Agile & Scrum in Depth - Module 4: Advanced Scrum - Sprint simulation with best practices explained | Ignacio Paz | Skillshare

Playback Speed


  • 0.5x
  • 1x (Normal)
  • 1.25x
  • 1.5x
  • 2x

Agile & Scrum in Depth - Module 4: Advanced Scrum - Sprint simulation with best practices explained

teacher avatar Ignacio Paz, Agile Coach and trainer, Professor

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

24 Lessons (56m)
    • 1. Introduction

      1:57
    • 2. Meet the team: Team members, Vision and events agenda

      2:03
    • 3. Scrum Implementation Assessment

      1:26
    • 4. Product Backlog Management: Estimate Value and Effort

      1:49
    • 5. Product Backlog Refinement: Slice Big Stories

      1:29
    • 6. Product Backlog Refinement: Story points & 3Cs. Definition of Ready

      4:16
    • 7. Create a Definition of Ready with a Template

      1:29
    • 8. Velocity, Past Performance and Capacity

      2:37
    • 9. Sprint - Day 1/5 - Sprint Planning - Topic 1 & 2: Why & What to build

      3:14
    • 10. Sprint - Day 1/5 - Sprint Planning - Topic 3: How to build it

      2:16
    • 11. Create Product Backlog and Sprint Backlog

      1:52
    • 12. Sprint - Day 1/5: Work and Sprint Burndown chart

      1:08
    • 13. Daily Scrum: Daily standup

      3:34
    • 14. Sprint - Day 2/5: Daily Scrum, Work and Sprint Burndown chart

      2:29
    • 15. Sprint - Day 3/5: Daily Scrum, Scope Conflict, Sprint Burndown chart

      2:45
    • 16. Refinement during the sprint

      1:32
    • 17. Sprint - Day 4/5: 1st Story Done, Sprint Burndown chart

      1:38
    • 18. Sprint - Day 5/5: All Stories Done, Sprint Burndown chart

      2:00
    • 19. Sprint - Day 5/5: Sprint Review

      2:29
    • 20. Preparing the Retrospective: 5 step framework

      2:39
    • 21. Sprint - Day 5/5: Sprint Retrospective

      8:47
    • 22. Create a Retrospective

      0:56
    • 23. Next class

      0:38
    • 24. Thank you and Final thoughts

      0:53
  • --
  • Beginner level
  • Intermediate level
  • Advanced level
  • All levels
  • Beg/Int level
  • Int/Adv level

Community Generated

The level is determined by a majority opinion of students who have reviewed this class. The teacher's recommendation is shown until at least 5 student responses are collected.

56

Students

--

Projects

About This Class

Do you want to know what methods to implement in Scrum? Do you want to see a scrum team in action?

In this class we will see a simulation of Scrum Team working with the best practices and methods for Scrum while building a product and taking decisions to overcome situations and improve.

Scrum is a framework, so there is no official methods for it, but in this story of a scrum team you will see proven methods in action that you will want to try to implement Scrum.

During the class you will make an assessment of your processes to identify what to improve according to the practices used by this scrum team.

True Scrum: This course is totally aligned with the latest version of the Scrum Guide 2020.

Requirements

It is required to have some knowledge of Agile and Scrum. I recommend to take these classes first: Understanding Agile and The Guide to Scrum

What you will learn?

  • How a Scrum Team works during a Sprint and how they embrace their roles
  • Value estimation
  • Effort estimation with Poker Planning
  • Dot voting
  • How to Order the Product Backlog
  • How to manage the Product Backlog
  • How to slice big stories/epics
  • User Stories and 3Cs
  • Acceptance Criteria
  • Definition of Ready with a Template
  • How to track velocity and capacity
  • How to calculate expected velocity
  • How to Create a Task board
  • How track delayed tasks with days in column
  • Sprint Burn down chart
  • Agenda for Scrum Events
  • Calculate time box of events
  • How to facilitate a good Daily Scrum as a Standup
  • Definition of Done with a Template
  • How to do during Backlog Refinement
  • How to facilitate a Sprint Review
  • A retrospective with a 5 step framework and activities.

What you will you create?

In this class you will:

  • Create an assessment of your Scrum Implementation and which methods implement with actions.
  • Create a Definition of Ready with a Template.
  • Create a Product Backlog and Sprint Backlog
  • Create a Retrospective structure

This course is specifically for:

  • People that want to see how a pragmatic Scrum team really works
  • People that want to see methods to use in Scrum.
  • People that know scrum framework and theory and want to see best practices
  • Product Owners, Project Managers, Scrum master, Team members, developers Entrepreneurs.
  • People looking to learn more about Scrum or how to implement scrum.
  • Students who completed the class Understanding Agile https://skl.sh/3bn5a2H and Scrum https://skl.sh/3btYkaB or User Story Mapping Workshop https://skl.sh/3aC8ENH

This course is not suitable for:

  •  People looking for theory.

Why taking the class? What you will gain?

  • Understanding how to implement Scrum with best practices.
  • Understanding of how a Scrum team works.
  • Ideas to use in your Scrum team.
  • Ideas to facilitate Scrum Events.

About me

Hi my name is Ignacio. https://www.linkedin.com/in/ignaciopaz/

My main goal is to help you with new knowledge that you can apply at work and be a successful and professional leader.

I led, coached, led and managed Agile projects and scrum teams since 2005 for customers from all over the world.

During my career of intensive learning I got many advanced scrum certifications including Certified Scrum Professional Scrum Master, Certified Professional Scrum Product Owner and Certified Agile Leadership.

I worked 15 years as a Professor for Agile Methodologies and Systems design.

I love to teach Agile and Scrum and I designed a lot of hours of training that I am bringing online. I prefer to teach with games and activities that can simulate the real world.

I trained hundreds of students in Agile that became top professionals in the industry. 
Teaching what I learned in my 20 years of experience allows the students to gain realistic learning that they can apply at work.

Meet Your Teacher

Teacher Profile Image

Ignacio Paz

Agile Coach and trainer, Professor

Teacher

Hello, I'm Ignacio 

https://www.linkedin.com/in/ignaciopaz/

https://twitter.com/nachopaz

I led, coached and managed Agile projects and scrum teams since 2005 for customers all over the world.

During my career of intensive learning I got many scrum certifications including Certified Scrum Professional Scrum Master, Professional Product Owner and Certified Agile Leadership which are very difficult to achieve.

I worked 15 years as a professor for Agile Methodologies and Systems design in one of the most important technological universities in Argentina.

I love to teach Agile and Scrum and I designed a lot of hours of training that I am bringing online. I prefer to teach with games and activities that can simulate the real world.

My... See full profile

Class Ratings

Expectations Met?
  • Exceeded!
    0%
  • Yes
    0%
  • Somewhat
    0%
  • Not really
    0%
Reviews Archive

In October 2018, we updated our review system to improve the way we collect feedback. Below are the reviews written before that update.

Why Join Skillshare?

Take award-winning Skillshare Original Classes

Each class has short lessons, hands-on projects

Your membership supports Skillshare teachers

Learn From Anywhere

Take classes on the go with the Skillshare app. Stream or download to watch on the plane, the subway, or wherever you learn best.

Transcripts

1. Introduction: Do you want to know what methods to implement in scrum? Do you want to see a scram team in action? In this class, we will see a simulation off a scrum team working with the best practices and methods for scram while building a product and taking decisions toe overcome situations and improve scrum is a frank work, so there is no efficient methods for it. But in this story off a scrum team, you will see proven methods and practices in action that you will want to use to implement scrum due in the class. You will make an assessment off your own processes to identify what improves according to the practices uses by these cramp team. Hi, my name is Ignacio Bas. I lead coached and managed agile projects and scrum teams for customers like MTV Rider, eHarmony says Loose version one, which is one of the top item project management tools and many other since 2005 all over the world. During my career, off intensive learning and practice, I got many certifications, including certify scram professionals from Master Professional problem owner and certified much our leadership which are very difficult to achieve piles award 15 years, professor for argument, Apologies, consistent signs I love to teach agile and scrum and I designed a lot off hours of training that I am bringing a line I prefer to teach with games and activities that can stimulate the rial world. Teaching what I learned in my 20 years of experience allows the students to gain practical and realistic learning that they can apply at work. This class can always be improved. So if you have any topic that you would like to know more, please let me know so I can include it in this class. Only future courses. What are you waiting? Start the scores now E. 2. Meet the team: Team members, Vision and events agenda: Let's meet the team that will be working with scram on a product. There are Jay and John. They are the development team. There is Mart, who is described master under SK, who is the product owner. Together they are this crumb team and outside this crime team we have Sandra and Robert, who are the main stakeholders for this product. They are working on a product with a following Bish Um, basically, they are really in a website that the lows customers to customize the shoes and buy a unique pair of shoes. The team is working with the following agenda in sprints off one week. They have a daily scram every day at 9 a.m. With time box off 15 minutes every Monday morning. They have a spring planning with the time books off two hours during the week. On Wednesday, they have a time reserve to talk about the back look on the right Thames specifically for product backlog refinement. There. Refinement is not a scrum event, but this team like to have a schedule time toe work on this activity on each Friday. At the end of the day, they have a spring review with the time books of one hour on the retrospective with time books off 45 minutes. That's the end off the sprint on They're ready to start a new sprint on Monday. This event on the time for the refinement, are scheduled in a shirt Collender recurrently every week, unmissable toe everyone in the team. A room is booked for every appointment so the team can work comfortably. The scrum master also arts an image to describe the event. 3. Scrum Implementation Assessment: as part of the project for this class, I invite you to use this template to assist your own scram implementation in your team or some off your teams. So first opened the girl in the video or project description, then goto file. Make a copy so you can work on your own copy. So here you see the list off methods that we will see during their class. So that is that you can evaluate them according to your own implementation and what you've seen the videos and the side if you think you're doing good enough or if you need some improvements or maybe is just not applicable for you. So for the methods or practices that you think you need improvements or you need to adapt your processes according to what you've seen the videos, you can take notes about what improved and then decide the actions on how to move forward to make such improvements else. So I invite you to participate in the discussion section off the class to ask for recommendations or ideas on how to move forward with your actions in order to make such improvements there. Some methods that are not included in this class and not part of the simulation like persona, vision template, user stony mapping. But if you're interested, you will find a link here to the video or to the whole class. Let's get started and see how this team works with Scrum. 4. Product Backlog Management: Estimate Value and Effort: the product owner applies. Use her story US approach to manage the product back look items she takes most of the ideas and stories from the stakeholders on keep them with a very short sentence and almost no detail in the product backlog until they are very close to build them to discuss and get more details. The stakeholders get this ideas with product discovery techniques and market analysis. The product owner regularly round user story map in sessions and release planning with the stakeholders to see the whole picture of the product and Rome up to define goals. Stores division This Crump team has been working for many sprints. Now on this is the top off the product back Look. Right now, the product owner regularly meet with stakeholders to estimate what is the expected value that the user stories will bring to the product. That's a kind of a game. She gives plastic coins to each of them so they can distribute in the stories they value the most During refinement, she explains the top stories that might be added to the next sprint to the development team so they can ask questions about what he suspected unmaking estimate the development team uses the planning poker technique to making a relative value estimation. The product owner likes to order the stories in a way to maximize the value by doing the first the stories that provide a lot of value with a minimum effort. She divides the value by the effort to calculate the return and prioritize the stories in the send in order according to the results off this division. 5. Product Backlog Refinement: Slice Big Stories: during refinement, the product owner split stories that are too big as name might be epics. She pays special attention to stories that have a lot of value, but a lot of effort like this one about customized the product that needs to be refined. Studies like these must visa species off hide in a lot of value that can be done with just a bit off the effort. When discussing with stakeholders, they clarify that they go like to customize the color and shape. So the product owners pleads the epic into two independent stories and ask the stakeholders to distribute that 10 points off value between these two stories. And they agreed that customizing the color is much more important than the shape so way she comes back to the development team with more details and information. They re estimate the stories when the product owner calculates again. The value divided by the effort customized the product Caller gives the best return of value per effort, so it should go to the top of the bag look, while customize products shape gives very little value per point of effort, so it should go to the bottom off the backlog. So now the order off the stories in the product backlog looks like this 6. Product Backlog Refinement: Story points & 3Cs. Definition of Ready: Currently, the product backlog only contains cards, which are the description of the user stories with not much details. So before the development team can work on them, we need to go through a conversation to get a confirmation of what it is suspected. Unmake the stories ready to be deemed into a new sprint backlog. The product owner thinks that the first two stories will probably be added to the next sprint so she present and explain them to the development team. Dialogue might go like this. As a customer, I want to customize the product color, so I have a unique product. The idea is that the customer cancel like between six different colors to customize their shoes, which are the possible colors. Black, white, red, green, blue, and yellow. That will be a lot of combinations and might take a lot more time that we thought. For this release on production of the shoes, we only want to allow to combine up to three colors. More questions. Now, we're good. Okay, three points is a normal rough estimates because we have new information. Let's estimate again. Prepare your planning poker cards and show them altogether at the same time. Let's take a look at the extreme numbers j. Why do you think this is so complex? To estimate? Arsenate, we have 100 pairs of shoes. Those are a lot of images that will need to be updated. That will take a lot. For now, this customization is only for three specific products. So we test how it goes in the market and are more. And why do you think it's simpler? Well, combining just three colors is easy, okay, but make sure that the colors match how they look in the actual product considered that the colors will be slightly different for each of the three products. Okay, let's estimate again. We have a consensus now. Great. Let's continue with the next story. The scrum team continue to discuss the most important user stories. And as a result of the discussion, they write the acceptance criteria, which is basically what they agreed to do and complete for each user story, the team knows and accept that they don't know all the possible details right now. They accept that somebody dates will emerge during the sprint under development and they will need to clarify them with a product owner. But at this point, they just want information about the stories that is good enough so they can start working. They want to refine their stories to a level that they are ready to be added to a sprint. This team has a shared understanding of what ready means with a definition of ready. In this case, their definition of Redi says that each story should be independent to each other, that they are negotiable. The acceptance criteria will have enough detail so they can start working. That the value is clear. That the stories are estimated in story points, that they are small enough to be done in one sprint and that they are testable in the sense that the Development Team understands and have examples of how they will be tested. This is usually known with acronym invest. Being ready means that the team feels ready to start with certain user study, like athletes being ready to start a race. Only user stories that are ready can be added to a sprint backlog. Having a definition of ready is a good technique and practice to prevent product owners to push stories that are not ready into a sprint. However, the definition of ready is not required by Scrum. 7. Create a Definition of Ready with a Template: definition off, Ready for the definition of ready. I recommend that you use a template, so please open the link in the video or project description, and you will see this article that I wrote. And if you go down, you will find the steps to create your own definition of ready. And here we are the finishing of ready template. And these are the suggested steps. So first opened the template in English or Spanish. Uh, show you how it looks in English and it looked like this. So we have a lot off options here that you can consider. They are not mandatory. So print it or you can also make a copy and meet face to face with your team to discuss each of these items and select the ones that applies for your team. Think off what you need off a story. In order to be ready to be added to a sprint and select those items again. They are not mandatory. You only have to select the ones that make sense for your teams. These are all suggestions. When the team agree on this options, just share it somewhere. Put it in a wall, take a picture. Put it in confluence or somewhere that is be civil to everyone. And of course, once you have the definition of ready, be responsible as a team member and the scrum tea and respect the agreement that you made on your definition of ready. 8. Velocity, Past Performance and Capacity: This team has been working for many sprints now, and we will analyze their prosper four months. For that, we will use the velocity chart in Sprint. Five. They committed to do eight story points, and at the end of spring five, they completed eight story points. To velocity is the number of points that the team can complete per sprint in spend. Six. They committed to do nine points, and at the end of spring six, they only completed seven points in the spring. Planning offspring seven. They committed to do nine point, and at the end of spring seven they completed nine points. So far, the average of completed points is eight points per sprint. They are not forced to use the average, but it's a good reference. If the standard deviation is too high. It could mean that the team is not predictable and a sign that something is not working well with forecast or estimations. And the team might need to reflect on what is the problem. On improved, the team will use the past performance and capacity us a reference to forecast how many points they can do in the next sprint capacity. Cool, typically be affected by things like there is a holiday or some off the team members are not a very level during the Sprint or part of the Sprint. For instance, On will be in a JavaScript conference on Thursday, and she wants to take Friday off, considering that Jay and John will be available 100% during the Sprint but unwieldy only a very level 60%. The team calculates that the availability of the development team is 86% for the next print . There are many ways to calculate the capacity unexpected points like, for instance, using the focus factor. But this Crumb teen likes to keep it simple in just mild apply expected availability on the total points expected with full capacity. So in this case, for the next sprints, they expect 6.93 points. This team keep struck off the capacity for each sprint in order to know what girl have been the velocity with 100% off availability. For instance, if in sprint eight they make six point at 86 off teams availability. That means the Diggle have done about seven points with full capacity and use that number US a reference to compare previous performances 9. Sprint - Day 1/5 - Sprint Planning - Topic 1 & 2: Why & What to build: This is the sprint planning. The Scrum team will dedicate two hours to work on the sprint planning in order to decide it. Why is the sprint valuable? What to build and how the Linda's session, they will build the sprint backlog using a task board. The participants of the Sprint planning are the product owner, the developers, and the Scrum Master for this sprint. Regarding the velocity, the developers calculates that they can do eight story points at full capacity. This two hours of the Sprint Planning will be divided into three topics. The first topic is, why is this sprint valuable? The Product Owner start by showing a roadmap, in this case, using the user story map. So that team is aware of the upcoming challenges. They can see the whole picture and have the product goal or vision in mind. The Product Owner explains that according to interviews with users and customers, She has the hypothesis that allowing them to customize the color of the product and improving the search will increase sales. And that value could be brought in this sprint. After answering some questions and listening to other options, they move to the second topic, which is what to do in this sprint. Then she shows the Product Backlog and priorities and tells the team that she would like to do the first two items of the backlog because these two items, some eight points of effort according to the velocity, he thinks that that should be fine. Jay says that and we'll be out for two days in this sprint. And according to the capacity, they will only be able to do six or 7. So it's too risky to commit to eight points, however, and has some use. She had to cancel her flight. So he will be available a 100% for the sprint. So eight points should be fine for the team. Adds these two stories to the sprint backlog with a total point of eight. Regarding the estimations and velocity, they also take the time to review the acceptance criteria to make sure that nothing changed, that cool effect the size, and make sure that they are ready to be added to a sprint backlog. They also odd and improvement that acted in the Sprint Retrospective. The team was not punctual in the daily scrum and cause the median to be too long. They agreed to be punctual and stop the meeting at 915 to measure if the improvement more successful there, we'll consider it a success if they can keep that for five days in a row. Nowadays discussed the Sprint goal and they define it as a low customization, unimproved surge. The Scrum Master helps with the facilitation and makes sure that the discussions don't get stuck and move forward. He also makes sure that the Sprint Planning is within the two-hour timebox. Now it's time for the third part of the sprint planning how to turn these stories into a potentially shippable increment. 10. Sprint - Day 1/5 - Sprint Planning - Topic 3: How to build it: During the third topic of the Sprint Planning and within the two hours timebox, that developers will decide how to turn their stories into a potentially shippable product increment. That means that the stories are completed according to the definition of done, an integrated to a product that is fully tested and ready to be used. The developers need to identify how they will build each of these stories. They will discuss about the technical challenge for each of them to identify the different task or work to do after a discussion about the customize the product color, identify the following tasks. Combined colors, change the user interface, validated colors, and adapt the forms for each task. They could also write some details like technical agreements, technical decisions, quality, and how to test each task and the story for searching products by category, they create the following tasks. Creates Search API displays search results, insert user interface for the major improvement taken from the retrospective. They don't need any task. Actually, this could be created us a story or as a task, no patterns user study. This deme, is used in a task board with swim lanes based on stories. For each story, there is a swim lane with all the tasks. The developers don't need to identify all the possible task during the sprint planning, they will identified the ones that they need to start working to confirm their estimations and say if it's possible to do all this in one sprint and to be able to explain to the Scrum Master and Product Owner how they pretend to build the increment and made the Sprint goal at the end of the Sprint Planning, the sprint backlog belongs to the developers. During the sprint. When they face their real work, they can add new task, changed existing task, or removed task to reflect the real work that they need to do and complete. 11. Create Product Backlog and Sprint Backlog: okay to start your project and apply what we have learned so far. Piss. Create the least off user stories, creating the user story template to create your product bag log. You can create more stories for this project, or you can just create variations off these stories. Or maybe you can create stories for a project that you're working on. Then assign value to each of them. Think off a maximum number of value. Let's say 20 or 30. It's up to you and distribute this value between the stories that you have in your product bag. Look now, assign an estimate to each of the stories off course. Maybe you don't have a team now because you might be taking the class on your own, but you can take it just as a practice. This will be a relative estimations, so story off to story points. It means that it takes two times to be done compared to a story off one point. Now calculate the return off investment, dividing the value by the effort. Sort your product backlog by a de saint in return off investment and think of what will be your velocity. That means how many stories off one point. Would you be able to do in a sprint off one week, having the stories estimated in story point on your velocity starting from the top off your bag, look decide which stories could you be able to do or which ones good you like to do in the next sprint by some imam. Their point up to the point that you're considering for your velocity with those selected stories, create your sprint backlog If you need. Please go back to the previous videos to reviewed explanations. How to proceed with these topics. Once you're ready, please share your priority ties. Product backlog. 12. Sprint - Day 1/5: Work and Sprint Burndown chart: just after the spring planning, the team starts to work, and this is the first day off the sprint. All the tasks are in the to do column because no work has started. The development team start working on a few task, and they move them to the in Progress column today. They will work on adopt forms changed user interface on Creates Search A B I to know who is working on each of this task. They will put the name off the development team member at the end of the first day of the sprint. They can update the Sprint Bardem chart. This chart contains eight points that they need to finish in five days. Because no work is finished at the end of the first day, they still have eight points to finish. Working Progress is not counted as a percentage of done points only when the story is finished and can be part of the increment. According to the definition of done, their points can be deducted from the Sprint Barn down chart 13. Daily Scrum: Daily standup: the development team meets every day in the daily scrum. The technique they use for the daily scrum is the stand up in the stand up. Everybody is standing up. Each team member is standing up in a circle so they can see each other's faces. They insist end up near aboard with the status off the work on the progress, the scrum master set up this board us a physical board or screen with what he calls information radiators. The school contained things like the scrum Board, the Sprint Bantam chart on any information that is relevant for the team. The information radiators make artifact highly visible within the team under organization. This generates random discussions between teams. UN provides no let's sharing. So the concept is face to face conversation with aboard us a practice to maximize the richness UN effectiveness off the communication channel. This stand up has to time books off 15 minutes una cures every day at the same time and at the same place. The participants off the daily scram are the members off the development team. The scrum master might join the daily scrum eventually us a facilitator or moderator, but not as a participant to make sure that the meeting is held on between the time books. This event is a meeting off the development team for the development team. For the stand up, the team picks to use a four month in which each team member says what I work on yesterday , what I will work on today and if I see any impediments, the first team member in the round picks a ball, tells the rest what he did yesterday, what he's gonna do today on if he cuts an impediment one he's done. He passed the ball to the next team member to speak up. They keep it short and simple, unless there are any questions that needs to clarify, which also should be kept short and simple. When is the time for big door to speak up? He mentions that he's having problems with the service that is drawing errors and he needs to decide between two solutions. Jane, who is very collaborative, skilled unhealthful, indicate how the solution should be on offers to draw it in aboard right now, although that it's a great teamwork spirit. This is not the right time. The scrum master jumps in US moderator to remind that the daily scrum she'll be kept short and symbol. The idea is to the deck impediments, but not to address the problems here or discuss the best way to implement something. If there is an impediment with it, remind in action to take after the daily scrum with Onley, they involved people. Jane realized that this is not useful for everyone and agreed to meet with Victor after the daily to look for a solution. Hopefully this is useful for Kony to and she will join them in the discussion, each team member continues, but they have in mind that this is not a status meeting. This is a collaborative meeting between the development in to plan the work for the next 24 hours. They self organized in a way that everybody can speak. But if they reach the 15 minute time books, they must end the meeting 14. Sprint - Day 2/5: Daily Scrum, Work and Sprint Burndown chart: This is the second day off the sprint Yesterday end was able to finish the Change User interface task. Today they meet at 9 a.m. For the daily scrum, there are two task. There are still in progress. Therefore they will mark them with a red dot to indicate that they have been there for more than one day now. For this team, a task should not take more than one day. It ask with one or more thoughts indicate a risk to have the lace in achieving the sprint goal. A NStar speaking in the daily scram. And she says, Yesterday I finished the changes for the user interface. Today I think I can big validate colors, No impediments, J continues saying. Yesterday I worked on creating the search a p I, but it was more complex than expected. Today I will continue with it, but I am having some errors. So ancestor I worked in a similar a p I. I can take a look with you before starting a new task, John says. Yesterday I worked on a wrapped in the forms. Today I will continue with it, but the acceptance criteria is not clear. I will talk to the product owner to clarify. The team continues working during the day, J is able to finish the create search. A P I, with help off on so on is ready to start a new task. She starts with validate colors to indicate that the task is finished or them they must meet the definition of done. This team has to definition of done one for the tasks on order for the stories. The main difference is that to say that the story is finished or than all its tasks must be done first. This is how the Sprint Barn in Charge would look like. Now they finish some tasks, but they didn't finish any story. Therefore, this deal have eight points to be done. Only points at story level are. Consider to be discounted from the Sprint Barnard chart. Stories with partially completed work do not count. A story cannot be considered 25% or 99% done. It is done or not done 15. Sprint - Day 3/5: Daily Scrum, Scope Conflict, Sprint Burndown chart: This is the day three off the sprint. The task of top form was in progress for two days now, so the team adds a new red dot to it. This is a big red flag. The team needs to concentrate on how to get the task done. The mindset of the team is to finish Tusk in progress rather than start in new task. In other words, this is known us. Stop starting start finishing a NStar to the daily scrum by saying yesterday. I work on Ballade numbers today I will finish it. No impediments. So John says yesterday I worked on the forms I took to the product owner and she wants to generate a report off sales. Today. I will continue, but that will take long. So Jay says, I finished the A P I yesterday and I can help you today. But that report is not what we agreed and it's not in the acceptance criteria. If we do that report, we will not be able to finish it in the sprint on the scrum, Master says Exactly that sounds like a new feature on the scope off the sprint back look cannot be increased I will coordinate a meeting with her to talk about it later during the day they made with a product owner to discuss this scope. Conflict. So this crime master says, Hey, K, I understand that you go like two other report off custom sales. Off course. Some details can be clarified during the Sprint, but that looks like a new requirement as what the product owner says. Yes, but that is easy, right? How long can it take So Jay step insane. Besides, we have not estimated to know that. I think that it's not the problem. If we build that, we will not accomplish this print goal. So that makes sense for the brother owner. And she says, I got it. I will just created us a new user story in the brother bag. Look on. Maybe we will it in the next print as what John says. Wolf Great. So during the day, three off the Sprint unfinished is the validate color task on moving to the dumb column and John with help off J R. Able to finish the adopt form task that was stock in the sprint bag. Look for a few days. This is the spring bargain chart of the end of the day. Three. Basically, nothing is done yet because both stories still have task that are not done. 16. Refinement during the sprint: during the sprint, the product owner made with stakeholders to review the upcoming stories. She does this as part off the refinement activities that she considers necessary. She wants to re estimate the value according to new business priorities and challenges. She asked the stakeholders to think how they will invest 25 coins into the stories off the product backlog. The stories with more coins are the ones that bring more value to the product and should be developed as soon as possible. The property owner used the number of coins as a reference off the value for each story. This Crumb team has a particular time schedule during the week, so the product owner on the development team can work or refine in some of the stories. During that time, the development team estimate with planning Poker the effort for the new stories. With this information, the product owner is able to calculate the value obtained for each point off effort and use this division as a reference off priorities off the stories within the product bag look in order to maximize the value with this priorities, I'm considering the stories that will probably be part of the next sprint. The team discusses the stories on. They defined acceptance criteria for many of these stories. They do these for a given story until they meet the definition off ready. 17. Sprint - Day 4/5: 1st Story Done, Sprint Burndown chart: This is the fourth day off the sprint. The development team meets in the daily scrum yesterday. Unfinished Validate colors in John Finish adopt forms with help of J. The development team agreed to work on the three tasks that are in the to do column and they will make their best to get them them today. So they move the three off this task toe in Progress column and assigned to each of them unwell. Work on combined colors. J will work on this place. Search results in John will work on search user interface during the day They work on these tasks and Jay is able to finish this place search result and John moves to done the task search user interface. So the story to search products like a terribly can now move to done us All its tasks are completed because this story now meets the definition of done. Unfortunately, Uncle not finished combined colors yet How do you think the spring barlun chart should look like now for they four? Because the stories search by category is five points, it means that we will barn five points from the spring barlun chart. So it looks like this. This means that we have only one day to finish. The three remain in points 18. Sprint - Day 5/5: All Stories Done, Sprint Burndown chart: this is Day five off the sprint. The development team starts with the daily scrum. Just reminds today is the Sprint Review. Are we ready to show our increment? An unclad if eyes. I could not finish combining colors, but I only have some small changes spending. I will finish it in an hour, J says. Do you need help? But an says Don't worry, It's a simple change and John ends the dailies crime saying Great, I will review the functionality 2% to the stakeholders during the day is able to finish the last task that was in progress. Combined colors. Therefore, the story customized the product color can now be moved to the done column because all its task are done. So good news. The team now has a new potentially sheep double increment that can be used. Un. Deploy that production. This increment contains all previous functionalities on stories developed in previous sprains, plus the two stories that the development team just developed in this sprint. The development team was able to keep their promise off being punctual in the daily scrum and because this is the Day five, they were able to do it for five days in a row, which was the target to measure the success off this improvement. So now they can move this improvement to the done column. So now that everything is done, how this print barn down chart should look like for they file. Yes, we can draw a line to indicate that three points were finished between Thursday and Friday . So now there are no remaining points left. Everything that was committed for this print is now done. 19. Sprint - Day 5/5: Sprint Review: This is the Sprint Review on the last day off the Sprint, The participants off the Spring Review are the scrum Master, the Development Team, the product owner on the main stakeholders invited by the product owner. Because this is a sprint off. One week, the scrum team dedicates a time books off one hour for the Sprint Review. The product owner start by reminding the spring goal and indicates what was done in the Sprint, which are the stories customized brother color and search by category. Now the development team demonstrates how the new features work to the stakeholders. The product owner unscramble Astor. They also answer questions about the increment. The stakeholders are very happy with the product increment, and they would like to release it on Monday. But before they will like a minor change, they go like toe of the product material as an additional detail to the search results. The product owner answers that they can certainly added, but not for these release. As the sprint is over, they can release it as cities on Monday and make those changes in the next sprint. This change seems reasonable, but anyway, they need to evaluate the impact in the sprint, planning to refine it and make sure that can be done in the next sprint. The stakeholders RK with that. Now it's time for all of them to collaborate on what to do next. One of the stakeholders made a research on his things that for the next sprint, they should work on the special offers. He estimates that it will increase sales by 20%. The product owner shows the product bag look and she adds the requested change detected in the Sprint Review US A New Lightem. She shows the current priorities that she will consider on Monday in the Sprint Planning, and she asked for confirmation from the stakeholders. The stakeholders are a bit anxious, and they would like to know what they will have for the next print. The brutal owner says that maybe two or four items from the top off the product bag look, but she cannot commit now. After the spring planning on Monday, she will get back to them with the items that were included in the Sprint backlog 20. Preparing the Retrospective: 5 step framework: This is the Sprint retrospective. This is the last event off the sprint at the end. Off the sprint, the scrum master will prepare and facilitate their retrospective for the retrospective. He will use aboard a lot off sticky notes on markers for the participants he prefers note like these that are short, clear, invisible from certain distance rather than knows, like these that are hard to read and difficult to visualize. Therefore, instead of use in market like these with a thing deep, he will provide markets like this So the participants are forced to ride with big letters and they will have less chances off writing a long note. Do it. In the retrospective, the scrum team will inspect themselves and adopted by creating a plan off improvements for the next sprint. The time books for a sprint of one month is three hours. Because this crumb team is working with sprints of one week, they will use 1/4 of the time books. The time books will be 45 minutes. As a facilitator, the scrum master will use a five step approach for the retrospective, and he will define a time books for each of the steps in, said the stage. The scrum master said the goal of the retrospective on Give Time to people to warm up in Step two. Gay Their data, the participants, the text things that when well done, things to improve in step three generate insights. They look to understand why these things happened in Step four. Decide what to do. They pick the most important issues uncreative concrete action plan to address them in the last step. Close the retrospective, they clarify follow up, make appreciations, give a clear and or think how cool they improve their retrospectives. There are a lot of different activities that can be used for each of these steps. The scrum master uses websites like fun retrospectives and Red remarked to select fun activities to use during the retrospective steps. He likes to change or rotate this activities every week, so the team is entertained on. They perceive this event us a space to openly express their feelings, emotions and thoughts. Because he has only 45 minutes, he will keep the former symbol 21. Sprint - Day 5/5: Sprint Retrospective: This is the last day off the sprint. This is the last event off the sprint. This is the Sprint retrospective. The participants off the retrospective are the product owner, the development team on this crime master. The Scrum master starts by setting the stage off the retrospective and reminding what is known as the prime directive. Regardless of what we discover, we understand and truly believe that everyone did the best job they cooled, given what they knew at that time, their skills and abilities, the resources available on the situation at hand. He also clarifies that during this meeting we don't criticize people. We criticize the process, the warm up he uses, the weather report. He asked the participants to bold with thought on how they feel the last brained wars, According to a weather report. If it was sunny, if it was cloudy, it was rainy or if it was a storm. So the participants drawing thought according to their thoughts, and the scrum master asked if there are any questions. UN wants to know why someone think that it was cloudy, Jay says. That is because the new report off sales that was not originally in the exception criteria , and he was worried that it could cause a storm on a delay in the sprint. This grandmaster. She'll keep this as a short description and not allow a debate or for the discussion. The second step is gather data for these. The scrum master will use an activity called Mad. Sad, glad he will ask the participants to reflect on the last print on Think what make them mother? What makes them sad and what makes them glad the participants will take some time to write down their daughters in sticky notes. It is important that they only write one concept per sticky note. Sometimes the scrum master makes the participant working groups off two or three people, depending on the size of the team, so they can reflect and think off ideas together. But today he prefer that they reflect individually as a facilitator. He likes variations every time. Sometimes the sticky notes are anonymous, but today he prefer that they have ownership and be accountable for their thoughts. Everyone write their notes, but no one put them on the board until the facilitator say it. Once they already one by one, go to the board, um, pulled their notes. They read the title brightly without given for their explanation. They continue like this. But if the title of a sticky note is not clear, the participants can make questions just to clarify the meaning, but not to start a conversation or look for a solution. This is not the time for that. We will do that later. For instance, the product owner wants to know what Jay means with that. The sprint goal Wasabi was, and he explains that he means that the two stories added to the Sprint were not very related on. He would like to understand better the business in Backed Off a Sprint now on ads, her notes, and now the team will group sticky notes that are similar. For instance, there are two notes about team collaboration. There are two notes about changes in the Sprint and two notes about they were able to finish all With all this findings, the team will now boat, which are the most important topics that they go like to discuss border. In this retrospective, they have two boats. It's one now they will order the note according to their boats, and they will discuss them in that order. The third step is generate insight. In this step, they're going to discuss the most voted items and find out why they happened. People tend to write in a way to show symptoms, ideas or solutions. So it's important that this crime master facilitate in a way that they can find the root cause. A technique will be toe. Ask why something happened and us why, again many times to the answers that it's known as the Five Wise. They start by discussing a big change in the stories where, in your requirement was other to the sprint bag log. When they discuss about it, this is what they found. What happened? A new report was Abit a sparked off the acceptance criteria and that delayed the work. Why was added? Because John asked quantification for acceptance criteria. Why he asked about the acceptance criteria because it was not clear why it was not clear because we did not pay attention in the refinement. Why you did not pay attention in the refinement because the acceptance criterias were difficult to validate, why they were difficult to validate, because the format we are using for the acceptance criteria is not good. So they consider that one of the possible road courses is that the four months off the acceptance criteria is not good enough. Starting over. Why did is delayed the work? Because we accepted the change, Why he accepted it because he thought that the brutal owner had the authority. Why did he think that? Because he didn't know that the problem owner can change their spring bag look and why the property owner added it to the spring bag look because the product owner thought it was easy why she thought it was easy because she thought she could estimate it. So she didn't know that only the development team can say how easy or hard a story is. They do a similar discussion to understand why the spring goal was, um, be Waas, and then they moved to the next step off the retrospective. The fourth step is decide what to do. The team will ride possible actions based on the insight there will both for them, and they will implement some off them in the next print because they have a sprint off one week, they cannot make a lot of improvement and they are not looking toe fix all their problems. But at least they want to fix their biggest pains. They agreed to ride acceptance criteria with an acceptance test for month. With that, they expect to validate better acceptance criteria. They need to define a responsible to move forward with this actions so UN will be responsible off explaining the new four months to the team on Monday so they can applied in the next refinement. The You also agreed to review the business goals during spring planning so the product owner will be responsible to bring the business goes to the planning. The scrum master will be responsible to facilitate make sure that the topic is in the agenda and that the business goals are consider to define the sprint goal. Now it's time for step five. Close the retrospective. There are many quick activities that can be done in this step, and today the scrum master asked them to say in a few words what they take from these retrospective K. The product owner says that she, like the five wise UN, is excited about trying the new four months port acceptance for Anteria Jay is happy with the actions and John says that his name was mentioned many times and he felt blamed. So the team apologized and clarifies that that was not the idea but to find the events related to the root cause. As a facilitator, the scrum master likes to changed activities in every retrospective. Otherwise, it is like going to the gym and make the same routine every time he wants to think off the scrum team a super athletes. He encourages the team to take small actions with a concept off small experiments off low risk. They are not looking to make big changes with big risks in every sprint, just a small step at the time. If an improvement does not work as suspected, it is fine to take it back and try something else. We are alone to learn from mistakes. 22. Create a Retrospective: Now you will work on creating your own retrospective. First, create a document where you will write the details off your retrospective. Considering the five step retrospective, Think of a sprint off two weeks and decided time books for their retrospective. Then go to websites like Fine Retrospectives or Retro Mott and select different activities for each of the steps off the retrospective. Once you selected one activity for each step, right, the name of activity elling toe The activity indicated time books for such activity UN included an image so one can visually see how'd activity will look like to follow the guidelines off this exercise in detail. Please open the U. R L in the video or project description. Ensure your introspective structure. 23. Next class: If you enjoyed this class, you can invite a friend. I'm used your referral code to take the abandoned Spock referring a friend. Now it's time to continue with your next class. You can continue with our gel estimations to learn the preferred estimation methods in Agile. Or please feel free to take a look at my other classes in my profile, I have a great day and see you in the next class. 24. Thank you and Final thoughts: congratulations. Before I go any further, I want to say again, Congratulations for making your way through the cars. I know you will get great body from my main goal is to help you with the knowledge that you can apply at work become a successful, unprofessional leader. If you have any questions or if you think that something was Mason, please let me know so I can guide you in the right direction or include the topic in discourse or pewter curses. I hope that you enjoy the skirts on. You can recommend it to others. If you like this course, please don't forget to leave a review. You will help me to spread my word. Support me to bring more courses and you will have other people to take the decision off. Joining this class to thank you.