Agile planning
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This document discusses agile planning techniques, including estimating story sizes using planning poker. It recommends that the product owner have all stories sized before the first sprint using planning poker to estimate relative sizes quickly and without bias. The product owner can then use these estimates to create a release plan and update it during sprints as new stories are added or split. It also discusses when stories should be re-estimated, such as when their relative size changes or when goal-level stories are split into smaller stories. Velocity is also discussed as a way to estimate future sprints based on the team's past performance.
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============== Follow us ==============
Website: http://xpdays.org
Linked In: https://www.linkedin.com/company/xpdays
Facebook: https://www.facebook.com/xpdaysorg
Twitter: https://twitter.com/xpdaysorg
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El documento describe el viaje de Juan Banda para formar equipos Scrum de manera no violenta. Comenzó en una cultura donde el jefe tenía la última palabra y la violencia verbal era frecuente. Su objetivo era armar un equipo feliz y productivo buscando personas con empatía, espíritu colaborativo, valentía y buen humor. Encontró personas no violentas que querían trabajar en un ambiente feliz. Aprendieron nuevas tecnologías rápidamente y construyeron acuerdos de trabajo respetándolos. Usan Scrum
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Este documento presenta las pautas para una reunión de "Scrum Café" enfocada en discutir Scrum de una manera informal y colaborativa. Propone crear un ambiente hospitalario, explorar preguntas pertinentes, escuchar diferentes perspectivas, enfocarse en lo importante, contribuir y discutir ideas respetuosamente, y divertirse conversando sobre Scrum. También incluye preguntas de discusión sobre Scrum, sus valores y principios, herramientas, relación con otras disciplinas, y futuro.
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This document discusses the differences between project managers who follow traditional project management methods (PMPs) and those who follow Agile methods. While both aim for successful project delivery, they have different perspectives on process and mindset. The document advocates that neither approach is perfect on its own; an ideal solution is for PMPs to adapt Agile principles and techniques as needed while maintaining their role supporting Agile teams from an objective viewpoint outside the team. Experience project managers of both types realize the value in an eclectic approach that uses processes, techniques and mindsets from multiple sources pragmatically.
Nonviolent communication role play for pacifying scrum retrospectives
I prepared this slide deck for further reference for the people that attended to my session at the Scrum Gathering Las Vegas 2013
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This document discusses how organizational culture impacts outsourcing agile development and provides strategies for aligning culture between clients and providers. It uses the Schneider model to describe four types of culture - control, competence, cultivation, and collaboration. A mismatch between these cultures can lead to outsourcing failures if not properly understood and addressed. The document recommends analyzing both the client and provider cultures using this model to identify possible alignments before outsourcing.
PMPs vs Agile Project Managers: Clash of the Titans
The document discusses the differences between project managers who follow traditional "waterfall" project management practices and those who follow Agile methodologies. While both aim for successful project delivery, they have different visions for achieving it. The document argues that there need not be a "fight" between the two approaches, and that project managers can adapt to use frameworks like Agile while still focusing on pragmatic concerns outside the immediate development process. An effective balance can be found by viewing different methods as complementary rather than competing "titans".
Scrum Bolivia Day 2013 brochure
La conferencia más grande de Scrum y metodologías Ágiles del país volverá a realizarse en Santa Cruz de la Sierra el 30 de marzo. La primera versión en 2012 contó con siete sesiones a alto nivel con expositores como Heitor Roriz y Emilio Gutter. Empresas e instituciones de nivel mundial, regional y local patrocinaron el evento que reunió a profesionales de las principales empresas de software.
PMPs vs Agile Project Managers - Choque de Titanes
El documento presenta una comparación entre los enfoques PMP y Ágil para la gestión de proyectos. Señala que aunque los Project Managers y los equipos Ágiles tienen objetivos comunes, tienen visiones diferentes. Sin embargo, ambos enfoques pueden coexistir y complementarse si los Project Managers se adaptan a trabajar de forma más ágil y si los equipos Ágiles mantienen cierta flexibilidad para atender detalles operativos. El éxito radica en encontrar el equilibrio entre ambas visiones sin forzar la adopción de un único estilo
Scrum meetings
Scrum meetings include estimation meetings, sprint planning meetings, daily scrum meetings, sprint reviews, and sprint retrospectives. Estimation meetings are held to formally estimate work in preparation for sprint planning. Sprint planning meetings are held in two parts - first to review and analyze the product backlog and team capabilities, and second to analyze and design the sprint goal and selected product backlog items. Daily scrum meetings are 15-minute stand-up meetings held daily to discuss work achieved, work planned for the next day, and any impediments. Sprint reviews are held with stakeholders to review functionality completed during the sprint and groom the product backlog. Sprint retrospectives are held for the team to inspect and adapt their process and
Sprint Retrospectives
Sprint retrospectives are meetings where teams reflect on past work periods to learn and improve future sprints. The process involves setting the stage, gathering data on metrics and events, generating insights by investigating successes and failures, deciding on priority areas to improve through voting, and closing by documenting decisions and planning follow up. The goal is for teams to regularly adjust their behaviors to continuously improve effectiveness through reflection.
Scrum basics
Scrum is an agile framework that addresses common software development problems like long release cycles and poor communication. It is based on iterative development where self-organizing cross-functional teams work in sprints to incrementally build functionality from a prioritized backlog. The Scrum framework consists of roles, events, and artifacts like product and sprint backlogs, daily stand-ups, and burn down charts that help teams deliver working software frequently in a flexible, empirical process.
Introduction to agile
Scrum is an agile framework that uses simple rules to help teams self-organize. It was created based on the Toyota Production Model and iterative development practices. The roots of Scrum can be traced back to a 1996 paper by Jeff Sutherland, Ken Schwaber, and Mike Beedle. Scrum focuses on individuals and interactions, working software, customer collaboration, and responding to change. Though simple, Scrum requires discipline to implement and master as it promotes flexible, iterative work instead of isolation or chaos.
Scrum 100
El documento presenta los conceptos fundamentales de Scrum a través de una serie de diapositivas. Scrum es un marco ágil para el desarrollo de software que surgió para hacer frente a la complejidad de los sistemas. Se basa en equipos pequeños, multifuncionales que trabajan de forma iterativa e incremental. Los roles clave son el Scrum Master, el equipo de desarrollo y el Product Owner. El éxito de Scrum depende de enfocarse en las personas y la cultura más que en las herramientas.
Administración agil de proyectos
Transparencias de mi presentacion para la conferencia "Administracion Agil de Proyectos" presentada en el PMI Tour Cono Sur 2012
Sprint Retrospectives
Sprint retrospectives are meetings where teams reflect on past work periods to learn and improve future sprints. The process involves setting the stage, gathering data on metrics and events, generating insights by investigating successes and failures, deciding on priority items to improve, and closing by documenting decisions and planning follow up. The goal is for teams to regularly adjust their behaviors to become more effective through reflection and learning from experience rather than waiting for catastrophic failures.
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PMPs vs Agile Project Managers: Clash of the Titans
PMPs vs Agile Project Managers: Clash of the Titans
Nonviolent communication role play for pacifying scrum retrospectives
Nonviolent communication role play for pacifying scrum retrospectives
PMPs vs Agile Project Managers: Clash of the Titans
PMPs vs Agile Project Managers: Clash of the Titans
PMPs vs Agile Project Managers - Choque de Titanes
PMPs vs Agile Project Managers - Choque de Titanes
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Agile planning
- 1. Agile Planning Presented by Juan Banda
- 2. Time vs. Size Time is not visual Size is 2
- 3. Why do we estimate size? •Time-based estimates depend on who does the work •Size-based are not biased by individual judgment •Using size-based estimates provide also estimates about relative complexity 3
- 4. Relative size estimation •Independent of who implements •Sizing is easy, relative to baseline and other stories •Planning Poker scale is suitable for humans •Fast 20 stories / hour •Accurate ‘Planning Poker’ combines Delphi wideband with expert estimating 4
- 5. Planning Poker •This very simple technique needs that all team members vote –using cards or paper slips– about the size they think a user story has •No talking in the first round, just voting •The ScrumMaster ask questions to the ones that vote extreme values •A second round is called •Mean or mode values are assigned as user story sizes 5
- 6. Velocity • What is velocity? •Rapidity of motion • Why use it? It help us to • estimate next sprints •3 Sprints rule •Initial estimates 6
- 7. When should we estimate? PO should have team size all • known stories for entire release prior to first sprint •Do this as part of the story- writing workshop •Need sizes to create a release plan •PO should call an estimation meeting during each sprint for the team to size new or split stories for up-coming sprints •Update release burn down chart with changes to the release backlog •Team must allow time during the sprint for this— typically 1 or 2 time-boxed meetings per sprint 7
- 8. When should we re-estimate? Actual velocity is lower than • estimated •Velocity will automatically correct underestimation, no re-estimation needed Team changes • Velocity will reflect any • change in capacity, no re- estimation needed Goal-level or epic story is split • New ‘child’ stories must be • estimated (independent of original story size) •Relative size of story changes (new understanding) •Story should be re-estimated relative to other (known) stories 8
- 9. Release planning •With all the user stories estimated using planning poker, the PO can work on a general estimate for when the project will be delivered •This is not fortune telling, it can be err by some factor but its not a wild guess •Research shows that planning a release using this technique is as much as accurate as any other estimation based on mathematical models, but times cheaper in time and resources 9