Evolving Agile Contracts through Validated Learning

A Scrum Master, an Entrepreneur and a
Lawyer ...
Nancy Van Schooenderwoert | Steve Holyer
Evolving Agile Contracts Through Validated Learning
© August 2013, N. Schoonderwoert, S. Holyer, D. Campey, B. Feigin.All Rights Reserved.
Friday, August 9, 13

A Scrum Master, an Entrepreneur and a
Lawyer ...
A Scrum Master, an Entrepreneur, and a
Lawyer walk into a bar...

What are you havin’, boys?

I’d like a contract that promotes the
spirit required for true Agility...

... collaborate with customers
without company boundaries getting
in the way.

I see that I’m going to be writing a
lot of ﬁne print!

Who’s pickin’
up the tab?

We get a lot of
your type around
here…
We get a lot
of your type,
around here...

Evolving Agile Contracts
ThroughValidated Learning

NancyVan Schooenderwoert - External Agile Coach (Bartender)
Robert Feigin - Lawyer
Steve Holyer - Scrum Master
and David Campey - Entrepreneur
Evolving Agile Contracts
ThroughValidated Learning

Our companies:

1. Contracting Landscape
2. Problem we are working on
3. Chartering - the other side

Risk models
Peter Stevens, 10 Agile Contracts
http://agilesoftwaredevelopment.com/blog/peterstev/10-agile-contracts

CUSTOMER COLLABORATION
CONTRACT NEGOTIATION

TheContract
Developer
Customer

3. Chartering - the other side

User Story is considered finished once:
• the implemented tests and/or features were deployed on the test and/or stage server,
•the technical documentation has been written, and
•the Product Owner confirms that the test criteria have been met.
Organisation chart
The present project is organised according to the diagram below. The roles are allocated as
follows:
Advisory group: The advisory group decides the strategic direction that the project
takes and verifies compliance with all contractually agreed arrangements.
Product Owner: At the Customer end, the Product Owner is responsible for the
commercial success of the project and is in charge of ensuring that the project remains
within budget. The Product Owner sets the common goal based on the defined User
Stories . The team then works towards meeting this goal. The Product Owner regularly
decides on the priority that each product backlog item should take and, in doing so,
defines the features that the development team will endeavor to implement in the
subsequent Sprint cycle. The Product Owner, therefore, has full control over the
implementation process and determines, within the set budget, the range of functions that
the software will have.
Product Owner Assistant: At the Liip end, the Product Owner Assistant actively helps
the Product Owner. The Product Owner Assistant contributes to the development of the
User Stories, ensures that the team implements the decisions made by the Product
Owner and verifies compliance with the project specifications. The Product Owner
Assistant is also responsible for ensuring that deadlines are kept and coordinates all work

7.6.2 Domain model
will be supplied upon completion.
8. Client Responsibilities
8.1 The Client agrees to provide the Developer with all information requested by the
Developer in order for the Developer to fulfill its responsibilities as outlined on this
agreement.
8.2 The Client will nominate and make available a Product Owner as described below.
8.3 The Client will make payment as per agreements below.
9. Product Owner
9.1 The Client will nominate a natural person to perform the role of Product Owner.
9.2 The Product Owner's responsibilities include:
9.2.1 Prioritizing the Product Backlog
9.2.2 Attendance at Scrum Meetings: Backlog Estimation, Sprint Planning 1 & 2, Sprint
Review.
9.2.3 Attendance at Daily Standup
9.2.4 Participation as required in Definition of Done for Stories during Sprint
where Attendance can be physical or by telephone/VoIP/video call.
10. Warranties of Rights and Conflict of Interest
10.1 The Client warrants that it has rights and no conflict of interest in developing the
Application.
10.2 The Software Developer warrants that it has relevant rights, licenses and no conflict of
interest in developing the Application.

The present project is organised according to the diagram below§. The roles are allocated as
follows:
Advisory group: The advisory group decides the strategic direction that the project
takes and verifies compliance with all contractually agreed arrangements.
Product Owner: At the Customer end, the Product Owner is responsible for the
commercial success of the project and is in charge of ensuring that the project remains
within budget. The Product Owner sets the common goal based on the defined User
Stories . The team then works towards meeting this goal. The Product Owner regularly
decides on the priority that each product backlog item should take and, in doing so,
defines the features that the development team will endeavor to implement in the
subsequent Sprint cycle. The Product Owner, therefore, has full control over the
implementation process and determines, within the set budget, the range of functions that
the software will have.
Product Owner Assistant: At the Liip end, the Product Owner Assistant actively helps
the Product Owner. The Product Owner Assistant contributes to the development of the
User Stories, ensures that the team implements the decisions made by the Product
Owner and verifies compliance with the project specifications. The Product Owner
Assistant is also responsible for ensuring that deadlines are kept and coordinates all work
carried out as part of the project with the Customer’s web host and design agency.
Development team: The development team assesses the effort that each individual
User Story entails. In the subsequent Sprint cycle, the team carries out the agreed tasks
that can be feasibly achieved with the scheduled resources at its disposal. The team self-
organises to meet the agreed Sprint goals within a time box (the Sprint) and has the right© August 2013, N. Schoonderwoert, S. Holyer, D. Campey, B. Feigin.All Rights Reserved.

Fabienne Steiner’s (BizDev/
Scrum Coach) Four Keys

Chartering Activity

“... das ist völlig Quatsch!”

Chartering Activity
Guts

Guts
Chartering Activity
Contract Speciﬁcs

Guts
Chartering Activity
Contract Speciﬁcs
Transcending the
PO Role

CHARTERING
On-Boarding
Get all members
fully committed
Discovery
Product
Process
Team

Individuals and interactions
Working software
Customer collaboration
Responding to change
over
processes and tools
comprehensive documentation
contract negotiation
following a plan

Contract Fluency ...
Where are you?

References:
Web Resources
Sutherland, Jeff; ”Agile Contracts: Money for Nothing and Your Change for
Free” (accessed Aug 2, 2013): http://scrum.jeffsutherland.com/2008/10/agile-contracts-
money-for-nothing-and.html
Cockburn, Alistair; “Agile Contracts” (accessed Aug 2, 2013): http://alistair.cockburn.us/
Agile+contracts
Stevens, Peter; “10 Agile Contracts” (accessed Aug 2, 2013): http://
agilesoftwaredevelopment.com/blog/peterstev/10-agile-contracts
Larsen, Diana; Shore, James; “Your Path through Agile Fluency” (accessed Aug 2,
2013): http://agilefluency.com
Books / Articles
Opelt, Gloger, Pfarl, Mittermayr, "Agile Contracts: Creating and Managing Successful
Projects with Scrum" Wiley, 2013

NancyVan Schooenderwoert | @vanschoo
NancyV@leanagilepartners.com
www.leanagilepartners.com
Steve Holyer | @zurcherart
coach@steveholyer.com
www.steveholyer.com
David Campey | @davidcampey
campey@informationslogistics.co.za
www.informationlogistics.co.za
Robert Feigin
rfeigin@hutchingsbarsamian.com

Evolving Agile Contracts through Validated Learning

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