Skip to main content

Scrum Immersion workshop at GameStop - Case Study

Here's a overview of a Scrum Immersion workshop done at GameStop this month. A case study example.

Normally these workshops start with the leadership (the stakeholders or shareholders) which have a vision for a product (or project). This time we skipped this activity.

The purpose of the Workshop is to ensure alignment between the leadership team and the Agile Coaches with regards to the upcoming scrum workshop for the team(s). Set expectations for a transition from current (ad-hoc) practices to Scrum. Explain and educate on the role of the Product Owner.

Expected Outcomes:
  • Create a transition plan/schedule
  • Set realistic expectations for transition and next release
  • Overview of Scrum & leadership in an Agile environment
  • Identify a Scrum Product Owner – review role expectations
  • Alignment on Project/Program purpose or vision
  • Release goal (within context of Project/Program & Scrum transition)

Once we have alignment on the Product Owner role and the Project Vision we typically do a second workshop for the PO to elaborate the Product Vision into a Backlog. This time we skipped this activity.

The purpose of the Workshop is to educate the Product Owner (one person) and prepare a product backlog for the scrum immersion workshop. Also include the various consultants, SME, BA, developers, etc. in the backlog grooming process. 
Expected Outcomes:
  • Set realistic expectations for transition and next release
  • Overview of Scrum & Product Owner role (and how the team supports this role)
  • Set PO role responsibilities and expectations
  • Alignment of Release goal (within context of Project/Program & Scrum transition)
  • Product Backlog ordered (prioritized) for the first 2 sprints
  • Agreement to Scrum cadence for planning meetings and grooming backlog and sprint review meetings

Once we have a PO engaged and we have a Product Backlog it is time to launch the team with a workshop - this activity typically requires from 2 to 5 days. This is the activity we did at GameStop this week.
The primary purpose of the workshop is to teach just enough of the Scrum process framework and the Agile mindset to get the team functioning as a Scrum team and working on the product backlog immediately after the workshop ends (begin Sprint One). 
Expected Outcomes:
  • Set realistic expectations for transition and next release
  • Basic mechanics of Scrum process framework
  • Understanding of additional engineering practices required to be an effective Scrum team A groomed / refined product backlog for 1- 3 iterations
  • A backlog that is estimated for 1 – 3 iterations
  • A Release plan, and expectations of its fidelity – plans to re-plan
  • Ability to start the very next day with Sprint Planning

Images from the workshop

The team brainstormed and the prioritized the objectives and activities of the workshop.


Purpose and Objectives of the Workshop
The team then prioritized the Meta backlog (a list of both work items and learning items and activities) for the workshop.

Meta Backlog of workshop teams - ordered by participants

Possible PBI for Next Meta Sprint

Possible PBI for Later Sprints

Possible PBI for Some Day

Possible PBI for Another Month or Never

A few examples of work products (outcomes) from the workshop.

Affinity grouping of Persona for the user role in stories

Project Success Sliders activity
Team Roster (# of teams person is on)

A few team members working hard
Three stories written during elaboration activity

A few stories after Affinity Estimation

Release Planning:  Using the concept of deriving duration based upon the estimated effort.  We made some assumptions of the business desired outcome;  that was to finish the complete product backlog by a fixed date.
The 1st iteration of a Release Plan
 That didn't feel good to the team, so we tried a different approach.  To fix the scope and cost, but to have a variable timeframe.
The 2nd iteration of a Release Plan
 That didn't feel good to the PO, so we tried again.  This time we fixed the cost and time, but varied the features, and broke the product backlog into milestones of releasable, valuable software.
The 3rd iteration of a Release Plan
This initial release plan feels better to both the team and the PO, so we start here.  Ready for sprint planning tomorrow.



Post a Comment

Most Popular on Agile Complexification Inverter

David's notes on "Drive"

- "The Surprising Truth about what Motivates Us" by Dan Pink.

Amazon book order
What I notice first and really like is the subtle implication in the shadow of the "i" in Drive is a person taking one step in a running motion.  This brings to mind the old saying - "there is no I in TEAM".  There is however a ME in TEAM, and there is an I in DRIVE.  And when one talks about motivating a team or an individual - it all starts with - what's in it for me.

Introduction

Pink starts with an early experiment with monkeys on problem solving.  Seems the monkeys were much better problem solver's than the scientist thought they should be.  This 1949 experiment is explained as the early understanding of motivation.  At the time there were two main drivers of motivation:  biological & external influences.  Harry F. Harlow defines the third drive in a novel theory:  "The performance of the task provided intrinsic reward" (p 3).  This is Dan Pink's M…

What is your Engagement Model?

What must an Agile Transformation initiative have to be reasonably assured of success?

We "change agents" or Agilist, or Organizational Development peeps, or Trouble Makers, or Agile Coaches have been at this for nearly two decades now... one would think we have some idea of the prerequisites for one of these Transformations to actually occur.  Wonder if eight Agile Coaches in a group could come up with ONE list of necessary and sufficient conditions - an interesting experiment.  Will that list contain an "engagement model"?  I venture to assert that it will not.  When asked very few Agile Coaches, thought leaders, and change agents mention much about employee engagement in their plans, models, and "frameworks".  Stop and ask yourselves ... why?

Now good Organizational Development peeps know this is crucial, so I purposely omitted them from that list to query.

One, central very important aspect of your Agile Transformation will be your Engagement model.  

Exercise:: Definition of Ready & Done

Assuming you are on a Scrum/Agile software development team, then one of the first 'working agreements' you have created with your team is a 'Definition of Done' - right?



Oh - you don't have a definition of what aspects a user story that is done will exhibit. Well then, you need to create a list of attributes of a done story. One way to do this would be to Google 'definition of done' ... here let me do that for you: http://tinyurl.com/3br9o6n. Then you could just use someone else's definition - there DONE!

But that would be cheating -- right? It is not the artifact - the list of done criteria, that is important for your team - it is the act of doing it for themselves, it is that shared understanding of having a debate over some of the gray areas that create a true working agreement. If some of the team believes that a story being done means that there can be no bugs found in the code - but some believe that there can be some minor issues - well, …

Refactoring - examples from the book

Martin Fowler's book Refactoring:  Improving the Design of Existing Code has a simple example of a movie rental domain model, which he refactors from a less than ideal object-oriented design to a more robust OO design. Included in this Refactoring_FirstExample.zip Zip file are the Java source code files of the Movie, Rental, and Customer classes. Along with a JUnit CustomerTest class. Using these example source files you too can follow along with the refactoring that Fowler presents in the first few chapters of his book.


Metrics for a Scrum Team (examples)

What metrics do you collect to analyze your scrum team?

We live in a world of data and information.  Some people have a mindset that numbers will diagnose all problems – “just show me the data.”  Therefore many directors and senior managers wish to see some list of metrics that should indicate the productivity and efficiency of the Scrum team.  I personally believe this is something that can be felt, that human intuition is much better in this decision realm than the data that can be collected.  However, one would have to actually spend time and carefully observe the team in action to get this powerful connection to the energy in a high-performing team space.  Few leaders are willing to take this time, they delegate this information synthesis task to managers via the typical report/dashboard request.  Therefore we are asked to collect data, to condense this data into information, all while ignoring the intangible obvious signals (read Honest Signals by Sandy Pentland of MIT).
What if …