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1 The ScrumMaster Study Guide James Schiel CRC Press & Taylor Francis Croup Boca Raton London New York CRC Press (s an imprint of the Taylor & Francis Croup, an Inform* business AN AUERBACH BOOK

2 Contents Preface Acknowledgments About the Author xiii xv xvii Chapter 1 Introduction 1 SECTION I The Practical Guide to Scrum Chapter 2 An Agile Product Development Life Cycle 7 Chapter 3 Release Planning and "Iteration Zero" 9 Introduction 9 Product Backlog Preparation 11 Setting the Sprint Schedule 15 Staffing of Scrum Teams 16 Training of Scrum Teams 18 Review/Revise DONEness Definition 19 Creation (or Updating) of the Architecture Definition 20 Grooming for the First Sprint 21 Reference 21 Endnotes 22 Chapter 4 Backlog Grooming 23 Introduction - 23 Preparing for the Backlog Grooming Workshop 24 Setting Up the Backlog Grooming Workshop 25 Facilitating the Backlog Grooming Workshop 26 Wrapping Up the Backlog Grooming Workshop 27 vii

3 viii Contents Chapter 5 The Sprint Planning Meeting 29 Introduction 29 Preparing for the Sprint Planning Meeting 29 Setting Up the Sprint Planning Meeting 30 For a Single-Part Planning Meeting 30 For Multipart Planning Meetings 31 Facilitating the Sprint Planning Meeting 32 For Single-Part Planning Meetings ("Commitment- Based Planning") 33 For Two-Part Planning Meetings ("Velocity-Based Planning") 37 For Two-Part Noncolocated Planning Meetings 38 Wrapping Up the Sprint Planning Meeting 40 Endnotes 40 Chapter 6 The Daily Scrum Meeting 41 Introduction 41 Preparing for the Daily Scrum 41 The Standard Daily Scrum (All Team Members in One Location) 43 The Tokenized Daily Scrum (All Team Members in One Location) 44 The Slightly Remote Daily Scrum 45 The Completely Remote Daily Scrum 46 Endnotes 47 Chapter 7 The Sprint Review Meeting 49 Introduction 49 Preparing the Sprint Review Meeting 49 Setting Up the Sprint Review Meeting 50 Facilitating the Sprint Review Meeting 51 Wrapping Up the Sprint Review Meeting 53 Endnotes 54 Chapter 8 The Sprint Retrospective Meeting 55 Introduction 55

4 Contents ix Preparing for the Sprint Retrospective Meeting.. 55 Setting Up the Sprint Retrospective Meeting 57 Facilitating the Sprint Retrospective Meeting 58 Wrapping Up the Sprint Retrospective Meeting 60 Endnote 60 Chapter 9 Creating Backlog Agreements 61 Endnote 64 Chapter 10 Practical Advice to End the Practical Guide 65 SECTION II Questions Frequently Asked in CSM Training Chapter 11 About Agile Development 69 Introduction 69 Do Agile Projects Have End Dates? 70 What if My Customers Do Not Want Early and Frequent Delivery? 72 Can You Do Agile Development Without Scrum Teams? What is the Difference Between Agile and Scrum? 75 What is the Difference Between a User Story and a Use Case? 76 Is Time for Research Part of the Iteration?...78 What Happens if We Discover Something We Should Have Done Differently? 79 How Do I Communicate Expectations beyond the Product Owner? 81 References 82 Endnotes 82 Chapter 12 About Scrum 83 Introduction 83 Is Scrum of Value with Pure Infrastructure or Commercial, Off-the-Shelf (COTS) Software Projects? 84

5 x Contents When is Scrum Not a Good Methodology to Use? 87 Does the Product Backlog Contain All Requirements/ Stories? 89 Does Using Scrum Mean There Is No Reason for Management? 89 What Are the Differences Between Scrum and XP? 92 How Do You Handle Multiple-Team Coordination in Scrum? 94 Scrum of Scrums < 94 Coordinating Scrum-of-Scrums (CSoS) 95 How Does a Scrum Team Self-Organize with Regard to Assigning Tasks? 96 Does Swarming on Small Stories Increase or Decrease Productivity? 97 Scrummasters: Technical Background or Project Management Background? 100 Scrum Means Less Documentation What Should I Do with Existing Documentation? 102 Reference 106 Endnote 106 Chapter 13 Using Scrum 107 Introduction 107 How Many Scrum Teams Can a Product Owner Have? Scheduling 108 Backlog Management 108 Team Interactions 109 What Do You Do When the Product Owner Will Not Engage? 110 What Tools Assist in a Scrum Project? Ill Tooling and Tools Ill A Cautionary Word about Backlog Management Tools 115 Does Scrum Work by Itself? 116 What is Sprint Zero, and How Do I Use It? 116 Within a Project, Can Sprint Lengths Be Different? 118 Can I Use the V Model in My Sprints? 120

6 Contents xi How Do You Keep Daily Scrums Working after Several Sprints? 121 How Do I Keep Team Members Engaged during Sprint Planning? 127 What Should I Do if My Team Is Highly Specialized? 128 Can New Items Be Introduced during the Sprint? 131 How Do I Handle Stories That Are Started but Cannot Be Finished in a Sprint? 133 How Should I Handle Urgent Requests in the Middle of a Sprint? 136 How Should I Handle a Sick or Otherwise Absent Team Member? 138 How Can Scrum Be Applied in a Test Team? 140 How Does System Testing Fit in Scrum? 141 Reference 144 Endnotes 144 Chapter 14 Agile Product Management 145 What is the Release Backlog? 145 How Do I Determine Project Budget from a Product Backlog? 145 Velocity-Based Commitments 148 T-Shirt Sizing 149 How Do You Balance Customer Requirements against Technical Requirements? ". 150 Approach 1: Tax the Functionality 153 Approach 2: Build Infrastructure into the Backlog 153 How Do You Forecast Completion in a Backlog Filled with Epics? 156 How Can I Incorporate User Interface Style Guides? 160 How Do I Manage Risk in the Agile Project? 161 What About the Project Manager? 171 How Do I Start a Product From Scratch? 172 Step 1: Create the Product Vision 173 Step 2: Build the Initial Product Backlog 174 Step 3: Create the Initial Architectural Design 176 Step 4: Groom the Product Backlog 177 Step 5: Moving Forward 177

7 xii Contents Reference 180 Endnotes 180 Chapter 15 Agile Development Dysfunctions 181 Introduction 181 We Do Functional Specifications and Use Agile for Design/Build: Is That Wrong? 181 I Constantly Have to Remind My Team about Doneness.184 Train 185 Trust 187 Motivate 187 Discipline 188 What Do I Do if the Functional Manager Is Still Assigning Tasks within the Sprint? 191 What if a Manager is Giving Work to a Scrum Team Member from Outside the Sprint? 192 My Daily Scrum Has Turned into a 1-Hour Status Meeting! Why? 197 What Does It Look Like When a Scrum Team Is Failing? 199 Failure Mode 1: Team Does Not Understand Scrum Failure Mode 2: Scummerfall 199 Failure Mode 3: Command and Control 200 Failure Mode 4: External Task Assignment 200 Failure Mode 5: Backlog Items Are Too Big 201 Failure Mode 6: Poor Team Self-Management 201 Failure Mode 7: Anti-Self-Management 202 Failure Mode 8: Team Is Too Big 203 Failure Mode 9: ScrumMaster Does Not Provide Leadership 203 Reference 204 Index 205

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