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Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
Introduction to Scrum
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Introduction to Scrum

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Transcript

  • 1. Introduction to Agile and Scrum Andrej Koelewijn @andrkoel andrej@koelewijn.net
  • 2. Introduction to Agile and Scrum First why...
  • 3. Introduction to Agile and Scrum First why... Then how
  • 4. Two types of projects...
  • 5. Manufacturing
  • 6. Managing these requires a different approach
  • 7. Functionality is known,Time and resources can be predicted
  • 8. Do we know this is the right design?
  • 9. Do we know this is the right design?Do we know how to get the required performance?
  • 10. Do we know this is the right design?Do we know how to get the required performance?Do we know all our platforms work as expected?
  • 11. Do we know this is the right design?Do we know how to get the required performance?Do we know all our platforms work as expected?Do we really know what the end-user wants?
  • 12. Do we know this is the right design?Do we know how to get the required performance?Do we know all our platforms work as expected?Do we really know what the end-user wants?Is the useability good enough?
  • 13. Do we know this is the right design?Do we know how to get the required performance?Do we know all our platforms work as expected?Do we really know what the end-user wants?Is the useability good enough?Do we know what the competition will do?
  • 14. With so many unknowns, you cant predictfunctionality, time and resources
  • 15. Better approach: Do as much as possible withinfixed time and with fixed resources
  • 16. How do you make sure you can deliver... ?
  • 17. How do you make sure you... ?
  • 18. How do you achieve highest... ?
  • 19. Work on limited numberof features at a time...
  • 20. Whenever you run out of time or money,
  • 21. You have the most important features releasable...
  • 22. Limit Work in Progress
  • 23. How do you maximize knowledge creation?
  • 24. How do you maximize knowledge creation? Trail and error is how you do it...
  • 25. The faster you can iterate through plan-do-check-act...
  • 26. The faster you can iterate through plan-do-check-act...The faster you learn
  • 27. How do you improve productivity?
  • 28. How do you improve productivity? By removing handovers and queues...
  • 29. Scrum Limit work in progress, order requiments,enable learning through feedback, increase productivity by using a single cross-functional team
  • 30. Scrum :By Product ManagersFor Product Managers
  • 31. The product manager...
  • 32. The product manager...Is responsible for TranslatingCustomer needs...
  • 33. The product manager...Is responsible for TranslatingCustomer needs...Into successful products
  • 34. Product manager (owner) usesScrum to manage interaction withProduct development team
  • 35. The product owner translates user needsinto product vision and requirements
  • 36. Team needs to be able to quickly estimaterelative size of the requirments...
  • 37. Team continuously keeps track of productivity,So amount of work doable in an iteration can be estimated
  • 38. Team needs to keep track of progress in a sprint,Team needs to regularly release working software...
  • 39. Product owner can regularly test working softwareAnd use feedback to update list of requirements
  • 40. Example of 3 iterations...
  • 41. All team members participate during planning poker session...
  • 42. Taskboard to keep track of progress within one iteration
  • 43. Introduction to Agile and Scrum Andrej Koelewijn @andrkoel andrej@koelewijn.net

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