This document provides an overview of agile principles and the role of a ScrumMaster. It discusses concepts like Lean, Kanban, the eight wastes, and Scrum ceremonies. It emphasizes that Scrum is based on empirical process control and focuses on transparency, inspection, and adaptation. The role of the ScrumMaster is explained as a coach, facilitator, and servant leader who helps the team improve continuously. Their goal is to help the team and organization become more self-organizing and deliver value to customers.
How to grow learning multi-site agile organizationsAlexey Krivitsky
What is making organizations so complex and slow? Why an "enterprise" is an equivalent to "inefficient"? How to de-scale organizations? There is no easy answers. But understanding the internal system dynamics is the key skill here.
Get Agile - Scrum for UX, Design and DevelopmentPieter Jongerius
This is a book preview, it will be published fall 2012. The book is aimed at everyone who works on interactive products in a design and development environment. It contains all of the basic information required for getting started with Scrum, but also offers a number of in-depth chapters looking at topics which even the most experienced Scrummers have trouble with on a daily basis.
The book is a manual. It goes though all of the phases of setting up and executing a Scrum project step by step, and looks at the various roles and disciplines hereby required. If you are experienced, you will find the advanced tips and tricks useful. If you are just considering Scrum, this book will most certainly get you enthusiastic!
How to grow learning multi-site agile organizationsAlexey Krivitsky
What is making organizations so complex and slow? Why an "enterprise" is an equivalent to "inefficient"? How to de-scale organizations? There is no easy answers. But understanding the internal system dynamics is the key skill here.
Get Agile - Scrum for UX, Design and DevelopmentPieter Jongerius
This is a book preview, it will be published fall 2012. The book is aimed at everyone who works on interactive products in a design and development environment. It contains all of the basic information required for getting started with Scrum, but also offers a number of in-depth chapters looking at topics which even the most experienced Scrummers have trouble with on a daily basis.
The book is a manual. It goes though all of the phases of setting up and executing a Scrum project step by step, and looks at the various roles and disciplines hereby required. If you are experienced, you will find the advanced tips and tricks useful. If you are just considering Scrum, this book will most certainly get you enthusiastic!
Why Scrum? Scrum is conceptually a very, very simple process framework. What is it about Scrum that is generating some much buzz in the software development community? Why are companies, both big and small, abandoning traditional approaches such as Water Fall and RUP, in favour of Scrum?
Scrum Master Lessons from my 4 Year Old SonRyan Ripley
At a recent cookout, my 4 year old son, Dawson, ran for the back yard and easily joined a game of hide and seek. Watching this unfold, I realized that these kids are naturally agile. They got straight to playing (the value) and didn’t need a lot of ceremony to get there. They kids all did a quick hello, told Dawson what game they were playing, and invited him to join in (daily scrum). Then they played.
He and his friends self-organize, self-manage, and solve problems on the fly. They naturally exhibit the agile values and scrum practices that many adults struggle with daily.
For example, most parents have been bombarded with an unending stream of “Why’s?” from their child. Why does this work? Why did that happen? Why? Why? Why? While this line of questioning can be stressing, it is also invaluable to finding the root cause of an issue. Scrum teams use this approach – called The 5-Why’s – to get past technical issues and down to interpersonal issues that could be hindering the team.
This session is a fun discussion about the behaviors I’ve noticed in my son and how they translate to important lessons that all scrum master need to learn to better serve their teams.
People say they are doing Scrum, but in fact "We are doing Scrum, but...." And the Butts are not pretty. That is, when they move away from Scrum, almost always it is less effective. Here is the ScrumButt Test, to help.
Can agile frameworks help small development teams? After looking at some agile basics, I examine two projects where a small development team used scrum. Agile can be used by small teams to their advantage with commitment and some work.
Engineering practices in Scrum for Hardware - Sisma Spa Case StudyPaolo Sammicheli
How to iterate quickly a physical complex product, composed by Software, Electronic, Mechanics, and Plastics, using an Agile framework like Scrum?
How to speed up the feedback loop, reducing risks and adding creativity and innovation at the same time? How to start transforming a company into an Agile Organization? In this talk, I'll try to answer to the typical hot questions I deal with doing Agile Coaching in the manufacturing industry and I'll show the journey of an Italian company, Sisma Spa, with their CEO Vittorio Gaudino.
In recent years, Fabrique has executed several large projects in an Agile way. Each time the methods, tools and techniques were used in a different way. I shared our war stories with the Amsterdam UX community at the Fabrique-hosted UX Cocktail Hour Amsterdam of october 15, 2009. The talk was well received and we got some great discussion out of it. Please contact me for any questions.
YouTube Link: https://youtu.be/X95kqqaI9Fg
** Certified Scrum Master Training: https://www.edureka.co/certified-scrum-master-certification-training **
This Edureka PPT on "Scrum Master Roles and Responsibilities" will help you understand who scrum master exactly is and what role does he play in scrum product development.
Introduction to Scrum
Who is a Scrum Master?
Role of a Scrum Master
Responsibilities of a Scrum Master
Qualities of a Good Scrum Master
Follow us to never miss an update in the future.
YouTube: https://www.youtube.com/user/edurekaIN
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
Castbox: https://castbox.fm/networks/505?country=in
Why Scrum? Scrum is conceptually a very, very simple process framework. What is it about Scrum that is generating some much buzz in the software development community? Why are companies, both big and small, abandoning traditional approaches such as Water Fall and RUP, in favour of Scrum?
Scrum Master Lessons from my 4 Year Old SonRyan Ripley
At a recent cookout, my 4 year old son, Dawson, ran for the back yard and easily joined a game of hide and seek. Watching this unfold, I realized that these kids are naturally agile. They got straight to playing (the value) and didn’t need a lot of ceremony to get there. They kids all did a quick hello, told Dawson what game they were playing, and invited him to join in (daily scrum). Then they played.
He and his friends self-organize, self-manage, and solve problems on the fly. They naturally exhibit the agile values and scrum practices that many adults struggle with daily.
For example, most parents have been bombarded with an unending stream of “Why’s?” from their child. Why does this work? Why did that happen? Why? Why? Why? While this line of questioning can be stressing, it is also invaluable to finding the root cause of an issue. Scrum teams use this approach – called The 5-Why’s – to get past technical issues and down to interpersonal issues that could be hindering the team.
This session is a fun discussion about the behaviors I’ve noticed in my son and how they translate to important lessons that all scrum master need to learn to better serve their teams.
People say they are doing Scrum, but in fact "We are doing Scrum, but...." And the Butts are not pretty. That is, when they move away from Scrum, almost always it is less effective. Here is the ScrumButt Test, to help.
Can agile frameworks help small development teams? After looking at some agile basics, I examine two projects where a small development team used scrum. Agile can be used by small teams to their advantage with commitment and some work.
Engineering practices in Scrum for Hardware - Sisma Spa Case StudyPaolo Sammicheli
How to iterate quickly a physical complex product, composed by Software, Electronic, Mechanics, and Plastics, using an Agile framework like Scrum?
How to speed up the feedback loop, reducing risks and adding creativity and innovation at the same time? How to start transforming a company into an Agile Organization? In this talk, I'll try to answer to the typical hot questions I deal with doing Agile Coaching in the manufacturing industry and I'll show the journey of an Italian company, Sisma Spa, with their CEO Vittorio Gaudino.
In recent years, Fabrique has executed several large projects in an Agile way. Each time the methods, tools and techniques were used in a different way. I shared our war stories with the Amsterdam UX community at the Fabrique-hosted UX Cocktail Hour Amsterdam of october 15, 2009. The talk was well received and we got some great discussion out of it. Please contact me for any questions.
YouTube Link: https://youtu.be/X95kqqaI9Fg
** Certified Scrum Master Training: https://www.edureka.co/certified-scrum-master-certification-training **
This Edureka PPT on "Scrum Master Roles and Responsibilities" will help you understand who scrum master exactly is and what role does he play in scrum product development.
Introduction to Scrum
Who is a Scrum Master?
Role of a Scrum Master
Responsibilities of a Scrum Master
Qualities of a Good Scrum Master
Follow us to never miss an update in the future.
YouTube: https://www.youtube.com/user/edurekaIN
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
Castbox: https://castbox.fm/networks/505?country=in
A compilation of the absolute basics for those who want to know about Agile Methodology with some insights on Scrum. The idea is to give enough to fuel the curiosity to learn more. It might not interest one of he / she is an Agile guru but may I ask for your review / comments / suggestions. I'd love to hear from you all...
The Role of a BA on a Scrum Team IIBA Presentation 2010scrummasternz
What is your role as a BA on a Scrum team? How do you fit in? This presentation was given to the IIBA conference in NZ in 2010 by Stephen Reed. Stephen had worked extensively as a BA and moved into using Scrum with multiple teams at a large Insurance company. This experience led to a lot of questions around what the BA should be doing on a Scrum team. This presentation goes some way to listing what worked in the teams Stephen was involved in. The BA role does not change and all the skills of a great BA are necessary still on a great Software Development team, just more focused on being a team member and utilising those skills for the Scrum process of getting working software to the customer with more focus and clarity for the user.
This presentation is about how you could leverage values, principles and practices of Scrum to make your iterations/ building of your product successful.
This presentation is about how you could leverage values, principles and practices of Scrum to make your iterations/ building of your product successful.
What is Scrum? How to implement Scrum?
- This presentation describes the basic elements of the Scrum Framework.
- My goal is to provide an organized view that will help a novice understand and implement the Scrum foundation quickly.
Agile , SCRUM
Introduction
What is Agile Methodology?
What is Scrum?
History of Scrum
Functionality of Scrum
Components of Scrum
Scrum Roles
The Process
Scrum Artifacts
Scaling Scrum
Q & A Session
Similar to Certified ScrumMaster: class desk, posters and photos (20)
Org Topologies at Scrum Day Europe 2022, AmsterdamAlexey Krivitsky
Organizational Topologies: your roadmap towards an innovative, resilient and adaptive product development organization.
Many organizations struggle to adopt "agile" in a way that delivers on its promise to make the company fast, flexible and efficient.
Global consultancy firms have great pitches on how to adopt different so-called “Agile frameworks”. The marketing is great, but are the results too? We see how our clients get stuck in adopting a framework - forming “agile teams”, appointing “product owners” and then clustering all this into “tribes”. Thus creating robust structures that make further organizational improvements and adaptability difficult, slow, and expensive.
This talk offers ideas how to go beyond these limiting ideas and explores a map of organizational transformation based on orgtopologies.com.
Organizational Topologies: a roadmap towards a resilient and adaptive product...Alexey Krivitsky
Many organizations struggle to adopt "agile" in a way that delivers on its promise to make the company fast, flexible and efficient. Global consultancy firms have great pitches on how to adopt different so-called “Agile frameworks”. The marketing is great, but are the results too? We see how our clients get stuck in adopting a framework - forming “agile teams”, appointing “product owners” and then clustering all this into “tribes”. Thus creating robust structures that make further organizational improvements and adaptability difficult, slow, and expensive.
For more details visit www.orgtopologies.com
Often wrong estimations are blamed as causes of project failures.
In this talk I'm explaining why we as human beings inevitably suck at estimating our work in time. Irrational behaviour, cognitive biases, and laws of project nature work against a team trying to make estimates.
Stop asking "when" - this is a wrong question.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
17. four obstacles to adopting Scrum
1. The tyranny of the waterfall
2. The illusion of command and control
3. The belief in magic
4. The era of opacity
(c) Ken Schwaber, Co-creator of scrum
20. ScrumMaster
PUSHES TO NEVER STOP
IMPROVING
Helps everyone
to be heard
asks questions
doesn’t offer
solutions
believes the team
can do it
Helps TO MAKE
decisions
Promotes
experimentation
Prevents analysis
paralysis
27. Lean classifies 8 Wastes
“Tim Woods”
Transportation moving parts, people, informaNon
Inventory storing parts, documenNng
Motion bending, turning, reaching, licing
Waiting for parts, info, equipment, tools
Over production making more than is immediately required
Over processing Nghter tolerances and more efforts than necessary
Defects rework, scrap, incorrect documentaNon
Skills under uNlizing capabiliNes, inadequate trainings
28. Wastes in Software Development
1. Add more features to a release
2. Deploy to producNon manually
3. Make business analysts write specificaNons and
then pass them to developers
4. Make architecture configurable and extensible
keeping in mind possible features of next releases
5. Run bug-fixing sprint(s) before releasing
6. Do tesNng later in sprint when all features are done
7. Do regression tesNng manually
8. Collect bug list of 300+ items
O
M
T
O
D
W
S
I
31. Scrum is …
Scrum is a framework that
helps you kick off and then
con@nuously improve your
d e v e l o p m e n t p r o c e s s e s
together as a team.
32.
33.
34. Which Terms from the List
Are Not Part of Scrum?
User Stories
Velocity Metric
Grooming Meetings
Continuous Integration
Automated Testing
Monthly Releases
Visual Task Boards
Story Points
37. Scrum is …
Scrum is not prescribing how to do work. It is
based on empirical process control.
In Scrum we see product development as a
complex problem domain - where it is
impossible to define processes in advance that
would work in all situaNons.
Instead Scrum makes you inspect and adapt.
54. Terminology USED
PO Product Owner
SM ScrumMaster
PB, PBL Product Backlog
PBI Product Backlog Item
PBR Product Backlog Refinement
PSPI Potentially Shippable Product Increment
DOD Definition of done
DOR DEFINITION OF READY
56. SPRINT PLANNING 101
Commitment-based PlanningPARTONE
PARTTWO
INITIAL SPRINT GOAL
PRESENTED
PLANNED CAPACITY
DISCUSSED
TOP PRODUCT BACKLOG
ITEMS PRESENTED
PBI REVIEWED ONE BY ONE
NEEDED REFINEMENT
HAPPENS
ITEM ADDED TO SPRINT
PLAN
CONTINUE UNTIL TEAM
SAYS “ENOUGH”
SPRINT GOAL GETS ADJUSTED
57.
58.
59. Retrospectives 101
Time-box: 1 hour per 1 week of work
1. SET THE STAGE
– ask everyone to share one word about the sprint
– review last retrospecNve’s acNon items
2. GATHER INFORMATION
– collect post-its: achievements, failures, appreciaNons
3. GENERATE INSIGHTS
– collect post-its: stop doing, start doing, do more, do less
– voNng: 3 dots per person
4. DECIDE WHAT TO DO
– discuss 1-3 top voted cards: which process experiment we try?
5. CLOSE THE RETROSPECTIVE
– fist-or-five on saNsfacNon from retro
– find the next retrospecNve facilitator
62. Are You Responsible For One Of These?
ESTIMATE WORK, COMMIT FOR DEADLINES
DEVELOP AND RELEASE FEATURES
Making sure developers know what to work on
Personal evaluation of team members
Collaboration with customers
Design product solutions
ELABORATE system architecture
63. WHAT’S THE RESULT OF
SCRUMMASTER’S WORK?
• A high-performing agile team.
• High-performing agile teams.
• An organizaNon of high-performing agile teams.
72. “Feature” or “full-stack” Teams
… Are the Building blocks of an Agile
organization.
Scrum requires such Teams to be in place.
it is a structural change.
73. Level Up!
The goal of a ScrumMaster is to bring the team
AND ORGANIZATION to the next level of
maturity.
79. Ingredients of Self-Organization
1. High Alignment
our goal is …
2. Clear Constraints
Here are some boundaries to follow …
3. High Autonomy
go and figure out how …
83. How Many Product Owners do you need?
A company develops a web-shop with services
like: a catalog, user profiles, email subscripNons,
persistent shopping cart, payments and B2B-
integraNon for partner shops.
How many products do you idenNfy?
How many Product Backlogs will you have?
How many Product Owners will you need?
85. Find Your Product Owner
You work for a company “Best SoluNons” in the Eastern
Europe that receives a project from a company
“All Possible” in Belgium.
“All Possible” works for “MediCare” that owns some
hospitals in the U.S.A. and need a paNent keeper soluNon
on tablets for its hospitals. A hospital in Alabama is the
one to start piloNng the new technology.
In groups – talk:
- draw a picture of the chain
- in which of the organizaNons “sits” your P.O.?
- who can (s)he be?
86.
87. Product Owner IS RESPONSIBLE FOR
RETURN ON INVESTEMENTS.
SCRUM PRODUCT BACKLOG IS THE TOOL
FOR MANAGING IT.
94. PRODUCT BACKLOG REFINEMENT
IS THE PBI 1/10 to 1/6
OF TEAM’S VELOCITY?
SPLIT IT
REFINE IT NEXT PBI
NO
IS THE PBI CLEAR, FEASIBLE
AND TESTABLE?
NO
YES
YES
101. INSTEAD Split BY BUSINESS VALUE
Payment
Payment with
Visa
Payment with
MasterCard
Payment with
PayPal
User is informed if
card data is not OK
User is taken to
success page
User is taken to
retry page
User can store his
card data Too big for a sprint SNll too big for a sprint
106. Scrum Inception
The bare minimum to start scrum
1. Common understanding of Scrum roles
2. Team arrangements
3. Initial Product Visioning
4. Initial Release Planning: MVP, next releases
5. User Story Writing Workshops
(minimum: Product Backlog for the 1st sprint)
6. Definition of Done
7. PLANNING the minimal infrastructure
8. Sprint Planning
Product
Visioning
Release
Planning
Sprinting
Process
Agreements
109. Benefits of Relative Estimates
+ Easier to agree.
+ Faster to esNmate.
+ The more you esNmate, the faster it goes.
+ Can be a whole-team learning acNvity
+ Make it impossible to play the blame game
+ Can be fun! (using games like Planning Poker)
- Harder to explain to others
- Harder to see impediments and interrupNons
NB: EsNmaNon techniques are not part of Scrum
112. Sprint Is Not Mini-Waterfalls
analyze
design
test
code
Sprint Sprint Sprint Sprint
113. SCRUM IS NOT A SERIES OF MINI WATERFALLS
Feature A Feature B
PLANNED:
A,B,C,D
DONE:
nothing
DESIGN
PROTO
MORE CODING
TESTING
Sprint done wrong
CODING
Feature D Feature C
(next sprint)
PLANNED:
A,B,C,D
DONE
A,B,D
Sprint done right
Discussion Point
[PO + Dev Team]
114. Done. or Done-Done-Done?
Feature A Feature B Feature D
COOL: A,B AND D ARE DONE!
CAN WE DEPLOY THEM NOW?
(poker face)
OK.. SO WHAT’S LEFT?
1.
2.
…
10.
115. SAMPLE Evolution of Doneness
user tests
automated
tested,
accepted
con@nuously
integrated
deployed
to staging
it is live
feature
by feature
it is live
by the end of
sprint
coded,
unit-tested
116. Sprint commitment
Product Owner and Development Team
together believe all planned PBIs that are taken
to the Sprint can be finished, given the DoD and
what is known up to the moment.
As soon as new informaNon is discovered that
makes the plan unrealisNc, a Development Team
and a Product Owner engage in a discussions to
make necessary scoping decisions.