W E L C O M E T O

SoftwareONE
Understanding and Applying
the Scrum Framework
A n d r e s P o s s o

P R O F E S S I O N A L S C R U M C O M P E T E N C E S

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 CORPORATE CULTURE

OUR CORE VALUES

Humble Customer Focus Employee Speed Passion Integrity Discipline

Satisfaction

We constantly We exceed expectations Our greatest Fast is better We strive for We are In everything
look to improve asset. We love than slow but excellence, go consistent, we do.
and never forget through great discipline and support our we will not the extra mile honest and We accept
the importance and colleagues and operate compromise and have fun in fair and responsibility
of our customers ensure a world without hierarchy. on quality. what we do. always do and deliver
and colleagues. class customer what is right. on all of our
experience. commitments.

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 AGENDA

1 Empiricism
2 Scrum Values
3 Scrum Team
4 Events
5 Artifacts
6 Done
7 Scaling

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Empiricism
• Knowledge comes from experience and that decisions should be based on what is known.
• Empiricism is the act of making decisions based on what is.
• Empiricism is the scientific approach based on evidence, where any idea must be tested against observations, rather than
intuition.
• There must be a continues improvement all the time, teams get stuck because:
• They try to change too much
• They don’t see anything to change
• The team is changing at a rate faster than the organization can accept
• The commit is really a forecast, a “commitment” in Scrum is a pledge to do our best with what we have.
• To support these principles, Scrum uses iterative, incremental development to improve the predictability of results and
control risk.

Fuente: https://en.wikipedia.org/wiki/Agile_software_development#Agile_software_development_principles 5
Scrum Values

There’s value in the Scrum Values – Ullizee-Inc (guntherverheyen.com) 6

Scrum Values
Which is the value that add the scrum values?
• Help teams adopt Scrum
• Help teams deliver amazing software for their customers
• Create a great place to work

Ideas to for encourage the values in the Scrum Team

• Add a ‘values moment’ to your retrospective. This gives everyone an opportunity to inspect and adapt on their values.
• Getting external managers or stakeholders to demonstrate to the team a value and what it means to them.
• Use the Scrum values to help guide decision-making
• What would [Scrum value] tell us about this decision?
• Which Scrum value feels most important for this decision?

Updates to the Scrum Guide: The 5 Scrum values take center stage | Scrum.org 7
Scrum Framework

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Scrum Team
It is a cohesive unit of professionals focused on one objective at a time, the Product Goal.
Characteristics:
• Cross-functional, meaning the members have all the skills necessary to create value each Sprint
• Self-managing, meaning they internally decide who does what, when, and how
• There are no sub-teams or hierarchies
• Small enough to remain nimble and large enough to complete significant work within a Sprint, typically 10 or fewer
people
• If there are many scrum teams they should share the same Product Goal, Product Backlog, and Product Owner
Responsibilities:
• The entire Scrum Team is accountable for creating a valuable, useful Increment every Sprint
• Also, for all product-related activities from stakeholder collaboration, verification, maintenance, operation,
experimentation, research and development, and anything else that might be required

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Scrum Team
Who makes up the scrum team?
• Developers, are committed to creating any aspect of a usable Increment each Sprint
• Creating a plan for the Sprint, the Sprint Backlog
• Instilling quality by adhering to a Definition of Done
• Adapting their plan each day toward the Sprint Goal
• Holding each other accountable as professionals

• Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team and
for effective Product Backlog management
• Developing and explicitly communicating the Product Goal;
• Creating and clearly communicating Product Backlog items;
• Ordering Product Backlog items; and,
• Ensuring that the Product Backlog is transparent, visible and understood

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Scrum Team
Who makes up the scrum team?
• Scrum Master are true leaders who serve the Scrum Team and the larger organization, is accountable for
establishing Scrum as defined in the Scrum Guide and for the Scrum Team’s effectiveness
• Serves the Scrum Team by
• Coaching the team members in self-management and cross-functionality
• Helping the Scrum Team focus on creating high-value Increments that meet the Definition of Done
• Causing the removal of impediments to the Scrum Team’s progress
• Ensuring that all Scrum events take place and are positive, productive, and kept within the timebox
• Serves the Product Owner by
• Helping find techniques for effective Product Goal definition and Product Backlog management;
• Helping the Scrum Team understand the need for clear and concise Product Backlog items;
• Helping establish empirical product planning for a complex environment; and,
• Facilitating stakeholder collaboration as requested or needed

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Scrum Team
Who makes up the scrum team?
• Serves the organization
• Leading, training, and coaching the organization in its Scrum adoption;
• Planning and advising Scrum implementations within the organization;
• Helping employees and stakeholders understand and enact an empirical approach for complex
• work; and,
• Removing barriers between stakeholders and Scrum Team

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Events
Each event in Scrum is a formal opportunity to inspect and adapt Scrum artifacts. These events are specifically designed
to enable the transparency required.
Events are used in Scrum to create regularity and to minimize the need for meetings not defined in Scrum, all events are
held at the same time and place to reduce complexity.
• Sprint, are fixed length events of one month or less to create consistency.
• All the work necessary to achieve the Product Goal, including Sprint Planning, Daily Scrums, Sprint Review, and Sprint
Retrospective, happen within Sprints.
• A new Sprint starts immediately after the conclusion of the previous Sprint.
• No changes are made that would endanger the Sprint Goal.
• Quality does not decrease.
• The Product Backlog is refined as needed.
• Scope may be clarified and renegotiated with the Product Owner as more is learned.
• A Sprint could be cancelled if the Sprint Goal becomes obsolete, only the Product Owner has the authority to cancel the Sprint.

5 Powerful Things About the Sprint | Scrum.org 13

Events
• Sprint Planning, initiates the Sprint by laying out the work to be performed for the Sprint. This resulting plan is created
by the collaborative work of the entire Scrum Team.
• The Product Owner ensures that attendees are prepared to discuss the most important Product Backlog items and how they map to
the Product Goal.
• Sprint Planning is timeboxed to a maximum of eight hours for a one-month Sprint. For shorter Sprints, the event is usually shorter.
• Sprint Planning addresses the following topics
• Why is this Sprint valuable? Sprint Goal

• What can be Done this Sprint? Product Backlog items selected for the Sprint

• How will the chosen work get done? The plan for deliver the Sprint Goal

• Daily Scrum, the purpose of the Daily Scrum is to inspect progress toward the Sprint Goal and adapt the Sprint Backlog
as necessary, adjusting the upcoming planned work.
• The Daily Scrum is a 15-minute event for the Developers of the Scrum Team.
• The Developers can select whatever structure and techniques they want, as long as their Daily Scrum focuses on progress toward
the Sprint Goal and produces an actionable plan for the next day of work

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Events
• Sprint Review, the purpose of the Sprint Review is to inspect the outcome of the Sprint and determine future
adaptations.
• The Scrum Team presents the results of their work to key stakeholders and progress toward the Product Goal is discussed, the Sprint
Review should never be considered a gate to releasing value.
• The Sprint Review is the second to last event of the Sprint and is timeboxed to a maximum of four hours for a one-month Sprint.
For shorter Sprints, the event is usually shorter.
• Sprint Retrospective, the purpose of the Sprint Retrospective is to plan ways to increase quality and effectiveness.
• The Scrum Team inspects how the last Sprint went with regards to individuals, interactions, processes, tools, and their Definition of
Done.
• The Scrum Team identifies the most helpful changes to improve its effectiveness. The most impactful improvements are addressed
as soon as possible. They may even be added to the Sprint Backlog for the next Sprint.
• It is timeboxed to a maximum of three hours for a one-month Sprint. For shorter Sprints, the event is usually shorter.
• The Sprint Retrospective concludes the Sprint.

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Artifacts
Each artifact contains a commitment to ensure it provides information that enhances transparency and focus against which
progress can be measured:
• For the Product Backlog it is the Product Goal.
• For the Sprint Backlog it is the Sprint Goal.
• For the Increment it is the Definition of Done.
Product Backlog, is an emergent, ordered list of what is needed to improve the product.
• The product backlog items that can be done acquire this degree of transparency after refining, that is breaking down and
defining Product Backlog items into smaller more precise items.
• The Developers who will be doing the work are responsible for the sizing.
Commitment: Product Goal, describes a future state of the product which can serve as a target for the Scrum Team to
plan against.
• A product is a vehicle to deliver value. It has a clear boundary, known stakeholders, well-defined users or customers. A
product could be a service, a product, or something more abstract.
• The Product Goal is the long-term objective for the Scrum Team. They must fulfill (or abandon) one objective before
taking on the next.
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Artifacts
Sprint Backlog, is composed of:
• The Sprint Goal (why)
• The set of Product Backlog items selected for the Sprint (what)
• An actionable plan for delivering the Increment (how)
• The Sprint Backlog is a plan by and for the Developers. It is a highly visible, real-time picture of the work that the
Developers plan to accomplish during the Sprint in order to achieve the Sprint Goal
• It should have enough detail that they can inspect their progress in the Daily Scrum
Commitment: Sprint Goal, is the single objective for the Sprint.
• Is a commitment by the Developers
• The Sprint Goal is created during the Sprint Planning event and then added to the Sprint Backlog
• If the work turns out to be different than they expected, they collaborate with the PO to negotiate the scope of the Sprint
Backlog within the Sprint without affecting the Sprint Goal

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Artifacts
Increment, is a concrete steppingstone toward the Product Goal.
• Multiple Increments may be created within a Sprint and each Increment is additive to all prior Increments and
thoroughly verified, ensuring that all Increments work together
• In order to provide value, the Increment must be usable
• An Increment may be delivered to stakeholders prior to the end of the Sprint
• Work cannot be considered part of an Increment unless it meets the Definition of Done
Commitment: Definition of Done, is a formal description of the state of the Increment when it meets the quality measures
required for the product.
• If a Product Backlog item does not meet the DoD, it cannot be released or even presented at the Sprint Review. Instead,
it returns to the Product Backlog for future consideration
• If the Definition of Done for an increment is part of the standards of the organization, all Scrum Teams must follow it as
a minimum. If it is not an organizational standard, the Scrum Team must create a Definition of Done appropriate for the
product.
• If there are multiple Scrum Teams working together on a product, they must mutually define and comply with the same
Definition of Done.

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Scaling
In the case of Scaling and scaled implementations of Scrum are very important:
• Minimizing cross-team dependencies
• Resolving integration issues
• Preserving team self-management and transparency
• Ensuring accountability
Nexus integration team (new role):
• Group of approximately three to nine Scrum Teams
• Product Owner
• Scrum Master (could be one of the Scrum Masters of the Scrum Teams)
• Nexus Integration Team Members (members of the Scrum Teams)
• Membership in the Nexus Integration Team takes precedence over individual scrum team membership
• The NIT works off the Product Backlog and takes ownership of any integration issues

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Scaling
Nexus Events
• Sprint, the same as in Scrum
• Cross-Team refinement, reduces or eliminates cross-team dependencies within the nexus (not replaces individual
refinements)
• Helps the scrum teams forecast which team will deliver which product backlog items
• Identifies dependencies across those teams
• Nexus Sprint Planning, the purpose is to coordinate the activities of all scrum teams for the sprint (not replace the
individual sprint planning)
• Nexus sprint goal that aligns with the product goal
• Sprint goal that aligns with the nexus sprint goal
• Nexus sprint backlog represents work to achieve the nexus sprint goal and makes cross-team dependencies transparent
• Sprint backlog for each scrum team

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Scaling
• Nexus Daily Scrum, the purpose is to identify any integration issues and inspect progress toward the nexus sprint goal
and happens before the individual daily
• Nexus Sprint Review (replaces individual sprint reviews)
• Nexus Sprint Retrospective, Itis a 3-part event, beginning with representatives from each scrum team to identify the
shared challenges, the second part is within the individual teams to find solutions for the common issues within the
Nexus, the last part of the event is when the representatives rejoin to discuss any actions on those shared challenges.
Nexus artifacts and Commitments
• Product backlog, there is a single product backlog for all teams
• Commitment: Product Goal
• Nexus Sprint Backlog, is the composite of the nexus sprint goal and the product backlog item from each scrum team
• Commitment: Nexus Sprint Goal, is the sum of all the team’s sprint goals
• Integrated Increment, is the sum of all integrated work completed with all teams
• Commitment: Definition of Done, it meets the quality and measures required

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Scaling
To start a Nexus, organizations should first:
• Identify the teams in their Nexus
• Form an initial Nexus Integration Team
• Have a single Product Backlog
• Have a definition of “Done”
• Identify a Sprint cadence

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Nexus Framework

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THANK YOU!