The Agile Manifesto

Some thought starters for Ogilvy on how

to work with Agile and SCRUM approaches
to managing projects
 The
Creed
#1

Individuals and interactions

over

Processes and tools

 The
Creed
#2

Working software
over

Comprehensive
documentation
 The
Creed
#3

Customer collaboration
over

Contract negotiation
 The
Creed
#4

Responding to change
over

Following a plan
Principle: #1

Our highest priority is to

satisfy the customer
through early and
continuous delivery of
valuable software.
Principle: #2

Welcome changing
requirements, even late in
development. Agile
processes harness change
for the customer's
competitive advantage.
Principle: #3

Deliver working software

frequently, from a couple of
weeks to a couple of
months, with a preference
to the shorter timescale.
Principle: #4

Business people and

developers must work
together daily throughout
the project.
Principle: #5

Build projects around

motivated individuals. Give
them the environment and
support they need, and
trust them to get the job
done.
Principle: #6

The most efficient and

effective method of
conveying information to
and within a development
team is face-to-face
conversation.
Principle: #7

Working software is the

primary measure of
progress.
Principle: #8

Agile processes promote

sustainable development.
The sponsors, developers,
and users should be able to
maintain a constant pace
indefinitely.
Principle: #9

Continuous attention to
technical excellence and
good design enhances
agility.
Principle: # 10

Simplicity--the art of
maximizing the amount of
work not done--is essential.
Principle: # 11

The best architectures,

requirements, and designs
emerge from self-
organizing teams.
Principle: # 12

At regular intervals, the

team reflects on how to
become more effective,
then tunes and adjusts
its behavior accordingly.
Scrum Basics

Pete Deemer
CPO, Yahoo! India R&D
 The Basics of Scrum

Scrum Daily Scrum

Master Meeting

4-Week
Sprint
Review
Product Owner The Team
1 1

Commitment
2 2
3 3
4 4
5 Potentially
6
7 No Changes Shippable
8
9 (in Duration or Deliverable) Product
10
11
12
13
Retrospective
 The Basics of Scrum

Scrum Daily Scrum

Master Meeting

4-Week
Sprint
Review
Product Owner The Team
1

Commitment
2
3
4
5 Potentially
6
7 No Changes Shippable
8
9 (in Duration or Deliverable) Product
10
11
12
13
Retrospective
 Product Owner
 Responsible for the overall project vision and goals
 Responsible for managing project ROI vs. risk
 Responsible for taking all inputs into what the
team should produce, and turning it into a
prioritized list (the Product Backlog)
 Participates actively in Sprint Planning and Sprint
Review meetings, and is available to team
throughout the Sprint
 Determines release plan and communicates it to
upper management and the customer
 The Basics of Scrum

Scrum Daily Scrum

Master Meeting

4-Week
Sprint
Review
Product Owner The Team
1

Commitment
2
3
4
5 Potentially
6
7 No Changes Shippable
8
9 (in Duration or Deliverable) Product
10
11
12
13
Retrospective
Team
 7 people, + or – 2
 Has worked with as high as 15, as few as 3
 Can be shared with other teams (but better when not)
 Can change between Sprints (but better when they don’t)
 Can be distributed (but better when co-located)
 Cross-functional
 Possesses all the skills necessary to produce an increment
of potentially shippable product
 Team takes on tasks based on skills, not just official “role”
 Self-managing
 Team manages itself to achieve the Sprint commitment
 The Basics of Scrum

Scrum Daily Scrum

Master Meeting

4-Week
Sprint
Review
Product Owner The Team
1

Commitment
2
3
4
5 Potentially
6
7 No Changes Shippable
8
9 (in Duration or Deliverable) Product
10
11
12
13
Retrospective
The Role of the ScrumMaster

 The ScrumMaster does

everything in their power to
help the team achieve success
 This includes:
 Serving the team
 Protecting the team
 Guiding the team’s use of Scrum
What the ScrumMaster Does
 Serves the team
 The ScrumMaster takes action to help remove
impediments to the team’s effectiveness
 The ScrumMaster facilitates the team’s group
interactions, to help the team achieve its full
potential
 Protects the team
 The ScrumMaster protects the team from anything
that threatens its effectiveness, such as outside
interference or disruption
 The ScrumMaster will need to confront
uncomfortable issues, both inside and outside the
team
 Guiding the team’s use of Scrum
 The ScrumMaster teaches Scrum to the team and
organization
 The ScrumMaster ensures that all standard Scrum
rules and practices are followed
 The Basics of Scrum

Scrum Daily Scrum

Master Meeting

4-Week
Sprint
Review
Product Owner The Team
1

Commitment
2
3
4
5 Potentially
6
7 No Changes Shippable
8
9 (in Duration or Deliverable) Product
10
11
12
13

Product Backlog Retrospective

Product Backlog

Product Owner lists

items in descending
order of priority (highest
priority item is listed
first, next-highest is
second, etc.)

Size estimates are rough

estimates (can either be
arbitrary “points”, or
“ideal days”)
Product Backlog
 List of everything that could ever be of
value to the business for the team to
produce
 Ranked in order of priority
 Priority is a function of business value versus risk
 Product Owner can make any changes they
want before the start of a Sprint Planning
Meeting
 Items added, changed, removed, reordered
 How much documentation is up to the team
and Product Owner to decide
 The farther down the list, the bigger and
less defined the items become
 ~2 Sprints worth are defined in detail
 The Basics of Scrum

Scrum Daily Scrum

Master Meeting

4-Week
Sprint
Review
Product Owner The Team
1

Commitment
2
3
4
5 Potentially
6
7 No Changes Shippable
8
9 (in Duration or Deliverable) Product
10
11
12
13

Product Backlog Retrospective

Sprint Planning Meeting
 Takes place before the start of every Sprint
 Team decides how much Product Backlog it will
commit to complete by the end of the Sprint, and
comes up with a plan and list of tasks for how to
achieve it
 What’s a good commitment?
 Clearly understood by all
 Shared among the team
 Achievable without sacrificing quality
 Achievable without sacrificing sustainable pace
 Attended by Team, Product Owner, ScrumMaster,
Stakeholders
 May require 1-2 hours for each week of Sprint
duration
 2 week Sprint = 2-4 hours, 4 week Sprint = 4-8 hours
Sprint Pre-Planning
Meeting
 Not textbook Scrum, but many teams find it
useful
 Takes place several days before the end of a
Sprint (and start of the next Sprint)
 Product Owner spends an hour walking the
team through the items at the top of the
Product Backlog for the next Sprint
 Team asks questions, requests clarification,
recommend items to be broken down
Pre-Meeting Review & Sprint Planning Sprint 4
further
for Sprint 4 Retrospective Meeting for Begins
for Sprint 3 Sprint 4
(afternoon) (morning)

Weds Thurs Fri Mon Tues

Daily Scrum Meeting

 Every weekday
 Whole team attends
 Everyone stands
 Lasts 15 minutes or less
 Everyone reports 3 things only to
each other
 What was I able to accomplish since last meeting
 What will I try to accomplish by next meeting
 What is blocking me
 No discussion, conversation until
meeting ends
 Product Owner can attend and report
 Update of artifacts after standup
Table Exercise: Daily Scrum
Meeting
 Do a Daily Scrum Meeting for your
table
 One person plays the role of ScrumMaster
 The rest of the table are team-members
 Each team-member reports to the
group:
 What I was able to get done since last
Daily Standup Meeting
 What I will try to get done by the next
Daily Standup Meeting
 What is blocking me? (If nothing, say “No
Blocks”)
Updating the Sprint Backlog

 Before or after the Daily Scrum,

team members update the hours
remaining on the Sprint Backlog
 The Basics of Scrum

Scrum Daily Scrum

Master Meeting

4-Week
Sprint
Review
Product Owner The Team
1

Commitment
2
3
4
5 Potentially
6
7 No Changes Shippable
8
9 (in Duration or Deliverable) Product
10
11
12
13
Retrospective
Sprint Review
 Purpose of the Sprint Review is
 Demo what the team has built
 Generate feedback, which the Product Owner can
incorporate in the Product Backlog
 Attended by Team, Product Owner,
ScrumMaster, functional managers, and any
other stakeholders
 A demo of what’s been built, not a
presentation about what’s been built
 no Powerpoints allowed!
 Usually lasts 1-2 hours
 Followed by Sprint Retrospective
 The Basics of Scrum

Scrum Daily Scrum

Master Meeting

4-Week
Sprint
Review
Product Owner The Team
1

Commitment
2
3
4
5 Potentially
6
7 No Changes Shippable
8
9 (in Duration or Deliverable) Product
10
11
12
13
Retrospective
Sprint Retrospective
 What is it?
 1-2 hour meeting following each Sprint
Demo
 Attended by Product Owner, Team,
ScrumMaster
 Usually a neutral person will be invited in
to facilitate
 What’s working and what could work
better
 Why does the Retrospective matter?
 Accelerates visibility
 Accelerates action to improve
Thank You