A practical guide to the major elements of scrum: their value and best ways to approach them, based on our experience - and our workshops.

1. Introduction to
Scrum
A How-To Guide Based on Our Workshops

2. // 2
PROJECT
The only certain thing in a project is CHANGE!
A team needs to be prepared for changes, as
CHANGE IS A PART THE OF PROJECT
The way a team works should be optimized in
every sprint.

3. // 3
AGILE
“Agile is to be open to what we can do and
then doing it”
- Kent Beck (EP creator)
VALUE SYSTEM - people, cooperation, trust.
APPROACH - thinking based on rules
RULES OF RESPONSE TO CHANGES - self-
organizing, adaptive, transparent
ADAPTIVE ECOSYSTEM - cooperation of a
Team and a Product Owner

4. // 4
SCRUM
What it is:
A framework which improves the processes of creating
products.
- A set of related methods, techniques, rules, practices,
along with the knowledge of how to use them.
What it is not:
- Methodology
- Process or technique (it combines processes and
techniques)

5. // 5
SCRUM - ADVANTAGES
- describes the work of a team
- great for big projects
- provides high value product for
clients
- the team decides - on their own -
how to build a product

6. // 6
SCRUM - FEATURES
LIGHTWEIGHT
AVAILABLE
EASY TO UNDERSTAND
HARD TO MASTER

7. // 7
ELEMENTS OF CONTROL IN SCRUM
TRANSPARENCY:
- process elements visible on the outside (DoD)
- understanding of the processes for all involved in SCRUM
INSPECTION:
- process control, progress, scrum artefacts (product
backlog, sprint backlog, increment)
- detect unwanted discrepancies
ADAPTATION:
- make some adjustments to what was detected during the
inspection

8. // 8
SCRUM TEAM
PRODUCT OWNER
DEVELOPMENT TEAM
SCRUM MASTER

9. // 9
PRODUCT OWNER (client, owner, representative)
Manages and takes responsibility for Product Backlog
Works as a single person
Full decisiveness and “last word”

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PRODUCT OWNER (client, owner, representative)
S/HE IS RESPONSIBLE FOR BACKLOG MANAGEMENT
- Describes the elements of Product Backlog in an easy
and understandable way
- Prioritizes Product Backlog
- Updates Product Backlog
Takes part in SPRINT PLANNING and SPRINT REVIEW
Explains the requirements of issues!

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DEVELOPMENT TEAM
- provides the potential part of product release
- self-organized
- multifunction
- no sub-teams
- 3 - 9 people is an optimum
- no predefined roles
THE ENTIRE TEAM IS RESPONSIBLE FOR THE WORK
DONE

12. // 12
SCRUM MASTER (team leader)
- responsible for the practices and rules of SCRUM
- supports Product Owner:
- backlog cleanup
- creates clean elements of Product Backlog
- supports Development Team:
- coaches in the field of self-organizing and multifunctioning
- helps to create high-quality product and removing obstacles
- mediates between the team and the management
- supports company:
- coaches and implement Scrum in company
- increases productivity of Scrum Teams
- helps to understand Scrum

13. // 13
SCRUM MASTER (team leader)
“A Scrum Master is like a shepherd dog,
who must do everything to protect his flock.
It is his compelling duty.”
--- Ken Schwaber ---

14. // 14
EVENTS IN SCRUM
SPRINT
SPRINT PLANNING
DAILY SCRUM
SPRINT REVIEW - DEMO
RETROSPECTIVE

15. // 15
EVENTS IN SCRUM - C.D.
- Bring regularity.
- Reduce the need to organize those included
in the Scrum meetings.
- Each meeting has its own “timebox”.
- Each event is an opportunity to inspect and
adapt.

16. SPRINT LIFECYCLE

17. // 17
THEMES, EPICS AND USER STORIES

18. // 18
EPIC
Huge part of the system
Often impossible to complete in one sprint
EXAMPLES
Order management
(Exercise example)

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USER STORY
It represents progress in the project
It has an estimation
It has priority
DEFINING:
AS <user type> I would like <goal>, to <result>

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USER STORY - EXERCISE
Epic -> User Stories -> Prioritize

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USER STORY - EXERCISE
User Stories -> Issues

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STORY POINTS
Describe scale/size and complexity, not TIME!
Answer the question:
“How big and complex is the job?”
Describe the speed of the team.

23. // 23
STORY POINTS - why?
- You can never estimate with 100% confidence
how long the task will take in absolute units.
- It's easier to find a common agreement about a
particular estimation.
- Not converted to time
- Can provide information about team speed

24. // 24
PLANNING POKER
Group estimation
Cards: 0, 1, 2, 3, 5, 8, 13, 20, 100
Additional cards: COFFEE, ?, ∞
Team uncovers cards when all have made a
choice

25. // 25
PLANNING POKER - EXERCISE
USER STORIES FOR CREATED ISSUES

26. // 26
USER STORY - EXERCISE
create the backlog

27. // 27
PRODUCT BACKLOG
- Evolving queue of requirements for the
project.
- Issues arranged according to priority.
- Part of issues includes description and
estimation.
- Never completed.
- List of features, functions, fixes,
improvements.
- The the higher issue in backlog is, the
more detailed it is.

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SPRINT PLANNING
Based on Product Backlog
TIMEBOX: 8 hours (1 month sprint)
Definition and way of sprint implementation
Product Owner helps to understand issues
People from the outside can take part in planning

29. // 29
SPRINT PLANNING - EXERCISE
BUILD YOUR OWN SPRINT BACKLOG
TIME OF SPRINT: 10 min

30. // 30
SPRINT - HEART OF A SCRUM
- 2-4 week iterations (constant length - rhythm of team
work)
- Each iteration should provide a ready part of a product
- Each iteration provides value for the Product Owner

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SPRINT - HEART OF A SCRUM
- Team decides how to realize a goal on its own
- Product Owner cannot add, remove or change sprint
requirements
- Team is isolated from external factors
- Product Owner is available for the team!!!
- Scrum Master supervises the work efficiency and
implementation process.

32. // 32
SPRINT - GOAL
What should be a sprint goal?

33. // 33
SPRINT BACKLOG
Product Owner:
- CANNOT change sprint goal and Sprint Backlog when
sprint is in progress!
Team:
- asks for additional issues
- updates issues
- asks Product Owner to remove issue from sprint backlog
- end sprint

34. // 34
BACKLOG GROOMING (REFINEMENT)
- Add item, priority, description to issues
- Review issue
- Product Owner, Scrum Master and Dev Team cooperates
- The Scrum Team decides how the refinement is done
- Should NOT consume more than 10% time of Dev Team
- Product Owner can update Product Backlog at any time
TIP:
- Big functionality/refactor -> initial issue, then main one!

35. // 35
DAILY SCRUM
TIMEBOX: 15 minutes
Everyday work summary.
At the beginning/end of a day.
The same hour, the same place
Result: Plan for the next 24 hours!

36. // 36
DAILY SCRUM C.D.
What did I do?
What am I going to work on?
Is something blocking me?
------------------
Did you learn anything important?
Is the sprint going well in your opinion?

37. // 37
SPRINT - PROBLEMS
- What if the team completes its sprint backlog
faster?
- What if team realizes that they cannot
complete the entire sprint backlog?
- Hotfix appeared?
OTHER PROBLEMS?

38. // 38
SPRINT - EXERCISE
LET’S START WITH THE SPRINT
SPRINT - 3 min
Daily SCRUM - 2 min
SPRINT - 5 min
Backlog grooming
SPRINT - 2 min

39. // 39
SPRINT REVIEW (DEMO)
TIMEBOX: 4 hours max (1 month sprint)
Shows/presents the effect of team’s work.
Participants: Scrum team and stakeholders.
Product Owner verifies business value and accepts the
issues (or not).
“Natural” end of a sprint and Product Backlog update.

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SPRINT REVIEW
LET’S SHOW OUR WORK!

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BURNDOWN CHART
Illustrates the work progress.
The work focused on the goal!
Team motivation.

42. // 42
BURNDOWN CHART
LET’S DRAW

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SPRINT REVIEW - ADVICE
One person leads the meeting + the other can present its
issues.
Introduction of issue, and then a clear & short issue
description.
Avoid long talks and boring descriptions.
Write down errors, problems, misunderstandings.
Ask for feedback!

44. // 44
DEFINITION OF DONE
Verify the SPRINT based on DoD!!!

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SPRINT RETROSPECTIVE
Sprint summary
TIMEBOX: 3 hours/1 month sprint
Rethinking time and a moment to look on job from above
Time to improve work and point weak spots.
Learn and develop based on experience.

46. // 46
SPRINT RETROSPECTIVE
What was good?
What was bad?
What to change?
What were our strengths?
What to do more - or less?

47. // 47
SPRINT RETROSPECTIVE - EXAMPLE 1
START
STOP
CONTINUE

48. // 48
SPRINT RETROSPECTIVE - EXAMPLE 2
6 Thinking Hats Retrospective

49. // 49
SPRINT RETROSPECTIVE
SAILBOAT

50. // 50
ADDITIONAL KNOWLEDGE

51. // 51
VELOCITY
Speed of a team
Possibility of teamwork
Informs about the Story Points that the team can complete
within a sprint
More sprints = velocity much more accurate.

52. // 52
RELEASE BURNDOWN

53. Poznań // Helsinki // San Francisco
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