Scrum Master Training

Barbara Valenti

1
Good Morning – Welcome to our Scrum Master training

2
Profile of Barbara Valenti

We develop customized solutions that support your

organization to cope with digitalization, increased
delivery and customer orientation.
• 20 years of international project and change
experience
• 3 years of agile project management and agile
coaching
• Since 2014 Lecturer at the university for Design
Thinking and entrepreneurial topics

Barbara Valenti Partner • Certified Scrum Master & Product Owner, Agile
Coach, Agile Facilitator, Design Thinking Coach,
Agile Organizational Development, Business Model Canvas Coach, Design Sprint Coach,
Entrepreneurship & Innovation
MBTI® Facilitator, Large group facilitator

3
We offer expertise in four subject areas

We advise and assist companies - Small-medium companies and corpora4ons, na4onally and
interna4onally - and their employees in innova4on, organiza4onal and corporate development. We
use agile methodical approaches, values and tools. The focus of our customers is value genera4on
across all business sectors.

© Bilder: Shutterstock, 1,2,4, Markus Bolte 3

Innovation & Product Entre- & Intra- Agile Transformation & Collaboration & Future
Development preneurship Delivery Work Environment

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Framework for our two days training

▪ Laptops, Smart phones ...

▪ Absences
▪ Breaks
▪ Questions – Parking Lot
▪ Time Boxes
▪ Practical Exercise

© photo [Link]

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Vegas Rule

„What happens in Vegas, stays in Vegas.“

• Everything we discuss in the training will stay within

the training room
• The group decides at the end of the two days to
share topics with „outside“

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Topics for this training

• Introduction to Scrum
• Why working agile
• Theory versus practical work
• Use a practical example through the scrum process
• Exercise for motivation of forming teams
• Ubongo game simulation
• Certification preparation with questions

7
 Get to know each other Personal Maps

What are Personal Maps?

Personal maps are a great tool to
get to know your colleague.
It is a visual concept which is
based on the Mind map concept
General conditions
A sheet of paper, a pen and
personal information

Add here one extra part for

your agile experience ☺ &
which role are you here today
This is one of the Management 3.0 tools for extending your leadership capabilities
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Major Benefits of Personal Maps

▪ Personal maps show a genuine interest in your colleague

and it is one way to build trust at work
▪ Personal maps are an effort to better understand your
colleague
▪ Performance should improve because of different
perspectives of interests and strengths
▪ Knowing your colleagues is a valuable resource now and
in the future
▪ Creating a personal map can be a great icebreaker at the
beginning of a workshop
Mindmap as Personal Map

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What are your questions, topics or wishes for our two day training?

✓ Please use Post-it‘s and the thicker

pens
✓ Please use one Post-it for one note
✓ Please write as big and as little so we
can read it from a 2 meters distance

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Agiles Management

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Creative First Aid Kit in a nutshell (according to Business Model Canvas)

VISION STATEMENT
Support our colleagues to be creative/ innovative in their own working environment or where ever there is space, fostering the use
of design thinking and Scrum Methodology

TARGET GROUP NEEDS SOLUTION BENEFIT $

• All employees • Employees to put all parts of • Easy and clear order process • Foster the new way of
the Creative First Aid Kit for Creative First Aid Kid working
together since there is no Bundle • Faster in delivering solutions
supplier for ordering a • Cost not too high by using (for instance)
complete bundle yet • Good quality of material prototyping
• You have the kit ready to work • Premium pens usable on
KPI’s creatively in any space & easy EasyFlips, whiteboards and
• Reduced time to look for to order Post-its
material on the website • More fun
TIMELINE
• Number of bundle orders per LIMITATIONS LIMITATIONS
quarter and total • 6 weeks Prototype first
• none
prototype • none
• bundle ready to order
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Intro Creative First Aid Kit – Is it for you?

What is the Creative First Aid Kit?

• Your personal creativity assistant contains about 20 office and creative items that support you in working
with Scrum, Design Thinking, Business Model Canvas, projects, …
• It can be used for brainstorming, increasing creativity, creative breaks, compensating stress, or simply if
you want to try something new
• Products will vary from country to country – in the pictures you see the products offered by German
vendor
Who might use a Creative First Aid Kit?
• Every manager, techie or employee who wants to work creatively alone or in a group in existing open
space, office or standard meeting room: it is an attractive easy-to-use alternative to our Creative Rooms to
visualize your ideas
• Colleagues using Scrum, Design Thinking, Business Model Canvas, agile methods, or something else
Where can you use the Creative First Aid Kit?
• Anywhere you want, in your office, wherever there is a free space
13
Intro Creative First Aid Kit – Is it for you?

What is the Creative First Aid Kit?

• Your personal creativity assistant contains about 20 office and creative items that support you in
working with Scrum, Design Thinking, Business Model Canvas, projects, …
• It can be used for brainstorming, increasing creativity, creative breaks, compensating stress, or
simply if you want to try something new
• Products will vary from country to country – in the pictures you see the products offered by
German vendor
Where can you use the Creative First Aid Kit?
• Anywhere you want, in your office, wherever there is a free space
• We put the material in a big plastic box in order to carry it around

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The best Post-its to bring your ideas alive

For our box we selected different sizes of Super Sticky Post-its. Become a Post-it professional: use BIG LETTERS and a
Super Sticky Post-its create super sticky ideas! You can use maximum of 6 WORDS on each Post-it. Should be readable
them to write your notes, user stories, ideas, to dos, etc.… fill from 4 meters distance. Note: also depends on your
them, hang them, move them on every surface or SCRUM- handwriting ☺
board. 15
Premium Deluxe pens for your ideas & stress killer balls in case of no ideas ☺

We have chosen the right Premium Deluxe pens for you! Missing ideas? Stress balls are the best way to unblock your
Various pens support writing on different materials and to thoughts ...
write in different sizes. You can use them on EasyFlips,
whiteboards and Post-its. 16
To work everywhere

Our EasyFlips allow to work on every wall. Put them Voting for something in a group? Use our voting points for
everywhere you want. Just flip our EasyFlips to the wall and getting easy results.
start collecting ideas, summarizing or painting.
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Foster creativity and visualize – just try it out!

Colored papers can be used for Do you need a painting break or want Whiteboard sponge, glue stick and a
prototyping and cutting. This brings to send a nice note to a colleague? Or stress ball for team games complete
your ideas alive! you want to decorate your wall? Use the kit. Just play “Who is next” in
our postcard coloring book.* throwing the ball to the next speaker..!
*only available in Germany 24
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Different prototyping material for iterations and
making

Various materials like modeling paste and chenille stem help The LEGO classic creative Kit for prototyping and LEGO games
you to create prototypes. Or use them just for fun! – check YouTube for examples [Link]
watch?v=OPRuiSNLTzU
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Our creative boxes for Design Thinking

We created a label for your box. Just put it on

top or on the side. There are two possibilities
how to get your sticker:
1. Print it yourself on your office printer and
use tape to stick it on your box.
2. GER: You order stickers online with „Wir
machen Druck“ directly or with any
printing factory

You can download the label as picture or pdf in

print quality at our Connect page “EBS:
TOGETHER TO THE TOP –
Transformation@EBS IT” - Helpful
information – 09_All about Creative First Aid
Kit ([Link]
together-to-the-top-transformation-ebs-it/helpful-
information?body)

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Our creative boxes for Design Thinking

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Why agility in companies?
Mindset

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Design Thinking – Lean Start up – Agile
 When to use which "agile" tool?
Define Value Proposition
and prioritize

Create Value
Le
ar
n
Propositions Business DevOps
Design
Concret

Model

e
ur
SPRINTS

s
Canvas Lean

ea
M
Operation/
Value Map Customer Profile SixSigma
Define new ideas
Value Proposition
Fit
Design Prioritization Event Scrum
Thinking
LESS/SAFE/
Abstrakt

Bu
NEXUS

ild
Customer

t
en
em
requests Observe and create

pl
Im
customer insights ITE
RAT
E

Customer PROBLEM Customer SOLUTION

Develop new ideas Evaluate new ideas Burn-down work packages Operation
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What are factors for agility

External drivers
Instabile
Competitive Technological
Dynamic markets preferences of
environment change
customers

Agility in organizations
Sensitivity
Responsiveness
Recognize changes and events quickly, at
Act and react quickly and flexible on the market,
short notice and appropriately
in the organization and environment

Levers of agility
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Source: Kienbaum Change Management Study 2014/2015
Agile key elements

Studying literature the following key elements

will come up over and over again:

• Speed (a quick reac4on to change, as well

as a quick implementa4on of products or
services with a fast changeability)
• Adapta4on
• Flexibility
• Dynamics
• Networking
• Trust
• Self-organiza4on

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Waterfall Versus Scrum

SCRUM BOARD
PROJECT
MANAGER
To Do Ongoing Done
Command:
Work assigned to the team

Control:
Project manager constantly
monitors project progress
and updates plan Everyone plans together
and takes on the work
that needs to be done
during the Sprint

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Definition of Business agility

Business agility refers to the "ability of a business system to rapidly respond to

change by adapting its initial stable configuration".It can be sustained by
maintaining and adapting goods and services in meeting customer demands,
adjusting to the changes in a business environment, and taking advantage of available
human resources.

In a business context, agility is the ability of an organization to rapidly adapt to

market and environmental changes in productive and cost-effective ways. An extension
of this concept is the agile enterprise which refers to an organization that uses key
principles of complex adaptive systems and complexity science in achieving success.
Business agility is the outcome of organizational intelligence.

Agile organizaAons prefer an iteraAve and incremental delivery.

*[Link] 28
Advantages of using the agile approach

Deliver the right ideas. Select

the right items from the right
projects that provide the best
business value.
01 CREATE VALUE
Bring benefits as fast as
possible. Achieve early
results. Sustainable causes 02 QUICK MARKET ENTRY
of problems.
03 QUALITY
Do it right. Use methods of
development, collabora4on,
feedback and technologies to
sustain success criteria.
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How can organizations become "fit for dynamics"?

Formal structures Informal structures Value driven

structures

Organization as an informal
Organization as a value creation
structure: a connected, vibrant
structure: Collective process of
Organization as a formal and market-driven network in
interactive "with others for
structure: Bureaucratic which all stakeholders are
others".
hierarchy led by managers responsible.

In hierarchically controlled organizations, the value creation structure is quieted. Like a stunned muscle.
Nils Pfläging „Organisation für Komplexität“
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Waterfall versus agile approach

Link Video: https://

[Link]/watch?
v=idDtKI8GM-A

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Achievements after the introduction of agility

84% Find it easier to work more flexible

77% Increase transparency

in projects

75% Increased productivity

72% Improvement of team motivation

71% Faster Market solutions

Source: VersionOne - Annual State of Agile Survey 32

Scrum – Definition

Scrum is an agile method designed

to add
▪ energy,
▪ focus,
▪ clarity, and M
▪ transparency to
project planning and
implementation.
Today, Scrum is used in small, mid-
sized and large software Lightweight Simple to Difficult
corporations all over the world. understand to master

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[Link]
Comparison of methodologies

Classic Agile
Analysis | Design | Build | Test | A|D|B|T| ... A|D|B|T| ... A|D|B|T| ...

e.g. 2 years
e.g. 4 weeks

▪ requirements must be fixed ▪ proceed interactive and incrementally

in the beginning ▪ new requirements can be integrated
▪ change management necessary ▪ planning of details for the next cycle (Sprint)
▪ long planning cycles

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 Waterfall
Benefit

Agile
Project P&L

Months
Cost

Implementation (maybe!) 35
Scrum – Key Elements

Transparency Inspection Adaption

✓ Main aspects of the ✓ Scrum users must frequently ✓ Process or the material
process must be defined by inspect Scrum artifacts being processed must be
a common standard and progress towards a adjusted if an inspection
✓ A common language that Sprint Goal determines that one or more
refers to the process has to ✓ Inspections should not be aspects of a process deviate
be shared by all participants so frequent that they get outside acceptable limits
✓ A common “Definition of in the way of the work and the resulting product
Done” DoD for those ✓ Inspections are most will be unacceptable
performing work and effective when diligently ✓ Sprint Planning
accepting the work product performed by skilled ✓ Daily Scrum
inspectors at the point of ✓ Sprint Review
work ✓ Sprint Retrospective
Source: ©[Link] and ScrumInc., Ken Schwaber and Jeff Sutherland: Scrum Guide
36
Disinformation about Agile

Agile is cheap! With Agile I

control my IT! Nothing
but chaos
Doesn‘t work Is only for small
with SAP If I have no projects
idea what
I want to
achieve,
With agile we then I do agile
Doesn’t work Is just hype
are so much
with outsourcing
faster
and offshoring
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 Cynefin-Framework Strategy model
Fixed arrangements possible

Design Thinking,
Lean Start-up,
Design Sprints

Scrum

Kanban

© Bilder: Barbara Valenti

Wasserfall, V-Modell

(acc. to Dave Snowden) Cynefin = wallisisch für Platz, Lebensraum

38
Safe view of the future
Companies that work already successfully agile

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Dimensions of agility in companies

Strategy & Leadership & Organization Projects

Portfolio Culture & Processes

40
Dimensions of agility in companies

Strategy & Leadership & Organization Projects

Portfolio Culture & Processes

41
Agile strategy work gaining flexibility without losing focus

Long-term development of
vision and strategy

01 Fast and significantly

changing trends and
framework conditions can
02
be implemented quickly

03

Vision, mission and

strategy are continuously
aligned
Dimensions of agility in companies

Strategy & Leadership & Organization Projects

Portfolio Culture & Processes

43
 44

Integrata AG – [Link]
 45

Integrata AG – [Link]
 46

Integrata AG – [Link]
 47

Integrata AG – [Link]
Dimensions of agility in companies

Strategy & Leadership & Organization Projects

Portfolio Culture & Processes

48
Alpha versus Beta

▪ Alpha is the managed organization: It tries to create added value with

Tayloristic means. It ignores dynamics. It focuses on efficiency and interior
rather than complexity and exterior. It is designed for X instead of Y people. It
considers the dominance of formal structure to be essential in order to create
added value. It wants to plan, control and control.
▪ Beta is the guided organization: It treats itself to an organizational model, in
which value driven structure and informal structure dominate. Market dynamics
are met with human skills. Y people can be personalities. All lead

Nils Pfläging und Silke Hermann „Komplexithoden“ 49

Dimensions of agility in companies

Strategy & Leadership & Organization Projects

Portfolio Culture & Processes

50
 Wie Systemumstellungen den
Output von Projekten beeinflussen
Erfahren Sie agile Projektarbeit
Ubongo-Spiel
Autoren:
Karl Scotland, Sallyann Freudenberg: LEGO Flow Game ([Link]
Grzegorz Rejchtman & KOSMOS Verlag: Ubongo ([Link]

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Material

• 1 Ubongo pro Team (4-8 Spieler).

Davon brauchen wir nur die 36 Legetafeln und
die 4 Tüten mit je 12 Legeteilen
• 36 Auftragskarten
• 8 Rollenkarten
• Zeitnehmer (6 Min.)
• Flipchart

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Ablauf

Spiel erklären: Simulation, um mehr über Prozesse zu lernen. Insgesamt 3 Runden.

Jedes Team muss mind. 6 Arbeitspakete fertig stellen. Am Ende jeder Runde zählen die
Wertpunkte.

Runde 1: Große Stapel, Spezialisten, 2 x 3 Minuten

Runde 2: Kleine Stapel, Spezialisten, 2 Puffer pro Arbeitsplatz, 2 x 3 Minuten
Runde 3: Kleine Stapel, multifunktionales Team bzw. keine Spezialisten (Analyst,
Lieferant, Entwickler, Tester) mehr, 3 x 2 Minuten, dazwischen Verbesserungen suchen

53
Vorlage Flipchart 60 Min Spiele Zeit

Auf der X-Achse wird die Zeit eingetragen (1-6 Minuten).

Auf der Y-Achse wird der Wert eingetragen (0-50 Punkte).

Wert

ACHTUNG: Bitte lassen Sie nach oben noch Platz bis ca. 175 Punkte.

Projektziel bei 32 Punkten

50
40
30 Ziel
20
10

1 2 3 4 5 6 Min

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What is agile?

55
What is Scrum?

56
Scrum – Overview Film

Link Video: https://

[Link]/watch?
v=P6v-I9VvTq4

57
Artefacts (or Steps) of the Scrum Guide

58
Scrum – Consists of three roles

ne ct
w u
O od

r
Sc
M ru
as m
te
Scrum Process Roles
r
Product Owner: is typically a project's
Pr

key stakeholder. Part of the product

owner responsibilities is to have a vision
of what he or she wishes to build, and
convey that vision to the Scrum team.
Users/Customers

Scrum

Members
Scrum Master: Facilitate his team for

Team
Roles better creativity and tries to improve
the efficiency of the development team.
Responsible for managing the Scrum
process with the coordination of Scrum
team in Agile methodology. Responsible
to remove the impediments for the
Scrum team.

Development Team: is a cross-

Stakeholder
functional team including testers, 59
designers, and ops engineers in
addition to developers.
... to be considered when implementing Scrum

▪ Scrum is not a method which you can use to

remove existing processes(„Mechanistic
Scrum“, „Zombie Scrum“).
▪ Scrum is on purpose not a completed
method, it is a framework
▪ Each Sprint has the purpose to achieve a
working piece of functionality – called
Increment fulfilling the quality criteria of the
Definition of Done
▪ The results of a Scrum Team depends more
on the organizational structure than on the
knowledge and motivation of the single team
members

60
A properly implemented Scrum will ...

✓ Increased speed of development/ work

✓ Align individual and corporate objectives
✓ Create a culture driven by performance
✓ Support value creation
✓ Achieve stable and consistent
communication of performance at all levels
✓ Enhance individual development and
quality of life
✓ Create transparency for all parties involved
✓ Fosters team spirit
✓ Increase the fun in work

61
Scrum and the product life cycle

62
Scrum basics

Scrum is defined completely in the Scrum Guide by Ken

Schwaber and Jeff Sutherland, the originators of Scrum.
The Scrum Guide is maintained independently of any
company or vendor and therefore lives on a brand neutral
site. The Scrum Guide is translated and available in over 30
languages.

Read the Scrum Guide! [Link]

To understand Scrum and be successful in the
exam, it is essential!

We will upload the Scrum Guide in German and English in our

download area ☺
63
Question for preparation

Question Which of the following best describes transparency?

Answer 1.) The whole process should be visible to everyone.
Answer 2.) The process should be visible and understood by key stakeholders.
Significant aspects of the process must be visible to those responsible for the
Answer 3.)
outcome.
Answer 4.) The whole process should be visible to stakeholders.

64
Question for preparation

Question Which of the following is not a pillar of Scrum?

Answer 1.) Transparency
Answer 2.) Empiricism
Answer 3.) Inspection
Answer 4.) Adaptation

65
Question for preparation

Question When does inspection occur?

Answer 1.) All the time
Answer 2.) When the Product Owner finds necessary
Answer 3.) At the Sprint Review
Answer 4.) Frequently, but not so often that gets in the way of work.

66
Question for preparation

Question Scrum is a lightweight development methodology.

Answer 1.) true
Answer 2.) false
Answer 3.)
Answer 4.)

67
Question for preparation

Question What type of process control is Scrum?

Answer 1.) Modern
Answer 2.) Empirical …. based on real-world experiences
Answer 3.) Traditional
Answer 4.) Adaptive

68
We will experience Scrum based on a practical case

Question:
Which product/ service is missing or should
be implemented in your organization to
support your colleagues, makes their life
easier or would be fun, appreciative or
supporting your company culture? It should
be easy to be implemented.
✓ 5 to 8 ideas per person – if possible
✓ Write max 5 – 7 words on a Post-it
✓ It still needs to be readable from a two
meters distance
✓ „Together alone“ principle
69
Business Vision & Product Canvas Exercise
In 30 minutes:
• Use a flipchart
• Decide upon your business model and
customer group
• Write down the stuff that you need to
think about to start your business.
Next:
• Each group then presents their ideas to
the others

70
Produkt Canvas
Are there any
What is your overarching goal and reason for creating the product? impediments?
Summarize the vision.

• Who are the users • What is the goal of the • What are the 3 -5 top • How is the product
and target next iteration and features that are going to benefit
customers? specific actionable crucial for the success the company?
• Who are your items to reach the of the product or • What are the
stakeholders? goal? solution? revenue sources and
• Which market • What is the unique sales channels?
segment does the selling proposition?
product address? • What is the cost
structure?

71
The Product Vision

Should answer the following questions:

▪ Which problem of a customer is solved by the product?
▪ Which groups of customers do have the problem? VISION

▪ What shows that the problem is solved?

▪ How does the customer solve the problem currently?
▪ Why is our product better?
▪ Why do we want the product?
▪ Which features does the product have?
▪ Which benefit does the product have?
▪ Which frame conditions do we have to take into account?

72
Roles in Scrum
With focus on the role of the Scrum Master

73
Scrum – Consists of three roles

ne ct
w u
O od

r
Sc
M ru
as m
te
Scrum Process Roles
r
Product Owner: is typically a project's
Pr

key stakeholder. Part of the product

owner responsibilities is to have a vision
of what he or she wishes to build, and
convey that vision to the Scrum team.
Users/Customers

Scrum

Members
Scrum Master: Facilitate his team for

Team
Roles better creativity and tries to improve
the efficiency of the development team.
Responsible for managing the Scrum
process with the coordination of Scrum
team in Agile methodology. Responsible
to remove the impediments for the
Scrum team.

Development Team: is a cross-

Stakeholder
functional team including testers, 74
designers, and ops engineers in
addition to developers.
The Scrum Team

Consists of
▪ A product owner
▪ A scrum master and
▪ The development team

▪ Scrum teams are self-organizing and cross-functional.

▪ Self-organizing teams choose how best to accomplish their work, rather than being
directed by others outside the team. Cross-functional teams have all competencies
needed to accomplish the work without depending on others not part of the team. The
team model in Scrum is designed to optimize flexibility, creativity, and productivity.

75
The Development Team

▪ Consists of professionals (3 - 9) who do the work

of delivering a potentially releasable Increment
of “Done” product at the end of each Sprint.
▪ They are self-organizing. No one tells the
Development Team how to turn Product Backlog
into Increments of potentially releasable functionality
▪ Development Teams are cross-functional, with all of the skills as a team necessary to create a
product Increment
▪ Scrum recognizes no titles for Development Team members other than Developer, regardless of
the work being performed by the person
▪ Scrum recognizes no sub-teams in the Development Team, regardless of particular domains that
need to be addressed like testing or business analysis
▪ Individual Development Team members may have specialized skills and areas of focus, but
accountability belongs to the Development Team as a whole. 76
Product Owner is

▪ Responsible for maximizing the value of the product

▪ One person, not a committee
▪ Representing the stakeholders

✓ For the Product Owner to succeed, the entire organization

must respect his or her decisions.
✓ The Product Owner’s decisions are visible in the content
and ordering of the Product Backlog.
✓ No one can force the Development Team to work from a
different set of requirements.

77
The Product Owner defines

▪ The product vision

▪ The product requirements for managing the product backlog, this includes
• Clearly expressing product backlog items and ensuring the development team understands
items in the product backlog
• Ordering the items in the product backlog to best achieve goals and missions
• Optimizing the value of the work the development team performs
• Ensuring that the product backlog is visible, transparent, and clear
to all, and shows what the scrum team will work on next
▪ The product features
▪ The releases
• What is part of the next release?
• When will the (next) release be delivered?

78
The Product Owner

▪ has passion for the product

▪ is expert concerning the product and the products‘ context
▪ is available for the project
▪ is empowered
▪ is decision-maker
▪ is accountable for the product
▪ has communication and collaborative skills
▪ has presentation skills
▪ Value optimizer

79
Do’s and Don’ts of Product Owners

Do Don’t

Say what needs to get done. Say how to do it or how much it will take.

Challenge the team. Bully the team.

Get interested in building a high performance Focus on short-term deliveries only.

team.
Practice business-value-driven thinking. Stick to the original scope and approach, “no
matter what”.
Protect the team from outside noise. Worry the team with changes that “might”
happen, until they become real.
Incorporate change between iterations. Allow scope changes to creep into iterations.
+ Product quality
80
Exercise – Who is „your“ Product Owner?

Simon: Tina:
▪ Was head of development ▪ Was head of a development team
▪ Is a technical expert ▪ Is a senior employee
▪ Is enthusiastic about Scrum ▪ Is appreciated
▪ Is able to win recognition

Peter: Mary:
▪ Was project manager, took care of the ▪ Managing director of the company
projects daily business ▪ Knows many customers personally
▪ Is good in respect of content ▪ Has to take care of many duties and
▪ Is not a technical expert responsibilities at once

81
The Scrum-Master

▪ Is responsible for promoting and supporting scrum

as defined in the scrum guide.
▪ Scrum Masters do this by helping everyone understand
Scrum theory, practices, rules, and values.

▪ The Scrum Master is a servant-leader for the Scrum Team.

▪ The Scrum Master helps those outside the Scrum Team
understand which of their interactions with the Scrum
Team are helpful and which aren’t.
▪ The Scrum Master helps everyone change these Scrum Master
interactions to maximize the value created by the Scrum
Team.

82
The Scrum Master

▪ Is experienced in implementation of Scrum projects

▪ Is facilitator
▪ Is coach
▪ Is able to resolve conflicts
▪ Is (a good) organizer
▪ Is assertive and self-confident
▪ Is empathetic
▪ Is convincing
▪ Is servant leader

83
Scrum Master Service

To the product owner

▪ Ensuring that goals, scope, and product domain are
understood by everyone on the Scrum Team as well as
possible
▪ Finding techniques for effective Product Backlog
management
▪ Helping the Scrum Team understand the need for clear and
concise Product Backlog items
▪ Understanding product planning in an empirical
environment
▪ Ensuring the Product Owner knows how to arrange
the Product Backlog to maximize value
▪ Understanding and practicing agility
▪ Facilitating Scrum events as requested or needed
84
Scrum Master Service

To the development team

▪ Coaching the Development Team in self-organization and
cross-functionality
▪ Helping the Development Team to create high-value
products
▪ Removing impediments to the Development Team’s
progress
▪ Facilitating Scrum events as requested or needed
▪ Coaching the Development Team in organizational
environments in which Scrum is not yet fully adopted and
Team
understood.

85
Scrum Master Service

To the organization
▪ Leading and coaching the organization in its Scrum
adoption
▪ Planning Scrum implementations within the organization
▪ Helping employees and stakeholders understand and enact
Scrum and empirical product development
▪ Causing change that increases the productivity of the
Scrum Team
▪ Working with other Scrum Masters to increase the
effectiveness of the application of Scrum in the
organization.

86
Scrum Master Video

Link Video:
https://
[Link]
[Link]/
watch?
v=P6v-
I9VvTq4

87
Exercise roles (1)

PO SM DT
Who owns the Sprint Backlog?
Who is responsible for engaging the stakeholders?
Who is responsible for tracking the remaining work of the Sprint?
Who is required to attend the Daily Scrum?
Who determines how work is performed during the Sprint?
Who is responsible for releasing the most valuable product possible?
Who must do all the work to make sure Product Backlog items conform to the
"Definition of Done”?
Who is allowed to cancel a Sprint?
Who is facilitating Development Team’s decision and removing impediments?
PO = Product Owner, SM = Scrum Master, DT = Development Team
88
Exercise roles (2)

PO SM DT
Who should know the most about the progress toward a business objective or a
release, and be able to explain the alternatives most clearly?
Who is on the Scrum Team?
Who should make sure everyone does his or her tasks for the Sprint?
Who is optimizing the value of the work the Development Team does?
Who is responsible for tracking the remaining work of the Sprint?
Who is responsible for clearly expressing Product Backlog Items?
Who is responsible for the Scrum process being adopted and used properly?
Who has the final say on the order of the Product Backlog?

PO = Product Owner, SM = Scrum Master, DT = Development Team

89
Question for preparation

Question It’s better to have longer Sprints when the project is riskier.
Answer 1.) False
Answer 2.) True
Answer 3.)
Answer 4.)

90
Question for preparation

Question Adding more resources to a Scrum project increases productivity and the delivery of
value proportionally.
Answer 1.) False
Answer 2.) True
Answer 3.)
Answer 4.)

91
Roles in Scrum Exercise
à Split up in 3 groups
▪ Development Team
▪ Scrum Master
▪ Product Owner
à Please create together a poster per role
and answer the following questions per
role:
▪ Responsibility
▪ Duties
▪ Work results
Who is working in which role ? Exercise
à We need a
▪ Development Team
▪ Scrum Master
▪ Product Owner

▪ You will stay in that role the next

exercise working with user stories etc.
▪ If you know already one of the roles it
would be great to try another one
Values of Scrum

94
Intro Film – Values in the Agile Manifesto

Link Video:
https://
[Link]
[Link]/
watch?
v=rf8Gi2RL
KWQ 95
Agile Manifesto as a value driven framework

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

Quelle: [Link] 96
The 5 Values For Scrum Environment

Teams pay close

attention to the results. FOCUS

Teams hold OPENNESS

each other accountable.

Team members ensure COMMITMENT

that the whole team is committed.
Team members engage each other
COURAGE
in healthy conflicts.

Team members earn respect by RESPECT

building trust among the teams.
97
What are the values you want to agree on during our
training
Exercise
a) Please agree on the values which are
important for your collaboration for
these two days and also in general
b) Discuss what you will do if there are
problems

98
The Agile Principles 1 + 2 + 3

OurOur
highest priority
highest priorityisisto
to satisfy the
satisfy the customer
customer through
through early and
continuous
early delivery of
and continuous valuableof
delivery software.
valuable software.

Welcome changing requirements, even late

Welcome changing in
requirements, even late in
development. Agiledevelopment. Agile processes
processes harness change harness
for change for the
customer's competitive advantage.
the customer's competitive advantage.

Deliver working products / software frequently, from a

Deliver working products / software frequently,
couple of weeks to a couple of months, with a preference to
from a shorter
the couple timescale.
of weeks to a couple of months, with a
preference to the shorter timescale.
99
The Agile Principles 4 + 5 + 6

Business people and developers must work

together daily throughout the project.

Build projects around motivated individuals.

Give them the environment and support they
need, and trust them to get the job done.

The most efficient and effective method of conveying

information to and within a development team is face-to-
face conversation.
100
The Agile Principles 7 + 8 + 9

Working software is the

primary measure of progress.

Agile processes promote sustainable development.

The sponsors, developers, and users should be able
to maintain a constant pace indefinitely.

The most efficient and effective method

Continuous of conveying
attention to technical excellence
information to and withinand
a development team is agility.
good design enhances
face-to-face conversation. 101
The Agile Principles 10 + 11 + 12

Simplicity - the art of maximizing

the amount ofSimplicity
work not-done
the art- is
of maximizing the
amount of work not done - is essential.
essential.

The best architectures, requirements, and designs

The best architectures, requirements, and designs emerge
emerge
from from self-organizing
self-organizing teams teams

At regular intervals, the team reflects on how to

At regular become more effective, then tunes and adjusts its
intervals, the team reflects on how
behavior accordingly.
to become more effective, then tunes and
adjusts its behavior accordingly. 102
Factors Affecting team velocity

Number of members Multi-tasking

Unresolved Impediments Skilllevel

Skill level

Unclear acceptance criteria New Members

New Members

Shifting priorities Team dynamics

Interruptions Vacation/sick time

103
Question for preparation

Question Which Scrum Values are exhibited by not building Product Backlog items that have a
low business value? (choose all that apply)
Answer 1.) Focus
Answer 2.) Respect
Answer 3.) Courage
Answer 4.) Earned Value
Answer 5.) Econmomic Value Added

104
Question for preparation

Question Which of the following are Scrum pillars? (Choose multiple answers)
Answer 1.) Adaptation
Answer 2.) Inspection
Answer 3.) Creativity
Answer 4.) Transparency
Answer 5.) Collaboration
Answer 6.) Value optimization
Answer 7.) Sustainable pace

105
Artefacts (Components) of
Scrum
• Product Backlog
• Sprint Backlog
• Increment
• Definition of Done
• Increment

106
1. The Product Backlog Overview

▪ Is an ordered list of everything that might be needed in

the product and is the single source of requirements for any
changes to be made to the product.
▪ A Product Backlog is never complete. The earliest
development of it only lays out the initially known and best-
understood requirements.
▪ The Product Backlog evolves as the product and the
environment in which it will be used evolves. As long as a
product exists, its Product Backlog also exists.
▪ The Product Owner is responsible for the Product Backlog,
including its content, availability, and ordering. Maintenance is
done together with the Development Team.
▪ Multiple Scrum Teams often work together on the same
product. Therefore one Product Backlog is used to describe
the upcoming work on the product.

107
1. The Definition of Ready Overview

Includes the following criteria

▪ Targets and challenges of the story are clear
▪ The business value is clear
PRODUCT
▪ The story is ready for the development
▪ The story has been understood by the team
▪ The result is conceivable PRODUCT
▪ Dependencies are known, no external dependencies PRODUCT

restrain the development

▪ The acceptance criteria's are known and testable
PRODUCT
▪ The story is estimated by the team, it is small enough for a
sprint

108
2. Product Backlog Refinement Overview

▪ The team (or part of the team including the product

owner) meet regularly to refine the product backlog, in a
formal or informal meeting which can lead to any of the
following:
DEVELOP
▪ Removing user stories that no longer appear relevant
WARP
▪ Creating new user stories in response to newly discovered
needs
▪ Re-assessing the relative priority of stories ADJUST
▪ Assigning estimates to stories which have yet to receive one
REVIEW
▪ Correcting estimates in light of newly discovered
information
▪ Splitting user stories which are high priority but too big to fit
in an upcoming iteration
109
2. Product Backlog Refinement Overview

▪ Is the act of adding detail, estimates, and order to items

in the Product Backlog. This is an ongoing process in
which the Product Owner and the Development Team
collaborate on the details of Product Backlog items.
DEVELOP
▪ During Product Backlog refinement, items are reviewed
WARP
and revised. The Scrum Team decides how and when
refinement is done.
▪ Refinement usually consumes no more than 10% of the ADJUST
capacity of the Development Team.
▪ However, Product Backlog items
REVIEW
can be updated at any time
by the Product Owner or at
the Product Owner’s discretion.

110
2. Product Backlog Refinement Overview

▪ A mid-sprint session with the entire Scrum team for the

backlog refinement process ensures that the
communication channels are open between the product
owner and the development team.
DEVELOP
▪ It helps reduce the length of sprint planning sessions, as
WARP
there is already a common understanding of
requirements across the Scrum team.
▪ The intent of this meeting is to ensure that the backlog ADJUST
remains populated with items that are relevant, detailed
and estimated to a degree appropriate with their REVIEW
priority, and in keeping with current understanding of
the project or product and its objectives.

111
2. Requirements specification Overview

Functional requirements
▪ Every Sprint has to deliver a piece of business functionality to prove that architecture and
infrastructure are working and to verify that important work is done.

Non-functional requirements
▪ Architecture and infrastructure are important non-functional requirements, which have to be
part of the DoD. They have to be fulfilled for the purpose that functional requirements are met.

Depth of requirements is orientated on the Pareto principle (the

80/20 rule) which states that 80 percent of the output from a given
situation or system is determined by 20 percent of the input
112
3. The Sprint Backlog Overview

▪ Is the set of Product Backlog items selected for

the Sprint, plus a plan for delivering the
product Increment and realizing the Sprint
Goal.
▪ To ensure continuous improvement, it includes
at least one high priority way in which the
team works, identified in the previous
Retrospective meeting.
▪ Only the Development Team can change its
Sprint Backlog during a Sprint. The Sprint
Backlog is a highly visible, real-time picture of
the work that the Development Team plans to
accomplish during the Sprint, and it belongs
solely to the Development Team.

113
Sprint Backlog - Tasks Overview

▪ Reasons for the break down of User Stories:

▪ No individual task should be more than 8 or Task 1 (1.1)
max. 16 hours of work or 10 or max. 20 story US 1.1 Task 2 (1.1)
points. Task 3 (1.1)
▪ When something is estimated above your US 2.1
team's 8-hour (or 10-point) threshold, that's a
signal to break it down into more granular Task 1 (3.1)
pieces. US 3.1 Task 2 (3.1)
▪ You can create your own criteria for your
projects

114
Prioritize the business value Overview

▪ More turn-over
▪ Avoided expenses
▪ Optimized productivity
▪ Quick results for customers and stake
holders
▪ What can be done quickly and has a
high impact on customers needs and
satisfaction

115
Business Value Overview

▪ In your Product Backlog are different ideas; how do you prioritize/ order your Product
Backlog if Business Value is most important?
▪ Example with equal duration but different cost of delay: Which Story first?
Story A: Story B: Story C:
3 days, 300 € 3 days, 200 € 3 days 100 €

▪ Example with equal cost of delay: Which Story first?

Story A: Story B: Story C:
1 day, 200 € 3 days, 200 € 10 days 200 €

116
4. Definition of Done (DoD) Overview

A general checklist for the deliverables

✓ All unit tests passed
✓ Code reviewed
✓ Acceptance tests satisfied
✓ Code completed and checked in
✓ Deployed
▪ Ensures the concurrent understanding of quality
▪ As long as not all of the criteria of the dod are fulfilled,
the
development (of the user story) is not completed
▪ Every team has its own dod
▪ Should be adapted appropriately to increase product
quality.

117
5. Increment – result at the end of a Sprint Overview

▪ Is the sum of all the Product Backlog items

completed during a Sprint and the value of
the increments of all previous Sprints.
▪ At the end of a Sprint, the new Increment
must be “Done,” which means it must be in
usable condition and meet the Scrum
Team’s definition of “Done.”
▪ An increment is a body of inspect able,
"Done" work that supports empiricism at
the end of the Sprint. The increment is a
step toward a vision or goal.
Product Increment
▪ It must be in usable condition regardless of
whether the Product Owner decides to
actually release it.

118
 Overview
Several teams get work from one Product backlog
and create one increment
Sprint Goal

1
4 2
Ready 5 3
Items

Sprint Goal

Product 2
1 Product
4
Backlog Increment
5 3

Each team has ist DoD.

119
Team Velocity Overview

At the end of each Sprint, the team adds up

effort estimates associated with user stories
that were completed during that Sprint.
àThis total is called velocity.
Knowing velocity, the team can compute (or
revise) an estimate of how long the project
will take to complete, based on the estimates
associated with remaining user stories and
assuming that velocity over the remaining
iterations will remain approximately the
same.
This is generally an accurate prediction,
even though rarely a precise one.
120
Create the Product Backlog together Exercise
à Create the Product Backlog with all
the necessary iteams for your
product
à The Product Owner is in the lead
à Development Team and Scrum
Master are in a supportive role for
the product Owner
à Product Owner has to align with the
stake holders according to the
product vision
à Decide on the Sprint length
à Decide on the definition of done

121
User stories & Burn down

122
Epic Overview

Definition(s):
▪ Epics are significantly larger bodies of work (than user stories). Epics are feature-level
work that encompasses many user stories.
▪ Epics are almost always delivered over a set of sprints. As a team learns more about an
epic through development and customer feedback, user stories will be added and
removed to optimize the team's release time.
▪ An epic has to be broken down into stories that are probably small enough for being
implemented.
▪ A very large user story that is eventually broken down into smaller stories. Epics are often
used as placeholders for new ideas that have not been thought out fully or whose full
elaboration has been deferred until actually needed. Epic stories help agile development
teams effectively manage and groom their product backlog.
123
User Story Overview

▪ User stories are the best way to capture just enough information about a feature to facilitate a
future conversation between the product owner and the team. User stories are descriptions of
a feature told from the perspective of the person who desires the new capability, usually a
user or a customer.
▪ User Stories consist of three components and typically follow a simple format:

Acceptance
User Story
criteria

▪ There are positive and negative acceptance criteria, positive criteria are easier to describe
▪ Acceptance criteria should be simple
▪ Acceptance criteria are always in a „what will be“ form, not a „what should be“ form

124
 Scrum – Burn down Chart Overview
250
REMAINING TASKS
225

Remaining and completed tasks

200
Remaining effort (hours)

175 REMAINING EFFORT

150 IDEA
L BU
RND
125 OW
N
100
75
COMPLETED TASKS
50
25
0 Week1 Week2 Week3 Week4 Week5 Week6 Week7 Week8 Week9 Week10 Week11 Week12 Week13 Week14 Week15 Week16 Week17 Week18 Week19 Week20 Week21 Week22 Week23

125
INVEST for User-Stories and the Definition of Overview
Ready (DoR)

The user story should be self-contained, in a way that there is no inherent

I Independent
dependency on another user story.
User stories, up until they are part of an iteration, can always be changed
N Negotiable
and rewritten.
V Valuable A user story must deliver value to the end user.

E Estimable You must always be able to estimate the size of a user story.
User stories should not be so big as to become impossible to plan / task /
S Small
prioritize with a certain level of certainty.
The user story or its related description must provide the necessary
T Testable
information to make test development possible.

INVEST Kriterien by Bill Wake

126
3 Cs for User-Stories Overview

Card User stories are traditionally written on index cards or

sticky notes, in short form. User narratives further explain
these cards. Thus the main intention is to describe the user
story in short form to allow common understanding of the
user need among all stakeholders.
User-Story Conversation User stories shift the focus from writing about features to
discussing them. In fact, these discussions are more
important than whatever text is written.

Confirmation Acceptance tests confirm that the story was delivered

correctly.

127
User Story Map

themes or
user groups
features

next Sprint or next release

next but one Sprint or

next but one release

more ideas for this feature

128
Create user stories for one Sprint Exercise
▪ As a <type of user> ... ,
▪ I want <some goal> …
▪ so that <reason> …
✓ User stories are short - not full functional
descriptions
✓ The idea is to keep a placeholder for a
conversation
✓ That way people are forced to talk to each
other
✓ People talking to each other is the best way to
get understanding

129
Estimation Story Points for the amount of work not time

Traditional software teams give estimates in a time

format: à days, weeks, months.

Many agile teams, however, have transitioned to

story points. With story points they evaluate the
complexity meaning the amount of work for the task
or the User Story
▪ Story points rate the relative effort of work e.g.
– in a Fibonacci-like format: 0, 1, 2, 3, 5, 8, 13,
20, 40, 100 or
– in T-Shirt sizes: XS, S, M, L, XL, XXL
▪ It may sound counter-intuitive, but that
abstraction is actually helpful because it pushes
the team to make tougher decisions around the
difficulty of work

130
4–Quadrant Matrix for value and complexity
high
Complexity
low

low high
Value 131
Scrum – Product Backlog Template

PRIO DESCRIPTION
Complexity COMPANY VALUE
(ESTIMATE)
1 Description User Story 1 2 50

2 Description User Story 2 14 80

3 Description User Story 3 1 40

4 Description User Story 4 - 25

5 Description User Story 5 5 30

6 Description User Story 6 7 25

7 Description User Story 7 2 10

The order of entries determines the priority based on business value and is associated with a request risk. 132
Dev Team: Estimate and vote for your Exercise
stories with the Planning Poker Cards
Planning Poker is an agile estimating and planning
technique that is consensus based.
▪ To start a poker planning session, the product
owner reads an user story or describes a feature
to the estimators.
▪ The values represent the number of story points,
ideal days, or other units in which the team
estimates.
▪ The estimators discuss the feature, asking
questions of the product owner as needed. When
the feature has been fully discussed, each
estimator privately selects one card to represent
his or her estimate.
▪ All cards are then revealed at the same time.
133
PO & Stakeholder – Work on the Backlog Exercise
refinement
à Please refine the Product Backlog
à Break down the User Stories in stories that
can be done within one Sprint
à Prioritize again
à Consult the development team in case of any
questions
à Do afterwards another round of backlog
refinement with the development team

134
Events in Scrum

135
Artefacts (or Steps) of the Scrum Guide

136
Scrum events

▪ Prescribed events are used to create regularity and to

minimize the need for meetings not defined in Scrum.
▪ All events are time-boxed, such that every event has a
maximum duration.
▪ Other than the Sprint itself, which is a container for all other
events, each event in Scrum is a formal opportunity to
inspect and adapt something. These events are specifically
designed to enable critical transparency and inspection.
▪ Failure to include any of these events results in reduced
transparency and is a lost opportunity to inspect and adapt.

137
Role of the Scrum Master during events

▪ The Scrum Master does not necessarily have

to be present at the events.
▪ Above all, he/ she must ensure that these
events take place, that the participants
understand the meaning and stick to the
timebox, whereby the Daily Stand-Ups are
carried out independently by the Scrum Team.
▪ The events are deliberately referred to as such
and not as meetings or ceremonies. Events are
special and should be designed that way.
▪ The Scrum Master.

138
Sprint

▪ The heart of Scrum is a Sprint, a time-box of one month or less during which a
"Done", useable, and potentially releasable product Increment is created.
▪ Sprints have consistent durations throughout a development effort.
▪ A new Sprint starts immediately after the conclusion of the previous Sprint.
Sprints contain and consist of the Sprint Planning, Daily Scrums, the development
work, the Sprint Review, and the Sprint Retrospective.
Sprint
During the Sprint:
max. 1 month
✓ No changes are made that would endanger the Sprint Goal;
✓ Quality goals do not decrease; and, Bur
ndo
wn
Vel
✓ Scope may be clarified and re-negotiated between the Product Owner and o city

Development Team as more is learned.

139
Pick the User Stories for the first Sprint Exercise
▪ As a <type of user> ... ,
▪ I want <some goal> …
▪ so that <reason> …

✓ Break the User Stories down to tasks

✓ Task should not be longer than 8 hours

140
The Sprint Planning Meeting

▪ The work to be performed during

the Sprint is planned at the Sprint Planning Meeting.
Collaborative work of the entire Scrum team leads into
a working plan.
Product
▪ What can be delivered in the Increment resulting from the Owner Scrum
upcoming Sprint? Master
▪ How will the work required to
deliver the Increment be achieved?
Users

Team
Members
Stakeholder

141
The Sprint Review

▪ is held at the end of the Sprint to inspect the Increment and

adapt the Product Backlog if needed.
▪ During the Sprint Review, the Scrum Team and stakeholders
collaborate about what was done in the Sprint. Based on Product
that and any changes to the Product Backlog during the Owner
Scrum
Sprint, attendees collaborate on the next things that could Master
be done to optimize value.
▪ This is an informal meeting, not a status
meeting, and the presentation of the Users
Increment is intended to elicit feedback
and foster collaboration.
▪ Timebox: 4 hours for a 4-week sprint Team
Stakeholder Members

142
The Sprint Review includes the following elements

▪ Attendees include the Scrum Team and key stakeholders invited by the Product Owner;
▪ The Product Owner explains what Product Backlog items have been “Done” and what has
▪ not been “Done”;
▪ The Development Team discusses what went well during the Sprint, what problems it ran into, and how those problems
were solved;
▪ The Development Team demonstrates the work that it has “Done” and answers questions
▪ about the Increment;
▪ The Product Owner discusses the Product Backlog as it stands. He or she projects likely
▪ target and delivery dates based on progress to date (if needed);
▪ The entire group collaborates on what to do next, so that the Sprint Review provides
▪ valuable input to subsequent Sprint Planning;
▪ Review of how the marketplace or potential use of the product might have changed what is
▪ the most valuable thing to do next; and,
▪ Review of the timeline, budget, potential capabilities, and marketplace for the next
▪ anticipated releases of functionality or capability Of the product.

143
The Retrospective

▪ Is an opportunity for the Scrum Team to inspect itself and

create a plan for improvements to be enacted during the next
Sprint. During each Sprint Retrospective, the Scrum Team
plans ways to increase product quality by adapting the
Product
definition of “Done” as appropriate. Owner
Scrum
▪ The Scrum Master ensures that the event
Master
takes place and that attendants understand
its purpose. The Scrum Master participates
as a peer team member in the meeting from
Users
the accountability over the Scrum process.
▪ Timebox: 3 hours for a 4-week sprint
Team
Over the time, retrospectives help good teams become great Members
Stakeholder
teams!
144
The Daily Scrum

▪ Is a 15-minute time-boxed event for the

Development Team.
▪ The Daily Scrum is held every day of the Sprint.
▪ At it, the Development Team plans work for the
next 24 hours.
▪ This optimizes team collaboration and
performance by inspecting the work since the
last Daily Scrum and forecasting upcoming
Sprint work.
▪ The Daily Scrum is held at the same time and
place each day to reduce complexity.

145
The structure of the Daily Scrum

What did I do Do I see any What will I do

yesterday, that impediment, that today to help the
helped the prevents me or the development team
development team development team meet the sprint
meet the sprint from meeting the goal?
goal? sprint goal?

Link Video: https://

[Link]/
watch?
v=Hv8xtMgGGRg
146
The Release Plan

▪ Is a guideline that reflects expectations about which features will be implemented and when they
are completed. It is a base to monitor progress within the project.

The Release Plan depends on the type of project:

▪ If the project is feature-driven, the sum of all features within in a release can be divided by the
expected velocity. This will result in the number of sprints needed to complete the requested
functionality.
▪ If the project is date-driven simply multiply the velocity by the number of Sprints and get the
total work that can be completed within the given timeline.
▪ The Release Planning has to be done before the first Sprint; Requirements: Ordered Backlog,
estimated Stories, known Velocity.
▪ The Release Plan should be revisited and updated in regular intervals, e.g. after each Sprint.

147
Scrum of Scrum

148
SM & PO are allowed to work with several teams

A SM can be also a
Each team needs a BUT if PO‘s and SM‘
member of the
PO and SM work with several
development team
teams this might
reduce the Team-
Velocity.

A PO should not be
member of the
development team

149
Scrum of Scrums

▪ Scrum of Scrum runs similar

to a daily Scrum, with each
ambassador answering the
following four questions:
▪ What risks, impediments,
dependencies, or
assumptions has your team
resolved since we last met?
▪ What risks, impediments,
dependencies, or
assumptions will your team
resolve before we meet
again?
▪ Are there any new risks,
impediments, dependencies,
or assumptions slowing your
team down or getting in
their way?
▪ Are you about to introduce a
new risk, impediment,
dependency, or assumption
that will get in another
team's way?

150
Scaling Scrum

Scrum@Scale

151
What is Scrum? Exercise
▪ How could Scrum support you in your daily
work?
▪ What are the common elements?
▪ What is working well?
▪ Where is the product/ service located in the
process?

à Please create together a Poster per team

152
Is Scrum something for our company culture?

To establish Scrum successful means to change the culture of projects and likely change the culture of the
organization!

The following questions should be asked before the implementation:

▪ What are the current assets in our development process?
▪ What do we want to improve with Scrum?
▪ Which goals do we want to reach with Scrum?
▪ Are we fit for a new working model within our organization?

▪ Possible approach
▪ Execution of a pilot project
▪ Supporting from experienced Scrum Coaches

à Possible deep-dive session for this topic

153
Becoming great in your agile role

Know yourself.
▪ Reflect on your skills.

Know what’s expected of you.

▪ Anticipate where you might have difficulty and develop a plan for such situations.

Leverage Agile Coaches.

▪ Check out for agile coaches who are familiar with the methodology within your
organization or hire an outside external agile coach.

Develop and Grow

▪ Embrace Agile, commit to the product and team, encourage transparency and show respect
to all.

154
Further information & tips
for the assessment

155
Certifications

[Link]
▪ Professional Scrum Master™
▪ Professional Scrum Developer™
▪ Professional Scrum Product Owner™
▪ Scaled Professional Scrum™

[Link]
▪ Certified Scrum Master®
▪ Certified Scrum Developer®
▪ Certified Scrum Product Owner®
▪ Certified Scrum Professional®

EXIN
▪ EXIN Agile Scrum Foundation

156
Tips for the assessment

▪ Know scrum roles with (special) rights and duties

▪ Know all 5 time boxes and their length
▪ Don‘t mix up sprint and release (release activities are beyond scrum, no time box, no activities
within the sprint, no release- or hardening-sprints or sprint 0)
▪ The team and it‘s decisions are very important
▪ New teams do need coaching, mature teams are self-organized and tend to overtake more
complex tasks
▪ Work is not assigned but (self-)organized
▪ The teams‘ self-organization is above organization from outside, the team owns the sprint-
backlog
▪ Know the content and the organization of the backlogs well
▪ Never do nothing, always adapt (be agile)

157
Tips for the assessment

▪ The Product Owner (PO) is accountable for the Product Backlog and its content but the
writing of user stories (Backlog items) can be delegated
▪ For the ranking values (Business-value, risks, opportunities) and dependencies are used, no
implementation techniques
▪ The PO can evaluate the value of a product only over customers values (satisfaction,
time2market) and not over Dev-Team oriented values (Velocity, Budget etc.)
▪ Answers like „involve the management“ or „report to the management“ are wrong
▪ Look for buzzwords:
▪ ROI / added value / Business Value are reference to the Product Owner
▪ Scrum Process / rules / facilitating are reference to the Scrum Master

158
Questions for PSM I exam

159
Questions for recapitulation
1. Frage: D
2. Frage: B
3. Frage: B

An organization has decided to A. Management may feel less anxious.

adopt Scrum, but management B. The organization may not understand what has change within Scrum and
wants to change the terminology to the benefits of Scrum may be lost.
fit with terminology already used. C. Without a new vocabulary as a reminder of the change, very little change
What will likely happen if this is may actually happen.
done? D. All answers apply.

Scrum is a methodology that tells A. True

in detail how to build software B. False
incrementally.

A Product Owner is essentially the A. True

same thing as a traditional Project B. False
Manager.

160

29. April 2019

Questions for recapitulation
1. Frage: A, C, D
2. Frage: D
3. Frage: A, C, D

What 3 things might a Scrum A. How readily his product can be absorbed and used by his customers
Product Owner focus on to B. The size of his product in ‘lines of code’
ensure his product delivers C. How much of the functionality of his product is being utilized
value? Choose 3 answers D. Direct customer feedback
E. Minimizing changes to project scope
Which is the most important A. The company owner or stakeholders
stakeholder Product Owners B. Executive staff
must satisfy? C. The Chief Product Owner
D. The product’s users
A product’s success is A. The impact on customer satisfaction
measured by: Choose 3 B. The delivery of upfront defined scope compared to the upfront planned time
answers C. The impact on revenue
D. The impact on cost
E. The impact on my performance rating
F. The impact on my boss's mood
161

29. April 2019

Questions for recapitulation
Frage: B, D, E
Frage: B

Which of the following are A. Multiple people can share the Product Owner role on a Scrum Team.
true about the Product B. The Product Owner is one person
Owner role? Choose 3 C. The Product Owner role can be played by a committee or a team of people.
answers D. The Product Owner can be influenced by a committee.
E. The Product Owner is accountable for ordering the Product Backlog

What might indicate to a A. He/she isn’t working full time with Scrum team.
Product Owner that he/she B. The Increment presented at the Sprint Review does not reflect what he/she
needs to work more with thought he/she had asked for.
the Scrum Team? C. Developers leave the Team.
D. The acceptance test don’t appear to be complete

162

29. April 2019

Questions for recapitulation
1. Frage: B
2. Frage: B
3. Frage: C

For which is the Scrum A. The meetings and the objectives that a Scrum Team sets for itself.
Master responsible? B. The Scrum process being adopted and used properly.
C. Managing the performance of the Scrum Team.
D. Keeping track of resource allocation.

What is the primary way a A. By ensuring the meeting starts / ends at the proper time.
Scrum Master keeps a B. By facilitating Development Team decision and removing impediments.
Development Team C. By keeping high value features high in the Product Backlog.
working at its highest D. By preventing changes to the backlog once the Sprint begins
level of productivity?

Who determines how A. The Scrum Master

work is performed during B. Development Team managers
the Sprint? C. The Development Team
D. Architects
E. Subject matter experts
163

29. April 2019

Questions for recapitulation
1. Frage: B
2. Frage: A

Which output from Sprint Planning A. Sprint Review minutes

provides the Development Team B. The Sprint Goal
with a target and overarching C. The release plan
direction for the Sprint?
D. The Sprint Backlog

What typically happens if Product A. The Development Team has difficulties creating a forecast of work for
Backlog is not sufficiently clear at the Sprint
Sprint Planning? B. Nothing in particular
C. It is compensated if the Product Owner gives the team a clear Sprint
Goal instead
D. The meeting is cancelled so refinement can be done first
E. The Scrum Master shouldn't allow this to happen. Look for a new
Scrum Master and re-start the Sprint

164

29. April 2019

Questions for recapitulation
1. Frage: B
2. Frage: C

When multiple teams are working A. True.

together on the same product, B. False.
each team should maintain a
separate Product Backlog.

While under development, the A. There is no effect, because it has to stay the same until the end of
environment in which a product the project.
will be used changes and B. It is archived and a new Product Backlog is created to take its place.
emerges. What is the effect on the
C. It evolves to reflect what the product needs to be most valuable.
Product Backlog?
D. The requirements specification document, describing the Product
Backlog items, must be updated to ensure stability.

165

29. April 2019

Questions for recapitulation
1. Frage: A
2. Frage: B
3. Frage: A, B, D

Who is required to attend the A. The Development Team

Daily Scrum? B. The Scrum Team
C. The Development Team and Scrum Master
D. The Development Team and Product Owner
E. The Scrum Master and Product Owner

A Scrum Team is only allowed A. True

to meet with stakeholders B. False
during Sprint Review.

Which 3 of the following are A. Daily Scrum.

feedback loops in Scrum? B. Sprint Review.
Choose 3 answers
C. Release Planning.
D. Sprint Retrospective.
E. Refinement Meeting. 166

29. April 2019

Questions for recapitulation
1. Frage: B
2. Frage: D
3. Frage: E

It is mandatory that the product A. True.

increment be released to B. False.
production at the end of each
Sprint.

Who owns the Sprint Backlog? A. The Scrum Master.

B. The Product Owner.
C. The Scrum Team.
D. The Development Team.

What is included in the Sprint A. User Stories

Backlog? B. Use Cases
C. Tasks
D. Tests
E. Any of the above (or others) which are a decomposition of the selected
167
Product Backlog items
29. April 2019
Questions for recapitulation
1. Frage: C
2. Frage: D

Which topics should be A. The Scrum process, and how it was used during the Sprint
discussed in the Sprint B. Coding and engineering practices
Review?
C. Sprint results
D. All of the above

How much time is required A. The break between Sprints is time-boxed to 1 week for 30 day Sprint,
after a Sprint to prepare for and usually less for shorter sprints
the next Sprint? B. Enough time for the requirements for next Sprint to be nailed down
C. Enough time for the Development team to finish the testing from
the last Sprint
D. None. A new Sprint starts immediately following the end of the
previous Sprint
E. all of the above are allowed depending on the situation

168

29. April 2019

Questions for recapitulation
1. Frage: B
2. Frage: C, E
3. Frage: A

If burn-down charts are used to A. Accumulated cost

visualize progress, what do they B. Work remaining across time
track?
C. Accumulated business value delivered to the customer
D. Individual worker productivity

Which are properties of Daily A. It is free form and designed to promote conversation.
Scrum? Choose 2 answers B. It consists of the Scrum Master asking members the three questions.
C. It is fifteen minutes or less in duration.
D. It is facilitated by the team lead.
E. Its location and time should remain constant.
F. It is held first thing in the morning.

Sprint Reviews are an A. True

opportune time to collect B. False
customer feedback. 169

29. April 2019

Agile Community

170
Watch what the Scrum community is doing

▪ Jeff Sutherland: [Link]

▪ Ken Schwaber, [Link]: [Link]
▪ Agile Alliance: [Link]
▪ Scrum Alliance: [Link]

Communities and conferences

▪ There are also agile Communities close to your town!
▪ Or agile conferences in many countries like [Link]-day,de in Stuttgart, https://
[Link]/
▪ Check out groups on Social Media: Google+, Twitter, Facebook, LinkedIN, XING, etc.

171
Regular meetings in German cities

▪ Berlin: ScrumTisch ▪ Köln: ScrumTisch

▪ Bonn: ScrumTisch, Bonn Agile Meetup ▪ Leipzig: Agile Leipzig Meetup
▪ Essen: ScrumTisch ▪ Mannheim: Agile Monday Rhein-Neckar
▪ Hamburg: Scrum User Group ▪ München: Management 3.0 Stammtisch
▪ Hannover: Agile Wednesday ▪ Nürnberg: Agile Monday
▪ Heilbronn: Agiler Scrumtisch ▪ Ruhrgebiet: [Link]
▪ Jena ▪ Stuttgart: ScrumTisch
▪ Karlsruhe: Scrum User Group ▪ Wiesbaden: Agile Usergroup Rhein-Main
▪ Kassel: Agile Monday

172
Contact information

NEW WORK SOLUTIONS GmbH

Barbara Valenti
01525 394 78 41
valenti@[Link]

[Link]

Our training program —> click here

Our Planning Poker App —> click here
Our Blog —> click here
Our SLACK Community —> click here

173
Copyright und Impressum

Alle Rechte, einschließlich derjenigen des auszugsweisen Abdrucks, der

fotomechanischen und elektronischen Wiedergabe vorbehalten.

174
Literature

175
Recommendation for further reading

▪ The New Product Development Game ▪ Agile Product Management with Scrum
▪ A Leader‘s Framework for Decision Making ▪ Die 5 Dysfunktionen eines Teams
▪ The agile Manifesto ▪ Drive: Was Sie wirklich motiviert
▪ Scrum – A Pocket Guide ▪ Agile Estimating and Planning
▪ Coaching Agile Teams ▪ Agile Retrospectives
▪ Scrum Mastery ▪ Retrospektiven in der Praxis
▪ Gewaltfreie Kommunikation ▪ User Stories Applied
▪ User Story Mapping
▪ Scrum Product Ownership

176
Moving Motivator

177
Exercise – Moving Motivators

What is it?
The Moving Motivators exercise is
about revealing the 10 most
motivating factors of team
members These are depicted on
10 playing cards which are laid out
in accordance to their importance
General conditions
Know and understand the
meaning of the 10 different
Moving Motivators.

This is one of the Management 3.0 tools for

extending your leadership capabilities

178
How does the Moving Motivators exercise work?

▪ The Moving Motivators exercise serves as a self-reflection tool

for team members.
▪ The Moving Motivator cards are laid out to depict the order of
importance for team members in the work context.
▪ The importance is symbolized by arranging the cards in a line
ranging from most to least important Moving Motivator.
▪ The cards can be arranged vertically or horizontally depending
on your country or preference but be sure to clarify the
meaning before.
▪ There is no right or wrong order since humans are motivated
in different ways.

Moving Motivators

179
What are Moving Motivators? (1/2)

The Moving Motivators are 10 motivational factors which can

be abbreviated with the word “CHAMPFROGS”
▪ Curiosity - Employees like to investigate and wonder about
certain things
▪ Honor - Employees feel pride when they see a reflection of
their values at work
▪ Acceptance - Employees feel accepted for their actions and
for their character
▪ Mastery - Employees find their work challenging while it is
within their capabilities
▪ Power – Employees have a sphere of influence at work Moving Motivators

180
What are Moving Motivators? (2/2)

The Moving Motivators are 10 motivational factors which can

be abbreviated with the word “CHAMPFROGS”
▪ Freedom – Employees are empowered and independent of
others’ work and duties
▪ Relatedness – Employees experience a fulfilling social life
with other colleagues
▪ Order – Employees need a stable environment, governed by
rules and policies
▪ Goal – Employees see a reflection of their purpose in life at
work
▪ Status – Employees define themselves according to their
position at work
Moving Motivators

181
How to do the Moving Motivators exercise

Step 1: Order the 10 motivational cards from us

Step 2: Find a partner (e.g. co-worker) to do the exercise with.
Start out first to set a good example and to build trust. Lay out
the cards vertically or horizontally, from most important to least
important
Step 3: Then, imagine an event or a kind of change which would
influence your motivation, e.g. a different job or a new home
Step 4: Shift cards depending on whether the event has a
positive or negative effect on your motivational factors
Step 5: Explain the reasons for your card moves to your partner
Step 6: Switch roles and evaluate your results at the end
Send an E-Mail to office@[Link]
to order your personal Moving Motivator card-
set
182
Major benefits of the Moving Motivators exercise

▪ The Moving Motivators exercise can be done by yourself

since it guides your self-reflection about what truly
motivates you in the work context
▪ When conducted with several team members, the exercise
can serve as a team building instrument since you will see
how humans are different
▪ You can find out what really motivates your team members
▪ The exercise raises awareness and team members are less
likely to misjudge each other
▪ The exercise can be repeated in another context, e.g.
personal life and motivational factors may suddenly shift

183
Backup

184
Scrum – Definition

Scrum is an agile method designed

to add
▪ energy,
▪ focus,
▪ clarity, and
▪ transparency to
project planning and
implementation.
Today, Scrum is used in small, mid-
sized and large software
corporations all over the world.

185
[Link]
Scrum Framework – Definition

Lightweight Simple to Difficult

understand to master

186
Source: ©[Link] and ScrumInc., Ken Schwaber and Jeff Sutherland: Scrum Guide
Roles

187
Group Exercise 6 – Done & Reporting
In 20 minutes:

How will you define “done” (Definition of Done)?

Draw the axes of your sprint burn-down chart and put the first point on it

Next 2 minutes each group:

Each group then presents their ideas to the others

188
User Stories

189
Scrum – Ideal Sprint & Burndown Chart

Ideal Scrum Sprint Burndown Chart

1800

SPRINT BACKLOG
1350
BU
R ND
OW

WORK REMAINING
900 N
VE
LO
CIT PROJECTED
Y
# POINTS

450 FINISH

0
TIME 1Series1
Series1
Series15Series1
TIME Series1
Series1
Series1
10
Series1
Series1
Series1
Series1
15
Series1
Series1
Series1
Series1

OPEN CLOSED
190
 Scrum – Burndown Chart
250
225 REMAINING TASKS
200

Remaining and completed tasks

Remaining effort (hours)

175 REMAINING EFFORT

150 IDEA
L BU
125 RND
OW
N
100
75
COMPLETED TASKS
50
25
0
Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10 Day 11 Day 12 Day 13 Day 14 Day 15 Day 16 Day 17 Day 18 Day 19 Day 20 Day 21 Day 22 Day 23

191
Exercise - Reporting

192
Technical dept

Work that needs to be done before a particular job can be considered complete or proper. If the debt
is not repaid, then it will keep on accumulating interest, making it hard to implement changes later
on.
As a change is started on a codebase, there is often the need to make other coordinated changes at
the same time in other parts of the codebase or documentation. The other required, but
uncompleted changes, are considered debt that must be paid at some point in the future.
Reasons:
▪ Products are ready but not really “Done”
▪ Delayed refactoring, Workarounds, Quick hacks...
Results:
▪ Higher complexity and much higher effort
▪ Negative impact for maintainability and enhancement

193
 Velocity and Points
As a uset
3
I want to do something so
I can get the value Velocity = 8p Release Burn Up Chart
As a uset
5 48
Sprint 4 Sprint 3 Sprint 2 Sprint 1

I want to do something so
I can get the value
50
40
8
Velocity = 11p
As a uset
I want to do something so
I can get the value
As a uset
3
I want to do something so
38
29
I can get the value

Points
8 25
2 19
As a uset

Velocity = 10p
As a uset
I want to do something so
I want to do something
I can so
get the value
I can get the value

13 8
As a uset
13
I want to do something so

2 Velocity = 15p
I can get the value

0
As a uset
I want to do something so
I can get the value

0
Sprint 0 1 2 3 4 5

As a uset
3
Sprint N

I want to do something so
I can get the value

As a uset
I want to do something so
I can get the value
Velocity = 4p
1

194
Backlog = 48 p Average Sprint Velocity = 12p
Exercise - Reporting

195
Exercise - team velocity

Ball Point Game – Rules of the game:

▪ You play in one team, everyone in the room participates
▪ Starting point equals endpoint
▪ No passing of the ball to your direct neighbor
▪ The ball must be touched by every team member
▪ The ball must have air-time
▪ Two minutes on rules of the game
▪ Two minutes preparation time for the team; get an estimate:
How many balls can go through the system?
▪ Two minutes per iteration
▪ Two minutes for continuous improvement & new estimate
▪ You play five iterations

196
Map User Story: Gives an overview on how the stories are connected

Themen oder Usergruppen

Features

Nächster Sprint oder nächstes Release

Übernächster Sprint oder Release

Weitere Ideen zu diesem Feature

197
Scrum Board
Story Sprint Blocked WiP In Test Done Stories User stories included in the sprint start
task Tasks complet
e in the first column – then move to the
last column when all tasks within them
are complete

As the teams plans its work, they’ll

identify actual plan tasks that need to be
carried out in order to deliver a story –
eg: install database, create user table,
code XML, write front end
198
Scrum Board
Story Sprint Blocked WiP In Test Done Stories
task Tasks complet
e
If the team are unable to work on a task
– eg the stakeholders can’t agree or are
unavailable; or a component isn’t yet
available then it goes into the ‘blocked’
column. The Scrum Master or Project
Manager is tasked with removing those
impediments so that the team can carry
out the work needed

199
Scrum Board
Story Sprint Blocked WiP In Test Done Stories
task Tasks complet
e

If the team are unable to work on a task

– eg the stakeholders can’t agree or are
unavailable; or a component isn’t yet
available then it goes into the ‘blocked’
column. The Scrum Master or Project
Manager is tasked with removing those
impediments so that the team can carry
out the work needed

200
Scrum Board
Story Sprint Blocked WiP In Test Done Stories
task Tasks complet
e

Once the developers pick up a task that’s

ready to work on, it goes into WiP: Work
in Progress – or in development

Once the developers think the task is

complete, it goes into test (or “to verify”)

201
Scrum Board
Story Sprint Blocked WiP In Test Done Stories
task Tasks complet When a task is DONE it goes into the
e
“Done” column. Whilst this may seem
obvious, it’s very important that the
teams and the business representatives
agree a clear definition of DONE.

Does DONE mean code complete, a

clean compile, unit tested or fully tested
and code is peer group reviewed and
integration tested?

The team must agree!

202
Scrum Board
Story Sprint Blocked WiP In Test Done Stories
task Tasks complet
e

When a story is complete, it should mean

that it’s ready to be used in the live
system – i.e. it’s production quality and
subject to release restrictions could be
put into live that day.

203
Scrum Board
Story Sprint Blocked WiP In Test Done Stories
task Tasks complet
e
story1 s1task1
s1task2
s1task3
s1task4
Start of sprint. Stories estimated by
story2 s2task1
s2task2 team, split into correlating sprint backlog
s2task3
items.
story3 s3task1
s3task2
s3task3

story4 s4task1
s4task2
s4task3
s4task4
s4task5
204
Scrum Board
Story Sprint Blocked WiP In Test Done Stories
task Tasks complet
e
story1 s1task1
Development team start four tasks so
s1task2
s1task3 they go into WiP (work in Progress).
s1task4

story2 s2task1
Three tasks are blocked, meaning that
s2task2
s2task3 the development teams can’t work on
story3 s3task1 them. The Scrum Master is tasked with
s3task2
resolving the impediments that hold up
s3task3
these tasks.
story4 s4task1
s4task2
s4task3
s4task4
s4task5
205
story1 s1task1
Scrum Board
Story Sprint Blocked WiP In Test Done Stories
task Tasks complet
e
story1 s1task1
s1task2
Two tasks “development complete” so
s1task3 have gone into test.
s1task4

story2 s2task1
s2task2
Three tasks still blocked. Time to get the
s2task3 Scrum Master at work…
story3 s3task1
s3task2
Story 4 not yet started.
s3task3

story4 s4task1
s4task2
s4task3
s4task4
s4task5
206
story1 s1task1
Scrum Board
Story Sprint Blocked WiP In Test Done Stories
task Tasks complet
e
story1 s1task1
One task is now DONE.
s1task2
s1task3
s1task4
It’s very important to agree a team
story2 s2task1 definition of “done”.
s2task2
s2task3

story3 s3task1
“Done” in this case means that everyone
s3task2 including the testers are happy that it
s3task3
meets the relevant success criteria.
story4 s4task1
s4task2
s4task3
s4task4
s4task5
207
story1 s1task1
Scrum Board
Story Sprint Blocked WiP In Test Done Stories
task Tasks complet
e
story1 s1task1 Those three tasks are still blocked, so in
s1task2
s1task3
order to keep things moving, the
s1task4 developers start on Story 4.
story2 s2task1
s2task2
s2task3
Notice that they only ever work on a
maximum of four tasks in this example.
story3 s3task1
s3task2 An efficient way of working is to size the
s3task3
amount of work in progress around the
story4 s4task1 capacity of the team – and the taskboard
s4task2
s4task3 gives a very easy-to-see, visual indicator of
s4task4
how much work is in progress.
s4task5
208
story1 s1task1
Scrum Board
Story Sprint Blocked WiP In Test Done Stories
task Tasks complet
e
story1 s1task1 Two of the three blocked tasks are now
s1task2
s1task3
OK to work on, so as Story 4 tasks 1 and
s1task4 3 move into test, the developers pick
story2 s2task1 them up to start work.
s2task2
s2task3

story3 s3task1
s3task2
s3task3

story4 s4task1
s4task2
s4task3
s4task4
s4task5
209
story1 s1task1
Scrum Board
Story Sprint Blocked WiP In Test Done Stories
task Tasks complet
e
story1 s1task1 As work progresses, more of the tasks
s1task2
s1task3
move through the development cycle to
s1task4 “done”.
story2 s2task1
s2task2
s2task3
Story 1 Task 1 is still blocked (maybe the
user’s not available to work with, or a
story3 s3task1
s3task2 software plug-in isn’t available yet) so it’s
s3task3
not possible to complete Story 1.
story4 s4task1
s4task2
s4task3
s4task4
s4task5
210
story1 s1task1
Scrum Board
Story Sprint Blocked WiP In Test Done Stories
task Tasks complet
e
s1task1 story1 Stories 1 and 2 are now complete. All the
s1task2
s1task3
tasks are complete and the business
s1task4 representatives and testers have
s2task1 story2 indicated that this functionality is fit for
s2task2
s2task3
purpose.

story3 s3task1
s3task2
s3task3

story4 s4task1
s4task2
s4task3
s4task4
s4task5
211
s1task1 story1
Scrum Board
Story Sprint Blocked WiP In Test Done Stories
task Tasks complet
e
s1task1 story1 End of the iteration. All tasks and stories
s1task2
s1task3
complete.
s1task4

s2task1 story2
s2task2
s2task3

s3task1 story3
s3task2
s3task3

s4task1 story4
s4task2
s4task3
s4task4
s4task5
212
s1task1 story1
Moving Motivator

213