Introduction to Agile Scrum

The Agile Manifesto – 2001

We are uncovering better ways of developing

software by doing it and helping others do it.

Through this work we have come to value:

That is, while there is value in the items on

the right, we value the items on the left more.

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

AGILE

Scrum

eXtreme
Programming

(“XP”)

Test-Driven

Development

(“TDD”)

Crystal DSDM FDD

and more…

The Essence of Scrum

SCRUM

Produce

Inspect

Adapt

Plan

Sprint

Transparency

The Foundations of Scrum

  There is a cross-functional Dev Team that is stable and 100% dedicated.

  The Dev Team decides how to get the work done. It is self-organizing.

  The Dev Team plans its Sprints one at a time, at the start of each Sprint.

  The Product Owner decides what should be produced.

  The Dev Team decides how much it can produce in a Sprint.

  The Dev Team’s target in a Sprint is shared, clear, and does not change.

  The Dev Team tries to achieve its target, but it may over-deliver or
under-deliver, based on how the Sprint plays out.

  Each Sprint is a timebox – its length is never extended.

  Each Sprint produces a “potentially shippable product” – in other
words, thoroughly tested, defect-free, and “done.”

  There is a “Deﬁnition of Done” that speciﬁes what “done” means.

  At the end of each Sprint, we inspect and adapt product and process.

Development Starts

Release Date

Sprint 1

Sprint 2

Sprint 3

Sprint 4

Sprint 5

Sprint 6

Sprint 7

Sprint 8

Sprint 9

Sprint 10

Feature

Feature

Feature

Feature

Feature

Feature

Feature

Feature

Feature

Development Starts

Release Date

Sprint 1

Sprint 2

Sprint 3

Sprint 4

Sprint 5

Sprint 6

Sprint 7

Sprint 8

Sprint 9

Sprint 10

Development Starts

Release Date

Sprint 1

Sprint 2

Sprint 3

Sprint 4

Sprint 5

Sprint 6

Sprint 7

Sprint 8

Sprint 9

Sprint 10

“Done” – Coded,Tested,
No Defects Remaining

The Relative Value of Different Features

Feature 1

Feature 2

Feature 3

Feature 4

Feature 5

Feature 6

Feature 7

Feature 8

Feature 9

Typical Large-Scale
Software Application

Features 1-5

Features 6-10

Features 11-15

Features 16-20

Features 21-25

Features 26-30

Features 31-35

Features 36-40

Features 41-45

Features 46-50

Features 51-55

Features 56-60

Features 61-65

Features 66-70

Features 71-75

Features 76-80

Features 81-85

Features 86-90

Features 91-95

Features 96-100

Development Starts

Release Date

Sprint 1

Sprint 2

Sprint 3

Sprint 4

Sprint 5

Sprint 6

Sprint 7

Sprint 8

Sprint 9

Sprint 10

100%

50%

% of Total
BusinessValue

Completed

Product Owner

Dev Team

Input from End-Users,

Customers, Team and
Other Stakeholders

ScrumMaster

SCRUM

Product
Backlog

8

9

10

11

12

“The Scrum Team”

Sprint

1-4 Weeks

Potentially
Shippable
Product

Increment

Review

No Changes

in Duration or Goal

Retrospective

Product Owner

Dev Team

Daily Scrum
Meeting and
Artifacts Update


Customers, Team and
Other Stakeholders

Sprint
Backlog

Product

Backlog

Grooming

ScrumMaster

SCRUM

Product
Backlog

8

9

10

11

12

Responsible for maximizing the value of the
work done by the Dev Team

  Owns vision and goals / ROI of the work

  Final decisionmaker on content and order
of the Product Backlog (the list of items
needed to successfully achieve goals / ROI)

  Owns the date and scope of the Release

Responsible for doing the work

  7 +/- 2 People

  Cross-functional

  Self-organizing

Responsible for guiding the PO and Dev Team
to achieve optimal results with Scrum

  3 P’s:

  P rocess Owner

- Teaches Scrum to everyone

- Coaches everyone on how to use Scrum
to deliver maximum value and quality

- Enforces the rules of Scrum

- Acts as a change agent for organization

  P roblem Solver

- Helps remove blocks and assists the Dev
Team and Product Owner in any way
they can, to achieve the best results

  P rotector

- Protects the Dev Team from disruption

Product Owner

Dev Team

ScrumMaster

SCRUM

Role might be played by
a member of the Dev Team or
the ex-Project Manager.
We avoid having someone with a
management title in this role.

“Developers” = Architects, Coders,
Testers, Business Analysts, UI
Designers, Doc Writers, etc.

Role might be played by Customer,
Customer Representative, Product
Manager, Product Marketing Manager,
Program Manager, Project Manager.

Sprint

4 Weeks
or Less

Potentially
Shippable

Increment

Product Owner

Review

No Changes

To Goal or Timebox

Retrospective

Dev Team

Daily Scrum
Meeting


Customers,Team and
Other Stakeholders

Sprint
Backlog

Product

Backlog

Grooming

Sprint Planning

Meeting

Team Selects

How Much
To Target

ScrumMaster

SCRUM

Product
Backlog

Detailed

Plan for
Sprint

Ordered
List of
What’s
Needed

SPRINT BACKLOG

Blow up 10 Balloons

Measure Radius of All 10 Balloons

CalculateVolumes of All 10 Balloons

Writing Requirements in Scrum

User Stories

  User Stories are an Agile approach to
requirements

  Widely used by Scrum Teams

  Not required, but highly recommend

  What is a User Story?

  A User Story is a short, plain-language description
of the needs of a user, centered on what they
need or want to do, and why

  As a type of user, I want some goal so that
some reason.

3 C’s: Card, Confirmation, Conversation

As a Customer who has
booked a flight,

I want to cancel my booking,
So that I can receive a refund
and make other plans

☐
Verify that ticket price minus applicable
cancellation fee is refunded to credit card

☐
Verify that 10% cancellation fee is deducted
from refunded amount for economy tickets

☐
Verify that no fee is deducted from
refunded amount for business class tickets

☐
Verify that confirmation email is sent

☐
Verify that seat reservation is released

CARD

CONFIRMATION

  The card does not include all the detailed
information needed by the Dev Team

  This is because we want to force a conversation
between the Dev Team and Product Owner

  This conversation begins at the start of the project

  Dev Team and Product Owner might spend a day talking
through the initial list of User Stories

  This conversation continues during each Sprint

  During Sprint Planning Meeting

  Day-by-day during the Sprint

  During Product Backlog Grooming

  During Sprint Review

3 C’s: Card, Conﬁrmation, Conversation

– intentionally!

User Stories

  Everyone writes User Stories. The Product Owner
decides which to add to the Product Backlog, and
what the priority should be.

  At the beginning of a project, a Story Writing
workshop is typically held. The Product Owner
creates the initial Product Backlog from this.

  New User Stories are written during the project and
added to the Product Backlog, as new needs appear.

  Large Stories are called “Epics”. Epics are broken
down into smaller stories as they move up the
Product Backlog, and get closer to being worked on.

Product Backlog Grooming

  Each Sprint, the Dev Team and Product Owner together look
ahead to the upcoming 2-3 Sprints’ worth of Product Backlog

  The Dev Team and Product Owner split large Product
Backlog Items into smaller pieces

  Small enough that 1-2 people could ﬁnish in 2-3 days

  The Dev Team gets a more detailed understanding of the
upcoming Product Backlog Items, by asking a lot of questions

  This enables the Dev Team to enter Sprint Planning with a
good understanding of the items at the top of the Product
Backlog

  Roughly 5-10% of each Sprint’s working hours are spent on
Product Backlog Grooming (~3 hours for a 2-week Sprint)

  The ScrumMaster organizes and facilitates this activity

Sprint Planning Meeting

  Conducted by the Dev Team, the Product Owner, and the
ScrumMaster together

  Often conducted in 2 parts:

  Part 1 – Dev Team decides how much they are going to target

  Part II – Dev Team creates a plan for how they are going to deliver it

  Popular Approaches to deciding how much to target:

  Velocity-based

Once a Dev Team has a stable history of how much Product Backlog they can
complete in a Sprint, they set their target based on their recent results

  Commitment-based

Dev Team estimates its capacity for work during the Sprint (in hours or days, for
example), then targets as many Product Backlog items as they have capacity for

Name

Days in the Sprint

Hours per Day

Total Hours in the
Sprint

Amitabh! 9! 5 ½ ! 50!
Shahrukh! 9! 5 ½ ! 50!
Aishwarya! 6! 5 ½ ! 33!
Salman! 9! 5 ½ ! 50!
Priyanka! 9! 3! 27!
Total

210 !
Mon

Tues

Weds

Thurs

Fri

1

2

3

4

5

6

7

8

Sprint
Planning

Review and
Retrospective

½ day

½ day

Work Time Available

Name

Days in the Sprint

Hours per Day

Total Hours in the
Sprint

Amitabh! 9! 6! 54!
Shahrukh! 9! 6! 54!
Aishwarya! 6! 6! 36!
Salman! 9! 6! 54!
Priyanka! 9! 5! 45!
Total

240 !
Work Time Available

-15!
-15!
Buffer (5-10%)!
Product Backlog Grooming (5-10%)!
210!Total Work Time Available in the Sprint!

Available Time in Sprint = [your number goes here]

0

Allocated so far = minutes

Not Started

In Progress

Done

Priority

Description

1

Make a cube with sides of 10cm.

2

Make a square-based pyramid. The base should be 10cm
square, and the sides should be 15cm. Attach to the top of
item 1.

3

Make a triangular prism. All the sides of the prism should be
6cm. Attach to the top of item 3, and then attach both to the
side of item 1.

4

Make a hexagonal prism. Each rectangular side should 4cm
wide by 12cm long. After completing it, stand it upright.

5

Make a triangular pyramid. Each side should be 12cm. Attach
it to item 5.

Product Backlog

10

10

10

15

10

6

6

6

6

4

12

12

12

12

15

10

Product Backlog Item #1

Make 10cm cube

Get
cardboard

Available Time in Sprint = 54 minutes

Draw six
10x10cm
squares

Cut out
the six
squares

Tape
squares
together

Double-
check size
and quality

1

3

5

5

2


Not Started

In Progress

Done

Total: 16 mins

16


Make 10cm cube

Get
cardboard

Available time in Sprint = 54 minutes

Draw six
10x10cm
squares

Cut out
the six
squares

Tape
squares
together

Double-
check size
and quality

1

3

5

5

2


Not Started

In Progress

Done

Total: 16 mins


Make Square-based
Pyramid

Draw four
10x15x15
triangles

Draw one
10x10cm
square

Cut out
pieces

Tape
pieces
together

6

2

6

5

Double-
check size
and quality

2

Total: 19 mins

35


Make 10cm cube

Get
cardboard


Draw six
10x10cm
squares

Allocated so far = 50 minutes

Not Started

In Progress

Done

TOTALMINUTESOFWORKLEFTTODO!
Initial
Estimate!
Day 1! Day 2!
35!
40!
45!
50!
55!
60!
5!
10!
15!
20!
25!
30!
65!
70!
75!
80!
85!
0!
BURNDOWN CHART!
Day 3!
50

SPRINT BACKLOG

Blow up 10 Balloons



Starting the Sprint


Make 10cm cube


Draw six
10x10cm
squares

3

Cut out
the six
squares

5

Tape
squares
together

5

Double-
check size
and quality

2

Allocated so far = 50 minutes

Not Started

In Progress

Done

Total: 16 mins


Make Square-based
Pyramid

Draw one
10x10cm
square

2

Cut out
pieces

6

Tape
pieces
together

5

Double-
check size
and quality

2

Total: 19 mins

Get
cardboard

1

Pete

Get
cardboard
and tape

1

Pete

Draw four
10x15x15
triangles

6

Pete

Draw four
10x15x15
triangles

6

Pete

Daily Scrum Meeting

  Goal

  Enable Dev Team to update each other daily

  Make all blocks visible to SM and entire Dev Team daily

  Every day, at an agreed time and place,
Dev Team stands in a circle and reports 3 things

  What did I do since the last Daily Scrum Meeting?

  What will I do by the next Daily Scrum Meeting?

  What is blocking me?

  15 minutes maximum

  During meeting: everyone listens, no discussion

  After meeting is done: discussion as needed

  Product Owner can attend, but mustn’t interfere

  After meeting, ScrumMaster helps with blocks


Make 10cm cube

Draw six
10x10cm
squares

3

Cut out
the six
squares

5

Tape
squares
together

5

Double-
check size
and quality

2

Not Started

In Progress

Done


Make Square-based
Pyramid

Draw one
10x10cm
square

2

Cut out
pieces

6

Tape
pieces
together

5

Double-
check size
and quality

2

Get
cardboard

1

Pete

Draw four
10x15x15
triangles

6

Pete


Make Cylinder

Draw
shape

Get
cardboard
and tape

Ravi

Priya

Arun

3

2

8

1


Make 10cm cube

Draw six
10x10cm
squares

3

Cut out
the six
squares

5

Tape
squares
together

5

Double-
check size
and quality

2

Not Started

In Progress

Done


Make Square-based
Pyramid

Draw one
10x10cm
square

2

Cut out
pieces

6

Tape
pieces
together

5

Double-
check size
and quality

2

Get
cardboard

1

Pete

Draw four
10x15x15
triangles

6

Pete


Make Cylinder

Draw
shape

Get
cardboard
and tape

Ravi

Priya

Arun

3

2

8

1

Total = 42

TOTALMINUTESOFWORKLEFTTODO!
Initial
Estimate!
Day 1! Day 2!
35!
40!
45!
50!
55!
60!
5!
10!
15!
20!
25!
30!
65!
70!
75!
80!
85!
0!
BURNDOWN CHART!
Day 3!

Sprint Review

  Goal: Inspect and Adapt the Product

  Collaborative meeting between the Product
Owner, Dev Team, ScrumMaster, stakeholders

  Together we get “hands on” with what the Dev
Team has produced in the Sprint

  We inspect the quality, and whether it is “done”

  We inspect whether it truly serves customer needs

  We try to ﬁnd improvements to make in the future
(Product Owner puts these on the Product Backlog)

  Recommendation: Get real-world customers or
end-users to attend and give hands-on feedback

Sprint Retrospective

  Goal: Inspect and Adapt Our Process

  Collaborative meeting between the Product
Owner, Dev Team, and ScrumMaster

  We talk about what we experienced and
observed during the Sprint, both good and bad

  We create a plan of action for improving in the
next Sprint

  Probably the single most important practice in
Scrum. We do this every Sprint!

Start! Stop! Continue!
Start getting a better
understanding of the
Product Backlog Items
during Sprint Planning!
Start doing more
communication between
Dev Team and Product
Owner during the Sprint!
Start doing the Daily
Scrum Meeting at the
beginning of the day,
instead of the end of the
day!
Stop waiting until the end
of the Sprint to begin
integration testing!
Stop allowing changes to
our target during the
middle of the Sprint!
Stop sacrificing quality
just to hit our target
during the Sprint!
Stop interrupting each
other during the Daily
Scrum Meeting!
Continue the good
teamwork and positive
attitude!
Continue putting a little
extra buffer in our plan
for each Sprint!
Continue inviting end-
users to the Sprint
Review, to get their
feedback!
Continue using the task
board on the wall!

SPRINT BACKwith LOG

Getting Started with Scrum

Time

Sprint 1

Sprint 2

Sprint 3

Sprint 4

Sprint 5

Sprint 6

Sprint 7

Sprint 8

Sprint 9

Sprint
10

Development Start

Release Date

Getting Started with Scrum
  ScrumMaster teaches Scrum to everyone and assigns the Scrum roles

  Product Owner communicate the vision and goals of the Release

  Product Owner leads the creation of the Product Backlog (with lots of input)

  Dev Team does high-level size estimation of the Product Backlog

  Product Owner does initial prioritization of the Product Backlog (with lots of input)

  Release Planning Meeting to estimate release date and budget

  Dev Team sets up their development and test environments

  Dev Team does initial high-level design and architecture (just enough to get started)

  Don’t forget – all of the above will evolve during project!

Getting
Started

SPRINT BACKLOG

Blow up 10 Balloons



The “Deﬁnition of Done”
and Getting to Done

The Definition of Done

  D.o.D. defines what it means for a Product Backlog Item to be
“Done” (=potentially shippable) at the end of a Sprint

  Product Owner and Team create D.o.D. before first Sprint

  Can be changed, based on Product Owner and Team decision

  There may be Product Backlog Items that are outside the D.o.D.

  For example, “Investigate Performance Problem” – needs its own D.o.D.

Our Team’s Definition of Done
Product Backlog Item is done at end of Sprint if:
•  Code complete
•  Code reviewed
•  Unit Tested
•  Integration Tested
•  Acceptance Tested
•  System Docs and User Docs updated
•  No Priority 1 or Priority 2 defects remaining

DESIGN CODE TEST
Feature A
Team Zebra is doing a 2-week Sprint and have
committed to Product Backlog Items A, B, C, D, E
DESIGN CODE TEST
Feature B
DESIGN CODE TEST
Feature C
DESIGN CODE TEST
Feature D
DESIGN CODE TEST
Feature E
INITIAL DESIGN
Features A-E
FINAL TEST
AND POLISH
WORKING
SPRINT
PLANNING
REVIEW AND
RETROSPECTIVE
Looking Inside
One Sprint

SPRINT BACKLOG

Blow up 10 Balloons



Large-Scale and
Distributed Scrum

50 People

(Architects, Coders,Testers,Analysts, UI Designers,Technical Writers, etc.)

Scaling Scrum

Team A

Team B

Team C

Team D

Team E

Scaling Scrum

Team A

Team B

Team C

Team D

Team E

Scaling Scrum

Cross-Functional

(Designers, Coders,

Testers, etc.)

Cross-Functional

(Designers, Coders,

Testers, etc.)

Cross-Functional

(Designers, Coders,

Testers, etc.)

Cross-Functional

(Designers, Coders,

Testers, etc.)

Cross-Functional

(Designers, Coders,

Testers, etc.)

Feature Teams

Scaling Scrum

Team A

Team B

Team C

Team D

Team E

8

9

10

11

12

7

1

2

3

4

5

6

Feature A

Feature B

Feature C

Feature D

Feature E

Feature F

Feature G

Feature H

Feature I

Feature J

Feature K

Feature L

13

Feature M

Cross-Functional

(Designers, Coders,

Testers, etc.)

Cross-Functional

(Designers, Coders,

Testers, etc.)

Cross-Functional

(Designers, Coders,

Testers, etc.)

Cross-Functional

(Designers, Coders,

Testers, etc.)

Cross-Functional

(Designers, Coders,

Testers, etc.)

Scaling Scrum

Team A

Team B

Team C

Team D

Team E

Cross-Functional

(Designers, Coders,

Testers, etc.)

Cross-Functional

(Designers, Coders,

Testers, etc.)

Cross-Functional

(Designers, Coders,

Testers, etc.)

Cross-Functional

(Designers, Coders,

Testers, etc.)

Cross-Functional

(Designers, Coders,

Testers, etc.)

Chief Product Owner

Product Owner

Product Owner

Product Owner

During the Sprint

Team A

Team B

Team C

Team D

Team E

Scrum of Scrums

Daily Meeting of Team Representatives

Coordination, Dependencies Mgt, Block Surfacing

Project Growth

S P R I N T

S P R I N T

S P R I N T

S P R I N T

S P R I N T

S P R I N T

S P R I N T

Dependencies: Day-to-Day

  Make direct team-to-team communication as easy as
possible for everyone on the project

  Use the Scrum-of-Scrums actively

  Make sure all teams have some slack (extra buffer) in
every Sprint, to be able to help each other

Dependencies: Backlog-Level

Backlog Item #1

Team A

Team B

•  Identify the dependency
before Sprint
Commitment is made

Then, either…

•  Product Owner A
reduces priority of #1
or

•  Product Owner B
increases priority of #18
or

•  Product Owner A shifts
#18 to Team A Product
Backlog and Team A builds
it
or

•  Team A uses mock object
in place of #18, and
replaces with actual #18
later

Product Backlog

Product Backlog

Backlog Item #18

Distributed Scrum Practices

  Model 1: Product Owner in US, Dev Team in India

  ScrumMaster should be located with Dev Team in India

  Start with short Sprints (2 weeks or less)

  Dev Team does Daily Scrum during India business hours

  After Daily Scrum, ScrumMaster emails list of blocks to the
Product Owner, for assistance clearing

  All real-time meetings between Dev Team and Product Owner
should be visual, not just audio

  1-2x per week real-time call for Product Owner and Dev Team

  Product Owner travels to India for start of ﬁrst Sprint

Distributed Scrum Practices

  Model 2: Dev Team split between multiple locations

  4 team-members in India, 4 team-members in Europe

  To be effective, team formation must occur

  Ideally, colocation for ﬁrst Sprint

  Ongoing “ambassadorship”

  Multiple forms of continuous live communication

  If you can’t make this investment, may be better to
organize them as two different Scrum teams

  Daily Scrum

  Live via webcam if timezones overlap, otherwise try
cameraphone video recording

  Scrum Artifacts (Sprint Backlog, Burndown Chart) done
electronically, in a shared location

Scrum Tools

  There are a range of software tools available for Scrum
Teams to manage their Scrum information

  Enterprise tools

  VersionOne, Rally, ScrumWorks, Mingle, Greenhopper for Jira

  Open-source

  X-planner

  Lightweight tools

  ScrumNinja and BananaScrum

  Bear in mind that there are pro’s and con’s, costs as well
as beneﬁts, when using these tools

  The most successful self-organization tends to occur
when Dev Teams are using information radiators

SPRINT BACKLOG

Blow up 10 Balloons



Release Estimation in Scrum

Team Alpha
3
2 2 2
Sprint 1 Sprint 2 Sprint 3
12 Points
of size
16 Points
of size
14 Points
of size
Average of 14 Points per Sprint “Velocity”
8
1 1 1 1
2 2
1 1 1
2 2
1
1
3
2
1 1 1

The Product Backlog

Priority Description
Size
(to build)
1 Feature A 3
2 Feature B 1
3 Feature C 3
4 Feature D 5
5 Feature E 1
6 Feature F 8
7 Feature G 3
8 Feature H 5
9 Feature I 2
10 Feature J 3
11 Feature K 1
12 Feature L 5

Team Alpha
3
2 2 2
Sprint 1 Sprint 2 Sprint 3
8
1 1 1 1
2 2
1 1 1
2 2
1
1
3
2
1 1 1

The Product Backlog

Priority Description
Size
(to build)
1 Feature A 3
2 Feature B 1
3 Feature C 3
4 Feature D 5
5 Feature E 1
6 Feature F 8
7 Feature G 3
8 Feature H 5
9 Feature I 2
10 Feature J 3
11 Feature K 1
12 Feature L 5
Total = 40 points
Velocity = 14 points
Time to complete =
40/14 = 3 Sprints
If cost per Sprint is
$15K, total cost is:
3 x $15K = $45K
If Sprints are 2
weeks each, total
time required is:
3 x 2 = 6 weeks

•  Many Scrum tems use Planning Poker to estimate
the size of Product Backlog Items

•  “Size” = Effort + Complexity + Uncertainty

•  The whole team estimates together

•  If actual team is not yet selected, then get a typical
team to do it, and be sensible: add extra buffer to
the ﬁnal plan

•  Everyone estimates overall size of the item (not
just their part of the work)

•  ScrumMaster facilitates (and joins in the estimation
if they will be doing work too)

•  Product Owner should be available to clarify
requirements

Estimating Release Date and Budget

  Dev Team does high-level size estimation of Product Backlog

  Using Planning Poker, for example

  Dev Team estimates their velocity

  Using either past history, by doing a Sprint, or by doing a Sprint
Planning Meeting. This is a forecast, not a promise.

  Product Owner uses the above data to estimate a realistic
date for release

  If date turns out to be too optimistic, Product Owner will have to
either remove scope from the Release, or move the Release date

  Product Owner decides how much buffer to add, to account
for uncertainty and risk

  Buffer for Uncertainty (for example: 15%)

  Buffer for Improvement and Rework (for example: 10%)

  Many Dev Teams also need a Pre-Release Sprint (to go from
Potentially Shippable to actually “shipped”)

Pre-Release
Sprint

Release Date

Sprint

Sprint

Sprint

Sprint

Sprint

Sprint

Sprint

Sprint

Sprint

Sprint

Final
Hardening
and Release
Preparation

Item # Product Backlog Item
Initial
Estimate
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Sprint 7 Sprint 8 Sprint 9
Sprint
10
Sprint
11
1
As an Administrator or Employee, I want to go to the Home Page and type my login name and password, so
that I can gain access to the Dashboard Page. 2 0 0 0 0 0
2
As an Employee, I want to submit a leave request to my manager, so I can find out whether I have
permission to take one or more days of leave. 3 0 0 0 0 0
3
As an employee who has other employees reporting to me, I want to receive an email to inform me that a
leave request has been filed, so that I can approve or deny it in a timely manner. 2 2 0 0 0 0
4
As an employee, I want to be able to see the unused vacation, personal, and sick leave I currently have, so
that I can plan when to take leave and how much I’m entitled to. 3 3 3 0 0 0
5
As an employee, I want to be able to review my pending leave requests, so that I can see which requests
have been approved, and which are pending review by my manager. 5 5 5 0 0 0
6
As an Administrator or Employee, I want to click the “Forgot Password” link on the home page, enter my
email address, and have a new password generated and sent to me, so I can log into the system. 1 1 1 1 0 0
7
As an Administrator, I want to be able to modify the personal details (for example, name, or manager, or
date of hire) for a particular employee, so that I can keep their information up-to-date and correct any errors. 3 3 3 3 0 0
8
As an Administrator, I want to have a backup of the system made nightly, so that in the event of a crash or
other problem, the recent days’ worth of data can be restored. 8 8 8 8 0 0
9
As an Administrator, I want to create a new Administrator account for another person, so that they have the
necessary permissions within the system. 3 3 3 3 0 0
10
As an Administrator, I want to set up a new Employee account for another person, so they can use the
system to manage their leave requests and approvals. 3 3 3 3 3 0
11
As an Administrator, I want to be able to modify the system-wide defaults for company name, company
email, and number of days of leave per year. 2 2 2 2 2 2
12
As an Administrator, I want to set up new Employee accounts for multiple other people at once by copying
and pasting their information into a text field, so they can use the system to manage their leave requests /
approvals.
3 3 3 3 3 3
13
As an employee, I want to be able to review my pending leave requests, and be able to cancel any that are
no longer required, so that I can keep my request up-to-date and accurate. 2 2 2 2 2 2
14
As an employee, I want to be able to review my pending leave requests, and be able to modify any of the
details that are no longer correct, so that I can keep my request up-to-date and accurate. 2 2 2 2 2 2
15
As an employee who has other employees reporting to me, I want to be able to see a table that lists all the
employees who report to me (as well as the employees that report to them), and for each a summary of their
leave requests and days of leave remaining, so I can have a high-level overview of my departmental leave
metrics.
5 5 5 5 5 5
16
As an employee, I want to be able to see all my current and past leave requests (including approved,
denied, and pending) since I was hired, so I can quickly get information I need regarding one particular
leave request.
3 3 3 3 3 3
17
As an employee who has other employees reporting to me, I want to be able to see all the leave requests
that are currently pending my approval on a single page, and be able to approve or deny them from that
page, so that I can quickly and easily take care of all my pending approvals at once.
5 5 5 5 5 5
18
As an Administrator, I want to be able to select a subset of employees and export their data as either a tab-
delimited text file, or as an excel spreadsheet. 13 13 13 13 13 13
19
As an Administrator or Employee, I want to click “Change Password” choice on the Dashboard Page, and be
able to type in a new password. 2 2 2 2 2 2
20
As an Administrator or Employee, I want to click “Change Username” choice on the Dashboard Page, and
be able to type in a new username. 3 3 3 3 3 3
21
As an employee who has other employees reporting to me, I want to receive an email reminder once a day
if there are any leave requests that have been waiting for my review for more than 72 hours, so that I can
approve or deny it without further delay.
5 5 5 5 5 5
22
As an employee, I want to receive an email notification when my manager approves or denies one of my
requests. 2 2 2 2 2 2
Total 80 75 73 65 50 47
Release Backlog

90

80

70

60

50

40

30

20

10

0

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

Release Burndown Chart

Sprints

End Development

Release

90
80
70
60
50
40
30
20
10
0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Sprints
End Development Release

90
80
70
60
50
40
30
20
10
0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Sprints
2 extra Sprints
will be needed to
deliver the entire
Release Backlog

90
80
70
60
50
40
30
20
10
0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Sprints
To deliver the
release on
schedule, remove
12 points from the
Release Backlog

Retrospective is a
waste of time
“The 5 Why’s”
We never take
action on any of the
issues we discuss
We never have time to
make improvements in
our way of working
We’re always over-
committed in every
Sprint
The Product Owner
pressures us into
overcommitting
in Sprint Planning
We don’t have any
way of reminding
ourselves
We always forget
whatever we
agreed to do
The Product Owner gave
an unrealistic delivery
date to the VP
The ScrumMaster
isn’t protecting us!

Impact of Change

In the Current Sprint In Future Sprints
Happiness of
the Product
Owner
Team’s ability
to deliver its
commitment
Team’s focus,
commitment,
motivation
PO’s
discipline to
not request
changes
Time and
thought the
PO puts into
preparing the
Product
Backlog
Team’s focus,
commitment,
motivation
Team’s
discipline in
following the
rules of
Scrum
Other teams’
discipline in
following the
rules of
Scrum
What are the consequences if the ScrumMaster says “Yes”
to the Product Owner making a “swap” during the Sprint?

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Introduction to Agile Scrum

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