Review,Consider,Organize
Next Sprint Goal
Selected ProductBacklog
Sprint Backlog
Daily Scrum Meetings
105
Daily Scrum Meetings
105
Daily Scrum Meetings• Daily 15 minute meeting
105
Daily Scrum Meetings• Daily 15 minute meeting• Same place and time every day
105
Daily Scrum Meetings• Daily 15 minute meeting• Same place and time every day• Meeting room
105
Daily Scrum Meetings• Daily 15 minute meeting• Same place and time every day• Meeting room• Chickens and pigs
105
Daily Scrum Meetings• Daily 15 minute meeting• Same place and time every day• Meeting room• Chickens and pigs• Three questions
105
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?
105
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?
105
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?
105
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
105
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
105
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
105
Sprint Review
106
Sprint Review
106
Sprint Review
Done!
106
Sprint ReviewWhen a Team member says “done,” what does that mean?
Done!
106
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!
106
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!
106
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!
106
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!
106
Evaluation ConsequencesRestoring 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.
107
Sprint Retrospective
108
Sprint Retrospective
108
Sprint Retrospective
108
Running a Sprint
109
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
110
Monitoring a Sprint
111
SPRiNT Burn Down
Product Burn Down / Sprint / Release
Velocity Chart
Parking Lot Chart
News -- 50 Produkte -- 30 Schnittstellen - 10 ...
30
209
x
112
113
114
115
Hrs
Tage
Trendline
aktuelle Tendline
Sprint Ende
Abnormal termination
Sprints can be cancelled before the allotted thirty days are over
Team can cancel Sprint if they feel they are unable to meet Sprint goal
Management can cancel Sprint if external circumstances negate the value of the Sprint goal and
If a Sprint is abnormally terminated, the next step is to conduct a new Sprint planning meeting, where the reason for the termination is reviewed.
116
ScrumMaster = Change Agent
117
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 (defined broadly) will produce a design whose structure is a copy of the organization's communication structure.
Conways Law
Scrum a Change ProcessMost projects deliver software every 6 to 18 months. Scrum reduces this to many 1 month deliveries to increase
control via inspect/adapt.
This puts stress on the team and organization, exposing underlying problems and limitations.
The ScrumMaster’s job is to prioritize these problems and help the organization overcome them to get better at software development, managing software investments, and becoming a community to work in.
119
ListeningTo listen fully means to pay close attention to what is being said beneath the words. You listen not only to the 'music,' but to the essence of the person speaking. You listen not only for what someone knows, but for what he or she is. Ears operate at the speed of sound, which is far slower than the speed of light the eyes take in. Generative listening is the art of developing deeper silences in yourself, so you can slow our
mind’s hearing to your ears’ natural speed, and hear beneath the words to their meaning.
120
ScrumMaster = Leader and Facilitator
Removing the barriers between development and the customer so the customer directly drives development
Teaching the customer how to maximize ROI and meet their objectives through Scrum
Improving the lives of the development team by facilitating creativity and empowerment
Improving the productivity of the development team in any way possible and,
Improving the engineering practices and tools so each increment of functionality is potentially shippable.
121
A Day in Life of a ScrumMaster
122
Ensure everyone is doing what they have agreed to do
Determine where Scrum is compared to where it could be and update your own Scrum product backlog
Work the product backlog
A dead ScrumMaster is a useless ScrumMaster and,
Use all of your senses, including common sense, and remember that you have no authority.
Impediments II
The tyranny of the waterfall
The illusion of command and control and,
The era of opacity.
123
Scrum Teams
124
Cross Functional with No “Roles”
Multi Disciplinary
5 - 9self-sustainable
Rules of Etiquette
Team should create “Teams rules”
Never use the word “you”
Be on time
Use a talking stick
No name calling
126
Collaboration
The Product Owner is not enemy
Other teams need to understand that we need them
We all deliver to the same goal
Open collocated space is recommended
127
Scaling / Distributed Teams / Larger Scrum
128
PO
Anforderer aus den
Fachbereichen
TeamPO
Anforderer aus den
Fachbereichen
Team
PO
Anforderer aus den
Fachbereichen
Team
Backlog Backlog
priorisiert
Die Anforder schreiben
BI und der Po priorisiert,
erst im Sprint arbeiten
die Anforderer direkt mit
dem Team
129
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
130
Common Pitfalls
131
If you do not have in place:
132
If you do not have in place:
132
1. Prodcut Owner is missing
1.1.No Vision
1.2.No roadmap
1.3.No product backlog
If you do not have in place:
132
1. Prodcut Owner is missing
1.1.No Vision
1.2.No roadmap
1.3.No product backlog
2. Product Backlog
2.1.Is not sized
2.2.is not estimated
2.3.is not prioritized
If you do not have in place:
132
1. Prodcut Owner is missing
1.1.No Vision
1.2.No roadmap
1.3.No product backlog
2. Product Backlog
2.1.Is not sized
2.2.is not estimated
2.3.is not prioritized
3. Sprint meeting
3.1.Team accepts backlog items “not ready”
If you do not have in place:
132
1. Prodcut Owner is missing
1.1.No Vision
1.2.No roadmap
1.3.No product backlog
2. Product Backlog
2.1.Is not sized
2.2.is not estimated
2.3.is not prioritized
3. Sprint meeting
3.1.Team accepts backlog items “not ready”
4. Sprint Interference
If you do not have in place:
132
1. Prodcut Owner is missing
1.1.No Vision
1.2.No roadmap
1.3.No product backlog
2. Product Backlog
2.1.Is not sized
2.2.is not estimated
2.3.is not prioritized
3. Sprint meeting
3.1.Team accepts backlog items “not ready”
4. Sprint Interference
5. No Burn-Down Chart
If you do not have in place:
132
1. Prodcut Owner is missing
1.1.No Vision
1.2.No roadmap
1.3.No product backlog
2. Product Backlog
2.1.Is not sized
2.2.is not estimated
2.3.is not prioritized
3. Sprint meeting
3.1.Team accepts backlog items “not ready”
4. Sprint Interference
5. No Burn-Down Chart
6. No Daily Meeting
If you do not have in place:
132
1. Prodcut Owner is missing
1.1.No Vision
1.2.No roadmap
1.3.No product backlog
2. Product Backlog
2.1.Is not sized
2.2.is not estimated
2.3.is not prioritized
3. Sprint meeting
3.1.Team accepts backlog items “not ready”
4. Sprint Interference
5. No Burn-Down Chart
6. No Daily Meeting
7. No Impediment List
If you do not have in place:
132
1. Prodcut Owner is missing
1.1.No Vision
1.2.No roadmap
1.3.No product backlog
2. Product Backlog
2.1.Is not sized
2.2.is not estimated
2.3.is not prioritized
3. Sprint meeting
3.1.Team accepts backlog items “not ready”
4. Sprint Interference
5. No Burn-Down Chart
6. No Daily Meeting
7. No Impediment List
8. Software not Done
If you do not have in place:
132
1. Prodcut Owner is missing
1.1.No Vision
1.2.No roadmap
1.3.No product backlog
2. Product Backlog
2.1.Is not sized
2.2.is not estimated
2.3.is not prioritized
3. Sprint meeting
3.1.Team accepts backlog items “not ready”
4. Sprint Interference
5. No Burn-Down Chart
6. No Daily Meeting
7. No Impediment List
8. Software not Done
9. No retrospective
What is hard about Scrum?
133
What is hard about Scrum?
133
1. Overwhelming details if not managed
What is hard about Scrum?
133
1. Overwhelming details if not managed
2. Cross-functional team understanding
What is hard about Scrum?
133
1. Overwhelming details if not managed
2. Cross-functional team understanding
3. Getting a product backlog
What is hard about Scrum?
133
1. Overwhelming details if not managed
2. Cross-functional team understanding
3. Getting a product backlog
4. Non-dedicated resources
What is hard about Scrum?
133
1. Overwhelming details if not managed
2. Cross-functional team understanding
3. Getting a product backlog
4. Non-dedicated resources
5. Integrating support tasks
What is hard about Scrum?
133
1. Overwhelming details if not managed
2. Cross-functional team understanding
3. Getting a product backlog
4. Non-dedicated resources
5. Integrating support tasks
6. Estimation / metrics
What is hard about Scrum?
133
1. Overwhelming details if not managed
2. Cross-functional team understanding
3. Getting a product backlog
4. Non-dedicated resources
5. Integrating support tasks
6. Estimation / metrics
7. Daily estimates / decomposition of work
What is hard about Scrum?
133
1. Overwhelming details if not managed
2. Cross-functional team understanding
3. Getting a product backlog
4. Non-dedicated resources
5. Integrating support tasks
6. Estimation / metrics
7. Daily estimates / decomposition of work
8. Longer term planing / coordination with other teams - conflicting priorities
What is hard about Scrum?
133
1. Overwhelming details if not managed
2. Cross-functional team understanding
3. Getting a product backlog
4. Non-dedicated resources
5. Integrating support tasks
6. Estimation / metrics
7. Daily estimates / decomposition of work
8. Longer term planing / coordination with other teams - conflicting priorities
9. Time for research / slack
"My advice is to do it by the book,get good at the practices,then do as you will.Many people want to skip to step three.How do they know? " -- Ron Jeffries
1. Shu (守:しゅ, Shu? "protect", "obey")
— traditional wisdom — learning fundamentals, techniques, heuristics,
proverb.
2. Ha (破:は, Ha? "detach", "digress") —
breaking with tradition — finding exceptions to traditional wisdom,
reflecting on their truth, finding new ways, techniques, and proverbs
3. Ri (離:り, Ri? "leave", "separate") —
transcendence — there are no techniques or proverbs, all moves are
natural
Velocity Game
135
bor!s glogerCopyright of this presentation is by Boris Gloger.
Every Certified Scrum Master, trained by Boris Gloger, is allowed to use this slide for a non commercial purpose.
Further Information you get from: