InfoJobs Agile
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Introduction to the Agile methods used at InfoJobs. Description of the Agile manifesto and principles. Overview of Scrum, kanban and scrumban as used at InfoJobs.

Introduction to the Agile methods used at InfoJobs. Description of the Agile manifesto and principles. Overview of Scrum, kanban and scrumban as used at InfoJobs.

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  • 1. Introduction to Agile Scrum, kanban & scrumban InfoJobs - Introduction to Agile by Gabriel Prat is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. 1diumenge 29 d’abril de 12
  • 2. WHO AM  I? hp://www.infojobs.net/ gabriel-­‐prat-­‐masramon.prf hp://www.slideshare.net/ gabriprat/infojobs-­‐agile InfoJobs - Introduction to Agile by Gabriel Prat is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License.diumenge 29 d’abril de 12
  • 3. What do you Expect ? 3diumenge 29 d’abril de 12
  • 4. GROUND RULES Change order Interrupt as needed Control Add topics schedule 4diumenge 29 d’abril de 12
  • 5. COMMON PROBLEMS (SACWIS Implementation) Florida Minnesota Budget Scheduled dura3on Staff Jim Johnson, chairman of the Standish Group, at the XP (eXtreme Programming) 2002 conference 5diumenge 29 d’abril de 12
  • 6. COMMON PROBLEMS (SACWIS Implementation) Florida Minnesota Budget $32M Scheduled 8  years dura3on Staff 109  people Jim Johnson, chairman of the Standish Group, at the XP (eXtreme Programming) 2002 conference 5diumenge 29 d’abril de 12
  • 7. COMMON PROBLEMS (SACWIS Implementation) Florida Minnesota Budget $32M $1,1M Scheduled 8  years 1  year dura3on Staff 109  people 8  people Jim Johnson, chairman of the Standish Group, at the XP (eXtreme Programming) 2002 conference 5diumenge 29 d’abril de 12
  • 8. COMMON PROBLEMS (SACWIS Implementation) Florida Minnesota Budget $32M $1,1M Scheduled 8  years 1  year dura3on 15  years Staff 109  people 8  people Jim Johnson, chairman of the Standish Group, at the XP (eXtreme Programming) 2002 conference 5diumenge 29 d’abril de 12
  • 9. COMMON PROBLEMS (SACWIS Implementation) Florida Minnesota Budget $32M $1,1M $230M Scheduled 8  years 1  year dura3on 15  years Staff 109  people 8  people Jim Johnson, chairman of the Standish Group, at the XP (eXtreme Programming) 2002 conference 5diumenge 29 d’abril de 12
  • 10. COMMON PROBLEMS (SACWIS Implementation) Florida Minnesota Budget $32M $1,1M $230M Scheduled 8  years 1  year dura3on 15  years Staff 109  people 8  people Jim Johnson, chairman of the Standish Group, at the XP (eXtreme Programming) 2002 conference 5diumenge 29 d’abril de 12
  • 11. COMMON PROBLEMS (SACWIS Implementation) Florida Minnesota Budget $32M $1,1M $230M 200x Scheduled productivity!ear 8  years 1  y dura3on 15  years Staff 109  people 8  people Jim Johnson, chairman of the Standish Group, at the XP (eXtreme Programming) 2002 conference 5diumenge 29 d’abril de 12
  • 12. VICIOUS CIRCLE Rings a bell? :) Unsatisfied client Late deliveries Rush Bugs & rework Low quality 6diumenge 29 d’abril de 12
  • 13. VICIOUS CIRCLE Rings a bell? :) Unsatisfied client Late deliveries Rush Demotivation + never ending project Bugs & rework Low quality 6diumenge 29 d’abril de 12
  • 14. AG·ILE - adjective Quick and well-coordinated in movement; lithe. 7diumenge 29 d’abril de 12
  • 15. CUSTOMER 1 COLLABORATION over contract negotiation AGILE MANIFESTO 8diumenge 29 d’abril de 12
  • 16. CUSTOMER 1 COLLABORATION over contract negotiation AGILE MANIFESTO INDIVIDUALS and 2 INTERACTIONS over processes and tools 8diumenge 29 d’abril de 12
  • 17. CUSTOMER 1 COLLABORATION over contract negotiation AGILE MANIFESTO INDIVIDUALS and 2 INTERACTIONS over processes and tools RESPONDING to 3 CHANGE over following a plan 8diumenge 29 d’abril de 12
  • 18. CUSTOMER 1 COLLABORATION over contract negotiation AGILE MANIFESTO INDIVIDUALS and 2 INTERACTIONS over processes and tools RESPONDING to 3 CHANGE over following a plan WORKING 4 SOFTWARE over full documentation 8diumenge 29 d’abril de 12
  • 19. 1 DELIVER SOFTWARE 2 EMBRACE CHANGE 3 SHOW OFTEN AGILE PRINCIPLES 4 WORK TOGETHER 5 PROVIDE ENVIRONMENT 6 CHAT FACE-to-FACE 7 MINIMIZE WASTE 8 MAINTAIN PACE 9 SEEK TECH EXCELLENCE 10 LOVE SIMPLICITY 11 SELF-ORGANIZE TEAMS 12 IMPROVE CONTINUOUSLY 9diumenge 29 d’abril de 12
  • 20. 1 DELIVER SOFTWARE 10diumenge 29 d’abril de 12
  • 21. 1 DELIVER SOFTWARE WATERFALL 10diumenge 29 d’abril de 12
  • 22. 1 DELIVER SOFTWARE WATERFALL 10diumenge 29 d’abril de 12
  • 23. 1 DELIVER SOFTWARE WATERFALL 10diumenge 29 d’abril de 12
  • 24. 1 DELIVER SOFTWARE WATERFALL 10diumenge 29 d’abril de 12
  • 25. 1 DELIVER SOFTWARE WATERFALL AGILE 10diumenge 29 d’abril de 12
  • 26. 1 DELIVER SOFTWARE WATERFALL AGILE 10diumenge 29 d’abril de 12
  • 27. 1 DELIVER SOFTWARE WATERFALL AGILE 10diumenge 29 d’abril de 12
  • 28. 1 DELIVER SOFTWARE WATERFALL AGILE 10diumenge 29 d’abril de 12
  • 29. AGILE PRINCIPLES 2 EMBRACE CHANGE 11diumenge 29 d’abril de 12
  • 30. FEAR OF CHANGE 12diumenge 29 d’abril de 12
  • 31. FEAR OF CHANGE 13diumenge 29 d’abril de 12
  • 32. AGILE PRINCIPLES 2 EMBRACE CHANGE 14diumenge 29 d’abril de 12
  • 33. AGILE PRINCIPLES 2 3 EMBRACE CHANGE SHOW OFTEN 14diumenge 29 d’abril de 12
  • 34. AGILE PRINCIPLES 2 3 EMBRACE CHANGE SHOW OFTEN http://www.slideshare.net/jallspaw/ops-metametrics-the-currency-you-pay-for-change 14diumenge 29 d’abril de 12
  • 35. AGILE PRINCIPLES 15diumenge 29 d’abril de 12
  • 36. AGILE PRINCIPLES Increase adaptability Plan Develop User feedback 15diumenge 29 d’abril de 12
  • 37. AGILE PRINCIPLES Increase adaptability Reduce risk Plan Develop Risk User feedback Release size 15diumenge 29 d’abril de 12
  • 38. AGILE PRINCIPLES 3 SHOW OFTEN Increase adaptability Reduce risk Plan Develop Risk User feedback Release size 15diumenge 29 d’abril de 12
  • 39. AGILE PRINCIPLES 16diumenge 29 d’abril de 12
  • 40. AGILE PRINCIPLES 3 SHOW OFTEN 16diumenge 29 d’abril de 12
  • 41. 4 WORK TOGETHER AGILE PRINCIPLES 17diumenge 29 d’abril de 12
  • 42. 4 WORK TOGETHER AGILE PRINCIPLES How the customer How the project How the analyst explained it manager understood it designed it How the programmer How pathes were What the customer wrote it applied really needed 17diumenge 29 d’abril de 12
  • 43. AGILE PRINCIPLES 5 PROVIDE ENVIRONMENT 18diumenge 29 d’abril de 12
  • 44. 6 CHAT FACE-to-FACE MORE EFFECTIVE AGILE PRINCIPLES Chat with whiteboard Effectiveness of communication Chat face to face Videoconference Telephone Email Doc LESS EFFECTIVE http://en.wikipedia.org/wiki/Media_richness_theory 19diumenge 29 d’abril de 12
  • 45. 7 MINIMIZE WASTE #1 Partially Done Work AGILE PRINCIPLES #2 Extra Features #3 Relearning #4 Handoffs #5 Delays #6 Task Switching #7 Defects http://agile.dzone.com/articles/seven-wastes-software Poppendieck, Mary and Tom. Implementing Lean Software Development: From Concept to Cash. Addison-Wesley, 2006. 20diumenge 29 d’abril de 12
  • 46. RESULTS ≠ TIME Focus on results, minimize waste, be brave, learn from failure 21diumenge 29 d’abril de 12
  • 47. 8 MAINTAIN PACE Maximum AGILE PRINCIPLES Capacity Sustainable pace No work 22diumenge 29 d’abril de 12
  • 48. AGILE 9 SEEK TECH EXCELLENCE PRINCIPLES Automate test Write docs Refactor... Because We don’t... Because We don’t have time 23diumenge 29 d’abril de 12
  • 49. AGILE 9 SEEK TECH EXCELLENCE PRINCIPLES Automate test Write docs Refactor... Because We don’t... Because We don’t have time 23diumenge 29 d’abril de 12
  • 50. 10 LOVE SIMPLICITY “Perfect is the enemy of good” Voltaire 24diumenge 29 d’abril de 12
  • 51. 10 LOVE SIMPLICITY 25diumenge 29 d’abril de 12
  • 52. 10 LOVE SIMPLICITY 25diumenge 29 d’abril de 12
  • 53. 10 LOVE SIMPLICITY 25diumenge 29 d’abril de 12
  • 54. AGILE 11 SELF-ORGANIZE TEAMS PRINCIPLES 26diumenge 29 d’abril de 12
  • 55. AGILE 12 IMPROVE CONTINUOUSLY PRINCIPLES Kay = Change Zen = Good Kayzen = Continuous improvement 27diumenge 29 d’abril de 12
  • 56. 1 DELIVER SOFTWARE 2 EMBRACE CHANGE 3 SHOW OFTEN AGILE PRINCIPLES 4 WORK TOGETHER 5 PROVIDE ENVIRONMENT 6 CHAT FACE-to-FACE 7 MINIMIZE WASTE 8 MAINTAIN PACE 9 SEEK TECH EXCELLENCE 10 LOVE SIMPLICITY 11 SELF-ORGANIZE TEAMS 12 IMPROVE CONTINUOUSLY 28diumenge 29 d’abril de 12
  • 57. J-CURVE EFFECT Performance Desired state Current state Time Adapted from David Viney, The J-Curve Effect observed in change 29diumenge 29 d’abril de 12
  • 58. J-CURVE EFFECT Performance Desired state What stakeholders (mistakenly) expect Current state Time Adapted from David Viney, The J-Curve Effect observed in change 29diumenge 29 d’abril de 12
  • 59. J-CURVE EFFECT Performance Desired state What stakeholders (mistakenly) expect Current state What actually happens in most cases Time Adapted from David Viney, The J-Curve Effect observed in change 29diumenge 29 d’abril de 12
  • 60. J-CURVE EFFECT Performance Desired state What stakeholders (mistakenly) expect Current state What actually happens in most cases Time Adapted from David Viney, The J-Curve Effect observed in change 29diumenge 29 d’abril de 12
  • 61. J-CURVE EFFECT Performance Desired state What stakeholders (mistakenly) expect Current state What actually happens in most cases Time Adapted from David Viney, The J-Curve Effect observed in change 29diumenge 29 d’abril de 12
  • 62. J-CURVE EFFECT Performance Desired state What stakeholders (mistakenly) expect Current state What actually happens in most cases Time Adapted from David Viney, The J-Curve Effect observed in change 29diumenge 29 d’abril de 12
  • 63. 30diumenge 29 d’abril de 12
  • 64. Had not experienced a failed project 31diumenge 29 d’abril de 12
  • 65. 32diumenge 29 d’abril de 12
  • 66. 33diumenge 29 d’abril de 12
  • 67. SCRUM 33diumenge 29 d’abril de 12
  • 68. SCRUM DEFINITION 33diumenge 29 d’abril de 12
  • 69. SCRUM iterative, incremental methodology for project management often seen DEFINITION in agile software development. 33diumenge 29 d’abril de 12
  • 70. SCRUM iterative, incremental methodology for project management often seen DEFINITION in agile software development. Daily scrum meeting 24 hours Shippable Sprint product Product backlog 2 weeks backlog 33diumenge 29 d’abril de 12
  • 71. GROUND RULES “ Change is the only constant Tao Principle ” “ fail faster to succeed sooner ” David Kelley, CEO Ideo 34diumenge 29 d’abril de 12
  • 72. GROUND RULES Scrum roles, artifacts, events and rules are immutable - Why should we change? The old ways were good enough 35diumenge 29 d’abril de 12
  • 73. GROUND RULES Shared goals and responsibilities Daily standup, daily communication, daily involvement 36diumenge 29 d’abril de 12
  • 74. GROUND RULES All team members’ role is “team member”, no sub-teams dedicated to specific domains - We have a bottle neck in the XXX phase - How may I help you today? 37diumenge 29 d’abril de 12
  • 75. GROUND RULES Full time team members - Sorry, I can’t help you, I’m working on something else - Make everything visible! Look at the whiteboard 38diumenge 29 d’abril de 12
  • 76. GROUND RULES Avoid paralellization - Everything is important 39diumenge 29 d’abril de 12
  • 77. GROUND RULES Bueno, Bonito, Barato: Choose two of them 40diumenge 29 d’abril de 12
  • 78. GROUND RULES Fixed Scope Traditional Estimated Cost Time Bueno, Bonito, Barato: Choose two of them 40diumenge 29 d’abril de 12
  • 79. GROUND RULES Fixed Scope Time Cost Agile! Traditional Estimated Cost Time Scope Bueno, Bonito, Barato: Choose two of them 40diumenge 29 d’abril de 12
  • 80. TIME BOX 41diumenge 29 d’abril de 12
  • 81. TIME BOX Traditional Estimated Real 41diumenge 29 d’abril de 12
  • 82. TIME BOX Traditional Estimated Real 41diumenge 29 d’abril de 12
  • 83. TIME BOX Traditional Estimated Real Ouch! 41diumenge 29 d’abril de 12
  • 84. TIME BOX Traditional Estimated Real Ouch! Agile! Estimated Real 42diumenge 29 d’abril de 12
  • 85. TIME BOX Traditional Estimated Real Ouch! Agile! Estimated Real 42diumenge 29 d’abril de 12
  • 86. TIME BOX Traditional Estimated Real Ouch! Agile! Estimated Real 42diumenge 29 d’abril de 12
  • 87. TIME BOX Traditional Estimated Real Ouch! Agile! Estimated Real Continuous improvement Replan 42diumenge 29 d’abril de 12
  • 88. TIME BOX Traditional Estimated Real Ouch! Agile! Estimated Working software! Real Early & continuous delivery Replan R1.0 42diumenge 29 d’abril de 12
  • 89. TIME BOX Traditional Estimated Real Ouch! Agile! Estimated Real Replan R1.0 R2.0 42diumenge 29 d’abril de 12
  • 90. SCRUM OVERVIEW Roles Artifacts Meetings 43diumenge 29 d’abril de 12
  • 91. SCRUM ROLES 1 PRODUCT OWNER the voice of the customer 2 TEAM MEMBER deliver the product 3 SCRUM MASTER facilitator, mentor, coach 4 EXTERNAL EXPERTS consultants, assessors, auditors 44diumenge 29 d’abril de 12
  • 92. SCRUM TEAMS Team Prod. Owner #*# ?" ?" Tech Lead Test engineers Int. designer Visual Interface Scrum Master designer #" #" #" <># Developers Front-end dev. ?*# QA Lead 45diumenge 29 d’abril de 12
  • 93. AUTONOMOUS TEAMS Group of individuals working in concert toward shared specific goals without the direct influence of an outside party They (so not their Capaple of doing Self- managers) decide the work end-to- Competent how to meet goals end to meet goals organized Acknowledgment Composed by Multi- and assumption of Accountable members from responsibility about disciplinar multiple goal achievement departments 46diumenge 29 d’abril de 12
  • 94. PRODUCT OWNER ROLE Seats in the driver’s seat, prioritize what to do and knows when the software should be shipped 47diumenge 29 d’abril de 12
  • 95. PRODUCT OWNER ROLE Seats in the driver’s seat, prioritize what to do and knows when the software should be shipped 47diumenge 29 d’abril de 12
  • 96. PRODUCT OWNER ROLE Seats in the driver’s seat, prioritize what to do and knows when the software should be shipped Here be the team 47diumenge 29 d’abril de 12
  • 97. PRODUCT OWNER ROLE Seats in the driver’s seat, prioritize what to do and knows when the software should be shipped Here be the team Thousands of clients! Scary, aren’t they? 47diumenge 29 d’abril de 12
  • 98. PRODUCT OWNER ROLE Seats in the driver’s seat, prioritize what to do and knows when the software should be shipped Here be Product the team owner. Thousands of clients! Scary, aren’t they? 47diumenge 29 d’abril de 12
  • 99. PRODUCT OWNER ROLE Seats in the driver’s seat, prioritize what to do and knows when the software should be shipped Here be Product the team owner. The brave Thousands of gatekeeper. clients! Scary, aren’t they? 47diumenge 29 d’abril de 12
  • 100. PRODUCT OWNER ROLE Seats in the driver’s seat, prioritize what to do and knows when the software should be shipped Guardians of the scrum teams. They keep orcs at the doors. 47diumenge 29 d’abril de 12
  • 101. PRODUCT OWNER ROLE Seats in the driver’s seat, prioritize what to do and knows when the software should be shipped Guardians of the scrum teams. They keep orcs at the doors. ✓ Responsible for delivering the maximum value to the company. ✓ Must be up to date of the sprint status ✓ Responsible for having good user stories from the PM on time having the client’s ok before the sprint planning 47diumenge 29 d’abril de 12
  • 102. PRODUCT OWNER ROLE Seats in the driver’s seat, prioritize what to do and knows when the software should be shipped Guardians of the scrum teams. They keep orcs at the doors. 47diumenge 29 d’abril de 12
  • 103. DEVELOPER! Writes code *sigh* ROLE Designs software architecture Don’t let the team build a Rube Goldberg machine Co-responsible for the team’s output "With great power there must also come -- great responsibility!" Stan Lee - Amazing Fantasy #15 (First Spider-Man story) "To whom much has been given, much will be expected" Jesus - Luke 12:48 48diumenge 29 d’abril de 12
  • 104. DEVELOPER! ROLE 48diumenge 29 d’abril de 12
  • 105. TECH LEAD Focused on the output, not the process. Helps in the process of converting ideas to ROLE architecture, to tasks, to code. 49diumenge 29 d’abril de 12
  • 106. TECH LEAD Focused on the output, not the process. Helps in the process of converting ideas to ROLE architecture, to tasks, to code. Global project technical vision Leading scrum meetings Do’s Remove technical impediments Manage team’s technical skills Write code. Write a lot of code Create interactive environment 49diumenge 29 d’abril de 12
  • 107. TECH LEAD Focused on the output, not the process. Helps in the process of converting ideas to ROLE architecture, to tasks, to code. Global project technical vision Be the only responsible Leading scrum meetings Don’ts Make the hard decisions alone Do’s Remove technical impediments Impose his opinion Manage team’s technical skills Be the best at everything Write code. Write a lot of code Write all the hard code Create interactive environment 49diumenge 29 d’abril de 12
  • 108. TECH LEAD Focused on the output, not the process. Helps in the process of converting ideas to ROLE architecture, to tasks, to code. Global project technical vision Be the only responsible Leading scrum meetings Don’ts Make the hard decisions alone Do’s Remove technical impediments Impose his opinion Manage team’s technical skills Be the best at everything Write code. Write a lot of code Write all the hard code Create interactive environment http://www.flyingtomoon.com/2011/06/do-we-need-technical-leads-in-scrum.html http://blog.franktrindade.com/2009/08/11/whats-the-tech-lead-doing-anyway/ http://www.magpiebrain.com/2006/09/12/a-tech-lead-manifesto/ 49diumenge 29 d’abril de 12
  • 109. SCRUM MASTER ROLE Focused on the methodology, the people and the team improvement, not the output of the current sprint. Care for all the people in team (Train the team to) Remove impediments Have management authority Don’ts Do’s Commits to work on behalf of Make retrospective the team enhancements happen Need to be a developer Have the best people skills Be the only one concerned about people’s feelings Protects team against interruptions. 50diumenge 29 d’abril de 12
  • 110. for SCRUM MASTERS 51diumenge 29 d’abril de 12
  • 111. The SM observes the world but trusts his inner vision. The SM allows things to happen. He allows things to come and go He shapes events as they come. His heart is open as the sky. (12) He steps out of the ways and let the design speak for itself. (45) The SM doesnt talk, he acts. The SM gives himself up to whatever the moment brings. When this is done, the team says, He knows that he is going to leave, "Amazing: we did it, all by ourselves!" (17) he has nothing left to hold on to: no illusions, no resistance in mind. He holds nothing back from the project, therefore is ready for departure, as a man is ready for sleep after a good days work. (50) When the SM leads, the team is hardly aware that he exists. Next best is a leader that is loved. Next, one who is feared. The great way is easy, yet developers prefer the side paths. The worst one who is despised. (17) Be aware when things are out of balance. Remain centered within the design. (53) A good traveler has no fixed plans and isn’t intent upon arriving. A good artist lets his intuition lead him wherever it wants. The SMs power is like this. A good scientist has freed himself of concepts He let all things come and go effortlessly, without desire. and keeps his mind open to what is. He never expect results; thus he is never disappointed. Thus the SM is available to everybody and doesnt reject anyone. He is never disappointed, thus his spirit never grows old. (55) He is ready to use all situations and does not waste anything. (27) Those who don’t have a clue are still debating about the process Therefore the SM controls without authority. Those who know, just do it. (56) Working, yet not taking credit. Work is done, then forgotten. Therefore it lasts forever. (2) SM is content to serve as an example and not to impose his will. He is pointed, but doesnt pierce. Straightforward, but supple. When the process is lost, there is good practice. Radiant, but easy on the eyes. (58) When good practice is lost, there are rules. When rules are lost, there is ritual. Ritual is the beginning of chaos. (38) If you want to be a great SM, stop trying to control. Let go of fixed plans and concepts and the team will govern itself. The more rules you have, the less disciplined the team will be. The SM concerns himself with the depth and not the surface, The more coercion you exert, the less secure the team will be. with the fruit and not the flower. (38) The more external help you call, the less self-reliant the team’ll be. (57) for SCRUM MASTERS 51diumenge 29 d’abril de 12
  • 112. TEST ENGINEER Testing is not a phase. ROLE Development = testing + coding 52diumenge 29 d’abril de 12
  • 113. TEST ENGINEER Testing is not a phase. ROLE Development = testing + coding Writes automated tests Do’s Designs test plan Run auto/manual tests Co-responsible for team’s output 52diumenge 29 d’abril de 12
  • 114. TEST ENGINEER Testing is not a phase. ROLE Development = testing + coding Writes automated tests Be the only responsible for Don’ts output’s quality Do’s Designs test plan Run all the tests Run auto/manual tests Makes the decision on whether the product is “done- Co-responsible for team’s output done” alone 52diumenge 29 d’abril de 12
  • 115. AGILE QA QA is not a phase, its a state of mind If it is not tested it is not done-done Programmers write tests Test driven development? (TDD) 53diumenge 29 d’abril de 12
  • 116. SCRUM ARTIFACTS 1 PRODUCT BACKLOG a prioritized features list 2 SPRINT BACKLOG a list of to-do tasks 3 BURN DOWN a progress tracking method 54diumenge 29 d’abril de 12
  • 117. PRODUCT BACKLOG As
  • 118.    a
  • 119.   who I
  • 120.   w ant
  • 121.   w hat, so 
  • 122.   that 
  • 123.   why Prioritized & estimated stack of user stories 55diumenge 29 d’abril de 12
  • 124. DEEP BACKLOG Detailed appropriately E stimated E mergent P rioritized 56diumenge 29 d’abril de 12
  • 125. DETAILED APPROPRIATELY More estimation errors MANY Unwanted dependencies DETAILED False sentiment of control SMALL Loss of overview STORIES Useless rework Hardly manageablediumenge 29 d’abril de 12
  • 126. DEEP BACKLOG Horizon Product Backlog Details Priority First  sprint Detailed  US  +  AC High Next  two  sprints Detailed  epics Any  other  sprint Less  detailed The  unknown Low 58diumenge 29 d’abril de 12
  • 127. DASHBOARD Design Code Test -!Normal Backlog Selected Done! On Rdy On Rdy On Rdy -!Bug SPRINT -!Evolutivo Atención FIRE! inmediata PRIO Atención prioritaria Sólo si hay buffer y el ASAP Sprint va bien -!Ante -!Test Burndown Burnup bloqueos,Impediments automatizados -!Doc. ayudar tester antes de ready actualizada con criterios -!Seguir -!Max. 3 avatars por aceptación estándar de -!95% coverage persona código 59diumenge 29 d’abril de 12
  • 128. BURN DOWN Estimated effort left Ide al e vol u tio n Days 60diumenge 29 d’abril de 12
  • 129. BURN DOWN Estimated effort left Ide al e vol u tio n Re al e vol u tio n Days 60diumenge 29 d’abril de 12
  • 130. BURN DOWN Estimated effort left Days 61diumenge 29 d’abril de 12
  • 131. BURN DOWN Estimated effort left Days 62diumenge 29 d’abril de 12
  • 132. BURN DOWN Estimated effort left Days 63diumenge 29 d’abril de 12
  • 133. BURN DOWN Estimated effort left Days 64diumenge 29 d’abril de 12
  • 134. BURN DOWN Estimated effort left Days 65diumenge 29 d’abril de 12
  • 135. BURN DOWN Estimated effort left Days 66diumenge 29 d’abril de 12
  • 136. SCRUM MEETINGS 1 DAILY STANDUP what I did, what I’ll do today, impediments 2 SPRINT PLANNING creation of the sprint backlog 3 SPRINT DEMO shows sprint’s accomplishments 4 SPRINT RETROSPECTIVE review the way team works 5 BACKLOG GROOMING keep the backlog DEEP 67diumenge 29 d’abril de 12
  • 137. SPRINT SCHEDULE Day1 Day 2 Day 3 Day 4 Day 5 Planning (3h) Work! Work! Work! Work! Grooming (1h) Work! (4h) Day 6 Day 7 Day 8 Day 9 Day 10 Work! Work! Work! Work! Work! (4h) Demo (1h) Retro (2h) 68diumenge 29 d’abril de 12
  • 138. DAILY STANDUP Who? When? Scrum master Always at the same time Team members Always at the same place Always 15 minutes What? Why? What did I do yesterday? What will I do today? Team synchronization Any impediments found? 69diumenge 29 d’abril de 12
  • 139. SPRINT PLANNING Who? When? Scrum master Team members 4h at the beginning Product owner of every sprint What? Why? What will we do? (with PO) How will we do it?(wo PO) Team commitment 70diumenge 29 d’abril de 12
  • 140. SPRINT PLANNING Who? When? Scrum master Team members 4h at the beginning Product owner of every sprint The team decide what will they do What? Why? What will we do? (with PO) How will we do it?(wo PO) Team commitment 70diumenge 29 d’abril de 12
  • 141. ESTIMATION GAMES Dish washing Ironing Dog walking Oven cleaning Lawn mowing Monthly shopping Plants watering Paint bedroom Beds changing Floor cleaning Laundry Windows cleaning 71diumenge 29 d’abril de 12
  • 142. PLANNING POKER Without poker planning 3 12 #" #" #" 24 ZZZZZ #" #" 72diumenge 29 d’abril de 12
  • 143. PLANNING POKER Without poker planning 3 12 #" #" #" #" #" #" 24 ZZZZZ #" #" #" #" 72diumenge 29 d’abril de 12
  • 144. PLANNING POKER Without poker planning 3 3! 12 #" #" 3... 5... #" #" #" #" 24 ZZZZZ 7... 3... #" #" #" #" 72diumenge 29 d’abril de 12
  • 145. PLANNING POKER 3 13 8 #" #" #" 3 20 #" #" 73diumenge 29 d’abril de 12
  • 146. PLANNING POKER 3 13 8 3 #" #" #" #" 13 8 #" #" 3 20 #" #" #" 3 #" 20 73diumenge 29 d’abril de 12
  • 147. PLANNING POKER 3 #" 13 8 #" #" #" 3 #" 20 74diumenge 29 d’abril de 12
  • 148. PLANNING POKER I think it’s a 3 because... 3 #" 13 8 #" #" #" 3 #" 20 74diumenge 29 d’abril de 12
  • 149. PLANNING POKER I think it’s a 3 because... 3 #" 13 8 #" #" I think it’s a 20 because... #" 3 #" 20 74diumenge 29 d’abril de 12
  • 150. PLANNING POKER I think it’s a 3 because... 3 3 #" #" 13 8 5 5 #" #" #" #" I think it’s a 20 because... #" 3 #" 20 #" 5 #" 8 74diumenge 29 d’abril de 12
  • 151. PLANNING POKER Convergence! I think it’s a 3 because... 3 3 #" #" 13 8 5 5 #" #" #" #" I think it’s a 20 because... #" 3 #" 20 #" 5 #" 8 74diumenge 29 d’abril de 12
  • 152. PLANNING POKER Convergence! I think it’s a 3 because... 3 3 #" #" 13 8 5 5 #" #" #" #" I think it’s a 20 because... #" 3 #" 20 #" 5 #" 8 Ok... not complete convergence. But they agree that an estimate of 5 should be close enough. Next story. 74diumenge 29 d’abril de 12
  • 153. PLANNING POKER 75diumenge 29 d’abril de 12
  • 154. SPRINT DEMO (a.k.a. sprint review) Who? When? Scrum master Team members 2h at the end of Product owner the sprint What? Why? Explain what’s (not) done Show what’s done Show work, PO validates release PO validates 76diumenge 29 d’abril de 12
  • 155. SPRINT RETROSPECTIVE Who? When? Scrum master Team members 2h after the demo And nobody else Why? What? Review the process Continuous (see next slides) improvement 77diumenge 29 d’abril de 12
  • 156. SPRINT RETROSPECTIVE Who? When? Scrum master Team members 2h after the demo And nobody else Why? What? Review the process Continuous (see next slides) improvement 77diumenge 29 d’abril de 12
  • 157. Don’t give opinions on other’s work. 78diumenge 29 d’abril de 12
  • 158. RETROSPECTIVE PRIME DIRECTIVE Regardless of what we discover, we must understand and truly believe that everyone did the best job he or she could, given what was known at the time, his or her skills and abilities, the resources available, and the situation at hand. 79diumenge 29 d’abril de 12
  • 159. RETROSPECTIVE WHAT DO WE TALK ABOUT? What helped me in my work? What hindered my performance? What made me enjoy my work? What made me feel bad? 80diumenge 29 d’abril de 12
  • 160. RETROSPECTIVE WHAT DO WE TALK ABOUT? What helped me in my work? What hindered my performance? I’m talking about me my work? What made me enjoy What made me feel bad? 80diumenge 29 d’abril de 12
  • 161. RETROSPECTIVE HOW TO SAY IT? 1 FACT DESCRIPTIONS not evaluations of behaviors or judgements 2 POSITIVE LANGUAGE because you know we’ll learn from your message 3 CONFIRMATION ASKING to make sure your message has been understood 4 ACTIVE LISTENING to learn from what others have to say 81diumenge 29 d’abril de 12
  • 162. GROOMING MEETING Why? Make backlog DEEP Who? Help PO write stories Scrum master Participate in early stage Team members Product owner When? 1 hour per sprint What? After sprint planning? Read/write/improve US Estimation gamediumenge 29 d’abril de 12
  • 163. GROOMING MEETING Why? Make backlog DEEP Who? Help PO write stories Scrum master Participate in early stage Team members Product owner When? 1 hour per sprint What? After sprint planning? Read/write/improve US Estimation gamediumenge 29 d’abril de 12
  • 164. ESTIMATION GAME 1/5 Backlog ser
  • 165.   ser
  • 166.   ry oryy y U U to st r r 
  • 167.    U
  • 168.   sopr
  • 169.   
  • 170.   cEpiosy o 
  • 171.   EeUsst
  • 172.   r t r i
  • 173.    try oUserrsero c UorrI
  • 174.   ootaooeiaEpic se
  • 175.    
  • 176.   der
  • 177.   Er
  • 178.   c sr
  • 179.   Id pi r
  • 180.    
  • 181.   iIp cI 
  • 182.   oorEodre
  • 183.   adea 
  • 184.   or
  • 185.   Ep c a or
  • 186.    ordede I 
  • 187.   I a 83diumenge 29 d’abril de 12
  • 188. ESTIMATION GAME 1/5 Backlog First card ser
  • 189.   ser
  • 190.   ry ory y U U to st 
  • 191.   oUse s ryr o pr
  • 192.   
  • 193.   cEpiry or 
  • 194.   
  • 195.   ErUser
  • 196.   c t i to s User
  • 197.   story UorrI
  • 198.   oeaooeiaEpic st se
  • 199.    dr
  • 200.   
  • 201.   Idr
  • 202.    
  • 203.   or
  • 204.   Epic 
  • 205.   or
  • 206.   EorcIdea 
  • 207.   or
  • 208.   E c a pip 
  • 209.    or
  • 210.   Idea or
  • 211.    ordede I 
  • 212.   I a 83diumenge 29 d’abril de 12
  • 213. ESTIMATION GAME 2/5 Backlog First card ser
  • 214.   ser
  • 215.   ry ory y U U to st 
  • 216.   oUse s ryr o pr
  • 217.   
  • 218.   cEpiry or 
  • 219.   
  • 220.   ErUser
  • 221.   c t i to s User
  • 222.   story UorrI
  • 223.   oeaooeiaEpic st se
  • 224.    dr
  • 225.   
  • 226.   Idr
  • 227.    
  • 228.   or
  • 229.   Epic 
  • 230.   or
  • 231.   EorcIdea 
  • 232.   or
  • 233.   E c a pip 
  • 234.    or
  • 235.   Idea or
  • 236.    ordede I 
  • 237.   I a 84diumenge 29 d’abril de 12
  • 238. ESTIMATION GAME 2/5 Backlog First card ser
  • 239.   ser
  • 240.   ry ory U U to st 
  • 241.   oUs
  • 242.   Err
  • 243.   
  • 244.   cEroiry r
  • 245.    epistpyc o User
  • 246.   story UorrI
  • 247.   oeaodeia st se
  • 248.    dr
  • 249.   I c 
  • 250.   or
  • 251.   Epic 
  • 252.   or
  • 253.   Ep 
  • 254.   or
  • 255.   Epic a or
  • 256.   Idea ordede or
  • 257.    I 
  • 258.   I a Next card U ser
  • 259.   story 
  • 260.   or
  • 261.   Epic or
  • 262.   Idea 84diumenge 29 d’abril de 12
  • 263. ESTIMATION GAME 2/5 Backlog First card ser
  • 264.   ser
  • 265.   ry ory U U to st 
  • 266.   oUs
  • 267.   Err
  • 268.   
  • 269.   cEroiry r
  • 270.    epistpyc o User
  • 271.   story UorrI
  • 272.   oeaodeia st se
  • 273.    dr
  • 274.   I c 
  • 275.   or
  • 276.   Epic 
  • 277.   or
  • 278.   Ep 
  • 279.   or
  • 280.   Epic a or
  • 281.   Idea ordede or
  • 282.    I 
  • 283.   I a Next card Simpler U ser
  • 284.   story 
  • 285.   or
  • 286.   Epic or
  • 287.   Idea 84diumenge 29 d’abril de 12
  • 288. ESTIMATION GAME 2/5 Backlog First card ser
  • 289.   ser
  • 290.   ry ory U U to st 
  • 291.   oUs
  • 292.   Err
  • 293.   
  • 294.   cEroiry r
  • 295.    epistpyc o User
  • 296.   story UorrI
  • 297.   oeaodeia st se
  • 298.    dr
  • 299.   I c 
  • 300.   or
  • 301.   Epic 
  • 302.   or
  • 303.   Ep 
  • 304.   or
  • 305.   Epic a or
  • 306.   Idea ordede or
  • 307.    I 
  • 308.   I a Next card Simpler ser
  • 309.   story al U Equ 
  • 310.   or
  • 311.   Epic or
  • 312.   Idea 84diumenge 29 d’abril de 12
  • 313. ESTIMATION GAME 2/5 Backlog First card ser
  • 314.   ser
  • 315.   ry ory U U to st 
  • 316.   oUs
  • 317.   Err
  • 318.   
  • 319.   cEroiry r
  • 320.    epistpyc o User
  • 321.   story UorrI
  • 322.   oeaodeia st se
  • 323.    dr
  • 324.   I c 
  • 325.   or
  • 326.   Epic 
  • 327.   or
  • 328.   Ep 
  • 329.   or
  • 330.   Epic a or
  • 331.   Idea ordede or
  • 332.    I 
  • 333.   I a Next card ex Simpler pl ser
  • 334.   story om al U c Equ re 
  • 335.   or
  • 336.   Epic M o or
  • 337.   Idea 84diumenge 29 d’abril de 12
  • 338. ESTIMATION GAME 3/5 Backlog Stack 1 Stack 2 User
  • 339.   ser
  • 340.   ry ory U to st Us U to st er
  • 341.   ser
  • 342.   ry ory ser
  • 343.   ser
  • 344.   ry ory U User
  • 345.   story to st 
  • 346.   oUs
  • 347.   Err
  • 348.   
  • 349.   cEroiry r
  • 350.    epistpyc o 
  • 351.   oUs
  • 352.   Err
  • 353.   
  • 354.   cEroiry r
  • 355.    epistpyc o U
  • 356.   Epri
  • 357.   cEpic r o tpyc UorrI
  • 358.   oeaodeia st se
  • 359.    dr
  • 360.   I c UorrI
  • 361.   oeaodeia st se
  • 362.    dr
  • 363.   I c 
  • 364.   oUs
  • 365.   err
  • 366.   
  • 367.   sEroiry UorrI
  • 368.   oeaodeia se
  • 369.   
  • 370.   osr
  • 371.   I c t dr
  • 372.   Ep a 
  • 373.   or
  • 374.   Ep 
  • 375.   or
  • 376.   Epic a 
  • 377.   or
  • 378.   Ep 
  • 379.   or
  • 380.   Epic a o
  • 381.   oEpIide 
  • 382.    r
  • 383.    c a ordede or
  • 384.   I 
  • 385.   I a ordede or
  • 386.    I 
  • 387.   I a ordede or
  • 388.    I 
  • 389.   I a Ordered stacks, from most simple to most complex 85diumenge 29 d’abril de 12
  • 390. ESTIMATION GAME 3/5 Backlog Stack 1 Stack 2 User
  • 391.   ser
  • 392.   ry ory U to st Us U to st er
  • 393.   ser
  • 394.   ry ory ser
  • 395.   ser
  • 396.   ry ory U U to st 
  • 397.   oUs
  • 398.   Err
  • 399.   
  • 400.   cEroiry r
  • 401.    epistpyc o 
  • 402.   oUs
  • 403.   Err
  • 404.   
  • 405.   cEroiry r
  • 406.    epistpyc o 
  • 407.   oUs
  • 408.   Err
  • 409.   
  • 410.   cEroiry r
  • 411.    epistpyc o UorrI
  • 412.   oeaodeia st se
  • 413.    dr
  • 414.   I c UorrI
  • 415.   oeaodeia st se
  • 416.    dr
  • 417.   I c UorrI
  • 418.   oeaodeia st se
  • 419.    dr
  • 420.   I c 
  • 421.   or
  • 422.   Ep 
  • 423.   or
  • 424.   Epic a 
  • 425.   or
  • 426.   Ep 
  • 427.   or
  • 428.   Epic a 
  • 429.   or
  • 430.   Ep 
  • 431.   or
  • 432.   Epic a ordede 
  • 433.   I a ordede I 
  • 434.   I a or
  • 435.   I or
  • 436.    ordede or
  • 437.    I 
  • 438.   I a er
  • 439.   story Similar to cards in Us an existing stack? 
  • 440.   or
  • 441.   Epic Create new stack? Ordered stacks, from most simple to most complex or
  • 442.   Idea 85diumenge 29 d’abril de 12
  • 443. ESTIMATION GAME 4/5 Stack 1 Stack 2 Stack N ... ser
  • 444.   ser
  • 445.   ry ory U U to st ser
  • 446.   ser
  • 447.   ry ory U U to st User
  • 448.   story 
  • 449.   oUs
  • 450.   Err
  • 451.   
  • 452.   cEroiry r
  • 453.    epistpyc o 
  • 454.   oUs
  • 455.   Err
  • 456.   
  • 457.   cEroiry r
  • 458.    epistpyc o ory tpyc 
  • 459.   err
  • 460.   
  • 461.   sEroiry seso
  • 462.   sto UorrI
  • 463.   oeaodeia st se
  • 464.    dr
  • 465.   I c UorrI
  • 466.   oeaodeia st se
  • 467.    dr
  • 468.   I c Utr dea Us or
  • 469.   I pic 
  • 470.   or
  • 471.   Ep 
  • 472.   or
  • 473.   Epic a 
  • 474.   or
  • 475.   Ep 
  • 476.   or
  • 477.   Epic a 
  • 478.   or
  • 479.   Ec 
  • 480.   or
  • 481.   Epi a or ordede 
  • 482.   I 
  • 483.   I a ordede or
  • 484.    I 
  • 485.   I a ordede or
  • 486.   I 
  • 487.   I a Ordered stacks, from most simple to most complex 86diumenge 29 d’abril de 12
  • 488. ESTIMATION GAME 4/5 Stack 1 Stack 2 Stack N ... ser
  • 489.   ser
  • 490.   ry ory U U to st ser
  • 491.   ser
  • 492.   ry ory U U to st User
  • 493.   story 
  • 494.   oUs
  • 495.   Err
  • 496.   
  • 497.   cEroiry r
  • 498.    epistpyc o 
  • 499.   oUs
  • 500.   Err
  • 501.   
  • 502.   cEpiry r
  • 503.    episto c o ory tpyc 
  • 504.   err
  • 505.   
  • 506.   sEroiry seso
  • 507.   sto UorrI
  • 508.   oeaodeia st se
  • 509.    dr
  • 510.   I c Utr dea Us or
  • 511.   I pic or
  • 512.   
  • 513.   Ior
  • 514.   Edeia oeaI p c dr
  • 515.    
  • 516.   or
  • 517.   Ep 
  • 518.   or
  • 519.   Epic a 
  • 520.   or
  • 521.   Ec 
  • 522.   or
  • 523.   Epi a or ordede 
  • 524.   I 
  • 525.   I a or
  • 526.   Idea ordede or
  • 527.   I 
  • 528.   I a Us er
  • 529.   story 
  • 530.   or
  • 531.   Epic or
  • 532.   Idea Ordered stacks, from most simple to most complex 86diumenge 29 d’abril de 12
  • 533. ESTIMATION GAME 4/5 Stack 1 Stack 2 Stack N ... ser
  • 534.   ser
  • 535.   ry ory U U to st ser
  • 536.   ser
  • 537.   ry ory U U to st User
  • 538.   story 
  • 539.   oUs
  • 540.   Err
  • 541.   
  • 542.   cEroiry r
  • 543.    epistpyc o 
  • 544.   oUs
  • 545.   Err
  • 546.   
  • 547.   cEpiry r
  • 548.    episto c o ory tpyc 
  • 549.   err
  • 550.   
  • 551.   sEroiry seso
  • 552.   sto UorrI
  • 553.   oeaodeia st se
  • 554.    dr
  • 555.   I c Utr dea Us or
  • 556.   I pic or
  • 557.   
  • 558.   Ior
  • 559.   Edeia oeaI p c dr
  • 560.    
  • 561.   or
  • 562.   Ep 
  • 563.   or
  • 564.   Epic a 
  • 565.   or
  • 566.   Ec 
  • 567.   or
  • 568.   Epi a or ordede 
  • 569.   I 
  • 570.   I a or
  • 571.   Idea ordede or
  • 572.   I 
  • 573.   I a Us er
  • 574.   story Disagree? 
  • 575.   or
  • 576.   Epic or
  • 577.   Idea Ordered stacks, from most simple to most complex 86diumenge 29 d’abril de 12
  • 578. ESTIMATION GAME 4/5 Stack 1 Stack 2 Stack N ... ser
  • 579.   ser
  • 580.   ry ory U U to st ser
  • 581.   ser
  • 582.   ry ory U U to st User
  • 583.   story 
  • 584.   oUs
  • 585.   Err
  • 586.   
  • 587.   cEroiry r
  • 588.    epistpyc o 
  • 589.   oUs
  • 590.   Err
  • 591.   
  • 592.   cEpiry r
  • 593.    episto c o ory tpyc 
  • 594.   err
  • 595.   
  • 596.   sEroiry seso
  • 597.   sto UorrI
  • 598.   oeaodeia st se
  • 599.    dr
  • 600.   I c Utr dea Us or
  • 601.   I pic or
  • 602.   
  • 603.   Ior
  • 604.   Edeia oeaI p c dr
  • 605.    
  • 606.   or
  • 607.   Ep 
  • 608.   or
  • 609.   Epic a 
  • 610.   or
  • 611.   Ec 
  • 612.   or
  • 613.   Epi a or ordede 
  • 614.   I 
  • 615.   I a or
  • 616.   Idea ordede or
  • 617.   I 
  • 618.   I a Us er
  • 619.   story Disagree? 
  • 620.   or
  • 621.   Epic or
  • 622.   Idea Move to other stack or create new one Ordered stacks, from most simple to most complex 86diumenge 29 d’abril de 12
  • 623. ESTIMATION GAME 5/5 Stack 1 Stack 2 Stack N ... ser
  • 624.   ser
  • 625.   ry ory U U to st ser
  • 626.   ser
  • 627.   ry ory U U to st User
  • 628.   story 
  • 629.   oUs
  • 630.   Err
  • 631.   
  • 632.   cEroiry r
  • 633.    epistpyc o 
  • 634.   oUs
  • 635.   Err
  • 636.   
  • 637.   cEroiry r
  • 638.    epistpyc o ory tpyc 
  • 639.   err
  • 640.   
  • 641.   sEroiry seso
  • 642.   sto UorrI
  • 643.   oeaodeia st se
  • 644.    dr
  • 645.   I c UorrI
  • 646.   oeaodeia st se
  • 647.    dr
  • 648.   I c Utr dea Us or
  • 649.   I pic 
  • 650.   or
  • 651.   Ep 
  • 652.   or
  • 653.   Epic a 
  • 654.   or
  • 655.   Ep 
  • 656.   or
  • 657.   Epic a 
  • 658.   or
  • 659.   Ec 
  • 660.   or
  • 661.   Epi a or ordede 
  • 662.   I 
  • 663.   I a ordede or
  • 664.    I 
  • 665.   I a ordede or
  • 666.   I 
  • 667.   I a Reviewed and agreed ordered stacks, from most simple to most complex Assign points to each stack: 1, 2, 3, 5, 8, 15, 25, 40, 70, 120, 200, 350 or ∞ 87diumenge 29 d’abril de 12
  • 668. ESTIMATION GAME 5/5 Stack 1 Stack 2 Stack N ... ser
  • 669.   ser
  • 670.   ry ory U U to st ser
  • 671.   ser
  • 672.   ry ory U U to st User
  • 673.   story 
  • 674.   oUs
  • 675.   Err
  • 676.   
  • 677.   cEroiry r
  • 678.    epistpyc o 
  • 679.   oUs
  • 680.   Err
  • 681.   
  • 682.   cEroiry r
  • 683.    epistpyc o ory tpyc 
  • 684.   err
  • 685.   
  • 686.   sEroiry seso
  • 687.   sto UorrI
  • 688.   oeaodeia st se
  • 689.    dr
  • 690.   I c UorrI
  • 691.   oeaodeia st se
  • 692.    dr
  • 693.   I c Utr dea Us or
  • 694.   I pic 
  • 695.   or
  • 696.   Ep 
  • 697.   or
  • 698.   Epic a 
  • 699.   or
  • 700.   Ep 
  • 701.   or
  • 702.   Epic a 
  • 703.   or
  • 704.   Ec 
  • 705.   or
  • 706.   Epi a or ordede 
  • 707.   I 
  • 708.   I a ordede or
  • 709.    I 
  • 710.   I a ordede or
  • 711.   I 
  • 712.   I a Reviewed and agreed ordered stacks, from most simple to most complex Assign points to each stack: 1, 2, 3, 5, 8, 15, 25, 40, 70, 120, 200, 350 or ∞ 87diumenge 29 d’abril de 12
  • 713. SCRUM SUMMARY Roles Artifacts Meetings Scrum master Product backlog Daily standup Product owner Sprint backlog Sprint Planning Team member Burndown chart Sprint Demo External expert Retrospective Backlog grooming 88diumenge 29 d’abril de 12
  • 714. DONE-DONE DEFINITION 89diumenge 29 d’abril de 12
  • 715. http://www.presionblogosferica.com/2009/09/14/el-horno-de-las-magdalenas/ 90diumenge 29 d’abril de 12
  • 716. MYSCRUM? shu ha ri 91diumenge 29 d’abril de 12
  • 717. MYSCRUM? shu ha ri In this beginning stage the At this point the student Now the student isnt student follows the begins to branch out. With learning from other teachings of one master the basic practices working people, but from his own precisely. He concentrates he now starts to learn the practice. He creates his on how to do the task, underlying principles and own approaches and without worrying too much theory behind the adapts what hes learned to about the underlying technique. He also starts his own particular theory. If there are multiple learning from other masters circumstances. variations on how to do and integrates that learning the task, he concentrates into his practice. on just the one way his master teaches him. 91diumenge 29 d’abril de 12
  • 718. J-CURVE EFFECT Performance Desired state What stakeholders (mistakenly) expect Current state What actually happens in most cases Time Adapted from David Viney, The J-Curve Effect observed in change 92diumenge 29 d’abril de 12
  • 719. THANK YOU! QUESTIONS? hp://www.infojobs.net/ gabriel-­‐prat-­‐masramon.prf hp://www.slideshare.net/ gabriprat/infojobs-­‐agile InfoJobs - Introduction to Agile by Gabriel Prat is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License.diumenge 29 d’abril de 12