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Scrum Master Book

The document is a participant workbook for a Scrum Master workshop hosted by Scrum Ambassadors. It contains an agenda for the workshop which will cover topics like Scrum roles and ceremonies, problem solving using Scrum, managing requirements, and experiencing a simulated Scrum sprint. The workbook provides space for notes and references appendices with additional materials like an overview of Scrum Ambassadors, the Scrum glossary, and answers to exercises.

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Warren Sena

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0% found this document useful (0 votes)

288 views92 pages

Scrum Master Book

Uploaded by

Warren Sena

We take content rights seriously. If you suspect this is your content, claim it here.

Available Formats

Download as PDF, TXT or read online on Scribd

You are on page 1/ 92

Scrum Master

Workshop

Parcipants Workbook

(if taught by a Cered Scrum Trainer)

(if taught by a Scrum Ambassadors LIcensed Trainer)

Name: ________________

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Revision History
• Version 2.00 – Re2ect Scrum Guide 2020 and the map of Scrum
• Version 1.90 – Updates to match Scrum Guide 2020 Edion
update Map of Scrum, About the Scrum Ambassadors
placeholder for your skill development
The Scrum Ambassadors Logo, SA-CUA, SA-CRA and the corresponding logos are trademarks of Saat Network GmbH.
Cered Scrum Trainer and Cered Scrum Master are registered trademarks of Scrum Alliance, Inc.
You are welcome to contact the Original Author to join the project to develop and maintain these materials.

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© 2021 Scrum Ambassadors working to v2.00
Agenda
This course uses Scrum to inspect and adapt the content based on the needs of the class, so the
actual agenda may vary.
A two-day class normally consists of Sprints 1, 2, 3 and 6. A three-day class normally covers all 6
sprints.
Sprint 1 - Create the team
• How can we work together more e>ecvely?
• Why Scrum?
• How does Scrum work?
• What happens in Sprint Planning?
Sprint 2 - Learn the roles
• Who is responsible for what in Scrum?
• Problem Solving
• What does it mean to be agile?
Sprint 3 - Scrum ow
• What happens when?
• What does a great Scrum Master do?
• How does a team self-organize?
Sprint 4 - Manage requirements from idea to done
• When is something (really) done?
• How to manage requirements In Scrum?
Sprint 5 - Mee&ng the challenges of a project
• How to monitor progress towards a release?
• How to prepare backlog items for the sprint?
Sprint 6 - Experience a sprint (scaled if possible)
• Experience a sprint
• How to Improve performance?
• How to apply Scrum to a team of one?
• What to do before you leave class?

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© 2021 Scrum Ambassadors
Table of Contents
Agenda........................................................................................................................................5
1. About the Scrum Ambassadors...................................................................................................7
2. Your skills progression with Scrum and agility............................................................................8
3. How can we work together more e>ecvely?..........................................................................12
4. Why Scrum?..............................................................................................................................13
5. How does Scrum Work?............................................................................................................14
6. What Happens in Sprint Planning?...........................................................................................20
7. Who is responsible for what in Scrum?....................................................................................21
8. Problem Solving........................................................................................................................25
9. What does it mean to be agile?................................................................................................27
10. What happens when?...............................................................................................................29
11. What does a great Scrum Master do?......................................................................................31
12. How does a team self organize?...............................................................................................33
13. When is something (really) done?............................................................................................35
14. How To Manage Requirements In Scrum?................................................................................36
15. How to monitor progress towards a release?...........................................................................40
16. How To Prepare Backlog Items for the Sprint?.........................................................................42
17. Experience a Sprint...................................................................................................................44
18. How to Improve Performance?.................................................................................................46
19. How to apply Scrum to a team of one?....................................................................................48
20. What to do before you leave class?..........................................................................................49
Appendix A Agile Manifesto...........................................................................................................50
Appendix B Scrum Glossary............................................................................................................54
Appendix C Audio Visual Materials................................................................................................60
Appendix D Answers.......................................................................................................................64
Appendix E What's in the Dropbox?..............................................................................................69
Appendix F Develop Your Career as a Scrum Ambassador............................................................70
Appendix G Gateway to Leadership & Business Agility..................................................................71

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© 2021 Scrum Ambassadors working to v2.00
1. About the Scrum Ambassadors
“We are uncovering beer ways of doing what we do,
by doing it and by helping others to do the same.”

Scrum Ambassadors
We envision a world where agile experse is widely available
to people in all countries, languages and industries. Our mission is
to help agile praconers achieve mastery in their chosen eld.
We do this by living the mindset, by creang structured and peer-to-
peer opportunies to learn, solve challenges and grow, and by
recognizing and celebrang people’s achievements on their agile
journey.
We live the Agile mindset by uncovering beLer ways and helping
others to do the same, so we lead by example and inspiraon.
We emphasize the why behind the how, so people can gure things
out for themselves.
We treat Scrum not as a dogmac prescripon but more as a
reference implementaon to build on, so people can make further
improvements without fear.
We consider Scrum not a ruleset to follow but a series of
opportunies to ask powerful quesons, so people can build on the
guidelines.
We negoate changes that are in mutual interest to increase the
likelihood of success.

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Paths to Certification as an Upcoming Ambassador

Recognition through in-class training

Recognition through on-the-job training and coaching

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1
0

To talk about back in the o4ce

1
0

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1
0

To talk about back in the o4ce

1
0

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1
0

To talk about back in the o4ce

1
0

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© 2021 Scrum Ambassadors
3. How can we work together more e5ec&vely?
Connection
What agreements have you made with your colleagues so that you and they can work more
e>ecvely? What agreements have we already made in class? What e>ect have they had?
Timebox 2:00

Concepts
A binding, peer-to-peer decision, which constrains the behavior of the pares who
Agreement
made the agreement

I am in favor of this proposal

I cannot accept this proposal

I go with the team. Regardless of my preference, I abide by and support the teams
decision. “Disagree and Commit.”

Concrete Practice
1. What agreements could we make which would enable us to work more e>ecvely?
Timebox 2:00
2. What agreement would you propose to address this issue? Timebox 2:00
3. As a group, we will agree to address a few issues together.

Issue Your Proposal Our Agreement

Conclusion
Where do you nd the Scrum Values (Openness, Courage, Respect, Commitment, Focus) in our
agreements?

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© 2021 Scrum Ambassadors working to v2.00
4. Why Scrum?
Concepts
Scrum is based on paLerns of highly successful soOware development teams, rst documented in
“The New, New Product Development Game” by Hirotaka Takeuchi and Ikujiro Nonaka.
Scrum is a simple, team-based framework for solving complex problems, like creang great
products or taking an organizaon to the next level. The essence of Scrum can be applied at any
level of your organizaon:
Cadence – Inspect and adapt at
frequent, regular intervals.
Ownership – Solve the whole problem
in a small team, from idea to done.
Speed – Help the team and the
organizaon improve and collaborate to
deliver value faster.
Tangible Results – Produce in cadence
something you can use, sell, or test in
real life
Alignment – Speak to one specic
person for decisions about the product
Leadership – Lead by providing
guidance and support, and know when
to stay out of the way.
Companies and their leadership usually
want more speed, tangible results, and
alignment from their organizaons. Scrum makes this possible.
Every development e>ort produces two results. The product you are building and the team and
the organizaon that produce the product. Organizaons oOen do not pay enough aLenon to the
laLer, but this enables speed and more tangible results.
The input of every sprint is
1. your exisng product, your exisng team and organizaon
2. a list of ideas for your product, another list for your organizaonal
The output of every sprint is
1. an improved version of your product
2. an improved version of exisng team and organizaon
3. an updated list of ideas for your product, another list for your organizaonal

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© 2021 Scrum Ambassadors
5. How does Scrum Work?
Connection
On the Map of Scrum (next page), write down as much as you know about each of the values,
principles, roles, acvies and arfacts. Timebox 1x 3:00

Concepts
Watch Lyssa Adkins Video on Scrum.

Concrete Practice
1. Work individually. Write your answers on post-its, one item per card. (3:00)
1. How do you know, that everyone is working on the right thing?
2. How do you know that you will have a something of value at the end the project?
3. What challenges do you see when implemenng Scrum in your organizaon?
2. Compare your answers with those of your pairing partner. Where do you agree? Where do
you disagree? (3:00)
3. Be prepared to present the answers you agree on to rest of the class

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Sources

Scrum Guide 2020 Scrum Ambassadors Others

Taxonomy of Scrum Elements of Scrum Taxonomy of Scrum Elements of Scrum Elements of Scrum

Term Meaning

Scrum Implements empirical process control. The key pillars are inspecon, adapon and
Principles transparency. Scrum does not tell you how to solve your problems. It helps you ensure that
you are asking the right quesons at the right me.

Focus, Commitment, Courage, Openness, Respect

In parcular, Scrum values focus. The product has a goal, each sprint has a goal, each
Values
sprint produces an increment. Scrum enables you to create an environment where you can
live these and other values.

Behavior Behavior describes how people interact with other people.

Ask deep quesons and really listen to the answers. Each Scrum event represents an
Dialogue
opportunity to ask powerful quesons about the state of your product or project.

The blaming culture that oOen accompanies tradional command-and-control leadership

encourages people to avoid being held responsible should something go wrong. Creang an
Responsibility
environment where people can safely take responsibility enables them to care about
results.

Transparency and frequent feedback replace tradional command and control to ensure the
Fast Feedback Scrum team is moving in the right direcon and recovers quickly should something go
wrong.

Abstract topics are made easier to understand by making them visible. Scrum teams oOen
Visualiza&on use paper-based or electronic tools, like story maps, task boards or graphical facilitaon to
facilitate dialog and understanding around complex issues.

A role in Scrum is not a tle but rather an accountability. An accountability describes what
Accountability
service the role is expected to provide or what deliverable it is expected to produce.

The Scrum Team is accountable for producing a valuable Increment every sprint. It consists
of a Product Owner, a Scrum Master and Developers. The Scrum Team has all the skills and
decision making authority necessary to dene and create the product. The Scrum Team
Scrum Team collaborates to achieve a common goal. Recommended size: less than 10 people. No
member of the Scrum Team has command authority over other members.
Deprecated term: Whole Team

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The Scrum Master is accountable for the team's e>ecveness and for enacng Scrum. In a
word: Performance. “The team's ambassador to the world,” and “the voice of common
Scrum Master sense.” A Scrum Master needs to be a trainer, facilitator, consultant, coach and change
agent. When the teams needs something from the organizaon, the Scrum Master's job is
to make it happen.

The Product Owner is accountable for maximizing the value of the Increment created by the
Scrum Team. “The world's ambassador to the team”. The PO is authorized to make decisions
Product Owner
about the product, including when and whether to release, what features to priorize, and
whether something is done. The PO is ulmately responsible for the queson “Why?”

The Developers are accountable for creang an Increment every Sprint. The Developers
have all the skills necessary to get from “Idea” to “Done” (not merely from specicaon to
Developers ready-to-test). They are responsible for “How?”. They are protected from noise but not
isolated from the organizaon.
Deprecated terms: “Development Team” “the Team”

The Sprint is a container for all other Scrum events and acvies. All the work necessary to
Events
achieve the Product Goal happens within Sprints.

A me-boxed period for compleng work. A sprint

consists of planning, doing and review, both of the results Time Box:
Sprint and of how the Team worked. A new increment must be Max: 30 d / 1 m /4 wks
produced and the Sprint Goal should be achieved by the OOen shorter
end of the sprint.

Sprint planning addresses three topics: Why, What, and Time-box: max 8 hr,
How? What to accomplish this Sprint, and how to achieve shortened proporonately
Sprint Planning
it. Only high priority items that can be completed to For: Scrum Team
“Done” may be taken into the sprint. Others: on invitaon

A daily opportunity for the Developer to inspect and adapt Time-box: 15 Minutes
Daily Scrum on their progress through the sprint. This is where the For: Developers
Developers organize and plan their work for the day. Others: On invitaon

Time-box: 4 hours
An opportunity to inspect and adapt on the outcome of the shortened proporonately
Sprint Review sprint and what has changed in the environment. The For: Stakeholders
Increment must be Done before the Review starts. Present: Scrum Team
Others: On invitaon

An opportunity to inspect and adapt on quality and

e>ecveness.
Time-box: 4 hours
Sprint Retrospec&ve For: Scrum Team
If issues (“impediments”) extend beyond a single team,
Others: On invitaon
management or leadership is expected to help resolve the
situaon promptly.

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Product Backlog items that can be Done by the Scrum

Team within one Sprint are deemed ready for selecon in a Necessary Acvity
Sprint Planning event. Product Backlog renement is the Not a dened event
Backlog Re@nement
act of breaking down and further dening Product Backlog For: Scrum Team
items into smaller more precise items. Backlog renement Others: On invitaon
is also an opportunity to talk about medium-term issues.

Scrum’s arfacts represent work or value. They are designed to maximize transparency of
key informaon. Thus, everyone inspecng them has the same basis for adaptaon. Scrum
Ar&facts
does not dene arfacts needed to sasfy external requirements or company policies.
These can be addressed through the Denion of Done or Product Backlog Items.

The Product Backlog is an emergent, ordered list of what is needed to improve the
product. It is the single source of work undertaken by the Scrum Team. It consists of
Product Backlog
funconal and non-funconal requirements. It is not used to plan work or dene
intermediate arfacts, like a specicaon, which have no value for the customer or user.

The Sprint Backlog is composed of the Sprint Goal (why), the set of Product Backlog items
Sprint Backlog selected for the Sprint (what), as well as an aconable plan for delivering the Increment
(how). It is oOen represented visually with a task board.

Something you can use,

At least once per sprint the team must produce something
something you can sell, or
(Product) Increment of potenal value to customers or stakeholders. It must be
something you can test in real
Done before presentaon at the Sprint Review.
life.

The set of backlog items selected for the sprint (what). The Developers' best guess at how
Forecast much Done funconality they can deliver by the end of a sprint, while respecng the Sprint
Contract.

Each arfact contains a commitment to ensure it provides informaon that enhances

Commitments
transparency and focus against which progress can be measured.

Agreements are a powerful mechanism for securing commitment. Since agreements are in
the mutual interest of all pares to the agreement, compliance can be expected even
Agreements
without constant control. Scrum is easiest to implement when all pares freely and fully
agree to do so. Agreements o>er a path to further improvement.

The Product Goal describes a future state of the product which can serve as a target for the
Product Goal Scrum Team to plan against. The Product Goal is the long-term objecve for the Scrum
Team. They must fulll (or abandon) one objecve before taking on the next.

The Sprint Goal is the single objecve for the Sprint. It represents the best step forward
given what you know today to achieving the Product Goal, while providing 2exibility in
Sprint Goal
terms of the exact work needed to achieve it. The Sprint Goal encourages the Scrum Team
to work together rather than on separate iniaves.

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A working agreement between all members of the Scrum team. Ensuring that backlog items
De@ni&on of Done are really done, each sprint ensures the quality of the product and makes release plans
dependable.

The agreement among the members of the Scrum Team made at the beginning of each
Sprint. It covers the Sprint Goal, Forecast, Sprint duraon, denion of Done and team
capacity. The Scrum Team commits to do its best to achieve the Sprint Goal, while staying
Sprint Contract within limits of me and budget for the sprint. The Sprint Contract also denes failing
gracefully to ensure an opmal result even if not all objecves can be achieved. The enre
organizaon must respect the Sprint Contract, otherwise forecasts and commitments are
meaningless.

The basis for making addional improvements in team performance and e>ecveness.
Working Agreements Working agreements can be made within the Scrum Team or with other parts of the
organizaon.

A working agreement that denes when a backlog item is ready to take into the Sprint.
Backlog items are considered ready if they are understood by the team, are small enough
De@ni&on of Ready
and are well dened enough that the team believes they can be nished by the end of the
sprint. Dependencies are the enemy of ready.

A vision describes a future state of the world. A vision can generate a deeper sense of
purpose, which is key for movaon. Scrum does not address the term vision, but most
likely, the Product Goal supports the vision. Tradionally, the Product Owner is expected to
Vision have one, to make sure that the stakeholders support it, and to ensure that the
Development Team understands it.
In Personal Agility, this is re2ected in “What Really MaLers.”

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Before Sprint Planning AOer Sprint Planning 1 (Why, What)

During the sprint:

• The Product Owner and Developers support each
other.
• How can you help get the highest priority item
done?
• Focus on the rst item. Unl it's done, everything
else is nice-to-have.

AOer Sprint Planning 2 (How)

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© 2021 Scrum Ambassadors working to v2.00
7. Who is responsible for what in Scrum?
Connection:
What does a project manager do? Write as many funcons of a project manager that you can think
of on cards/post-its. Time-box 2 * 3:00 Minutes to get cards on the board.

Concepts
Read the presentaon “Working Together: The Scrum Team” (in the addendum) unl you get to
the slide, The interests of other stakeholders are represented by the Product Owner (Currently Slide
18).

Concrete Practice
1. Check the box with the best answer for each duty.
2 * 3:00 Minutes (do your best! If you don't nish, don't worry)
2. Compare answers with your pairing partner. (Only talk about the di>erences). Understand
why your partner had a di>erent answer. It's OK to change yours!
2 * 3:00 Minutes
3. Score your test. Write your number correct / number answered on a card.
3:00 Minutes

Conclusion
Take your cards on the Project Manager Flipchart and move them to the corresponding Scrum
Role.
Which role is most similar to a Project Manager?
What dues are sll assigned to a Project Manager in Scrum?
What addional responsibilies are dened for the Scrum Roles compared to a Project Manager?

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Line Manager
Not allowed
Not Dened
Developers
Product Owner

Scrum Team
Funcon
Number

Pick the best answer

1 Requests a release

2 Ensures discipline

3 May change the Sprint Goal during the sprint

4 Distributes work among the Developers

5 May not also be the Product Owner

6 Helps the Product Owner improve his/her work

7 Does their best to achieve the Sprint Goal

8 Ensures for learning from success and failure

9 Creates the product backlog

10 Answers quesons about the product backlog

11 Is a single person, not a board or commiLee

12 Explains to all the pares their responsibilies

13 Denes and Implements standards which extend a beyond a single team

14 Ensures that sponsor's funds are well spent

15 Protects the team from outside in2uences

16 Renes the product backlog

17 Decides how much can be delivered in the Sprint

18 Formulates the Denion of Done

19 Hires new team members

20 Decides whether a backlog item is done

21 Answers the phone when the customer calls

22 Has authority to direct the development team

23 Frames and communicates the product vision

V1.94 dev Workbook to SA-CUA Scrum Training 23

Scrum Master

Line Manager

Scrum Master
Not allowed
Developers
Product Owner

Scrum Team
Funcon

24 Might indicate dysfuncon if not invited to the retrospecve

25 Ensures that the product backlog is created

26 Leads the team like a project manager

27 Takes responsibility for removing impediments

28 May cancel a sprint

29 Can change or modify task planning during the Sprint

30 Ensures that everyone follow the rules

31 Represents the interests of stakeholders

32 Priorizes (sequences) the requirements of the product

33 Decides how to achieve the Sprint Goal

34 Explains the Scrum Rules

35 Is accountable for the quality of the Product

36 Has all the skills necessary to deliver a product increment

37 Accountable that producvity is increasing

38 Knows the Vision of the Product

39 Denes and Implements standards within the team

40 Formulates Requirements on the product

41 Esmates Product Backlog Items

42 Decides about sprint length

43 Typically consists of 10 people or less

44 May not also be the Scrum Master

Number Correct/Answered: /

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What is the problem?

_______________________________________________________________________________

What clarifying questions helped you understand the problem?

_______________________________________________________________________________

What are possible causes of the problem?

_______________________________________________________________________________

What could be done to fix the causes?

_______________________________________________________________________________

What ideas (causes, solutions) resonated most?

_______________________________________________________________________________

V1.94 dev Workbook to SA-CUA Scrum Training 25

What is the problem?

_______________________________________________________________________________

What clarifying questions helped you understand the problem?

_______________________________________________________________________________

What are possible causes of the problem?

_______________________________________________________________________________

What could be done to fix the causes?

_______________________________________________________________________________

What ideas (causes, solutions) resonated most?

_______________________________________________________________________________

26 Workbook to SA-CUA Scrum Training V1.94 dev

Refactored Manifesto for

Agile SoFware Development
The [texts in brackets] have been slightly modied from the original to emphasize their general
applicability beyond soOware. See hLp://agilemanifesto.org for the original texts.

Values:
1. We are uncovering beLer ways of [doing what we do] by doing it and helping others do it.

Through our work we have come to value:

2. Individuals and interacons over processes and tools
3. [Customer visible value] over comprehensive documentaon
4. Customer collaboraon over contract negoaon
5. Responding to change over following a plan
6. That is, while there is value in the items on the right, we value the items on the leO more.

Principles
7. Our highest priority is to sasfy the customer through early and connuous delivery of
[customer visible value].
8. Welcome changing requirements, even late in development..
9. Deliver working [customer visible value frequently...].
10. Business people and developers must work together daily throughout the project.
11. Build projects around movated individuals..
12. The most eWcient and e>ecve method of conveying informaon … is face-to-face
conversaon.
13. [Customer visible value] is the primary measure of progress.
14. The sponsors, developers, and users should be able to maintain a constant pace
indenitely.
15. Connuous aLenon to technical excellence and good design enhances agility.
16. Simplicity--the art of maximizing the amount of work not done--is essenal.
17. The best architectures, requirements, and designs emerge from self-organizing teams.
18. At regular intervals, the team re2ects on how to become more e>ecve, then tunes and
adjusts its behavior accordingly.

V1.94 dev Workbook to SA-CUA Scrum Training 27

© 2021 Scrum Ambassadors
Connection
Read the Refactored Manifesto for Agile SoOware Development on the previous page. Re2ect on
projects your have been involved in, in which these values and principles played a role in the
success or failure of the project.

Explore your experience with the Manifesto

In “Speed Dang” you talk to one person at a me and change partners every 5 minutes. In this
exercise you will use that paLern to share your experiences applying the values and principles of
the Manifesto.
1. Stand up, nd a partner. Take this sheet with you.
2. Pick a value or principle at random. (Don't discuss the same one twice) Tell your partner a
true story from your experience in which:
◦ Observing the value or principle has produced good results , or
◦ Ignoring the value or principle has produced bad results , or
◦ Following the value or principle has produced bad results
3. Change partners every ve minutes.

Part Two – Evaluate agility in your context

There is a card on the wall for each of the values and principles. Take a selecon of red, yellow and
green scky notes.
For each value or principle:

Discussion Questions
1. What do the colors mean in terms of the advisability of applying agile values and
principles?
2. Which values and principles are clear wins?
3. Which values or principles could be challenging in your context?
4. On a scale of Zero to Ten, (Zero = “not at all”, Ten = “highly”), how desirable would it be to
apply the agile values and principles more thoroughly in your context?

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© 2021 Scrum Ambassadors working to v2.00
10. What happens when?
Connection
Review “Scrum as Powerful quesons. Timebox 1x 3:00.

Concepts
Closed queson: Yes/No answer
Open queson: Invitaon to discuss
Powerful queson: Invitaon to think before your respond!
AHendance
Must: the person must be present, otherwise the acvity cannot be performed
Should: the person is highly important, but the acvity does not stop just because that person is
not available.
On Invita&on: In theory, it is advantageous for the person to aLend, but there may be risks or
negave side e>ects. If the Development Team choses to invite, this person may come.
Available: this person is not normally required, but might be needed in some cases. The person
must be reachable if needed.

Concrete Practice
Imagine you are an actor in a play! Get ready to play your role! Work as a table group.
• Choose your roles: You need at least one person for each of Product Owner, Scrum Master,
Development Team, and Customer/Stakeholder.
• The Scrum Master is responsible for me keeping. If you have more than one, choose one
to be me keeper.
• Use masking tape to create the Scrum Flow and scky notes or cards to idenfy the
acvies and their place on the 2ow.
For each event (Sprint Planning 1 & 2, Daily Scrum, Sprint Review, Retrospecve, Backlog
Renement), discuss how you will play the role:
• What do you want to accomplish? (Goal, Desired Outputs)
• What do you need to see? (Inputs)
• What quesons will you ask?
• What answers can you provide? (Outputs)
Timeboxes: Per acvity: 3 Minutes, Total: 25 Minutes.

Note
The Scrum Guide and Scrum Alliance consider Sprint Planning to be one meeng with two parts,
corresponding to SP1 and SP2. The me box for Sprint Planning is simply the sum of both halves.
I prefer to consider Sprint Planning as two separate acvies because they answer di>erent
quesons, have di>erent required parcipants, and scaling paLerns treat the acvies separately.
Answers can be found in 13-Meengs-CSM.v0XX

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© 2021 Scrum Ambassadors working to v2.00
11. What does a great Scrum Master do?
Connection
How is a Scrum Master Di>erent than a Project Manager? (2:00)

Concepts
Watch Marcel van Hoven, “The Scrum Master” (see Audio Visual Materials, p 60), Take notes on
the following page.
Denions:
• Doer – does the work
• Trainer – knows how to do the work, teaches others how to do the work
• Consultant – knows the best pracce for your situaon, tells you how to do it
• Coaching – asks quesons to help you understand the problem and nd soluons
• Mentor – has done it before, can give advice and open doors which make it easier for you.

Concrete Practice
Individually, draw a picture: What are the interfaces into and out of the Scrum Team? (3:00)

Conclusion
What will you do di>erently, now that you know what a Scrum Master to be a great Scrum Master?

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Does Does not

Responsibilities

Essentials:

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12. How does a team self organize?
Connection (Optional)
Stand Up!
• Form a pair with someone you don’t know well
• Interview each other
• Why are you here?
• What are your 3 principal goals at work?
• What is prevenng you from achieving these goals?
Repeat unl you have talked with 3 people .
When you're nished, take a seat next to the last person you spoke with. This will be your (rst)
pairing partner.

Concepts
SMART – Specic, Measurable, Achievable, Relevant, Time-boxed.
CC-Mom Test: Clear, Compelling, and if you explained it to your mom (or other non-technical
person), they would understand?
Three Meter Test: Is the card readable from three meters? Hint: use big block leLers, a thick pen,
one write idea per card.
The purpose of the Daily Scrum is for the team to organize itself. The objecve is to recognize the
need to communicate, within or beyond the team. Actual problem solving is handled outside the
daily scrum with as many people are necessary and as few as possible.
The classic quesons of the daily scrum are:
• What have I accomplished since yesterday (in the context of the Sprint Goal)
• What is my goal for today (in the context of the Sprint Goal)
• What is slowing me down?
If the Daily Scrum was successful, people will leave the Daily Scrum in groups of two or more to
work on their issues.

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Prepare the impediments dashboard!

Write your most important goal (one goal!) on a yellow card. Write your biggest impediment on a
red card.
Timebox 3:00

Pairing
With your pairing partner, challenge each others goals. Do the pass the SMART, CC-Mom and 3
Meter tests? If necessary, rewrite the cards.
How long has your impediment been as issue? Write the answer in weeks on a scky note and
place it on the impediment card. Place your goal and your impediment next to each other on the
impediments dashboard.
Timebox 3:00

“Departmental Scrum”
Stand with your table-mates around your impediments dashboard.
Each person reports to the group in 45 seconds:
• Who are you? Where do you work?
• Your biggest goal
• Your biggest impediment
One person keeps me. That person sounds the gong when a 45s me-box is up and immediately
resets the mer for the next person. No pauses, just pass a talking sck from one person to the
next. It's OK to nish (and pass the talking sck) early.
Time box per person: 0:45
Overall me box: (depend on team size): 6 people / Table: 5:00, 7 people: 6:00, 8 people: 7:00.

Tips for the daily scrum

• Always same me, same place each day
• Use a physical task board if possible
• Use a talking sck (everyone else gets to listen)
• Stand up to get the blood 2owing through your brain.
• Stand in a ght huddle to keep outsiders out.
• Person talking stands next to the board, faces the team,

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13. When is something (really) done?
Every Scrum Project Needs to Answer 3 quesons (and SoOware Projects need to answer 4
quesons) about the value they produce.

“The Three Faces of Done”

Q1:_________________ Q2:_________________

Q3:_________________

Q4:_________________

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14. How To Manage Requirements In Scrum?
Connections
Why do we create products? To sasfy some human need.
Scrum has a constraint: At least one per sprint, the Development Team must produce something of
value to the customer or user.
Given that sprints are xed, how can you constrain requirements so that you and your team can
sasfy this constraint? Discuss with your pairing partner. Time-box 2:00
Ideas for constraining backlog items:

Content – User Stories

Although not formally part of Scrum, User Stories are a widely adopted pracce for represenng
backlog items.
As some role, I want some feature to achieve some intrinsic goal.

Components of a User Story

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Concrete Practice: User Stories
Write a story: write one funconal requirement from your real-life context as a user story.(3:00)
Challenge your story: With your pairing partner, test you story against the INVEST-criteria. How big
is it on the T-Shirt Scale? Rewrite if necessary to make it INVEST-compable (Time-box 3:00 each)
Split a story. Take a big story, and split it into several liLle stories. Each new story should be INVEST-
compable, and the end result of the liLle stories together should sasfy the goal of the big story.
(Time-box 2x3:00)

Concrete Practice
“INVEST” reminds us of the characteriscs of a good backlog item. Map the INVEST term to the
objecve they serve:

a. Enable making decisions when

most knowledge is available

b. Ensure fexibility
to do the right thing

c. No defining artifacts
Independent for developers
Negotiable
d. No Tasks, only features
Valuable

Estimatable e. Not finishable

Small (Right Sized)
f. Not too big
Testable

g. Product Owner can

sequence in any order

h. Not too vague

j. Understood by
Development Team

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Concepts – What is the Product Backlog?
The Product Backlog is a list of idea about the product. Each entry is called a Product Backlog Item,
somemes referred to as PBI or just “story.” Regardless of the size of the backlog item, it describes
a feature of the product you are building, so it can be mapped to an acceptance test.

Product Backlog Item

Product Backlog

Life Cycle of a Product Backlog Item

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Attributes of Product Backlog Items
Each backlog item has the following aLributes:
1. Descrip&on of the feature
2. Statement of value of the feature
3. A unique sequence number or posion in the queue
4. An es&mate
Scrum does not tell you how to do any of these things, but it does dene who is ulmately
responsible for them:
• Descripon – the Product Owner writes the backlog, and the WholeTeam is responsible for
ge\ng the descripon right
• Statement of value – Product Owner
• A unique sequence number or posion in the queue – the Product Owner collaborates with
the Team, Product Owner has nal say. Generally business value trumps developer
eWciency
• An esmate – the Development Team. The Product Owner can in2uence the esmates by
changing the acceptance criteria!

Life Cycle of Product Backlog Items (“Backlog Refinement”)

1. Write the Card (or Descrip&on). This should make it clear why the funcon is needed.
2. Have a Conversa&on between the Team, the Product Owner and other relevant experts to
gure out how to best sasfy the need expressed in the card.
3. Record the Con@rma&on. How will you know that the feature has achieved its purpose? (I
suggest dening a simple work2ow “How to demo” that can be used to show the
funconality to the stakeholders. This can also be used to limit scope creep during the
sprint).
OOen the result of these conversaons is to take one card with a big idea and vaguely
dened acceptance criteria and rewrite it as a series of “smaller” cards, that is more
specic ideas and clearer acceptance criteria. This is called, “Backlog Renement.”
The latest me to have this conversaon is Sprint Planning 1, though it might connue into
the sprint.
4. The actual Acceptance Tests will be wriLen by Team during the sprint. To ensure that what
worked last sprint sll works this sprint, automated acceptance tests (and unit tests) are
highly recommended. (See “Test Driven Development” and other Test-First design
strategies.)

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15. How to monitor progress towards a release?
Connection
You are going to visit your mother-in-law in Geneva.
From Zurich to Geneva is 360 km. You plan to leave at 9:00am. Since the speed limit in 120 kmh,
you tell her to expect you there at noon. She says, “Great!” and will have lunch ready!
You leave on me and expect to arrive in Bern, 120 km away at 10:00. Your actual arrival me
however is 10:30. Now what?
• When do you expect to arrive in Geneva?
• When should you contact your mother-in-law?
• What opons can you o>er her?
• How is this case di>erent than working with your stakeholders?
Timebox: 3:00

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Concepts
• Label your axes!
• Wish: What you would like to have happen. Draw in Red
• Reality: What has happened. Draw in Green
• Projecon: Extension of reality into the future. Draw in Turquoise

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16. How To Prepare Backlog Items for the Sprint?
The process of backlog renement can be explained through the metaphor of a product backlog
iceberg.

Concepts
Denions
• Backlog item – represents value to a customer, user or stakeholder
• Task – used by the Development Team to help them organize themselves to implement
backlog items. Tasks do not appear on the Product Backlog
General Classes of Backlog Items:
• Por]olio-level ideas: “Epics” “Themes” “Visions”
• Key Product characteriscs: “Stories” or “Features”
• Ready to implement chunks: “Grains of Sand”
Widely used Agile Esmaon Scales
• XP Cards: Descripon on the front of a card, conrmaon on the back.
• Story Points: 1, 2, 3, 5, 8, 13, 20, 40, 100, Joker, Co>ee.
• T-Shirt Sizes: XS, S, M, L, XL XXL, 3X…. Binary progression (1, 2, 4, 8...)
• #NoEs&mates: 1, TFB, NFC. TB = Too Big, NC = No clue. F is For you to gure out.
• Count Acceptance Tests.
Each step in How-To-Demo is a point.

Concrete Practice
How does backlog renement work? Annotate the diagram on the following page to explain the
process.
Time-box 6:00
Some quesons to answer:
• What is the signicance of the water line?
• What are typical esmates for each size of Classes of Backlog Items?
• From idea to deployment, how long does it take to implement each class of backlog item in
your company? How long should it take?
• When do you do backlog renement?
• Who needs to be present for backlog renement?

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Scenario
“Our company's top management is convinced that they want us to become an Agile Enterprise.
The company will start employing Scrum wherever it makes sense. The people directly involved
will decide whether Scrum makes sense for them.
Our leadership have convened you, the Enterprise Transion Team, to lead this transion and
asked me to serve as Product Owner! I am honored to work with such a great group of people!
And has you can see, our management is quite commiLed to this project!”

Our mission
Create a Scrum Guide in the form of 2ipchart posters. These will hang on the wall at all our
employee and customer entrances around the world! There purpose is to get people interested in
Scrum and excited about doing Scrum. Sta> should want to be on a Scrum Team; customers should
ask us if they can do Scrum with us. Think movie posters: “Cool poster – I want to see the movie.”

Timings
We will perform 1 Sprint. The Sprint consists of Sprint Planning (10:00), 3 days of work (12:00
each), 2 Daily Scrums (4:00, one between each day), and a Sprint Review (5:00).
T-10:00 Prepare you environment (task boards)
Dene your Team(s) Scrum Master(s) & Product Owner(s) if necessary
T-05:00 Scrum Master Brieng with the trainer
T+00:00 Sprint Planning 1 – What?
T+05:00 Sprint Planning 2 – How?
T+10:00 Day 1 (work begins)
Scrum of Scrums (Scrum Masters and maybe Product Owners)
Scrum Masters assume responsibility for me keeping
T+22:00 Daily Scrum
T+26:00 Day 2
Scrum of Scrums
T+38:00 Daily Scrum
T+42:00 Day 3
Scrum of Scrums
T+54:00 Sprint Review
Scrum of Scrums
T+59:00 Done

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Es&mat Topic Story Acceptance

e
Posters hang on the wall.
For employees who will soon work with Scrum, we are
Colorful. Pictures and/or
Vision creang a series of Scrum Movie Posters to get people
Diagrams on every poster. Think
excited about doing Scrum
Movie Poster!!
Accessible in English, readable, aLracve, understandable. The need to provide substance.
DoD Consistent Graphical Design & Corporate Identy, Factually They need to look nice
Correct. Team in agreement with content. together.!
Complete Scrum 2ow with
As an employee, I want an overview of the Scrum Flow, so Sprint Planning 1&2, Daily
1 Events that I can understand quickly the relaonship between the Scrum, Sprint Review,
various meengs. Retrospecve and Backlog
Renement

As an employee, I want understand the role of the

1 Roles
ScrumMaster, so that I can decide if this role is for me.

As an employee, I want understand the role of the

1 Roles Development Team Members, so that I can decide if this role
is for me.

As an employee, I want understand the role of the Product

1 Roles
Owner, so that I can decide if this role is for me.

As an employee, I want to understand Sprint Planning 1 so I Contains Name, Time Box,

1 Events
can get excited about doing a project with Scrum Responsible, Goal, Input, Output

As an employee, I want to understand Sprint Planning 2 so I Contains Name, Time Box,

1 Events
can get excited about doing a project with Scrum Responsible, Goal, Input, Output

As an employee, I want to understand the Daily Scrum so I Contains Name, Time Box,
1 Events
can get excited about doing a project with Scrum Responsible, Goal, Input, Output

As an employee, I want to understand the Sprint Review so I Contains Name, Time Box,
1 Events
can get excited about doing a project with Scrum Responsible, Goal, Input, Output

As an employee, I want to understand the Sprint

Contains Name, Time Box,
1 Events Retrospecve so I can get excited about doing a project with
Responsible, Goal, Input, Output
Scrum
As an employee, I want to understand the Backlog
Contains Name, Time Box,
1 Events Renement so I can get excited about doing a project with
Responsible, Goal, Input, Output
Scrum
Contains who maintains the
As an employee, I want to understand the purpose and
informaon, and which
1 Acvies contents of the Product Backlog so that I understand it and
aLributes and informaon this
can if necessary create one.
arfact contains.
Contains who maintains the
As an employee, I want to understand the purpose and
informaon, and which
1 Arfacts contents of the Sprint Backlog so that I understand it and
aLributes and informaon this
can if necessary create one.
arfact contains.

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18. How to Improve Performance?
Connections
Why invesgate an Airplane crash? In a tradional project, what is the purpose of a “post-
mortem”? When do you do it? What happens to the results?

Concepts
Divergence and Convergence
Convergence is looking at a lot of ideas. Convergence is deciding which ones to act one.

Retrospective Prime Directive

Regardless of what we discover, we understand and truly believe that everyone did the best
job they could, given what they knew at the me, their skills and abilies, the resources
available, and the situaon at hand.
At the end of a project everyone knows so much more. Naturally we will discover decisions
and acons we wish we could do over. This is wisdom to be celebrated, not judgement used
to embarrass.

Steps in a Retrospective
• Create Safety
• Gather Informaon
• Create Insights
• Dene Acon Plan
• Close

Concrete Practice
• Retrospect on the previous sprint in class.
As a team, use the Brainstorming Techniques on Page 47 to answer:
Thinking Sharing Discussion Consolidate Priori&ze
What happened? 2 Minutes 1 Minute / Person
What could we do 2 Minutes 1 Minute / Person
di5erently?
Consolidate cards 5 Minutes
and classify by
“own” or “shared”
jurisdic&on
Priori&ze using 3 Minutes
“dot-vo&ng”

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How to brainstorm?
Agile teams frequently use the brainstorming method below to diverge and converge on ideas for
improving a product or a team.

1. Think – Write ideas on cards

Don't talk to each other!

2. Share - Explain your ideas

One person at a time

3. Consolidate 4. Prioritize
(recognize duplicates) (dot voting)

Suggested Time Boxes for a Real Retrospective

Thinking Sharing Discussion Consolidate Priori&ze
Exploring 2-3 Minutes 2-3 Minutes / Person Up to 10 Minutes
Deciding 5 Minutes 5 Minutes

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19. How to apply Scrum to a team of one?
How do you do more of what maLers? I have applied the principles of Scrum to create a new Agile
framework to help you beat procrasnaon, improve alignment with your spouse or manager, and
generally get your life under control.
I am now working on my book, which is tentavely tled, How to do more that maers?

Drawing courtesy of Stuart Young, Radtac

Join the movement at hLps://PersonalAgilityInstute.org!

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Take this book and your notes with you!!

Check-out from the class
Use the check-out link from your “Reminder and Preparaon” email.

Record your Goal, Impediment and Try

My most important goal is:

My biggest impediment to achieving this goal is:

It is important to x this quickly, because:

Plan: What will you do when you get back to the office?
Of all the Aha-Moments and Things to Discuss, what are the three most important things to start:

Start your best project!

Set a reminder 6 months from today to tell the trainer how your best project started today!
□ Done

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Appendix A Agile Manifesto
Learning Objectives
• What does it mean to be Agile?
• Scrum is one of many Agile frameworks, but not all Agile is Scrum.
• The values and principles of Agility were created for soOware development. Are they
applicable to your situaon?

Concepts
Manifesto for Agile Software Development
We are uncovering beLer ways of developing soOware by doing it and helping others do it.
Through this work we have come to value:
• Individuals and interacons over processes and tools
• Working soOware over comprehensive documentaon
• Customer collaboraon over contract negoaon
• Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the leO more.

Principles behind the Agile Manifesto

We follow these principles:
1. Our highest priority is to sasfy the customer through early and connuous delivery of
valuable soOware.
2. Welcome changing requirements, even late in development. Agile processes harness
change for the customer's compeve advantage.
3. Deliver working soOware frequently, from a couple of weeks to a couple of months, with a
preference to the shorter mescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around movated individuals. Give them the environment and support they
need, and trust them to get the job done.
6. The most eWcient and e>ecve method of conveying informaon to and within a
development team is face-to-face conversaon.
7. Working soOware is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers, and users
should be able to maintain a constant pace indenitely.
9. Connuous aLenon to technical excellence and good design enhances agility.
10. Simplicity--the art of maximizing the amount of work not done--is essenal.
11. The best architectures, requirements, and designs emerge from self-organizing teams.
12. At regular intervals, the team re2ects on how to become more e>ecve, then tunes and
adjusts its behavior accordingly.
Source: AgileManifesto.org

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What is the Agile Mindset?
Values are an expression of what really maLers. If two people agree on what really maLers, their
decisions will be in alignment. If your values are aligned with the Manifesto, then you can claim to
have the Agile mindset.
At the very least, someone who has the mindset is in alignment with the rst sentence of the Agile
Manifesto: The Agile Mindset is a learning mindset.
Someone with an Agile mindset knows what they do, besides making money! What value do you
bring to those whom you value? Someone with an Agile mindset is uncovering beLer ways to do
what they do, both by doing it and by helping others to do the same. This is about advancing the
state of your art, having me to improve your skills and technology, and learning and sharing
beyond your own four walls.
Someone with an Agile mindset knows what they value. They have re2ected on the Values and
Principles of the Agile Manifesto and found their own beliefs to be largely in harmony with them.
Values guide decision-making, so their decisions will be aligned with the Agile Manifesto as well.
Finally, someone with an Agile mindset knows why they value what they value. Values are not to
be blindly followed. You may value other things beyond the 4 values expressed in the Agile
Manifesto or you may nd some of them not appropriate in your context.
Peter's 5 Ques&on Agile Self-Assessment
1. What do you do for those whom you value? The answer must contain a verb and is not
“making money.”
2. Are you uncovering beLer ways of doing what you do, by doing it?
3. Are you uncovering beLer ways of doing what you do, by helping others to do the same?
4. Have you re2ected on the values and principles of the Agile Manifesto and what they mean
for you?
5. Can you concisely explain what you value and why?

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Selected Non-Software Agile Frameworks

Name Website
Agile Classrooms hLps://www.agileclassrooms.com/
Agile Markeng hLp://agilemarkengcercaon.com/
Agile Product Management hLp://www.romanpichler.com/
Betacodex hLp://www.betacodex.org/de
Beyond Budgeng hLp://bbrt.org/
Clean Language hLp://www.cleanlanguage.co.uk/
Collaboraon Superpowers hLp://www.collaboraonsuperpowers.com/
Core Protocols hLps://liveingreatness.com/
Cynen hLp://cognive-edge.com/
Design Thinking hLps://en.wikipedia.org/wiki/Design_thinking
DevOps hLps://en.wikipedia.org/wiki/DevOps
EduScrum hLp://eduscrum.nl
Extreme Manufacturing hLp://wikispeed.org/extreme-manufacturing/
Fearless Change hLp://www.fearlesschangepaLerns.com/
Fractal Organizaons hLp://fractalorgs.com/

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Name Website
Google re:Work hLps://rework.withgoogle.com/
GROWTH hLp://growsmethod.com/
Growth Hacking hLps://en.wikipedia.org/wiki/Growth_hacking
Happy Melly hLps://www.happymelly.com/
Holacracy hLp://www.holacracy.org/
Human-Centered Design hLps://en.wikipedia.org/wiki/Human-centered_design
Innovaon Games hLp://www.innovaongames.com/
Intent Based Leadership hLp://www.davidmarquet.com/
Kanban hLps://anderson.leankanban.com/
Large Scale Scrum (LeSS) hLp://less.works/
Lean Canvas hLps://leanstack.com/
Lean SoOware Development hLp://www.poppendieck.com/
Lean Startup hLp://theleanstartup.com
Lean UX hLp://www.je>gothelf.com/
LEGO Serious Play hLps://www.lego.com/en-us/seriousplay
Liquid Organizaons hLp://liquido.cocoonprojects.com/
Management 3.0 hLp://management30.com/
Open Book Management hLps://en.wikipedia.org/wiki/Open-book_management
Open Parcipatory Organizaon hLps://medium.com/open-parcipatory-organized
Open Space Technology hLps://en.wikipedia.org/wiki/Open_Space_Technology
OpenSpace Agility hLp://openspaceagility.com/
Personal Agility hLps://mypersonalagility.org/
Personal Kanban hLp://www.personalkanban.com/pk/
Radical Management hLp://www.stevedenning.com
Real Opons hLps://theitriskmanager.wordpress.com/
Reinvenng Organizaons hLp://www.reinvenngorganizaons.com/
Responsive Organizaons hLp://www.responsive.org/
SD Learning Consorum hLp://sdlearningconsorum.org/
Sociocracy hLp://www.sociocracy.info/
Sociocracy 3.0 hLp://sociocracy30.org/
Startup Foundaon hLps://startup.foundaon/
Strategy Deployment hLps://www.lean.org/lexicon/strategy-deployment
The Responsibility Process hLps://www.christopheravery.com/responsibility-process
Training from the Back of the hLps://bowperson.com
Room
Value, Flow, Quality hLps://www.value2owquality.com/
Vanguard Method hLps://www.vanguard-method.com/

Some of these methods may be registered trademarks of their owners.

Source: hLps://airtable.com/shrkJbP0PmK5IP7TU/tblyZPv4twL4YdQH

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Appendix B Scrum Glossary
What are they talking about? What is the di>erence between acceptance criteria and the
denion of done? Every eld has its own special vocabulary and agile soOware development is no
excepon.
From acceptance criteria to working agreements, the following guide will help you navigate the
waters by understanding the terminology.
Note: This secon has not been updated for conformity the 2020 edion of the Scrum Guide!
Acceptance criteria - tests that must be passed for the Product Owner or customer to consider the
story accepted. The Team should verify these before submi\ng a story for nal approval.
Acceptance tests help to ensure external quality. Most product backlog items can be mapped to
one or more acceptance criteria. See De@ni&on of Done and Quality, external.
Agile - a movement for nding beLer ways of developing soOware. Scrum and Extreme
Programming are two leading examples. Others, such as Kanban or Lean Startup do not dene
themselves in the agile tradion but are based on compable values and principles.
Agreement - the basis for planning and compleng work in Scrum. Examples: the denion of
done, the forecast, the sprint contract, and the denion of ready.
Ar&fact - something that archaeologists nd when digging. OOen used to describe the documents
produced by a project management methodology. Scrum arfacts are all living documents to guide
and monitor work. In Personal Agility they are called “tools.”
Backlog Re@nement - the process of ge\ng backlog items ready for implementaon in the sprint.
Typically, this means taking large, poorly dened backlog items, discussing them, and replacing
them with several “smaller” backlog items that are individually less complex and easier-to-
implement, but sll add up to the original whole.
Best prac&ce - some consultant's soluon to someone else's problem. Is your context similar
enough to the original for the soluon to be applicable to you? Quesonable. Will you do beLer by
coming up with your own soluon? Usually.
Ceremony - a fancy word for a meeng or roune process. In Scrum and Personal Agility these are
called “events” to signify that something important happens and you want and need to be there!
Chickens - deprecated term for people interested in the results of a project, but not 100%
commiLed to its success (e.g. due to con2icng priories). Chickens can be very disrupve to the
team. Never call someone a chicken. Spectators is a beLer metaphor. A professional sports game is
played for the spectators, but the spectators are not allowed to interfere with the game.
Commitment - a core value of Scrum which should not be interpreted to mean that the team is
expected to burn itself out trying to achieve unrealisc goals sprint aOer sprint aOer sprint.
Daily Scrum - a daily opportunity for the team to inspect and adapt on their progress throughout
the sprint. Three tradional quesons help the Team recognize that they need to talk to each other
(preferably right aOer the daily scrum).

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De@ni&on of Done - an working agreement on what 'this backlog item is done' actually means.
Helps assure internal and external quality for each story. OOen expressed as a checklist to be
completed before submi\ng the story to the Product Owner. The denion of done applies to
individual backlog items and to each increment, but not to individual tasks or whether the overall
release has enough funconality to be delivered to the customer.
Development Team - consists of 3 to 9 people who have all the skills necessary to get from “idea”
to “done” (not from spec to ready-to-test). OOen referred to simply as “the Team.” The Team (and
only the Team) creates the soluon. It is responsible for “How?”. The Team is protected from noise
but not isolated from the organizaon.
Done (for a feature) - a binary state. Either a backlog item is completed according to the denion
of done, or it is not.
Done (for a product) - a judgement call by the Product Owner. At the end of a sprint, if the Product
Owner believes that it's worthwhile to release, the product should be releasable. If it's not, there is
undone work which should be addressed at the level of the denion of done in future sprints.
Es&mate - the team's best guess at the size, complexity or me involved to convert a PBI into a
piece of nished funconality. An esmate is not a commitment. More me on backlog renement
is usually more helpful to performance than more me on esmaon.
Extreme Programming (XP) - an agile approach to soOware development, oOen applied in
conjuncon with Scrum. XP denes the engineering pracces needed to produce quality soOware
in an iterave environment.
Evil - something which is diWcult or impossible to get rid of, but avoiding it is generally good for
you. Weeds in the garden are one example. Treang multasking, bugs, dependencies and
spillover as evil is usually good for team performance.
Forecast - the Team's best guess at how much nished funconality it can deliver by the end of a
sprint. The Team is normally expected to respect all the terms of the sprint contract, i.e. quality,
me and cost, which are more important than scope.
How-to-demo - a short work2ow for demonstrang to the Product Owner that the funconality
has been implemented correctly. Also, useful to limit scope creep while implemenng a product
backlog item (“story”).
Impediment - anything which slows the Team down or prevents someone from working. Although
the Scrum Master is charged with removing impediments and all Scrum events provide regular
opportunies to recognize them, impediments can be idened and eliminated at any me by
anyone.
Increment, Product - an addional slice of customer-visible value delivered at least once per
sprint. The latest increment must integrate with the previously delivered increments to form a
working whole.
Mul&tasking - pretending you can do more than one thing concurrently. In theory, if there is
unused capacity available, multasking can improve performance. However, multasking has a
cost, and if there is no free capacity it lowers performance by introducing wait mes and creang

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dependencies between otherwise independent processes. Usually focusing on ge\ng one thing
done at a me is beLer for performance.
Must - absolutely required, or else! The Product Owner must aLend sprint planning 1, otherwise
the meeng cannot be held.
PBI - Product Backlog Item.
Pigs - deprecated term for those people 100% commiLed to the project at hand. Always refers to
the Scrum Master and the Development Team. If it does not also refer to the Product Owner, this is
a sign of dysfuncon. While it might be okay to call yourself a pig, “players on the eld in a
professional sports match” is a beLer metaphor. Yes, the game is played for the spectators, and the
spectators can have a surprising in2uence on the result, but the players must be able to play
without undue interference. See also Chickens.
Priority, sequence - which item comes rst, second, third, etc. The term priority is deprecated in
Scrum because a) it contains emoonal overtones and b) two items could have the same priority
but in Scrum they must have a unique place in line, that is, in the product backlog.
Product Backlog - the single source of requirements for the product under development. It
consists of funconal and non-funconal requirements. It is not used to plan work or dene
intermediate arfacts, like a specicaon, which have no value for the customer or user.
Product Backlog Item (PBI) - an entry in the product backlog consisng of a descripon (oOen a
user story), a sequence posion, and an esmate. OOen enriched with acceptance criteria and
other useful informaon. A PBI is not a specicaon, but rather a reminder to hold a conversaon
shortly before implementaon.
Product Owner - a servant leader who guides the Development Team to produce customer visible
value. The Product Owner maximizes the value of the work done by the Team. Somemes called
“the voice of the customer” (or user) or “the organizaon’s ambassador into the Scrum Team”, the
role represents all interests outside the Development Team to the team.
Quality, external - Did you build the right thing? Does it perform the way the customer or user
wants and expects? Acceptance tests strive to ensure external quality.
Quality, internal - Did you build it right? Does the product behave the way its creators intended?
Unit tests ensure that a program connues to behave correctly, even aOer modicaons have been
made.
Quality, overall - Are there enough features present to jusfy delivery? Also known as 'tness for
use.' A state achieved incrementally in Scrum. The Product Owner decides when this has occurred
by calling for a release.
Release burn-down chart - a tool for visualizing the progress of the team toward a medium-term
release goal. The x-axis represents me, measured in sprints. The y-axis is the sum of the esmates
in the product backlog. When a PBI is done, its esmate can be deducted from the burn-down
chart. It is the primary tool for ensuring that wishes and probable reality stay reasonably aligned.
Release burn-up chart - serves the same purpose as a release burn-down chart with a di>erent

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visual representaon. The y-axis represents the cumulave sum of the esmates of the features
that have been included in the product increment. When a feature is completed, its esmate is
added to the burn-up chart.
Release Planning Mee&ng - the Scrum Team comes together to rene the product backlog to focus
on creang a release. Although me-boxed, there is no decision to be taken at the end of the
meeng, so it is oOen a useful preparaon for sprint planning. This term is deprecated, replaced by
backlog re@nement, which leaves more space for creave thinking.
Ritual - fancy word for a meeng or roune process. Kind of implies that you won't miss anything if
you don't go. Call it an event or an acvity instead.
Scrum - a simple, team-based approach to solving complex problems. A mindset based on a
culture of transparency and regular cycles of inspecon and adapon. A popular approach to
developing soOware.
Scrum Master - a servant leader who helps Product Owner and Development Team perform beLer.
Helps the rest of the organizaon recognize which interacons with the Scrum Team are helpful
and which are not. Encourages doing more of what is helpful and less of what isn’t. Coaches and
facilitates. Removes impediments. Somemes called a change agent, the Team’s ambassador to
the organizaon, or the voice of common sense.
Scrum Team - all three roles – Scrum Master, Product Owner and Development Team – together
make up the Scrum Team. Somemes called the whole team.
Selected Product Backlog - deprecated term for the subset of (by denion top priority) product
backlog items that the Team reasonably believes it can complete during the sprint (oOen
mistakenly called the sprint backlog). Today this is called the forecast.
Sequence - a unique ordering. First, second, third... The product backlog is sequenced.
Should - highly recommended. The Scrum Master should be present at the daily scrum. This is
much stronger than oponal. However, no acvity in Scrum is cancelled due to the absence of the
Scrum Master. See also Must.
Spillover - work that has been started but not completed by the end of the sprint. Contrary to
popular belief, spillover does not automacally carry over into the next sprint. Excessive spillover is
typically a symptom of over-commitment in sprint planning and/or multasking in the team.
Technical debt is a subtle form of spillover.
Sprint - a me-boxed period for compleng work. A sprint consists of planning, doing and review,
both of the results and of how the team worked. Maximum me-box is 30 days. Two weeks is
common. All forecast work should be done by the end of the sprint.
Sprint Backlog - the forecast, enriched with a technical concept and task planning. The sprint
backlog represents the team's concept for achieving the goal set during the rst half of sprint
planning. The plan is updated daily by the Team.
Sprint Contract - the agreement between Product Owner and Team at the beginning of a sprint:
me (sprint duraon), cost (team composion), quality (denion of done), and scope (the sprint
goal and forecast). If the team should fail to deliver on any aspect, it should fail on scope. The

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enre organizaon must respect the sprint contract, otherwise forecasts and commitments made
by the Team are meaningless.
Sprint Goal - a business goal to be achieved through this sprint. This goal represents the best step
forward given what you know today to achieving the Vision of the product.
Sprint Planning - addresses two quesons: what to accomplish and how to achieve it. The meeng
is divided in two halves, somemes referred to as sprint planning 1 and sprint planning 2, for
addressing these quesons. While the Scrum Guide considers this to be one acvity, many
praconers consider each half to be a separate event with its own me-box.
Sprint Planning 1 (SP1) - the Product Owner and the Development Team agree on what will be
developed during this sprint. The Product Owner denes priories, the Team esmates how much
is doable. Both pares in2uence the nal agreement: the forecast and the sprint goal.
Sprint Planning 2 (SP2) - the Development Team decides how to solve the problem accepted in
SP1. The result is a technical concept and a task planning, oOen in the form of a task board.
Sprint Retrospec&ve - the Development Team (and anybody they invite) re2ects on how they
worked to idenfy improvements for the next sprint. Usually the Scrum Master is invited to
facilitate. If issues go beyond a single team, the Scrum Masters, management or other governance
is expected to resolve the issue quickly.
Sprint Review - the Scrum Team meets with users and stakeholders to inspect and adapt the
product, based on done funconality. They will review what has and has not been completed and
re2ect on how to change the product backlog before the next sprint planning. This event is for
ge\ng feedback about the product from the stakeholders, not for evaluang the team’s
performance or whether individual backlog items are done.
Stoos - a movement for nding beLer ways of managing organizaons, named for the gathering
that took place in Stoos, Switzerland in 2012. Inspired by the agile movement, Stoos seeks to
catalyze a lasng change in how businesses do business.
Story - term oOen used to refer to a product backlog item, even if not formulated as a user story.
Can also refer to a medium-sized backlog item (on the scale of epic >> story >> grain of sand).
Story Point (SP) - a widely used, though not universally used unit to gauge the size of a PBI relave
to other PBIs, esmate the size of a project, and monitor progress. Something like a kilometer for
code, so you can use the math of distance, rate and me to monitor progress and esmate
compleon.
Task - the Team uses tasks to plan the work in the sprint. When all tasks associated with a story are
completed, the story should be done. Typically, a task represents a goal for the day, or something
smaller. Most coaches no longer recommend esmang tasks in hours.
Task Board - a visual representaon of the work to be completed in the sprint. Typically, 4 columns,
organized in swim lanes, per story: story, tasks waing, tasks in progress, tasks done. OOen
supplemented with burn-down charts, impediments and other useful informaon. The task board
belongs to the Development Team, not to the Scrum Master, to the Product Owner or to outside
managers.

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TDD Test Driven Development - also known as red-green-refactor. 1) write a failing unit test (red)
2) code a rst draO to turn the test green (keeping all other tests green) 3) "refactor" to create an
improved and nal draO. TDD improves producvity by reducing misunderstood requirements,
rework, and escaped errors.
Team - an older term for the Development Team. Because e>ecve collaboraon between Product
Owner and Development Team is associated with high performance, Product Owner, Scrum Master
and Development Team are now referred to as the "Scrum Team".
Technical debt - a consequence of poor engineering pracces which make a program diWcult to
modify. Like nancial debt, technical debt must be paid o> or technical bankruptcy follows: throw
the program away and write a new one.
Time-box - a constraint to prevent a complex situaon from degenerang into chaos. All events in
Scrum are me-boxed.
Undone work - can you release the product at the end of the sprint? If not, there is undone work.
Typical examples include regression tesng, usability tesng, customer acceptance tests. The less
undone work you have, the more predictable your release dates. See Spillover.
Unit tests - automated tests wriLen by the Development Team to assure internal quality. Unit tests
enable refactoring and provide an essenal safety net, so that changes and xes do not introduce
new errors.
User story - a people-centered approach to dening requirements with a standardized form: as
<some role or persona> I want <some value> so that I can achieve <some goal or purpose>. The
word 'user' should never appear in a user story.
Velocity - a unit to gauge the speed of development and esmate the compleon date of large
projects. Usually expressed as story points per sprint.
Vision - Scrum doesn't really say what this is, but the Product Owner is expected to have one, to
make sure that the stakeholders support it, and to ensure that the Development Team understands
it. (In Personal Agility, this is called “What Really MaLers”).
WAP Widely Adopted Prac&ce - oOen used together with Scrum, but not part of Scrum—you may
do it or not if you feel it applies to you. Examples include story points, user stories, denion of
ready.
Whole Team - an XP term for the Scrum Team.
WIP Work in progress - work that has started but has not yet been completed. Lots of WIP is
associated with poor performance and inability to get things done. See Spillover.
Working agreement - an agreement among interested pares to enable more e>ecve work.
Working agreements are the basis for improvement in Scrum.

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Title Author URL

The Scrum Framework Lyssa Adkins hLps://www.youtube.com/watch?v=_BWbaZs1M_8

The ScrumMaster Marcel van Hove hLps://www.youtube.com/watch?v=yuHuSHoZlmk

Various
Dysfunconal Daily Scrum hLps://www.youtube.com/watch?v=B3htbxIkzzM
Scrum Trainers

High Moon Studios High Moon hLp://www.youtube.com/watch?v=UT4giM9mxHk

Lean and Agile Adopon with the

Peter Green hLps://vimeo.com/121517508
Laloux Culture Model

Basics/For the Product Owner

Title Author URL

Agile Product Ownership in a

Henrik Knieberg hLp://www.youtube.com/watch?v=502ILHjX9EE
Nutshell

Agile Product Ownership in a Henrik Knieberg

hLps://www.youtube.com/watch?v=ZUwo8tKoYnQ
Nutshell / German Version Toby Baier

Nordstrom
Flash build hLp://www.youtube.com/watch?v=szr0ezLyQHY
Innovaons

Wikispeed TED Talk Joe Jusce hLp://www.youtube.com/watch?v=x8jdx-lf2Dw

Start with Why Simon Synek hLps://www.youtube.com/watch?v=IPYeCltXpxw

hLp://www.youtube.com/watch?
Dropbox MVP Dropbox MVP
feature=player_embedded&v=7QmCUDHpNzE

Title Author URL

hLps://labs.spofy.com/2014/03/27/spofy-engineering-
Engineering Culture at Spofy – 1 Henrik Knieberg
culture-part-1/

hLps://labs.spofy.com/2014/09/20/spofy-engineering-
Engineering Culture at Spofy – 2 Henrik Knieberg
culture-part-2/

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The Puzzle of Movaon Daniel Pink hLp://www.ted.com/talks/dan_pink_on_movaon

Bradley Fighng Vehicle hLp://youtu.be/aXQ2lO3ieBA

Piano Stairs TheFunTheory.com hLps://www.youtube.com/watch?v=2lXh2n0aPyw

Why you need to Fail Derek Sivers hLps://www.youtube.com/watch?v=HhxcFGuKOys

First Follower: Leadership Lessons

Derek Sivers hLps://www.youtube.com/watch?v=fW8amMCVAJQ
from Dancing Guy

Literature
The ScrumMaster’s short list – what you need to know
 Twice the work in the half the me. Je> Sutherland. I wish he'd called it twice the value in
half the me, but you get the idea. Many examples from outside of soOware.
 Agile Project Management with Scrum. Ken Schwaber. Some of the advice is a bit dated,
but is sll the book on Scrum. Start here.
 Five Dysfuncons of a Team. Patrick Lencioni. Creang a culture of fearless trust is the basis
for almost everything else in a modern enterprise.
 Switch: How to Change Things When Change Is Hard. Chip Heath and Dan Heath – a simple
approach to leading change. Combine with Storytelling.
 Squirrel Inc, Steve Denning – the Storytelling approach to Leadership. Storytelling is the
single most e>ecve way to lead change, regardless of your posion in the company.
 User Stories Applied: Agile SoOware Development, Mike Cohn. AOer Ken's book & Mike's
books I felt I was ready to conceive, plan and deliver soOware projects e>ecvely
 The Art of Agile Development Jim Shore. OK, if you're a developer, you might prefer to start
here.

The Product Owners short list – what you need to know

 Agile Project Management with Scrum. Ken Schwaber. Some of the advice is a bit dated,
but sll the book on Scrum. Start here.
 Agile Esmang and Planning. Mike Cohn. Esmang & planning are not black magic.
 User Stories Applied: Agile SoOware Development, Mike Cohn. AOer Ken's book & Mike's
books I felt I was ready to conceive, plan and deliver soOware projects e>ecvely
 Leaders Guide to Radical Management. Steve Denning – The purpose of a company is to
delight its customers. Agile praconers will recognize much of what Steve writes and
prot tremendously from the rest.
 The Lean Startup, Eric Ries – the purpose of a company is to learn what its customers will
pay for. Learn quickly! This book tells you how.

Scrum and Agile Project Management

 Agile Project Management with Scrum. Ken Schwaber. Start here.

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 Agile Esmang and Planning von Mike Cohn. Proof that esmang & planning are not
black magic.
 User Stories Applied: Agile SoOware Development, Mike Cohn. AOer Ken's book & Mike's
books I felt I was ready to conceive, plan and deliver soOware projects e>ecvely.
 Scrum and XP from the Trenches. Henrik Kniberg. This is what Scrum is really about.
 Lean SoOware Development: An Agile Toolkit for SoOware Development Managers, Tom &
Mary Poppendieck. A bridge for managers between their MBA studies and real agility.
 Implemenng Lean SoOware Development: From Concept to Cash Tom & Mary
Poppendieck. Tools for pu\ng your company on a diet.
 The SoOware Project Managers Bridge to Agility Sliger & Broderwick. If your manager is a
PMP, this book will help her or him understand that words "agile" and "project
management" can be applied to the same project successfully

Agile Development Practices

 The Art of Agile Development Jim Shore. OK, if you're a developer, you might prefer to start
here.
 FIT for Developing SoOware: Framework for Integrated Tests Rick Mugridge und Ward
Cunningham. Tests are the bleeding edge between customer and developers. How to know
that you are ge\ng what you want and that it stays what you want.

Scaling Scrum
 Scaling Lean & Agile Development, Larman and Vodde. An approach to scaling Scrum or an
architecture for your company?
 The Enterprise and Scrum, Ken Schwaber. An approach for Scaling Scrum.
 Agile SoOware Development in the Large: Diving Into the Deep JuLa Eckstein. One of the
rst books on scaling agility. (Oddly, although the author is German, I found the English
more readable. Maybe it's because I'm Swiss.)

Leading Change
 Switch: How to Change Things When Change Is Hard. Chip Heath and Dan Heath – a simple
approach to leading change.
 Squirrel Inc, Steve Denning – the Storytelling approach to Leadership. Storytelling is the
single most e>ecve way to lead change, regardless of your posion in the company.
 Fearless Change: PaLerns for Introducing New Ideas Linda Rising. Changing the
organizaon is the hardest part of agile.

Coaching Teams
 Five Dysfuncons of a Team. Patrick Lencioni. Creang a culture of fearless trust is the basis
for almost everything else in a modern enterprise. This book should be under management,
the concepts are so fundamental!
 Coaching Agile Teams – Lyssa Adkins book is a great companion for ScrumMasters to help
them understand what their job really is and how to do it.
 Agile Retrospecves: Making Good Teams Great Esther Derby. The classic book on
retrospecves.

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Management/Agile Leadership
 Leaders Guide to Radical Management. Steve Denning – values, principles and pracces for
running and transforming a company in the 21st century. Agile praconers will recognize
much of what Steve writes and prot tremendously from the rest.
 The Lean Startup, Eric Ries – the purpose of a company is to learn what its customers will
pay for. Learn quickly! This book tells you how.
 Disrupve Innovaon, Clayton Christensen – why companies are challenged by innovaons
they could have done themselves
 The Ulmate Queson (and the Ulmate Queson 2.0), Frederick Reichheld – delighng
your customer is the key to success in the 21st century. Here’s why. A super a\tude for
Product Owner.
 Leading Lean SoOware Development Mary Poppendieck.
A German version is available in the dropbox.
Curated 2013-2019 by Peter Stevens

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Appendix D Answers
1. What are the core principles of Scrum
The key principle of Scrum is Inspect and Adapt.
Common failure paLerns are: What should consider as evil in your project, and
keep to a minimum?
1. Don't Inspect 1. Multasking is evil
2. Don't Adapt 2. Bugs are evil
3. No Transparency (GIGO) 3. Dependencies are evil
4. The Bulb must want to change
5. The First Impediment: None of the roles 4. Honorable Menon: Spillover
are properly lled.

An “evil” is something that is extremely detrimental to performance. Like weeds in a tomato

garden: to many weeds, no tomatoes.
Low cycle eWciency is a sign that evils are “dominang the garden.” Other symptoms include
infrequent or unpredictable release dates, lots of bugs, and high support costs.
Mul&tasking is evil, because it implies large amounts of unnished work which have cost money
but produce no benet. It takes much longer to get anything done. Multasking is usually a result
of an inability to priorize, especially at the leadership level.
Bugs are evil, because nding bugs can requires a factor of hundred more e>ort than producing
the original code. Like bugs in the kitchen, it is beLer not to have them in the rst place! Bugs are
inserted into the code by the development team and are a sign of poor engineering pracces.
Dependencies are evil because coordinang mulple teams dramacally increases the e>ort,
number of people involved, and wait me to get work done. Dependencies are usually a result of
the organizaonal design decisions taken by leadership.
Spillover is a frequent sign of multasking, poor Scrum, or poor engineering pracces in the team.

2. When Is Scrum the right Framework?

Scrum is a simple, team-based framework for solving complex problems. The results of a complex
project are not easily predictable, like product development or organiza&onal transforma&on.
Scrum implements a small set of paLerns, that are associated with highly producve teams:
• Inspect & Adapt at regular intervals.
• Produce something of potenal value at regular intervals.
• One voice in the team speaks for the customer, user or stakeholders.
• An interdisciplinary team solves the whole problem together.
• A coach helps everybody get beLer.
• (Management leads and guides, and knows when to stay out of the way.)
Scrum is most e>ecve, when people want to do it.

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Scrum Master

Line Manager
Scrum Team

Not Dened
Number

Product Owner
Developers

Not allowed
Funcon

1 Requests a release X

2 Ensures discipline X

3 May change the Sprint Goal during the sprint X

4 Distributes work among the Developers X

5 May not also be the Product Owner X

6 Helps the Product Owner improve his/her work X

7 Does their best to achieve the Sprint Goal X

8 Ensures for learning from success and failure X

9 Creates the product backlog X

10 Answers quesons about the product backlog X

11 Is a single person, not a board or commiLee X

12 Explains to all the pares their responsibilies X

13 Denes and Implements standards which extend a beyond a single team X

14 Ensures that sponsor's funds are well spent X

15 Protects the team from outside in2uences X

16 Renes the product backlog X

17 Decides how much can be delivered in the Sprint X

18 Formulates the Denion of Done X

19 Hires new team members X

20 Decides whether a backlog item is done X

21 Answers the phone when the customer calls X

22 Has authority to direct the development team X

23 Frames and communicates the product vision X

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Scrum Master
Product Owner

Line Manager
Developers
Scrum Team

Not allowed
Not Dened
Funcon

24 Might indicate dysfuncon if not invited to the retrospecve X

25 Ensures that the product backlog is created X

26 Leads the team like a project manager X

27 Takes responsibility for removing impediments X

28 May cancel a sprint X

29 Can change or modify task planning during the Sprint X

30 Ensures that everyone follow the rules X

31 Represents the interests of stakeholders X

32 Priorizes (sequences) the requirements of the product X

33 Decides how to achieve the Sprint Goal X

34 Explains the Scrum Rules X

35 Is accountable for the quality of the Product X

36 Has all the skills necessary to deliver a product increment X

37 Accountable that producvity is increasing X

38 Knows the Vision of the Product X

39 Denes and Implements standards within the team X

40 Formulates Requirements on the product X

41 Esmates Product Backlog Items X

42 Decides about sprint length X

43 Typically consists of 10 people or less X

44 May not also be the Scrum Master X

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Which role is most similar to a Project Manager?
Product Owner
What dues are sll assigned to a Project Manager in Scrum?
None. Scrum does not de@ne the role Project Manager
What addional responsibilies are dened for the Scrum Roles compared to a Project Manager?

Product Owner Scrum Master Dev Team

Why? Performance How?

Decisions Change Agent (Organizaon) How Much?

ROI / Maximizing the value of the Remove Impediments Solve the Problem
teams work

Vision, Focus, Flow 3 to 9 (7 +- 2) people

4. How to monitor progress

The mother-in-law problem:

• That depends on your assumpons: If connue to calculate at 120kmh, in 2 hours, i.e.
12:30 or 30 minutes late. If you assume that your rst 120km is a good predictor for the
remaining voyage, you would forecast to arrive in Geneva 3 hours later, or 4h30 aOer
departure: 13:30 (9:00 + 3 * 1:30)
• That depends on your relaonship with your mother-in-law. The level of trust and mutual
respect you have may in2uence your decision. Delaying your communicaon will not
improve the recepon. She may have made decisions based on the assumpon that you
would drive on me.
• Some opons are: Drive faster, meet in the middle, meet later, cancel the trip

5. How to manage requirements in Scrum

Which principles assure which benets?
• Independent: c, d, g
• Negoable: b, d, (a)
• Valuable: d,
• Esmable, Small and Testable: e, f, h, j

6. How to get backlog items ready for implementation?

• The waterline signies your next release, or the next business goal. It should not be more
than 3 months in the future.
• Typical Esmates (Story Points / T-Shirt / #NoEsmate scales)
◦ Epics: 40 to 100 /XL / NFC
◦ Features: 13 to 20 / M to L / TFB
◦ Grains of Sand: 1 to 5 / XS to S / 1

V1.94 dev Workbook to SA-CUA Scrum Training 67

© 2021 Scrum Ambassadors
• How long to implement? OOen waing me is more important than actual implementaon
me. Eliminang waing team improves organizaonal performance and agility.
• When to do backlog renement: connuously
• Who should be present? The whole Scrum Team, plus addional stakeholders and domain
experts as appropriate.

7. When is something really done?

The Denion of Done is an agreement among all Scrum Team members.
Every Scrum Project Needs to Answer 3 quesons (and SoOware Projects need to answer 4
quesons) about the value they produce:
1. How do we know we have built the right thing?
Customer Intent/Perspecve, External Quality/Acceptance Criteria
2. How do we know we have built the thing right?
Developer Intent/Perspecve, Internal Quality
3. How do we know we have built enough funconality to sasfy the user or market?
Completeness, Fitness for Use
4. How do we know that the stu> that was done last sprint is sll done this sprint?
Part of (2) but cannot be achieved economically without automaon
The Denion of Done covers quesons 1, 2 and 4. Queson 3 is the responsibility of the Product
Owner.
Note: A deeper answer to queson 1 would also include validaon: Will the users use it? Will the
market buy it? How can you reduce the me to validate that you have really built the right thing?

68 Workbook to SA-CUA Scrum Training V1.94 dev

Top Level Directory Subdirectory Descrip&on

00_README.TXT Informaon for using the dropbox

Preparaon Materials, XX means mulple

01_Preparaon
languages available

Manifesto for Agile SoOware

The Agile Manifesto Values and Principles
Development_XX

2016 Scrum Guide_XX OWcial Denion of Scrum

CSM Book vx.xx_XX The current course materials

02_Material Useful informaon

00_Scrum Literature-EN.pdf Suggested Readings

00_Scrum Videos.pdf Video (oOen used in courses)

Sources considered authoritave in the

01 Authoritave Informaon
Scrum Community

Guides WriLen by Leading Figures in the

02 Praconers Guides
Agile Community

11 Class Exercises Material Used in Class

Samples and Templates which might be

12 Samples and Templates
useful to you...

21 Other Stu> exactly what it says

Current Version of my German language

03_Presentaon_de
slides

Current Version of my English language

03_Presentaon_en
slides

V1.94 dev Workbook to SA-CUA Scrum Training 69

Personal Agility is a simple framework that helps you

do more that maLers.
It is like a GPS navigator for your life. It helps you
idenfy your priories, stay on track with your goals,
and focus on doing more of what is really important
to you rather than just ge\ng stu> done.
This book is for anyone who wants to get into the
driver’s seat of their life.
It will show you how to get beLer at beang
procrasnaon and ge\ng things done, recovering
from distracons, building
agreement with those around
you, priorizing and not wasng
me on things that aren’t
important.

hLps://saat-network.ch/ebk

Are the “Agile Guys” in your company telling you

that everything is di>erent now that you are doing
Agile soOware development or Scrum?
Indeed, “Agile” has revoluonized how we develop
soOware products. But, as a customer or supplier of
soOware services, you know that there is too much
at stake to work with just a verbal agreement.
This book tells you what you need to know to create
the right contract for your project. This book is not
about legalese. Instead, it will enable you to:
Understand the risks of a project
and how Scrum helps you
migate those risks
Understand enough of the
soOware development process
to be an informed customer
hLps://saat-network.ch/ten

70 Workbook to SA-CUA Scrum Training V1.94 dev

Working Together
The Scrum Team

Photo: Courtesy of Roman Keller

The Scrum Team…

- Consists of three roles

- Product Owner
- Development Team
- Scrum Master
- Is self-organizing and cross functional
- Has all the competencies needed to accomplish the
work without depending in people outside the team
- Delivers iteratively and incrementally

- This model is designed to optimize flexibility,

creativity and productivity when solving complex
problems.

© 2008 - 2014 Peter Stevens | saat-network.ch

1
6/21/21

The Product Owner maximizes the value of

the product & work of the Development Team.

Duties of the Product Owner

- Manage the Product - May do the work or have the

Backlog Dev Team do it, but remains
- Order the product backlog to best accountable
achieve the goals and missions
- Is a person, not a committee
- Optimize the value of the work
performed by the Development - Is the contact person for people
outside the Scrum Team
Team
- Ensures the Product Backlog is - Is empowered to decide
visible, transparent, clear to all - The entire organization agrees to
- Ensures the Product Backlog respect the PO’s decisions
shows what the team will do next - Decisions are visible in the
- Ensure the Development Team Product Backlog
understands the product backlog

2
6/21/21

Duties of the Product Owner

(Peter’s perspective)

- Key Question: Why?

- The world’s ambassador into the the team
- „Voice of the Customer“ (or User or Stakeholder)
- Vision, Focus, Flow
- ROI
- Decides about the product
- „Pivot, Persevere, Release or Abandon“
- Decisions are visible in the content and ordering of the Product Backlog
- May not also be the Scrum Master (if you want to
call it Scrum).

The Product Owner works with the team

continuously

Retrospective

daily scrum
Product Backlog

Planning dev. work Review

max 30 days
Increment
Done

Collaborate Support Accept

3
6/21/21

The Development Team produces a releasable

increment of “done” product each Sprint.

Development Team Characteristics

- Self Organizing
- Cross Functional
- Accountable as a whole
- No sub-teams
- No Job Titles
- up to 9 people
- Too big requires too much coordination
- Too small may have skill constraints

4
6/21/21

Duties of the Development Team

(Peter’s perspective)

- Key Question: How? How much?

- Key Duty: Deliver
- Has all the skills necessary to get from “idea” to
“done”

- If the project is too big for one team, the

responsibility for ”How” stays in the Development
Team role

The Scrum Master is responsible for

ensuring Scrum is understood and enacted.*

The Scrum Master is

responsible for
promoting and
supporting Scrum as
defined in the Scrum
Guide.**

* Scrum Guide 2016

5
6/21/21

Duties of the Scrum Master

(Peter’s perspective)

- The Team’s ambassador to the organization

- Key Word: Performance

- Q: If you can have 8 Developers or 7 Developers and a Scrum Master, why
should you have a Scrum Master
- A: Because you get dramatically better performance with 7+1.
- Key Tool: Working Agreements
- A great Scrum Master starts conversations
to remove impediments and thereby improve performance.
- „Voice of Common Sense“
- Change Agent – removes impediments
- Trainer & Coach – Improves Scrum Team Performance
- Ensures the Scrum Process works
- Lifeguard, Sheepdog – protects the Team

The Scrum Master removes impediments

and helps Product Owner and Development
Team do their jobs better.
- Responsibilities

- Servant Leader for Development Team and Product Owner

- Ensure that Scrum Framework is understood and enacted
- Change Agent
- Help Product Owner and Team do their jobs better
- Help Organization understand how to work effectively with the Scrum
Team
- Remove Impediments
- Protect Team from external interference

6
6/21/21

As a Servant Leader, the Scrum Master provides

service to help other roles achieve their purposes…

backlog
self-organization & management
cross-functionality
identify and remove communicate
impediments to
vision, goals & PBIs Product
Dev. progress create clear Owner
Team and concise PBIs
Help develop
teach team skills product planning
how to create in empirical context
high value products Lead and coach
Scrum Adoption facilitation as needed

help staff and

cause change Plan Scrum stakeholders
to improve implementations which interactions understand and
productivity are helpful, enact Scrum
and which are not

Organization
17

The interests of other stakeholders

are represented by the Product Owner

7
6/21/21

The whole Scrum Team assumes the duties of the

traditional project manager.

Source: Results of a Product Owner Workshop not authoritative

8
6/21/21

Getting from Here to There

Scrum Events

The goal of an implementation to transform

a vision into a viable product.

Vision

Features

Planning Do Review

Finished,
Viable
Product

9
6/21/21

Time-boxing and inspect-and-adapt enable

the Scrum Team to manage the challenges of
product development

Retrospective

Vision
daily scrum
Product Backlog

Planning dev. work Review

max 30 days
Increment
Done

Quality Scope

Cost Time

A Sprint is similar to a fixed-time, fixed-

effort, fixed-quality mini-project

Retrospective

Vision
daily scrum
Product Backlog

Planning dev. work Review

max 30 days
Increment
Done

Quality Scope
Fixed

Cost Time Firm

10
6/21/21

Characteristics of a Sprint

- Goal - Key Constraints

- Produce a useable increment of - Max duration 1 month
“Done” functionality - Always the same length
- Components - Team fixed and dedicated for
- Sprint Planning entire length of sprint
- Daily Scrums - Consistent durations
- Development work - No changes that would endanger
the Sprint goal
- Sprint Review
- No reduction in quality standards
- Sprint Retrospective
during the sprint.

Sprint Planning: The Scrum Team

collaborates to select & plan the work

Retrospective

Vision
daily scrum
Product Backlog

Planning dev. work Review

max 30 days
Increment
Done

Forecast

11
6/21/21

Sprint Planning consists of two parts:

What and How

1. What?
Retrospective
2. How?
daily scrum
Product Backlog

SP 1 | SP 2 dev. work Review

max 30 days
Increment
Done

Sprint Concept &

Goal & Task Planning
Forecast

Sprint Planning – First Half

(“Sprint Planning 1”)

- Goal - Input
- Determine what will be delivered - Ordered Product Backlog
in the Increment resulting from - Existing Product Increment
the upcoming Sprint? - Teams performance in past
- Who sprints
- Development Team - Expected Team capacity
- Product Owner must - Objective for the Sprint
- Scrum Master should - Output:
- forecast of backlog items to be
delivered
- a Sprint Goal – provides
guidance to the team on why it is
building the increment.

Time Box: 2 hours per week of Sprint for Sprint Planning 1&2 together

12
6/21/21

Commitment is a Core Value of Scrum.

- Previously the Development - Today the Development

Team committed to the Team forecasts how much it
exact amount of thinks it can accomplish and
functionality it thought it commits to do its best
could accomplish by the
end of the Sprint

Discuss:
What does commitment mean in a Scrum context?
What is the development team committing to?

Sprint Planning – Second Half

(“Sprint Planning 2”)

- Goal: - Input
- Determine how will the work - Sprint Goal and Backlog Forecast
needed to deliver the Increment from Planning 1
be achieved. - Output is the Sprint Backlog
- Who: - initial technical concept
- Scrum Development Team - initial task planning
- ScrumMaster should be present
- Note:
- Product Owner may be present
- Forecast may be adjusted based
- and must be available on learning of Planning 2
- Input
- Forecast
Selected Product backlog

Recommendation: Time-box each half of Sprint Planning to 1 hour per week of Sprint

13
6/21/21

Overview of Sprint Planning

Solution Task
Forecast Concept Planning

Product Goal,

Sprint
Sprint

Goal
Objectives Backlog
Product
Backlog

Why? What? How?

Previous
Increment
one item
At least

Sprint Retrospective

The Daily Scrum enables focus and self-

organization, identifies impediments & the
need for communication

Retrospective

Vision
daily scrum
Product Backlog

Planning dev. work Review

max 30 days
Increment
Done

14
6/21/21

Daily Scrum

- Time Box: 15 Minutes - Format

- Goals - Defined by the Development
Team
- synchronize activities
- create a plan for the next 24 - Traditional Format:
hours. 3 Questions
- inspect the work since the last - What have I accomplished that
Daily Scrum helped the team achieve the
- forecasting the work that could be Sprint Goal since the last
done before the next one. meeting?
- Who? - What will I do today to help the
team achieve the Sprint Goal?
- For the Development Team
- Do I see any impediment that
- ScrumMaster ensures that it prevents me or the Development
takes place and may facilitate Team from meeting the Sprint
Goal?

During the Sprint

- No changes are made that - Scope may be clarified and

would affect the Sprint Goal re-negotiated between the
- Development Team Product Owner and
composition remains Development Team as more
constant is learned.
- Quality goals do not
decrease

Quality Scope

Cost Time

15
6/21/21

At the Sprint Review, the Scrum Team

inspects the Increment with the Stakeholder
to adapt the Product Backlog

Retrospective

Vision
daily scrum
Product Backlog

SP1 | SP2 dev. work Review

max 30 days
Increment
Done

Sprint Review

- Who - Discussion points

- Scrum Team - what was done, what not done
- Stakeholders (as invited by PO) - what problems were encountered
- Goals - how were they solved
- focus on creating a viable product - demonstrate “done” functionality
- collaborate on what was - how did team live the definition of
accomplished done
- collaborate on the next things that - revised completion estimate (if
could be done. needed)
- elicit feedback and foster - Collaboration on what could be
collaboration. done next
- Market changes since last review
- Time box
- 1 hour/week of Sprint - Outputs
- revised Product Backlog
- probable backlog items for next
sprint

16
6/21/21

The definition of ‘Done’ is a working

agreement to ensure shared understanding
of what it means to be done

Retrospective

Vision
daily scrum
Product Backlog

SP1 | SP2 dev. work Review

max 30 days
Increment
Done

Definition of Done

- Goal - Implications of Done

- everyone should understand what - After completing a Sprint, the
“done” means Product Owner may chose to
- ensure transparency on done- release the functionality.
ness - As Scrum teams mature, the
- If something is done, it can be definition of Done should become
released (“potentially releasable”) more stringent => higher quality.
- If something was done in a - A minimum definition of done may
previous increment, it is still done be part of an organization’s
in the latest increment conventions

17
6/21/21

The Scrum Team inspects itself and creates a

plan for improvements to be enacted during
the next Sprint.

Retrospective

Vision
daily scrum
Product Backlog

SP1 | SP2 dev. work Review

max 30 days
Increment
Done

Sprint Retrospective

- Who - When
- Scrum Team (P-O, S-M & - Once per Sprint
DevTeam)
- Goals
- Timebox
- Inspect how the last Sprint went
- Max 3 hours for a 4 week sprint
with regards to people,
relationships, process, and tools
- Identify and order the major items - Note:
that went well and potential - Improvements can be recognized
improvements; and, and implemented any time.
- Create a plan for implementing
improvements to the way the
Scrum Team does its work

18
6/21/21

Product Backlog Refinement

Retrospective

Vision
daily scrum
Product Backlog

SP1 | SP2 dev. work Review

max 30 days
Increment
Done

Refinement

Product Backlog Refinement

- Goals - When & How

- Get top priority items small enough to - Is an activity, not an event, so no
fit easily into the sprint defined moment in the sprint.
- Clarify acceptance criteria - Every Sprint
- Scrum Team decides when
- Improve Team’s understanding of
backlog items - Who
- Add detail, estimates and order to the - Scrum Team
items in the backlog
- Others can be invited
- Get items “ready” for implementation
- Dev Team is responsible for estimates

- Timebox
- Maximum 10% of team capacity

Peter: “A refined backlog item is still a backlog item, not a task!”

19
6/21/21

Estimation vs Refinement

- Estimation - Refinement
- Discuss the item - Discuss the item
- Build shared understanding of the - Build shared understanding of the
item. Update Description as needed item. Update Description as needed

- Write down its confirmation or - Replace 1 big story with several

acceptance criteria smaller stories, with each with more
granular acceptance criteria
- Create a number - Write down each confirmation or
acceptance criteria of each.

- Create a number for each new item.

- Ideally this number should
- be ”1” or “Small”
- represent less than 10% of the
team’s capacity

Peter: “Spend more time on refinement, less on estimation!”

Product Backlog Refinement

(Peter’s suggestions)

- Also Known As - You need to spend (more) time on

- Backlog Grooming refinement if:
- Estimation - Stories don’t get finished (too big, too many)
- Release Planning - Customer releases not possible every sprint
- Backlog items are not ready for
- Possible Topics implementation
- Review / Update Product Vision - Sprint planning doesn’t stay in time-box
- Review / Update Plan for Release
- Collaboration on what the product could be - When
- Medium term issues, goals, and impediments - Before first Sprint Planning
- Collaboration on getting top priority backlog - as needed, usually once or twice per Sprint
items ready for implementation - Alternative: “Story of the Day”

- Who
- Scrum Team
- Other Stakeholders & Domain Experts as
needed

Peter: “Spend more time on refinement, less on estimation!”

20
6/21/21

Cancelling a sprint

- Who may cancel a sprint?

- The Product Owner
- (may be advised by others)
- Why cancel a sprint?
- The Sprint Goal is obsolete
- E.g. market changes, technology changes
- Why not cancel a sprint
- Consumes resources
- Unfinished work is expensive
- Emotional impact on the Scrum Team

Food for thought - What would you do?

- Your team doesn't want to do the daily scrum.

- Your Sales Manager has arranged a demo for an important

customer, to include functionality which isn't ready yet. He
wants to borrow a developer.

- Your CEO has arranged a demo tomorrow and commandeers

your top developer.

- A major impediment crops up in your product, preventing you

from making sales in your top market. Your team is currently
finishing a major release.

21
6/21/21

More food for thought - What would you do?

- You are three days before the end of a sprint and

you will not finish all your committed functions in
time.

- What options can you present to the Product

Owner?

- Which options are recommended, acceptable or not

acceptable under Scrum?

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Scrum Master Book

Uploaded by

Scrum Master Book

Uploaded by

Scrum Master

(if taught by a Cered Scrum Trainer)

(if taught by a Scrum Ambassadors LIcensed Trainer)

V1.94 dev Workbook to SA-CUA Scrum Training 1

2 Workbook to SA-CUA Scrum Training V1.94 dev

V1.94 dev Workbook to SA-CUA Scrum Training 3

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V1.94 dev Workbook to SA-CUA Scrum Training 5

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V1.94 dev Workbook to SA-CUA Scrum Training 7

Paths to Certification as an Upcoming Ambassador

Recognition through on-the-job training and coaching

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To talk about back in the o4ce

V1.94 dev Workbook to SA-CUA Scrum Training 9

To talk about back in the o4ce

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To talk about back in the o4ce

V1.94 dev Workbook to SA-CUA Scrum Training 11

I am in favor of this proposal

I cannot accept this proposal

Issue Your Proposal Our Agreement

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V1.94 dev Workbook to SA-CUA Scrum Training 13

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Scrum Guide 2020 Scrum Ambassadors Others

Focus, Commitment, Courage, Openness, Respect

Behavior Behavior describes how people interact with other people.

The blaming culture that oOen accompanies tradional command-and-control leadership

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A me-boxed period for compleng work. A sprint

An opportunity to inspect and adapt on quality and

V1.94 dev Workbook to SA-CUA Scrum Training 17

Product Backlog items that can be Done by the Scrum

Something you can use,

Each arfact contains a commitment to ensure it provides informaon that enhances

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Before Sprint Planning AOer Sprint Planning 1 (Why, What)

During the sprint:

AOer Sprint Planning 2 (How)

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V1.94 dev Workbook to SA-CUA Scrum Training 21

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Pick the best answer

3 May change the Sprint Goal during the sprint

4 Distributes work among the Developers

5 May not also be the Product Owner

6 Helps the Product Owner improve his/her work

7 Does their best to achieve the Sprint Goal

8 Ensures for learning from success and failure

9 Creates the product backlog

10 Answers quesons about the product backlog

11 Is a single person, not a board or commiLee

12 Explains to all the pares their responsibilies

13 Denes and Implements standards which extend a beyond a single team

14 Ensures that sponsor's funds are well spent

15 Protects the team from outside in2uences

16 Renes the product backlog

17 Decides how much can be delivered in the Sprint

18 Formulates the Denion of Done

19 Hires new team members

20 Decides whether a backlog item is done

21 Answers the phone when the customer calls

22 Has authority to direct the development team

23 Frames and communicates the product vision

V1.94 dev Workbook to SA-CUA Scrum Training 23

24 Might indicate dysfuncon if not invited to the retrospecve

25 Ensures that the product backlog is created

26 Leads the team like a project manager

27 Takes responsibility for removing impediments

28 May cancel a sprint

29 Can change or modify task planning during the Sprint

30 Ensures that everyone follow the rules

31 Represents the interests of stakeholders

(if taught by a Cered Scrum Trainer)

13 Denes and Implements standards which extend a beyond a single team

16 Renes the product backlog

18 Formulates the Denion of Done

39 Denes and Implements standards within the team