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Agile with Scrum

Agile with Scrum

as part of the lecture series "IT Solutions with Software Engineering in Practice" at TU Darmstadt.
Looking at Scrum from the Outside with it's roles and meetings, but also from the inside following a user story from it's origins until it is done.

Alexander Schwartz

June 10, 2013
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  1. IT Solutions with Software Engineering in Practice
    Agile with Scrum
    Course at TU Darmstadt
    Alexander Schwartz, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    1 msg systems ag, 10 June 2013

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  2. AGENDA
    1. Agile Idea
    2. Scrum: Roles and Overview
    3. Scrum: Adding a Product Feature
    4. Scrum: Handling a Change Request
    5. Is Agile better than Classic Project Management?
    6. Q&A
    2 Alexander Schwartz, SE in Practice / Agile with Scrum msg systems ag, 10 June 2013

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  3. 3 Alexander Schwartz, SE in Practice / Agile with Scrum msg systems ag, 10 June 2013
    Alexander Schwartz
    • Studied management science (Betriebswirtschaftslehre) at Philipps-Universität
    Marburg (DE) and University of Kent (UK)
    • 10 years of experience in IT for the finance industry
    • Certified Scrum Master since 2010
    • Today: Lead IT Consultant at msg systems ag
    • Office in Eschborn
    • Focus on Java and web technology
    • Interests: agile project management, open source, automated tests
    • Responsibilities: architecture, technology scouting
    • 37 years old, married, 2 kids
    • Hobbies: Family, Geocaching
    Private

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  4. AGENDA
    1. Agile Idea
    2. Scrum: Roles and Overview
    3. Scrum: Adding a Product Feature
    4. Scrum: Handling a Change Request
    5. Is Agile better than Classic Project Management?
    6. Q&A
    4 Alexander Schwartz, SE in Practice / Agile with Scrum msg systems ag, 10 June 2013

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  5. msg systems ag, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    5
    Why you might want to be agile if
    you used Waterfall Model:
    • Scope changes often – too much time spent on re-planning
    • Deploy early in order to generate revenue with new features
    • Not enough people involved in planning / only one Project Manager
    does all planning
    • Late Feedback on how the system will look and behave
    • Lack of transparency for
    - costs
    - time
    - progress
    • Motivate developers & business
    • Recruit talents
    • Make developer feel responsible for their product
    Agile Idea
    Experiences with Classic Project Management

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  6. msg systems ag, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    6
    Why you might want to be agile if
    you didn’t use proper Project Management:
    • Projects are late and expensive, and you don’t know why
    • Looking for a method that is easy to implement
    • People complain that they don’t have enough information what is
    going on (both managers and developers)
    • Release dates are moved / scope varies
    • Customers of your company don’t know when to expect new features
    Agile Idea
    Experiences with Classic Project Management

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  7. msg systems ag, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    7
    • No processes
    • No documentation
    • Always works
    • Easy to implement
    • You need software tools can make it work
    • No Plan
    • It’s not better than classic PM / waterfall
    Agile Idea
    Agile Myths

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  8. msg systems ag, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    8
    Agile Idea
    Agile Manifest
    More important Less important
    individuals and interactions processes and tools
    working software comprehensive documentation
    customer collaboration contract negotiation
    responding to change following a plan
    http://agilemanifesto.org/

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  9. msg systems ag, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    9
    Gained momentum from 2002 with
    certification available from Scrum Alliance
    Key concepts
    • small team (5-7 people)
    • development of a software product
    • well-defined roles
    • aligned (small) set of key practices
    • built around the iteration cycle
    Agile Idea
    Scrum
    http://www.scrumalliance.org/resources/2505
    red: Cumulated number of certified scrum masters
    blue: New scrum master certifications in a year

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  10. msg systems ag, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    10
    Agile Idea
    Scrum Evolution
    http://www.jeffsutherland.org/oopsla/oo95summary.html
    http://www.techwell.com/2012/10/brief-history-scrum

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  11. msg systems ag, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    11
    started around 1997, first book 1999
    4 Values
    Communication, Simplicity, Feedback, and Courage
    12 Practices
    Pair Programming, Collective Code Ownership, Continuous Integration,
    Automated Tests, Whole Team, Refactoring, Sustainable Pace,
    Short Iterations, System Metaphor, Coding Standards, Simple Design,
    Planning Game
    Agile Idea
    Extreme Programming
    http://en.wikipedia.org/wiki/Extreme_programming
    http://en.wikipedia.org/wiki/Chrysler_Comprehensive_Compensation_System
    http://www.martinfowler.com/bliki/C3.html

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  12. msg systems ag, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    12
    Based ideas of “Lean” of Toyota Production System (1970s)
    Applied in 2003 to Software Development
    Formalized in Kanban Software Development after 2007
    Key concepts
    • Continuous Flow
    • Minimize Work in Progress
    • Pull principle
    • Stop the line
    • Kaizen
    Agile Idea
    Kanban Software Development
    http://www.infoq.com/articles/hiranabe-lean-agile-kanban
    http://en.wikipedia.org/wiki/Muda_%28Japanese_term%29
    http://en.wikipedia.org/wiki/Toyota_Production_System
    http://en.wikipedia.org/wiki/Kanban
    http://www.agileproductdesign.com/blog/2009/kanban_over_simplified.html

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  13. AGENDA
    1. Agile Idea
    2. Scrum: Roles and Overview
    3. Scrum: Adding a Product Feature
    4. Scrum: Handling a Change Request
    5. Is Agile better than Classic Project Management?
    6. Q&A
    13 Alexander Schwartz, SE in Practice / Agile with Scrum msg systems ag, 10 June 2013

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  14. msg systems ag, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    14
    Product Owner:
    • Knows the requirements
    • Responsibility, that needed functionality is delivered at the right time
    Scrum Team:
    • Creates the final product (includes developers, testers, database
    administrators, etc.)
    Scrum Master:
    • Ensures that the working methods run smoothly
    • Ensures that the methods are followed
    • Tackles obstacles that arise outside the team
    Scrum Overview
    Roles in Scrum Projects

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  15. msg systems ag, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    15
    Scrum Overview
    Process in Scrum Projects
    Taken from:
    DasScrumTeam
    www.dasscrumteam.de

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  16. msg systems ag, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    16
    • Has a vision about how the final product should look like
    • Secures the budget
    • Slices the vision down smaller packages
    (user stories or epics)
    • Knows when she/he needs it
    • Can explain the requirements
    • Can prioritize requirements
    • Maximizes return on investment
    Scrum Overview
    Product Owner

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  17. msg systems ag, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    17
    • Done by the team together with Product Owner
    • All known user stories / epics of the software are estimated
    • Items that will be developed in the next few iterations will
    be broken down to smaller bits to fit an iteration
    Scrum Overview
    Release Planning

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  18. Scrum Overview
    What is Planning Poker?
    Steps of Planning Poker
    Estimation of effort: Planning Poker
    msg systems ag, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    18
    • Estimation by all implementing team
    members (comparable to Delphi Method)
    • Evaluation is done in story points
    • Each participant has a set of cards
    • Moderated by Scrum Master
    • For each user story to be estimated:
    • Product Owner presents user story
    • Team asks Product Owner questions
    about it until it feels confident to
    estimate the user story
    • Each team member estimates the
    task and puts a card upside down on
    the desk
    • All cards are turned to show the
    estimations at the same time
    • Highest and lowest estimation are
    discussed in the group
    • Estimation is repeated up to two times
    or when the estimations match
    • The meeting lasts for maximum of one
    hour

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  19. msg systems ag, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    19
    • Product Owner orders the user stories and epics by
    their importance / return on investment
    • Identification of possible release milestones
    Scrum Overview
    Product Backlog

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  20. msg systems ag, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    20
    • Product owner and team meet at
    the beginning of the sprint
    • Team selects as many items from the top
    of the backlog as they think they can finish within the sprint
    • Team gives commitment to deliver at the end of the sprint
    Scrum Overview
    Planning 1

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  21. msg systems ag, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    21
    • Team divides user stories to tasks
    (bites that one person can chew in one day)
    • Developers pick their first tasks on the task board
    Scrum Overview
    Planning 2

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  22. msg systems ag, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    22
    • 15 minutes for the whole team
    • Three Questions answered by each team member:
    What you have done during the last day?
    What you plan to do today?
    What is your current obstacle?
    • Move the tasks together on the board
    Scrum Overview
    Daily Meeting / Daily Stand-up

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  23. msg systems ag, 13 May 2013
    Alexander Schwartz, IT Solutions / Client Technologies
    23
    Sprint Backlog New Development Test Done
    Scrum Overview
    Scrum Task Board (sample)

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  24. msg systems ag, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    24
    • Product increment finished at the end sprint
    • At least the most important ones are now complete
    • Delivered as fully working product
    • Review together with the product owner and maybe other stake
    holders
    • Possible product release
    Scrum Overview
    Review & Product Increment

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  25. msg systems ag, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    25
    • Product changes are added to the product backlog
    Scrum Overview
    Product Changes

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  26. msg systems ag, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    26
    • Reflection as a team to find out things that worked well
    and that need adaption
    • Result: prioritized Impediment Backlog
    • Scrum Master will handle Impediments outside the team,
    impediments inside the team are handled by the team
    Scrum Overview
    Retrospective und Impediment Backlog

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  27. msg systems ag, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    27
    Scrum Overview
    Process in Scrum Projects
    Taken from:
    DasScrumTeam
    www.dasscrumteam.de

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  28. msg systems ag, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    28
    • No processes – BUSTED!
    • No documentation – FIRST DOUBTS!
    • Always works
    • Easy to implement
    • You need software tools can make it work – BUSTED!
    • No Plan – BUSTED!
    • It’s not better than classic PM / waterfall
    Scrum Overview
    Agile Myths – revisited I

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  29. msg systems ag, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    29
    Scrum Overview
    Invitation to an unique Scrum experience
    Experience all of Scrum in just one day
    • Participate in a hands on training
    • Pick up a the necessary Scrum fundamentals on the go
    • Build a Lego town and use Scrum to do it as a team
    Next trainings
    • July 6th 2013 @ msg systems ag, Ismaning/Munich
    • September 19th 2013 @ Informatik 2013,
    Koblenz/Landau
    • November 23rd 2013 @ msg systems ag,
    Ismaning/Munich
    Registration
    http://www.msg-systems.com/scrum

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  30. AGENDA
    1. Agile Idea
    2. Scrum: Roles and Overview
    3. Scrum: Adding a Product Feature
    4. Scrum: Handling a Change Request
    5. Is Agile better than Classic Project Management?
    6. Q&A
    30 Alexander Schwartz, SE in Practice / Agile with Scrum msg systems ag, 10 June 2013

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  31. msg systems ag, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    31
    Where it starts: Business department has an idea
    Sample:
    „You should be able to change the address over there “
    Documented as User Story:
    „A logged in user should be able to change the address of the
    customer. This way statements, letters and cards will be sent to the
    new address.“
    (roles, functionality and motivation are now clear)
    INVEST / independent, negotiable, valuable, estimateable, specific,
    testable
    Adding a Product Feature
    New requirements: An Idea

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  32. msg systems ag, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    32
    • Is it a legal requirement?
    • How much effort (Project/Change Request)?
    • What is the business value?
    • Ordering of projects and change requests on department and
    company level
    • If there no result can be negotiated, automatic ordering is the last
    resort
    Amount of documentation: one line in an Excel table
    Adding a Product Feature
    Priorities of requirements

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  33. msg systems ag, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    33
    • We will need to implement a new use case
    • Analysing together with business department what needs to be
    changed
    • Challenge: contradicting requirements, negotiation between
    departments, not all consequences have been considered by
    department
    • Developers need a first summary to know what to develop
    • Department may be difficult to contact during development
     Work of a business analyst (Product Owner?)
    Adding a Product Feature
    Detailing Requirements

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  34. msg systems ag, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    34
    The following documents have proven helpful in the past:
    • Use Case Documentation
    • Mock-up Screens
    • Activity Diagram (when there is more than one screen)
    Pro:
    • Documents will be understood by business and developers
    Contra:
    • Costs?
    Adding a Product Feature
    Detailing Requirements

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  35. msg systems ag, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    35
    • A first estimate might have been done by a senior developer, but not
    by the team
    • User Stories might be split in smaller parts to make better estimates
    and controlled development
    • Differentiation between stories with and without specification
    Required Documents: User Stories
    More information: asking Product Owner other those who helped writing
    the Mock-ups and Use Case
    Result: Effort Points per User Story, Acceptance Criteria
    Adding a Product Feature
    Estimation with Planning Poker

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  36. Adding a Product Feature
    Definition of Ready
    • Quality gate before actual development starts
    • Defined during the first iterations by the team
    • Ensure that enough information is available to be able to complete the
    story in one sprint
    msg systems ag, 10 June 2013
    36 Alexander Schwartz, SE in Practice / Agile with Scrum

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  37. msg systems ag, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    37
    • Vision for the next Sprint (2 weeks)
    • Presentation by PO of prioritized Back Log
    • Team selects the stories that can be implemented in the Sprint (taking
    into consideration skills)
    • Commitment of the team to deliver these Stories according to the
    „Definition of Done“
    Documents: prioritized and estimated User Stories
    Result: Selected Product Backlog
    Adding a Product Feature
    Sprint Planning I

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  38. msg systems ag, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    38
    • Dividing a Story into Tasks (max. one developer day)
    Documents: User Stories in Selected Product Backlog
    Result: Tasks
    Adding a Product Feature
    Sprint Planning II

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  39. msg systems ag, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    39
    • 15 minutes meeting
    • What you have been working on, what is ready, problems, next steps
    Documents: User Stories in Selected Product Backlog, Tasks
    Result: Sprint Burn Down Chart, Impediments
    Adding a Product Feature
    Daily Meeting / Daily Stand-up

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  40. Adding a Product Feature
    msg systems ag, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    40
    http://en.wikipedia.org/wiki/Burn_down_chart

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  41. Adding a Product Feature
    Work in the Team
    • Implementing the Frontend
    • Implementing Web Services
    • Database Schema Changes
    • Unit Tests (Junit, DBUnit, etc.)
    • Frontend Tests (Selenium, Jasmine, etc.)
    • Co-ordination with business / business analyst
    • Module User Acceptance Test
    • Test Engineer
     Ideally cross-functional team // no external dependencies to get the
    work completed
    Documents: User Stories in Selected Product Backlog, Tasks, Mockups,
    Use Cases, Activity Diagram, Acceptance Criteria
    Result: Application, Developer Documentation
    msg systems ag, 10 June 2013
    41 Alexander Schwartz, SE in Practice / Agile with Scrum

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  42. Adding a Product Feature
    Definition of Done
    • Specified by business with help of business analyst (checked by team
    member)
    • Analyzed by developer (checked by second team member)
    • Developed, automated test, documented and committed by developer
    (reviewed and test by second team member)
    • Automated deployment to test environment
    • Module user acceptance test (approval by business)
    (second quality gate, see definition of ready for first quality gate)
    Documents: User Stories in Selected Product Backlog, Tasks, Mockups,
    Use Cases, Activity Diagram, Acceptance Criteria
    Result: Application, Developer Documentation
    msg systems ag, 10 June 2013
    42 Alexander Schwartz, SE in Practice / Agile with Scrum

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  43. Adding a Product Feature
    Sprint Review
    • Implemented Stories presented to Product Owner and Stakeholders
    Documents: User Stories in Selected Product Backlog, Mock-ups, Use
    Cases, Activity Diagram, Acceptance Criteria
    msg systems ag, 10 June 2013
    43 Alexander Schwartz, SE in Practice / Agile with Scrum

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  44. Adding a Product Feature
    Sprint Retrospective
    • Team reviews development process and discusses and decides about
    changes
    Documents: (Impediment Backlog)
    msg systems ag, 10 June 2013
    44 Alexander Schwartz, SE in Practice / Agile with Scrum

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  45. AGENDA
    1. Agile Idea
    2. Scrum: Roles and Overview
    3. Scrum: Adding a Product Feature
    4. Scrum: Handling a Change Request
    5. Is Agile better than Classic Project Management?
    6. Q&A
    45 Alexander Schwartz, SE in Practice / Agile with Scrum msg systems ag, 10 June 2013

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  46. Handling a Change Request
    Some asks for a change
    • Someone asks for added functionality: that change of an address
    should done with a date in the future
    • This is someone else who is not the orderer of the original feature
    Documents: Use Case, Mock-up Screen, Activity Diagram
    msg systems ag, 10 June 2013
    46 Alexander Schwartz, SE in Practice / Agile with Scrum

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  47. Handling a Change Request
    Same process…
    … documentation is being updated, kept up to date
    msg systems ag, 10 June 2013
    47 Alexander Schwartz, SE in Practice / Agile with Scrum

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  48. Handling a Change Request
    Other Documents you might need
    • „Getting Started“ und „Development Cycle“ for new developers
    • JavaDoc – assured i.e. via CheckStyle
     How much JavaDoc do you need?
    • Documentation of single technical components
    • Archecture Documentation (arc42 as a template)
    • Product presentation (Produkt Karton)
    • Checklists Code Review
    • Role and Permission concept of the application
     Can you do with less?
     Write down only what others will read!
    msg systems ag, 10 June 2013
    48 Alexander Schwartz, SE in Practice / Agile with Scrum

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  49. msg systems ag, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    49
    • No processes – BUSTED!
    • No documentation – BUSTED!
    • Always works – BUSTED!
    • Easy to implement – BUSTED!
    • You need software tools can make it work – BUSTED!
    • No Plan – BUSTED!
    • It’s not better than classic PM / waterfall
    Handling a Change Request
    Agile Myths – revisited II

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  50. AGENDA
    1. Agile Idea
    2. Scrum: Roles and Overview
    3. Scrum: Adding a Product Feature
    4. Scrum: Handling a Change Request
    5. Is Agile better than Classic Project Management?
    6. Q&A
    50 Alexander Schwartz, SE in Practice / Agile with Scrum msg systems ag, 10 June 2013

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  51. msg systems ag, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    51
    Why you might want to be agile if
    you used Waterfall Model:
    • Scope changes often – too much time spent on re-planning
    • Deploy early in order to generate revenue with new features
    • Not enough people involved in planning / only one Project Manager
    does all planning
    • Late Feedback on how the system will look and behave
    • Lack of transparency for
    - costs
    - time
    - progress
    • Motivate developers & business
    • Recruit talents
    • Make developer feel responsible for their product
    Is Agile better than classic project mangement?
    Experiences with Classic Project Management

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  52. msg systems ag, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    52
    Why you might want to be agile if
    you didn’t use proper Project Management:
    • Projects are late and expensive, and you don’t know why
    • Looking for a method that is easy to implement
    • People complain that they don’t have enough information what is
    going on (both managers and developers)
    • Release dates are moved / scope varies
    • Customers of your company don’t know when to expect new features
    Is Agile better than classic project mangement?
    Experiences with Classic Project Management

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  53. msg systems ag, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    53
    • No access to product owner or similar person
    • No single sponsor
    • Missing cross-functional and skilled team
    • Technology doesn’t support continuous integration and automated
    tests
    • Team members not full time on the project
    • Transparency and inspect & adopt are not compatible with
    organisation’s culture
    • You’re not allowed to fail
    • Not enough urgency / complexity / novelty
    • Large scope, very few releases
    • Large teams, multiple geographies, different time zones
    • High Visibility already in early phases of the project
    Is Agile better than classic project mangement?
    Obstacles for agile teams

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  54. msg systems ag, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    54
    • CHAOS Report 2012: “agile projects succeed three times more often
    than non-agile projects”
    (are the non-agile projects doing any project management at all?)
    • oose PM study:
    40% of classic PM projects are successful
    65% of agile PM projects are successful
    (this gives more details what techniques support successful projects)
    Is Agile better than classic project mangement?
    Agile projects have a better chance to succeed
    http://www.oose.de/nuetzliches/fachliches/pm-studie/
    http://www.mountaingoatsoftware.com/blog/agile-succeeds-three-times-more-often-than-waterfall
    http://www.guerrillaprojectmanagement.com/the-chaos-report-myth-busters
    http://davidfrico.com/rico-apm-roi.pdf

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  55. AGENDA
    1. Agile Idea
    2. Scrum: Roles and Overview
    3. Scrum: Adding a Product Feature
    4. Scrum: Handling a Change Request
    5. Is Agile better than Classic Project Management?
    6. Q&A
    55 Alexander Schwartz, SE in Practice / Agile with Scrum msg systems ag, 10 June 2013

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  56. msg systems ag, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    56
    Reading List
    Resources (not only) on Scrum:
    The Scrum Guide
    Ken Schwaber, Jeff Sutherland (2011)
    http://www.scrum.org/Scrum-Guides
    Scrum – Agiles Projektmanagement erfolgreich einsetzen
    Roman Pichler (2007)
    Product Owner Manual
    Scrumsense (2010)
    http://www.scrumsense.com/resources/product-owner-manual/
    Do Better Scrum
    Peter Hundermark (2009)
    http://www.scrumsense.com/resources/do-better-scrum/
    Gezielte Wahl / Agil oder klassisch – Hinweise zur Methodenwahl
    Judith Andresen (iX 3/2013, pp. 50-55)
    Agile Retrospectives – Making Good Teams Great
    Esther Derby, Diana Larsen (2006)
    Early Books on Agile Software Development:
    Extreme Programming Explained: Embrace Change
    Kent Beck (1999)
    Agile Software Development
    Alistair Cockburn (2002)
    Extreme Programming Refactored: The Case Against XP
    Matt Stephens, Dough Rosenberg (2003)

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  57. msg systems ag, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    57
    Agile with Scrum
    Answers
    Questions

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  58. www.msg-systems.com
    Thank you for your attention
    msg systems ag, 10 June 2013
    Alexander Schwartz, SE in Practice / Agile with Scrum
    58
    msg systems ag
    Alexander Schwartz
    Mobile: +49 171 5625767
    E-Mail: [email protected]
    Mergenthalerallee 73-75
    65760 Eschborn
    www.msg-systems.com

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