professional scrum master i (psm-i)

Start and finish Course style

LunchCoffee and breaks

M00 - Course introduction 2/6 | 2/150

Understanding the underpinning philosophy and principles of Agile and Scrum

Understanding Scrum roles and responsibilities Scrum Master focus The artefacts produced by Scrum project Scrum events Scrum planning, estimating and measurementsMain goal Attempt PSM-I exam with confidence Communicate freely within Scrum project,

understanding its principles and philosophySecondary goal Benefits and value of Agile and Scrum


Let’s Get to Know Each Other Please share with the class: Your name and surname Your organization Your profession title, function, job responsibilities

What do you know about project management and agile?

Experience with to DSDM/AgilePM/Scrum/PRINCE2/PMBOK

Personal session expectations


twitter.com/mirodabrowski

linkedin.com/in/miroslawdabrowskigoogle.com/+miroslawdabrowski

miroslaw_dabrowski

Mirosław DąbrowskiAgile Coach, Trainer, Consultant(former JEE/PHP developer, UX/UI designer, BA/SA)

Creator Writer / Translator Trainer

• Creator of 50+ mind maps from PPM and related topics (2mln views): miroslawdabrowski.com

• Lead author of more than 50+ accredited materials from PRINCE2, PRINCE2 Agile, MSP, MoP, P3O, ITIL, M_o_R, MoV, PMP, Scrum, AgilePM, DSDM, CISSP, CISA, CISM, CRISC, CGEIT, TOGAF, COBIT5 etc.

• Creator of 50+ interactive mind maps from PPM topics: mindmeister.com/users/channel/2757050

• Product Owner of biggest Polish project management portal: 4PM: 4pm.pl (15.000+ views each month)

• Editorial Board Member of Official PMI Poland Chapter magazine: “Strefa PMI”: strefapmi.pl

• Official PRINCE2 Agile, AgilePM, ASL2, BiSL methods translator for Polish language

• English speaking, international, independenttrainer and coach from multiple domains.

• Master Lead Trainer• 11+ years in training and coaching / 15.000+ hours• 100+ certifications• 5000+ people trained and coached• 25+ trainers trained and coached

linkedin.com/in/miroslawdabrowski

Agile Coach / Scrum Master PM / IT architect Notable clients

• 8+ years of experience with Agile projects as a Scrum Master, Product Owner and Agile Coach

• Coached 25+ teams from Agile and Scrum• Agile Coach coaching C-level executives • Scrum Master facilitating multiple teams

experienced with UX/UI + Dev teams• Experience multiple Agile methods• Author of AgilePM/DSDM Project Health Check

Questionnaire (PHCQ) audit tool

• Dozens of mobile and ecommerce projects• IT architect experienced in IT projects with budget

above 10mln PLN and timeline of 3+ years• Experienced with (“traditional”) projects under high

security, audit and compliance requirements based on ISO/EIC 27001

• 25+ web portal design and development and mobile application projects with iterative,incremental and adaptive approach

ABB, AGH, Aiton Caldwell, Asseco, Capgemini, Deutsche Bank, Descom, Ericsson, Ericpol, Euler Hermes, General Electric, Glencore, HP Global Business Center, Ideo, Infovide-Matrix, Interia, Kemira, Lufthansa Systems, Ministry of Defense (Poland), Ministry of Justice (Poland), Nokia Siemens Networks, Oracle, Orange, Polish Air Force, Proama, Roche, Sabre Holdings, Samsung Electronics, Sescom, Scania, SopraSteria, Sun Microsystems, Tauron Polish Energy, Tieto, University of Wroclaw, UBS Service Centre, Volvo IT…miroslawdabrowski.com/about-me/clients-and-references/

Accreditations/certifications (selected): CISA, CISM, CRISC, CASP, Security+, Project+, Network+, Server+, Approved Trainer: (MoP, MSP, PRINCE2, PRINCE2 Agile, M_o_R, MoV, P3O, ITIL Expert, RESILIA), ASL2, BiSL, Change Management, Facilitation, Managing Benefits, COBIT5, TOGAF 8/9L2, OBASHI, CAPM, PSM I, SDC, SMC, ESMC, SPOC, AEC, DSDM Atern,DSDM Agile Professional, DSDM Agile Trainer-Coach, AgilePM, OCUP Advanced, SCWCD, SCBCD, SCDJWS, SCMAD, ZCE 5.0, ZCE 5.3, MCT, MCP, MCITP, MCSE-S, MCSA-S, MCS, MCSA, ISTQB, IQBBA, REQB, CIW Web Design / Web Development / Web Security Professional, Playing Lean Facilitator, DISC D3 Consultant, SDI Facilitator, Certified Trainer Apollo 13 ITSM Simulation …

www.miroslawdabrowski.comM00 - Course introduction 6/6 | 6/150

1. Introduction to Scrum• What is Agile? What Scrum is and is not? Understanding Agile Manifesto

2. Scrum roles and responsibilities• Product Owner, Development Team, Scrum Master

3. Scrum artefacts• Product Backlog, Sprint Backlog, Increment

4. Scrum events and time boxes5. Scrum measurements6. Scrum planning and estimating

• Planning levels, estimating, defining done

7. Scrum anti-patterns

M01 - Introduction to Scrum 2/28 | 8/150

A philosophy and a mindset Flexibility, agility, adaptability, incremental delivery,

iterative cycle, fast feedback Working closely and constantly with customer throughout Ensuring final solution actually meets business needs Focusing on business value/outcome NOT strictly project plan/output Focusing on value delivery NOT on fixed product definition

Deferring decisions about details as late as possible No “big design up front” (BDUF), rather Enough Design Up Front (EDUF)

“If a process is too unpredictable or too complicated for the planned, (predictive) approach, then the empirical approach (measure and adapt) is the method of choice“

Ken Schwaber


Agile Mindset 4 Agile Values 12 Agile Principles


Agile PracticesAgile Mindset 4 Agile Values

Unlimited number of practices

12 Agile Principles


Scrum

XP

AgilePM

SAFe

Agile PracticesAgile Mindset 4 Agile Values 12 Agile Principles


Scrum

XP

AgilePM

SAFe

Agile PracticesAgile Mindset 4 Agile Values 12 Agile Principles

Being Agile Doing Agile


Fuller ApproachesLightweight Approaches

PRINCE2 Agile (P2A)Dynamic Systems Development Method (DSDM)Agile Programme Management (AgilePgM)Agile Project Management (AgilePM)Agile Unified Process (AUP)Open Unified Process (OpenUP)Large-scale Scrum (LeSS)Scaled Agile Framework (SAFe)Disciplined Agile Delivery (DAD)Scrum at Scale (Scrum@Scale)Scrum-of-Scrums…

ScrumLean software developmentKanban (process + method)Extreme Programming (XP)Continuous Integration (CI)

Continuous Delivery (CD)Feature-driven development (FDD)

Test Driven Development (TDD)Crystal Clear

…


Traditional(just for a

comparison)

Portfolio

Programme

Project

Team

Development / Delivery / Deployment(mostly IT focused)

Scrum

Lean Software Development / Lean Manufacturing / eXtreme Programming (XP) / eXtremeManufacturing (XM) / Mob Programming / Refactoring / Test Driven Development (TDD) /

Feature Driven Development (FDD) / Behavior Driven Development (BDD) / Continuous Testing (CT) / Continuous Integration (CI) / Continuous Delivery (CD) / Continuous

Deployment (CD) / DevOps / Rugged DevOps…

MoP

MSP

AgilePM

AgilePgM

Disciplined Agile

Delivery (DAD)

Scal

ed A

gile

Fra

mew

ork

(SAF

e)

Large-Scale

Scrum(LeSS)

Large-Scale

Scrum(LeSS)Huge

Scru

m@

Scal

e

DSDM AgilePF

Agile

BA

Scru

m N

exusXS

CALE

PRINCE2 PRINCE2

Agile


Agile(empirical/adaptive process control model)

Traditional (defined/deterministic process control model)

People and Interactions over Processes and Tools

Working Software over Comprehensive Documentation

Customer Collaboration over Contract Negotiation

Responding to Change over Following a Plan

“We are uncovering better ways of developing software by doing it and helping others do it”

Through this work we have come to value

While there is value in the items on the right; we value the items on the left more.(but Agile is not just about delivering software, it applies to all types of project)

www.agilemanifesto.org


Examples:Assembling, construction, transporting, accounting

Examples:Sales, marketing, painting,

music, creative writing

Empirical Predictive/Deterministic

Frequent inspection and adaptation occurs as work proceeds

Processes are accepted as imperfectly defined

Outputs are often unpredictable and unrepeatable

Work and outcomes are understood before execution

Given a well-defined set of inputs, the same outputs are generated every time

Follow the pre-determined steps to get known results


When to use Scrum When to use traditional methods

Scope is not clearly defined The product will gradually appear during the

project

Scope is clearly defined upfront Clear product description is available upfront Similar projects were done before

Requirements change frequently Customer learns more about what they want

as the project goes on

Requirements are well defined up front Few changes are expected during the project Products are not expected to change much

Activities cannot be well defined upfront Estimating (planning) is difficult

Activities can be well defined upfront Estimating is possible and reliable

Process is iterative (numerous cycles) Each cycle heavily depends on the previous

ones

Process is more long term Project might be split into phases

Success is mostly measured by customer satisfaction

Success is mostly measured by achieving the project goals for time, cost, scope …

Incremental results have value and can beused by users

Users cannot normally start using the products until the project is complete (e.g. a bridge)


Simple (straightforward) Everything is known

Complicated More is known than unknown

Complex More is unknown than known

Chaotic (unpredictable) Very little is known

TECHNOLOGY

REQ

UIR

EMEN

TS

Far fromAgreement

Close toAgreement

Close toCertainty

Far fromCertainty

Source: Strategic Management and Organizational Dynamics by Ralph Stacey in Agile Software Development with Scrum by Ken Schwaber and Mike Beedle.

Agile thriveshere


SENSE -> CATEGORISE -> RESPOND• Sense - See what’s coming in• Categorise - Make it fit predetermined categories• Respond - Decide what to do

SENSE -> ANALYSE -> RESPOND• Sense - See what’s coming in• Analyse - Investigate or analyse, using expert knowledge• Respond - Decide what to do

PROBE -> SENSE -> RESPOND• Probe - Experimental input• Sense - Failures or successes• Respond - Decide what to do i.e. amplify or dampen

ACT -> SENSE -> RESPOND• Act - Attempt to stabilise• Sense - Failures or successes• Respond - Decide what to do next

www.youtube.com/watch?v=N7oz366X0-8


Type Characteristics Leader’s/Manager’s job

Chaotic

High Turbulence No clear cause-and-effect Unknowables Many decisions and no time

Immediate action to re-establish order Prioritize and select actionable work Look for what works rather than perfection Act, sense, respond

Complex More unpredictability than predictability Emergent answer Many competing ideas

Create bounded environments for action Increase levels of interaction and communication Servant leadership Generate ideas Probe, sense, respond

Complicated More predictability than unpredictability Fact-based management Experts work out wrinkle

Utilize experts to gain insights Use metrics to gain control Sense, analyze, respond Command and control

Simple

Repeating patterns and consistent events Clear cause-and-effect Well establish knowns Fact based management

Use best practices Extensive communication not necessary Establish patterns and optimize to them Command and control

Agile thriveshere


A Development Team commits to delivering working software in 30 days or less

A time is scheduled to show the solution The business sets the priorities and the Development

Team creates the solution Teams self-organize themselves to determine

the best way to deliver the highest priority features

The Team offers their work for inspection and adapts the plan for the next cycle


Scrum (n): A framework within which people can address complex problems, and productively and creatively deliver products of the highest possible value

Scrum is: One of the many agile approaches Lightweight Extremely simple to understand (theory) Extremely difficult to master (practice)


Scrum

Transparent

InspectionAdaptation

Check your work as you do it

We all know what is going on

Ok to change tactical direction


Plan Design Code Test Release Review

Decision Demo

Value to business after deployment

Working solution


Plan

Revi

ew

Plan

Revi

ew

Plan

Revi

ew

Plan

Revi

ew

Test

Analyse

Test

Analyse

Test

Analyse

Test

Analyse

Decision Demo Decision Demo Decision Demo Decision Demo

Working solution

Plan Design Code Test Release Review

Project adaptation for changed/new business requirements

Value delivered (big bang)


time

time time

time

Waterfall

Product Visibility Ability to Change and Adapt

Delivered Business Value Risk level


Waterfall Agile/Scrum

time

time time

time

Product Visibility Ability to Change and Adapt

Delivered Business Value Risk level


PART 1 – REDUCING WASTE AND PROJECT FAILURE, AND STIMULATING ECONOMIC GROWTH „12. Government will ensure that technology

requirements are considered earlier in the policymaking process. This approach will be supported by the application of lean and agile methodologies that will reduce waste, be more responsive to changing requirements and reduce the risk of project failure.”

13. Where possible, government will move away from large ICT projects that are slow to implement or pose a greater risk of failure. Additionally, the application of agile ICT delivery methods, combined with the newly established Major Projects Authority, will improve government’s capability to deliver projects successfully and realise benefits faster.

https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/85968/uk-government-government-ict-strategy_0.pdf


Quotes: Most attempts to solve the problems with

government IT have treated the symptomsrather than resolved the underlying system-wide problems. This has simply led to doing the wrong things ‘better’.

Most government IT therefore remains trapped in an outdated model, which attempts to lock project requirements up-front and then proceeds at a glacial pace. The result is repeated system-wide failure.

March 2011

http://www.instituteforgovernment.org.uk/publications/system-error


US Department of Defense (DoD) is going agile with the help of Dr. Jeff Sutherland Early and continual involvement of

the user, Multiple, rapidly executed

increments or releases of capability, Early, successive prototyping to

support an evolutionary approach, A modular, open-systems approach.

15 December 2010

https://www.mitre.org/sites/default/files/pdf/11_0401.pdf


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