1. Getting Agile With Scrum Introduction to Scrum and the PMI Agile Certified Practitioner (PMI-ACP ® ) Certificate ​​ Laszlo J.Kremmer MBA, CLC, PMP ® PMI Region Mentor - Eastern Europe

2. Region Mentor introduction Name: Laszlo J.Kremmer, MBA, CLC, PMP ® Region: EMEA Eastern Europe Functional Title: PMI Region Mentor EMEA Countries: Armenia, Azerbaijan, Belarus, Estonia, Georgia, Kazakhstan, Latvia, Lithuania, Moldova, Republic of Russian Federation and Ukraine Year Started with PMI: 2009 Total Length of Experience: +20 years Work Experience: Laszlo joined Citigroup from the largest Hungarian IBM Premier Business Partner in 2012, in the O&T CSC Budapest – HRSS EMEA Regional Initiatives Team where he was the PMO Manager for over 12 years. Soon after joining Citi, Laszlo was given the Project Manager role for several EMEA regional HRSS System Projects is Turkey, Russia, Hungary as well. He was the Senior HRSS EMEA PMO Manager making sure that all HRSS EMEA Projects are following the Citi PM Methodology. He established the Citi PM Club in Budapest and trained several hundred colleagues in Project Management. Currently he is an HR Global Program Manager and the head of HR Global PMO. He is responsible for the Budapest based HR Transformation Project Team and working on several EMEA Regional and Global HR programs. He is a PM trainer, PM mentor and leadership coach. Previous Work Experience: Prior to joining Citi, Laszlo was the PMO and Operations Manager with Polygon Informatics Ltd. in Budapest with over twelve years experience managing large, complex ERP implementation and software development projects. In this role, Laszlo worked with companies, especially in financial services and banking, managing initiatives for ERP/systems implementation. He was the Vice President of PMI Budapest, Hungarian Chapter between 2012 – 2015 and in May 2015 he was appointed to the role of PMI Region Mentor in Eastern Europe. He is responsible for Armenia, Azerbaijan, Belarus, Estonia, Georgia, Kazakhstan, Latvia, Lithuania, Moldova, Republic of Russian Federation and Ukraine More information is available here: http://www.linkedin.com/in/kremmerhttp://www.linkedin.com/in/kremmer Educational Background and Certifications: He graduated from DGAU University of Applied Sciences, Budapest with a Bachelor degree (BSc) in Technical Management (with Honors) in IT Engineering. He holds a Master of Business Administration (MBA) degree (Summa cum laude) from Saint Stephen University in Strategy and Leadership. He is a PMP (Project Management Professional) Credential Holder and CLC (Certified Leadership Coach)

3. Today’s agenda  Scrum in 100 words  Scrum Characteristics  Putting it all together  Scrum framework  Roles  Ceremonies  Artifacts  Scalability  PMI Agile Certified Practitioner (PMI-ACP®) Certificate

4. We’re losing the relay race Hirotaka Takeuchi and Ikujiro Nonaka, „The New Product Development Game”, Harvard Business Review, January 1986. “The… ’relay race’ approach to product development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach - where a team tries to go the distance as a unit, passing the ball back and forth - may better serve today’s competitive requirements.”

5. Scrum is an agile process that allows us to focus on delivering the highest business value in the shortest time. It allows us to rapidly and repeatedly inspect actual working software (every two weeks to one month). The business sets the priorities. Teams self-organize to determine the best way to deliver the highest priority features. Every two weeks to a month anyone can see real working software and decide to release it as is or continue to enhance it for another sprint. Scrum in 100 words

6. In rugby union a scrum is a means of restarting play after a minor infringement. It involves up to eight players from each team, known as the pack or forward pack, binding together in three rows and interlocking with the free opposing teams forwards. The meaning of Scrum…

7. Scrum origins Jeff Sutherland Initial scrums at Easel Corp in 1993 IDX and 500+ people doing Scrum Ken Schwaber ADM Scrum presented at OOPSLA 95 with Sutherland Author of three books on Scrum Mike Beedle Scrum patterns in PLOPD4 Ken Schwaber and Mike Cohn Co-founded Scrum Alliance in 2002, initially within the Agile Alliance

8. Scrum has been used by… Microsoft Yahoo Google Electronic Arts High Moon Studios Lockheed Martin Philips Siemens Nokia Capital One BBC Intuit Nielsen Media First American Real Estate BMC Software Ipswitch John Deere Lexis Nexis Sabre Salesforce.com Time Warner Turner Broadcasting Oce

9. Scrum has been used for… Commercial software In-house development Contract development Fixed-price projects Financial applications ISO 9001-certified applications Embedded systems 24x7 systems with 99.999% uptime requirements the Joint Strike Fighter Video game development FDA-approved, life- critical systems Satellite-control software Websites Handheld software Mobile phones Network switching applications ISV applications Some of the largest applications in use

10. Scrum Characteristics Self-organizing teams Product progresses in a series of month-long “sprints” Requirements are captured as items in a list of “product backlog” No specific engineering practices prescribed Uses generative rules to create an agile environment for delivering projects One of the “agile processes”

11. Principles behind the Agile Manifesto1/2 Source: www.agilemanifesto.orgwww.agilemanifesto.org Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers must work together daily throughout the project. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

12. Principles behind the Agile Manifesto2/2 Working software is the primary measure of progress. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. Simplicity--the art of maximizing the amount of work not done--is essential. The best architectures, requirements, and designs emerge from self-organizing teams. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. Source: www.agilemanifesto.orgwww.agilemanifesto.org

13. The Agile Manifesto–a statement of values Process and tools Individuals and interactions over Following a plan Responding to change over Comprehensive documentation Working software over Contract negotiation Customer collaboration over Source: www.agilemanifesto.orgwww.agilemanifesto.org

14. Project noise level

15. Scrum CancelGift wrapReturn Sprint 2-4 weeks Return Sprint goal Sprint backlog Potentially shippable product increment Product backlog CouponsGift wrapCouponsCancel 24 hours

16. Putting it all together

17. Sprints Scrum projects make progress in a series of “sprints” –Analogous to Extreme Programming iterations Typical duration is 2–4 weeks or a calendar month at most A constant duration leads to a better rhythm Product is designed, coded, and tested during the sprint

18. Sequential vs. overlapping development Source: “The New New Product Development Game” by Takeuchi and Nonaka. Harvard Business Review, January 1986. Rather than doing all of one thing at a time......Scrum teams do a little of everything all the time RequirementsDesignCodeTest

19. No changes during a sprint Plan sprint durations around how long you can commit to keeping change out of the sprint Change

20. Scrum framework Product owner ScrumMaster Team Roles Sprint planning Sprint review Sprint retrospective Daily scrum meeting Ceremonies Product backlog Sprint backlog Burndown charts Artifacts

21. Scrum framework Product backlog Sprint backlog Burndown charts Artifacts Product owner ScrumMaster Team Roles Sprint planning Sprint review Sprint retrospective Daily scrum meeting Ceremonies

22. Product owner Defines the features of the product Decide on release date and content Be responsible for the profitability of the product (ROI) Prioritize features according to market value Adjust features and priority every iteration, as needed Accept or reject work results

23. The ScrumMaster Represents management to the project Responsible for enacting Scrum values and practices Removes impediments Ensure that the team is fully functional and productive Enable close cooperation across all roles and functions Shield the team from external interferences

24. The Scrum team Typically 5-9 people Cross-functional: Programmers, testers, user experience designers, etc. Members should be full-time May be exceptions (e.g., database administrator) Teams are self-organizing Ideally, no titles but rarely a possibility Membership should change only between sprints

25. Product owner ScrumMaster Team Roles Scrum framework Sprint planning Sprint review Sprint retrospective Daily scrum meeting Ceremonies Product backlog Sprint backlog Burndown charts Artifacts

26. Sprint planning meeting Sprint prioritization Analyze and evaluate product backlog Select sprint goal Sprint planning Decide how to achieve sprint goal (design) Create sprint backlog (tasks) from product backlog items (user stories / features) Estimate sprint backlog in hours Sprint goal Sprint goal Sprint backlog Sprint backlog Business conditions Team capacity Product backlog Technology Current product Sprint planning meeting

27. Sprint planning Team selects items from the product backlog they can commit to completing Sprint backlog is created Tasks are identified and each is estimated (1-16 hours) Collaboratively, not done alone by the ScrumMaster High-level design is considered Business requirement: As a vacation planner, I want to see photos of the hotels. Business requirement: As a vacation planner, I want to see photos of the hotels. Code the middle tier (8 hrs) Code the user interface (4 hrs) Write test fixtures (4 hrs) Code the foo class (6 hrs) Update performance tests (4 hrs)

28. The daily scrum Parameters Daily 15-minutes Stand-up Not for problem solving Whole world is invited Only team members, ScrumMaster, Product Owner, can talk Helps avoid other unnecessary meetings

29. The daily scrum

30. Everyone answers 3 questions These are not status for the ScrumMaster They are commitments in front of peers What did you do yesterday? 1 1 What will you do today? 2 2 Is anything in your way? 3 3

31. The sprint review Team presents what it accomplished during the sprint Typically takes the form of a demo of new features or underlying architecture Informal 2-hour prep time rule No slides Whole team participates Invite the world

32. Sprint retrospective Periodically take a look at what is and is not working Typically 15–30 minutes Done after every sprint Whole team participates –ScrumMaster –Product owner –Team –Possibly customers and others

33. Start / Stop / Continue Whole team gathers and discusses what they’d like to: Start doing Stop doing Continue doing This is just one of many ways to do a sprint retrospective.

34. Product owner ScrumMaster Team Roles Scrum framework Sprint planning Sprint review Sprint retrospective Daily scrum meeting Ceremonies Product backlog Sprint backlog Burndown charts Artifacts

35. Product backlog The requirements A list of all desired work on the project Ideally expressed such that each item has value to the users or customers of the product Prioritized by the product owner Reprioritized at the start of each sprint This is the product backlog

36. A sample product backlog Backlog itemEstimate Allow a guest to make a reservation3 As a guest, I want to cancel a reservation.5 As a guest, I want to change the dates of a reservation. 3 As a hotel employee, I can run RevPAR reports (revenue-per-available-room) 8 Improve exception handling8...30...50

37. The sprint goal A short statement of what the work will be focused on during the sprint Database Application Financial services Life Sciences Support features necessary for population genetics studies. Support more technical indicators than company ABC with real-time, streaming data. Make the application run on SQL Server in addition to Oracle.

38. Managing the sprint backlog Individuals sign up for work of their own choosing Work is never assigned Estimated work remaining is updated daily Any team member can add, delete or change the sprint backlog Work for the sprint emerges If work is unclear, define a sprint backlog item with a larger amount of time and break it down later Update work remaining as more becomes known

39. Managing the sprint backlog

40. A sprint backlog Tasks Code the user interface Code the middle tier Test the middle tier Write online help Write the foo class Mon 8 16 8 12 8 Tues 4 12 16 8 Wed Thur 4 11 8 4 Fri 8 8 Add error logging 8 10 16 8 8

41. A sprint burndown chart Hours

42. 40 30 20 10 0 MonTueWedThuFri Tasks Code the user interface Code the middle tier Test the middle tier Write online help Mon 8 16 8 12 Tues Wed Thur Fri 4 12 16 7 11 8 10 168 50

43. Scalability Typical individual team is 7 ± 2 people Scalability comes from teams of teams Factors in scaling Type of application Team size Team dispersion Project duration Scrum has been used on multiple 500+ person projects

44. Scaling through the Scrum of scrums

45. Scrum of scrums of scrums

47. PMI Agile Certified Practitioner (PMI-ACP ® ) Certificate ​​ Laszlo J.Kremmer MBA, CLC, PMP ® PMI Region Mentor - Eastern Europe

48. PMI Agile Certified Practitioner (PMI-ACP ® ) Increases professional versatility in project management Covers many approaches to Agile such as Scrum, Kanban, and Lean - not limiting a practitioner to just one approach World’s most widely held Agile practitioner certification - more credible than entry-level, training or exam-only certss Industry-agnostic and suitable for both IT and non-IT roles

49. Active PMI-ACP ® Certification Holders Globally

50. Regional Breakdown of Active PMI-ACP ® Holders

51. Breakdown of PMI Credentials in Eastern Europe Demographic Selection Total Certificates Total PMP Total CAPM Total PgMP Total PMI SP Total PMI RMP Total PMI ACP Total Pf MP Total PMI PBA ARMENIA776510001100 AZERBAIJAN95857002001 BELARUS73711000100 ESTONIA29251000300 GEORGIA40355000000 KAZAKHSTAN1149815100000 LATVIA15113510101004 LITHUANIA401281114000600 MOLDOVA19181000000 RUSSIA1 4491 362635221320 UKRAINE406367161022000 TOTAL 2 8542 5422347375425

52. Did you know… Practitioners who have both PMP and PMI-ACP certifications earn average salaries 7% higher than those with a PMP alone. Source: PMI Salary Survey 2015

53. Validates ability to understand & apply agile principles and practices on basic projects Carries a high level of credibility as it requires a combination of agile training + experience working on agile projects + exam Who Should Apply? Those who: Have experience working on agile project teams Have knowledge of a variety of agile approaches PMI Agile Certified Practitioner (PMI-ACP) ®

54. RequirementDescription Educational Level High school diploma, associate’s degree, or global equivalent Project Experience 2,000 hours working on project teams within the last 5 years Agile Experience 1,500 hours working on agile project teams or with agile methodologies within the past 3 years Agile Practices Education 21 hours Examination3-hour, 120-question, multiple-choice examination Exam FeeUS$435 (€365) member, US$495 (€415) non-member Maintenance 30 PDUs in agile principles and practices within 3 year cycle PMI-ACP Eligibility Requirements 54

55. PMI-ACP Process Timeline

56. PMI-ACP Exam Prep Tips: pmi.org/pmi-acp Review the PMI-ACP Handbook. Use the PMI-ACP Exam Content Outline to guide your study. Review the current PMI-ACP reference list. Enroll in a study course offered by PMI chapters or R.E.P.s. Review self-study books published by R.E.P.s and other reputable training organizations. Form a study group with colleagues or friends.

57. The Value of PMI Certification Recognition Personal satisfaction Career advancement Professional growth

58. I like that PMI requires real project experiences, not only training hours. I think that makes PMI certifications more reliable, especially in PMI-ACP, which has a name with "practitioner". What I find valuable about the ACP is that it measures one's understanding of agile principles in more than one Agile methodology. The ACP is based on a broader knowledge base including Kanban, XP, Lean-Agile and these other practices deserve more attention. I feel much better informed about the wider agile landscape. I think this builds a strong foundation and enables you to speak with confidence and authority on agile matters. Having designation has validated my skills. It made me the top candidate for my most recent promotion. Having designation has validated my skills. It made me the top candidate for my most recent promotion. When I became PMI-ACP certified I received more new job opportunities, maybe is a clear signal that companies are searching for professionals with this credential. When I became PMI-ACP certified I received more new job opportunities, maybe is a clear signal that companies are searching for professionals with this credential. The PMI-ACP certificate has opened doors to my clients. It gives my customers a level of comfort in my knowledge. The PMI-ACP certificate has opened doors to my clients. It gives my customers a level of comfort in my knowledge.

60. Getting Agile With Scrum Introduction to Scrum and the PMI Agile Certified Practitioner (PMI-ACP ® ) Certificate ​​ Laszlo J.Kremmer MBA, CLC, PMP ® PMI Region Mentor - Eastern Europe