Scrum is an agile framework for managing projects that emphasizes transparency, inspection, and adaptation. The key roles in Scrum are the Product Owner, Scrum Master, and Development Team. The Product Owner manages the Product Backlog of features and priorities. The Scrum Master coaches the team and removes impediments. The Development Team works in short Sprints to deliver working software. Key Scrum events include Sprint Planning, Daily Scrums, Sprint Reviews, and Sprint Retrospectives. Artifacts include the Product and Sprint Backlogs, as well as impediment and parking logs. Together, these roles, events, and artifacts aim to deliver working software frequently through an empirical process of transparent inspection and adaptation.
Collaboration Through Conflict - SFAA 2013Mark Kilby
Session at South FL's first agile conference where we talked about the 5 sources of conflict and various tools to help your team navigate it for better collaboration
Collaboration Through Conflict - SFAA 2013Mark Kilby
Session at South FL's first agile conference where we talked about the 5 sources of conflict and various tools to help your team navigate it for better collaboration
- Agile values and manifesto
- Scrum in details
- Themes, epics, and user stories
- Combining and splitting user stories.
- What could go wrong in Scrum and why?
- Overview in Other Agile methodologies:
- XP Agile Methodology
- KanBan Agile Methodology.
When scaling Agile, an effective Scrum of Scrums is fundamental to success. This presentation covers common patterns for Scrum of Scrums, with varied purpose and format. Successful practices, learned experience, potential anti-patterns, and alternatives to Scrum of Scrums are included.
Presented at Agile New England as an ANE 101 session on 4 February 2021.
High Quality Software Development with Agile and ScrumLemi Orhan Ergin
Module 1. Born to fail
- Why projects are failing
- Waterfall & traditional software development
Module 2. Agile
Module 3. Scrum
Module 4. Writing high quality software with Agile
- XP
- How Google Write Software
Module 5. Do's and dont's
- How Scrum might fail
- Myths and realities
Module 6. How to kick off Scrum
Introduction to Agile Project Management and ScrumVoximate
Brief introduction to Agile Project Management and Scrum covering user stories, story points, use of Fibonacci sequence values for story points, release planning, sprints, capacity, velocity, sprint commit meetings, sprint review meetings, and burndown charts. Explains the importance of returning the product to a potentially shippable state at the end of each sprint to reduce the accumulation of technical debt and keep the assessment of project progress realistic. Summarizes the roles in Scrum of the Product Owner (who writes or facilitates the writing by customers of user stories), the ScrumMaster (who manages the Scrum), and the Team (who do the work). Discusses values and best practices in Agile/Extreme Programming ("XP") values. Explains daily standup meeting in which people share what they did yesterday, what they're doing today, and any blocking issues they're encountering. Summarizes common problems with waterfall project management including a serialized process, longer time to market, isolation of developers from customer needs, plans falling out of synch with reality, lack of visibility into rate of progress, features being slashed late in the development cycle to bring in release dates, long time to project completion, late feedback from customers, projects falling behind schedule, and projects missing their market window or being killed before launch. Summaries problems with monolithic product requirements documents including length, lack of readability, disconnection from customer needs, and lack of clarity about which features are for which customers.
Case study for agile software development: Joe Crespo
How Agile (Scrum) is working for our team. Take a look at our methodology, how we're organizing the project, how we're approaching the 4 ceremonies, and how our practice might work for you.
“Scrum Master” & “Agile Project Manager”: A Tale of Two Different Roles by Manohar Prasad, CSP®-SM, CSP®-PO, CSM®, CSPO®, PSM I®, Agile Coach
“The Scrum Master is responsible for ensuring Scrum is understood and enacted. Scrum Masters do this by ensuring that the Scrum Team adheres to Scrum theory, practices, and rules.”
“The Scrum Master helps those outside the Scrum Team understand which of their interactions with the Scrum Team are helpful and which aren’t. The Scrum Master helps everyone change these interactions to maximize the value created by the Scrum Team.”
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.
Agile Project Management basics explained through the key values and principles of this methodology. A quick overview of some of the most important agile tools and techniques, like "MoSCoW" priority management and "Timeboxing" priority management.
- Agile values and manifesto
- Scrum in details
- Themes, epics, and user stories
- Combining and splitting user stories.
- What could go wrong in Scrum and why?
- Overview in Other Agile methodologies:
- XP Agile Methodology
- KanBan Agile Methodology.
When scaling Agile, an effective Scrum of Scrums is fundamental to success. This presentation covers common patterns for Scrum of Scrums, with varied purpose and format. Successful practices, learned experience, potential anti-patterns, and alternatives to Scrum of Scrums are included.
Presented at Agile New England as an ANE 101 session on 4 February 2021.
High Quality Software Development with Agile and ScrumLemi Orhan Ergin
Module 1. Born to fail
- Why projects are failing
- Waterfall & traditional software development
Module 2. Agile
Module 3. Scrum
Module 4. Writing high quality software with Agile
- XP
- How Google Write Software
Module 5. Do's and dont's
- How Scrum might fail
- Myths and realities
Module 6. How to kick off Scrum
Introduction to Agile Project Management and ScrumVoximate
Brief introduction to Agile Project Management and Scrum covering user stories, story points, use of Fibonacci sequence values for story points, release planning, sprints, capacity, velocity, sprint commit meetings, sprint review meetings, and burndown charts. Explains the importance of returning the product to a potentially shippable state at the end of each sprint to reduce the accumulation of technical debt and keep the assessment of project progress realistic. Summarizes the roles in Scrum of the Product Owner (who writes or facilitates the writing by customers of user stories), the ScrumMaster (who manages the Scrum), and the Team (who do the work). Discusses values and best practices in Agile/Extreme Programming ("XP") values. Explains daily standup meeting in which people share what they did yesterday, what they're doing today, and any blocking issues they're encountering. Summarizes common problems with waterfall project management including a serialized process, longer time to market, isolation of developers from customer needs, plans falling out of synch with reality, lack of visibility into rate of progress, features being slashed late in the development cycle to bring in release dates, long time to project completion, late feedback from customers, projects falling behind schedule, and projects missing their market window or being killed before launch. Summaries problems with monolithic product requirements documents including length, lack of readability, disconnection from customer needs, and lack of clarity about which features are for which customers.
Case study for agile software development: Joe Crespo
How Agile (Scrum) is working for our team. Take a look at our methodology, how we're organizing the project, how we're approaching the 4 ceremonies, and how our practice might work for you.
“Scrum Master” & “Agile Project Manager”: A Tale of Two Different Roles by Manohar Prasad, CSP®-SM, CSP®-PO, CSM®, CSPO®, PSM I®, Agile Coach
“The Scrum Master is responsible for ensuring Scrum is understood and enacted. Scrum Masters do this by ensuring that the Scrum Team adheres to Scrum theory, practices, and rules.”
“The Scrum Master helps those outside the Scrum Team understand which of their interactions with the Scrum Team are helpful and which aren’t. The Scrum Master helps everyone change these interactions to maximize the value created by the Scrum Team.”
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.
Agile Project Management basics explained through the key values and principles of this methodology. A quick overview of some of the most important agile tools and techniques, like "MoSCoW" priority management and "Timeboxing" priority management.
Agile management, or agile process management, or simply agile refers to an iterative, incremental method of managing the design and build activities of engineering, information technology and other business areas that aim to provide new product or service development in a highly flexible and interactive manner; an example is its application in Scrum, an original form of agile software development.
IPMA 2014 World Congress - Stakeholder Engagement between Traditional and Ag...Simone Onofri
If you are Agile or Traditional, or a mix of two, you cannot survive without (engaging) your stakeholder. After a “big picture view” on how stakeholders can be managed referring in Traditional Management and how this is vital in the Agile approach.
Executive Presentation on Agile Project Management by Boardroom Metrics Inc.Boardroom Metrics
This presentation was delivered to a group of senior executives with little or no understanding of Agile methodologies. It was an eye-opening experience!
If interested, please reach out to our firm to discuss how we can help your organization: 1.416.994.6552 or info@boardroommetrics.com
Agile Certification Professional (PMI-ACP) Certification is the most coveted agile certification for project managers offered by the reputed PMI Institute. PMI-ACP certification is globally acknowledged and is valid across industries. Prepare for PMP exam with Simplilearn and make us a part of your success story. Simplilearn brings to you online PMI-ACP exam prep course that gives you the liberty to study at your pace and from your own place. This PMI-ACP presentation provides you a complete overview of basics of agile certification. Each slide covers PMI-ACP topics based on PMI-ACP exam syllabus and is prepared by our certified agile practitioners who have years of experience in agile environment. Get an understanding of PMI-ACP framework, agile methodologies, agile principles and its implementations in various projects. Cited examples and practice questions based on agile course and industry specific subjects provide better insights on each topic improving your confidence and knowledge towards attaining the agile certification goal.
Agile Project Management - An introduction to Agile and the new PMI-ACPDimitri Ponomareff
The PMI-ACP recognizes knowledge of agile principles, practices and tools and techniques across agile methodologies. If you use agile practices in your projects, or your organization is adopting agile approaches to project management, then this PDM will provide a full overview about this new PMI certification while exploring key agile principles, practices and techniques. If you always wanted to learn more about agile, this presenter is a certified Agile practitioner, trainer and coach so you will receive up to date information about the state of Agile and how it can most help you in your organization or your career.
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
Optimise-GB provides you with a presentation on stakeholder engagement and management. Why is it that change initiatives, programmes and projects fail? Some might say that the project has been wrongly defined or executed poorly. There are other reasons why change initiatives fail: poor communication and a lack of engagement with stakeholders. This presentation provides some insights of how you can identify stakeholders, understand their issues and concerns, how to effectively communicate with people and how to resolve conflict to ensure buy in. There are a number of tools and techniques within this presentation. If you have any questions on simon@optimise-gb.com and visit www.optimise-gb.com for more details. Many thanks Simon Misiewicz
This workshop is part of our kickoff process for new projects.
It's a space to discuss about how we and our clients understand agile methodologies their implementation.
This presentation provides a quick guide to getting started with the Scrum framework. It's based on the 2020 Scrum Guide (https://scrumguides.org/scrum-guide.html). It can be used to introduce Scrum to new teams as well as experienced practitioners that need to refresh their understanding of the framework as part of the continuous improvement process. It also provides additional resources and references.
This presentation provides a quick guide to getting started with the Scrum framework. It's based on the 2020 Scrum Guide (https://scrumguides.org/scrum-guide.html). It can be used to introduce Scrum to new teams as well as experienced practitioners that need to refresh their understanding of the framework as part of the continuous improvement process. It also provides additional resources and references. This deck can be used by SMs or Agile Coaches to team Scrum Framework to teams.
This simple and crisp quick reference card is for Agile and Scrum basics. It is a simple way to glance through all the concepts and use it as a tool for revision, even before an interview.
In this slides deck, Avidan Hetzroni explains the basic concepts behind the Scrum Framework values and principles and how Scrum bind together the events, roles, and artifacts to govern the relationships and interaction between them.
Brief introduction to project management and project management toolsNathan Petralia
A brief introduction to project management, methodologies (waterfall, hybrid, agile, kanban, dedicated resources), project management tools, how to achieve success in 5 steps.
=== Drop me a note on LinkedIn if you want the PPT version ===
“Doing Agile is just a first step; being agile needs to have a totally different mindset, and multidimensional perspectives.”
― Pearl Zhu, Digital Agility: The Rocky Road from Doing Agile to Being Agile
This is an introductory overview of the Scrum Framework based on the Scrum Guide.
These charts are also the basis for the corresponding presentation available at the Enduring Agile channel on youtube, accessible using the link provided below:
https://youtu.be/eAZyChHY4Jo
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
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.
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
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.
3. Agile Manifesto
Manifesto for Agile Software Development
We are uncovering better ways of developing software by doing it and helping others
Kent Beck
Mike Beedle
Arie van Bennekum
Alistair Cockburn
Ward Cunningham
Martin Fowler
James Grenning
Jim Highsmith
Andrew Hunt
Ron Jeffries
Jon Kern
Brian Marick
Robert C. Martin
Steve Mellor
Ken Schwaber
Jeff Sutherland
Dave Thomas
do it. Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
Agile Manifesto, (http://agilemanifesto.org/iso)
4. SCRUM isn’t a metodology
It is a framework
To say that do SCRUM, you must:
(Transparency, Inspect and Continuous improvement) + (Daily Meeting, Time Box, Sprint)
11. SCRUM is based on the empirical
control process theory
Wikipedia: The empiricism is a philosophic theory that emphasize the experience role, related to
sensorial perception and making knowledge
12. The information must “flow”. It must speak the
same language (ex: “finished” definition)
Project = Objectives
+ Objectives = Continuous improvement
---------------------------------------------------------
Project = Continuous improvement
Project = Hunt deviations
Transparency
(continuous improvement process, too)
What we do when we detect a deviation? We adapt
Adapt is:
1. Create a plan to correct the deviation
2. Change the affected objectives
Inspection
Adaptation
15. SCRUM premises
• Customer stisfaction
• Change requirements receptivity
• Working product or service focus
• Sustainable development
• Business and developers open and daily cooperation
• Direct communication person to person
• Motivated individuals vs managed individuals
• Excellence orientation
• Simplicity
• Self-organized teams
• Adaptability
17. SCRUM values
• Commitment: Team working require a high degree of commitment
• Focus: Divide the problem
• Openness organization: Transparency and clarity
• Respect: Work respect. Team respect
• Courage: Courage to face complex projects challenges
29. Roles - Product Owner
Where take a part:
- Sprint 0
- Sprint Planning (objectives definition)
- Sprint Review
- Sprint Retrospective if it’s guest
- Grooming request or whrerever guest
What is responsible:
- Product Backlog
- Release Burn-down graph
Recommendations/Restrictions: PO and
SM can’t be the same.
Link between Customer and Development Team
Business or ICT focused
• Gives support to answer functional questions or difficulties
• Strategy. Know the “business”
• It defines the objectives
• It maintains the Product Backlog
• It negotiates the scope with the customer
• It defines consensually project and sprint acceptance criteria
• It budgets maintenance
31. Roles - Scrum Master
Scrum Master isn’t the Project Manager.
It’s DT and PO link
• It’s a coach/mentor for Team Development members
• It provides support to DT and solves problems
• It reports and archives
• It proposes, promotes and enhances process and team improvements
Where take a part:
- Sprint 0
- Sprint Planning
- Opcionaly Daily Meetings
- Sprint Review and Sprint Retrospective
- Grooming
What is responsible:
- Sprint Backlog with DT
- Scrum Board with DT
- Burn-down graph
- Incident Backlog and Impediment Backlog
- Scrum Retrospective
33. Roles
Development Team
Between 3 and 9 people, excluding PO and SM
All team members should be in direct contact between themselves, and with SM, too
• It’s flexible
• It’s self-organized
• It’s multidisciplinary
Where take a part:
- Sprint Planning
- Daily Meeting
- Sprint Review optionally
- Sprint Retrospective
- grooming wherever
guest
What is responsible:
- Determine detailed functionallity, and subdivide in tasks
- Estimate the effort, in Story Points
- Manage Sprint Backlog
- Provide finished product. Tested with acceptance criteria
- Execute Daily meeting and meet the rules
36. Time Box
Event Time Box
Sprint 0 No time limit. It depends on time available to launch the
project, etc.
Sprint Planning 8h time limit to 1 month Sprint
Daily meeting No more than 15 minutes
Sprint Review 4h time limit to 1 month Sprint
Sprint Retrospective 3h time limit to 1 month Sprint
Grooming Time should be between 5% and 10% of time Sprint
38. SCRUM events
Sprint Planning
Why do it?
1. To make detailed plan to
Sprint
2. To collect functionality to
developing
3. To answer questions
4. To create User Stories
5. To determine sprint and User
Story acceptance criteria
6. To breakdown User Story in
tasks, and determine effort for
each task
Sprint
planning
Sprint Revissió Retrospectiva
What to consider?
• User Stories valued
• Tasks valued
• It’s needed a sufficiently
detailed Product Backlog
What happens next?
• Daily Meeting
39. User Stories
User Stories are cards that explains detail
functional to each Product Backlog item
including descriptive information
Priority
Acceptance criteria
“Weight” in Story Points
40. Planning Poker
• To each functionality, the features are
exposed in order to give information and
accurate appraised. Once the exposure has
been done, each team member rate. This
method has two objectives
1. Consensus
2. Impartiality
• But, what really represent 1 Story Point effort?
41. Story Points
One Story Point is a way of effort consensus, to
build any functionality
43. SCRUM events
Daily Meeting
Why do it?
1. To explain your tasks
2. To follow state task
3. To determine what tasks
makes each developer
4. To answer questions
Sprint
planning
Sprint Revissió Retrospectiva
What to consider?
• Everyone talks and
participates
• Maximum duration: 15
minutes
• Always in the same place
• Always in the same hour
• Required for DT
• Volunteer for SM
• PO only if it is invited
45. SCRUM events
Sprint Review
Why do it?
(Part 1)
1. To show sprint
results/situation to PO
(Part 2)
1. To show increased product to
user/client
2. Obtain acceptance
Sprint
planning
Sprint Revissió Retrospectiva
What to consider?
• The acceptance launch the next
Sprint
• It’s necessary to explain to user the
Sprint objectives
• It’s recommended to add some useful
comment
• It’s necessary to run a Demo
What happens next?
• Sprint Retrospective
47. SCRUM events
Sprint Retrospective
Why do it?
1. To debate between SM and DT the
Sprint evolution
2. To Review incidents and locks
3. To search solutions
4. To apply continuous improvement
What to consider?
• It’s the continuous improvement
application
What happens next?
• Later, it’s applied the agreed Sprint
Impediments
Sprint
planning
Sprint Revissió Retrospectiva
50. Events and roles relation
DT SM PO Stakeholder
Sprint 0 Optional Yes Yes Optional
Sprint Planning Yes Yes
“What will to
do” definition
Daily meeting Yes Optional
Only if it is
invited
Sprint Review Recommended Yes Yes
Only 2n part
meeting, where is
doing demo and
request
acceptance
Sprint Retrospective Yes Yes
Only if it is
invited
Grooming Optional Yes Yes Optional
52. SCRUM artifacts
• Product Backlog
User Stories List
Only one
Responsible: PO
53. SCRUM artifacts
• Sprint Backlog
Sprint User Stories List
Do you can change?
Are tasks divisible?
Are tasks appraised?
Responsible: DT and SM
54. SCRUM artifacts
• Impediment Backlog
List of problems, that are used to search solutions
Who reports problems?
Examples?
55. SCRUM artifacts
• Incidence Backlog
Incidence Backlog is a problems detected list, at task level for
the Sprint. Any change not provided in a task is registered
on the list. This list is treated in the Sprint Retrospective
meeting
Examples?
56. SCRUM artifacts
• Parking Backlog
Parking Backlog is a stopped tasks list in the Sprint. A
task can be stopped if a problem it’s detected, or
maybe because is awaiting an intermediate result, etc.
Satisfacció del client: L’objectiu últim és la satisfacció del client. El client ha d’obtenir el que vol i ha de sentir que el producte que li donem és útil.
Receptivitat davant el canvi de requeriments: Els projectes no son estàtics. Canvien cada dia. La nostra feina diària ha de donar espai a assumir aquest fet.
Treball enfocat al producte, projecte o servei: La finalitat és la creació d’un producte útil, per sobre del mètode emprat.
Desenvolupament sostenible: La creació del producte ha de ser possible dins d’un marc de treball que sigui favorable per a tothom
Cooperació diària i oberta entre negoci i desenvolupadors: Tots els participants en la creació del producte han de estar en contacte sense traves. La informació ha de fluir.
Comunicació directa persona a persona: La comunicació cara a cara per sobre d’altres mitjans de comunicació. La comunicació cara a cara, si hi ha compromís per totes les parts, afavoreix l’adopció de responsabilitats.
Individus motivats front individus dirigits: Els participants en la creació del producte han de sentir-se part d’un equip, i han de sentir-se còmodes en la seva feina.
Orientació a l’excel·lència: L’objectiu no és crear producte perquè sí. L’objectiu és crear producte incremental que millora en qualitat cada dia.
Simplicitat: Fer només allò que és necessari. No reinventeu la roda. No us adalanteu a possibles necessitats que no han estat demanades. Si es detecta una necessitat útil no demanada cal comunicar-la abans de prendre la decisió unilateral de construir-la.
Equips auto-organitzats: L’equip és capaç de fer la feina que es demana. Les persones individualment potser no, però la feina és de l’equip, no de les persones. L’equip s’organitza de forma que pugui assumir tots els aspectes que comporta executar la feina.
Adaptabilitat: Els projectes canvien. Cal adaptar-se a aquest canvi i fer propostes que adaptin el projecte a la nova situació. L’adaptabilitat només és possible si l’equip és adaptable.