Introduction to the scrum framework: roles, activities and artifacts.
Scrum is an agile methodology for project management, to create a high quality product.
www.nieldeckx.be
Join BostonPHP and Michael Bourque as he presents the concept of Scrum and shows why so many people are now deploying scrum to their development projects. Michael will take us through the process and talk about how his company, Parametric Technology Inc. (PTC) , is successfully applying Scrum.
This presentation describes the basics of Agile methodologies and how it is differed from Waterfall. Then continues with the most famous Agile approach: Scrum
The "2017 Scrum by Picture" is something you can call Scrum Guide illustrated. It is based on the newest version of "Scrum Guide".
You will find the theory, scrum values, scrum team, scrum events including sprint, sprint planning, daily scrum, review and retrospective as well as scrum artifacts. All of those is explained in easy to follow, illustrated nicely presentation, which can assist you to catch the idea behind Scrum.
Feel free to share "2017 Scrum by Picture" with your Scrum friends.
Introduction to the scrum framework: roles, activities and artifacts.
Scrum is an agile methodology for project management, to create a high quality product.
www.nieldeckx.be
Join BostonPHP and Michael Bourque as he presents the concept of Scrum and shows why so many people are now deploying scrum to their development projects. Michael will take us through the process and talk about how his company, Parametric Technology Inc. (PTC) , is successfully applying Scrum.
This presentation describes the basics of Agile methodologies and how it is differed from Waterfall. Then continues with the most famous Agile approach: Scrum
The "2017 Scrum by Picture" is something you can call Scrum Guide illustrated. It is based on the newest version of "Scrum Guide".
You will find the theory, scrum values, scrum team, scrum events including sprint, sprint planning, daily scrum, review and retrospective as well as scrum artifacts. All of those is explained in easy to follow, illustrated nicely presentation, which can assist you to catch the idea behind Scrum.
Feel free to share "2017 Scrum by Picture" with your Scrum friends.
When I needed to do presentations of Scrum to executives and students, I started to look for existing ones. Most presentations I found were very good for detailed presentations or training. But what I was looking for was a presentation I could give in less than 15 minutes (or more if I wanted). Most of them also contained out dated content. For example, the latest changes in the Scrum framework were not present and what has been removed was still there.
When I needed to do presentations of Scrum to executives and students, I started to look for existing ones. Most presentations I found were very good for detailed presentations or training. But what I was looking for was a presentation I could give in less than 15 minutes (or more if I wanted). Most of them also contained out dated content. For example, the latest changes in the Scrum framework were not present and what has been removed was still there.
UPDATE VERSION : https://www.slideshare.net/pmengal/scrum-in-ten-slides-v20-2018
Scrum 101 Learning Objectives:
1. Waterfall project methodology basics - what is waterfall and where did it come from?
2. Agile umbrella practices and frameworks - what is agile? what isn't agile? Where does Scrum fit in?
3. Scrum empirical theory - emperical vs. theoretical
4. Parts of the Scrum framework - roles, events / ceremonies, artifacts and rules
5. Features of cultures that use Scrum
Training materials for Agile Scrum. Starts with an overview of Agile and Lean. Followed with the Agile Scrum key concepts like Product Owner, Scrum Master, Scrum Team and Product Backlog. Theory is complemented with learnings and best practices from real life software development.
When I needed to do presentations of Scrum to executives and students, I started to look for existing ones. Most presentations I found were very good for detailed presentations or training. But what I was looking for was a presentation I could give in less than 15 minutes (or more if I wanted). Most of them also contained out dated content. For example, the latest changes in the Scrum framework were not present and what has been removed was still there.
When I needed to do presentations of Scrum to executives and students, I started to look for existing ones. Most presentations I found were very good for detailed presentations or training. But what I was looking for was a presentation I could give in less than 15 minutes (or more if I wanted). Most of them also contained out dated content. For example, the latest changes in the Scrum framework were not present and what has been removed was still there.
UPDATE VERSION : https://www.slideshare.net/pmengal/scrum-in-ten-slides-v20-2018
Scrum 101 Learning Objectives:
1. Waterfall project methodology basics - what is waterfall and where did it come from?
2. Agile umbrella practices and frameworks - what is agile? what isn't agile? Where does Scrum fit in?
3. Scrum empirical theory - emperical vs. theoretical
4. Parts of the Scrum framework - roles, events / ceremonies, artifacts and rules
5. Features of cultures that use Scrum
Training materials for Agile Scrum. Starts with an overview of Agile and Lean. Followed with the Agile Scrum key concepts like Product Owner, Scrum Master, Scrum Team and Product Backlog. Theory is complemented with learnings and best practices from real life software development.
Agility is about being adaptive. CRM is about being efficient. How do you apply Agile's key values to make the most out of your CRM? How do you drive your CRM deployment in an Agile way?
this is my experience in Agile Scrum and materials collected over a period of time from various experts, credits goes to all who has directly and indirectly contributed
Games become more and more important to help people understand the underlying mindset. They help us try new things and experiment in a safe environment. The question is: what makes a good agile game and how to develop one? Before we developed the game I only knew some models about how to develop them, but it was still mostly an abstract concept for me. In this session I want to tell the story of how we developed the Kanban Pizza Game.
Disruptus Spiel - AUG Bremen Oldenburg von Kai Hermanns & Christian BeckRalf Kruse
Beim Disruptus-Spiel geht es um das Thema Innovation und um verschiedene Methoden, vorgegebene Objekte und Ideen auf eine neue Art und Weise zu kombinieren und dadurch neue Ideen zu generieren. Das Lenrspiel basiert auf dem "disruptive thinking" Konzept und wurde erfolgreich bei der Entwicklung neuer innovativer Produkte und Geschäftsmodelle, z.B. aus der digitalen Musik, Kamera-Handy's oder Car-Sharing eingesetzt.
Play at Work: Agile Games for Productive Teamsxianpants
SXSW Panel Description:
Get together with other conference attendees and play games in this unique participatory interaction. If you are curious about Agile development and want an insider view of the activities Agile teams do every day, this session is for you. A special emphasis will be placed on experiential learning through Agile games and exercises, such as "Story Writing" and "Planning Poker," in this hands-on, interactive session. Learn first-hand how games and other Agile tools and techniques can be successfully adopted by project teams, resulting in rapid delivery and improved teamwork. Participants will be strongly encouraged to share their own experiences and learn from each other in this session.
The certification for Foundation Level Extension – Agile Tester is designed for professionals who are working within Agile environments.
It is also for professionals who are planning to start implementing Agile methods in the near future, or are working within companies that plan to do so, The certification provides an advantage for those who would like to know the required Agile activities, roles, methods, and methodologies specific to their role.
Agile Games 2012 Keynote - Games Landscape and Importance of PlayMichael Sahota
Play is a powerful tool for achieving business results. A common question is, how can I do this in my current work environment? The purpose of this talk is to orient you to a variety of different ways that you can introduce play to solve real-world problems. Whether you are a leader, coach, and even individual contributor, there are ways to amplify the workplace with play.
Welcome to a guided tour of the play landscape. This guided tour will help you navigate the different techniques with the space of games and play in order to see how they can help you. We will start our journey with ways to harness the power of play through games to do valuable work. Next stop is about using games for accelerated, deep learning. At the peak of the tour we visit the ways we can develop our play skills. The final stop on our tour is how to embedded play into our work contexts.
At the end of the tour you will have a map for exploring play and perhaps even a burning curiousity about some newly discovered places.
If you would like to re-use the the slides under creative commons licence, please contact me directly.
Detail Information about Agile Process Frameworks such as SCRUM and CMMI along with agile manifesto. Comparison between scrum and capability maturity model integration
Scrum is the most popular Agile Framework; during this presentation the attendees will understand the value, and an overview of the powerful scrum framework: its roles, its artifacts and its ceremonies
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
Generating a custom Ruby SDK for your web service or Rails API using Smithyg2nightmarescribd
Have you ever wanted a Ruby client API to communicate with your web service? Smithy is a protocol-agnostic language for defining services and SDKs. Smithy Ruby is an implementation of Smithy that generates a Ruby SDK using a Smithy model. In this talk, we will explore Smithy and Smithy Ruby to learn how to generate custom feature-rich SDKs that can communicate with any web service, such as a Rails JSON API.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
3. Traditional Methodologies: Waterfall Model
• You complete one phase (e.g. design)
before moving on to the next
phase(e.g. development)
• You rarely aim to re-visit a ‘phase’ once
it’s completed. That means, you better
get whatever you’re doing right the first
time!
4. Traditional Methodologies: Waterfall Model
• You don’t realize any value until the end
of the project
• You leave the testing until the end
• You don’t seek approval from the
stakeholders until late in the day
• Takes too long…
**This approach is highly risky, often
more costly and generally less efficient
than Agile approaches
Takes too long
Changes
Skipped
6. Agile Methodology
Not a process, it's a philosophy or set of values…
Rapid Adaptive Agile Quality-Driven Cooperative Iterative
7. Process and tools
Comprehensive documentation
Following a plan
Contract negotiation
Agile Manifesto
Individuals and interactions
Working software
Customer collaboration
Responding to change
O
V
E
R
8. 12 Agile Principles
• Our highest priority is to satisfy the customer through early and continuous
delivery of valuable software.
1 ROI
9. 12 Agile Principles
• Welcome changing requirements, even late in development. Agile processes
harness change for the customer's competitive advantage.
2 CHANGEABILITY
10. 12 Agile Principles
• Deliver working software frequently, from a couple of weeks to a couple of
months, with a preference to the shorter timescale.
3 GETTING REAL
11. 12 Agile Principles
• Business people and developers must work together daily throughout the
project.
4 ALIGNMENT
12. 12 Agile Principles
• Build projects around motivated individuals. Give them the environment and
support they need, and trust them to get the job done.
5 SELF
ORGANIZATION
13. 12 Agile Principles
• The most efficient and effective method of conveying information to and within
a development team is face-to-face conversation.
6 BANDWIDTH
15. 12 Agile Principles
• Agile processes promote sustainable development. The sponsors, developers,
and users should be able to maintain a constant pace indefinitely.
8 SUSTAINABILITY
16. 12 Agile Principles
• Continuous attention to technical excellence and good design enhances agility.
9 IMPROVEMENT
17. 12 Agile Principles
• Simplicity —the art of maximizing the amount of work not done —is essential.
10 KEEP IT SIMPLE,
STUPID (KISS)
18. 12 Agile Principles
• The best architectures, requirements, and designs emerge from self-organizing
teams.
11 EMERGE
19. 12 Agile Principles
• At regular intervals, the team reflects on how to become more effective, then
tunes and adjusts its behavior accordingly.
12 INSPECT & ADOPT
22. What Is Scrum?
• Scrum is an agile framework that allows us to focus on delivering the highest
business value in the shortest time.
• It allows us to rapidly and repeatedly inspect actual working software (every two
weeks to one month).
• The business sets the priorities. Teams self-organize to determine the best way
to deliver the highest priority features.
• Every two weeks to a month anyone can see real working software and decide
to release it as is or continue to enhance it for another sprint.
23. Scrum Origins
Controversies
Some professionals believe
that Jeff Sutherland, John
Scumniotales and Jeff
McKenna invented Scrum
in 1993.
Others, who vouch for
HirotakaTakeuchi and
IkujiroNonakaas inventing
Scrum in 1986.
24. Who Is Using Scrum?
Electronic Arts
Lockheed Martin
Microsoft
Google
Siemens Capital
One
Ipswitching Sabre BBC
High Moon Studios
Turner Broadcasting
First American Real Estate
Nielsen Media
Lexis Nexis
Salesforce.com
Amazon
Yahoo
BMC Software
John Deere Time Warner
Clarion Technologies
25. Where To Use Scrum?
• Commercial software
• In-house development
• Contract development
• Fixed-price projects
• Financial applications
• ISO 9001-certified applications
• Embedded systems
• 24x7 systems with 99.999% uptime
requirements
• The Joint Strike Fighter
• Video game development
• FDA-approved, life-critical
systems
• Satellite-control software
• Websites
• Handheld software
• Mobile phones
• Network switching applications
• ISV applications
• Some of the largest applications
in use
28. Role: 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
29. Role: Scrum Master
• 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
30. Role: The Team
• Typically 5-9 people
• 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 sprints.
31. Clarion Role Mapping
Product owner/
Shadow product owner
Scrum master
Cross functional scrum
team
Product owner is generally from client side and
shadow product owner would be from BA/SA
offshore side. In some cases product owner could
be from offshore, who has gained detailed
product/system knowledge, this scenario does not
require Shadow PO.
Team facilitator from offshore side to drive overall
scrum process
Technical Architect (onsite + offshore), Technical
Leader, QA, Developers and Designers.
Scrum Master
PO PO
Cross-functional
scrum team
33. Ceremony: Sprint Planning Meeting
• 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 Scrum Master
• High-level design is considered
34. Clarion: Sprint Planning Meeting
• Purpose: At every sprint start, sprint backlog is created out of product backlog.
• Participants: Product owner, scrum master, team
• Duration: This is a time-boxed meeting, duration depends on the duration of
sprint and complexity of the items.
• Highlights:
• Fibonacci point based estimates which would be related to the complexity / time of
the tasks.
• Stories are discussed in sprint planning meeting and estimation will be given by
developers on based of story, planning poker is used for the user story
estimation.
• Generally for 1 point we consider 2-3 hours work, 2 pointer it is a half day work, 3
pointer is a days work and 5 pointer is 2 days work.
35. Planning Poker
• Product Owner reads story
• Team estimates (including QA/Testing)
• Team Discusses
• Team estimates again
This process is repeated till consensus
is reached.
PO
... …… …..
5
3
1
36. Clarion Pre-sprint Planning Meeting
• Happens a day before actual Sprint planning meeting.
• All the internal team members participate.
• Few the tentative stories are picked from the prioritized product backlog.
• Team discuss and understands the stories and the underlying challenges and
questions in the upcoming stories.
• For the new team it is suggested to do the point estimation also during pre-
sprint planning.
• The purpose is to facilitate the main Sprint planning with client.
37. Ceremony: Daily Standup
• Parameters
• Daily
• 15-minutes
• Stand-up
• Not for problem solving
• Whole world is invited
• Only team members, Scrum Master, Product Owner, can talk
• Helps avoid other unnecessary meetings
38. Clarion DSM
Purpose:
• Each team member summarizes
• What was done yesterday
• What would be done today
• If there are any Issues being faced.
• This helps coordinating priorities of the
day.
• Participants: Product owner, scrum
master, team
• Duration: Short duration of around 15
minutes.
Scrum Master
PO PO
Cross-functional
scrum team
Yesterday I did…
Today I plan to…
I am facing some impediments...
39. Ceremony: Sprint Review
• Team presents what it accomplished during the sprint
• Typically takes the form of a demo of new features or underlying architecture
• Informal
• 2-hour prep time rule
• No slides
• Whole team participates
• Invite the world
40. Ceremony: Sprint Review
• Purpose: At the sprint execution end, sprint
review meeting would be held for following
• Shippable product would be demoed to the
Product Owner (PO) in this meeting.
• Product Owner (PO) can accept or reject the
Scrum Backlog items presented in the demo.
• There could be new product backlog items
identified during this meeting
• Participants: Product owner, scrum master,
team, interested stakeholders
• Duration: In general this meeting should not
be longer than one hour per week of sprint
duration.
Scrum Master
PO PO
Cross-functional
scrum team
I declare that following product
backlog items as “Done”
1.…
2.…
Based on feedback we need to
add some new product backlog
items.
Stakeholders
(optional)
41. Ceremony: Sprint Retrospective
• Periodically take a look at what is and is not working
• Typically 15–30 minutes
• Done after every sprint
• Whole team participates
• Scrum Master
• Product owner
• Team
• Possibly customers and others
42. Clarion Sprint Retrospective Meeting
• Purpose: This meeting is held at the end of
each sprint (after the sprint review), it
facilitates team to inspect and adapt its
process to optimize efficiency.
• In this meeting following points would be
discussed.
• What went well in the sprint.
• What did not went well in the sprint.
• How can we enhance.
• The output of this meeting becomes the input
for next sprint for enhancing the practice.
• Participants: Product owner, scrum master,
team
• Duration: In general this meeting should not
be longer than 45 minutes for each week of
sprint duration.
Scrum Master
PO PO
Cross-functional
scrum team
... …… …..
... …… …..
... …… …..
43. Add On’s: Clarion Product Backlog Grooming meeting
• Purpose: This is done couple of work
days before next sprint planning meeting,
which give product owner little time to
revise priorities before commitments are
made. Team focuses on top few items
only, this helps the team to clarify &
decompose the higher priority PBIs
• Participants: Product owner, scrum
master
• Duration: In general this meeting should
not be longer than 2 hours.
Scrum Master
PO PO
Cross-functional
scrum team
Requirement Requirement
Requirement Requirement
Requirement Requirement
Requirement Requirement
Requirement
Requirement
Requirement
Requirement
Requirement Requirement
Sprint Planned
Groomed
Future
Sprintable
Actionable/ User Stories
Epic / Cosmic Stories
45. Artifact: Product Backlog
• The requirements
• A list of all desired work on the project
• Ideally expressed such that each item has value to the users or customers of
the product
• Prioritized by the product owner
• Reprioritized before the start of each sprint
46. Clarion Product Backlog
• It is prioritized list of user stories
covering whole product/system.
• Before the sprint planning meeting
product Backlog items will be created by
Product Owner(PO) in collaboration with
Business Analyst(BA) from offshore side,
who would act as a shadow product
owner.
• Stories defined should follow INVEST
principle of Scrum.
• Break down Epics.
Scrum Master
PO PO
Cross-functional
scrum team
WORK ITEM 1
High Priority Items
WORK ITEM 2
WORK ITEM 3
WORK ITEM 4
WORK ITEM 5
WORK ITEM 6
47. User Story
A concise, written description of a piece of functionality that will be
valuable to a user (or owner) of the software.
A user story should be detailed enough for the team to start work from,
and further details can be established and clarified at the time of
development.
48. 3C’s Of User Story
• Card - A written description of the user story for planning purposes and as a
reminder.
• Conversation - A section for capturing further information about the user story
and details of any conversations.
• Confirmation - A section to convey what tests will be carried out to confirm the
user story is complete and working as expected.
49. User Story: Invest In It
• Independent - User Stories should be as independent as possible.
• Negotiable - User Stories are not a contract. They are not detailed
specifications. They are reminders of features for the team to discuss and
collaborate to clarify the details near the time of development.
• Valuable - User Stories should be valuable to the user (or owner) of the
solution. They should be written in user language. They should be features, not
tasks.
• Estimable - User Stories need to be possible to estimate. They need to provide
enough information to estimate, without being too detailed.
• Small - User Stories should be small. Not too small. But not too big.
• Testable - User Stories need to be worded in a way that is testable, i.e. not too
subjective and to provide clear details of how the User Story will be tested.
50. User Story: Format
As a [role] I want to [a feature] so that [reason, value].
As a frequent traveler I want to be able to quickly rebook frequently booked
flights so that I can save time during the booking process.
51. User Story: Example
• Epic#1: User Authentication and Authorization Module
• Story#1: Registration System for school user
• Description: As a visitor of the site, I want to be able to register by providing my
email and password in order to use the available features.
• Acceptance Criteria:
• I should be presented with a link on top right corner to register titled ‘Register’.
• I should be presented with a form asking email, password, password confirmation.
• I should be presented with a Register button, clicking on which I should be
registered as a user on app.
• I should be presented with errors in case of incorrect email format and a password
shorter than 8 chars.
52. Artifact: Sprint Backlog
• The sprint backlog is a list of tasks identified by the Scrum team to be
completed during the Scrum “Sprint”.
• During the sprint planning meeting, the team selects some number of product
backlog items
53. What Is Sprint?
A sprint is a set period of time during which specific work has to be
completed and made ready for review.
More precisely we can say a Sprint is a Time Box.
• During the actual sprint, team implements the user stories committed to the
sprint backlog in continuous integration mode.
• Duration: Usually from 2 weeks to 4 weeks.
54. Clarion Sprint Cycle
Design &
Analysis
Implementation
& unit testing
Continuous
Integration
Testing & QA
Deployment
Detailed
requirements
Every sprint consists of iteration of following tasks
55. Actual Sprint - Starting Mid-week
• Advantages & probable scenarios when this cycle would be suggested
• This way even if we have to stretch a bit to finish some tasks, team would not
hesitate to do it during mid-week.
• In addition to this if teams are working in distributed agile set-up, then mid-week
start helps the product owner to be easily available.
• This cycle is suitable when the releases can be done on weekdays.
2 WEEK SPRINT STARTING MID WEEK (10 WORKING DAYS)
TUE WED THU FRI MON TUE WED THU MONFRI
-----------
-----------------------------------------------------------------------------------------------------
---------------------------------------------
-----------
Sprint
planning
meeting
Daily standup meeting Product backlog grooming Sprint review /
retrospective
56. Actual Sprint - Starting On Monday
• Advantages & probable scenarios when this cycle would be suggested
• This cycle is suitable when the releases can only be done on weekends.
2 WEEK SPRINT STARTING MID WEEK (10 WORKING DAYS)
MON TUE WED THU FRI MON TUE WED FRITHU
-----------
-----------------------------------------------------------------------------------------------------
---------------------------------------------
-----------
Sprint
planning
meeting
Daily standup meeting Product backlog grooming Sprint review /
retrospective
57. Sprint Zero
• Purpose: This is carried out to initiate
the overall scrum process and the
logistics related to the project.
• Participants: all the team participates
in this sprint and it is driven by scrum
master.
• Duration: Approximately 2 weeks
Scrum Master
PO PO
Cross-functional
scrum team
Sprint Zero High Level Tasks
• Initial grooming of the product catalog.
• Decide maximum base point for user story.
• Decide the sprint duration and sprint release cycle.
• Technical understanding by team.
• How and where QA would be done.
• Setting up environments.
58. Artifact: Burn-down Chart
• Tells us about:
• How much work is remaining to be
done in the project
• How much deviation we are having
from the current estimation or are we
pulling in lot of tasks in the sprint
Ideal Team Great Team Nice Team Too Fast Too Late
Sample burn down and inferences
0
50
100
150
200
250
300
59. Add On’s: Burn-up Chart
• Tells us about:
• How much work has been completed,
and the total amount of work.
• How the sprint is progressing with
reference to change in scope.
0
10
20
30
40
50
60
1 1 / 4 1 2 / 4 1 3 / 4 1 6 / 4 1 7 / 4 1 8 / 4 1 9 / 4 2 0 / 4 2 3 / 4 2 4 / 4
No.oftickets
BU R N U P TASK
Total April
60. Add On’s: Velocity Chart
• Shows the amount of value delivered in
each sprint, enabling you to predict the
amount of work the team can get done
in future sprints.
• It is useful during your sprint planning
meetings, to help you decide how much
work you can feasibly commit to.
• Initial velocity figures could below,
however a steam moves forward we get
the better idea about the capability of
the team.
Sprint 1 Sprint 2 Sprint 3 Sprint 4
Commitment 40 53 56 57
Completed 37 47 50 57
0
10
20
30
40
50
60
StoryPoints
V ELO CITY CHAR T
Commitment Completed