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Agile estimating planning agile tour shanghai 2010
Agile estimating planning agile tour shanghai 2010
Agile estimating planning agile tour shanghai 2010
Agile estimating planning agile tour shanghai 2010
Agile estimating planning agile tour shanghai 2010
Agile estimating planning agile tour shanghai 2010
Agile estimating planning agile tour shanghai 2010
Agile estimating planning agile tour shanghai 2010
Agile estimating planning agile tour shanghai 2010
Agile estimating planning agile tour shanghai 2010
Agile estimating planning agile tour shanghai 2010
Agile estimating planning agile tour shanghai 2010
Agile estimating planning agile tour shanghai 2010
Agile estimating planning agile tour shanghai 2010
Agile estimating planning agile tour shanghai 2010
Agile estimating planning agile tour shanghai 2010
Agile estimating planning agile tour shanghai 2010
Agile estimating planning agile tour shanghai 2010
Agile estimating planning agile tour shanghai 2010
Agile estimating planning agile tour shanghai 2010
Agile estimating planning agile tour shanghai 2010
Agile estimating planning agile tour shanghai 2010
Agile estimating planning agile tour shanghai 2010
Agile estimating planning agile tour shanghai 2010
Agile estimating planning agile tour shanghai 2010
Agile estimating planning agile tour shanghai 2010
Agile estimating planning agile tour shanghai 2010
Agile estimating planning agile tour shanghai 2010
Agile estimating planning agile tour shanghai 2010
Agile estimating planning agile tour shanghai 2010
Agile estimating planning agile tour shanghai 2010
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Agile estimating planning agile tour shanghai 2010

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  • 1. Agile Tour China – ᠋᠌᠍᠎ UPerform Consulting  www.UPerform.cn   Copyright     UPerform   
  • 2. Introduction!•  Bill  Li     Copyright     UPerform   
  • 3. Agile  Manifesto! We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.*”www.agilemanifesto.org: © 2001, the above authors this declaration may be freely copied in any form, but only in its entirety through this UPerform   notice Copyright     
  • 4. Defined Theoretical vs. Empirical Process                         UPerform  Thanks  to  Peter  Borsella   Copyright     
  • 5.  The  Agile  Heart! The Courage of Geese  It is typical to adopt the defined (theoretical) modeling approach when the underlying mechanisms by which a processoperates are reasonably well understood. When the process is too complicated for the defined approach, the empiricalapproach is the appropriate choice.” Process Dynamics, Modeling and Control, Ogunnaike and Ray, Oxford University Press, 1992 UPerform   Thanks  to  Peter  Borsella   Copyright     
  • 6.  The  Agile  Heart!Thanks  to  Peter  Borsella   Copyright     UPerform   
  • 7. Plans  are  nothing;     planning  is  everything       –  Dwight  D.  Eisenhower    h:p://bucf.files.wordpress.com/2008/09/general_of_the_army_dwight_d__eisenhower_1947.jpg   Copyright     UPerform   
  • 8.     Copyright     UPerform   
  • 9. •   –   –   –   –  •   –   –   –   –   –   Copyright     UPerform   
  • 10. ᠋᠌᠍᠎                     Thanks  to  Daniel  Teng    Mike  Cohn   Copyright     UPerform   
  • 11.               Strategy,  PorSolio,  Product,  Release,  IteraVon  (Sprint),  Daily   Thanks  to  Mike  Cohn   Copyright     UPerform   
  • 12. The  “Iron  Triangle”  of  Project  Management   “ ”! Scope Quality(Traditional:Scope Drives Cost and Duration) Cost Time Copyright     UPerform   
  • 13. The  “Iron  Triangle”  of  Project  Management   “ ”! ScopeAgile:  Business  Value  Driven,  based  on  Quality  and  DuraVon,  to    determine  scope   Value/ROI Quality Time Copyright     UPerform   
  • 14. Scrum !• • • • • • • • • •  Copyright     UPerform   
  • 15. eLearning RelaVve  Size   ! Copyright     UPerform   
  • 16. Agile  EsVmaVng    Size of Effort)• • •  Copyright     UPerform   
  • 17.  Ace = 1Deuce = 2Three = 3Five = 5Eight = 8Jack = 13Queen = 20King = 40(For you math wizards, this is a distorted Fibonacci series) Copyright     UPerform   
  • 18.  1 2 3 5 8 13 US#5   US#6   US#1   US#2   US#4   US#8   US#3   US#7  Thanks  to  Steve  Bockman    Brad  Swanson   Copyright     UPerform   
  • 19.  •   •   –   –     •   •   •   •  Thanks  to  Steve  Bockman    Brad  Swanson   Copyright     UPerform   
  • 20. 3 ᠋᠌᠍᠎ Thanks to Mountain GoatSoftware, LLC UPerform Your Agile and Project Performance Partner
  • 21. Velocity           UPerform Your Agile and Project Performance Partner
  • 22. Velocity          UPerform Your Agile and Project Performance Partner
  • 23. Thanks to Mike Cohn UPerform Your Agile and Project Performance Partner
  • 24. Fixed-scope Release Planning !             UPerform Your Agile and Project Performance Partner
  • 25. Release Planning  :1 Capacity: 40 Allocation: 42 :2 Capacity: 40 Allocation: 44 :3 Capacity: 80 Allocation: 80 :4 Capacity: 120 Allocation: 122 :5 Capacity: 120 Allocation: 124 :6 Capacity: 120 Allocation: 90 Goal – Beat the competitionThanks to Peter Borsella UPerform Your Agile and Project Performance Partner
  • 26.          UPerform Your Agile and Project Performance Partner
  • 27. ᠋᠌᠍᠎         UPerform Your Agile and Project Performance Partner
  • 28. !                   UPerform Your Agile and Project Performance Partner
  • 29. The Daily Scrum Daily Standup Meeting) •  •   •   •   •  •   •   Thanks to Daniel Teng for the picture •   •   •  •   UPerform Your Agile and Project Performance Partner
  • 30.  1 ? 2 ? 3 ? •   •   •   •  Thanks to Mountain GoatSoftware, LLC UPerform Your Agile and Project Performance Partner
  • 31. QA        Bill.Li@ScrumChina.com   Twi:er:  @ScrumChina Copyright UPerform 

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