The document provides an overview of Agile and Scrum frameworks and processes. It discusses key Scrum roles like Product Owner and Scrum Master. It also covers Scrum artifacts like user stories, product and sprint backlogs. The document emphasizes that user stories should be short, independent, negotiable, valuable, estimable, small, and testable (INVEST criteria). It provides examples of proper user story structure and components.
Writing Good User Stories (Hint: It's not about writing)one80
User stories are typically the foundation of the Product Backlog. However, the original purpose has been lost. This is from a presentation that was given to help remind everyone of what User Stories are, and what they aren't. The purpose of User Stories is to drive conversations, not to hand "requirements" from one group to the next.
How to slice user stories, using concepts like low/high fidelity solutions, iterative vs incremental delivery, and hunting for small bits of value rather than breaking down work in technical chunks.
Writing Good User Stories (Hint: It's not about writing)one80
User stories are typically the foundation of the Product Backlog. However, the original purpose has been lost. This is from a presentation that was given to help remind everyone of what User Stories are, and what they aren't. The purpose of User Stories is to drive conversations, not to hand "requirements" from one group to the next.
How to slice user stories, using concepts like low/high fidelity solutions, iterative vs incremental delivery, and hunting for small bits of value rather than breaking down work in technical chunks.
User story can be described as functional increment and it is a key element in agile environment. This presentation introduces fundamentals about user stories that can be used to educate teams or simply to review the basics.
Product Backlog - Refinement and Prioritization TechniquesVikash Karuna
This presentation describes the important techniques used in Product Backlog refinement and prioritization in Agile development. The various techniques described here are very useful for product managers, product owners, scrum masters, and agile teams.
User Story Maps: Secrets for Better Backlogs and PlanningAaron Sanders
User story mapping is an intuitive way to build and organize a product backlog. During this session you’ll get hands-on experience building a user story map. You’ll learn:
How story mapping drives productive conversations with users and stakeholders.
How to plan incremental releases of your product using minimal holistic slices that deliver value at each product release.
Secrets to effective prioritization for both planning releases, and figuring out what to build next.
Tactical management of your backlog as you grow your working software to releasability.
The backlog building and managing strategies in this session will take you well beyond the agile basics.
The Product Backlog Refinement refers to activities that help us keeping the product backlog in optimal form. This overview presents all important aspects of this important analysis activity in SCRUM.
What are User Stories? How should we write them? How to write them well?
Effective User Stories allow your team to be effective (deliver want the User needs) and efficient (Deliver it quickly and importantly don't deliver unneeded features).
Gathering and defining software requirements is difficult. One Agile technique to help address this challenge is writing user stories, which are short descriptions of functions that an end-user would want. While user stories help convert concepts into functions, writing good user stories is easier said than done.
What you’ll learn in this presentation:
• The basics of user stories.
• How user stories fit into the overall Agile planning process.
• How to write a user story.
Many agile teams are familiar with Definition of Done as a set of agreements that let everyone know when a user story (or a sprint or a release) is really done, and all necessary activities are complete.
Definition of Ready is a set of agreements that lets everyone know when something is ready to begin, e.g., when a user story is ready to be taken into a sprint, or when all necessary conditions are right for a team to start a sprint.
These are the slides from a talk I gave at XP2011 in Madrid, Spain.
This presentation describe
What is the need for user stories in Agile project?
What is a story?
Why story?
What is criteria for a good story?
What are not stories?
Prerequisite? Knowledge of Scrum and it’s terms
Creating a backlog of user stories is pretty straight forward but it doesn't help you when it comes to decisions like what to build first, how to prioritize and groom the backlog, how to scope and plan the project, and how to visualize progress. The traditional backlog is simply too flat and often too long to help you see the bigger picture and make good decisions. User Story Mapping helps simplify all of these common project issues. By adding a third dimension to your backlog, your team will make better decisions about priorities, scope, and planning while improving your ability to visualize progress.
In this practical session I’ll cover the basics of user story mapping before walking you through case studies of how our teams are using this approach and the results we are achieving. I'll show you the before, during, and after pictures from several projects so that you can understand how our maps progress during the projects and how we use them to influence iterative development, promote good decision making, and visualize priorities, plans, scope and progress.
Agile Product Management: Getting from Backlog to ValueLeadingAgile
What does it take to create a backlog, build software, release features, and finally deliver value to your customers? From estimation to prioritization, to understanding an end-state vision of an organization, this deck helps you understand the value you're delivering to your users. Learn more about the principles of Agile Product Management in this slide deck from LeadingAgile, Senior Vice President and Executive Consultant, Adam Asch.
We’ve all dealt with the pain of helping Enterprise size clients to implement and work with Agile. Sometimes that failed abruptly.
Have you worked with a poor product backlog? Was the Product Owner unable to take a decision on story priorities? Have you worked with a client partly committed to agile? Was the product deemed done by the PO and team only to be failed later in the path to production?
Let’s fictively explore together some of these pains and ponder on solutions for them.
User story can be described as functional increment and it is a key element in agile environment. This presentation introduces fundamentals about user stories that can be used to educate teams or simply to review the basics.
Product Backlog - Refinement and Prioritization TechniquesVikash Karuna
This presentation describes the important techniques used in Product Backlog refinement and prioritization in Agile development. The various techniques described here are very useful for product managers, product owners, scrum masters, and agile teams.
User Story Maps: Secrets for Better Backlogs and PlanningAaron Sanders
User story mapping is an intuitive way to build and organize a product backlog. During this session you’ll get hands-on experience building a user story map. You’ll learn:
How story mapping drives productive conversations with users and stakeholders.
How to plan incremental releases of your product using minimal holistic slices that deliver value at each product release.
Secrets to effective prioritization for both planning releases, and figuring out what to build next.
Tactical management of your backlog as you grow your working software to releasability.
The backlog building and managing strategies in this session will take you well beyond the agile basics.
The Product Backlog Refinement refers to activities that help us keeping the product backlog in optimal form. This overview presents all important aspects of this important analysis activity in SCRUM.
What are User Stories? How should we write them? How to write them well?
Effective User Stories allow your team to be effective (deliver want the User needs) and efficient (Deliver it quickly and importantly don't deliver unneeded features).
Gathering and defining software requirements is difficult. One Agile technique to help address this challenge is writing user stories, which are short descriptions of functions that an end-user would want. While user stories help convert concepts into functions, writing good user stories is easier said than done.
What you’ll learn in this presentation:
• The basics of user stories.
• How user stories fit into the overall Agile planning process.
• How to write a user story.
Many agile teams are familiar with Definition of Done as a set of agreements that let everyone know when a user story (or a sprint or a release) is really done, and all necessary activities are complete.
Definition of Ready is a set of agreements that lets everyone know when something is ready to begin, e.g., when a user story is ready to be taken into a sprint, or when all necessary conditions are right for a team to start a sprint.
These are the slides from a talk I gave at XP2011 in Madrid, Spain.
This presentation describe
What is the need for user stories in Agile project?
What is a story?
Why story?
What is criteria for a good story?
What are not stories?
Prerequisite? Knowledge of Scrum and it’s terms
Creating a backlog of user stories is pretty straight forward but it doesn't help you when it comes to decisions like what to build first, how to prioritize and groom the backlog, how to scope and plan the project, and how to visualize progress. The traditional backlog is simply too flat and often too long to help you see the bigger picture and make good decisions. User Story Mapping helps simplify all of these common project issues. By adding a third dimension to your backlog, your team will make better decisions about priorities, scope, and planning while improving your ability to visualize progress.
In this practical session I’ll cover the basics of user story mapping before walking you through case studies of how our teams are using this approach and the results we are achieving. I'll show you the before, during, and after pictures from several projects so that you can understand how our maps progress during the projects and how we use them to influence iterative development, promote good decision making, and visualize priorities, plans, scope and progress.
Agile Product Management: Getting from Backlog to ValueLeadingAgile
What does it take to create a backlog, build software, release features, and finally deliver value to your customers? From estimation to prioritization, to understanding an end-state vision of an organization, this deck helps you understand the value you're delivering to your users. Learn more about the principles of Agile Product Management in this slide deck from LeadingAgile, Senior Vice President and Executive Consultant, Adam Asch.
We’ve all dealt with the pain of helping Enterprise size clients to implement and work with Agile. Sometimes that failed abruptly.
Have you worked with a poor product backlog? Was the Product Owner unable to take a decision on story priorities? Have you worked with a client partly committed to agile? Was the product deemed done by the PO and team only to be failed later in the path to production?
Let’s fictively explore together some of these pains and ponder on solutions for them.
CIO Leadership: What We Can Learn from History to Drive Success in Today's Cl...Jim Vaselopulos
Each year magazines and pundits suggest that the role of the CIO is changing. In a time where we have seen vendor consolidation, the pace of new technologies slow and business growth stagnate - does the CIO role really need to change again? Why does it feel as though IT still has trouble keeping up with demand? What can we learn from history to help us cope with the increasingly technical demands of our employees, customers and marketplaces?
Objectives of this presentation:
* How to stay ahead of your customer
* How to stay relevant to your business
* How to build a forward-thinking, solution-oriented culture in IT
* How to manage costs and still be innovative
* How to mitigate risk and make safe technology bets
* How to be the victor and not the victim
The Role of a BA on a Scrum Team IIBA Presentation 2010scrummasternz
What is your role as a BA on a Scrum team? How do you fit in? This presentation was given to the IIBA conference in NZ in 2010 by Stephen Reed. Stephen had worked extensively as a BA and moved into using Scrum with multiple teams at a large Insurance company. This experience led to a lot of questions around what the BA should be doing on a Scrum team. This presentation goes some way to listing what worked in the teams Stephen was involved in. The BA role does not change and all the skills of a great BA are necessary still on a great Software Development team, just more focused on being a team member and utilising those skills for the Scrum process of getting working software to the customer with more focus and clarity for the user.
A compilation of the absolute basics for those who want to know about Agile Methodology with some insights on Scrum. The idea is to give enough to fuel the curiosity to learn more. It might not interest one of he / she is an Agile guru but may I ask for your review / comments / suggestions. I'd love to hear from you all...
The core of the practice of Agile is the delivery of individual projects; it's where most practitioners start out, and it fundamentally changes the way a project team works together and works with their stakeholders.
Scrum is one of the most popular Agile delivery approaches at the moment. In this APN session, Carolyn uses one of her recent projects as a way to illustrate each facet of Scrum and how it panned out in real life, from start to finish.
In Agile/Scrum the skills of a BA are still needed, especially in more complex efforts. This describes BA skills applied in Agile. Should the BA be a Product Owner? On the scrum team?
Scaling Agile has been the topic of conversation for years, has been achieved for years as well yet rarely documented and socialized. In 2009, while leading an Agile transformation in the parent company at the same time standing up new Scrum teams in their startup subsidiary Ben realized that Scrum should or at least would in his case be the foundational framework for scaling Agile.
Keeping it simple with a collection of small, manageable, functional teams vertically sliced into portfolios, programs and projects to help mitigate the risk of loosing site of the goals and/or objectives of the organization while keeping true to the Agile principals Ben will show you how he and his team scaled Agile multiple times throughout multiple enterprise international organizations, using Scrum as the foundational framework complimented with Lean, Deming, XP and Kanban.
Something important to know is you must use TDD and/or BDD with a continuous integration environment as well as feature/code prefixes and vertical slicing.
Part1 of Tri-webinar series consisting of three webinars commencing with 'How-to question to understand an user story and identify gaps', moving onto 'How-to set clear baseline' to ensure an effective strategy, and finally culminating with 'How-to design test scenarios/cases' using a scientific and disciplined approach
Through the webinar, she will give an introduction to the user story concept. How to create them? How they can help us build better products for our customers. Do's and Don'ts.
Lean Development Practices for Enterprise AgileTechWell
Enterprise agile initiatives require strategic, portfolio, product, and team perspectives at all levels. Alan Shalloway has found that lean software development principles help integrate all of these perspectives into a cohesive, actionable whole. With a combination of lean science, lean management, lean team, and lean learning methods, Alan shows how your organization can prepare for enterprise agility. Lean science focuses on the “laws” present in all software development projects. Lean management empowers executives to contribute to the context within which teams can flourish. Lean team methods are actualized in Kanban approaches. Lean learning empowers everyone in the organization to improve his skills and practices. Alan shows how you can make these four perspectives work together so that enterprise software development teams build the right software in the right way and continue to improve their practices along the way.
Similar to Agile and user story workshop Peter Saddington (20)
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
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➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
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Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
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Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Stakeholders write user stories – User stories are supposed to be simple, with simple description and acceptance criteria. Use business language. Remember non-functional requirements – Stories can also include a variety of requirement types. Indicate the estimated size – A story should include an estimate effort. The developers currently do this during the iteration planning meetings and can include technical detail. Indicate the priority – We prioritize through the placement of the story. Include a unique identifier – We should include an identifier so we can trace back stories to their original requirements documents and/or project request forms.
Stakeholders write user stories – User stories are supposed to be simple, with simple description and acceptance criteria. Use business language. Remember non-functional requirements – Stories can also include a variety of requirement types. Indicate the estimated size – A story should include an estimate effort. The developers currently do this during the iteration planning meetings and can include technical detail. Indicate the priority – We prioritize through the placement of the story. Include a unique identifier – We should include an identifier so we can trace back stories to their original requirements documents and/or project request forms.
Stakeholders write user stories – User stories are supposed to be simple, with simple description and acceptance criteria. Use business language. Remember non-functional requirements – Stories can also include a variety of requirement types. Indicate the estimated size – A story should include an estimate effort. The developers currently do this during the iteration planning meetings and can include technical detail. Indicate the priority – We prioritize through the placement of the story. Include a unique identifier – We should include an identifier so we can trace back stories to their original requirements documents and/or project request forms.
Stakeholders write user stories – User stories are supposed to be simple, with simple description and acceptance criteria. Use business language. Remember non-functional requirements – Stories can also include a variety of requirement types. Mike Cohn often has said that non-functional requirements should be considered “constraints” on the system or development team. Indicate the estimated size – A story should include an estimate effort. The developers currently do this during the iteration planning meetings and can include technical detail. Indicate the priority – We prioritize through the placement of the story. Include a unique identifier – We should include an identifier so we can trace back stories to their original requirements documents and/or project request forms.
Stakeholders write user stories – User stories are supposed to be simple, with simple description and acceptance criteria. Use business language. Remember non-functional requirements – Stories can also include a variety of requirement types. Mike Cohn often has said that non-functional requirements should be considered “constraints” on the system or development team. Indicate the estimated size – A story should include an estimate effort. The developers currently do this during the iteration planning meetings and can include technical detail. Indicate the priority – We prioritize through the placement of the story. Include a unique identifier – We should include an identifier so we can trace back stories to their original requirements documents and/or project request forms.
Conversation – if requirements are written down, what happens? [the PO will get what he wants?] OR [The PO will get what is written?] – Words are imprecise. The story we write on cards is less important than the conversations we have.
Show teams balloon. Acceptance criteria and requirements – I will provide. Built test harnesses, templates, requirement specs Defining acceptance criteria is not the same as writing tests or test cases. Automating acceptance tests can be very helpful The investment in creating better requirements and acceptance criteria is worthwhile and has high return!
There are many different ways of gathering user stories. Here are some of them
To have a better understanding of prioritization we must look at the MoSCoW method through the lens of Kano’s model of quality Objective quality is the conformance to requirements Subjective Quality pertains to the satisfaction of users
To have a better understanding of prioritization we must look at the MoSCoW method through the lens of Kano’s model of quality Objective quality is the conformance to requirements Subjective Quality pertains to the satisfaction of users
Why do you want a button? // To go to the next screen Why do you want to go to the next screen? // So I can skip ahead to other parts of the questionnaire Why do you want to skip ahead? // So I can save time on non-required parts… Why do you want to save time on non-required parts? // So I can help more customers in less time.