Scrum is an agile project management framework that focuses on iterative development, self-organizing teams, and frequent inspection points. The key aspects of Scrum include roles like the product owner, Scrum master, and self-organizing development team. Events in Scrum include sprint planning meetings, daily stand-ups, sprint reviews, and retrospectives. Artifacts include the product backlog, sprint backlog, and definition of done. Scrum aims to deliver working software frequently through short iterations called sprints.
In this interactive webinar, the participants will get an overview of the fundamental principles and mechanics of Scrum, thereby understanding the benefits of adopting Scrum principles and values in an organization
Facilitation Foundations - A Guide to Effective Agile MeetingsAgileDad
Facilitation Foundations is a presentation that has been given at multiple Agile Conferences. The focus of the presentation is improving the quality and effectiveness of Agile Meetings.
Many who have downloaded this deck have made it a standard for assisting organizations who are struggling with spending too much time and money on Agile Meetings.
In this interactive webinar, the participants will get an overview of the fundamental principles and mechanics of Scrum, thereby understanding the benefits of adopting Scrum principles and values in an organization
Facilitation Foundations - A Guide to Effective Agile MeetingsAgileDad
Facilitation Foundations is a presentation that has been given at multiple Agile Conferences. The focus of the presentation is improving the quality and effectiveness of Agile Meetings.
Many who have downloaded this deck have made it a standard for assisting organizations who are struggling with spending too much time and money on Agile Meetings.
Introduction to Agile software testing - The 5th seminar in public seminar series from KMS Technology which have been delivering from 2011 in every two months
Overview of agile values
This presentation shows some core concepts that make agile software development different.
This will help your team familiar with agile concepts and start boosting your team performance.
From Waterfall to Agile - from predictive to adaptive methodsBjörn Jónsson
In this introduction into Agile methods, the background and environment of Software Development is discussed. Results of the 1995 Chaos report are mentioned, as well as interests in adaptive "lightweight" methods. Agile methods are explained in general and Scrum method taken as a concrete sample.
This is my latest presentation on "Scrum managing through complexity" given at Luxembourg Sacred Heart University Executive MBA Class (Jan. 17th 2012).
This is a part of the Operational Excellence Module.
Transitioning to Scrum is not easy, and for many, distributed teams are the most difficult to manage. In trying to make Scrum work with a geographically dispersed team, increasing efficiency requires adjustments to processes and effective communication and collaboration.
This webinar will provide guidance for proper planning and managing, in order to get your distributed teams working smoothly throughout the scrum processes. Dr. Kevin Thompson, cPrime’s Agile Practice Lead, will address key issues such as:
• How to have scrum meetings for distributed teams (daily scrum, sprint planning, sprint review, retrospective)
• How to cope with time-zone differences
• How to cope with language differences
• Best practices for collaborating in a distributed team
• Best practices for tools that mitigate distributed team impact
Gewoon een handige samenvatting van de 3 constellaties van CMMI: DEV, SVC, ACQ.
Van elke constellatie wordt aangegeven welke PA's op welk maturity level behoren en in welke categorie.
Ik gebruik deze checklist zelf als Scrum coach. De mindmap bevat een samenvatting van alle waarden rondom Scrum.
Door op deze waarden te letten, naast het eenvoudig kijken naar de "mechanica" van Scrum, ontstaat er een veel betere Scrum implementatie. Zo wordt Scrum "naar de geest" toegepast.
An attempt to make sense out of CMMI implementations in several cultures around the world. How large is the influence of the US and DoD culture?
And an attempt to using principles from exegesis and hermeneutics to interpret CMMI correctly.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
3. Sprint 1 Backlog
TO-DO DOING DONE
What is Agile?
Scrum
XP
Kanban
3
4. User Story
As a trainee
I want to understand Agile principles
To be able to apply Agile in various situations
4
5. Agile Manifesto
MoreAgile
Manifesto
We are uncovering better ways of developing
software by doing it and helping others do it.
by Geert Bossuyt
Through this work we have come to value:
Individuals and interactions over processes and tools
Teamwork & responsibility over Individuals and Interaction
WorkingDeliver Value over Working software documentation
software over comprehensive
Partnership elaboration over Customer collaboration
Customer collaboration over contract negotiation
Embrace change over Respond to Change
Responding to change over Agile Manifesto,plan
While we value the following a
we state that MoreAgile is more Agile.
That is, while there is value in the items on
the right, we value the items on the left more.
5
6. 12 principles
Our highest priority is to satisfy the customer
Working software is the primary
1 measure of progress. 7 through early and continuous delivery of
valuable software.
Agile processes promote sustainable
Welcome changing requirements, even late in
development. The sponsors, developers,
2 and users should be able to maintain a 8 development. Agile processes harness change
for the customer's competitive advantage.
constant pace indefinitely.
Continuous attention to technical Deliver working software frequently, from a
3 excellence and good design enhances 9 couple of weeks to a couple of months, with a
agility. preference to the shorter timescale.
Simplicity--the art of maximizing the Business people and developers must work
4 amount of work not done--is essential. 10 together daily throughout the project.
The best architectures, requirements, Build projects around motivated individuals.
5 and designs emerge from self-organizing
teams.
11 Give them the environment and support they
need, and trust them to get the job done.
At regular intervals, the team reflects
The most efficient and effective method of
on how to become more effective, then
6 tunes and adjusts its behavior 12 conveying information to and within a
development team is face-to-face conversation.
accordingly.
6
7. Agile - protest movement
• Against:
• waterfall development
• micro management
• disdain for craftsmanship of developers
7
8. Principles no Rules
• YAGNI - you ain’t gonna need it
• BDUF - big design up front
• BPUF - big planning up front
• Simplicity - the art of maximizing the
amount of work NOT done
• Fail fast
• IKIWISI
8
21. Product owner
• Define the features of the product
• Decide on release date and content
• Be responsible for the profitability of the
product (ROI)
• Prioritize features according to market value
• Adjust features and priority every iteration, as
needed
• Accept or reject work results
Mountain Goat Software, LLC
22. The ScrumMaster
• Represents management to the project
• Responsible for enacting Scrum values and practices
• Removes impediments
• Ensure that the team is fully functional and
productive
• Enable close cooperation across all roles and
functions
• Shield the team from external interferences
Mountain Goat Software, LLC
24. The team
• PO, SM, Development Team
• Typically 3-9 people (excl. PO/SM)
• Cross-functional:
• Programmers, testers, user experience designers, etc.
• Members should be full-time
• May be exceptions (e.g., database administrator)
• Teams are self-organizing
• Ideally, no titles but rarely a possibility
• Membership should change only between sprint
Mountain Goat Software, LLC
25. Roles in Scrum
Product Owner Team Scrum Master
Responsible for VALUE Responsible for Responsible to remove
the team delivers QUALITY of delivery Impediments
Responsible for HOW Responsible for HOW
Responsible for WHAT
(Content) (Scrum process)
Owner of Owner of Facilitates Sprint Planning
Product Backlog Sprint Backlog Meeting
One person, no
Optimal size 6 ± 3 Servant leader
committee
Is, or represents, the Cross-functional, self- Introduces Scrum in
customer organising Project and Organisation
25
27. Release Planning
Product Vision
1 2 3 4 5 6 7 8
User User User User
Story Story Story User stories are the
Story
Epic
Agile way of documenting
User User User User
Story Story Story requirements. Epic
Story
As a <user role> Epic Epic
User User User User User
Story Story Story I want <something>
Story Story
So I can achieve <value>
User User User User User User
Story Story Story Story Story Story
27
28. Team
Sprint planning meeting
capacity
Sprint prioritization
Product • Analyze and evaluate product Sprint
backlog backlog goal
• Select sprint goal
Business
conditions Sprint planning
• Decide how to achieve sprint
goal (design)
Current Sprint
product • Create sprint backlog (tasks)
from product backlog items (user backlog
stories / features)
Technology • Estimate sprint backlog in hours
28
29. Sprint planning
• Team selects items from the product backlog they can
commit to completing
• Sprint backlog is created
• Tasks are identified and each is estimated (1-16 hours)
• Collaboratively, not done alone by the ScrumMaster
• High-level design is considered
As a vacation Code the middle tier (8 hours)
planner, I want to Code the user interface (4)
Write test fixtures (4)
see photos of the Code the foo class (6)
hotels. Update performance tests (4)
29
30. The daily scrum
• Parameters
• Daily
• 15-minutes
• Stand-up
• Not for problem solving
• Whole world is invited
• Only team members, ScrumMaster, product
owner, can talk
• Helps avoid other meetings
30
31. Everyone answers 3 questions
1
What did you do yesterday?
2
What will you do today?
3
Is anything in your way?
• These are not status for the ScrumMaster
• They are commitments in front of peers
31
32. The sprint review
• Team presents what it accomplished during
the sprint
• Typically or underlying architecture of new
features
takes the form of a demo
• Informal
• 2-hour prep time rule
• No slides
• Whole team participates
• Invite the world
32
33. Sprint retrospective
• Periodically take a look at what is and is not
working
• Typically 15–30 minutes
• Done after every sprint
• Whole team participates
• ScrumMaster
• Product owner
• Team
• Possibly customers and others
33
34. Start / Stop / Continue
• Whole team gathers and discusses what they’d like
to:
Start doing
Stop doing
This is just one
of many ways to Continue doing
do a sprint
retrospective.
34
36. Product backlog
•The features, functions, requirements,
enhancements and fixes
•A list of all desired work on the
project
•Ideally expressedusers or customers of
has value to the
such that each item
the product
• Ordered by the product owner
This is the•
Re-ordered at the start of each sprint
product backlog
36
37. A sample product backlog
Backlog item Estimate
Allow a guest to make a reservation 3
As a guest, I want to cancel a reservation. 5
As a guest, I want to change the dates of a
3
reservation.
As a hotel employee, I can run RevPAR reports
8
(revenue-per-available-room)
Improve exception handling 8
... 30
Or use T-Shirt
... sizes (S/M/L) 50
37
38. The sprint goal
• A short statement of what the work will be
focused on during the sprint
Life Sciences
Support features necessary for
Database Application population genetics studies.
Make the application run on SQL
Server in addition to Oracle.
Financial services
Support more technical
indicators than company ABC
with real-time, streaming data.
38
39. The Sprint Backlog
Definition
• subset of product backlog
• selected for this sprint
• plan for delivering the increment and
realising the sprint goal
39
40. Managing the sprint backlog
• Individuals sign up for work of their own choosing
• Work is never assigned
• Any team member can add, delete or change the
sprint backlog
• Work for the sprint emerges
40
41. Definition of Done
From a presentation by Ken Schwaber:
1. I can readily understand the software and where and how things
happen;
2. When I change or add to part of the software, there are no
unintended or poorly designed dependencies;
3. I can read the code without lookin for tricks or poorly defined and
•
labeled variables or is een taak (een stuk code) af?
Wanneer data;
4. I don’t need the person(s) who wrote the code to explain it to me;
5. There are a full set of (automated) tests to check that the function
works as expected;
6. When I change something and add to the test, I can check that the
entire change and product continuous to work;
7. How thing work and hang together is transparent, and
8. Standard, well-known design principles have been adhered to.
41
42. Definition of Done
•
Ten behoeve van de test wordt een voorstel voor een testaanpak opgeleverd.
•
Een oplevering moet volledig zijn getest (door middel van een functionele en een regressietest) en de
testresultaten moeten zijn beschreven / bevindingen zijn geregistreerd in een testrapport.
•
Issues worden geregistreerd zoals beschreven in bijlage 1. Een oplevering mag per ernstcategorie niet meer
dan het aantal bij de betreffende categorie vermeldde maximum toegestane open bevindingen bevatten.
•
80% van alle pagina’s moet binnen 2 seconden volledig zichtbaar zijn, de overige pagina’s moeten binnen 5
seconden zichtbaar zijn.
•
Rapporten en overzichten welke dagelijks kunnen worden opgevraagd door teamleiders moeten binnen 15
seconden in beeld verschijnen, voor de overige rapporten is geen performance eis gesteld.
•
Er moeten meerdere mensen tegelijk kunnen raadplegen en muteren.
•
Coding guidelines van Microsoft worden gehanteerd.
•
Per oplevering wordt een installatiehandleiding met release notes meegeleverd waarin o.a. het datamodel
en de samenhang van de technische modules staan vermeld. Daarnaast wordt een set met User Stories die in
de betreffende oplevering zitten meegeleverd.
•
Elke oplevering moet op zowel de acceptatie- als productieomgeving geïnstalleerd kunnen worden, wat
betekent dat iedere oplevering na de eerste oplevering een upgrade moet zijn in plaats van een full install.
Deze moet voldoen aan de eisen van de beheerorganisatie van <klant>.
•
Helpteksten dienen in de applicatie te staan om zodoende een gebruikershandleiding overbodig te maken,
maar het is niet vereist dat deze ook middels een beheerscherm in de applicatie beheerd kunnen worden.
•
Voor elke oplevering wordt er een architectuurcontrole uitgevoerd waaruit blijkt dat men zich gehouden aan de
voorgeschreven architectuur.
•
Voor elke oplevering wordt een installatie-test uitgevoerd waaruit blijkt dat de software succesvol installeerbaar
op de infrastructuur zoals in gebruik bij <klant>
42
43. Definition of Done
• Tested & bugfree • Refactoring
• Deployed to test server, • Code reviewed when
so PO can test needed
• All user actions • Remember to check
• All supported browsers the Style_guideline
• IE7/8 • Maintain wiki page
• Chrome • Maintain ERD document
• Firefox • Versions of components
• Safari on Mac • License overview
• Comments in code • Check the constraints
43
66. The Rhineland Way
Anglo-american Rhineland
Boss has authority Expert has authority
Individualism Solidarity
Unlimited growth Human limits
Soll as starting point Ist as starting point
Heroes Teamplay
Rule driven Principle-driven
Specialists Craftsmanship
Measuring = knowing Measuring is knowing
Quarterly reports Long term
66
67. Cynefin
Complex Un-order Hidden Order
C&E coherent in retrospect C&E discoverable
Act Sense
Sense Categorise
Respond
Respond
Chaotic Un-order Visible Order
No perceivable C&E C&E obvious
67
68. Complex Un-order Hidden Order
C&E coherent in retrospect C&E discoverable
Worst Good
Practice Practice
Novel Best
Practice Practice
Chaotic Un-order Visible Order
No perceivable C&E C&E obvious
68
70. Intervention types
Complex
Empirically Knowable
The domain of many
possibilities The domain of
Pattern Management the probable
PERSPECTIVE FILTERS Analytical/Reductionist
COMPLEX ADAPTIVE SYSTEMS SCENARIO PLANNING
SYSTEMS THINKING
Chaos Empirically Known
The domain of the The domain of
inconceivable the actual
Stability focused intervention Legitimate best practice
ENACTMENT TOOLS STANDARD PROCEDURES
CRISIS MANAGEMENT PROCESS RE-ENGINEERING
70
71. House of commons
Position: current
Position: we definitely need
Anglo-american management
tostyle is the The Rhineland
change to best for our
Cynefin observers
Way
companies
An
nelan ders Observe the debate: glo-a
Rhi were the solutions me
ric
(interventions) in line with ans
the 4 Cynefin domains?
71