Recommended Scrum Presentations

Aug 30, 2014 5 minutes read

For those, who not yet familiar with Scrum, I highly recommend to watch the «Scrum Training Series» presentations and the website.

A Scrum Reference Card is also useful to understand what the Scrum is, it’s processes, roles and practices.

The presentations describes the Scrum process step by step.

Introduction to Scrum

Introduction to Scrum Presentation

  • What is Scrum? What is Agile? What is a Sprint? WARNING: Scrum rules and feedback loops are disruptive, exposing organizational impediments.
  • Responsibilities of the Product Owner, Scrum Development Team, and Scrum Master.Definition of Product Backlog and Sprint Backlog. Five Scrum meetings and example schedule.
  • Scrum Quiz, a practice test to help prepare for class and the Certified Scrum Master (CSM) exam, or others (PSM, PMI-ACP, etc.). You might prefer to return to the quiz after completing modules 2-6. (HTML5 version)

Backlog Refinement Meeting (aka. Backlog Grooming)

Backlog Refinement Meeting Presentation

  • When do we groom the product backlog? What is the purpose of the meeting? Who participates?
  • Example epics.
  • Example Bill Wake INVEST (Independent, Negotiable, Valuable, Estimable, Small, Testable) user stories.
  • Example acceptance criteria (vs. definition of done).
  • The roles of the Product Owner, Scrum Master, and self-organizing team in backlog refinement.
  • Timeboxing the meeting.
  • Relative effort estimation game (aka. Mike Cohn «Planning Poker») variation with T-shirt sizes and story points.
  • Scope control: Focusing on high business value work, deferring low ROI work, force-ranking the Product Backlog.
  • Estimation vs. commitment.
  • Gratuitous «Dukes of Hazzard» chase scene with banjo music. (HTML5 version)

Sprint Planning Meeting

  • Purpose of the Sprint Planning meeting.
  • The roles of the Product Owner, Scrum Master, and Scrum Development Team in Sprint Planning.
  • Sprint Planning Meeting timebox (maximum duration) and Sprint execution timebox. Example Product Backlog Items (PBIs, or user stories), Sprint Goals, and Sprint Tasks. - Difference between the Product Backlog and Sprint Backlog.
  • Slack required for innovation.
  • Two part Sprint Planning vs. commitment-based planning.
  • Starting with a usable Product Backlog (thanks to continuous Backlog Refinement Meetings).
  • Example schedule for a two-week Sprint.
  • Definition of Done: Planning a Sprint that includes all activities needed to develop a potentially shippable product increment, particularly testing.
  • The Lean principle of reducing work in progress (WIP).
  • The self managing team’s ownership of its commitments. Saying «no» when necessary. (HTML5 version)

Daily Scrum Meeting (aka. 15-minute Standup)

Daily Scrum Meeting Presentation

  • What is the purpose of the standup? When do we have the meeting?
  • Example answers to the three questions: What I did yesterday, what I will do today, what impedes me.
  • Organizational impediments and the role of the Scrum Master during Sprint execution.
  • Team self organization during the Sprint. («The team is utterly self managing.» – Ken Schwaber)
  • Team’s use of the taskboard (sometimes mislabeled «Kanban board») to represent the Sprint Backlog.
  • Example Sprint Tasks.
  • Team’s collective ownership of Product Backlog Items and Sprint Tasks.
  • Less skilled team member as point person of a Sprint Task.
  • Cursory overview of Agile engineering practices: Pair programming, Test-Driven Development (TDD), refactoring, and continuous integration.
  • Should the Product Owner attend the Daily Scrum?
  • Use of the sidebar to stay within the 15-minute timebox.
  • Involving traditional QA people in Agile development. What happens when team members ignore team agreements? (HTML5 version)

Sprint Review Meeting

Sprint Review Meeting Presentation

  • What is the purpose of the Sprint Review Meeting? When do we have the Sprint Review Meeting?
  • Extrinsic manipulation (e.g. praise) considered harmful to intrinsic motivation and transparency.
  • Demonstrate a potentially shippable (properly tested) product increment every Sprint, even if it’s small.
  • Stick to clear goals each Sprint, avoid temptation to work outside agreed scope.
  • We usually discover new things to do faster than we get things done. Add newly discovered requirements to the Product Backlog.
  • The Product Owner’s role in scope control, reprioritization and release plan adjustment every Sprint. The Product Owner publically declares which PBIs are done.
  • How to measure velocity using story points. What is the purpose of velocity? When are metrics harmful?
  • Definition of done. Incomplete work returned to the Product Backlog for reprioritization.
  • Outside stakeholders attend the Sprint Review Meeting, provide feedback at the end. (HTML5 version)

Sprint Retrospective Meeting

Sprint Retrospective Meeting Presentation

  • What is the purpose of the Sprint Retrospective Meeting? When do we have the Sprint Retrospective Meeting?
  • Only learning teams and learning organizations will thrive in the future. A Scrum Master must create this environment for learning, despite the traditional habit of focusing on micro-efficiency.
  • To remain a neutral facilitator, Scrum Master has a role outside the team. (Note to certification candidates: Some tests may require you to answer that the Product Owner and Scrum Master are «on the team,» an unfortunate oversimplification.)
  • Why we need status leveling techniques.
  • How to conduct a safety check. (Example responses shown were a real team’s actual responses. Note the point spread!)
  • The invisible gun no one will tell you you’re wearing.
  • Group size, unclear Product Ownership, contract relationships, and geographic distribution are usually impediments to full safety.
  • Classic Scrum Retrospective (What went well? What could be improved? What did we learn? What still puzzles us?) and example actions.
  • People tend to push for particular solutions before agreeing on the problems. Focused conversation principles (ORID: Objective questions, Reflective questions, Interpretive questions, Decision questions) can help.
  • Use silent writing to elicit multiple perspectives.
  • Retrospective is for the team, not those outside it.
  • An example timeline retrospective.
  • As the team matures, the Scrum Master’s role shifts toward transforming the outer organization.
  • Effective decision making for teams. (HTML5 version)

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