The document provides an overview and agenda for a training course on becoming an effective agile team member, covering topics such as self-organized cross-functional teams, lean thinking, estimating and prioritizing backlogs, agile engineering principles, and expectations for scrum team members. The intended audience includes developers, testers, leaders, and others involved in product planning and delivery processes. Course prerequisites include completing an Agile 101 training.
Agile Training: Roles and ExpectationsMike Wienold
The document provides an overview of roles and expectations in Agile training at Itron. It discusses the key roles of the Scrum Master, Product Owner, and Development Team. The Scrum Master facilitates meetings and removes impediments for the team. The Product Owner represents customers, prioritizes work, and accepts completed items. The cross-functional Development Team delivers working software each sprint and manages its own work. It also reviews the Agile process, sprint activities like planning and retrospectives, and expectations for each role.
This document provides an agenda for a training course on the scrum master role, covering topics such as comparing scrum masters to traditional project managers, facilitating scrum ceremonies like planning, daily standups and retrospectives, and coaching
This document discusses the agile tools available in Visual Studio 2010. It provides an overview of Visual Studio 2010's capabilities for managing the entire software development lifecycle using agile methodologies like Scrum. Key features highlighted include improved support for agile processes like Scrum through templates and work item tracking, reporting and planning tools, and tight integration across the development lifecycle from requirements through deployment. The document argues that Visual Studio 2010's agile tools can help teams overcome complexity, improve quality, increase transparency, facilitate collaboration, and reduce risk through a lightweight and customizable approach.
The document discusses various agile roles including Scrum Master, Product Owner, and team members. It describes how roles differ in agile/self-organizing teams compared to traditional methods. Key roles like project manager, analyst, developer, and tester focus less on documentation and more on collaboration, automated testing, and visual project management through tools like Kanban boards.
Scrum Master Role and Responsibilities in Agile Environment - AMECSE 2014 Ahmed Hammad
This presentation tried to cover ScrumMaster roles and responsibilities in Agile environments. It is presented in Software Innovation for Sustainable Economy conference See: http://2014.amecse-conferences.org/
Obstacles encountered by teams are logged on obstacle boards at three levels - team, management, and executive. At the team level, the Scrum Master tries to resolve obstacles and logs them on a physical board. Unresolved obstacles are escalated to the management level board where managers work to find solutions. Obstacles that cannot be resolved by management are escalated to the executive level board where executives are responsible for resolving or dismissing them.
The document discusses roles in agile teams compared to classic teams. In agile teams, roles are more collaborative and team-oriented, focusing on delivering value quickly rather than specific job functions. The product owner generates acceptance tests, developers use test-driven development and behavior-driven development, and quality assurance works with analysts to define scenarios. The most important thing is the team attitude of helping each other deliver value as quickly as possible.
This document discusses how roles and responsibilities change in Agile/Scrum frameworks compared to traditional organizations. It outlines several key Agile roles including Product Owner, Scrum Master, and Scrum Team Members. It also discusses how requirements, design, testing, and tracking emerge incrementally rather than being fully planned upfront. Cultural shifts involve moving from big requirements/design upfront to emergent approaches. The roles of Architect, User Experience Lead, Internal Coach/Mentor, Agile Program Manager, and Functional Manager are also described.
Agile Training: Roles and ExpectationsMike Wienold
The document provides an overview of roles and expectations in Agile training at Itron. It discusses the key roles of the Scrum Master, Product Owner, and Development Team. The Scrum Master facilitates meetings and removes impediments for the team. The Product Owner represents customers, prioritizes work, and accepts completed items. The cross-functional Development Team delivers working software each sprint and manages its own work. It also reviews the Agile process, sprint activities like planning and retrospectives, and expectations for each role.
This document provides an agenda for a training course on the scrum master role, covering topics such as comparing scrum masters to traditional project managers, facilitating scrum ceremonies like planning, daily standups and retrospectives, and coaching
This document discusses the agile tools available in Visual Studio 2010. It provides an overview of Visual Studio 2010's capabilities for managing the entire software development lifecycle using agile methodologies like Scrum. Key features highlighted include improved support for agile processes like Scrum through templates and work item tracking, reporting and planning tools, and tight integration across the development lifecycle from requirements through deployment. The document argues that Visual Studio 2010's agile tools can help teams overcome complexity, improve quality, increase transparency, facilitate collaboration, and reduce risk through a lightweight and customizable approach.
The document discusses various agile roles including Scrum Master, Product Owner, and team members. It describes how roles differ in agile/self-organizing teams compared to traditional methods. Key roles like project manager, analyst, developer, and tester focus less on documentation and more on collaboration, automated testing, and visual project management through tools like Kanban boards.
Scrum Master Role and Responsibilities in Agile Environment - AMECSE 2014 Ahmed Hammad
This presentation tried to cover ScrumMaster roles and responsibilities in Agile environments. It is presented in Software Innovation for Sustainable Economy conference See: http://2014.amecse-conferences.org/
Obstacles encountered by teams are logged on obstacle boards at three levels - team, management, and executive. At the team level, the Scrum Master tries to resolve obstacles and logs them on a physical board. Unresolved obstacles are escalated to the management level board where managers work to find solutions. Obstacles that cannot be resolved by management are escalated to the executive level board where executives are responsible for resolving or dismissing them.
The document discusses roles in agile teams compared to classic teams. In agile teams, roles are more collaborative and team-oriented, focusing on delivering value quickly rather than specific job functions. The product owner generates acceptance tests, developers use test-driven development and behavior-driven development, and quality assurance works with analysts to define scenarios. The most important thing is the team attitude of helping each other deliver value as quickly as possible.
This document discusses how roles and responsibilities change in Agile/Scrum frameworks compared to traditional organizations. It outlines several key Agile roles including Product Owner, Scrum Master, and Scrum Team Members. It also discusses how requirements, design, testing, and tracking emerge incrementally rather than being fully planned upfront. Cultural shifts involve moving from big requirements/design upfront to emergent approaches. The roles of Architect, User Experience Lead, Internal Coach/Mentor, Agile Program Manager, and Functional Manager are also described.
This document discusses the role of managers in an agile environment. It begins by outlining some assumptions, such as the reader's familiarity with agile processes and interest in learning what managers need to know. It then explores different types of managers like product and project managers. The document also covers common reporting structures, organizational impacts of agile, and career paths. It provides guidance on agile leadership at the team level and concludes by discussing management responsibilities in an agile world.
How to survive the zombie scrum apocalypse Mia Horrigan
A couple of years ago Christiaan Verwijs and Johannes Schartau coined the term ‘Zombie-Scrum’. What's it all about?
Well, at first sight Zombie Scrum seems to be normal Scrum. But it lacks a beating heart. The Scrum teams do all the Scrum events but a potential releasable increment is rarely the result of a Sprint. Zombie Scrum teams have a very unambitious definition of what ‘done’ means, and no drive to extend it. They see themselves as a cog in the wheel, unable and unwilling to change anything and have a real impact: I’m only here to code! Zombie Scrum teams show no response to a failed or successful Sprint and also don’t have any intention to improve their situation. Actually nobody cares about this team. The stakeholders have forgotten the existence of this team long time ago.
Zombie Scrum is Scrum, but without the beating heart of working software and its on the rise. This workshop will help you understand how to recognise the symptoms and cuases of Zombie Scrum and what you can do to get started to combat and treat Zombie-Scrum. Knowing what causes Zombie Scrum might help prevent a further outbreak and prevent the apocalypse
How to build rubust org structure for Agile at scaleYuriy Kudin
Are you going to implement Agile/Lean methodologies in your organization, but you don’t have a clue where to start? Does it make sense to begin with Agile training? Or, it would be better to start with implementation of application lifecycle management tools (ALM), or, it would be enough just to hire right people with agile expertise?
Based on our experience, with more than 100 clients, we clearly see that in most of the cases real agile transformation is kicking off from organizational structure change. This is exactly what we would like to share with you.
We will talk about typical issues in organization structure that we have seen when helping our clients to transform. We will also outline what potential problems might cause those issues. Furthermore, we will share successful patterns of building robust organizational structures for different types of the companies: starting from small and scaling it up to enterprise (100+ employees).
As an outcome, participants will get an overview on how to build robust organizational structure as a foundation for successful Agile/Lean implementation.
Agile transformation with Scrum. Where to start
1. Agile vs Waterfall
2. What is Scrum
3. Scrum team
4. Scrum artefacts (with activities for easier learning)
5. Scrum events
6. Is Scrum enough?
“Scrum Master” & “Agile Project Manager”: A Tale of Two Different Roles by Manohar Prasad, CSP®-SM, CSP®-PO, CSM®, CSPO®, PSM I®, Agile Coach
“The Scrum Master is responsible for ensuring Scrum is understood and enacted. Scrum Masters do this by ensuring that the Scrum Team adheres to Scrum theory, practices, and rules.”
“The Scrum Master helps those outside the Scrum Team understand which of their interactions with the Scrum Team are helpful and which aren’t. The Scrum Master helps everyone change these interactions to maximize the value created by the Scrum Team.”
- The client wants to build a new website and has a $100k budget and 12 month deadline
- The team will use an Agile methodology called Scrum to manage the project incrementally using short sprints
- Scrum uses cross-functional teams, prioritized backlogs, daily stand-ups, sprints, reviews and retrospectives to iteratively deliver working software
- Key roles include the Product Owner who prioritizes features, the Development Team who build the increments, and the ScrumMaster who facilitates the process
Scrum is an efficient framework within which you can develop software with teamwork. It is based on agile principles.
This presentation will help you understand agile development in general and Scrum in specific. You will get familiar with its associated terminology along with appropriate examples.
This document provides an overview of Agile and Scrum methodologies. It describes the iterative incremental model and compares it to the waterfall model. The key aspects of Agile include iterative development, early delivery of working software, collaboration between business and developers, self-organizing teams, and face-to-face communication. Scrum is then introduced as a framework for implementing Agile. The core Scrum roles, events, artifacts, user stories, estimation techniques, and burn down charts are defined and explained at a high level.
Executive agility to be able to respond effectively in chaosZXM Webinar - Mia Horrigan
Now more than ever, the ability to respond to change over 'following a plan' couldn't ring truer. Hindsight is 20/20 but none of us could have predicted the unprecedented effect that the Corona Virus has wrought upon every aspect of our lives. Now we are working from home, readjusting to a new 'norm', but all the while living in a state of chaos whilst still 'keeping the lights on' in the space of not months or years but in weeks, days and even hours.
Organisations have already had to rapidly change the products or services they 'traditionally' brought to market and reinvent themselves at lightning speed to not just stay relevant but to actually survive.
Welcome to Agile - Taipei Regent 2016/05/20Adam Laskowski
This document provides an introduction to Scrum and Agile development. It explains why the traditional waterfall model is being changed, describing how Agile methods allow for shorter development cycles with quicker feedback. It then outlines the Scrum framework, including defining the roles of product owner, scrum master, and development team. The document uses a house building analogy to illustrate how Scrum sprints can adapt to changing requirements. It also shows how user stories are broken down into tasks for sprints and how features are estimated in story points. Finally, it briefly describes key Scrum ceremonies like sprint planning, daily standups, and sprint reviews.
Scrum is an agile framework for managing complex projects. It emphasizes transparency, inspection, and adaptation. Key aspects of Scrum include short sprints with fixed durations, daily stand-ups, sprint planning and reviews, and retrospectives. The product owner prioritizes features in the backlog and the cross-functional team works to complete them in sprints. Applying Scrum principles like frequent delivery, transparency, and process improvement can help manage uncertainty, deliver value faster, improve quality, and eliminate waste.
The Scrum Master and the Product Owner are critical to success of agile development teams using Scrum with the authority to make changes to the process, suggest team members take action, and empower members to do tasks correctly, in support of increasing the probability of project success.
Kin2020- flow based product development- an experience reportRavi Tadwalkar
The document discusses transitioning a product development team from a mandated Scrum process to a leaner Scrumban process. It emphasizes focusing on flow-based product development and increasing collaboration through practices like mob programming and behavior driven development. The team used tools like a process evaluation framework and simulation to help decide what process changes would work best for increasing flow efficiency and productivity.
The document discusses various agile techniques used for project planning and management. It describes key concepts like user stories, estimation using story points, prioritization factors like value, cost, risk and learning. It covers agile planning processes like release planning, iteration planning and velocity based staffing. Various estimation techniques like planning poker, relative complexity and MoSCoW prioritization are also summarized. The document provides guidelines on splitting stories, creating good stories and estimating story points for both projects and products.
This document provides an overview of Lean, Agile and Scrum concepts and practices. It discusses Lean principles and how they were developed at Toyota to eliminate waste. It also covers the Agile manifesto and why Agile works by allowing for change and autonomy. The Scrum framework is summarized, including the roles of Product Owner, Scrum Master and Development Team. Key Scrum ceremonies like Sprint Planning, Review and Retrospective are outlined. Common Scrum artifacts such as the Product Backlog, Sprint Backlog and user stories are defined.
The document outlines the 6 core roles in Scrum: ScrumMaster, Product Owner, Team, Customer, Manager, and End User. It describes each role and how they work together. The ScrumMaster protects the team and removes impediments. The Product Owner defines the product vision and backlog. The Team delivers working software each sprint. The Customer requests the product and provides feedback. The Manager establishes organizational structure. The End User provides requirements and feedback.
The document provides an overview of a presentation given by Matthew Caine on why Agile works. Some key points:
- Agile focuses on people and results above all else
- Traditional management kills motivation in the workplace
- Steve Denning discovered motivated "geeks" using Agile and wanted to understand why it worked
- Humans need autonomy, mastery, and purpose to be motivated according to Daniel Pink
- Agile provides these things by allowing autonomy over work, mastery through continuous learning, and a sense of purpose in adaptive planning
- Agile ceremonies like planning, stand-ups, reviews, and retrospectives create a structure that embraces emergent details and continuous improvement
This document provides an overview of Lean, Agile and Scrum methodologies for software development. It discusses Lean principles like eliminating waste and respecting people. It describes the origins of Lean in the Toyota Production System. Agile values like individuals and interactions are explained. The Scrum framework is outlined, including the roles of Product Owner, Scrum Master and Development Team. Key Scrum ceremonies like Sprint Planning, Daily Scrum and Retrospective are summarized. Scrum artifacts such as the Product Backlog and Sprint Backlog are also covered at a high level.
This simple and crisp quick reference card is for Agile and Scrum basics. It is a simple way to glance through all the concepts and use it as a tool for revision, even before an interview.
This document discusses the role of managers in an agile environment. It begins by outlining some assumptions, such as the reader's familiarity with agile processes and interest in learning what managers need to know. It then explores different types of managers like product and project managers. The document also covers common reporting structures, organizational impacts of agile, and career paths. It provides guidance on agile leadership at the team level and concludes by discussing management responsibilities in an agile world.
How to survive the zombie scrum apocalypse Mia Horrigan
A couple of years ago Christiaan Verwijs and Johannes Schartau coined the term ‘Zombie-Scrum’. What's it all about?
Well, at first sight Zombie Scrum seems to be normal Scrum. But it lacks a beating heart. The Scrum teams do all the Scrum events but a potential releasable increment is rarely the result of a Sprint. Zombie Scrum teams have a very unambitious definition of what ‘done’ means, and no drive to extend it. They see themselves as a cog in the wheel, unable and unwilling to change anything and have a real impact: I’m only here to code! Zombie Scrum teams show no response to a failed or successful Sprint and also don’t have any intention to improve their situation. Actually nobody cares about this team. The stakeholders have forgotten the existence of this team long time ago.
Zombie Scrum is Scrum, but without the beating heart of working software and its on the rise. This workshop will help you understand how to recognise the symptoms and cuases of Zombie Scrum and what you can do to get started to combat and treat Zombie-Scrum. Knowing what causes Zombie Scrum might help prevent a further outbreak and prevent the apocalypse
How to build rubust org structure for Agile at scaleYuriy Kudin
Are you going to implement Agile/Lean methodologies in your organization, but you don’t have a clue where to start? Does it make sense to begin with Agile training? Or, it would be better to start with implementation of application lifecycle management tools (ALM), or, it would be enough just to hire right people with agile expertise?
Based on our experience, with more than 100 clients, we clearly see that in most of the cases real agile transformation is kicking off from organizational structure change. This is exactly what we would like to share with you.
We will talk about typical issues in organization structure that we have seen when helping our clients to transform. We will also outline what potential problems might cause those issues. Furthermore, we will share successful patterns of building robust organizational structures for different types of the companies: starting from small and scaling it up to enterprise (100+ employees).
As an outcome, participants will get an overview on how to build robust organizational structure as a foundation for successful Agile/Lean implementation.
Agile transformation with Scrum. Where to start
1. Agile vs Waterfall
2. What is Scrum
3. Scrum team
4. Scrum artefacts (with activities for easier learning)
5. Scrum events
6. Is Scrum enough?
“Scrum Master” & “Agile Project Manager”: A Tale of Two Different Roles by Manohar Prasad, CSP®-SM, CSP®-PO, CSM®, CSPO®, PSM I®, Agile Coach
“The Scrum Master is responsible for ensuring Scrum is understood and enacted. Scrum Masters do this by ensuring that the Scrum Team adheres to Scrum theory, practices, and rules.”
“The Scrum Master helps those outside the Scrum Team understand which of their interactions with the Scrum Team are helpful and which aren’t. The Scrum Master helps everyone change these interactions to maximize the value created by the Scrum Team.”
- The client wants to build a new website and has a $100k budget and 12 month deadline
- The team will use an Agile methodology called Scrum to manage the project incrementally using short sprints
- Scrum uses cross-functional teams, prioritized backlogs, daily stand-ups, sprints, reviews and retrospectives to iteratively deliver working software
- Key roles include the Product Owner who prioritizes features, the Development Team who build the increments, and the ScrumMaster who facilitates the process
Scrum is an efficient framework within which you can develop software with teamwork. It is based on agile principles.
This presentation will help you understand agile development in general and Scrum in specific. You will get familiar with its associated terminology along with appropriate examples.
This document provides an overview of Agile and Scrum methodologies. It describes the iterative incremental model and compares it to the waterfall model. The key aspects of Agile include iterative development, early delivery of working software, collaboration between business and developers, self-organizing teams, and face-to-face communication. Scrum is then introduced as a framework for implementing Agile. The core Scrum roles, events, artifacts, user stories, estimation techniques, and burn down charts are defined and explained at a high level.
Executive agility to be able to respond effectively in chaosZXM Webinar - Mia Horrigan
Now more than ever, the ability to respond to change over 'following a plan' couldn't ring truer. Hindsight is 20/20 but none of us could have predicted the unprecedented effect that the Corona Virus has wrought upon every aspect of our lives. Now we are working from home, readjusting to a new 'norm', but all the while living in a state of chaos whilst still 'keeping the lights on' in the space of not months or years but in weeks, days and even hours.
Organisations have already had to rapidly change the products or services they 'traditionally' brought to market and reinvent themselves at lightning speed to not just stay relevant but to actually survive.
Welcome to Agile - Taipei Regent 2016/05/20Adam Laskowski
This document provides an introduction to Scrum and Agile development. It explains why the traditional waterfall model is being changed, describing how Agile methods allow for shorter development cycles with quicker feedback. It then outlines the Scrum framework, including defining the roles of product owner, scrum master, and development team. The document uses a house building analogy to illustrate how Scrum sprints can adapt to changing requirements. It also shows how user stories are broken down into tasks for sprints and how features are estimated in story points. Finally, it briefly describes key Scrum ceremonies like sprint planning, daily standups, and sprint reviews.
Scrum is an agile framework for managing complex projects. It emphasizes transparency, inspection, and adaptation. Key aspects of Scrum include short sprints with fixed durations, daily stand-ups, sprint planning and reviews, and retrospectives. The product owner prioritizes features in the backlog and the cross-functional team works to complete them in sprints. Applying Scrum principles like frequent delivery, transparency, and process improvement can help manage uncertainty, deliver value faster, improve quality, and eliminate waste.
The Scrum Master and the Product Owner are critical to success of agile development teams using Scrum with the authority to make changes to the process, suggest team members take action, and empower members to do tasks correctly, in support of increasing the probability of project success.
Kin2020- flow based product development- an experience reportRavi Tadwalkar
The document discusses transitioning a product development team from a mandated Scrum process to a leaner Scrumban process. It emphasizes focusing on flow-based product development and increasing collaboration through practices like mob programming and behavior driven development. The team used tools like a process evaluation framework and simulation to help decide what process changes would work best for increasing flow efficiency and productivity.
The document discusses various agile techniques used for project planning and management. It describes key concepts like user stories, estimation using story points, prioritization factors like value, cost, risk and learning. It covers agile planning processes like release planning, iteration planning and velocity based staffing. Various estimation techniques like planning poker, relative complexity and MoSCoW prioritization are also summarized. The document provides guidelines on splitting stories, creating good stories and estimating story points for both projects and products.
This document provides an overview of Lean, Agile and Scrum concepts and practices. It discusses Lean principles and how they were developed at Toyota to eliminate waste. It also covers the Agile manifesto and why Agile works by allowing for change and autonomy. The Scrum framework is summarized, including the roles of Product Owner, Scrum Master and Development Team. Key Scrum ceremonies like Sprint Planning, Review and Retrospective are outlined. Common Scrum artifacts such as the Product Backlog, Sprint Backlog and user stories are defined.
The document outlines the 6 core roles in Scrum: ScrumMaster, Product Owner, Team, Customer, Manager, and End User. It describes each role and how they work together. The ScrumMaster protects the team and removes impediments. The Product Owner defines the product vision and backlog. The Team delivers working software each sprint. The Customer requests the product and provides feedback. The Manager establishes organizational structure. The End User provides requirements and feedback.
The document provides an overview of a presentation given by Matthew Caine on why Agile works. Some key points:
- Agile focuses on people and results above all else
- Traditional management kills motivation in the workplace
- Steve Denning discovered motivated "geeks" using Agile and wanted to understand why it worked
- Humans need autonomy, mastery, and purpose to be motivated according to Daniel Pink
- Agile provides these things by allowing autonomy over work, mastery through continuous learning, and a sense of purpose in adaptive planning
- Agile ceremonies like planning, stand-ups, reviews, and retrospectives create a structure that embraces emergent details and continuous improvement
This document provides an overview of Lean, Agile and Scrum methodologies for software development. It discusses Lean principles like eliminating waste and respecting people. It describes the origins of Lean in the Toyota Production System. Agile values like individuals and interactions are explained. The Scrum framework is outlined, including the roles of Product Owner, Scrum Master and Development Team. Key Scrum ceremonies like Sprint Planning, Daily Scrum and Retrospective are summarized. Scrum artifacts such as the Product Backlog and Sprint Backlog are also covered at a high level.
This simple and crisp quick reference card is for Agile and Scrum basics. It is a simple way to glance through all the concepts and use it as a tool for revision, even before an interview.
Here are 3 scenarios that could be attached to the user story card:
Scenario 1: As a customer, I search for flights from New York to Los Angeles for next weekend. The results show available flights for those dates.
Scenario 2: As a customer, I select a flight from the results and am taken to a page to enter my personal details and payment information to complete the booking.
Scenario 3: As a customer, I receive a confirmation email after completing my booking with all the flight details.
Conversation
The team discusses things like:
- What dates constitute "next weekend"?
- What payment methods will be accepted?
- What information is included in the confirmation email?
Confirmation
The document provides an overview of the agile software development process. It begins with defining agile as an iterative and adaptive approach to software development performed collaboratively by self-organizing teams. It then discusses agile principles like valuing customer collaboration, responding to change, and delivering working software frequently. The document also covers specific agile frameworks like Scrum and Extreme Programming, the role of user stories, estimation techniques like planning poker, and ceremonies like daily stand-ups, sprint planning and retrospectives. It concludes by comparing agile to the traditional waterfall model and defining some common agile metrics.
The document discusses the history and principles of agile software development. It describes how a group of software leaders met in 2001 to discuss unproductive development practices, which led to the creation of agile frameworks like Scrum. The 12 principles behind the Agile Manifesto are outlined, focusing on customer satisfaction, welcoming changing requirements, and frequent delivery of working software. Key ceremonies like the daily scrum and sprint planning and retrospectives are also summarized.
This document discusses concepts and practices related to Scrum project management methodology. It addresses frequently asked questions about Scrum roles like Product Owner and Scrum Master. It also covers Scrum artifacts like the Product Backlog and Sprint Backlog, as well as Scrum events like the Sprint Planning meeting and Daily Scrum. The document provides guidance on properly defining acceptance criteria for user stories, estimating story points, and ensuring the Product Backlog is ready before Sprint Planning.
This document discusses an overview of agile product management and scrum methodology. It covers the roles of product owner, scrum master and development team. It also describes scrum ceremonies like sprint planning, daily standup, sprint review and retrospective. Additionally, it discusses techniques for backlog grooming, prioritization of user stories, mapping stories to sprints and releases. The goal is to provide a high-level understanding of agile product management concepts and processes.
This slide share will help users to understand the agile software development methodology and how does it work. It also defines the whole process to implement scrum methodology.
Scrum Crash Course - Anatoli Iliev and Lyubomir Cholakov, InfragisticsbeITconference
This document provides an agenda and overview for a Scrum training session. The training will cover topics such as the principles and ceremonies of Scrum, including roles, product backlog, sprints, daily standups, sprint reviews, and retrospectives. It will use presentations and a Lego game to help illustrate key Scrum concepts. The goal is to introduce participants to Scrum and provide them a basic level of knowledge about how to implement Scrum practices in their work.
This document outlines an agenda for an Agile 101 training session. It includes exercises to teach Lean and Agile principles using a penny game. It then covers what Agile is and isn't, the Agile manifesto and principles, an introduction to Scrum framework including artifacts and roles. Planning, daily stand-ups, sprints, and retrospectives are discussed. A Lego Scrum game simulation is described to illustrate a Scrum process over three sprints with optimization of the team.
Agile processes like Scrum are needed because software development is complex and requirements often change. Scrum is an agile framework that uses short cycles ("sprints") to incrementally develop products. Key Scrum roles include the Product Owner, Scrum Master, and Team. The Product Owner manages product requirements and priorities. The Scrum Master facilitates the process. The Team does the work. Main Scrum artifacts are the Product Backlog, Sprint Backlog, and Product Increment. The Scrum process involves Sprint Planning, Daily Stand-ups, Sprint Review, and Retrospectives to continuously improve.
Scrum is an agile framework for managing projects that emphasizes transparency, inspection, and adaptation. The key roles in Scrum are the Product Owner, Scrum Master, and Development Team. The Product Owner manages the Product Backlog of features and priorities. The Scrum Master coaches the team and removes impediments. The Development Team works in short Sprints to deliver working software. Key Scrum events include Sprint Planning, Daily Scrums, Sprint Reviews, and Sprint Retrospectives. Artifacts include the Product and Sprint Backlogs, as well as impediment and parking logs. Together, these roles, events, and artifacts aim to deliver working software frequently through an empirical process of transparent inspection and adaptation.
This document provides an overview of process models and agile development approaches. It discusses the Unified Process (UP) and its phases including inception, elaboration, and more. Agile methods like Scrum and Extreme Programming (XP) are also summarized. Scrum uses sprints, daily stand-ups, sprint reviews and retrospectives. XP practices pair programming, test-driven development, and frequent small releases. The document emphasizes that agile prioritizes individuals, working software, customer collaboration and responding to change over processes and tools.
Using Agile Methodology to Deliver Projects That Transform Customers from Dou...Mike Harris
Using Agile methodology, the speaker aims to transform doubting customers into raving fans by demonstrating how Agile can help deliver projects that meet expectations. Agile practices like iterative development, collaboration, and transparency can help improve delivery track records, build confidence through demonstrable working software, and actively engage customers for feedback. The speaker outlines their company's Agile practices for planning, management, delivery, and team roles to provide a model for others to deploy on their own Agile teams.
HostingCon - Using agile to deliver projects that transform customers from do...ixwebhosting
Using Agile methodology, the speaker aims to transform doubting customers into raving fans by demonstrating how Agile can help deliver projects that meet expectations. Agile practices like iterative development, collaboration, and transparency can help improve delivery track records, build confidence through demonstrations of working software, actively engage customers, and enable teams to communicate and adjust based on feedback. The speaker outlines their company's Agile practices for planning, managing, delivering projects, and building effective Agile teams.
Agile is an iterative process that emphasizes frequent inspection and adaptation. The Agile Manifesto values individuals and interactions, working software, customer collaboration, and responding to change over processes, tools, contracts, and following a plan. Common Agile methodologies include Scrum, Extreme Programming (XP), Lean, Kanban, Feature-Driven Development (FDD), Dynamic Systems Development Method (DSDM), and Crystal. Scrum uses sprints, daily stand-ups, and artifacts like product backlogs and increments. XP focuses on simplicity, feedback, and pair programming. Lean aims to eliminate waste. Kanban uses visual boards and limits work-in-progress. FDD develops features incrementally. DSDM prioritizes
The document provides an overview of the Scrum process. Some key points:
- Scrum is an agile process that focuses on delivering high business value in short iterations through inspecting working software every 2-4 weeks. The business prioritizes features.
- Roles include the Product Owner who manages the product backlog, Scrum Master who facilitates the process, and cross-functional team.
- Artifacts include the product backlog, sprint log/burndown chart, task board, and velocity/capacity metrics.
- Activities include sprint planning, daily stand-ups, sprint demo/review, and retrospective meetings. Definitions of ready, done are established along with team values.
Agile Approach & Scrum Framework provides a history of agile methodology and the scrum framework. It describes how agile and scrum were developed in response to the need for more flexible software development processes. The document outlines the key principles of agile, including valuing individuals, collaboration, and responding to change. It then explains the scrum framework, including defining the scrum team roles of product owner, scrum master, and developers. The core scrum events of sprint planning, daily standups, sprint reviews, and retrospectives are summarized to close out the incremental sprint-based process.
From Scrum to ScrumBan or Kanban- Process Evaluator Workshop using Excel.pptxRavi Tadwalkar
This document provides context and information for a workshop on evaluating process frameworks like Scrum, Scrumban, and Kanban using a questionnaire in Excel. The workshop aims to help a struggling team determine what process could work best for them by discussing a series of questions. The document includes an example questionnaire comparing Scrum, Scrumban and Kanban on factors like planning, decomposition, estimation, responsiveness, and culture fit. It also summarizes key differences between the frameworks in areas like planning, timeboxing, and metrics.
The document outlines an agenda for a training on Agile concepts for executives. It includes introducing Agile concepts, characteristics of Agile teams, roles and responsibilities of Agile leaders, how Lean and Agile work together, and Lean/Agile leadership models. It also describes exercises used in the training, such as the Penny Game, and covers topics like Scrum framework, product backlogs, planning in Agile, and governance with dynamic budgeting.
The document outlines an agenda for a Lean-Agile leadership workshop for executives. It will begin with comparing waterfall vs Lean-Agile methodology, focusing on adopting a value-driven mindset by looking at culture first. It will then cover Agile product management, discussing topics like limiting work in progress, prioritization using journey maps and story maps, and the product owner role. Executives will also have a Q&A about Agile transformation journeys and be provided with self-learning aids.
LKIN2019: Lean transformation journey of infra briefing for business agility...Ravi Tadwalkar
This document outlines a plan to implement a continuous improvement and innovation model for business agility. It involves leveraging design thinking, lean change canvases, lean and Kanban methods. The plan maps the model to strategic imperatives and team activities over 10 weeks. Key activities include establishing the continuous improvement model, prioritizing value streams, creating a Kanban board to manage experiments, developing value stream maps, and sustaining the model through skills development and innovation teams. The overall goal is to help the organization sense changes and respond accordingly to deliver value to customers.
Modern agile & ESP proposal for TransformationRavi Tadwalkar
The document proposes adopting a Modern Agile approach using Enterprise Services Planning (ESP) for PE Operations management. Modern Agile focuses on making people and safety a priority, rapid experimentation and learning, and continuous delivery of value. ESP is a Kanban-based system that coordinates across interconnected services using cadences to improve speed, optionality and agility while maintaining control. The proposal recommends understanding current challenges, mapping current and desired future states, designing Kanban boards and experiments to iteratively achieve targets like reducing hardware onboarding time from 160+ days to 1-2 days with an empowered team. Value stream mapping is used to analyze workflows, identify waste and non-value add time with a goal of continuous improvement.
LKIN2018: leveraging Lean and Kanban to implement continuous improvementRavi Tadwalkar
Here are the key steps in the improvement plan:
1. Understand the direction and challenges facing Operations through initiatives like the Tech Refresh program. The focus is on hardware onboarding/offboarding bottlenecks.
2. Assess the current condition through value stream mapping to identify operational inefficiencies and document the "as is" state.
3. Define the next feasible target condition by documenting the desired "to-be" state value stream map.
The plan involves understanding the challenges, assessing the current process inefficiencies, and defining an improved future state to guide continuous improvements in Operations.
This document provides guidance on key principles for distributed agile teams based on SAFe and Scrum principles. It discusses three main principles: 1) Close, daily cooperation between business and developers; 2) Applying cadence and synchronizing teams; and 3) Incremental building with fast learning cycles. It recommends structures for different types of distributed teams and emphasizes synchronizing ceremonies. It provides an example schedule for an offshore team and lists common tools used by distributed teams. The overall message is that distributed agile success relies on timely feedback across stakeholders and is a journey that requires adapting processes and culture.
The document outlines a 5-step DevOps assessment and improvement process: 1) Intake and planning, 2) Discovery, 3) Roadmap development, 4) Piloting improvements, and 5) Wider rollout. It describes assessing an organization's DevOps capability maturity across people, processes, and tools. Deliverables include an assessment report, value stream map, deployment pipeline diagrams, and a 30-60-90 day continuous improvement plan. The key takeaway is that DevOps requires an open culture embracing Agile, Lean, and continuous feedback across stakeholders.
Lean, agile and dev ops games- facilitator's guideRavi Tadwalkar
The document outlines exercises and games to teach Lean, Agile, and DevOps principles to teams. It includes:
1. A marshmallow building challenge to demonstrate teamwork.
2. A penny flipping game showing how doing work in parallel can be more efficient than sequentially.
3. A "management by walking" activity illustrating the value of empowering teams.
4. A ball passing game involving self-organization and continuous process improvement over iterations.
5. A Lego Scrum game simulating three sprints - the first using basic Scrum, the second optimizing the Scrum team, and the third emphasizing continuous delivery.
6. Discussion of using a Kanban
Pecha kucha format- how can devops be implemented with lean and agileRavi Tadwalkar
Title:
-------
Case Study: Lean Manufacturing plant level continuous improvement
How can DevOps be implemented with Lean and Agile?
Description:
-----------------
How can we leverage our knowledge of Lean Manufacturing and TPS (Toyota Production System) to implement Agile & DevOps in organizations?
My topic is about "how DevOps can be implemented with Lean and Agile", by implementing Enterprise Kanban system that has this value stream:
“Portfolio Kanban (upstream “Epics”) -> Scrum / ScrumBan / Kanban “In the middle” -> Release Engineering Kanban(Downstream “Deployable Artifacts”),
Presentation History:
Agile2016, PechaKuchaLightening Talk on July 27, 2016
Reference:
---------------
Slides 21-27 in my preso:
http://www.slideshare.net/RaviTadwalkar/devops-approach-point-of-view-by-ravi-tadwalkar
Embrace TQM (Total Quality Mgmt) mindset with lean thinkingRavi Tadwalkar
This document discusses embracing a Total Quality Management (TQM) mindset with Lean thinking. It provides context that improving ecosystem quality is the goal. An approach is to embrace a TQM mindset and Lean thinking to implement TQM and Lean for product and IT service teams. A case study describes how a printing, packaging, and shipping Lean manufacturing workflow at LifeTouch uses tools like PDCA loops and Kanban boards for continuous improvement tracking and Kaizen events.
DevOps Approach (Point of View by Ravi Tadwalkar)Ravi Tadwalkar
The document discusses a 5-step approach to implementing a DevOps journey: 1) Intake and Planning, 2) Discovery Phase, 3) Roadmap Phase, 4) Pilot Phase, 5) Wider Rollout. It describes each step in detail, covering activities such as defining goals and scope, conducting assessments, creating recommendations and roadmaps, training, and socializing outcomes. The goal is to help organizations improve their DevOps capability maturity over time through this phased approach.
Ravi Tadwalkar as SM/DevOps/management/CoachRavi Tadwalkar
The document discusses the roles and responsibilities of a Scrum Master, DevOps Manager, and DevOps Coach. It provides examples of how DevOps adoption improved deployment processes at companies like PayPal and Western Digital. Specifically, implementing continuous integration/deployment and embedding release engineers into agile teams reduced PayPal's deployment time from 6 weeks to 9 days. For Western Digital, using a common code repository improved their firmware integration from twice a week to on-demand. The document also outlines the author's experience over 20 years in software development, management, coaching, and DevOps roles.
This document contains metrics from an organization's agile workflow over multiple years and weeks, including throughput (number of accepted cards per week), average lead time per week, and average flow efficiency percentage per week. It also includes totals for story points, issue types, and sprints across the recorded time period. A chart at the bottom shows the throughput values for each recorded week.
Example of BDD/scenario based vertical slicing (for PM/PO community)Ravi Tadwalkar
The document discusses high availability for establishing atomic communication paths. It states that if a request to establish a flow path is accomplished, all flows composing the connection will be programmed, but if the request fails, no flows will be programmed and an error will be reported via rollback. Typical failures include timeouts or operations failing, such as attempting to program a full flow table on a switch. Acceptance criteria include committing successfully programmed flows and rolling back failed requests to maintain integrity and atomicity.
This document contains the results of an agile team assessment survey completed by three respondents. The survey contains 15 questions assessing various aspects of agile practices across 5 categories: PO ownership/backlog quality, engineering best practices, delivery of value/velocity, lead times, and team behavior.
The responses indicate the team is generally performing well across categories, with most areas scoring in the 3-4 range. Areas identified as opportunities for improvement include product backlog quality, which 2 of 3 respondents rated a 2, and regression testing during sprints, where 1 respondent rated a 2. Overall, the assessment places the team's maturity in the norming to performing range.
This document summarizes an agile leadership assessment of an individual. The assessment scored the individual a 0 out of 100 in several key areas of agile leadership, including setting clear expectations, goal setting, coaching employees, involvement in development, and attitude. All scores were 0%, indicating the individual needs to improve in all areas assessed by developing agile leadership skills. No strengths were identified. The assessment suggests the individual needs to work on and improve all leadership skills measured.
The team conducted a Lean Kanban self-assessment to evaluate their performance in several areas including visualizing work, making policies explicit, limiting work in progress, managing flow, improving processes, implementing feedback loops, and observing effects. Across the different areas evaluated, the team scored between 60-65% indicating they are occasionally to often demonstrating good Lean Kanban practices in each area but still have room for improvement.
The document provides an agenda and guidance for facilitating a multi-day release planning event involving breakout sessions at both the track and team levels. Key points include:
- The event will use breakout rooms for teams to decompose features into user stories, size stories, identify dependencies, and populate a release plan across 8 sprints.
- Guidance and "cheat sheets" are provided on techniques for feature decomposition, story sizing, and identifying risks. Sample user stories are to be pre-loaded.
- Each day involves breakout sessions, with time for leadership reviews and adjustments. On day 3 teams will present plans to track leads and participate in a confidence vote.
- In breakouts,
Agile lean workshop for managers & exec leadershipRavi Tadwalkar
This document summarizes an agile workshop for managers and executive leadership at Cisco. The workshop covers several topics:
- Defining the role of an agile functional manager and transitioning existing managers to this role.
- Discussing whether the concept of "servant leadership" is too idealistic and assessing different leadership styles.
- Explaining the value of having a dedicated team room to facilitate transparency, collaboration and trust within agile teams.
The workshop provides guidance to leadership on adopting an inside-out approach to cultural change, emphasizing assessing organizational culture before implementing new processes or structures. Overall, the document outlines an agenda to help management explore how to effectively lead teams using agile and lean
Height and depth gauge linear metrology.pdfq30122000
Height gauges may also be used to measure the height of an object by using the underside of the scriber as the datum. The datum may be permanently fixed or the height gauge may have provision to adjust the scale, this is done by sliding the scale vertically along the body of the height gauge by turning a fine feed screw at the top of the gauge; then with the scriber set to the same level as the base, the scale can be matched to it. This adjustment allows different scribers or probes to be used, as well as adjusting for any errors in a damaged or resharpened probe.
Supermarket Management System Project Report.pdfKamal Acharya
Supermarket management is a stand-alone J2EE using Eclipse Juno program.
This project contains all the necessary required information about maintaining
the supermarket billing system.
The core idea of this project to minimize the paper work and centralize the
data. Here all the communication is taken in secure manner. That is, in this
application the information will be stored in client itself. For further security the
data base is stored in the back-end oracle and so no intruders can access it.
AI in customer support Use cases solutions development and implementation.pdfmahaffeycheryld
AI in customer support will integrate with emerging technologies such as augmented reality (AR) and virtual reality (VR) to enhance service delivery. AR-enabled smart glasses or VR environments will provide immersive support experiences, allowing customers to visualize solutions, receive step-by-step guidance, and interact with virtual support agents in real-time. These technologies will bridge the gap between physical and digital experiences, offering innovative ways to resolve issues, demonstrate products, and deliver personalized training and support.
https://www.leewayhertz.com/ai-in-customer-support/#How-does-AI-work-in-customer-support
Impartiality as per ISO /IEC 17025:2017 StandardMuhammadJazib15
This document provides basic guidelines for imparitallity requirement of ISO 17025. It defines in detial how it is met and wiudhwdih jdhsjdhwudjwkdbjwkdddddddddddkkkkkkkkkkkkkkkkkkkkkkkwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwioiiiiiiiiiiiii uwwwwwwwwwwwwwwwwhe wiqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqq gbbbbbbbbbbbbb owdjjjjjjjjjjjjjjjjjjjj widhi owqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqq uwdhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhwqiiiiiiiiiiiiiiiiiiiiiiiiiiiiw0pooooojjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjj whhhhhhhhhhh wheeeeeeee wihieiiiiii wihe
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A high-Speed Communication System is based on the Design of a Bi-NoC Router, ...DharmaBanothu
The Network on Chip (NoC) has emerged as an effective
solution for intercommunication infrastructure within System on
Chip (SoC) designs, overcoming the limitations of traditional
methods that face significant bottlenecks. However, the complexity
of NoC design presents numerous challenges related to
performance metrics such as scalability, latency, power
consumption, and signal integrity. This project addresses the
issues within the router's memory unit and proposes an enhanced
memory structure. To achieve efficient data transfer, FIFO buffers
are implemented in distributed RAM and virtual channels for
FPGA-based NoC. The project introduces advanced FIFO-based
memory units within the NoC router, assessing their performance
in a Bi-directional NoC (Bi-NoC) configuration. The primary
objective is to reduce the router's workload while enhancing the
FIFO internal structure. To further improve data transfer speed,
a Bi-NoC with a self-configurable intercommunication channel is
suggested. Simulation and synthesis results demonstrate
guaranteed throughput, predictable latency, and equitable
network access, showing significant improvement over previous
designs
We have designed & manufacture the Lubi Valves LBF series type of Butterfly Valves for General Utility Water applications as well as for HVAC applications.
Levelised Cost of Hydrogen (LCOH) Calculator ManualMassimo Talia
The aim of this manual is to explain the
methodology behind the Levelized Cost of
Hydrogen (LCOH) calculator. Moreover, this
manual also demonstrates how the calculator
can be used for estimating the expenses associated with hydrogen production in Europe
using low-temperature electrolysis considering different sources of electricity
Null Bangalore | Pentesters Approach to AWS IAMDivyanshu
#Abstract:
- Learn more about the real-world methods for auditing AWS IAM (Identity and Access Management) as a pentester. So let us proceed with a brief discussion of IAM as well as some typical misconfigurations and their potential exploits in order to reinforce the understanding of IAM security best practices.
- Gain actionable insights into AWS IAM policies and roles, using hands on approach.
#Prerequisites:
- Basic understanding of AWS services and architecture
- Familiarity with cloud security concepts
- Experience using the AWS Management Console or AWS CLI.
- For hands on lab create account on [killercoda.com](https://killercoda.com/cloudsecurity-scenario/)
# Scenario Covered:
- Basics of IAM in AWS
- Implementing IAM Policies with Least Privilege to Manage S3 Bucket
- Objective: Create an S3 bucket with least privilege IAM policy and validate access.
- Steps:
- Create S3 bucket.
- Attach least privilege policy to IAM user.
- Validate access.
- Exploiting IAM PassRole Misconfiguration
-Allows a user to pass a specific IAM role to an AWS service (ec2), typically used for service access delegation. Then exploit PassRole Misconfiguration granting unauthorized access to sensitive resources.
- Objective: Demonstrate how a PassRole misconfiguration can grant unauthorized access.
- Steps:
- Allow user to pass IAM role to EC2.
- Exploit misconfiguration for unauthorized access.
- Access sensitive resources.
- Exploiting IAM AssumeRole Misconfiguration with Overly Permissive Role
- An overly permissive IAM role configuration can lead to privilege escalation by creating a role with administrative privileges and allow a user to assume this role.
- Objective: Show how overly permissive IAM roles can lead to privilege escalation.
- Steps:
- Create role with administrative privileges.
- Allow user to assume the role.
- Perform administrative actions.
- Differentiation between PassRole vs AssumeRole
Try at [killercoda.com](https://killercoda.com/cloudsecurity-scenario/)
This presentation is about Food Delivery Systems and how they are developed using the Software Development Life Cycle (SDLC) and other methods. It explains the steps involved in creating a food delivery app, from planning and designing to testing and launching. The slide also covers different tools and technologies used to make these systems work efficiently.
3. 3
Course Requirements
Description
• In this course, we will discuss the skills necessary to work as an effective agile team and how to
transition from a sequential work style to a swarming work style.
• Self-organized cross-functional teams are the cornerstone of agile development.
Prerequisite
• Prior to taking this training, you should have completed the following:
• Agile 101 Training
Intended Audience
• Developer, Tester, Technical Leader, QA Leader, Architect, Business/Service Analyst
• Any leadership role involved in Product/Service Planning & Delivery process e.g. Technical Managers,
QA Managers, Project Managers, Program Managers
4. 4
Agenda
Agile and Scrum Flow – A Recap
Agile for Teams2
Lean Thinking with Ball Point Gamea
Sizing, Estimating and Prioritizing Backlogc
Definition of Ready, Definition of Doned
Agile Engineering Principlese
1
Scrum Team Member- New Expectationsb
5. 5
Agile Scrum Team Videos
Team Level video:
The Wrong way to do Agile: Team Structure
Planning video:
The Wrong way to do Agile: Planning
Demo video-
How to: Improve sprint reviews
Standup video:
The Wrong way to do Agile: Stand-ups
Retro video-
The Wrong way to do Agile: Retrospectives
Specifications video:
The Wrong way to do Agile: Specifications
6. 6
What are Lean Principles? And How do we implement them in Agile
Lean Principles Implementation in Agile
Eliminate waste Retrospectives, Feedback loops at every iteration
Amplify learning Retrospectives, Feedback loops at every iteration
Decide as late as possible Iteration Planning every 2 weeks
Deliver as fast as possible Short Iterations
Empower the team Servant Leadership, Team Collaboration
Build integrity in Build Quality In: Continuous Testing & integration
See the whole Cross functional teams, breaking down Silos
Principles
Values
Process
Practices
(kata)
8. 8
Agenda
Agile and Scrum Flow – A Recap
Agile for Teams2
Lean Thinking with Ball Point Gamea
Sizing, Estimating and Prioritizing Backlogc
Definition of Ready, Definition of Doned
Agile Engineering Principlese
1
Scrum Team Member- New Expectationsb
9. 9
Team Building Activity: Lean Thinking with Ball Point Game
Objective:
Get as many balls “flow” through the team as possible within 2 minutes
Rules:
1. Each ball must have air-time.
2. Each ball must be touched at least once by every team member.
3. Balls cannot be passed to your direct neighbor to your immediate left or right.
4. Each ball must return to the same person who introduced it into the system.
5. There are a total of five iterations.
6. A designated timekeeper records count of balls passed during each iteration.
Instructions: 5-minute short iteration, 5 such iterations
1. Two minutes of preparation time to determine how team will self-organize. (~Planning)
2. Two minute game play. (~Sprinting)
3. Record #balls that pass through the system (~Demo)
4. One minute to discuss how to improve the process. (~Retrospective)
5. Repeat for five iterations (steps 1 to 5).
10. 10
SCRUM - Team
SERVICE OWNER
A person responsible for
maximizing the value of the
Service and the work of the
Scrum Team (Service Backlog
and determination of
priorities)
SCRUM TEAM
Professionals who do the work for
delivering a potentially releasable
Increment of “Done“ software at the
end of each Sprint. The software is
coded and tested. Self-organizing,
cross-functional
SCRUM MASTER
A person ensuring that Scrum is understood
and enacted. Expert in the Scrum Process and
monitors the Scrum Team progress
PRODUCT OWNER
A person responsible for
ensuring Product adoption of
the Service and maximizing
the value of the Product
(Product-specific Backlog and
determination of priorities)
SUPPORTING SMEs
Professionals who work on the
enabling elements of a Service
and/or Product Adoption
SERVICE ANALYST
A person who defines Service
Level Requirements, Use Cases
and User Stories.
Supports UAT.
BUSINESS ANALYST
A person who defines Product
Adoption Level Requirements,
Use Cases and User Stories.
Supports UAT.
AGILE COACH
A person leading and coaching the
organization in its Agile and Scrum
adoption.
PROGRAM MANAGER
(SERVICE AND PRODUCT)
A person who manages and resolve
Interdependencies and aligns
enabling activities to support team.
Also involved in monitoring and
tracking of velocity and other health
indicators
11. 11
Mindset Shift: Agile Team Members Collaborate with each other, Business and Operations
From Order-taking mindset:
Fulfilling orders only as requested by business
and not clarifying and consulting on needs
To Collaboration mindset:
Proactively bringing Business and Operations to
jointly do problem solving on issues & solutions
From Command-and-Control Culture:
“Our role is to execute on what is given to us
without judgement”
To Culture of Collaboration:
“Our role is to consult with other teams &
business to understand needs & concerns”
From Being Specialist only:
“Our roles are precisely defined, and if it’s not
in my job description, it’s not my responsibility”
To Becoming Specializing Generalist:
“Gray areas in role and org definitions are an
opportunity for flexibility and growth”
12. 12
Mindset Shift: Interaction Continuum
Non-Cooperation
Cooperation
Collaboration
• I’m not going to do that. You are not part of my department, so I couldn’t care less
what you need
• “Not my job”
• 1 – 1 = 0
• I will do it, but only if you work through the contractually agreed cooperating
model between us. I’m still mainly concerned with my piece of the puzzle
• “When something doesn’t work, we need to find out who is at fault”
• 1 + 1 = 2
• We exchange relevant information in support of each others goals, building off
each others strengths to create something beyond our own individual abilities
• “We’re all in it together”
• 1 + 1 = 3
Where are we at on this continuum? Where do we want to be?
14. 14
Agenda
Agile and Scrum Flow – A Recap
Agile for Teams2
Lean Thinking with Ball Point Gamea
Sizing, Estimating and Prioritizing Backlogc
Definition of Ready, Definition of Doned
Agile Engineering Principlese
1
Scrum Team Member- New Expectationsb
15. 15
User Story Map: Begin With End In Mind
• Release Planning
starts with User Story
Mapping
• Align stories as per
user activity (2nd line)–
helps with grouping
the features (1st line)
toward the activity
• High value items at
the top and low value
items at the bottom
• Stories
(Product/Service
Backlog) categorized
by Releases
(Release Backlog)
• Incrementally realize
the Product Goals
optionality
necessary
less
optional
more
optional
Release 1
Release 2
Release 3
16. 16
User Story map Exercise
• Identify an Epic from your current engagement (1 per group)
• Create a user story map for 1 or 2 personas
18. 18
User Stories creation
“As a <role>, I want <goal>, so that <benefit>”
User stories provide a different communication strategy than
traditional requirements, telling us WHO wants WHAT and WHY:
19. 19
I N V E S T
Independent Negotiable Valuable Estimable Small Testable
- Make
stories as
independent
as possible
from each
other
- Start with a
brief
description
- Details
emerge in
discussion &
negotiations
- Users and
customers
perceive
value in the
deliverables
- Domain and
technical
knowledge
allow the
team to
provide
estimates
- A team can
finish one
story in a few
days, and
several in
every sprint
- Acceptance
(testing)
criteria and
technique are
specified
clearly
Summary: Invest in Writing Good User stories
20. 20
Life Cycle of a User Story
Product/Service Owner PO + ARCH + LEAD PO + QA + LEAD PO + Team
Product/Service Owner
writes epics that are
negotiable and has
relevant business value
Architect and Team Lead
negotiate with PO/ SO to
create vertical slices of
epics to shape small and
independent stories
QA ensures stories are
testable and estimable
with scenarios for each
user story
Additional story split along
scenarios and acceptance
criteria may occur
Team receives well
packaged user stories
Team negotiates user
stories with the
Product/Service Owner
Team sizes story for
understanding and
provides estimate
Negotiable
Valuable
Independent
Small
Estimable
Testable
21. 21
Exercise #2: Decompose Epic into User Stories from Story Map (Template)
Domain
Banking
Title Priority
High
Story
Points
<ignore>
Description
Acceptance Criteria
Participate in user story grooming session to write 3 user stories from your Story Map
As A:
I want:
So That:
Domain
Banking
Title Priority
High
Story
Points
<ignore>
Description
Acceptance Criteria
As A:
I want:
So That:
Domain
Banking
Title Priority
High
Story
Points
<ignore>
Description
Acceptance Criteria
As A:
I want:
So That:
22. 22
Exercise #2: Decompose Epic “Send Money Using Mobile Devices” (Example)
Domain
Banking
Title
Send Money
Using iPhone
Priority
High
Story
Points
?
Description
Acceptance Criteria
1. I can use options for payment gateway
2. I can see hold on my credit/debit card
Dependencies
Risks
Non-functional Requirements
Domain
Banking
Title
Send Money
Using Android
Priority
Medium
Story
Points
?
Description
Acceptance Criteria
1. I can use options for payment gateway
2. I can see hold on my credit/debit card
Dependencies
Risks
Non-functional Requirements
Domain
Banking
Title
Send Money
Using BB
Priority
Low
Story
Points
?
Description
Acceptance Criteria
1. I can use options for payment gateway
2. I can see hold on my credit/debit card
Dependencies
Risks
Non-functional Requirements
Teams Participated in user story grooming session to come up with something like this:
As A:
I want:
So That:
iPhone User
To send money
I can buy stuff
As A:
I want:
So That:
Android User
To send money
I can buy stuff
As A:
I want:
So That:
BlackBerry User
To send money
I can buy stuff
23. 23
Exercise #3: Refining User Stories with BDD template (Example)
Domain
Banking
Title
Send Money
Using iPhone
Priority
High
Story
Points
?
Description
Acceptance Criteria
1. GIVEN Apple as gateway
WHEN user enters payment
THEN Process payment
2. GIVEN card WHEN Pay THEN hold
Dependencies
Risks
Non-functional Requirements
Domain
Banking
Title
Send Money
Using Android
Priority
Medium
Story
Points
?
Description
Acceptance Criteria
1. GIVEN Square as gateway
WHEN user enters payment
THEN Process payment
2. GIVEN card WHEN Pay THEN hold
Dependencies
Risks
Non-functional Requirements
Domain
Banking
Title
Send Money
Using BB
Priority
Low
Story
Points
?
Description
Acceptance Criteria
1. GIVEN PayPal as gateway
WHEN user enters payment
THEN Process payment
2. GIVEN card WHEN Pay THEN hold
Dependencies
Risks
Non-functional Requirements
Teams Participated in user story grooming session to come up with something like this:
As A:
I want:
So That:
iPhone User
To send money
I can buy stuff
As A:
I want:
So That:
Android User
To send money
I can buy stuff
As A:
I want:
So That:
BlackBerry User
To send money
I can buy stuff
24. 24
Why Team-Based Estimation: Overview
Can we Estimate Size of cars?
Pretend you and your team are looking out a
window at a parking lot and are tasked with
estimating the size of the cars.
Relative Easier than Absolute
•Toyota Corolla in the foreground is a small car
•The Ford Excursion is neither small nor large,
yet looks smaller to team based on distance
Team Eliminates any Bias
Team can discuss and eliminate the bias that the
distance causes to come up with a more correct
way by doing relative sizing of the two vehicles.
Ford Excursion
Toyota Corolla
25. 25
Why Team-Based Estimation: With Sizing Board
• Increases accuracy by including all perspectives
• Builds a shared understanding of what needs to be
done and what items may potentially affect completion
• Creates shared commitment to achieving the sprint
goals and will give everyone – from analyst to developer
to tester – a vision for how complex the work will be
• Use modified Fibonacci sequence (1, 2, 3, 5, 8, 13, 20)
to size user stories
• Always triangulate with other stories, e.g. an 8 point
story should take 4 times longer than a 2 point story
• Avoid Outliers- ensure that stories have similar sizes,
e.g. stories having sizes 3,5,8 instead of sizes 1,5,13
• This increases predictability, reduces variability
26. 26
Sprint Backlog Estimation (Using “Planning Poker”)
Each estimator gets a
deck of cards
Product/Service
Owner reads a
story
Estimators
privately select
cards
Cards are turned
over
Discuss
Differences
Re-estimate
Each estimator is given a
deck of cards with the
values listed above.
For each backlog item to
be estimated,
Product/Service Owner
reads description.
Each estimator privately
selects a card
representing their
estimate.
All cards are
simultaneously turned
over so that everyone
can see each estimate.
High and low estimators
explain their differences..
Re-estimate until
estimates converge. Use
timer if process takes too
long.
Adapted from Mike Cohn. Agile Estimating and Planning, 2005.
Using “Planning Poker” in a Sprint Planning Session combines expert opinion, analogy, and
disaggregation for quick but reliable estimates
27. 27
Exercise #3: Planning Poker for User Stories (Template)
Domain
Banking
Title Priority
High
Story
Points
<?>
Description
Acceptance Criteria
Participate in Planning Poker session to size user stories from story map. Use Sizing Board.
As A:
I want:
So That:
Domain
Banking
Title Priority
High
Story
Points
<?>
Description
Acceptance Criteria
As A:
I want:
So That:
Domain
Banking
Title Priority
High
Story
Points
<?>
Description
Acceptance Criteria
As A:
I want:
So That:
28. 28
Domain
Banking
Title
Send Money
Using iPhone
Priority
High
Story
Points
?
Description
Acceptance Criteria
1. I can use options for payment gateway
2. I can see hold on my credit/debit card
Dependencies
Risks
Non-functional Requirements
Domain
Banking
Title
Send Money
Using Android
Priority
Medium
Story
Points
?
Description
Acceptance Criteria
1. I can use options for payment gateway
2. I can see hold on my credit/debit card
Dependencies
Risks
Non-functional Requirements
Domain
Banking
Title
Send Money
Using BB
Priority
Low
Story
Points
?
Description
Acceptance Criteria
1. I can use options for payment gateway
2. I can see hold on my credit/debit card
Dependencies
Risks
Non-functional Requirements
Teams Participated in Planning Poker session and used Sizing Board for sizes like these:
As A:
I want:
So That:
iPhone User
To send money
I can buy stuff
As A:
I want:
So That:
Android User
To send money
I can buy stuff
As A:
I want:
So That:
BlackBerry User
To send money
I can buy stuff
Exercise #3: Planning Poker for Epic “Send Money Using Mobile Devices” (Example)
3 5 8
29. 29
Agenda
Agile and Scrum Flow – A Recap
Agile for Teams2
Sizing, Estimating and Prioritizing Backlogc
Definition of Ready, Definition of Doned
Agile Engineering Principlese
1
Lean Thinking with Ball Point Gamea
Scrum Team Member- New Expectationsb
30. 30
Definition of Done: Accepting User Stories
A User Story is accepted when it satisfies the Definition of Done (DoD) and is accepted by the
Product/Service Owner
Developers and testers
stick to DoD, predefined
criteria for backlog items
DoD
STORY
STORY
STORY
STORY
STORY
Agile Team Product/Service Owner
Product/Service Owner reviews
Acceptance Criteria w.r.t. finished
work and accepts/rejects/defers
story
31. 31
Definition of Done: What is it?
Removes ambiguity:
Eliminates the
question, “What do
you mean by done?”
Clear and concise list of requirements that a software increment must adhere to for the team to
call it complete.
Guides estimation:
Helps teams better
estimate what it takes
to get to “done”
Standardizes delivery:
All deliverables held
to the same standard
of doneness
32. 32
Definition of Done: Examples for Dev and Ops
Exercise #4: Create your definition of done
Examples (Ops) Examples (Dev)• Configuration and
deployment scripts
checked into repository
• Environment has been
virtualized
• Environment stack
available in service catalog
• Capacity impact has been
determined
• Necessary documentation
is complete
• Code checked in,
integrated and built
• Unit tests created and
checked in
• Code has been peer
reviewed
• Product/Service Owner
has seen and approved
functionality
• Any necessary
documentation is
complete
33. 33
Definition of Ready: What is it?
Balances Responsibility:
Product/service owner has
accountabilities to team
Criteria a backlog item must meet in order for the team to accept accountability or delivery
Encourages diligence:
Entire team has same goal
during backlog refinement
Helps sizing:
More consistent inputs
lead to more consistent
sizing
34. 34
Definition of Ready: Examples for Dev and Ops
Exercise #4: Create your definition of ready
Examples (Ops) Examples (Dev)• Capacity needs have
been identified and
estimated
• Impact to existing
capacity has been
determined
• SLAs have been
captured
• Monitoring needs have
been determined
• Story defined with
acceptance criteria
• Dependencies
identified
• Sized by TEAM OS
SMEs/Functional
experts identified
• UX artifacts created
• Any necessary
documentation is
complete
35. 35
Exercise #5
The team has created a robust and agreed upon definition of ready. The
Product/Service Owner demands the team commit to user stories that do not
meet the definition of ready.
The Product/Service Owner threatens to escalate to management and
stakeholders, by saying “I don’t have time to do this definition of ready stuff.
I never agreed with it anyway.”
What do you do in this situation?
36. 36
Agenda
Agile and Scrum Flow – A Recap
Agile for Teams2
Sizing, Estimating and Prioritizing Backlogc
Definition of Ready, Definition of Doned
Agile Engineering Principlese
1
Lean Thinking with Ball Point Gamea
Scrum Team Member- New Expectationsb
37. 37
Agile Engineering Principles
Frequent
releases
Technical
Excellence
to Welcome
Change
• True agility happens when changes are easy, fast, and flexible
• Organizational agility is constrained by technical agility (the last mile)
• Agile engineering practices help teams produce high quality work
• Agile engineering practices enable “Quality Built In”
38. 38
Agile Engineering Principles: Continuous Integration for scaling
Continuous Integration (CI) is a software development practice, where team
members integrate their work frequently, leading to multiple integrations per day
• Each integration is verified by an automated build (including test) to detect
integration errors as quickly as possible.
• With continuous integration developers gradually grow a stable system by
working in small batches and short cycles
• This enables teams to work on shared code and increases visibility into the
development and quality of the system
39. 39
Agile Engineering Principles: Continuous integration for scaling (Continued)
CI is a
Developer Practice
CI aims to keep a
working system
CI relies on
small changes
• On large products its hard because it requires a change to the daily habits of all
developers. This takes time and requires coaching.
• When a test fails, locally or on the CI system, the developer fixes it immediately and
therefore always keeps a working and stable system
• Large changes to a stable system will destabilize, sometimes break it in large ways
• The larger the change, the more time it takes to get the system back to a stable state
CI helps you
grow the system
• Growing a system implies nurturing it, since it evolves into a larger system
40. 40
Agile Engineering Principles: Continuous integration for scaling (Continued further)
Continuous Integration requires that you
integrate on the main line at least daily
Continuous Integration works best with
lots of automated unit tests
• Branching during development breaks the
purpose of ci and should be avoided, with 2
common exceptions.
• Customers may not want to upgrade
their product to the latest release but
still want patches.
• When scaling up a CI system, it can be
useful to have very short-lived branches
that quickly get integrated into mainline
• Its not very hard to have a CI system simply
compile source, but its not very useful either
• You want to have as many tests as possible
running in your CI system
• The more automated unit tests, the better
your safety net and the more confidence that
your system is working
• CI is stepping stone for Continuous Delivery
(CD)
41. 41
Agile Engineering Principles: Unit testing for DONE-DONE
Uses the same
programming
language
Usually runs
very quickly
• Unit tests are usually written in the same programming language as their code
under test and unit test cases are often grouped into Test Suites
• Each Unit test should be small and test only a limited piece of code functionality
• Usually, we expect to run hundreds of unit tests cases within a few seconds
Many Unit Test
Frameworks
• The most popular ones follow an xUnit pattern invented by Kent Beck
• e.g., JUnit for Java, NUnit for .net, cppUnit for C++, ABAPunit for SAP
42. 42
Agile Engineering Principles: Unit testing for DONE-DONE (Continued)
Facilitates changes
• It protects the
behaviors created by
previous developers
• Makes it easy to add
new functionality or
refactor existing
code
Simplifies integration
• Tests basic units of
code, ensuring these
basic units work as
expected
• When these units are
integrated, it becomes
easier to separate the
integration issues
from the internal unit
specific issues
Improves
communication
• Good unit test can
communicate
intended
functionality
• Unit test doesn’t
“lie”. If it fails, either
the test or the code is
wrong
Helps design
• Unit tests require
testability from code
perspective
• Testable code
requires better
modularity and
cleaner dependencies
43. 43
Agile Engineering Principles: Test Coverage Measurement for DONE-DONE
Helps teams understand areas
of risk in the code
Helps measure and track unit
test coverage over time
Helps point out areas of
“crustiness” in the code
Code coverage tools like Clover & JaCoCo enable direct measurement of test coverage
Helps triage the unit testing
effort
44. 44
Testing moves project
forward
Agile Engineering Principles: Summary
From “Test Last” to
“Testability up Front”
Tested is a
part of “Done”
Everybody
Tests
Traditional Team
• Testers are responsible for
all testing activities
Agile Team
• Testing done is the
responsibility of the whole
team
• Team only moves as fast as
the slowest part
• To eliminate the
bottleneck, everyone tests
Agile Team
• Agile teams don’t count
something as “done” until
it has met the acceptance
criteria, which includes
testing
Traditional Team
• With a strict division
between dev and test, it’s
typical for developers to
say they are “done” when
they have implemented it,
but before its tested.
Agile Team
• Tests are defined with the
user stories.
• Those tests are used to
drive the development
effort with more clarity and
shared focus
Traditional Team
• User stories and design
come first, then
development.
• The tests follow (near the
end of the project)
Traditional Team
• QA/test group serves as the
quality gatekeeper
• Responsibility of QA to
prevent bad software from
being released
Agile Team
• Team builds the product
well from the beginning
using testing (automated
and manual)
• Consistent feedback
provided on how well
product is meeting business
needs
45. 45
Agile Engineering Principles: Role of Operations in agile teams for DONE-DONE
How does Dev
and Ops turn
conflict into
collaboration?
Better
communication
Shared planning
Shared goals and
incentives
Shared processes
and tools
Shared solutions
• Development and Ops work
together in overall program, and
possibly during each iteration
development of features
• Decoupling deployment and
release processes creates faster
delivery
• Ops team members can attend
Scrum process ceremonies, as and
when they are invited
• Tools like git, Jenkins, and Maven
are used by both development and
ops team for both development
and operations tasks
• Development teams and ops teams meet and collaborate
multiple times per week
• Ops team is involved with planning
and nonfunctional user stories from
the inception of a program
• Ops is treated as both a stakeholder
and a customer in the development
process
• Only deploying qualified changes to
production
• Automating the process as much as possible
to prevent headaches on both sides
46. 46
Exercise #6
There is a severity 1 issue in a feature.
How can we figure out what’s going on?
How can we prevent this situation in future?
47. 47
Exercise #7
The team thinks it would be a good idea for QA to work with the
Product/Service Owners to flesh out acceptance criteria for upcoming user
stories.
The Product/Service Owners welcome the help, but QA is hesitant, by saying
“It’s not up to me to define what to test. I test per the spec and test plan
only.”
How do you handle this?
Without Lean Thinking, you really can’t be Agile!
Lean Thinking provide a compass for good decision making
Peeling the onion:
Lean -> Thinking/Principles
Agile -> Mindset/Values
Scrum -> Process/Framework
XP -> Engineering Practices
Learning Scrum with Lean Thinking with Ball Point Game large open space with enough room for everyone to stand. You’ll also need about 20 brightly colored tennis/pingpong balls for 20 people, and you may want a whiteboard to do the debriefing