1.What is Scrum and Why Does it Work?  In order for us to understand the benefits of Scrum and the nuances behind its framework, we begin with the history of agile methods and how relatively new thoughts in software development have brought us to Scrum.  We also will review the foundational concepts of Scrum.

• a.How manufacturing has influenced software development
• b.The origins of agile thinking
• c.The Agile Manifesto
• d.The complexity of projects
• e.Theoretical Vs. Empirical processes overview
• f.A Scrum Refresher:

i.The different Scrum roles

ii.Chickens and Pigs

iii.Iterative Development vs. Waterfall

iv.Self Management concepts

v.Full disclosure and visibility

vi.The Scrum Framework

Exercise:  The Art of the Possible.  This is an opportunity to understand how small changes in behavior can have a large impact on productivity.  This also turns our thinking towards new ideas and a willingness to change for the better.

2. Implementing Scrum:  The Basics.  Moving beyond Scrums foundational concepts, well use this time to dig deeper into the reasons for pursuing Scrum while we explore the different Scrum roles in more detail.  The key concepts of empirical thinking and done will be presented.  Well also use this time to begin a discussion of integrity in the marketplace and how this relates to software quality.

• g.Why change our current development methods?
• h.Traditional Defined methods explored
• i.The unveiling effect
• j.Empirical Methods explored
• k.The Agile Skeleton
• l.A Scrum launch checklist
• m.Scrum roles explored:
• i.The Team Member
• ii.The Product Owner
• iii.The Scrum Master
• n.The importance of knowing when software is done
• i.Done for multiple team integrations divided by function
• ii.Done for multiple team integrations divided by skill
• iii.Done for unsynchronized technologies

Exercise:  Integrity at a fast-food restaurant.  During this exercise well review various options regarding an employee faced with a difficult situation.  The importance of providing high quality products to our customers will be explored.

3. Scrum Master:  Fact & Myth.  Its easy to read about the role of the ScrumMaster and gain a better understanding of their responsibilities.  The difficulty comes in the actual implementation.  Being a ScrumMaster is a hard job, and well talk about the characteristics of a good ScrumMaster that go beyond a simple job description.

• o.Who is the ScrumMaster?
• p.Characteristics of a ScrumMaster candidate
• q.The ScrumMaster as a change agent
• r.Effective listening
• s.Scrums success depends on common sense

Exercise:  understanding customer expectations.  This exercise is the beginning of an extended exercise involving agile estimating and planning.  During this first portion of the exercise, well work with a fictional customer who has a very demanding schedule and understand how our assessment of project work plays a significant role in customer satisfaction.

4. Teams  a Source of Joy and Frustration.  Since the ScrumMaster is looking to protect the productivity of the team, we must investigate team behaviors so we can be prepared for the various behaviors exhibited by teams of different compositions.  Well also include small exercises to help participants understand how to handle difficult situations.

• t.The agile heart
• u.Bruce Tuckmans team life cycle
• v.Team ground rules
• w.Patrick Lencionis Five Dysfunctions of a Team
• x.Getting Human Resources involved
• y.The MetaScrum
• z.The impact of project switching
• aa.The Scrum of Scrums

Exercise:  The 59-minute Scrum Project.  This popular exposure to Scrum asks us to work on a short project that lasts for just 59 minutes!  Well walk through all of the key steps under the Scrum framework as we work in project teams to deliver a new product.

5. Scrum:  Nuances on  the Basics. During this time we will review the different Scrum meetings, understand the importance of planning under Scrum, and continue with the agile estimating and planning exercises.

• bb.Overview of the different Scrum meetings
• i.Sprint Planning
• ii.The Daily Scrum and the dysfunctional team
• iii.Burndowns and a warning about metrics
• iv.Sprint Review
• v.Sprint Retrospective
• cc.Why do we need planning in Scrum?
• dd.The Ideal Team Day
• ee.Velocity
• ff.Scrum management tools
• gg.Agile estimating and Planning
• i.Functional vs. Non-functional project items
• ii.Decomposition from functions to specifications to tasks
• iii.Building a project release plan
• iv.Dealing with customer changes

Exercise:  agile estimating and planning.  Although agile estimating and planning is an art unto itself, the concepts behind this method fit very well with the Scrum methodology an agile alternative to traditional estimating and planning.  Well break into project teams that will work through decomposition and estimation of project work, and then plan out the project through devliery.

6. Managing to Optimize Value.  The driving force behind implementing Scrum is to obtain results, usually measured in terms of return on investment or value.  How can we help ensure that we allow for project work to provide the best value for our customers and our organization?  Well take a look at different factors that impact our ability to maximize returns.

• hh.The Product Backlog
• ii.Managing priorities
• jj.Estimation adjustments related to team factors
• kk.Fixed-date projects
• ll.Gating milestone-driven development
• mm.Refactoring
• nn.Managements role in optimizing value
• oo.Managing the release

7. Implementing Scrum:  Advanced Topics.  This section of our class will touch on a variety of subjects in order to provide insight into how Scrum can be implemented in different environments.  We also revisit the role of the ScrumMaster as the facilitator.

• pp.The ScrumMaster as referee
• i.Helping to define done
• ii.The Scrum of Scrums ScrumMaster
• qq.Dispersed teams
• rr.Large projects under Scrum
• ss.Developing architecture under Scrum
• tt.Inter- and Intra-project dependencies
• uu.Scrum and CMM
• vv.Scum and XP
• ww.Uncertainty and anxiousness

Exercise:  Conflict resolution.  Whenever we encounter change there is usually some degree of conflict that arises.  Scrum operates in a changing environment, so conflict is inevitable.  This exercise will provide one example of many resolution methods that help teams work through difficulties that negatively impact performance.