Based on our experience in introducing Scrum in large organizations we developed Scrum Readiness Checklist combining most important success factors, as well as troubleshooting guide for common problems.
This document provides an overview of scrum as an agile framework for IT projects. It first defines what a project is and discusses different software development life cycles (SDLC) models like waterfall, V-shaped, prototyping, spiral, iterative, and agile. It then focuses on agile development, describing the agile manifesto, principles, and iron triangle. Finally, it introduces scrum as a common agile method and notes that scrum will be discussed in more detail in part 2 of the document.
Scrum is an agile framework for managing projects, commonly used for software development. It utilizes empirical process control through short cycles of work called sprints, daily stand-up meetings, and artifacts like product backlogs and sprint backlogs. The scrum team consists of the product owner, scrum master, and development team. They participate in events like sprint planning, daily scrums, sprint reviews, and retrospectives. The goal is to frequently inspect work, adapt the process as needed, and transparently deliver working software increments within each sprint.
Scrum is a framework for managing product development using cross-functional self-organizing teams. It uses short iterations called sprints, typically 2 weeks, to incrementally build a shippable product. Scrum provides roles, meetings, artifacts, and rules to structure development. The product owner prioritizes features and accepts completed work. Teams self-organize their work during daily scrums and plan/review sprints. Scrum exposes issues to continuously improve the product and process.
This document discusses testing approaches in Agile development. It notes that Agile methods require discipline and sustainable practices. Agile teams value continuous testing to ensure continuous progress, with testing seen as a way of life rather than a phase. Shortening feedback loops through automated testing allows teams to detect problems quickly. The document emphasizes that testing moves the project forward by providing ongoing feedback, rather than acting as a gatekeeper. It also highlights practices like keeping code clean, using lightweight documentation, and considering work "done" only after it is implemented and tested.
The document summarizes key aspects of agile software development including requirements, architecture and design, development, testing and feedback, top 10 agile practices, and principles of agile methods. Requirements in agile are more suggestions than strict laws and are open to discussion. Architecture uses diagrams to explore technical and business aspects while design focuses on understanding delivery needs. Development is incremental, iterative, and focuses on immediate business value through small, frequent releases. Testing occurs continuously as development progresses from both developer and customer perspectives. Top practices include daily stand-ups, continuous integration, retrospectives, and planning sessions. Principles center around close customer involvement, incremental delivery, valuing people over processes, embracing change, and maintaining simplicity.
The Many approaches and methodologies are available in the development of software with error free to its end user by fulfilling the values of stake-holders. Among the available methodologies Agile is a popular methodology which is introduced in 2001. Agile consists of various development processes such as Scrum, XP, Kanban, Lean and others. Among them Lean is one of the methodology in development of software domain which is adapted from Toyota Production System. This paper concentrates on how Lean sustains in the business stagnation because there exists some problems such as missing deadline, over development and ineffective management. Lean is having its own advantages and pitfalls. To overcome the pitfalls of Lean an adaptive approach is needed which may fit with existing industry standards.
This document provides an overview and definition of Scrum, an agile framework for managing complex product development projects. Key points include:
- Scrum uses empirical process control with transparency, inspection, and adaptation to optimize predictability and control risk.
- The Scrum Team consists of a Product Owner, Development Team, and Scrum Master. Teams are self-organizing and cross-functional.
- The Product Owner is responsible for maximizing product value and managing the Product Backlog. The Development Team does the work, while the Scrum Master ensures Scrum process is followed.
- Scrum uses short Sprints, daily Scrums, Sprint Planning, Reviews, and Retrospectives as
Top success factors for successful agile deliveryWipro
The key factors for successful Agile project delivery according to survey respondents are:
1. Experience and training in Agile methods for all roles, along with proper coaching for new practitioners.
2. A Product Owner who fulfills requirements like prioritizing the backlog, making decisions, and being available to the team.
3. Commitment from senior stakeholders and customers, who understand Agile and provide support.
Additional important factors include having a self-organizing team, co-locating the team in a project space, an empowering Scrum Master, and involving customers in reviews and testing. Factors that can lead to failure include vague requirements, changing stories during a sprint, and
This document provides an overview of scrum as an agile framework for IT projects. It first defines what a project is and discusses different software development life cycles (SDLC) models like waterfall, V-shaped, prototyping, spiral, iterative, and agile. It then focuses on agile development, describing the agile manifesto, principles, and iron triangle. Finally, it introduces scrum as a common agile method and notes that scrum will be discussed in more detail in part 2 of the document.
Scrum is an agile framework for managing projects, commonly used for software development. It utilizes empirical process control through short cycles of work called sprints, daily stand-up meetings, and artifacts like product backlogs and sprint backlogs. The scrum team consists of the product owner, scrum master, and development team. They participate in events like sprint planning, daily scrums, sprint reviews, and retrospectives. The goal is to frequently inspect work, adapt the process as needed, and transparently deliver working software increments within each sprint.
Scrum is a framework for managing product development using cross-functional self-organizing teams. It uses short iterations called sprints, typically 2 weeks, to incrementally build a shippable product. Scrum provides roles, meetings, artifacts, and rules to structure development. The product owner prioritizes features and accepts completed work. Teams self-organize their work during daily scrums and plan/review sprints. Scrum exposes issues to continuously improve the product and process.
This document discusses testing approaches in Agile development. It notes that Agile methods require discipline and sustainable practices. Agile teams value continuous testing to ensure continuous progress, with testing seen as a way of life rather than a phase. Shortening feedback loops through automated testing allows teams to detect problems quickly. The document emphasizes that testing moves the project forward by providing ongoing feedback, rather than acting as a gatekeeper. It also highlights practices like keeping code clean, using lightweight documentation, and considering work "done" only after it is implemented and tested.
The document summarizes key aspects of agile software development including requirements, architecture and design, development, testing and feedback, top 10 agile practices, and principles of agile methods. Requirements in agile are more suggestions than strict laws and are open to discussion. Architecture uses diagrams to explore technical and business aspects while design focuses on understanding delivery needs. Development is incremental, iterative, and focuses on immediate business value through small, frequent releases. Testing occurs continuously as development progresses from both developer and customer perspectives. Top practices include daily stand-ups, continuous integration, retrospectives, and planning sessions. Principles center around close customer involvement, incremental delivery, valuing people over processes, embracing change, and maintaining simplicity.
The Many approaches and methodologies are available in the development of software with error free to its end user by fulfilling the values of stake-holders. Among the available methodologies Agile is a popular methodology which is introduced in 2001. Agile consists of various development processes such as Scrum, XP, Kanban, Lean and others. Among them Lean is one of the methodology in development of software domain which is adapted from Toyota Production System. This paper concentrates on how Lean sustains in the business stagnation because there exists some problems such as missing deadline, over development and ineffective management. Lean is having its own advantages and pitfalls. To overcome the pitfalls of Lean an adaptive approach is needed which may fit with existing industry standards.
This document provides an overview and definition of Scrum, an agile framework for managing complex product development projects. Key points include:
- Scrum uses empirical process control with transparency, inspection, and adaptation to optimize predictability and control risk.
- The Scrum Team consists of a Product Owner, Development Team, and Scrum Master. Teams are self-organizing and cross-functional.
- The Product Owner is responsible for maximizing product value and managing the Product Backlog. The Development Team does the work, while the Scrum Master ensures Scrum process is followed.
- Scrum uses short Sprints, daily Scrums, Sprint Planning, Reviews, and Retrospectives as
Top success factors for successful agile deliveryWipro
The key factors for successful Agile project delivery according to survey respondents are:
1. Experience and training in Agile methods for all roles, along with proper coaching for new practitioners.
2. A Product Owner who fulfills requirements like prioritizing the backlog, making decisions, and being available to the team.
3. Commitment from senior stakeholders and customers, who understand Agile and provide support.
Additional important factors include having a self-organizing team, co-locating the team in a project space, an empowering Scrum Master, and involving customers in reviews and testing. Factors that can lead to failure include vague requirements, changing stories during a sprint, and
A Pattern-Language-for-software-DevelopmentShiraz316
The document discusses the Scrum framework for agile software development. It notes that traditional defined process approaches make incorrect assumptions that requirements, solutions, developers, and environments can be fully defined and repeated. Scrum addresses this by dividing projects into short "Sprints" of fixed time periods, usually 1 month or less. Each Sprint pulls tasks from a prioritized backlog and aims to deliver working software. Daily Scrum meetings help teams self-organize and resolve issues. At the end of each Sprint, teams demonstrate progress to customers and prioritize new tasks for the next Sprint. By continually adapting requirements and quickly delivering working software, Scrum allows for the uncertainties of software development.
The document provides an overview of the Scrum methodology for agile software development. It describes the key roles in Scrum projects including the Product Owner, Scrum Master, and Development Team. It also outlines the core Scrum events such as sprint planning meetings, daily stand-ups, sprint reviews, and retrospectives. Finally, it summarizes the different phases in a Scrum project including vision, planning, development, release, and closure.
This document provides a summary of key concepts from Chapter 4 of the book "Essential Scrum". It describes the Scrum framework, roles, artifacts, and events. The Scrum roles include the Product Owner, Scrum Master, and Development Team. Key artifacts are the Product Backlog and Sprint Backlog. Main events are Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective. The goal is to help teams self-organize to deliver working software in short cycles through transparency, inspection, and adaptation.
The document discusses agile project management and compares it to the traditional approach. It outlines the key phases and characteristics of the Scrum framework, an agile method for managing iterative development projects. Scrum uses short "sprints" to iteratively develop software in increments, with daily stand-ups and involvement from customers and stakeholders. At the end of each sprint, completed work is reviewed and new work is planned for the next sprint. Scrum provides flexibility to adapt the project as requirements change compared to the traditional sequential approach.
Ian Sommerville, Software Engineering, 9th Edition Ch 23Mohammed Romi
The document discusses project planning for software development. It covers topics like software pricing, plan-driven development, project scheduling, and estimation techniques. Project planning involves breaking down work, anticipating problems, and preparing tentative solutions. A project plan is created at the start of a project to communicate the work breakdown and help assess progress. Planning is done at various stages including proposals, project startup, and periodically throughout the project. Factors like requirements, costs, and risks are considered in planning.
This document provides an overview of Agile methodology and Scrum framework. It defines key Agile concepts like iterations called sprints and artifacts like product backlog, sprint backlog, and product increment. It describes Scrum roles of product owner, Scrum master, and team. It outlines Scrum activities like sprint planning, daily scrum, sprint review, and retrospective. Finally, it discusses tools like task boards and burn down charts used to provide transparency and track progress.
The document discusses agile software development methods. It covers topics like agile methods, techniques, and project management. Agile development aims to rapidly develop and deliver working software through iterative processes, customer collaboration, and responding to changing requirements. Extreme programming (XP) is an influential agile method that uses practices like test-driven development, pair programming, frequent refactoring, and user stories for requirements specification. The key principles of agile methods are also outlined.
- Scrum is an agile framework for managing complex projects using short development cycles ("sprints"), regular inspection of progress, and adaptation to change. It emphasizes communication, collaboration, and incremental delivery of work.
- Key Scrum roles include the Product Owner who prioritizes features, the Development Team who implements them, and the Scrum Master who facilitates the process.
- Core Scrum activities are Sprint Planning meetings, Daily Scrums, Sprint Reviews, and Sprint Retrospectives, which focus the team and enable inspection and adaptation.
- The Product Backlog contains prioritized features and the Sprint Backlog contains work for the current Sprint. A Burn Down Chart tracks progress. Scrum
Scrum is an agile software development methodology that focuses on iterative development through short cycles called sprints. It emphasizes collaboration, flexibility, and rapid delivery of working software. Key aspects of Scrum include short sprints, daily stand-up meetings, product backlogs to track requirements, and emphasis on a cross-functional team that self-organizes to complete sprints. Scrum is well-suited for projects where requirements are unclear or likely to change.
The document discusses Scrum, an agile method for managing iterative software development. It describes the three phases of Scrum - planning, sprint cycles, and project closure. Key Scrum roles include the development team, product owner, and Scrum master. Sprints involve selecting features from the product backlog to develop over a fixed timeframe, usually 2-4 weeks. Daily Scrums allow the team to share updates. Benefits of Scrum include delivering working software increments frequently and establishing trust between customers and developers.
This document outlines procedures and roles for an efficient Scrum team. It describes recurring meetings like daily stand-ups, bi-weekly planning and retrospectives. Key roles of the Product Owner, Scrum Master and developers are defined. Metrics tracking and story acceptance criteria ensure predictability. While procedures can vary, the document advocates balanced teams and defect tracking for successful Agile delivery.
This document discusses project management and managing people on software projects. It covers topics like risk management, motivating team members, and dealing with different personality types. It provides an example of an individual motivation issue where a team member has lost interest in the project work and is no longer developing the skills they want. The project manager talks to the team member to understand the problem and find a way to re-engage them by addressing their skill development needs.
Scrum is an agile framework for managing projects that uses self-organizing cross-functional teams. It emphasizes iterative development, where teams work in short cycles called sprints to build functionality incrementally. The core roles are the product owner, who manages priorities and requirements, the development team, who does the work, and the scrum master, who facilitates the process. Key artifacts include the product and sprint backlogs which contain prioritized work items, and burn down charts which track progress. At the end of each sprint the team demonstrates a potentially shippable product increment.
This document discusses software project management. It begins by defining project management and its goals of supporting smooth development and reducing problems. It then discusses the four key aspects of effective software project management: people, product, process, and project. For each of these, it provides details on important considerations and best practices. It also discusses project planning, monitoring and control, termination. Key activities covered in depth include effort estimation, metrics, and measurements.
The document describes the Scrum agile process framework. It defines Scrum roles like the Product Owner, Scrum Master, and team members. It explains Scrum artifacts like the product and sprint backlogs. It outlines the Scrum events that occur in a sprint cycle, including sprint planning, daily stand-ups, backlog grooming, sprint reviews, and retrospectives. The goal of Scrum is rapid delivery of working software through short iterative cycles, continuous improvement, and an emphasis on collaboration between cross-functional teams.
Increase productivity and improve the predictability of software projects. Interest in the Scrum Agile process framework is exploding as companies discover that Scrum enables them to manage software projects with greater reliability and improve responsiveness to customers. This class introduces the skills that project managers and team leaders need to perform the basic steps of a Scrum process for software development.
-Learn how Scrum practices relate to project management fundamentals
-Learn the essentials of Scrum as a software development process
-Learn the three Scrum roles, three Scrum meetings, and three Scrum artifacts
-Project Managers and team leads learn basic planning, tracking, and management skills
-Product Managers learn how to develop and prioritize requirements
-Team members learn how to estimate and break down work
Featherweight is a lightweight change management application that helps teams integrate agile processes. It provides a centralized repository for requirements, designs, tests, and other assets. Teams can track requirements and other items through customizable workflows. The application also provides estimates and historical data to help plan releases. Featherweight aims to help teams implement fundamental software engineering practices in a flexible and affordable way.
Scrum an extension pattern language for hyperproductive software developmentShiraz316
Scrum is an agile software development framework that utilizes daily stand-up meetings called Scrum Meetings to manage unpredictable processes. During short, 15-minute Scrum Meetings, team members report on tasks completed since the previous meeting, any issues encountered, and their plan for the next 24 hours. This allows for continuous monitoring and adjustment of small, flexible assignments. Scrum Meetings foster transparency, knowledge sharing, and a collaborative culture within self-organizing teams. By frequently inspecting and adapting their process, teams can respond effectively to unpredictability and complexity inherent in software development.
Agile project management methods like Scrum can be challenging to implement in large organizations for several reasons: (1) project managers may resist new approaches, (2) quality procedures may conflict with agile practices, and (3) maintaining coherent teams is difficult over long projects. However, scaling agile methods is possible through techniques like replicating roles on multiple teams, aligning releases, and daily inter-team communication through Scrums of Scrums. The key is balancing up-front planning with incremental delivery through close customer involvement.
Software Development Process Models (SCRUM Methodology)Muhammad Ahmed
This document provides an overview of software process models and Scrum methodology. It defines a software process model as a description of the sequence of activities carried out in a software engineering project. The key activities include specification, design & implementation, validation, and evolution. Scrum is introduced as an agile software development framework. It utilizes short development cycles called sprints, daily stand-up meetings, product backlogs to track requirements, and emphasizes self-organizing teams and adaptive planning. The benefits of Scrum are discussed as improved productivity, quality, and ability to manage changing requirements.
A Pattern-Language-for-software-DevelopmentShiraz316
The document discusses the Scrum framework for agile software development. It notes that traditional defined process approaches make incorrect assumptions that requirements, solutions, developers, and environments can be fully defined and repeated. Scrum addresses this by dividing projects into short "Sprints" of fixed time periods, usually 1 month or less. Each Sprint pulls tasks from a prioritized backlog and aims to deliver working software. Daily Scrum meetings help teams self-organize and resolve issues. At the end of each Sprint, teams demonstrate progress to customers and prioritize new tasks for the next Sprint. By continually adapting requirements and quickly delivering working software, Scrum allows for the uncertainties of software development.
The document provides an overview of the Scrum methodology for agile software development. It describes the key roles in Scrum projects including the Product Owner, Scrum Master, and Development Team. It also outlines the core Scrum events such as sprint planning meetings, daily stand-ups, sprint reviews, and retrospectives. Finally, it summarizes the different phases in a Scrum project including vision, planning, development, release, and closure.
This document provides a summary of key concepts from Chapter 4 of the book "Essential Scrum". It describes the Scrum framework, roles, artifacts, and events. The Scrum roles include the Product Owner, Scrum Master, and Development Team. Key artifacts are the Product Backlog and Sprint Backlog. Main events are Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective. The goal is to help teams self-organize to deliver working software in short cycles through transparency, inspection, and adaptation.
The document discusses agile project management and compares it to the traditional approach. It outlines the key phases and characteristics of the Scrum framework, an agile method for managing iterative development projects. Scrum uses short "sprints" to iteratively develop software in increments, with daily stand-ups and involvement from customers and stakeholders. At the end of each sprint, completed work is reviewed and new work is planned for the next sprint. Scrum provides flexibility to adapt the project as requirements change compared to the traditional sequential approach.
Ian Sommerville, Software Engineering, 9th Edition Ch 23Mohammed Romi
The document discusses project planning for software development. It covers topics like software pricing, plan-driven development, project scheduling, and estimation techniques. Project planning involves breaking down work, anticipating problems, and preparing tentative solutions. A project plan is created at the start of a project to communicate the work breakdown and help assess progress. Planning is done at various stages including proposals, project startup, and periodically throughout the project. Factors like requirements, costs, and risks are considered in planning.
This document provides an overview of Agile methodology and Scrum framework. It defines key Agile concepts like iterations called sprints and artifacts like product backlog, sprint backlog, and product increment. It describes Scrum roles of product owner, Scrum master, and team. It outlines Scrum activities like sprint planning, daily scrum, sprint review, and retrospective. Finally, it discusses tools like task boards and burn down charts used to provide transparency and track progress.
The document discusses agile software development methods. It covers topics like agile methods, techniques, and project management. Agile development aims to rapidly develop and deliver working software through iterative processes, customer collaboration, and responding to changing requirements. Extreme programming (XP) is an influential agile method that uses practices like test-driven development, pair programming, frequent refactoring, and user stories for requirements specification. The key principles of agile methods are also outlined.
- Scrum is an agile framework for managing complex projects using short development cycles ("sprints"), regular inspection of progress, and adaptation to change. It emphasizes communication, collaboration, and incremental delivery of work.
- Key Scrum roles include the Product Owner who prioritizes features, the Development Team who implements them, and the Scrum Master who facilitates the process.
- Core Scrum activities are Sprint Planning meetings, Daily Scrums, Sprint Reviews, and Sprint Retrospectives, which focus the team and enable inspection and adaptation.
- The Product Backlog contains prioritized features and the Sprint Backlog contains work for the current Sprint. A Burn Down Chart tracks progress. Scrum
Scrum is an agile software development methodology that focuses on iterative development through short cycles called sprints. It emphasizes collaboration, flexibility, and rapid delivery of working software. Key aspects of Scrum include short sprints, daily stand-up meetings, product backlogs to track requirements, and emphasis on a cross-functional team that self-organizes to complete sprints. Scrum is well-suited for projects where requirements are unclear or likely to change.
The document discusses Scrum, an agile method for managing iterative software development. It describes the three phases of Scrum - planning, sprint cycles, and project closure. Key Scrum roles include the development team, product owner, and Scrum master. Sprints involve selecting features from the product backlog to develop over a fixed timeframe, usually 2-4 weeks. Daily Scrums allow the team to share updates. Benefits of Scrum include delivering working software increments frequently and establishing trust between customers and developers.
This document outlines procedures and roles for an efficient Scrum team. It describes recurring meetings like daily stand-ups, bi-weekly planning and retrospectives. Key roles of the Product Owner, Scrum Master and developers are defined. Metrics tracking and story acceptance criteria ensure predictability. While procedures can vary, the document advocates balanced teams and defect tracking for successful Agile delivery.
This document discusses project management and managing people on software projects. It covers topics like risk management, motivating team members, and dealing with different personality types. It provides an example of an individual motivation issue where a team member has lost interest in the project work and is no longer developing the skills they want. The project manager talks to the team member to understand the problem and find a way to re-engage them by addressing their skill development needs.
Scrum is an agile framework for managing projects that uses self-organizing cross-functional teams. It emphasizes iterative development, where teams work in short cycles called sprints to build functionality incrementally. The core roles are the product owner, who manages priorities and requirements, the development team, who does the work, and the scrum master, who facilitates the process. Key artifacts include the product and sprint backlogs which contain prioritized work items, and burn down charts which track progress. At the end of each sprint the team demonstrates a potentially shippable product increment.
This document discusses software project management. It begins by defining project management and its goals of supporting smooth development and reducing problems. It then discusses the four key aspects of effective software project management: people, product, process, and project. For each of these, it provides details on important considerations and best practices. It also discusses project planning, monitoring and control, termination. Key activities covered in depth include effort estimation, metrics, and measurements.
The document describes the Scrum agile process framework. It defines Scrum roles like the Product Owner, Scrum Master, and team members. It explains Scrum artifacts like the product and sprint backlogs. It outlines the Scrum events that occur in a sprint cycle, including sprint planning, daily stand-ups, backlog grooming, sprint reviews, and retrospectives. The goal of Scrum is rapid delivery of working software through short iterative cycles, continuous improvement, and an emphasis on collaboration between cross-functional teams.
Increase productivity and improve the predictability of software projects. Interest in the Scrum Agile process framework is exploding as companies discover that Scrum enables them to manage software projects with greater reliability and improve responsiveness to customers. This class introduces the skills that project managers and team leaders need to perform the basic steps of a Scrum process for software development.
-Learn how Scrum practices relate to project management fundamentals
-Learn the essentials of Scrum as a software development process
-Learn the three Scrum roles, three Scrum meetings, and three Scrum artifacts
-Project Managers and team leads learn basic planning, tracking, and management skills
-Product Managers learn how to develop and prioritize requirements
-Team members learn how to estimate and break down work
Featherweight is a lightweight change management application that helps teams integrate agile processes. It provides a centralized repository for requirements, designs, tests, and other assets. Teams can track requirements and other items through customizable workflows. The application also provides estimates and historical data to help plan releases. Featherweight aims to help teams implement fundamental software engineering practices in a flexible and affordable way.
Scrum an extension pattern language for hyperproductive software developmentShiraz316
Scrum is an agile software development framework that utilizes daily stand-up meetings called Scrum Meetings to manage unpredictable processes. During short, 15-minute Scrum Meetings, team members report on tasks completed since the previous meeting, any issues encountered, and their plan for the next 24 hours. This allows for continuous monitoring and adjustment of small, flexible assignments. Scrum Meetings foster transparency, knowledge sharing, and a collaborative culture within self-organizing teams. By frequently inspecting and adapting their process, teams can respond effectively to unpredictability and complexity inherent in software development.
Agile project management methods like Scrum can be challenging to implement in large organizations for several reasons: (1) project managers may resist new approaches, (2) quality procedures may conflict with agile practices, and (3) maintaining coherent teams is difficult over long projects. However, scaling agile methods is possible through techniques like replicating roles on multiple teams, aligning releases, and daily inter-team communication through Scrums of Scrums. The key is balancing up-front planning with incremental delivery through close customer involvement.
Software Development Process Models (SCRUM Methodology)Muhammad Ahmed
This document provides an overview of software process models and Scrum methodology. It defines a software process model as a description of the sequence of activities carried out in a software engineering project. The key activities include specification, design & implementation, validation, and evolution. Scrum is introduced as an agile software development framework. It utilizes short development cycles called sprints, daily stand-up meetings, product backlogs to track requirements, and emphasizes self-organizing teams and adaptive planning. The benefits of Scrum are discussed as improved productivity, quality, and ability to manage changing requirements.
Choose the Best Agile Product Development Method for a Successful BusinessFibonalabs
The document discusses different agile product development methodologies that can be used for successful businesses. It describes Scrum, Scaled Agile Framework (SAFe), Kanban, Extreme Programming, Feature-driven Development, Dynamic Systems Development Method, Crystal, and Lean. Each methodology is explained in terms of its structure, processes, and types of projects it can be used for. The document recommends choosing a methodology based on a business's requirements to achieve continuous progress through agile development.
This document outlines simple practices that can help establish discipline in software development teams. It discusses practices such as planning work, using Kanban boards, project estimation, tracking file versions and changes, conducting effective reviews, understanding metrics, and periodically reflecting on past accomplishments and lessons learned. Adopting these basic practices through a habit-forming approach can increase a team's effectiveness over time without much additional effort.
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The document provides an overview of agile software development methods. It discusses topics like agile vs plan-driven development, extreme programming, the agile manifesto and principles. Extreme programming is described as taking an extreme approach to iterative development with new versions built several times per day and increments delivered every 2 weeks. Key practices of XP like incremental planning, small releases, test-first development, pair programming and continuous integration are also summarized.
The document discusses how engineering managers can adapt to an agile work environment. It describes how one company addressed common challenges like product owner and architect shortages by having managers take on those roles. Managers were also given responsibilities like goal setting, cross-team knowledge sharing, and helping teams improve practices. This engaged managers in delivery while addressing skills gaps. The company also emphasized team success for performance reviews and career goals over individual metrics. This helped managers and other leads transition successfully to agile.
This document provides a summary of key Scrum concepts and roles. It explains that Scrum is a framework, not a methodology, and emphasizes empirical process control and self-organization. The three Scrum roles - Product Owner, Scrum Master, and Development Team - and their responsibilities are defined. Key Scrum events like the Sprint, Sprint Planning, Daily Scrum, Sprint Review, and Retrospective are also summarized in terms of their purpose and timebox guidelines.
“Selecting and implementing a new asset finance system? In the second of three articles, we go back to basics to take a look at what you need to consider at the start of your project to give yourself the best chance of success.”
This has necessarily been a brief look at Project Initiation. We welcome comments and would be happy to help you get your project off to a good start.
Large organizations face challenges scaling agile scrum practices across many teams due to issues like siloed teams losing overall product focus, fixed release dates encouraging a mini-waterfall model, and treating agile adoption as a project with an end rather than continuous improvement. The Large-Scale Scrum (LeSS) framework addresses these problems by organizing teams around customer-centric requirement areas rather than functions, empowering cross-functional feature teams to be self-managed and co-located, and viewing agile adoption as a continuous journey of inspection and adaptation. LeSS scales scrum without adding layers or processes in a non-prescriptive manner focused on continuous learning.
Asset finance system project initiation 101. “Selecting and implementing a new asset finance system? In the second of three articles, we go back to basics to take a look at what you need to consider at the start of your project to give yourself the best chance of success.” This has necessarily been a brief look at Project Initiation. We welcome comments and would be happy to help you get your project off to a good start.
The document discusses key concepts in project management including concerns managers have around quality, risk, cost, schedule, resources, and communication. It identifies reasons why projects fail such as changing requirements or unrealistic deadlines. Effective project management focuses on people, product, process, and project. Key players include stakeholders, team leaders, and software teams. The document provides guidance on organizing teams, defining product scope, decomposing problems, defining processes, and monitoring projects.
Agile is a software development approach that emphasizes collaboration, adaptation, and delivery of working software frequently. The Agile Manifesto values individuals, working software, customer collaboration, and responding to change over processes, tools, documentation, contracts, and plans. Scrum is an Agile framework that consists of self-organizing cross-functional teams including a Product Owner, Development Team, and Scrum Master who work in sprints to deliver working increments of software.
Scrum is an efficient framework within which you can develop software with teamwork. It is based on agile principles.
This presentation will help you understand agile development in general and Scrum in specific. You will get familiar with its associated terminology along with appropriate examples.
The Agile Readiness Assessment Tool EssayHeidi Owens
This report discusses Scrum, an agile software development methodology. It describes the key roles in Scrum - Product Owner, Scrum Master, and Development Team. It also outlines the core Scrum events - Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective. The report examines the Scrum process and how it aims to deliver working software frequently through short development cycles called sprints. It emphasizes that Scrum provides structure through its roles, events, and artifacts while allowing flexibility through its iterative approach.
The document discusses several key concepts in project management:
1) Projects often remain 90% complete for a long time as completion approaches, and things that can go wrong often do.
2) Software project management plans specify the technical and managerial approaches to develop software and include functions, tasks, activities, and a hierarchical structure.
3) Project structures can be hierarchical or project-based; project-based structures reduce bureaucracy but can be harder to manage.
Eoin Woods, CTO at Endava, provides insights into what we mean by agility and explores why successful Agile Transformation initiatives go beyond the development teams, in a whitepaper that discusses the six aspects of an organisation that need to evolve to achieve true agility.
The document discusses various scaled agile project management frameworks like LeSS, SAFe, DAD, and DSDM. It summarizes findings from a white paper on adopting these approaches which found that the mindset is more important than the specific method. Organizations need to determine what fits their purpose and rely on experienced teams to decide on the appropriate blend of techniques. Training, multi-skilling teams, and ensuring strategic alignment are also important for successful adoption of agile project management.
Best Practices When Moving To Agile Project ManagementRobert McGeachy
The document discusses best practices for moving to agile project management. It outlines the major challenges teams face including lack of discipline, changes in working styles and responsibilities, and testing challenges. It also provides tips for setting up an agile team through co-location, establishing a war room, and defining roles and responsibilities. Lastly, it discusses factors for organizational readiness for agile such as trust, empowerment, and a willingness to invest in training.
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Scrum in Large Companies public edition
1. Scrum in large companies concept map
scope of this document
We are writing about Scrum in
large organizations.
Scrum is just one of agile
methods that can be used to
organize development
projects. We focus on Scrum
because of its popularity;
however, if you are using
other agile method, much of
the document’s content will
probably still apply
Scrum is not a method of
managing a whole program
– if you wish to manage a
program of multiple agile
projects linked through
interdependencies, you
must either make custom
modifications to scale Scrum
(some public case studies
exist, e.g. Spotify), or use
one of the already defined
frameworks such as SAFe –
they are not the topic of this
document
Some practices that we
describe result from
requirements of large
company’s environment and
are not part of Scrum (e.g.
practical need of making and
tracking estimates for
budgeting)
Agile
methods
Scrum (single team) in
a large company’s
environment is the
focus of this document
are tailored for a
scale of:
Program composed of
multiple parallel agile
teams
Single agile
team
can use methods
including:
can use methods
including:
Scrum Extreme
Kanban Scrum custom- SAFe Agility Path
Programming
tailored to support
parallel teams
LeSS DAD
SAFe
SAFe is a quite elaborate
framework, which on one hand
might feel appropriate in some
corporate environments, but on
the other hand, some agile
practitioners feel it moves too
far from agile principles (e.g.
self-organization) to appease
management’s need for control
The framework has three levels:
Team, which is organized
similarly to Scrum teams
Program, which collects
increments into a common
release called Train
Portfolio, which is
responsible for strategic
vision, high-level
requirements, architecture
and budget allocation
LeSS
On the other hand LeSS (Large-
Scale Scrum) is a framework
considered relatively
lightweight compared to SAFe
The authors try to keep
adjustments required to scale
Scrum only to a necessary
minimum, so as not to
compromise the spirit of agile
development
There are two variations of the
framework – for smaller
programs (up to 10 Scrum
teams), and for even larger
initiatives
Marketing and formal
framework (certification) are at
the moment of writing not well
developed
Is agile scalable?
In order to manage parallel
teams effectively,
adjustments need to be
made to address obvious
non-scalable elements of a
single Scrum team (or other
method)
Among other difficulties,
large scale programs have
more than one Product
Owner for the whole
solution, teams need to work
together on
interdependencies and
program progress should be
tracked as a whole
The simplest case of scaling
beyond one team is a single
Product Owner managing
single backlog developed by
more than one team, with
Scrum Master tasked with
managing interdependencies
In order to scale further, one
approach is to organically
accrue adjustments to scale the
method that had already been
proven on a smaller scale, while
another would be to reuse one
of the scaled agile frameworks
listed on the map above
Typical measures to scale
Scrum organically include
introducing new practices to
coordinate product
development (e.g. Scrum of
Scrums), and assigning new
roles to ensure one point of
ownership of certain areas (e.g.
system owners) to coordinate
changes to respective
applications
goldenberry public edition
2. Scrum in large companies readiness checklist
Based on our experience in working for large IT organizations we have
collected a list of checkpoints that we understood as critical for successful
Scrum introduction.
1. team composition
not just programmers: get the
right mix of profiles.
a. there is one clearly
defined Product Owner
b. Product Owner is
empowered to make all
decisions regarding scope
and budget
c. Product Owner is either
dedicated to the project as
much as it is required, or
there is relevant support
from proxy Product Owner
(e.g. business analyst)
d. there is a Scrum Master
fully committed to the
project
e. there is at least one
team member with
significant experience in
agile projects to provide
knowledge and coaching
f. development team is
fully dedicated to the
project and membership
does not change unless it
is truly required
why is it more difficult..
..to implement Scrum in a large
company than in a small one?
executives are used to
working in silos and to
finger-pointing at
counterparts (IT vs.
business) when something
goes wrong, rather than
working together
people are reluctant to take
on tasks ‘out of their job
description’, whereas in
Scrum team members are
multidisciplinary
navigating organizational
structure and parallel
projects is often more
complex than the product
itself and requires effective
communication rather than
technical skills
programmers must work
with legacy frameworks and
practices adopted by
corporate IT organization,
which adds to the learning
curve and slows down the
development
The checklist cannot capture complexity of every organizational context,
but it is useful for a quick check to avoid common pitfalls.
2. team preparation
familiarize all members with their
project roles.
a. all team members,
including Product Owner,
had basic Scrum training
b. Product Owner was
made aware that initial
reviews would be far from
the final target solution
c. Product Owner was
trained to continuously
monitor the project
budget and timeline
d. both IT and business
team members describe
project as 'our' rather than
'their'
e. all team members are
encouraged to contribute
in all types of tasks
(analysis, development,
tests)
f. Scrum Master is not
appointed as project
manager, but as a team
member whose role is to
remove project obstacles
3. project preparation
in complex environment, some
things are better prepared in
advance.
a. all team members are
on site and if not, efficient
technical means exist for
telepresence
b. there is a separate
project room for the team
on site
c. product backlog is
created before the first
sprint
d. there is a high-level
concept/design/architectu
re of the solution that is
about to be developed
e. software environments,
including the one for
sprint reviews, are set up
before start of the project
f. there is a dedicated
tool to manage product
backlog available to all
team members, including
Product Owner
4. project delivery
ensure that crucial practices are
observed.
a. product backlog is
continuously reviewed by
the Product Owner
b. every sprint ends with
sprint review
c. Product Owner
participates in sprint
planning and reviews
d. during sprint planning
all user stories are given
estimates
e. estimates are
compared against actuals:
all team members log their
time spent
f. either Product Owner
or proxy Product Owner
(whichever is applicable)
takes part in backlog
refinements to prepare
the team for the next
sprint planning
goldenberry public edition
3. Scrum in large companies troubleshooting
Below are some of the typical problems that may arise during Scrum
introduction, along with illustrative mitigation measures.
1. Product Owner does not fulfill his or her role – business
decisions are delayed or changed, the product is not reviewed
regularly
if Product Owner cannot commit as much of his or her time as is
necessary (or if it is not nearly enough even if he can dedicate
100%), delegate proxy Product Owner with capacity to provide
80% input required by developers, spare Product Owner time
for critical decisions and reviews
make sure the team contains members with business analysis
background, so Product Owner is not overloaded with tasks
requiring extensive analysis
2. Developers cannot get hold of knowledge and documentation
(e.g. interfaces) of other systems used in the organization and are
wasting time on communicating and waiting around for input
investigate if Scrum Master is effective: his or her job is exactly
to remove obstacles in front of developers, so that they can be
productive; maybe Scrum Master is not 100% assigned to the
project, is busy with other tasks or has not enough experience
to quickly address blocking issues
ensure that at least some team members are on site physically
close to key experts outside of the team, so they can reach
them quicker and obtain information in a non formal way
verify that some team members have business analysis
background, so that they can navigate organization and gain
access to knowledge quicker than developers
3. Developed software is of poor technical quality, which manifests
itself in common occurrence of regression bugs
verify that high-level design of the solution as well as coding
guidelines exist and are known to the team members
make sure refactoring is included in the estimates
make sure unit tests are included in the estimates
if team is geographically distributed, consider delegating senior
team member to work on site where there are problems with
delivery
organize resources so that manual testing can be continuous
and parallel to development, as opposed to be limited to the
last days before a review or release
4. Sprint reviews do not happen, either because ‘there are not
enough new things’ in the solution or there are organizational
issues (environment is not working, Product Owner is not
available)
ensure the team has split business requirements into user
stories small enough they take maximum one sprint to produce
check that a stable software environment exists to show the
work that has been finished
verify if the Product Owner is in close collaboration with
developers, meaning he or she takes active part in solution
review
all 13 issues are available in the full edition, contact us for a
complimentary copy.
troubleshooting
As for general rules for
troubleshooting Scrum
introduction:
introducing Scrum is more
about a culture change than
new methodology, therefore
to solve problems first look to
soft skills, avoid urge to hard-wire
processes and to
complicate tracking tools
remember that you introduce
Scrum in order to achieve
specific goals, therefore keep
an eye on the goal rather
than compliance with each
and every Scrum guideline,
and feel free to adjust its
practices to your project
context
invest in intensive coaching
of your team in the early
stages of Scrum introduction
– team attitude and
commitment is the most
important success factor
goldenberry public edition
4. Scrum in large companies contact us
get full edition
if you are introducing Scrum in
your company, email us to
receive complimentary copy of
the full edition:
contact@goldenberry.eu
Full edition contains among
others:
remaining troubleshooting
items
Sprint 0 description
Scrum Master preferred
profile
Product Owner preferred
profile
comparison of Scrum
elements in large vs. small
company
examples of tools to be used
with Scrum
Metropolitan
Pl. Piłsudskiego 3
00-078 Warsaw
tel. +48 22 449 00 50
about goldenberry
Goldenberry is a management and IT
consulting company.
We specialize in supporting large
organizations in their most
challenging initiatives, including IT
transformation.
Need additional assistance for your
Scrum project? Contact us to talk
with one of our experts and discuss
how we could help.
Berkeley Square House, 2nd floor
Berkeley Square
W1J 6BD London
authors
Dina Dąbrowska associate
dina.dabrowska@goldenberry.eu
Bartłomiej Owczarek partner
bartlomiej.owczarek@goldenberry.eu
document version 1.1, October 2014
tel. +44 20 7887 6067 www.goldenberry.eu
goldenberry public edition