Date: 21-22 February, 2007
Location: Haifa, Israel
Regular Price: See registration
Even projects that have solid, well-defined project plans encounter some degree of change and waste. Shifting market conditions, budget cuts, staff restructuring, or any number of influences will disrupt the best plan while contributing to customer dissatisfaction and staff discouragement. Moreover, projects that begin with changing or unclear requirements make it difficult to even establish project expectations. Scrum is the agile development process that allows teams to deliver usable software periodically throughout the life of the project, absorbing change and new requirements as the project proceeds.
Beginning with the history of agile development and moving through the disciplines promoted by Scrum, you will gain a comprehensive understanding of the Scrum methodology while specifically reviewing the behaviors expected of a ScrumMaster. This 2-day class is suitable for those practicing or looking to practice the art of the ScrumMaster, but is highly valuable for anyone involved in Scrum (Managers, Team Members, Product Managers, etc.).
After successfully completing this class, participants will be registered with the Scrum Alliance as Certified Scrum Masters, and will have on-line access to the class training materials and any updates for one year. Participants can also claim 16 PDU's with the PMI.
Detailed Course Outline
Short, five-minute exercises will be scattered throughout the two-day sessions. Longer exercises are detailed below. Time spent on each topic will vary depending on the composition of the class and their interest in particular areas.
1. What is Scrum and Why Does it Work? In order for us to understand the benefits of Scrum and the nuances behind its framework, we begin with the history of agile methods and how relatively new thoughts in software development have brought us to Scrum. We also will review the foundational concepts of Scrum.
a. How manufacturing has influenced software development
b. The origins of agile thinking
c. The Agile Manifesto
d. The complexity of projects
e. Theoretical vs. Empirical processes overview
f. A Scrum Refresher
Exercise: The Art of the Possible. This is an opportunity to understand how small changes in behavior can have a large impact on productivity. This also turns our thinking towards new ideas and a willingness to change for the better.
2. Implementing Scrum: The Basics. Moving beyond Scrum's foundational concepts, we'll use this time to dig deeper into the reasons for pursuing Scrum while we explore the different Scrum roles in more detail. The key concepts of empirical thinking and "done" will be presented. We'll also use this time to begin a discussion of integrity in the marketplace and how this relates to software quality.
a. Why change our current development methods?
b. Traditional Defined methods explored
c. The "unveiling effect"
d. Empirical Methods explored
e. The Agile Skeleton
f. A Scrum launch checklist
g. Scrum roles explored
h. The importance of knowing when software is "done"
Exercise: Integrity at a fast-food restaurant. During this exercise we'll review various options regarding an employee faced with a difficult situation. The importance of providing high quality products to our customers will be explored.
3. Scrum Master: Fact & Myth. It's easy to read about the role of the ScrumMaster and gain a better understanding of their responsibilities. The difficulty comes in the actual implementation. Being a ScrumMaster is a hard job, and we'll talk about the characteristics of a good ScrumMaster that go beyond a simple job description.
a. Who is the ScrumMaster?
b. Characteristics of a ScrumMaster candidate
c. The ScrumMaster as a change agent
d. Effective listening
e. Scrum's success depends on common sense
Exercise: understanding customer expectations. This exercise is the beginning of an extended exercise involving agile estimating and planning. During this first portion of the exercise, we'll work with a fictional customer who has a very demanding schedule and understand how our assessment of project work plays a significant role in customer satisfaction.
4. Teams: a Source of Joy and Frustration. Since the ScrumMaster is looking to protect the productivity of the team, we must investigate team behaviors so we can be prepared for the various behaviors exhibited by teams of different compositions. We'll also include small exercises to help participants understand how to handle difficult situations.
a. The agile heart
b. Bruce Tuckman's team life cycle
c. Team ground rules
d. Patrick Lencioni's Five Dysfunctions of a Team
e. Getting Human Resources involved
f. The MetaScrum
g. The impact of project switching
h. The Scrum of Scrums
Exercise: The 59-minute Scrum Project. This popular exposure to Scrum asks us to work on a short project that lasts for just 59 minutes! We'll walk through all of the key steps under the Scrum framework as we work in project teams to deliver a new product.
5. Scrum: Nuances on the Basics. During this time we will review the different Scrum meetings, understand the importance of planning under Scrum, and continue with the agile estimating and planning exercises.
a. Overview of the different Scrum meetings
b. Why do we need planning in Scrum?
c. The Ideal Team Day
e. Scrum management tools
f. Agile estimating and Planning
Exercise: agile estimating and planning. Although agile estimating and planning is an art unto itself, the concepts behind this method fit very well with the Scrum methodology as an agile alternative to traditional estimating and planning. We'll break into project teams that will work through decomposition and estimation of project work, and then plan out the project through devliery.
6. Managing to Optimize Value. The driving force behind implementing Scrum is to obtain results, usually measured in terms of return on investment or value. How can we help ensure that we allow for project work to provide the best value for our customers and our organization? We'll take a look at different factors that impact our ability to maximize returns.
a. The Product Backlog
b. Managing priorities
c. Estimation adjustments related to team factors
d. Fixed-date projects
e. Gating milestone-driven development
g. Management's role in optimizing value
h. Managing the release
7. Implementing Scrum: Advanced Topics. This section of our class will touch on a variety of subjects in order to provide insight into how Scrum can be implemented in different environments. We also revisit the role of the ScrumMaster as the facilitator.
a. The ScrumMaster as referee
b. Dispersed teams
c. Large projects under Scrum
d. Developing architecture under Scrum
e. Inter- and Intra-project dependencies
f. Scrum and CMM
g. Scrum and XP
h. Uncertainty and anxiousness
Exercise: Conflict resolution. Whenever we encounter change there is usually some degree of conflict that arises. Scrum operates in a changing environment, so conflict is inevitable. This exercise will provide one example of many resolution methods that help teams work through difficulties that negatively impact performance.
Attendees will receive a copy of the presentation materials, as well as on-line access to all class materials for one year.
About the instructor
Peter Borsella is the founder of Winnow Management Corporation, based in Parkland, Florida. Peter is an IT professional with 22 years of experience in application development and IT leadership. He is also a Project Management Professional (certified by the PMI ) and a Certified ScrumMaster Trainer (certified by the Scrum Alliance ). His ability to contribute across a wide range of environments has taken him to companies such as First Data Corporation and eFunds Corporation and outside the United States to India and Hungary.
Peter is adept in administering all aspects of project management, as well as providing authentic leadership to create effective teams. An active and contributing member to both the PMI and the Scrum Alliance, Peter's speaking engagements focus on bridging the gap between traditional Project Management and Agile Project Management. His goal is to help others understand how to get the best return from any project by achieving higher levels of software quality, increased customer satisfaction, and cohesive teams that enjoy increased productivity.
All CSM courses are taught by Trainers approved by the Scrum Alliance. Taking a CSM course, passing the CSM test, and accepting the license agreement designates you as a Certified ScrumMaster, which indicates that you have been introduced to and understand the basic concepts you need to perform as a ScrumMaster or team member on a Scrum team. This course also satisfies two elements of the CSD track: Scrum Introduction and Elective.