Scrum Master Training at UM DI | 22nd and 23rd of Feb 2017.

1. Scrum Master Training
by Eduardo Ribeiro
V 2.0
Universidade do Minho - Departamento de Informática

2. edu.f.ribeiro@gmail.com
@edu_f_ribeiro

4. What is Agile
“Agile is an “iterative” and “incremental”
software development methodology were its
main focus is on client satisfaction through
continuous delivery.”

5. Agile Manifesto

6. 12 Principles behind the Agile
Manifesto
• Our highest priority is to satisfy the customer
through early and continuous delivery of valuable
software.
• Welcome changing requirements, even late in
development. Agile processes harness change for
the customer's competitive advantage.
• Deliver working software frequently, from a couple
of weeks to a couple of months, with a preference
to the shorter timescale.
• Business people and developers must work
together daily throughout the project.
• Build projects around motivated individuals. Give
them the environment and support they need, and
trust them to get the job done.
• The most efficient and effective method of
conveying information to and within a development
team is face-to-face conversation.
• Working software is the primary measure of
progress.
• Agile processes promote sustainable development.
The sponsors, developers, and users should be able
to maintain a constant pace indefinitely.
• Continuous attention to technical excellence and
good design enhances agility.
• Simplicity the art of maximizing the amount of
work not done is essential.
• The best architectures, requirements, and designs
emerge from self-organizing teams.
• At regular intervals, the team reflects on how to
become more effective, then tunes and adjusts its
behavior accordingly.

7. Traditional vs. Agile
Delivery

8. Traditional vs. Agile
Feedback

11. What is Scrum?

12. Incremental != Iterative

13. PRINCIPLES
Scrum

14. Empirical Process Control
Transparency:
• Transparency allows all facets of any Scrum process to be observed by
anyone.
Inspection:
• Use of a common Scrum Board and other information radiators.
Adaptation:
• Adaptation happens as the Scrum Core Team and Stakeholders learn
through transparency and inspection and then adapt by making
improvements in the work they are doing.

15. Self-Organization

16. Collaboration

17. Value Base-Prioritization

18. Time-Boxing

19. Iterative Development

20. TEAM & ROLES
Scrum

21. Scrum Team & Roles

22. Scrum Master

23. Ball Point Game

24. Ball Point Game objective
The objective of the Ball Point game is to get as
many balls through the team as possible within
two minutes.

25. The Rules
• Everyone is part of one big team.
• Each ball must have air-time.
• Each ball must be touched at least once by every
team member.
• Balls cannot be passed to your direct neighbor to
your immediate left or right.
• Each ball must return to the same person who
introduced it into the system.
• There are a total of five iterations two minutes
each.

26. Time to Play

27. Any conclusions?

28. Product Owner

29. CEREMONIES
Scrum

30. Grooming the Product Backlog

31. Sprint Planning

32. Daily Stand Up

33. Sprint Review or Demo &
Retrospective

34. Scrum Framework

35. User Stories Context
As a … (user of the system)
I want … (feature or problem to
be solved)
So that … (benefit of story being
completed)
The “so that” part is incredibly
valuable as it focuses people on
the real reason behind this story.

36. INVEST Acronym

37. Why?

38. User Story Game

39. Why we Estimate?

40. Poker Planning

41. Estimation Techniques Games

42. Games Format
4Exercises x 10Min
Team Estimation & Discussion

43. #1 – Absolute Estimation

44. 10MIN

45. #1 – Absolute Estimation
Beagle 11
Labrador 32
Great Dane 91
Chihuahua 2
Appalachian Mountain Dog -
American Cocker Spaniel 14
Border Collie 20
Staffordshire Bull Terrier 17
What did we learn?

46. #2 – Relative Estimation

47. 10MIN

48. #2 – Relative Estimation
Impala 13
Elephant 100
Giraffe 40
Elephant Shrew 1
Crocodile 20
Snake 3
What did we learn?

49. #3 – Planning Poker

50. 10MIN

51. #3 – Planning Poker
Spain 5
China 100
Luxembourg 1
Denmark 2
South Africa 13
Belize 2
What did we learn?

52. #4 – Affinity Estimation

53. 10MIN

54. #4 – Affinity Estimation
Convertible S
Motorbike XS
Starship Enterprise XL
SUV S
MINIVAN S
BUS M
What did we learn?

55. DOD AND DOR
Scrum

56. Definition of Done aka DoD
• The team agrees on, and displays
prominently somewhere in the
team room, a list of criteria which
must be met before a product
increment "often a user story" is
considered "done".
• On a feature level, the acceptance
criteria should be agreed up front
BEFORE the User Story is
submitted to acceptance.

57. Definition of Ready aka DoR
• By analogy with the "Definition of
Done", the team makes explicit
and visible the criteria (generally
based on the INVEST matrix) that
a user story must meet prior to
being accepted into the upcoming
iteration.
• On a feature level, the acceptance
criteria should be agreed up front
BEFORE code is written.

58. Visibility of Progress
• Team has a duty to radiate
information outwards!
• It also helps reduce interruptions!
– Scrum and Kanban Physical Boards
– Big visible charts (Ex: CFS’s, Burn
Down, Etc)
– On-line Tools (Ex: Rally Dev)
– Daily reporting

59. Examples

61. Pre-Game
• Organize teams – 5 minutes
• Project Chattering – 5 minutes
• Building the Backlog – 15 minutes
• Estimating – 20 minutes
– Affinity Estimation
– Planning Poker

62. Game
• Sprint Planning – 5 minutes
• Sprint 1 – 7 minutes
• Sprint 1 Review and Retrospective - 5 minutes
• Sprint Planning – 5 minutes
• Sprint 2 – 7 minutes
• Sprint 2 Review and Retrospective - 5 minutes
• Sprint Planning – 5 minutes
• Sprint 3 – 7 minutes
• Sprint 4 Review and Retrospective - 5 minutes

63. Game: Sprint Planning

64. POST-GAME: Debriefing
• What did you observe?
• How did it feel being on a Scrum
team?
• How did the short iterations go?
• How accurate were the
estimations?
• What would we have done
differently from the beginning, if
we had another chance to play
the game?
• What was the job of the Product
Owner?
• How did it feel after the first
sprint when almost all items
required re-work?
• What did the Scrum Masters do?
• How will your strategy change, if
you know the Product Owner is
unavailable during sprints?
• How did inter-team
communication go? Were there
any dependencies? How were
they resolved?
• What did you learn?

65. Scrum Smells aka Anti-Patterns
• Scrum Master or any other team member assigning work.
• Daily Scrum is for the Scrum Master or any other specify
person.
• Sprint work being carried over.
• Test sprints.
• Everything “In-progress”.
• SM/ DM/ PO or anyone else providing estimates for the
team.