Download - Certified Scrum Product Owner Training
First Things First!
Scrum Certified Product Owner / CSPOFrom the Product Vision to the Product Result
Boris Gloger, 2009
1
What would you like to get out of
this training?
Draw!
so let’s start ....
Most companies started with a handful of people
<than 8 people
grow ....
then they
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50
100
1000
2000 2001 2002 2003 2004 2005 2006
Features Delivered per Team
Days between Major Releases
from a presentation of salesforce.comScrum Gathering Stockholm 2008
Lack of visibility
from a presentation of salesforce.comScrum Gathering Stockholm 2008
from a presentation of salesforce.comScrum Gathering Stockholm 2008
Resource Bottlenecks
Unpredictable release dates
from a presentation of salesforce.comScrum Gathering Stockholm 2008
Lack of responsiveness, lack of team alignment on priorities
from a presentation of salesforce.comScrum Gathering Stockholm 2008
Unhappy customers
from a presentation of salesforce.comScrum Gathering Stockholm 2008
Gradual productivity decline as the team grew
from a presentation of salesforce.comScrum Gathering Stockholm 2008
The claim of most managers and business people is a reflex. They say ....
We need to structure and organize more .... We need better processes, we need better tools, we need better people.
The claim of most manager and business people is a reflex they say ....
➡ team and line management
➡ project management
➡ portfolio management
traditional answer ...
goingLARGE
control going
Taylor work
partswhole is split into
profession becomes
disciplines
knowledge goeschecklist
organization slone
factories are numbers
departments are numbers
people are numbers
Result
You loosecollaboration
trustYou loose
You loosemotivation
peopleYou loose
quality of ...You loose
process
product
life
in other words ....
bureaucracy: centralistichierarchydominant
slowprocess driven
non agile
from a presentation of salesforce.comScrum Gathering Stockholm 2008
human-centricflatfederalisticdistributedinnovativeagilere-inventingfast
or you go another path...
staying:
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 ofpost 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 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?
Project A
Project B
Project C
Project D
Project X
Release XRelease
Manager
Team A
Team B
Team C
Team D
Team X
Product Manager A
Product Manager B
Product Manager C
Product Manager D
Product Manager X
Why Change?
No Focus
No Visibility
No Predictability
No Dedication
60working together for innovative results
Getting Lost?getting lost?
The Product Owner is key!
61working together for innovative results
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.
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AND THE WINNER IS
...Business
working together for innovative results
Business Involvement!A prioritized Product Backlog!
A dedicated Product Owner!
First Things First!
IT IS HARD WORK!
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“There is not such thing as a
free lunch”Robert A Heinlein, The Moon is a Harsh Mistress
working together for innovative results
Product Vision
The Product Owner creates the product vision
He shares this vision with his team
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A Vision is a clear picture that evokes an emotional
attraction.
working together for innovative results
Product Vision
”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
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A Vision is a clear picture that evokes an emotional
attraction.
working together for innovative results
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!
66working together for innovative results
Prioritize the Product Backlog
Prioritization based on business value
Use your tools and your common sense!
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First Things First!
working together for innovative results
Work on Daily Basis with Team members!
Clarify Ideas and Vision
Clarify Requirements
Do Decisions quickly!
Re-prioritize if the team runs into problems
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JOIN THE DAILY SCRUM!
working together for innovative results
Review the Product
Review the product
give timely feedback
a) during Sprint
b) in Sprint Review
69working together for innovative results
Call the Estimation MeetingGet Estimates from you team
Give them the chance to get an insights into the new ideas
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Fibonaci!
working together for innovative results
Create Release PlanBuild 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
71working together for innovative results
Sprint PlanningBrief your team in the meeting!
Know exactly what you want!
Be clear when you communicate!
Negotiate Goal and Scope!
72working together for innovative results
100%
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VISION
Product Idea
The Scrum Flow
Releaseplan
Product Backlog
Sprint # 1 Sprint # 2 Sprint # 3
PR O D U C T O W N E R
PB PBPB PB
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18:00
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Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day!
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prioritized
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Strategic Level
presented by
The Scrum Roles3 Scrum Team Roles plus 3 Organizational Roles
2009
3 plus 3 roles in Scrum
ScrumMasterThe 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 yourScrum-Team
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RemoveImpediments
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Run the Process
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Work with Product Owner
Work with the Organization
Product OwnerThe Storywriter -- She drives the Product Owner from the business point of view. She communicates a clear vision of the product and she defines 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 maintainReleaseplan
The TeamThe 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 define the strategic direction of the project.
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DeliverDeliverDeliver
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Quality
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EstimateEstimateEstimate
95
Commit!
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Organize yourselves!
CustomerThe 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
ManagerThe 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 UserThe Audience -- Can be played by a lof to people. The End-User is the one who knows the requirements and with this knowledge he defines 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 fulfills 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 spezifications of the End-User
ScrumMaster works with the Manager to re-factor 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 SchwaberAgile Software Development with Scrum, Ken SchwaberScrum and the Enterprise, Ken SchwaberScrum, Boris GlogerScrum, Roman PichlerHow Pixar Fosters Creativity, Ed Cutmill, HBR 2008Kotter, What Leaders really doHenry 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.
Complexity / Empirical Management
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step factory enterprise
120
Time
Technology
unstable
Requirements
stable
known unknown
SoftwareEmergent
Every Activity in Scrum is Timeboxed!
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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.
122
When the process is too complicated for the defined approach, the empirical approach is
the appropriate choice
The Product Owner is key!
124working together for innovative results
Strategic Planning / Agile Planning
125
Purpose of planning?
126
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
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VISION
Product Idea
The Scrum Flow
Releaseplan
Product Backlog
Sprint # 1 Sprint # 2 Sprint # 3
PR O D U C T O W N E R
PB PBPB PB
9:00
12:00
18:00
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Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day!
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HOW to do - Sprint Planning 2 CHECK it - Daily Scrum
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prioritized
Tactical Level
Strategic Level
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
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As a USER ROLEI want a FUNCTIONALITYSo that I get BUSINESS VALUE
© 2008 Objectbay So0ware & Consul9ng GmbH.
Product Backlog Iceberg
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Priority
Sprint
Release
Next Release
Country-Points
Finland
Denmark
USA
China
Austria
Canada
Brazil
France
UK
Germany
Italy
Slowakia
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Releaseplan
Product Backlog
Sprint # 1 Sprint # 2 Sprint # 3
PR O D U C T O W N E R
PB PBPB PB
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18:00
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Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day!
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HOW to do - Sprint Planning 2 CHECK it - Daily Scrum
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prioritized
Tactical Level
Strategic Level
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
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Vision
Product Backlog
Prioritization
Sizing
Release planning
StrategicPlanningresponsible support
Sprint Planning # 1
Sprint Planning # 2
Daily Scrum
Sprint Review
Sprint Retrospective
TacticalPlanningresponsible support
PB
VISION
Product Idea
The Scrum Flow
Releaseplan
Product Backlog
Sprint # 1 Sprint # 2 Sprint # 3
PR O D U C T O W N E R
PB PBPB PB
9:00
12:00
18:00
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Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day!
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Strategic Planning Process
VisionProduct BacklogPrioritization EstimationVelocity EstimationReleaseplanning
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VISION
Product Idea
The Scrum Flow
Releaseplan
Product Backlog
Sprint # 1 Sprint # 2 Sprint # 3
PR O D U C T O W N E R
PB PBPB PB
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Sprint # 4
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Product Idea
The Scrum Flow
Releaseplan
Product Backlog
Sprint # 1 Sprint # 2 Sprint # 3
PR O D U C T O W N E R
PB PBPB PB
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Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day!Sp
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HOW to do - Sprint Planning 2 CHECK it - Daily Scrum
version 0.0 version 1.0 version 1.3 version 2.0
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prioritized
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Product Idea
The Scrum Flow
Releaseplan
Product Backlog
Sprint # 1 Sprint # 2 Sprint # 3
PR O D U C T O W N E R
PB PBPB PB
9:00
12:00
18:00
Day 1
Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day!
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Analyse
HOW to do - Sprint Planning 2 CHECK it - Daily Scrum
version 0.0 version 1.0 version 1.3 version 2.0
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PB
prioritized
Tactical Level
Strategic Level
PB
Sprin
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nnin
g 2
Sprin
tRe
tro-
Estim
atio
n M
eetin
g
VISION
Product Idea
The Scrum Flow
Releaseplan
Product Backlog
Sprint # 1 Sprint # 2 Sprint # 3
PR O D U C T O W N E R
PB PBPB PB
9:00
12:00
18:00
Day 1
Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day!
Sprin
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nnin
g 2
Sprin
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view
Sprin
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spec
tive
Sprin
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Estim
atio
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g
Estim
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g
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atio
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g
Estim
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g
Estim
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eetin
g
Estim
atio
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eetin
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Release
Version 1.2
Releaseplan Update
version 0.0 version 1.0 version 1.2 version 2.0
C U S T O M E R C U S T O M E R
C U S T O M E R
M A N A G E R
M A N A G E R M A N A G E R
.......
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T E A M
SC R U M M A S T E R
U S E R U S E R
WHAT to do - Sprint Planning 1
PB
Analyse
HOW to do - Sprint Planning 2 CHECK it - Daily Scrum
version 0.0 version 1.0 version 1.3 version 2.0
©2009
Understand
T E A M
85
138203
5
4013 3
0
8
100?20
5 2
1
PlanningPoker
SIZE it - Estimation Meeting
Play!
PB
Estim
atio
n M
eetin
g
PB
prioritized
Tactical Level
Strategic Level
PB
VISION
Product Idea
The Scrum Flow
Releaseplan
Product Backlog
Sprint # 1 Sprint # 2 Sprint # 3
PR O D U C T O W N E R
PB PBPB PB
9:00
12:00
18:00
Day 1
Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day!
Sprin
t Pla
nnin
g 2
Sprin
tRe
view
Sprin
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tro-
spec
tive
Sprin
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atio
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g
Estim
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g
Estim
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Estim
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g
Estim
atio
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Estim
atio
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eetin
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Estim
atio
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eetin
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Release
Version 1.2
Releaseplan Update
version 0.0 version 1.0 version 1.2 version 2.0
C U S T O M E R C U S T O M E R
C U S T O M E R
M A N A G E R
M A N A G E R M A N A G E R
.......
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tive
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T E A M
SC R U M M A S T E R
U S E R U S E R
WHAT to do - Sprint Planning 1
PB
Analyse
HOW to do - Sprint Planning 2 CHECK it - Daily Scrum
version 0.0 version 1.0 version 1.3 version 2.0
©2009
Understand
T E A M
85
138203
5
4013 3
0
8
100?20
5 2
1
PlanningPoker
SIZE it - Estimation Meeting
Play!
PB
Estim
atio
n M
eetin
g
PB
prioritized
Tactical Level
Strategic Level
PB
VISION
Product Idea
The Scrum Flow
Releaseplan
Product Backlog
Sprint # 1 Sprint # 2 Sprint # 3
PR O D U C T O W N E R
PB PBPB PB
9:00
12:00
18:00
Day 1
Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day!
Sprin
t Pla
nnin
g 2
Sprin
tRe
view
Sprin
tRe
tro-
spec
tive
Sprin
t Pla
nnin
g 1
Estim
atio
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g
Estim
atio
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g
Estim
atio
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eetin
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Estim
atio
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g
Estim
atio
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eetin
g
Estim
atio
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eetin
g
Estim
atio
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eetin
g
Release
Version 1.2
Releaseplan Update
version 0.0 version 1.0 version 1.2 version 2.0
C U S T O M E R C U S T O M E R
C U S T O M E R
M A N A G E R
M A N A G E R M A N A G E R
.......
Sprin
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tive
Sprin
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T E A M
SC R U M M A S T E R
U S E R U S E R
WHAT to do - Sprint Planning 1
PB
Analyse
HOW to do - Sprint Planning 2 CHECK it - Daily Scrum
version 0.0 version 1.0 version 1.3 version 2.0
©2009
Understand
T E A M
85
138203
5
4013 3
0
8
100?20
5 2
1
PlanningPoker
SIZE it - Estimation Meeting
Play!
PB
Estim
atio
n M
eetin
g
PB
prioritized
Tactical Level
Strategic Level
Estimation Meeting
144
Preparation of Sprint PlanningFormal estimationSpend at least two meetings per SprintEstimate only Size not Time=> Input for Release Planing
PB
Sprint # 4
Sprin
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rint
Retr
o-
Sprin
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nnin
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Estim
atio
n M
eetin
g
VISION
Product Idea
The Scrum Flow
Releaseplan
Product Backlog
Sprint # 1 Sprint # 2 Sprint # 3
PR O D U C T O W N E R
PB PBPB PB
9:00
12:00
18:00
Day 1
Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day!
Sprin
t Pla
nnin
g 2
Sprin
tRe
view
Sprin
tRe
tro-
spec
tive
Sprin
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atio
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Estim
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Estim
atio
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eetin
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Release
Version 1.2
Releaseplan Update
version 0.0 version 1.0 version 1.2 version 2.0
C U S T O M E R C U S T O M E R
C U S T O M E R
M A N A G E R
M A N A G E R M A N A G E R
.......
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tive
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tive
Sprin
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g 1 .......
T E A M
SC R U M M A S T E R
U S E R U S E R
WHAT to do - Sprint Planning 1
PB
Analyse
HOW to do - Sprint Planning 2 CHECK it - Daily Scrum
version 0.0 version 1.0 version 1.3 version 2.0
©2009
Understand
T E A M
85
138203
5
4013 3
0
8
100?20
5 2
1
PlanningPoker
SIZE it - Estimation Meeting
Play!
PB
Estim
atio
n M
eetin
g
PB
prioritized
Tactical Level
Strategic Level
Scrum MeetingsResults
PB
VISION
Product Idea
The Scrum Flow
Releaseplan
Product Backlog
Sprint # 1 Sprint # 2 Sprint # 3
PR O D U C T O W N E R
PB PBPB PB
9:00
12:00
18:00
Day 1
Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day!
Sprin
t Pla
nnin
g 2
Sprin
tRe
view
Sprin
tRe
tro-
spec
tive
Sprin
t Pla
nnin
g 1
Estim
atio
n M
eetin
g
Estim
atio
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eetin
g
Estim
atio
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eetin
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Estim
atio
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g
Estim
atio
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eetin
g
Estim
atio
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eetin
g
Estim
atio
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eetin
g
Release
Version 1.2
Releaseplan Update
version 0.0 version 1.0 version 1.2 version 2.0
C U S T O M E R C U S T O M E R
C U S T O M E R
M A N A G E R
M A N A G E R M A N A G E R
.......
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tive
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g 1 .......
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tive
Sprin
t Pla
nnin
g 1 .......
T E A M
SC R U M M A S T E R
U S E R U S E R
WHAT to do - Sprint Planning 1
PB
Analyse
HOW to do - Sprint Planning 2 CHECK it - Daily Scrum
version 0.0 version 1.0 version 1.3 version 2.0
©2009
Understand
T E A M
85
138203
5
PlanningPoker
SIZE it - Estimation Meeting
Play!
PB
prioritized
Tactical Level
Strategic Level
Planning Meeting
148
Product Backlog
Team Capabilities
Business Conditions
Technology Stability
Executable ProductIncrement
Review,Consider,Organize
Next Sprint Goal
Selected ProductBacklog
Sprint Backlog
PB
VISION
Product Idea
The Scrum Flow
Releaseplan
Product Backlog
Sprint # 1 Sprint # 2 Sprint # 3
PR O D U C T O W N E R
PB PBPB PB
9:00
12:00
18:00
Day 1
Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day!
Sprin
t Pla
nnin
g 2
Sprin
tRe
view
Sprin
tRe
tro-
spec
tive
Sprin
t Pla
nnin
g 1
Estim
atio
n M
eetin
g
Estim
atio
n M
eetin
g
Estim
atio
n M
eetin
g
Estim
atio
n M
eetin
g
Estim
atio
n M
eetin
g
Estim
atio
n M
eetin
g
Estim
atio
n M
eetin
g
Release
Version 1.2
Releaseplan Update
version 0.0 version 1.0 version 1.2 version 2.0
C U S T O M E R C U S T O M E R
C U S T O M E R
M A N A G E R
M A N A G E R M A N A G E R
.......
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tive
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g 1 .......
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spec
tive
Sprin
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nnin
g 1 .......
T E A M
SC R U M M A S T E R
U S E R U S E R
WHAT to do - Sprint Planning 1
PB
Analyse
HOW to do - Sprint Planning 2 CHECK it - Daily Scrum
version 0.0 version 1.0 version 1.3 version 2.0
©2009
Understand
T E A M
85
138203
5
PlanningPoker
SIZE it - Estimation Meeting
Play!
PB
prioritized
Tactical Level
Strategic Level
PB
VISION
Product Idea
The Scrum Flow
Releaseplan
Product Backlog
Sprint # 1 Sprint # 2 Sprint # 3
PR O D U C T O W N E R
PB PBPB PB
9:00
12:00
18:00
Day 1
Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day!
Sprin
t Pla
nnin
g 2
Sprin
tRe
view
Sprin
tRe
tro-
spec
tive
Sprin
t Pla
nnin
g 1
Estim
atio
n M
eetin
g
Estim
atio
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eetin
g
Estim
atio
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Estim
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eetin
g
Estim
atio
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eetin
g
Estim
atio
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eetin
g
Estim
atio
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eetin
g
Release
Version 1.2
Releaseplan Update
version 0.0 version 1.0 version 1.2 version 2.0
C U S T O M E R C U S T O M E R
C U S T O M E R
M A N A G E R
M A N A G E R M A N A G E R
.......
Sprin
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tive
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g 1 .......
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view
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spec
tive
Sprin
t Pla
nnin
g 1 .......
T E A M
SC R U M M A S T E R
U S E R U S E R
WHAT to do - Sprint Planning 1
PB
Analyse
HOW to do - Sprint Planning 2 CHECK it - Daily Scrum
version 0.0 version 1.0 version 1.3 version 2.0
©2009
Understand
T E A M
85
138203
5
PlanningPoker
SIZE it - Estimation Meeting
Play!
PB
prioritized
Tactical Level
Strategic Level
PB
Sprint # 4
Sprin
t Pla
nnin
g 2
Sprin
tSp
rint
Retr
o-
Sprin
t Pla
nnin
g 1 .......
Estim
atio
n M
eetin
g
VISION
Product Idea
The Scrum Flow
Releaseplan
Product Backlog
Sprint # 1 Sprint # 2 Sprint # 3
PR O D U C T O W N E R
PB PBPB PB
9:00
12:00
18:00
Day 1
Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day!
Sprin
t Pla
nnin
g 2
Sprin
tRe
view
Sprin
tRe
tro-
spec
tive
Sprin
t Pla
nnin
g 1
Estim
atio
n M
eetin
g
Estim
atio
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eetin
g
Estim
atio
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eetin
g
Estim
atio
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g
Estim
atio
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eetin
g
Estim
atio
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eetin
g
Estim
atio
n M
eetin
g
Release
Version 1.2
Releaseplan Update
version 0.0 version 1.0 version 1.2 version 2.0
C U S T O M E R C U S T O M E R
C U S T O M E R
M A N A G E R
M A N A G E R M A N A G E R
.......
Sprin
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view
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tive
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g 1 .......
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view
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spec
tive
Sprin
t Pla
nnin
g 1 .......
T E A M
SC R U M M A S T E R
U S E R U S E R
WHAT to do - Sprint Planning 1
PB
Analyse
HOW to do - Sprint Planning 2 CHECK it - Daily Scrum
version 0.0 version 1.0 version 1.3 version 2.0
©2009
Understand
T E A M
85
138203
5
4013 3
0
8
100?20
5 2
1
PlanningPoker
SIZE it - Estimation Meeting
Play!
PB
Estim
atio
n M
eetin
g
PB
prioritized
Tactical Level
Strategic Level
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
153
Preparation of Sprint PlanningFormal estimationSpend at least two meetings per SprintEstimate only Size not Time=> Input for Release Planing
Planning Meeting
154
Product Backlog
Team Capabilities
Business Conditions
Technology Stability
Executable ProductIncrement
Review,Consider,Organize
Next Sprint Goal
Selected ProductBacklog
Sprint Backlog
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
155
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!
156
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.
157
Sprint Retrospective
158
Monitoring a Sprint
159
SPRiNT Burn Down
Product Burn Down / Sprint / Release
Velocity Chart
Parking Lot Chart
News -- 50 Produkte -- 30 Schnittstellen - 10 ...
30
209
x
160
161
162
163
164
165
1. A sense of urgency 2. The guiding team 3. Vision and strategies 4. Communication 5. Empowerment 6. Short-term wins 7. Never letting up 8. Making change stick
166
LeadingChange
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
168
Hrs
Tage
Trendline
aktuelle Tendline
Sprint Ende