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Einführung Scrum2
 

Einführung Scrum2

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Scrum Vortrag, Boris Gloger, Buchhandlung Lehmanns, Hamburg

Scrum Vortrag, Boris Gloger, Buchhandlung Lehmanns, Hamburg

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    Einführung Scrum2 Einführung Scrum2 Presentation Transcript

    • presents Effektiver mit Scrum 18.06.08 | Buchhandlung Lehmanns | Hamburg 1
    • The End
    • “Equally responsible for the initiation of project with predefined failure is management that insists upon having fixed commitments from programming personnel prior to the latter’s understanding what the commitment are for. Too frequently, management does not realize that !in asking the staff for “the impossible”, the staff will feel the obligation to respond out of respect, fear or misguided loyalty.!Saying “no” to the boss frequently requires courage, political and ! psychological wisdom, and business maturity that comes with much experience.” -- The Management of Computer Programming Projectsquot; by Charles Lecht. 1967
    • Philosophy and Soziology
    • EDS | BroadVision | ONE
    • France | Germany | Austria
    • 1st Certi ed ScrumTrainer
    • SPRiNT iT
    • What is Scrum?
    • 36 Scrum is not a ....
    • 37 Yahoo Chief Product Owner – “Scrum is faster, better, cooler! It’s the way we first built software at Yahoo, yet is scalable to large, distributed, and outsourced teams.”
    • 38
    • 39
    • 40
    • 41 Process Types It is typical to adopt the defined (theoretical) modeling approach when the underlying mechanisms by which a process operates are reasonably well understood. When the process is too complicated for the defined approach, the empirical approach is the appropriate choice.” Process Dynamics, Modeling, and Control, Ogunnaike and Ray, Oxford University Press, 1992
    • Scrum Roles Scrum Roles are Responsibilites of a process not positions in an enterprise
    • 43 Manager Kunde ScrumMaster Team Product Owner Anwender
    • 44 Estimation Meeting
    • 44 Estimation Meeting
    • 44 Estimation Meeting Preparation of Sprint Planning Formal estimation Spend at least two meetings per Sprint Estimate only Size not Time => Input for Release Planing
    • 45 Planning Meeting
    • 45 Planning Meeting
    • 45 Planning Meeting
    • 45 Planning Meeting
    • 45 Planning Meeting Product Backlog Team Capabilities Next Sprint Goal Business Conditions Review, Selected Product Consider, Backlog Technology Stability Organize Sprint Backlog Executable Product Increment
    • 46 Daily Scrum Meetings
    • 46 Daily Scrum Meetings
    • 46 Daily Scrum Meetings • Daily 15 minute meeting
    • 46 Daily Scrum Meetings • Daily 15 minute meeting • Same place and time every day
    • 46 Daily Scrum Meetings • Daily 15 minute meeting • Same place and time every day • Meeting room
    • 46 Daily Scrum Meetings • Daily 15 minute meeting • Same place and time every day • Meeting room • Chickens and pigs
    • 46 Daily Scrum Meetings • Daily 15 minute meeting • Same place and time every day • Meeting room • Chickens and pigs • Three questions
    • 46 Daily Scrum Meetings • Daily 15 minute meeting • Same place and time every day • Meeting room • Chickens and pigs • Three questions • What have you ACHIEVED since last meeting?
    • 46 Daily Scrum Meetings • Daily 15 minute meeting • Same place and time every day • Meeting room • Chickens and pigs • Three questions • What have you ACHIEVED since last meeting? • What will you ACHIEVE before next meeting?
    • 46 Daily Scrum Meetings • Daily 15 minute meeting • Same place and time every day • Meeting room • Chickens and pigs • Three questions • What have you ACHIEVED since last meeting? • What will you ACHIEVE before next meeting? • What is in your way?
    • 46 Daily Scrum Meetings • Daily 15 minute meeting • Same place and time every day • Meeting room • Chickens and pigs • Three questions • What have you ACHIEVED since last meeting? • What will you ACHIEVE before next meeting? • What is in your way? • Impediments and
    • 46 Daily Scrum Meetings • Daily 15 minute meeting • Same place and time every day • Meeting room • Chickens and pigs • Three questions • What have you ACHIEVED since last meeting? • What will you ACHIEVE before next meeting? • What is in your way? • Impediments and • Decisions
    • 46 Daily Scrum Meetings • Daily 15 minute meeting • Same place and time every day • Meeting room • Chickens and pigs • Three questions • What have you ACHIEVED since last meeting? • What will you ACHIEVE before next meeting? • What is in your way? • Impediments and • Decisions
    • 47 Sprint Review
    • 47 Sprint Review
    • 47 Sprint Review Done!
    • 47 Sprint Review When a Team member says “done,” what does that mean? Done!
    • 47 Sprint Review When a Team member says “done,” what does that mean? Done! Code adheres to standards, is clean, has been re-factored, has been unit tested, has been checked in, has been built, and has had a suite of unit tests applied to it
    • 47 Sprint Review When a Team member says “done,” what does that mean? Done! Code adheres to standards, is clean, has been re-factored, has been unit tested, has been checked in, has been built, and has had a suite of unit tests applied to it Development environment for this to happen requires source code library, coding standards, automated build facility, and unit test harness
    • 47 Sprint Review When a Team member says “done,” what does that mean? Done! Code adheres to standards, is clean, has been re-factored, has been unit tested, has been checked in, has been built, and has had a suite of unit tests applied to it Development environment for this to happen requires source code library, coding standards, automated build facility, and unit test harness
    • 47 Sprint Review When a Team member says “done,” what does that mean? Done! Code adheres to standards, is clean, has been re-factored, has been unit tested, has been checked in, has been built, and has had a suite of unit tests applied to it Development environment for this to happen requires source code library, coding standards, automated build facility, and unit test harness
    • HEARTBEAT RETROSPECTIVES Learning from the past for the future
    • 49 Running a Sprint
    • 50
    • 51 Running 30 days Team builds functionality that includes product backlog and meets Sprint goal Team self-organizes to do work Team conforms to existing standards and conventions Tracks progress
    • 52
    • 53
    • 54 Hrs Sprint Ende Trendline aktuelle Tendline Tage
    • 55 News -- 50 Produkte -- 30 Schnittstellen - 10 ... 20 9 30 x
    • 56 Scaling / Distributed Teams / Enterprise
    • In 1967 I submitted a paper called quot;How Do Committees Invent?quot; to the Harvard Business Review. HBR rejected it on the grounds that I had not proved my thesis. I then submitted it to Datamation, the major IT magazine at that time, which published it April 1968. Here is one form of the paper's thesis: Conways Law Any organization that designs a system (de ned broadly) will produce a design whose structure is a copy of the organization's communication structure.
    • 58 Marketing Sales Kunde Dev. IT Kunde Kunde Kunde P P P P P P P P P P P P P Product Owner P P P P P P Team Team Team Team Team P Team Team Team Team P P P
    • 59 Common Pitfalls
    • No Vision
    • No Product Backlog
    • Product Backlog is not sized
    • Product Backlog is not estimated
    • Sprint gets disturbed
    • No Burn Down Chart
    • No Daily Scrum
    • No Impediment list
    • No nal product increment
    • No retrospective!
    • Schwarzwaldstrasse 139 76532 Baden-Baden +49170525 6348 boris.gloger@gmail.com