Scrum is about Teams producing Results in an agile way. Scrum Teams achieve results anyway they can by using a simple set of rules to guide effort. We will describe scrum as a simple applied model so that a central understanding of scrum can be built. This talk will conclude with a Quick Summary of Scrum.

1. Scrum Out of the
Nutshell
We Make Teams Better. Douglas Shimp
www.3back.com
doug.shimp@3back.com

2. What You Focus on matters
Depends our process
Depends on the people
Depends on our tools
Depends on our environments
Depends on Stakeholders
And more
The Work We Do is defined by
the questions we ask!
(sometimes called our process)
© 3Back.com 2009 6/16/2009
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3. Scrum
Scrum is
A simple framework that can be understood
and implemented in a few days
An approach to managing complexity that is
optimized for new product development
A collaborative effort involving developers and
customers in ongoing dialog
A work management wrapper around existing
engineering practice.
“Scrum is not a methodology – it is a pathway”
(Ken Schwaber)
© 3Back.com 2009 6/16/2009
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4. Seeds of Scrum
Why Scrum Out of A Nutshell:
What you nurture when you apply the
scrum framework is always unique and
interesting. Dealing with what is revealed
is where it gets hard ☺
© 3Back.com 2009 4 6/16/2009

5. Scrum Has Team Roots
Scrum Alliance
(A WHOLE COMMUNITY – THE ACTION ARM OF AGILE)
Ken Schwaber
Jeff Sutterland
Mike Cohn
(user stories) Takeuchi and
Ikujiro Nonak
Agile Manifesto The New Product Deming
Developmetn Game (14 points)
(many authors -
REBIRTH)
Mike Beedle Taiichi Ohno
Toyota Production
Growth in Science System
Numerous contributions
Sun Tzu
Eric Von Clauswitz James Maxwell (500 BC Art of
(1820s gave rise to second great unification in physics War)
Complexity Theory)
© 3Back.com 2009 6/16/2009
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6. Fundamental Unit of Scrum
The Scrum Team
© 3Back.com 2009 6 6/16/2009

7. Scrum Roles
The ScrumTeam
► Defines the features of the product, decides on release date and
content
► Is responsible for the profitability of the product (ROI)
► Prioritizes features according to market value
► Can change features and priority every 30 days
Product Owner ► Accepts or rejects work results
► Ensures that the team is fully functional and productive
► Enables close cooperation across all roles and functions and
removes barriers
► Shields the team from external interferences
► Ensures that the process is followed. Invites to daily scrum, iteration
Scrum Master review and planning meetings
► Cross-functional, seven plus/minus two members
► Selects the iteration goal and specifies work results
► Has the right to do everything within the boundaries of the project
guidelines to reach the iteration goal
► Organizes itself and its work
Team ► Demos work results to the Product Owner
© 3Back.com 2009 7 6/16/2009

8. The Backlog
Two Kinds of Backlogs
Sprint Backlog
Product Backlog
We can make this much more structured.
© 3Back.com 2009 8 6/16/2009

9. Backlogs On A Wall
Two Kinds of Backlogs
Sprint Backlog
Product Backlog
We can make this much more structured.
© 3Back.com 2009 9 6/16/2009

10. The Release
Our goal is to produce a valued result. Release is how we
measure and understand the success of our effort.
© 3Back.com 2009 10 6/16/2009

11. The Sprint and Scrum Flow
Inspect Reports
Daily
•The Work We Do
Adapt Standup
2
• Metrics
• Impediments
Sprint
Sprint
Planning Meaningful
1 Sprint Increment
Backlog of Product
Product
Product Sprint Review
Backlog • Product Demo 3
• Team Retrospective
© 3Back.com 2009 11 6/16/2009

12. The Basic Scrum Engine
Business Owner
Walls of the “Container”:
Time-boxing
Impediment Resolution
Cross-functionality
Scrum Master Product Owner
Self-Organization
Health of the Team
Health of the Product
Product Backlog Product
Clear Acceptance Criteria
“Done”
Cross-Functional Team
© 3Back.com 2009 12 6/16/2009

13. We Add Process Rhythms To Our
Sprints
Work
Releases
Milestones
Dialog
© 3Back.com 2009 13 6/16/2009

14. Applied Scrum Is Hard!
PO Changing our
SM
Habits, Behaviors
and Ingrained
Perceptions!
Team
Intentional Change
Simple Framework to Use!
© 3Back.com 2009 14 6/16/2009

15. “Agile Attractors for
Effective Thinking”
Let the Product Lead
Keep it
Visible
Biggest threat to a project/product!
Not have a rapidly responding
empowered product owner “ signals pass through
brain areas like progressive
waves, back and forth..” –
70% Visual Processing
One Bite
at a Time Get to “Done”
- Classic mistake - Attitude & Robustness
and I still make it
all the time
Be empirical
Don’t take our
Leverage Social Intelligence word for it!
© 3Back.com 2009 6/16/2009
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16. More Agile Attractors
Some more Others you might recognize
Words Are Not
Perfect is the
Concepts
enemy of good
- Voltaire
Great Design Emerges
No plan survives 1st
Making a belief contact with the enemy
- Moltke
out of a model
“ I lack the time to keep it
Pay attention and adapt short ”
-Pascal
No head works alone!!!
Leverage Social Intelligence
© 3Back.com 2009 6/16/2009
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17. Scrum’s Big Rule
The team will adapt its processes to realities they
encounter and improve their abilities to deliver quality
product, within organizational constraints.
Scrum, applied well, has both descriptive and
prescriptive elements
Descriptive: observations we can look for as we mature
Prescriptive: telling us how to get started and balance
3 Roles, 3 Meetings, 3 Artifacts
Scrum, Lean, XP, PMBOK, etc. can succeed
Think “agile pathways” the result of those pathways when
applied with care = well formed team WFT
© 3Back.com 2009 6/16/2009
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18. Supporting Success
Leadership not using clear evidence to decide if their
Product Development practice is succeeding is failing!
A defined process is not evidence!
Don’t rely on fuzzy intelligence, insist on a clear line of
sight!
Inspect & adapt based on results!
Scrum is hard because it challenges our habits and
behaviors and points out where they need to change.
Use the Scrum Framework to learn! Expect to learn!
Biggest threat to a project: not having an available rapidly
responding empowered Product Owner to answer
questions promptly in minutes/hours not days/weeks.
Extreme complexity is very hard to predict and humbling!
© 3Back.com 2009 18 6/16/2009

19. Apply The Scrum Framework
Expect a learning experience.
New teams, new products and
unrelenting complexity.
Plant your scrum seed and nurture.
Mastery 2 Years to life!
© 3Back.com 2009 19 6/16/2009

20. Thank you
Plant A Scrum Seed
Grow A Product
Share Your Experience
Learn & Repeat
Have Fun!
Why Not? ☺
Follow me: http://twitter.com/scrum_coach
Find me: http://doug-shimp.net
Read us: http://advancedtopicsinscrum.com
Engage us: http://3back.com
© 3Back.com 2009

21. About 3Back
We make teams better.
Formed 2004, offices Midwest USA, worked world-wide
Our goal is an applied learning approach to
Build better products and make better businesses, (world?)
Applied in our Business and Applied for our Clients
3Back Service & Course Offerings
• Certified ScrumMaster • Scrum Bookends (Planning and Rewiew)
• Agile Pathways (Agile I) • Well-Formed-Teams
• Transition at Scale (Agile II) • Introduction to Lean
• Agile Analysis • Agile Distributed Teams
• Product Development for Leadership • Adaptive Strategic Planning & Facilitation
• Working Effectively w/ Use Cases • Leadership Training
• Introduction to Agile Methods
© 3Back.com 2009 21 6/16/2009