This document discusses how requirements are handled in Scrum projects using user stories. It explains that in Scrum, requirements are handled through ongoing conversations between stakeholders and the development team, rather than being fully defined upfront in documentation. User stories are used as placeholders to represent requirements at varying levels of detail and promote these conversations. The document outlines best practices for writing effective user stories using the "INVEST" criteria of being Independent, Negotiable, Valuable, Estimatable, Small, and Testable.
User Story Writing & Estimation For Testers By Mahesh VaradharajanAgile Testing Alliance
This session aims to introduce the critical aspects of user story formulation like INVEST principle, requirements hierarchy in Agile - with focus on aspects related to Agile Testing, such that it fits into the overall theme of the event. Through an exercise, with Lego blocks, the session will address the following aspects: Testability of user stories and importance of acceptance criteria. Handling NFRs - either as part of acceptance criteria or a new user stories. DoD and accommodating testing efforts as part of user story estimation; Defects as user stories. Dependency management between user stories via story maps.
Talk including Demo for the learning objectives outlined above
The Role of Quality Assurance in the World of Agile Development and ScrumRussell Pannone
Quality management plays an important role in agile development and Scrum by helping ensure quality is built into the development process. It involves three key aspects: planning how quality will be achieved, quality assurance through practices like testing and integration, and quality control by monitoring artifacts like the product backlog and delivered increments. Having quality management practices integrated into self-organizing agile teams helps reduce rework and catch issues earlier through collaboration and continuous delivery of working software.
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 provides an overview of Agile project management principles and practices compared to traditional Waterfall project management. It discusses key aspects of the Agile Manifesto such as valuing individuals, collaboration, and responding to change over comprehensive documentation and following a plan. Specific Agile frameworks like Scrum and Kanban are outlined, along with industry metrics showing higher success rates and productivity with Agile. Challenges with the Waterfall model and benefits of Agile approaches are also summarized.
What are User Stories? How should we write them? How to write them well?
Effective User Stories allow your team to be effective (deliver want the User needs) and efficient (Deliver it quickly and importantly don't deliver unneeded features).
Agile Testing: A pragmatic overview and new entry in Intelliware’s Agile Methodology Series.
What you’ll learn in this presentation:
Intelliware’s Chief Technologist, BC Holmes, provides a pragmatic overview of Agile testing. Complete with many examples, this presentation is ideal for those looking for a practical take on software testing in an Agile environment.
The presentation covers:
- Why do we use Agile testing?
- What Agile testing isn’t
- What Agile testing is: unit testing and test-driven development (TDD)
- High-level properties of good tests
- Testing in different languages
- Test suites and code coverage
- Using mock objects to help isolate units
- Beyond unit testing
Software Development Guide To Accelerate PerformanceZaid Shabbir
Scrum is the most widely used framework across all software and business industries. By following complete scrum framework you can improve the quality product deliver in more adaptive way.
Slides contents content guidelines related to scrum framework and how some one become a certified scrum master. Slides elaborate scrum framework by using user friendly diagrams and bulleted points. After grasping the slides any one can easily pass certified scrum examination.
I am sure you will enjoy the contents and its really helpful to become a certified scrum practitioner.
This document discusses how requirements are handled in Scrum projects using user stories. It explains that in Scrum, requirements are handled through ongoing conversations between stakeholders and the development team, rather than being fully defined upfront in documentation. User stories are used as placeholders to represent requirements at varying levels of detail and promote these conversations. The document outlines best practices for writing effective user stories using the "INVEST" criteria of being Independent, Negotiable, Valuable, Estimatable, Small, and Testable.
User Story Writing & Estimation For Testers By Mahesh VaradharajanAgile Testing Alliance
This session aims to introduce the critical aspects of user story formulation like INVEST principle, requirements hierarchy in Agile - with focus on aspects related to Agile Testing, such that it fits into the overall theme of the event. Through an exercise, with Lego blocks, the session will address the following aspects: Testability of user stories and importance of acceptance criteria. Handling NFRs - either as part of acceptance criteria or a new user stories. DoD and accommodating testing efforts as part of user story estimation; Defects as user stories. Dependency management between user stories via story maps.
Talk including Demo for the learning objectives outlined above
The Role of Quality Assurance in the World of Agile Development and ScrumRussell Pannone
Quality management plays an important role in agile development and Scrum by helping ensure quality is built into the development process. It involves three key aspects: planning how quality will be achieved, quality assurance through practices like testing and integration, and quality control by monitoring artifacts like the product backlog and delivered increments. Having quality management practices integrated into self-organizing agile teams helps reduce rework and catch issues earlier through collaboration and continuous delivery of working software.
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 provides an overview of Agile project management principles and practices compared to traditional Waterfall project management. It discusses key aspects of the Agile Manifesto such as valuing individuals, collaboration, and responding to change over comprehensive documentation and following a plan. Specific Agile frameworks like Scrum and Kanban are outlined, along with industry metrics showing higher success rates and productivity with Agile. Challenges with the Waterfall model and benefits of Agile approaches are also summarized.
What are User Stories? How should we write them? How to write them well?
Effective User Stories allow your team to be effective (deliver want the User needs) and efficient (Deliver it quickly and importantly don't deliver unneeded features).
Agile Testing: A pragmatic overview and new entry in Intelliware’s Agile Methodology Series.
What you’ll learn in this presentation:
Intelliware’s Chief Technologist, BC Holmes, provides a pragmatic overview of Agile testing. Complete with many examples, this presentation is ideal for those looking for a practical take on software testing in an Agile environment.
The presentation covers:
- Why do we use Agile testing?
- What Agile testing isn’t
- What Agile testing is: unit testing and test-driven development (TDD)
- High-level properties of good tests
- Testing in different languages
- Test suites and code coverage
- Using mock objects to help isolate units
- Beyond unit testing
Software Development Guide To Accelerate PerformanceZaid Shabbir
Scrum is the most widely used framework across all software and business industries. By following complete scrum framework you can improve the quality product deliver in more adaptive way.
Slides contents content guidelines related to scrum framework and how some one become a certified scrum master. Slides elaborate scrum framework by using user friendly diagrams and bulleted points. After grasping the slides any one can easily pass certified scrum examination.
I am sure you will enjoy the contents and its really helpful to become a certified scrum practitioner.
The document discusses the product backlog in Scrum, which is a prioritized list of features and functionality desired for a product. It notes that product backlog items (PBIs) should be progressively refined over time, starting broadly and becoming more detailed. PBIs need to be estimated, independent, negotiable, valuable, estimable, small, and testable. The product owner and team work together to refine and groom the backlog through activities like workshops, estimation, ordering by priority.
The document discusses using feature points for agile release planning. It defines feature points and how they can be used to estimate user stories, features, and epics at different levels of a project. The key points are: feature points provide relative estimates independent of time units; epics are estimated by POs and architects, features by team leads, and stories by scrum teams; velocity is tracked in feature points to predict sprint and release completion; and principles for agile estimation emphasize basing estimates on facts, estimating often and small chunks, and communicating assumptions.
A Test Strategy document is a high-level document and normally developed by the project manager. This document defines the “Software Testing Approach” to achieve testing objectives. The Test Strategy is normally derived from the Business Requirement Specification document.
This document discusses agile software development practices with a focus on user stories. It covers the objectives of using user stories, a brief history and motivation for agile practices, an overview of the agile process including daily standups and planning meetings, and the components and writing of user stories. It also discusses managing projects using tools for planning, estimating, and tracking progress. Key practices for development teams like refactoring, test automation, and dealing with unplanned tasks are also summarized.
Agile teams deliver working, fully tested software every 1 to 4 weeks.
New teams wonder how testing can fit into that timeframe.
Join us as we walk through the typical test activities within an Agile iteration.
This document provides an overview of agile software development methods. It defines agile as developing software incrementally in rapid cycles with close customer collaboration. The agile manifesto values individuals, working software, customer collaboration, and responding to change. Popular agile methods described include scrum, extreme programming (XP), test-driven development (TDD), and lean. Scrum uses short iterations called sprints, with roles like product owner and scrum master. XP advocates frequent releases and pair programming. TDD involves writing tests before code. Lean aims to maximize value while minimizing waste. Agile frameworks help teams deliver faster with less risk by focusing on customer value.
Agile-based fixed price projects are tricky to manage and pose unique challenges. This presentation is a small endeavor to help people understand these challenges and possible ways in which to work around them. Many thanks to all sources mentioned.
Олександр Твердохліб «How to make a user story done»Lviv Startup Club
Олександр Твердохліб «How to make a user story done»
Сайт конференції: http://pmday.com.ua
Youtube: http://bit.ly/PMDayVid
Linkedin: http://bit.ly/PMDayLin
Getting Started - Introduction to Backlog GroomingEasy Agile
Overview
- What is backlog grooming?
- Who should be involved in backlog grooming sessions
- Benefits of backlog grooming
- Guidelines for effective backlog grooming sessions
- Difference between backlog grooming and sprint planning
- Apple TV example
This document discusses Scrum, an agile framework for managing product development. It begins by providing a brief history of Scrum, noting that it originated from rugby terminology and emphasizes self-organizing teams. The document then outlines key Scrum concepts like the product backlog, sprints, increments, and the roles of the product owner and development team. It discusses when Scrum is and isn't applicable, such as for interrupt-driven work where Kanban may be better. The document also introduces the Cynefin framework for determining what approach fits different domains like simple, complicated, complex, chaotic, and disorder. It concludes by noting that while Scrum empowers teams, its implementation can be difficult and make problems visible
This document discusses continuous integration in large programs. It defines continuous integration as a practice where team members integrate their work frequently, usually daily, and each integration is verified by automated builds. The document outlines some challenges of continuous integration in large, distributed teams working on multiple sub-products with different skills. It advocates for continuous testing and having rules for the team, and notes some achievements including one-click deploys, a single branch, reduced cycle times, and rarely needing rollbacks.
Scrum is an agile process that focuses on delivering business value in the shortest time. It delivers working software in short iterations called sprints. The key aspects of scrum include user stories to define requirements, a product backlog to track and prioritize work, sprint planning and daily standups to coordinate work within a sprint, and sprint reviews and retrospectives after each sprint to inspect progress and improve processes. The scrum team consists of a product owner, development team, and scrum master. The product owner manages the product backlog. The development team does the work. And the scrum master facilitates scrum processes and removes impediments.
This document discusses various contract models for software development projects, including time and materials, outcome-based, fixed cost, fixed scope, and fixed time and scope contracts. It provides examples of each contract type and discusses how to plan, estimate, deliver, and measure when using different contract models. The key message is that different contract types provide different levels of predictability for cost and schedule while balancing flexibility, and that customer collaboration is more important than contracts alone.
The document discusses key principles of agile software development including valuing individuals and interactions over processes, working software over documentation, and customer collaboration over contract negotiation, and describes Scrum as an agile process framework that involves prioritizing a product backlog, conducting daily standups, and delivering working software in sprints for customer review.
IIT Academy: Agile. Learn how to articulate customer expectations and build precisely what was intended, with the minimum of traceability issues. Acceptance Criteria (in conjunction with good agile practices) is a way to create well documented, high-quality codebase tested using the same set of standards by developers, testers, analysts, designers as well as the Product Owner. Learn good Acceptance Criteria - the keys to customer success in agile delivery!
The document discusses the different levels of planning in Agile development: release planning, iteration planning, and task planning. It provides details on each level, including who is involved, how to define a release plan, estimating velocity, common problems and solutions, and examples. The key aspects covered are the differences between releases and iterations, estimating at each level, and breaking down stories into tasks.
The document provides an overview of agile project management principles and techniques, including:
1. Agile focuses on individuals, interactions, working software, customer collaboration, and responding to change over rigid processes and contracts.
2. Techniques like user stories, planning poker, prioritization, daily stand-ups, test-driven development, continuous integration, iteration planning and retrospectives help embrace changes and deliver working software frequently.
3. Adopting agile requires starting with easier practices, understanding goals, starting small, and continual improvement through retrospectives to find what works best for each project.
In this paper you will learn how your Software Development Team could make KPI measurement exciting and motivational for Developers! While being influenced by business targets.
This paper is using my experience of implementing this idea for various Development teams reporting to me.
The document discusses various metrics that can be used to measure progress on agile software development projects. It describes metrics like running tested features, earned business value, velocity, burn charts, and cumulative flow diagrams. It explains how these metrics can provide information on outcomes, identify areas for improvement, and influence team behavior in agile projects.
This document describes a process called Single Point Continuous Flow that combines elements of Scrum and Kanban for executing small, self-contained projects quickly. Key aspects include: limiting work-in-progress to one story per developer; having developers work on stories from start to finish with minimal interruptions; maintaining a prioritized backlog of ready stories; and applying lean principles like continuous flow and minimizing waste. The process evolved over six months for a team that saw their throughput increase by 60% when adjusted for hours, demonstrating the effectiveness of this Scrumban-inspired approach for small, focused development efforts.
This document summarizes key aspects of product backlogs in Scrum projects. It discusses the importance of the product backlog, characteristics of a good backlog, and grooming activities. It also addresses questions around which and how many backlogs should exist for different project structures involving multiple teams or products. Specifically:
1. The product backlog is a prioritized list of desired functionality that provides a shared understanding of what to build. It consists of product backlog items like user stories.
2. A good backlog is detailed appropriately, emergent, estimated, and prioritized. Grooming involves refining, estimating, and prioritizing items through collaboration.
3. Backlog structures can be
The document discusses the product backlog in Scrum, which is a prioritized list of features and functionality desired for a product. It notes that product backlog items (PBIs) should be progressively refined over time, starting broadly and becoming more detailed. PBIs need to be estimated, independent, negotiable, valuable, estimable, small, and testable. The product owner and team work together to refine and groom the backlog through activities like workshops, estimation, ordering by priority.
The document discusses using feature points for agile release planning. It defines feature points and how they can be used to estimate user stories, features, and epics at different levels of a project. The key points are: feature points provide relative estimates independent of time units; epics are estimated by POs and architects, features by team leads, and stories by scrum teams; velocity is tracked in feature points to predict sprint and release completion; and principles for agile estimation emphasize basing estimates on facts, estimating often and small chunks, and communicating assumptions.
A Test Strategy document is a high-level document and normally developed by the project manager. This document defines the “Software Testing Approach” to achieve testing objectives. The Test Strategy is normally derived from the Business Requirement Specification document.
This document discusses agile software development practices with a focus on user stories. It covers the objectives of using user stories, a brief history and motivation for agile practices, an overview of the agile process including daily standups and planning meetings, and the components and writing of user stories. It also discusses managing projects using tools for planning, estimating, and tracking progress. Key practices for development teams like refactoring, test automation, and dealing with unplanned tasks are also summarized.
Agile teams deliver working, fully tested software every 1 to 4 weeks.
New teams wonder how testing can fit into that timeframe.
Join us as we walk through the typical test activities within an Agile iteration.
This document provides an overview of agile software development methods. It defines agile as developing software incrementally in rapid cycles with close customer collaboration. The agile manifesto values individuals, working software, customer collaboration, and responding to change. Popular agile methods described include scrum, extreme programming (XP), test-driven development (TDD), and lean. Scrum uses short iterations called sprints, with roles like product owner and scrum master. XP advocates frequent releases and pair programming. TDD involves writing tests before code. Lean aims to maximize value while minimizing waste. Agile frameworks help teams deliver faster with less risk by focusing on customer value.
Agile-based fixed price projects are tricky to manage and pose unique challenges. This presentation is a small endeavor to help people understand these challenges and possible ways in which to work around them. Many thanks to all sources mentioned.
Олександр Твердохліб «How to make a user story done»Lviv Startup Club
Олександр Твердохліб «How to make a user story done»
Сайт конференції: http://pmday.com.ua
Youtube: http://bit.ly/PMDayVid
Linkedin: http://bit.ly/PMDayLin
Getting Started - Introduction to Backlog GroomingEasy Agile
Overview
- What is backlog grooming?
- Who should be involved in backlog grooming sessions
- Benefits of backlog grooming
- Guidelines for effective backlog grooming sessions
- Difference between backlog grooming and sprint planning
- Apple TV example
This document discusses Scrum, an agile framework for managing product development. It begins by providing a brief history of Scrum, noting that it originated from rugby terminology and emphasizes self-organizing teams. The document then outlines key Scrum concepts like the product backlog, sprints, increments, and the roles of the product owner and development team. It discusses when Scrum is and isn't applicable, such as for interrupt-driven work where Kanban may be better. The document also introduces the Cynefin framework for determining what approach fits different domains like simple, complicated, complex, chaotic, and disorder. It concludes by noting that while Scrum empowers teams, its implementation can be difficult and make problems visible
This document discusses continuous integration in large programs. It defines continuous integration as a practice where team members integrate their work frequently, usually daily, and each integration is verified by automated builds. The document outlines some challenges of continuous integration in large, distributed teams working on multiple sub-products with different skills. It advocates for continuous testing and having rules for the team, and notes some achievements including one-click deploys, a single branch, reduced cycle times, and rarely needing rollbacks.
Scrum is an agile process that focuses on delivering business value in the shortest time. It delivers working software in short iterations called sprints. The key aspects of scrum include user stories to define requirements, a product backlog to track and prioritize work, sprint planning and daily standups to coordinate work within a sprint, and sprint reviews and retrospectives after each sprint to inspect progress and improve processes. The scrum team consists of a product owner, development team, and scrum master. The product owner manages the product backlog. The development team does the work. And the scrum master facilitates scrum processes and removes impediments.
This document discusses various contract models for software development projects, including time and materials, outcome-based, fixed cost, fixed scope, and fixed time and scope contracts. It provides examples of each contract type and discusses how to plan, estimate, deliver, and measure when using different contract models. The key message is that different contract types provide different levels of predictability for cost and schedule while balancing flexibility, and that customer collaboration is more important than contracts alone.
The document discusses key principles of agile software development including valuing individuals and interactions over processes, working software over documentation, and customer collaboration over contract negotiation, and describes Scrum as an agile process framework that involves prioritizing a product backlog, conducting daily standups, and delivering working software in sprints for customer review.
IIT Academy: Agile. Learn how to articulate customer expectations and build precisely what was intended, with the minimum of traceability issues. Acceptance Criteria (in conjunction with good agile practices) is a way to create well documented, high-quality codebase tested using the same set of standards by developers, testers, analysts, designers as well as the Product Owner. Learn good Acceptance Criteria - the keys to customer success in agile delivery!
The document discusses the different levels of planning in Agile development: release planning, iteration planning, and task planning. It provides details on each level, including who is involved, how to define a release plan, estimating velocity, common problems and solutions, and examples. The key aspects covered are the differences between releases and iterations, estimating at each level, and breaking down stories into tasks.
The document provides an overview of agile project management principles and techniques, including:
1. Agile focuses on individuals, interactions, working software, customer collaboration, and responding to change over rigid processes and contracts.
2. Techniques like user stories, planning poker, prioritization, daily stand-ups, test-driven development, continuous integration, iteration planning and retrospectives help embrace changes and deliver working software frequently.
3. Adopting agile requires starting with easier practices, understanding goals, starting small, and continual improvement through retrospectives to find what works best for each project.
In this paper you will learn how your Software Development Team could make KPI measurement exciting and motivational for Developers! While being influenced by business targets.
This paper is using my experience of implementing this idea for various Development teams reporting to me.
The document discusses various metrics that can be used to measure progress on agile software development projects. It describes metrics like running tested features, earned business value, velocity, burn charts, and cumulative flow diagrams. It explains how these metrics can provide information on outcomes, identify areas for improvement, and influence team behavior in agile projects.
This document describes a process called Single Point Continuous Flow that combines elements of Scrum and Kanban for executing small, self-contained projects quickly. Key aspects include: limiting work-in-progress to one story per developer; having developers work on stories from start to finish with minimal interruptions; maintaining a prioritized backlog of ready stories; and applying lean principles like continuous flow and minimizing waste. The process evolved over six months for a team that saw their throughput increase by 60% when adjusted for hours, demonstrating the effectiveness of this Scrumban-inspired approach for small, focused development efforts.
This document summarizes key aspects of product backlogs in Scrum projects. It discusses the importance of the product backlog, characteristics of a good backlog, and grooming activities. It also addresses questions around which and how many backlogs should exist for different project structures involving multiple teams or products. Specifically:
1. The product backlog is a prioritized list of desired functionality that provides a shared understanding of what to build. It consists of product backlog items like user stories.
2. A good backlog is detailed appropriately, emergent, estimated, and prioritized. Grooming involves refining, estimating, and prioritizing items through collaboration.
3. Backlog structures can be
This document provides an overview of Agile concepts and practices. It discusses key Agile principles like empirical process control, transparency, inspection, and adaptation. It also covers the pull principle of allowing teams to pull in work as needed. The document then describes specific Agile roles, ceremonies, and artifacts like the Scrum Master, Product Owner, sprint planning, daily standups, and product backlog. It provides guidance on splitting stories, ranking backlog items, and scaling the Product Owner role for larger products and multiple teams.
The document discusses various concepts related to agile software development methodology including Scrum, Kanban, sprints, product and sprint backlogs, daily standups, planning and retrospective meetings. It provides details on Scrum roles like Product Owner and Scrum Master and their responsibilities. Various agile terms are defined like velocity, story boards, spikes, impediments and user stories. The advantages of the agile methodology are highlighted.
Nowadays, as the software industry is slowly becoming more mature, software measurement and performance measurement are becoming increasingly important. Organizations need to know their productivity and competitiveness in software development projects for various reasons. In many software development contracts, targets are set for the suppliers to reach. These targets are based on software metrics like productivity, speed of delivery and software quality. In order to check if the targets are reached, it is necessary to measure the functional size of the software product that is delivered and also the functional size of the software development project that is carried out, as there is usually a difference between these two sizes. To be able to use functional size in contracts, it must be measured in an objective, repeatable, verifiable and therefore defensible way. That being the case, the industry’s best practice is to use an ISO/IEC standard for functional size measurement, e.g. Nesma, COSMIC or IFPUG function points. However, these methods only measure the functional user requirements from the total software requirements to be delivered. In activities like project estimation and productivity measurement, the influence of the non-functional requirements is expressed in the Project Delivery Rate (PDR) which is expressed in effort hours per function point. If more than the average amount of non-functional requirements need to be realized in a project (or more severe non-functional requirements), the PDR used should also be higher. In the industry it is customary to set productivity targets based on an average (or calibrated) influence of non-functional requirements and this works quite fine in traditional software projects. In software development projects that are executed in an agile way, this is not always the case. When working agile, there are forces that influence the traditional way of performance measurement significantly, resulting in a number of serious issues. In this paper these issues are explained and a method to overcome these issues is proposed.
Backlog refinement is not a Scrum event, but instead is an ongoing activity during the Sprint required to decompose, describe, estimate, and order backlog items in the Product Backlog.
This material is divided into two sections. The first section reviews the basics of backlog refinement, covering various options for conducting the activity. The second section covers tips for maintaining a healthy backlog and potential anti-patterns.
This material was presented at Agile New England in July and August 2022 as "101" introduction and "202" advanced sessions.
User Story Prioritization Technique.pptxKnoldus Inc.
User story prioritization ranks user stories according to their relative importance and urgency for the customer and the business. It helps teams align their work with the product vision and goals, and deliver the most valuable features first. Prioritization of User Stories is a process in Agile development that helps teams deliver high-value software products. It involves comparing and ranking User Stories based on various criteria, such as business value, user needs, urgency, size, risk, and dependencies.
Product Backlog - Refinement and Prioritization TechniquesVikash Karuna
This presentation describes the important techniques used in Product Backlog refinement and prioritization in Agile development. The various techniques described here are very useful for product managers, product owners, scrum masters, and agile teams.
5 Lessons Learned in Product Management by Twitch Senior PMProduct School
Main takeaways:
- How to take a non traditional path to product management
- How to leverage your unique background to differentiate yourself as a Product Manager
- Steps you can take to build your product management skills/portfolio while in other fields
The document aims to create a common language ("boundary object") to facilitate information exchange among communities interested in Agile transformation. It covers topics like change management options for Agile transformation, key levers for change, necessary conditions and investments for different options, and benefits including economic benefits. The document does not define project roles or communities of practice. It also does not describe how to implement Agile, which is handled at the project level based on factors like the project. The document seeks to establish a shared understanding to support discussions around Agile transformation.
The document discusses the principles of agile development as outlined in the Agile Manifesto. It describes how agile values individuals and interactions, working software, customer collaboration, and responding to change over processes, tools, documentation, contracts, and plans. It then provides details on 11 key principles of agile development including delivering frequently to gain early customer feedback, adapting to changing requirements, maintaining a constant development pace, and allowing self-organizing teams. The overall goal of agile is to satisfy customers through early and continuous delivery of working software.
Scaling Awesome - 10 Actionable Strategies for Technology TransformationChef
This document provides 10 strategies for technology transformation organized around the principles of Agile, Lean, and DevOps (ALDO). The strategies are: 1) Create cross-functional teams focused on customer delivery; 2) Create a vision based on real customer needs; 3) Update products regularly to maintain competitive differentiation; 4) Create full-stack teams serving single products; 5) Involve compliance teams early in projects; 6) Operate at high velocity to respond quickly to new requirements; 7) Manage infrastructure configurations with code; 8) Support expert knowledge sharing across projects; 9) Identify team learning objectives in sprint planning; 10) Transform problems incrementally within existing projects. The overall approach is to deliver software continuously in small increments
This document provides an overview of agile practices for product management. It begins with definitions of agile and its principles, which emphasize iterative development, collaboration between teams, and frequent delivery of working software. The document then outlines the typical agile procedure, including sprints, iterations, and product backlogs. It discusses various roles like product owners, coaches, and designers. It also covers practices for effective meetings, prioritizing work, designing user stories, testing, and ensuring quality through continuous delivery.
This document discusses how to create a fixed-bid contract for Agile software development projects, which are typically done using a time and materials model. It proposes a solution of creating a backlog of user stories to define the scope of the first release, estimating the team's velocity to determine how long it will take, and setting a fixed price based on the estimated effort. This allows for some flexibility in changing priorities while still providing cost predictability through a fixed price for the initial release.
The document outlines the Scrum process for managing product development, including estimating story points, prioritizing stories, committing to a sprint backlog, tracking progress daily, and meeting at the end of each sprint to review outcomes and plan improvements. Key steps involve breaking down features into user stories with acceptance criteria, estimating story effort, committing to complete specific stories each sprint, tracking task progress, addressing any issues that arise, demoing completed work, and retrospecting on lessons learned.
Similar to Agile Software Development - Session 2 (20)
DDS Security Version 1.2 was adopted in 2024. This revision strengthens support for long runnings systems adding new cryptographic algorithms, certificate revocation, and hardness against DoS attacks.
Need for Speed: Removing speed bumps from your Symfony projects ⚡️Łukasz Chruściel
No one wants their application to drag like a car stuck in the slow lane! Yet it’s all too common to encounter bumpy, pothole-filled solutions that slow the speed of any application. Symfony apps are not an exception.
In this talk, I will take you for a spin around the performance racetrack. We’ll explore common pitfalls - those hidden potholes on your application that can cause unexpected slowdowns. Learn how to spot these performance bumps early, and more importantly, how to navigate around them to keep your application running at top speed.
We will focus in particular on tuning your engine at the application level, making the right adjustments to ensure that your system responds like a well-oiled, high-performance race car.
Odoo ERP software
Odoo ERP software, a leading open-source software for Enterprise Resource Planning (ERP) and business management, has recently launched its latest version, Odoo 17 Community Edition. This update introduces a range of new features and enhancements designed to streamline business operations and support growth.
The Odoo Community serves as a cost-free edition within the Odoo suite of ERP systems. Tailored to accommodate the standard needs of business operations, it provides a robust platform suitable for organisations of different sizes and business sectors. Within the Odoo Community Edition, users can access a variety of essential features and services essential for managing day-to-day tasks efficiently.
This blog presents a detailed overview of the features available within the Odoo 17 Community edition, and the differences between Odoo 17 community and enterprise editions, aiming to equip you with the necessary information to make an informed decision about its suitability for your business.
E-commerce Application Development Company.pdfHornet Dynamics
Your business can reach new heights with our assistance as we design solutions that are specifically appropriate for your goals and vision. Our eCommerce application solutions can digitally coordinate all retail operations processes to meet the demands of the marketplace while maintaining business continuity.
Transform Your Communication with Cloud-Based IVR SolutionsTheSMSPoint
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2. Requirements and User Stories
Scrum views requirements as an important degree of
freedom that we can manipulate to meet our business
goals.
In Scrum, the details of a requirement are negotiated
through conversations that happen continuously during
development and are fleshed out just in time and just
enough for the teams to start building functionality to
support that requirement.
If we are running out of time or money, we can drop low-
value requirements. If, during development, new
information indicates that the cost/benefit ratio of a
requirement has become significantly less favorable, we
can choose to drop the requirement from the product. If a
new high-value requirement emerges, we have the ability
to add it to the product, perhaps discarding a lower-value
requirement to make room.
3. Instead of compiling a large inventory of detailed requirements up
front, we create placeholders for the requirements, called product
backlog items (PBIs). Each product backlog item represents
desirable business value.
4. Progressive Refinement:
Not all requirements have to be at the same level of detail
at the same time. Requirements that we’ll work on sooner
will be more detailed than ones sometimes later. We
employ a strategy of progressive refinement to divide
large, lightly detailed requirements into a set of smaller,
more detailed items, in a just-in-time fashion.
5. User Stories
Specify a class of users (the user role),
what that class of users wants to achieve (the goal),
and why the users want to achieve the goal (the benefit).
The “so that” part of a user story is optional only if very
obvious.
The user story is simply a promise to have that conversation that is
typically not a one-time event, but rather an ongoing dialogue.
The conversations are when the user story is 1- written, 2- refined,
3- estimated, 4- during sprint planning , 5- designed, built, and
tested during the sprint.
They enable exchanging information and collaborating to ensure
that the correct requirements are understood by everyone.
May lead to a UI sketch.
To capture and communicate, from the product
owner’s perspective, how to determine if the story
has been implemented correctly.
To create initial stories and refine them as more
details become known.
This approach is sometimes called specification by
example or acceptance-test-driven development
(ATTD).
three Cs: card, conversation, and confirmation.
6. INVEST in good user stories
INVEST
Independent
Negotiable
Valuable
Estimable
Small
Testable
7. 1. Independent
the goal is not to
eliminate all
dependencies, but
instead to write
stories in a way
that minimizes
dependencies.
not so bad high degree of
interdependence
8. 2. Negotiable
Stories are not a written contract in the form of an
up-front requirements document. Instead, stories
are placeholders for the conversations where the
details will be negotiated.
This negotiability helps everyone involved avoid
the “us-versus-them”, finger pointing mentality
that is commonplace with detailed up-front
requirements documents.
9. 3. Valuable
Stories need to be valuable to a customer, user, or both. How
about stories that are valuable to the developers but aren’t of
value to the customers or users?
For a technical story, the product owner should understand why
he is paying for it and therefore what value it will ultimately
deliver. By understanding the value, the product owner can
treat the technical story like any other business-valuable
story and make informed trade-offs.
10. 4. Estimable
Estimates provide an indication of the size and therefore the
effort and cost of the stories.
The product owner, needs to know the cost of a story to
determine its final priority in the product backlog.
The Scrum team, can determine from the size of the story
whether additional refinement or disaggregation is required.
If the team is not able to size a story, the story is either
1. Too big or ambiguous to be sized. The team will need to
work with the product owner to break it into more
manageable stories.
or
2. The team does not have enough knowledge to estimate a
size. Some form of exploratory activity will be needed to
acquire the information.
11. 5. Sized Appropriately (Small)
If we have a two-week sprint, it is risky to work on a two-
week-size story, because of the high risk of not finishing the
story.
Having an epic-size story that is not planned to work on for
now, spending time today breaking that epic down into a
collection of smaller stories is a complete waste of our time. If
it is planned to work on it in the next sprint, and it is not
sized appropriately, then we have more work to do to bring it
down to size.
6. Testable
means having good acceptance criteria (related to the
conditions of satisfaction) associated with the story, which is
the “confirmation” aspect of a user story. They either pass or
fail their associated tests.
12. Good Product Backlog DEEP Characteristics
DEEP
Detailed
appropriately
Emergent
Estimated
Prioritized
13. 1. Detailed Appropriately
Getting closer to working on a
larger PBI (an epic) break it down
into a collection of smaller, sprint-
ready stories in a just-in-time
fashion.
Refining too early, might lead to
spend a good deal of time figuring
out the details, and ends up to
never implementing the story.
On the other hand, waiting too long
will impact negatively the flow of
PBIs into the sprint and slow the
team down.
We need to find the proper balance
of just enough and just in time.
14. 2. Emergent
As long as there is a product being developed or maintained,
the product backlog is never complete or frozen. Instead, it is
continuously updated based on a stream of economically
valuable information that is constantly arriving. For
example, customers might change their mind about what
they want; competitors might make bold, unpredictable
moves; or unforeseen technical problems might arise.
The product backlog is designed to adapt to these
occurrences.
The structure of the product backlog is therefore constantly
emerging over time. As new items are added or existing
items are refined, the product owner must rebalance and
reprioritize the product backlog, taking the new information
into account.
15. 3. Estimated
These size estimates need to be
reasonably accurate without being
overly precise.
It may not be possible to provide
numerically accurate estimates for
larger items (like epics) located
near the bottom of the backlog, so
some teams might choose to not
estimate them at all, or to use T-
shirt-size estimates (L, XL, XXL,
etc.). As these larger items are
refined into a set of smaller items,
each of the smaller items would
then be estimated with
numbers(smaller, more accurate
size estimates).
16. 4. Prioritized
It is useful to
prioritize the
near-term items
that are destined
for the next few
sprints up to a
complete release.
17. Grooming
Grooming refers to a
set of three principal
activities:
1. Creating and refining
(adding details to)
PBIs
2. Estimating PBIs
3. Prioritizing PBIs
18.
19. Definition of Ready
Grooming the product backlog should ensure that items at the top of the
backlog are ready to be moved into a sprint so that the development team
can confidently commit and complete them by the end of a sprint.
Definition of Ready
Business value is clearly articulated.
Details are sufficiently understood by the development team so it can make an
informed decision as to whether it can complete the PBI.
Dependencies are identified and no external dependencies would block the PBI
from being completed
Team is staffed appropriately to complete the PBI.
The PBI is estimated and small enough to comfortably be completed in one
sprint.
Acceptance criteria are clear and testable.
Performance criteria, if any, are defined and testable.
Scrum team understands how to demonstrate the PBI at the sprint review.
23. Definition of Done
The result of each sprint should be a
potentially shippable product
increment. “Potentially shippable”
doesn’t mean that what was built must
actually be shipped. Shipping is a
business decision; in some
organizations it may not make sense to
ship at the end of every sprint.
Potentially shippable is better thought
of as a state of confidence that what got
built in the sprint is actually done. The
Scrum team must have a well-defined,
agreed-upon definition of done.
The specific items on the checklist will
depend on a number of variables:
The nature of the product being
built
The technologies being used to build
it
The organization that is building it
The current impediments that affect
what is possible
Definition of Done
Design reviewed
Code completed
Code refactored
Code in standard format
Code is commented
Code checked in
Code inspected
End-user documentation updated
Tested
Unit tested
Integration tested
Regression tested
Platform tested
Language tested
Zero known defects
Acceptance tested
Live on production servers
24. Definition of Done VS Acceptance Criteria
The definition of done applies to the product increment being
developed during the sprint. The product increment is composed of a
set of product backlog items, so each backlog item must be
completed in conformance with the work specified by the definition-
of-done checklist.
Each product backlog item that is brought into the sprint should
have a set of conditions of satisfaction, specified by the product
owner. These acceptance criteria eventually will be verified in
acceptance tests that the product owner will confirm to determine if
the backlog item functions as desired. These item-specific criteria are
in addition to, not in lieu of, the done criteria specified by the
definition-of-done checklist, which apply to all product backlog
items.
A product backlog item can be considered done only when both the
item-specific acceptance criteria and the sprint level definition-of-
done items have been met.
If it is confusing to refer to product backlog items that pass their
acceptance criteria as done, call them completed or accepted.