Monday 9 February 2009

SCRUM Prep Part 1

InfoQ: Jeff Sutherland on Scrum and Not-Scrum
Jeff Sutherland on Scrum and Not-Scrum

Interview with Jeff Sutherland on Oct 24, 2007 07:26 AM
Scrum Breakfast
Most provocative was his proposal to modify the 3 questions of the daily Scrum:

1. What did I finish since yesterday's meeting?
2. What was particularly helpful?
3. What will I finish by the next meeting?
4. What do I need in addition or differently to accomplish that goal?
5. When was that help available previously?
A short version of the presentation is available for download. More information is available from www.korn.ch. Pictures are available on flickr (Thank you Marcello for finding a camera and taking the pics!)


Scrum Log Jeff Sutherland: What to do when Sales guys are Waterholics ...
What to do when Sales guys are Waterholics ...

Here is today's best question in my long list of emails. The Sales guys don't want Scrum in a company because they think they can't commit to the customer to close deals.
A ScrumMaster's Checklist | Danube
A ScrumMaster's Checklist
Submitted by MichaelJames on August 13, 2007 - 5:09am.

An adequate ScrumMaster can handle two or three teams at a time. If you're content to limit your role to organizing meetings, enforcing timeboxes, and responding to the impediments people explicitly report, you can get by with part time attention to this role. The team will probably still exceed the baseline, pre-Scrum expectation at your organization, and probably nothing catastrophic will happen.

But if you can envision a hyperproductive team -- a team that has a great time accomplishing things no one else can -- consider being a great ScrumMaster.

A great ScrumMaster can handle one team at a time.

We recommend one dedicated ScrumMaster per team of about seven, especially when starting out.

If you haven't discovered all the work there is to do, tune in to your Product Owner, your team, your team's engineering practices, and the organization outside your team. While there's no single prescription, I've outlined some things I've seen ScrumMasters overlook.
Scrum Alliance - Being an Effective Product Owner
Being an Effective Product Owner
by Roman Pichler | 23 Apr 2007

Related Articles

* Leadership Reading List by Bob Schatz, Bill Wake, Alan Shalloway, Tom Mellor
* The Manager's Role in Agile by Lyssa Adkins, Michael Spayd
* Two Tips to Help Product Owners with Release Planning by Lyssa Adkins

More Related Articles…

Tags: Scrum Roles | product owner

When I met Paul, a first-time product owner on a new project, the first thing he asked me was, “What do I really have to do and how much time will it require?” Even though Paul had attended a Scrum introduction a few weeks back, he wanted to double check his responsibilities. He was worried about the time commitment he had to make and the support he would get from his boss.

Helping product owners like Paul getting started is rather the norm for me. In most organizations that I have worked with, product owners are strapped for time, are often not aware of their responsibilities, and are unsure how they should best transition into their new role. Sadly, I have also met many product owners on Scrum projects who resembled more a business sponsor briefly stopping by at the sprint planning and review meeting or an on-site customer interacting more frequently with the team but leaving it to the ScrumMaster to guide the team.
Scrum Alliance - Being an Effective Product Owner
Being an Effective Product Owner
by Roman Pichler | 23 Apr 2007

Related Articles

* Leadership Reading List by Bob Schatz, Bill Wake, Alan Shalloway, Tom Mellor
* The Manager's Role in Agile by Lyssa Adkins, Michael Spayd
* Two Tips to Help Product Owners with Release Planning by Lyssa Adkins

More Related Articles…

Tags: Scrum Roles | product owner

When I met Paul, a first-time product owner on a new project, the first thing he asked me was, “What do I really have to do and how much time will it require?” Even though Paul had attended a Scrum introduction a few weeks back, he wanted to double check his responsibilities. He was worried about the time commitment he had to make and the support he would get from his boss.

Helping product owners like Paul getting started is rather the norm for me. In most organizations that I have worked with, product owners are strapped for time, are often not aware of their responsibilities, and are unsure how they should best transition into their new role. Sadly, I have also met many product owners on Scrum projects who resembled more a business sponsor briefly stopping by at the sprint planning and review meeting or an on-site customer interacting more frequently with the team but leaving it to the ScrumMaster to guide the team.
scrum product owner checklist - Google Search
Scrum checklist.mmap
Henrik Kniberg's blog
Henrik Kniberg's blog
Lean and Agile software development
InfoQ: Scrum and XP from the Trenches

Posted by Henrik Kniberg on Jun 27, 2007 01:18 PM


The tricky part to agile software development is that there is no manual telling you exactly how to do it. You have to experiment and continuously adapt the process until it suits your specific situation.
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