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Scrum

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  • Transcript

    1. Agile and ScrumClickindia
    2. What is the problem?
    3. What is the problem?Releases take too long
    4. What is the problem?Releases take too longStabilization takes too long
    5. What is the problem?Releases take too longStabilization takes too longChanges are hard to make
    6. What is the problem?Releases take too longStabilization takes too longChanges are hard to makeQuality is falling
    7. What is the problem?Releases take too longStabilization takes too longChanges are hard to makeQuality is fallingDeath marches are hurting morale
    8. Traditional Software Development Time - X weeksRequirements Design Code Test Implement Maintain
    9. Traditional Software Development Time - X weeksRequirements Design Code Test Implement Maintain
    10. Traditional Software Development Time - X weeksRequirements Design Code Test Implement Maintain
    11. Traditional Software Development Time - X weeksRequirements Design Code Test Implement Maintain
    12. Traditional Software Development Time - X weeksRequirements Design Code Test Implement Maintain
    13. Traditional Software Development Time - X weeksRequirements Design Code Test Implement Maintain
    14. Traditional Software Development Time - X weeksRequirements Design Code Test Implement Maintain
    15. Traditional Software Development Issues?
    16. Issues
    17. IssuesRequirements change:
    18. IssuesRequirements change:A better idea
    19. IssuesRequirements change:A better ideaCompetition has launched a better product
    20. IssuesRequirements change:A better ideaCompetition has launched a better productNo clarity of what we want until we see it
    21. Traditional Software DevelopmentRequirements Knowns Unknowns Known Unknown
    22. Traditional Software DevelopmentRequirements Knowns Unknowns Known Unknown
    23. Traditional Software DevelopmentRequirements Knowns Unknowns Warning/ Included in requirements Known Risk management Forgot to mention Problematic Unknown
    24. Traditional Software DevelopmentRequirements Knowns Unknowns Warning/ Included in requirements Known Risk management Forgot to mention Problematic Unknown
    25. Traditional Software DevelopmentRequirements Knowns Unknowns Warning/ Included in requirements Known Risk management Forgot to mention Problematic Unknown
    26. Traditional Software DevelopmentRequirements Knowns Unknowns Warning/ Included in requirements Known Risk management Forgot to mention Problematic Unknown
    27. IssuesNon prioritized requirements Feature usage
    28. Solution - Agile manifestoFollowing a plan Responding to changeProcess and tools Individuals and interactions Documentation Working software
    29. Agile manifesto - 12 principles
    30. Agile manifesto - 12 principlesCustomer satisfaction by rapid delivery of useful software
    31. Agile manifesto - 12 principlesCustomer satisfaction by rapid delivery of useful softwareWelcome changing requirements, even late in development
    32. Agile manifesto - 12 principlesCustomer satisfaction by rapid delivery of useful softwareWelcome changing requirements, even late in developmentWorking software is delivered frequently (weeks rather than months)
    33. Agile manifesto - 12 principlesCustomer satisfaction by rapid delivery of useful softwareWelcome changing requirements, even late in developmentWorking software is delivered frequently (weeks rather than months)Working software is the principal measure of progress
    34. Agile manifesto - 12 principlesCustomer satisfaction by rapid delivery of useful softwareWelcome changing requirements, even late in developmentWorking software is delivered frequently (weeks rather than months)Working software is the principal measure of progressSustainable development, able to maintain a constant pace
    35. Agile manifesto - 12 principlesCustomer satisfaction by rapid delivery of useful softwareWelcome changing requirements, even late in developmentWorking software is delivered frequently (weeks rather than months)Working software is the principal measure of progressSustainable development, able to maintain a constant paceClose, daily co-operation between business people and developers
    36. Agile manifesto - 12 principlesCustomer satisfaction by rapid delivery of useful softwareWelcome changing requirements, even late in developmentWorking software is delivered frequently (weeks rather than months)Working software is the principal measure of progressSustainable development, able to maintain a constant paceClose, daily co-operation between business people and developersFace-to-face conversation is the best form of communication (co-location)
    37. Agile manifesto - 12 principlesCustomer satisfaction by rapid delivery of useful softwareWelcome changing requirements, even late in developmentWorking software is delivered frequently (weeks rather than months)Working software is the principal measure of progressSustainable development, able to maintain a constant paceClose, daily co-operation between business people and developersFace-to-face conversation is the best form of communication (co-location)Projects are built around motivated individuals, who should be trusted
    38. Agile manifesto - 12 principlesCustomer satisfaction by rapid delivery of useful softwareWelcome changing requirements, even late in developmentWorking software is delivered frequently (weeks rather than months)Working software is the principal measure of progressSustainable development, able to maintain a constant paceClose, daily co-operation between business people and developersFace-to-face conversation is the best form of communication (co-location)Projects are built around motivated individuals, who should be trustedContinuous attention to technical excellence and good design
    39. Agile manifesto - 12 principlesCustomer satisfaction by rapid delivery of useful softwareWelcome changing requirements, even late in developmentWorking software is delivered frequently (weeks rather than months)Working software is the principal measure of progressSustainable development, able to maintain a constant paceClose, daily co-operation between business people and developersFace-to-face conversation is the best form of communication (co-location)Projects are built around motivated individuals, who should be trustedContinuous attention to technical excellence and good designSimplicity
    40. Agile manifesto - 12 principlesCustomer satisfaction by rapid delivery of useful softwareWelcome changing requirements, even late in developmentWorking software is delivered frequently (weeks rather than months)Working software is the principal measure of progressSustainable development, able to maintain a constant paceClose, daily co-operation between business people and developersFace-to-face conversation is the best form of communication (co-location)Projects are built around motivated individuals, who should be trustedContinuous attention to technical excellence and good designSimplicitySelf-organizing teams
    41. Agile manifesto - 12 principlesCustomer satisfaction by rapid delivery of useful softwareWelcome changing requirements, even late in developmentWorking software is delivered frequently (weeks rather than months)Working software is the principal measure of progressSustainable development, able to maintain a constant paceClose, daily co-operation between business people and developersFace-to-face conversation is the best form of communication (co-location)Projects are built around motivated individuals, who should be trustedContinuous attention to technical excellence and good designSimplicitySelf-organizing teamsRegular adaptation to changing circumstances
    42. Agile landscape
    43. Agile landscape
    44. Agile story so far
    45. Agile story so far
    46. Scrum process overview
    47. What is scrum?According to wikipedia:“Scrum (formerly scrummage), in the sports of rugby union and rugby league,is a way of restarting the game, either after an accidental infringement or whenthe ball has gone out of play.”Scrum in our case is aniterative and incrementalproject delivery frameworkLets get a feel...
    48. Iterative and incremental
    49. Iterative and incremental Incremental assumes we know what we want
    50. Iterative and incremental Incremental assumes we know what we want
    51. Iterative and incremental Incremental assumes we know what we want Iterative goes from rough to polished, allowing us to refine ideas over time
    52. Iterative and incremental Incremental assumes we know what we want Iterative goes from rough to polished, allowing us to refine ideas over time
    53. Origins of scrum “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.” Hirotaka Takeuchi and Ikujiro Nonaka, “The New New Product Development Game”, Harvard Business Review, January 1986
    54. Essence of Scrum
    55. Essence of ScrumThe team is given clear goalsThe team organizes itself around the workThe team regularly delivers the most valuable featuresThe team receives feedback from people outside itThe team reflects on its way of working in order to improveThe entire organization has visibility into the team’s progressThe team and management honestly communicate about progress and risks
    56. Whats in it for me?
    57. Whats in it for me?Select your own task and goal
    58. Whats in it for me?Select your own task and goalAutonomy and flexibility
    59. Whats in it for me?Select your own task and goalAutonomy and flexibilityLess rework, lesser frustration
    60. Whats in it for me?Select your own task and goalAutonomy and flexibilityLess rework, lesser frustrationMore development, less bug-fixing
    61. Whats in it for me?Select your own task and goalAutonomy and flexibilityLess rework, lesser frustrationMore development, less bug-fixingSuccessful product, successful company, successful individuals
    62. Whats in it for me?Select your own task and goalAutonomy and flexibilityLess rework, lesser frustrationMore development, less bug-fixingSuccessful product, successful company, successful individualsGet to be the talk of the town
    63. Whats in it for me?Select your own task and goalAutonomy and flexibilityLess rework, lesser frustrationMore development, less bug-fixingSuccessful product, successful company, successful individualsGet to be the talk of the townImpressive resume
    64. Whats in it for me?Select your own task and goalAutonomy and flexibilityLess rework, lesser frustrationMore development, less bug-fixingSuccessful product, successful company, successful individualsGet to be the talk of the townImpressive resumeIts more fun!!
    65. Whats in it for me?Select your own task and goalAutonomy and flexibilityLess rework, lesser frustrationMore development, less bug-fixingSuccessful product, successful company, successful individualsGet to be the talk of the townImpressive resumeIts more fun!!
    66. ExerciseTotal time: 10 minutes
    67. ExerciseFour volunteers, please!Total time: 10 minutes
    68. ExerciseFour volunteers, please!Round 1Total time: 10 minutes
    69. ExerciseFour volunteers, please!Round 1Each person flips all coinsTotal time: 10 minutes
    70. ExerciseFour volunteers, please!Round 1Each person flips all coinsWhen done with entire batch, pass to next personTotal time: 10 minutes
    71. ExerciseFour volunteers, please!Round 1Each person flips all coinsWhen done with entire batch, pass to next personRound 2Total time: 10 minutes
    72. ExerciseFour volunteers, please!Round 1Each person flips all coinsWhen done with entire batch, pass to next personRound 2Each person flips two coins and pass to next personTotal time: 10 minutes
    73. ExerciseFour volunteers, please!Round 1Each person flips all coinsWhen done with entire batch, pass to next personRound 2Each person flips two coins and pass to next personKeep flipping and passing until doneTotal time: 10 minutes
    74. ExerciseFour volunteers, please!Round 1Each person flips all coinsWhen done with entire batch, pass to next personRound 2Each person flips two coins and pass to next personKeep flipping and passing until doneRound 3Total time: 10 minutes
    75. ExerciseFour volunteers, please!Round 1Each person flips all coinsWhen done with entire batch, pass to next personRound 2Each person flips two coins and pass to next personKeep flipping and passing until doneRound 3Team creates its own rules to maximize penny flow in least amount of timeTotal time: 10 minutes
    76. Scrum - 50,000 ft view
    77. Scrum milestones
    78. Scrum terminology
    79. Scrum terminology Roles
    80. Scrum terminology RolesProduct OwnerScrum masterTeam
    81. Scrum terminology Roles Time-boxesProduct OwnerScrum masterTeam
    82. Scrum terminology Roles Time-boxesProduct Owner DiscoveryScrum master Release planningTeam Sprint planning Daily standup Sprint review Sprint retrospective
    83. Scrum terminology Roles Time-boxes ArtifactsProduct Owner DiscoveryScrum master Release planningTeam Sprint planning Daily standup Sprint review Sprint retrospective
    84. Scrum terminology Roles Time-boxes ArtifactsProduct Owner Discovery Product backlogScrum master Release planning Sprint backlogTeam Sprint planning Burn down chart Daily standup Velocity chart Sprint review Sprint retrospective
    85. Roles and responsibilities
    86. Product owner
    87. Product owner‘Ensures that team is building the right product’
    88. Product owner‘Ensures that team is building the right product’Right features delivered at the right time at the right price
    89. Product owner‘Ensures that team is building the right product’Right features delivered at the right time at the right priceOwns product vision
    90. Product owner‘Ensures that team is building the right product’Right features delivered at the right time at the right priceOwns product visionDefines features, decides on release and content
    91. Product owner‘Ensures that team is building the right product’Right features delivered at the right time at the right priceOwns product visionDefines features, decides on release and contentResponsible for market success
    92. Product owner‘Ensures that team is building the right product’Right features delivered at the right time at the right priceOwns product visionDefines features, decides on release and contentResponsible for market successPrioritizes features according to market value
    93. Product owner‘Ensures that team is building the right product’Right features delivered at the right time at the right priceOwns product visionDefines features, decides on release and contentResponsible for market successPrioritizes features according to market valueCan change features and priorities every Sprint
    94. Scrum master
    95. Scrum master‘Builds a high performance team and makes it highlyproductive’
    96. Scrum master‘Builds a high performance team and makes it highlyproductive’Acts like a sheep-dog/servant-leader
    97. Scrum master‘Builds a high performance team and makes it highlyproductive’Acts like a sheep-dog/servant-leaderResponsible for facilitating process
    98. Scrum master‘Builds a high performance team and makes it highlyproductive’Acts like a sheep-dog/servant-leaderResponsible for facilitating processFocuses team, protects them from external interruption
    99. Scrum master‘Builds a high performance team and makes it highlyproductive’Acts like a sheep-dog/servant-leaderResponsible for facilitating processFocuses team, protects them from external interruptionLooks for ways to enhance productivity
    100. Scrum master‘Builds a high performance team and makes it highlyproductive’Acts like a sheep-dog/servant-leaderResponsible for facilitating processFocuses team, protects them from external interruptionLooks for ways to enhance productivityAssists product owner in leveraging scrum
    101. The team
    102. The teamSmall group (7±2) containing all the necessary projectskills
    103. The teamSmall group (7±2) containing all the necessary projectskillsFocusses on steady delivery of high quality features
    104. The teamSmall group (7±2) containing all the necessary projectskillsFocusses on steady delivery of high quality featuresBrainstorms options for delivery
    105. The teamSmall group (7±2) containing all the necessary projectskillsFocusses on steady delivery of high quality featuresBrainstorms options for deliveryManages own work within sprint
    106. Roles and responsibilities
    107. Time-boxes
    108. Time-boxes Time-box Purpose Timing Attendees Team, PO, SM Orient team to project’s business value, the Start of projectDiscovery scrum process and one another 2-4 hr workshop and key stakeholders Determine what a release should include Start of release PO, SM and keyRelease planning and when it should be delivered 2-4 hrs stakeholders Elaborate, estimate, and prioritize highest- Start of each sprintSprint planning value product backlog items for sprint 2-4 hrs Team, SM, PO Facilitate rapid co-ordination between team DailyDaily stand-up members and with PO 10-15 minutes Team, SM, PO Team, PO, SM Demonstrate completed functionality to PO End of each sprintSprint review and interested stakeholders 1-1.5 hours and key stakeholders Reflect on whats working, whats not and End of each sprintSprint retrospective decide on action items 30-45 minutes Team, SM, PO
    109. Time-boxes Time-box Purpose Timing Attendees Team, PO, SM Orient team to project’s business value, the Start of projectDiscovery scrum process and one another 2-4 hr workshop and key stakeholders Determine what a release should include Start of release PO, SM and keyRelease planning and when it should be delivered 2-4 hrs stakeholders Elaborate, estimate, and prioritize highest- Start of each sprintSprint planning value product backlog items for sprint 2-4 hrs Team, SM, PO Facilitate rapid co-ordination between team DailyDaily stand-up members and with PO 10-15 minutes Team, SM, PO Team, PO, SM Demonstrate completed functionality to PO End of each sprintSprint review and interested stakeholders 1-1.5 hours and key stakeholders Reflect on whats working, whats not and End of each sprintSprint retrospective decide on action items 30-45 minutes Team, SM, PO
    110. Time-boxes Time-box Purpose Timing Attendees Team, PO, SM Orient team to project’s business value, the Start of projectDiscovery scrum process and one another 2-4 hr workshop and key stakeholders Determine what a release should include Start of release PO, SM and keyRelease planning and when it should be delivered 2-4 hrs stakeholders Elaborate, estimate, and prioritize highest- Start of each sprintSprint planning value product backlog items for sprint 2-4 hrs Team, SM, PO Facilitate rapid co-ordination between team DailyDaily stand-up members and with PO 10-15 minutes Team, SM, PO Team, PO, SM Demonstrate completed functionality to PO End of each sprintSprint review and interested stakeholders 1-1.5 hours and key stakeholders Reflect on whats working, whats not and End of each sprintSprint retrospective decide on action items 30-45 minutes Team, SM, PO
    111. Time-boxes Time-box Purpose Timing Attendees Team, PO, SM Orient team to project’s business value, the Start of projectDiscovery scrum process and one another 2-4 hr workshop and key stakeholders Determine what a release should include Start of release PO, SM and keyRelease planning and when it should be delivered 2-4 hrs stakeholders Elaborate, estimate, and prioritize highest- Start of each sprintSprint planning value product backlog items for sprint 2-4 hrs Team, SM, PO Facilitate rapid co-ordination between team DailyDaily stand-up members and with PO 10-15 minutes Team, SM, PO Team, PO, SM Demonstrate completed functionality to PO End of each sprintSprint review and interested stakeholders 1-1.5 hours and key stakeholders Reflect on whats working, whats not and End of each sprintSprint retrospective decide on action items 30-45 minutes Team, SM, PO
    112. Time-boxes Time-box Purpose Timing Attendees Team, PO, SM Orient team to project’s business value, the Start of projectDiscovery scrum process and one another 2-4 hr workshop and key stakeholders Determine what a release should include Start of release PO, SM and keyRelease planning and when it should be delivered 2-4 hrs stakeholders Elaborate, estimate, and prioritize highest- Start of each sprintSprint planning value product backlog items for sprint 2-4 hrs Team, SM, PO Facilitate rapid co-ordination between team DailyDaily stand-up members and with PO 10-15 minutes Team, SM, PO Team, PO, SM Demonstrate completed functionality to PO End of each sprintSprint review and interested stakeholders 1-1.5 hours and key stakeholders Reflect on whats working, whats not and End of each sprintSprint retrospective decide on action items 30-45 minutes Team, SM, PO
    113. Time-boxes Time-box Purpose Timing Attendees Team, PO, SM Orient team to project’s business value, the Start of projectDiscovery scrum process and one another 2-4 hr workshop and key stakeholders Determine what a release should include Start of release PO, SM and keyRelease planning and when it should be delivered 2-4 hrs stakeholders Elaborate, estimate, and prioritize highest- Start of each sprintSprint planning value product backlog items for sprint 2-4 hrs Team, SM, PO Facilitate rapid co-ordination between team DailyDaily stand-up members and with PO 10-15 minutes Team, SM, PO Team, PO, SM Demonstrate completed functionality to PO End of each sprintSprint review and interested stakeholders 1-1.5 hours and key stakeholders Reflect on whats working, whats not and End of each sprintSprint retrospective decide on action items 30-45 minutes Team, SM, PO
    114. Time-boxes Time-box Purpose Timing Attendees Team, PO, SM Orient team to project’s business value, the Start of projectDiscovery scrum process and one another 2-4 hr workshop and key stakeholders Determine what a release should include Start of release PO, SM and keyRelease planning and when it should be delivered 2-4 hrs stakeholders Elaborate, estimate, and prioritize highest- Start of each sprintSprint planning value product backlog items for sprint 2-4 hrs Team, SM, PO Facilitate rapid co-ordination between team DailyDaily stand-up members and with PO 10-15 minutes Team, SM, PO Team, PO, SM Demonstrate completed functionality to PO End of each sprintSprint review and interested stakeholders 1-1.5 hours and key stakeholders Reflect on whats working, whats not and End of each sprintSprint retrospective decide on action items 30-45 minutes Team, SM, PO
    115. Discovery session
    116. Discovery sessionBrief orientation to Agile process and the team
    117. Discovery sessionBrief orientation to Agile process and the teamAgile process training
    118. Discovery sessionBrief orientation to Agile process and the teamAgile process trainingSprint/Release cycles - 2 weeks ?
    119. Discovery sessionBrief orientation to Agile process and the teamAgile process trainingSprint/Release cycles - 2 weeks ?Overall business objective
    120. Discovery sessionBrief orientation to Agile process and the teamAgile process trainingSprint/Release cycles - 2 weeks ?Overall business objective“to help people discover, connect and trade easily”
    121. Discovery sessionBrief orientation to Agile process and the teamAgile process trainingSprint/Release cycles - 2 weeks ?Overall business objective“to help people discover, connect and trade easily”Agree to the definition of “Done”
    122. Definition of ‘Done’
    123. Definition of ‘Done’What does ‘done’ mean to a programmer?
    124. Definition of ‘Done’What does ‘done’ mean to a programmer?What does ‘done’ mean to a tester?
    125. Definition of ‘Done’What does ‘done’ mean to a programmer?What does ‘done’ mean to a tester?What does ‘done’ mean to a user using the site?
    126. Definition of ‘Done’What does ‘done’ mean to a programmer?What does ‘done’ mean to a tester?What does ‘done’ mean to a user using the site?What are the consequences of these definitionsbeing different?
    127. Definition of ‘Done’What does ‘done’ mean to a programmer?What does ‘done’ mean to a tester?What does ‘done’ mean to a user using the site?What are the consequences of these definitionsbeing different?How do we ensure a common definition?
    128. Agile planning overview
    129. Reality is messy
    130. Rolling wave planning
    131. Layers of product planning
    132. The big picture
    133. From idea to execution
    134. From idea to execution
    135. Agile Requirements
    136. User story template
    137. Acceptance criteria
    138. Pre-release life of a user story
    139. Decoupled requirements
    140. Beyond user storiesLow-fi prototypesHi-fi prototypes
    141. Agile Estimation
    142. Agile estimation basics
    143. Agile estimation basics Not precise but accurate Measure relative level of effort
    144. Agile estimation basics
    145. Agile estimation basicsEstimate relative level of effort for each feature
    146. Agile estimation basicsEstimate relative level of effort for each feature Measure complexity of work, not time to complete
    147. Agile estimation basicsEstimate relative level of effort for each feature Measure complexity of work, not time to complete Use relative units (e.g. A is half as hard as B)
    148. Agile estimation basicsEstimate relative level of effort for each feature Measure complexity of work, not time to complete Use relative units (e.g. A is half as hard as B)Use more than one person - planning poker
    149. Agile estimation basicsEstimate relative level of effort for each feature Measure complexity of work, not time to complete Use relative units (e.g. A is half as hard as B)Use more than one person - planning pokerMeasure velocity to set team capacity
    150. Agile estimation basicsEstimate relative level of effort for each feature Measure complexity of work, not time to complete Use relative units (e.g. A is half as hard as B)Use more than one person - planning pokerMeasure velocity to set team capacity Work actually completed over time gives accurate data to determine team capacity
    151. Agile estimation basicsEstimate relative level of effort for each feature Measure complexity of work, not time to complete Use relative units (e.g. A is half as hard as B)Use more than one person - planning pokerMeasure velocity to set team capacity Work actually completed over time gives accurate data to determine team capacity Takes into account external interruptions, technical surprises, developer skill level, domain knowledge etc.
    152. Agile estimation basics
    153. Agile estimation basics
    154. Agile estimation basics
    155. Agile estimation basics
    156. Planning poker
    157. Planning poker
    158. Velocity calculation
    159. Velocity tracking
    160. Scrum terminology
    161. Scrum terminology Roles
    162. Scrum terminology RolesProduct OwnerScrum masterTeam
    163. Scrum terminology Roles Time-boxesProduct OwnerScrum masterTeam
    164. Scrum terminology Roles Time-boxesProduct Owner DiscoveryScrum master Release planningTeam Sprint planning Daily standup Sprint review Sprint retrospective
    165. Scrum terminology Roles Time-boxes ArtifactsProduct Owner DiscoveryScrum master Release planningTeam Sprint planning Daily standup Sprint review Sprint retrospective
    166. Scrum terminology Roles Time-boxes ArtifactsProduct Owner Discovery Product backlogScrum master Release planning Sprint backlogTeam Sprint planning Burn down chart Daily standup Velocity chart Sprint review Sprint retrospective
    167. Release planning
    168. Release planning sample agenda
    169. Sprint planning
    170. Sprint planning essentials
    171. Sprint planning essentialsProduct owners discuss the top priority stories
    172. Sprint planning essentialsProduct owners discuss the top priority storiesThe team comes prepared with initial estimates which arethen discussed with PO
    173. Sprint planning essentialsProduct owners discuss the top priority storiesThe team comes prepared with initial estimates which arethen discussed with POAcceptance criteria is jointly discussed and clarified
    174. Sprint planning essentialsProduct owners discuss the top priority storiesThe team comes prepared with initial estimates which arethen discussed with POAcceptance criteria is jointly discussed and clarifiedLength of sprint planning is proportional to length of sprint
    175. Sprint planning essentialsProduct owners discuss the top priority storiesThe team comes prepared with initial estimates which arethen discussed with POAcceptance criteria is jointly discussed and clarifiedLength of sprint planning is proportional to length of sprintVolunteering for tasks instead of task assignment
    176. Sprint planning essentialsProduct owners discuss the top priority storiesThe team comes prepared with initial estimates which arethen discussed with POAcceptance criteria is jointly discussed and clarifiedLength of sprint planning is proportional to length of sprintVolunteering for tasks instead of task assignment4 hours for 2 week sprint
    177. Sprint backlog
    178. Sprint backlog
    179. Sprint backlog
    180. Sprint backlog
    181. Burn down chart
    182. Burn down chartTask based burn down
    183. Burn down chartTask based burn down
    184. Burn down chartStory based burn down Days Done Remaining Ideal Done Per Day Ideal Velocity Initial Value 0 0 150 10 150 1 0 150 10 140 2 5 145 10 130 3 3 142 10 120 4 15 127 10 110 5 10 117 10 100 6 8 109 10 90 7 13 96 10 80 8 24 72 10 70 9 28 44 10 60 10 10 34 10 50 11 15 19 10 40 12 13 6 10 30 13 3 3 10 20 14 2 1 10 10 15 1 0 0
    185. Burn down chartStory based burn down 150 150 Iteration 1 Burn Down Chart 150 145 142 127 125 117 109 100 96Points 72 75 50 44 34 25 19 6 3 1 0 0 Time in Days Remaining Ideal Velocity
    186. Daily Stand-upsShare commitmentCommunicate daily status, progress, and plans to the team and any observersIdentify obstacles so that the team can take steps to remove themSet direction and focusBuild a team
    187. Daily Stand-ups - What to do?What did I get done yesterday?What will I do today?What is on my way?
    188. Impediment BacklogList of things that are preventing the team from progressing orimprovingThe ScrumMaster must bulldoze out of the wayFrom getting the coffee machine fixed to replacing the CEO!A good ScrumMaster will remove impediments within 24 hours
    189. Effective daily stand-upsQuickness and high energyLong, low-energy meetings tend to distract and mute the day.SupportiveSelf-managed
    190. Who attends?Pigs - Committed - contribute to the completion of the current iterationChickens - Involved - interested in status but do not contributePeople who are committed are allowed to speak
    191. What it is not?
    192. What it is not?Not a social gathering
    193. What it is not?Not a social gatheringNot for problem solving
    194. What it is not?Not a social gatheringNot for problem solvingNot a reporting exercise
    195. What it is not?Not a social gatheringNot for problem solvingNot a reporting exercise
    196. What it is not?Not a social gatheringNot for problem solvingNot a reporting exerciseTo synchronize your efforts towards the goal
    197. What it is not?Not a social gatheringNot for problem solvingNot a reporting exerciseTo synchronize your efforts towards the goalCommitment to the goal, not just the tasks
    198. Rules - Most important Same place same time - XX A.M. 15 minutes max Attendance mandatory / Attend by proxy Each week one person responsible Late arrival pays Rs. 50 Impediment log Can be updated outside of stand-ups
    199. Sprint review
    200. Sprint review
    201. Scrum Retrospective
    202. Scrum Retrospective
    203. Scrum Retrospective - Prime‘Regardless of what we discover,we understand and truly believethat everyone did the best jobthey could, given what they knewat the time, their skills andabilities, the resources available,and the situation at hand.’
    204. Basecamp implementation PO Decomposed Initial specs, New Approved into user stories Acceptance criteriaIdeas (prioritized) features (to-do list) and testable examples (Based on discussion prioritized with stakeholders) Product ideas Product backlog Sprint backlog Sprint planning Broken down into tasks Dev review and discussion (to-do) along with hour estimate based estimates on SP Current sprint
    205. Team room examples
    206. Team room examples
    207. Team room examples
    208. Team room examples
    209. Team room videoshttp://www.youtube.com/watch?v=66MICSQ0aX8http://www.youtube.com/watch?v=rrfXRBiBsU0http://www.youtube.com/watch?v=VjNxQ-a-x2M
    210. How can we fail?Lack of resolve bypeople to overcomethe problems thatScrum will expose
    211. Questions?

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