2. Agile Project Management with Scrum
Introduction to Agile Project Management with Scrum
9th August 2010 - Oliver Hankel

3. Agile Project Management with Scrum
Official Scrum Certifications:
• 2009 Certified Scrum Master (at least I attended a course…)
• 2010 Certified Scrum Professional (at least I applied Scrum and
wrote about it)
Why am I allowed to talk about agile?
More interesting:
• Since 1999 I am involved Software (Web)-
Development
• Working in different units: From PM to QA
• Working with agile methods since 2001:
• eXtreme Programming (TDD-Lover)
• Participative & evolutionary SW-Development

4. Agile Project Management with Scrum
AKRA GmbH & AKRA Business Solutions GmbH :
• Management Consulting & Process Consultancy
• Agile Project Management
• Development (Java, Ruby, CA Gen, .NET, ORACLE)
Whom do I work for?
Sectors:
• Energy
• Finance & Insurance
• Aviation
• Logistics
• Web 2.0

5. Agile Project Management with Scrum
Correct approach?
• Contract specifications
• Functional specifications
• Waterfall: Point of no return…
• Now we know the future!
Understand the Pain …
Sometime it works… but mostly :
• Discussion about the scope of the contract
• Mass debatts about contracts…
• Blame Game
• High costs & change management pain
• Unfortunately, it is hard to predict the future.

6. Agile Project Management with Scrum
Are you sure?
More control, please – Unified Processes?!?
Source: http://justaddwater.dk/2009/08/19/rup-vs-scrum-vs-kanban/

7. Agile Project Management with Scrum
Royce, Winston (1970), "Managing the Development of Large Software Systems", Proceedings of IEEE WESCON 26 (August): 1–9,
Look back, but not in Anger: Waterfall revisited

8. Agile Project Management with Scrum
Royce, Winston (1970), "Managing the Development of Large Software Systems", Proceedings of IEEE WESCON 26 (August): 1–9,
Look back, but not in Anger: Waterfall revisited
That sounds agile!
• Use prototypes, doing more then one time
• Interact and talk to your customer
• Write tests! Don‘t forget them.

9. Agile Project Management with Scrum
Royce, Winston (1970), "Managing the Development of Large Software Systems", Proceedings of IEEE WESCON 26 (August): 1–9,
Look back, but not in Anger: Waterfall revisited
There is even a loop!
Check your software requirements after
testing, do it again, check once again…

10. Agile Project Management with Scrum
The reduction: From Royce Model to the Known Waterfall
… but why?
The reason is money!
The plain waterfall creates the illusion that you
know what happens at each phase and that
you can calculate the costs.

11. Agile Project Management with Scrum
But Control is an Illusion…
If you have time watch the film „Instinct“…

12. Agile Project Management with Scrum
Why is Control in SW Projects so Difficult?
… because SW is complex! That‘s it.

13. Agile Project Management with Scrum
Something must change…

14. Agile Project Management with Scrum
Value-driven SW development
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
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 left more.

15. Agile Project Management with Scrum
Scrum – A Wholistic Approach
Hirotaka Takeuchi und Ikujiro Nonaka, “The New
New Product Development Game”, Harvard
Business Review, Januar 1986.

16. Agile Project Management with Scrum
Scrum – „coming up with some new dog-and-pony show?”
Yes and no …. Personally I like Scrum, because you find doors in
its process, which let in change and it helps to find out problems
at a very early stage.
Source: http://www.astromanager.net/?p=318

17. Agile Project Management with Scrum
• We don't make mistakes, we learn
• If you don't have fun, there's something wrong
Joseph Pelrine's rules about Scrum:
Source:XP Days 2007

18. Agile Project Management with Scrum
3 x 3 = Scrum
Three meetings
• Planning
• Review/Retrospective
• Daily Scrum
Three roles
• Product Owner
• Scrum Master
• Team
Three artefacts
• Product backlog
• Sprint backlog
• Burndown/up chart

19. • is the motivated one. She is enthusiastic about the
product.
• knows what must be delivered and when.
• knows the business value of product.
• is responsible for the financial success.
• prioritizes the product features.
• is the only one, who can adjust the features of the
product.
• accepts or declines the result.
Agile Project Management with Scrum
The Product Owner:

20. • owes the process (Process Owner)
• is responsible for the compliance of the values of Scrum
• ensure that the team can work
• supports the collaboration of all units and roles
• removes impediments
• is the friend of the team
• knows what self-organizing means and can explain it to
the self and the organizers :o)
Agile Project Management with Scrum
The Scrum Master:

21. • is self organizing (that also means that they are
allowed to use RUP within a sprint)
• is cross functional: Developer, QA, UI-Designer
• has only full-time members
• includes between 5-7 members.
• can be left or joined only at the end of a sprint.
Agile Project Management with Scrum
The Team:

22. • takes the product backlog as an input
• has a sprint backlog as an output
The team commits to implement the features in
the sprint backlog during the next sprint and
promise to deliver a possible shippable
product increment.
Commitment is the hardest thing to achieve. Use
planing poker to learn how to improve your
estimations.
Never forget that the product increment is the
goal, don‘t let yourself be distracted by some
cool technical challenges.
Agile Project Management with Scrum
The Sprint Planning:

23. • Is not longer than 15 minutes
• Stand-up, because it aviods long discussions
Stand-up is not the time for problem solving.
• Invite whom you want, but only the Product
Owner, Scrum Master and the Team is
allowed to talk.
• It avoids other longer meetings.
• Challenge for the daily Scrum:
Is each team member able to define what he
wants to achieve until the end of the working
day?
• Is perfect to find out problems at a very early
stage.
Agile Project Management with Scrum
The Daily Scrum:

24. • The team presents the results of the last sprint.
• The product (increment) is presented and
commented by the product owner.
• The review must be a demo of the software or at
least the presentation of the architecture. Get real as
soon as possible!
• Retrospective: What was good? What was bad?
What was really ugly and should be stopped?
Agile Project Management with Scrum
The Review & Retrospektive:

25. • contains the requirements
• is list of all required feature
• is the answer to question why is my work useful for the
company or the customers/users.
• is owned by the product owner.
• is being re-prioritized before the planning meetings.
• contains estimations for each feature made by the
team during the kick-off.
Agile Project Management with Scrum
The Product Backlog:

26. Agile Project Management with Scrum
How to write a product backlog (Gherkin):
Feature: Manage SC-EEN customers
In order to easily control the installations of SC-EEN
as a provider of SC-EEN (superadmin)
I want to manage the customer installations
Scenario: Add a new customer installation
Given I am on the add new customer page
When I fill in "Subdomain" with "AKRA"
And I fill in "First name" with "Oliver"
And I fill in "Last name" with "Hankel"
And I fill in "User name" with "oliverhankel"
And I fill in "Email" with "oliver.hankel@akra.de"
And I press "Add"
Then I should see "akra.sc-een.eu"
And I should see "Oliver"
And I should see "Hankel"
And I should see "oliverhankel"
And I should see "oliver.hankel@akra.de"
And an email with a generated password should be sent to "oliver.hankel@akra.de"
Scenario: View details of one customer
Scenario: View list of customer installations
Scenario: Remove an existing customer installation
Scenario: Update an existing customer installation

27. • Define a goal. A goal which can be achieved by the team…!
• For each feature tasks are defined.
• Each team member can add, update or remove tasks.
• The remaing effort for each task is updated daily.
• Divide & conquer! In case you are not sure about how to implement a feature, break
it down in manageable pieces.
Agile Project Management with Scrum
The Sprint Backlog:

28. Agile Project Management with Scrum
The Burndown Chart:
13:00 13:15 13:30 14:00 14:15 14:30 14:45 15:00 15:15 15:30
Points aka Minutes 120 115 110 90 75 60 50 30 15 0
0
20
40
60
80
100
120
140
Points
Points aka Minutes
• This is a simple burndown chart for this presentation
• A burndown chart visualises problems very quickly.
A flat line indicates that nothing is done and the Scrum
Master is required, for example.

29. Agile Project Management with Scrum
The Scrum Process:

30. Agile Project Management with Scrum
Applying Scrum for a Support Team:
The situation:
The developers are working seperatly from each other to support several
products. The support contracts also contain a certain amount of the
development of new features. From time to time they have production
reserves and from time to time they are not available for doing
support, because they are ill or on holiday or coaching other
developers.
The customers always know what time was spent, but they had no really
relation to the progress of their products.
The change:
The developers are building a team. Know-How is transferred. A stable
support team is set up. The developers are aware of the priorities of
the customers.
The customers is more involved and starts to control the product
development as promised in the support contract.

31. Agile Project Management with Scrum
Applying Scrum for a Support Team:
The Review and the Planning:

32. Agile Project Management with Scrum
Applying Scrum for a Support Team:
The daily day:

33. Agile Project Management with Scrum
AKRA GmbH
Domstraße 17
20095 Hamburg
Germany
Oliver Hankel
IT-Consultant
Tel. +49 (0) 40 309 535 - 46
Fax. +49 (0) 40 309 535 - 49
oliver.hankel@akra.de
http://www.akra.de
Amtsgericht Hamburg HRB 74309, Geschäftsführer: Fabian
von Borcke, Thomas Ochmann, Ralf Kaminski, Jörg Krüger
und Cem Basman
Contact person:
And never forget to define the term DONE!