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Agile intro module 3

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One day introduction to Agile and Scrum - Module 3 - Project Management

One day introduction to Agile and Scrum - Module 3 - Project Management

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  • Traditionele projecten
    - milestones zijn Req. rdy, Des. rdy, Coding rdy, Test rdy

    Agile projecten
    - milestones zijn Release planning, Iteration Planning, Daily Planning






  • Inspanning komt pas via Velocity in beeld
    Velocity = Story Point / Sprint
    Dus met een Velocity van 10, en Sprints van 2 weken en een team van 5 man, weet je dat de Inspanning (op dit moment) 1 dag is per Story Point





  • Eventueel in 2 teams. 1 team met eenvoudige Backlog, tweede team met feature/functional matrix.




  • Creëer een “sense of focus and abundance” tijdens de sprint planning.
  • Eventueel in 2 groepen: Sprint 1 en Sprint 2



  • Twee mogelijke uitvoeringen:
    - voor mij - wat moet ik met deze cursus starten/stoppen/doorgaan
    - voor de deelnemers - wat gaan zij morgen in hun werk doen
    Voorkeur voor de tweede vorm.
  • Toepassing op planning:
    1
    - ga bij elkaar zitten tijdens release/sprint planning
    - leg uit wat je bedoelt met een requirement
    2
    - voor een sprint van 3 weken kan je veel details wel onthouden, documenteer alleen het noodzakelijke
    - snelle oplevering zorgt ook voor snelle leercurve voor schatten en plannen
    3
    - ga bij elkaar zitten ...
    4
    - elke nieuwe sprint kan iets volledig anders zijn dan vooraf gedacht
  • Toepassing op Schatten en Plannen
    1. Korte sprints, snelle feedback
    2. Planning meeting - creeer gevoel van “abundance”
    3. Technical debt
    4. Prioritiseren - belangrijke zaken in vroege sprints
    5. Team - self-org
    6. Sprint review / retrospective, velocity
    7. Continue feedback, daily-scrum, sprint review
    8. Release planning / sprint planning
    9. Sprint
    10. Daily scrum / sprint planning
    11. Self-org
    12. Sprint plan, release plan, daily scrum, sprint review
  • Transcript

    • 1. Agile Intro Module 3 Estimating & Planning
    • 2. Sprint Backlog
    • 3. Sprint Backlog IN WORK
    • 4. User Story Als een cursist Wil ik weten hoe planning in Agile projecten verloopt Omdat we zonder planning niet weten wat we moeten doen en niet weten hoe ver we zijn
    • 5. Agile versus Plan—driven ii Agile tegengesteld aan plan-driven? 1* Geen BPUF I Maar heel veel planning.
    • 6. Zes niveaus van planning strategy portfolio product _ nelease Iteration day
    • 7. Cone of Uncertainty I , l grove, onnauwkeurige schatting . --_. ___; preciese a. .--1 schatting
    • 8. Drie niveaus van planning I ‘:1!’ fl! ’ 5; As a user I want to pay Iteration with Visa card
    • 9. Release planning G Release it >> Iteration it typically 3-6 months *3 date-driven or user story-driven
    • 10. User story backlog Sprint I Sprint 2 Sprint 3 As a user As a user As a user As a user As a user As a user As a user As a user As a user As a user
    • 11. pamnee; ,(”n: | User story matrix Full functional As a user As a user As a user As a user As a user As a user As a user As a user As a user As a user
    • 12. pamnea; ,(| |n: | User story matrix Full functional As a user As a user As a user 8 I 8 As a user As a user As a user I 5 3 As a user As a user As a user 5 5 8 As a user 5
    • 13. pa. |n1ee; ,(| |n: | User story matrix Full functional As a user As a user As a user 8 I 8 As a user As a user As a user I 5 3 As a user As a user As a user 5 5 8 As a user 5
    • 14. Release planning Estimate user stories velocity? prioritise user stories
    • 15. Story points 0 Waarde voor grootte / complexiteit, zonder dimensie 0 NIET voor inspanning / effort 0 Relatieve manier van schatten (x = 2y) 0 Meestal met (0), |,2, 3, 5,8, I3, 20,40, IOO 0 Start met enkele stories als baseline 0 Bouw een referentie-set op
    • 16. Planning Poker 0 After story I 7* , ____ explanation, each ‘SI team member °’”" """ picks a card HE 0 I-2-3 turn cards ° , ,° ; ’;‘; ‘;m‘ 0 we :0 ‘ o discuss High/ Low I I I. st, 8102 new oven: on: ., ,v_* 0 re-iterate
    • 17. Sprint Backlog IN WORK
    • 18. Sprint Backlog IN WORK DONE
    • 19. Sprint Backlog IN WORK DONE
    • 20. User Story Als een cursist Wil ik wel eens pokeren Omdat dat wel ‘fun’ l<| in| <t
    • 21. Case - iPhone app 1* Stel een release planning op voor onze App *0 Sorteer de stories (belangrijkste links) it Definieer Release Goal G Schat story points in (voor de eerste | O- I 5) *9 GeefT-shirt maten voor de rest
    • 22. Sprint Backlog IN WORK DONE
    • 23. Sprint Backlog IN WORK DONE Iteration Plan
    • 24. Sprint Backlog IN WORK Iteration Plan
    • 25. User Story Als een cursist Wil ik wel eens een Sprint Planning uitvoeren Omdat alleen theorie onvoldoende is om dit in onze organisatie toe te passen
    • 26. Sprint Planning 1! Product Owner +Team + Experts *3» Create Sprint Goal ii For each User Story in this iteration I. PO clarifies story, team asks questions 2. Team (w/ o PO) creates tasks, (re)estimates size (story or tasks)
    • 27. Let’s practice *9 Voer een Sprint planning meeting uit
    • 28. Scrum board As a user As a user As a user As a user As a user As a user As a user As a user
    • 29. Sprint Backlog IN WORK Iteration Plan
    • 30. Sprint Backlog Iteration Plan
    • 31. 29 Start doing Stop doing Continue doing
    • 32. 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.
    • 33. I2 principes Working software is the primary measure of progress. Agile processes promote sustainable deveIopment. 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. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements. even late in deve| opment. 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.

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