Check out @SolutionsIQ’s Tweet: https://twitter.com/SolutionsIQ/status/380369527068164096
Today’s favorite agile tweet
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Favorite Agile Tweet of the Day
Check out @mike_bowler’s Tweet: https://twitter.com/mike_bowler/status/371049721424388096
Backlog Grooming
I was going over some backlog grooming ideas with one of our Product Owners recently, so I thought I’d share these ideas with everyone.
When preparing for sprint planning sessions, please take a moment to make sure the top 20 stories in your project backlog are “shovel ready”. What do I mean by this? Shovel Ready means that the stories have advanced to a state that allows teammates to IMMEDIATELY start working on them. Ideally, this should be done even before Release Planning, but that can’t always happen.
Here’s how we get them shovel ready:
· UAC in EVERY user story
o The team needs to know what the Product Owner’s definition of done is. Your definition of done is your user acceptance criteria. Don’t leave this to sprint planning. We tend to go down rabbit holes as to what DONE actually means. Product Owners, it is your job to set this standard, and it is the team’s job to tell you whether or not your UAC is possible in the context of the story. THAT’S what needs to be discussed during planning.
· Possible story breakdown
o Evaluate your user stories so succinctly that you can foresee whether or not they need to be broken down into smaller stories. If you think you can group certain data flows or business rule variations, then do that ahead of time. If you are not sure how to break them down, check out Richard Lawrence’s How To Split a User Story again . If you’re still at a loss, then by all means bring it to the team.
· Prioritize the backlog
o Have the most important things you want worked on AT THE TOP of the backlog. Make sure the team knows this priority, and make sure this priority is reflected in the goals you set for the sprint.
· Story Language
o Please try to write stories in the format of “As a I want so that I can ”. This helps us keep the end user in mind. I understand technical stories come up, but we need to try to stick to this idea as much as possible.
o Be very specific in the language of the story. Make it reflect the end goal.
If you have any other ideas you’d like to share, let’s share them! Let me know if you have questions, as well. Each of you have your own awesome style of handling user stories, so I encourage you to learn from one another as well.
How many types of Agile Retrospectives are there, anyway?
The other day I noticed that we were getting pretty stagnant with our sprint retrospectives. I have been asking these questions: “What went well? What went less well? What areas improved from last sprint? What areas need improvement?” Sometimes we get some good discussions going, but most of the time I have to prod my teammates for answers and feedback. This prompted me to go in search of something new and better.
I have 4 teams, so it is important for me to come up with good ideas that can be used across the board. My teams are also spread across the United States and Canada, so activities in which ALL of us can participate is definitely limited. Pickings were slim.
I found a nice wikithat listed out many different types of retrospectives. I pulled the below table from there. I had NO IDEA there were so many, and there were quite a few listed that I’d never heard of before. You can go to the link to delve further into each type of retrospective if you like. This was a good start for me to get some ideas.
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Name
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Summary
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Use
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Approx. Duration (mins)
|
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Uses De Bono’s 6 Thinking Hats to investigate process improvement
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General use, but also a good alternative to shuffling card type retrospectives
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60
|
|
|
A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
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To talk about what abilities are important to an Agile team and how your team rates against them
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60
|
|
|
Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
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To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
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60
|
|
|
Participants choose top 5 issues and bring them along for group to discuss and resolve
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Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
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45
|
|
|
A Retrospective Technique for short term actions from long term goals
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Really good for forcing achievable actions from your retrospectives.
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40
|
|
|
The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
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Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
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10-25
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|
|
The method ensures that each participant meets and interacts with every other participant.
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When retrospective participants do not know each other well
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Variable!
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|
|
Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
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Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
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40-60
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|
|
A plan designed around the force field analysis technique
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A retrospective for your whole company/department or to analyse a particular topic
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60
|
|
|
Focused and time-constrained by using the Pomodoro technique
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Useful for determining a single action to improve the work of a small team
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25
|
|
|
A retrospective for retrospectives
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To learn how to improve the effectiveness of your retrospectives
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60+
|
|
|
Iteration retrospective
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To get different perspectives on the same events
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60
|
|
|
Simple sprint retrospective
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Basic / everyday retrospective plan
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90 – 120
|
|
|
Liked – Learned – Lacked – Longed For
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Iteration and project retrospectives as well as for retrospection of training and conference events.
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90 – 120
|
|
|
What anchors slow the team down, what wind propels it forward?
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Good for the “gather data” and “generate insights” portions of a retrospective
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90 – 120
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|
|
Review, Plus-Delta, Vote, Actions, Owners
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A weekly retrospective for your project
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60
|
|
|
Use the answers as base to get all the good things and bad things that happened
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A different way to “gather data” and to get all different opinions on a subject
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60
|
|
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An approach to scaling retrospectives by collecting outcomes across an Agile Release Train, Tribe or any multi team scenario.
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Use for understanding challenges and opportunities across when scaling agile.
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15-30
|
I’ve decided to try a few of these: Plan of Action, Start /Stop/ Continue/ More of/ Less Wheel, Retrospective Surgery, Four Ls Retrospective, and Bubble Up . I also like the ideas listed in the Everyday Retrospective, but I’m not sure I can cram all of that into the 15 minutes I have allotted for each team scrum. In any case, I’ll chronicle the results here over the next few weeks.
I was most excited about Sailboat, because it was touted as being great for distributed teams. I was excited until I went to the website and found that it is no longer available as a collaborative game. However, there are many other tools on that website that I found useful. For instance, I might do the “Actions for Retrospectives” game with my distributed teams. You can check out all the fun at http://innovationgames.com/resources/instant-play-games/. I might try using the Sailboat, though, for co-located teams.
If you have any retrospective ideas you’d like to share, please let me know! I welcome your feedback!
Recommended Agile Reading
From time to time, I will review and/or list books that I find helpful. I don’t have time to go into a full review while I’m on my lunch break, but right now I’m re-reading
The Agile Samurai: How Agile Masters Deliver Great Software (Pragmatic Programmers), by Jonathan Rasmusson. It’s a great back-to-basics book for those of us who have been doing the agile thing for a while. For those of us who are newer to the agile universe, it is a must have for your Agile Library. It also has some great tips and tricks for all role types. I highly recommend it. You can get the Kindle Edition for less than $20 on Amazon right now.
How to Give a GREAT Demo!
One of the major tenets of Agile is the Product Demo. As we all know, agile encourages us to demo at the end of our sprints. This is done for several reasons. Not only does this keep us accountable to our customers, but it helps us to focus on forward thinking. At many companies, it is highly likely that actual external customers will attend these demos, so it is of the utmost importance that we always put forth our very best.
In our pursuit of excellence, here are a few things to keep in mind when prepping for a demo. I compiled this list with a few of my collegues, so I can’t take all the credit. Here goes.
What to include in every demo deck
Frame the demo with PowerPoint and then broadcast it via a webinar. Just about everyone has access to a phone and the internet, so use them. You can bring in your external customers this way, while still catering to your internal customers. That being said, always be cognizant of WHEN you have customers attending your demos. Make sure you inform everyone just who is on the phone so that you’re on your best behavior.
That’s great, you say. But what should I include?
Project Goal
This is basically the goal of the project, our elevator pitch, our reason for being. This needs to be repeated at every demo because our audience fluctuates.
Customer Value
This is the reason the world needs our project. Again, the overall customer value of the project needs to be repeated every demo. However, sprint specific value can be spelled out in the goals we set for ourselves. We should be able to answer questions like “What have we given to customers thus far”, “What are we delivering next”, and “What are our plans for future customer value?” Additionally, customer value should be integral to every part of our demo. When we show something live, we need introduce it in such a way that spells out WHY it is valuable to our internal and/or external customers.
Sprint Goals
I think this is optional for demos that include external customers. You don’t want to get TOO in the weeds because you want to keep your external customers engaged.
These goals ultimately align with the overall project goal, but think of them as bite-sized pieces that we can deliver iteratively. Sprint goals usually change every two weeks and are specific to the work to which we’ve committed. These goals should manifest with customer value in mind. Remember: customers are both internal and external.
Project Status
This lets everyone attending the demo know the health of our project. It should answer questions describing how we’re tracking to our road map deadline, how much work is left, and whether or not we are meeting our commitments. We also need to comment on major milestones or epics: are they done, and if not, are they accounted for? Finally, do our customers KNOW what we’re giving them? Have we communicated TO THEM the way we’re going to change their world for the better?
Live Demo
Show everyone how awesome we are! Get to it with live demos of transitions, versioning, provisioning, wireframes, slick UI, YOU NAME IT. DO NOT merely insert slides stating what we did. SHOW IT OFF! If we have very little or nothing live to demo, then we need to show reports, matrices, RACIs, Visio diagrams, etc. This is all in addition to anything live we can show. Also, we shouldn’t demo any stories that are incomplete. That’s just plain silliness.
What to Expect Next
“What To Expect Next” is usually the Product Owner’s vision of things to come, tempered by the realism of the team as a whole. While we haven’t had planning for the next sprint yet, we need to let our audience know what’s on the horizon for our project. This gives them the opportunity to plan whether or not they need to attend or whether or not they can move forward with their own agenda (project dependencies, sales pipelines, roadmap planning, etc). This also keeps us always looking forward. Keep in mind that “what to expect next” can change based on feedback and market trends, and this is the very reason why we demo! We need that feedback to make sure our customers are getting the value they’re asking for.
Things you need to do as a teammate
BE THERE
This means physically as well as mentally, even if you haven’t contributed much during the sprint. Try to avoid being out of the office on demo days. Being together lends credence to what we’re doing, and it also serves to bolster team morale.
Participate
While not everyone can participate at every demo, make it a point to participate as much as possible.
Make sure the demo is recorded
This is more for moderators/facilitators, but if you can, help remind them to push the “record” button. Recorded demos help keep our executives and sales folks in the loop when they can’t make it to demos.
Tips and Tricks
Announce wins
If we’ve done something great, then we need to shout it from the rooftops! Find creative and exciting ways to weave these wins into the demo deck.
Demo Prep
This is a dress rehearsal, so to speak. In prep we can iron out technology wrinkles, get a feel for presentation flow, and actually calm our nerves. I like to do demo prep an hour or so before the demo.
If we promise something in a previous demo, we need to deliver it in a subsequent demo. If we don’t, then we need to explain why.
This is self-explanatory.
Have fun with images!
Image searches on Google bring up loads of crazy things. Create interest! Incorporate some of these into our demos! Of course, all things should be done in moderation and good taste. Remember: external customers can and will see these demos!
So that’s it in a nutshell. Be prepared and have fun! What are some ways you give great demos? Chime in!
User Stories: Make ‘em SMALLER, please!
User stories are the building blocks of whatever project we’re working on, are they not? They give structure. They give solidarity. They stand things up. Epics are the larger, overall stories that lay the foundation. When building something, it is prudent to have the larger stories on the bottom and the smaller stories on the top. I could get into the engineering aspects of building design, but I’m not smart enough to discuss such things. I’ll stick to what I know. Here’s what I’m getting at: make the user stories smaller than the epics. This seems like a no-brainer, but too-big user stories are way too common.
One of the largest hurdles I face in early sprint planning sessions is user story size. Yes, we’ve sized them previously in Release Planning, but once in a while we hit stories that are just BIG. At first, new teams think they can tackle these monstrosities in one sprint, but then they quickly learn that just isn’t possible. They over-commit and velocity takes a hit. Have you been there? I have.
As the team grows together and matures, they realize what they can and can’t do. They eventually get better at estimating. In the meantime, how do we – the scrum masters – mitigate this? How do we get our teams from the Dark Side of too-big user stories to the Jedi Side of small, manageable stories?
We guide them in breaking down these user stories into smaller stories, AND we give them the tools to do this.
There are many resources at your fingertips. I’ve perused these myself and have found that the INVEST model works best. I got this from the guys over at Agile for All, but they got it from Bill Wake. Check out his original article here. In a nutshell, your stories should be the following:
· Independent
o Self-contained. Not dependent on another user story.
· Negotiable
o Right up to committing to a user story in a sprint, you can rewrite it or change requirements.
· Valuable
o Self-explanatory. The end-user needs to get something from it.
· Estimable
o This means that “infinity” doesn’t work. If the story is to be sized, it needs to be reasonable.
· Small
o You have to be able to complete it in one sprint. This includes Dev AND QA work.
· Testable
o QA folks need to know what the heck is expected as an outcome of this story. It’s called user acceptance criteria.
If your user stories fall short on one of these, then you need to rethink it. Should it have more details? Can tasks be divided out to create another user story that’s smaller? Still stuck? Check out Richard Lawrence’s workflow on how to split a user story. I learned from him early in my agile career. He knows what he’s talking about.
Hopefully, once you’re done you can get the user stories into your sprint and be on your merry way. Ideally, the product owner would have taken care of this breakdown and user story grooming outside sprint planning. That’s not always the norm, and we scrum masters have to adapt!
What are some methods you incorporate into your planning to cut stories into bite-sized pieces? Please chime in. I’d love to learn from you!
Welcome!
Hello and welcome to my first blog post on Scrum Bubbles! I know there are LOADS of scrum resources out there, so thanks for stopping by.
Let me start by telling you why I decided to join the hoards of scrum blogs. I love being a scrum master. Pure and simple. I love to keep teams moving forward and all the interaction that entails. I’m hoping that my love of people will bubble into my posts and help you see how to ALWAYS look at the human element in what we do as scrum masters.
What will I share, you ask? I’m going to share my ups and downs with you. I’ll share best practices (and not so best ones) and detail training I’m getting. I’ll look at trends in the community. I hope we can share laughter and thoughts. I hope to not only give you ideas but to encourage you to give your ideas as well. I want us to share in a common pool of knowledge and help one another. So… what do you say? Are you in?
Scrum Bubbles 