The iteration planning meeting is where the team commits to completing the highest priority product backlog items within the upcoming iteration timebox based on their capacity. They determine the tasks needed to complete each item and estimate the effort. If any tasks exceed an individual's capacity, the team collaborates to redistribute the work. Once all tasks are estimated and assigned, the team commits to the iteration backlog plan.
The document discusses how Agile Scrum practices can help teams achieve high performance. It defines characteristics of high performing teams, compares traditional and iterative software development processes, and outlines the key practices of Scrum methodology. Scrum utilizes cross-functional, self-organizing teams who work in short iterations to deliver working software. Daily stand-ups, sprint planning and reviews, and retrospectives help teams adapt and improve over time.
This document provides an agenda and topics for a Certified ScrumMaster 2008 presentation. The agenda covers two days and includes topics such as estimation, planning, retrospectives, roles and responsibilities, Scrum flow, scaling Scrum, and a velocity game. It also includes descriptions of Scrum roles including the ScrumMaster, team, and Product Owner as well as their key responsibilities. Examples are provided to test if an organization follows Scrum practices.
The document discusses implementing a Scrum methodology for an Aras Innovator project, outlining Scrum concepts like product backlogs, sprints, and meetings and how they apply to modeling requirements, designing solutions, and delivering product increments in Aras. It emphasizes best practices like accurate use cases, prioritization, prototypes for validation, and result presentations.
Flexibility in Software Development Methodologies: Needs and BenefitsCognizant
Companies can benefit from introducing flexibility into their software development methodologies, including incorporation of the Waterfall and Scrum models in different software modules of the same project and utilizing geographically distributed teams.
This document discusses challenges in responding to requests for proposals (RFPs) from the supplier's point of view and provides recommendations for clients. It notes that typical RFP questions about productivity, effort, and price per function point are difficult for suppliers to answer because of uncertainties in project size and duration. Suppliers face a tradeoff between delivering in minimal time versus optimal effort. The document recommends clients ask more standardized questions about size, cost, productivity, and duration to facilitate comparisons, and to perform reality checks of proposals against benchmark data to avoid unrealistic estimates. Clients should choose suppliers who can provide evidence of their estimated productivity levels.
The document discusses creating a balanced scorecard framework for measuring an IT group's performance using Agile methods. It includes creating a strategy map with objectives in the areas of finance, customer value, internal processes, and learning & growth. Key performance indicators are identified for each objective as leading or lagging measures. The framework aims to measure knowledge, skills, abilities, efficiencies in delivering services to clients, and enable periodic reporting with both types of performance indicators based on IT goals.
The document discusses Agile software development using Scrum. It provides background on the speaker and an overview of Agile methods and Scrum frameworks. Specifics covered include Scrum roles like Product Owner and Scrum Master, the sprint planning and review process, and how Scrum has been implemented at CERN for software development projects. Benefits noted include increased focus, visibility, and productivity compared to traditional methods. Challenges of adoption and client buy-in are also addressed.
The document discusses how Agile Scrum practices can help teams achieve high performance. It defines characteristics of high performing teams, compares traditional and iterative software development processes, and outlines the key practices of Scrum methodology. Scrum utilizes cross-functional, self-organizing teams who work in short iterations to deliver working software. Daily stand-ups, sprint planning and reviews, and retrospectives help teams adapt and improve over time.
This document provides an agenda and topics for a Certified ScrumMaster 2008 presentation. The agenda covers two days and includes topics such as estimation, planning, retrospectives, roles and responsibilities, Scrum flow, scaling Scrum, and a velocity game. It also includes descriptions of Scrum roles including the ScrumMaster, team, and Product Owner as well as their key responsibilities. Examples are provided to test if an organization follows Scrum practices.
The document discusses implementing a Scrum methodology for an Aras Innovator project, outlining Scrum concepts like product backlogs, sprints, and meetings and how they apply to modeling requirements, designing solutions, and delivering product increments in Aras. It emphasizes best practices like accurate use cases, prioritization, prototypes for validation, and result presentations.
Flexibility in Software Development Methodologies: Needs and BenefitsCognizant
Companies can benefit from introducing flexibility into their software development methodologies, including incorporation of the Waterfall and Scrum models in different software modules of the same project and utilizing geographically distributed teams.
This document discusses challenges in responding to requests for proposals (RFPs) from the supplier's point of view and provides recommendations for clients. It notes that typical RFP questions about productivity, effort, and price per function point are difficult for suppliers to answer because of uncertainties in project size and duration. Suppliers face a tradeoff between delivering in minimal time versus optimal effort. The document recommends clients ask more standardized questions about size, cost, productivity, and duration to facilitate comparisons, and to perform reality checks of proposals against benchmark data to avoid unrealistic estimates. Clients should choose suppliers who can provide evidence of their estimated productivity levels.
The document discusses creating a balanced scorecard framework for measuring an IT group's performance using Agile methods. It includes creating a strategy map with objectives in the areas of finance, customer value, internal processes, and learning & growth. Key performance indicators are identified for each objective as leading or lagging measures. The framework aims to measure knowledge, skills, abilities, efficiencies in delivering services to clients, and enable periodic reporting with both types of performance indicators based on IT goals.
The document discusses Agile software development using Scrum. It provides background on the speaker and an overview of Agile methods and Scrum frameworks. Specifics covered include Scrum roles like Product Owner and Scrum Master, the sprint planning and review process, and how Scrum has been implemented at CERN for software development projects. Benefits noted include increased focus, visibility, and productivity compared to traditional methods. Challenges of adoption and client buy-in are also addressed.
1. Agile development focuses on delivering working software frequently, such as every two weeks to two months, to get customer feedback early and often in order to adapt quickly to changing needs.
2. It emphasizes collaboration between business and development teams to keep the customer's needs and priorities front and center throughout the process.
3. Self-organizing teams work in short iterations to deliver incremental value with each release rather than attempting to deliver all functionality at once at the end.
The document discusses Agile development principles and practices. It provides 3 key points:
1. Agile development puts the product owner, representing the customer or business, in control of determining what features are developed. This allows customers to change priorities and react quickly to changing market needs.
2. Agile provides transparency into the development process for customers. It engages customers throughout development to provide better understanding and reduce feelings of helplessness.
3. Agile puts the development team in control of how features are developed. Teams are self-organizing to determine the best approaches.
Scrum is an agile project management framework that uses iterative sprints, daily stand-ups, and regular planning and review meetings. The key aspects of scrum include sprint planning meetings to select work, daily scrums to track progress, a sprint review to demonstrate completed work, and a retrospective to improve processes. Scrum focuses on empirical process control, self-organizing teams, and iterative delivery of working software.
The document discusses key principles of Scrum, including valuing individuals and interactions over processes, working software over documentation, and responding to change over following a plan. It describes Scrum goals of delivering working software frequently through iterations, favoring customer collaboration, and responding to changing requirements. Scrum uses self-organizing cross-functional teams, daily stand-ups, sprints, and retrospectives to deliver working increments iteratively.
The document discusses key concepts in Scrum methodology including:
- The three pillars of Scrum are transparency, inspection, and adaptation.
- Scrum is based on empiricism where concepts come from experience.
- The Scrum team is cross-functional and self-organizing. The Product Owner prioritizes work and the Development Team delivers working increments each sprint. The Scrum Master removes impediments.
- Sprints have timeboxes (e.g. 1 month) and include planning, daily standups, development work, a review, and retrospective at the end of each sprint. The goal is a shippable increment of value.
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.
Agile methodology is an iterative software development approach based on self-organizing cross-functional teams. It promotes adaptive planning, evolutionary development, rapid response to change, and encourages collaboration. Key aspects of agile include daily stand-up meetings to track progress, prioritized backlogs to plan work, sprints to structure development in short cycles, and continuous integration to merge code changes. At the end of each sprint, teams demo completed work to stakeholders in a sprint review.
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.
Iteration planning and user story definitionjobin joy
The document discusses iteration planning in agile software development. Iteration planning is a meeting at the start of each iteration where the development team plans the next set of product backlog items to complete within the iteration timeframe. The team determines how many stories can fit based on velocity, breaks stories into tasks, estimates task hours, and ensures capacity is not exceeded. The product owner describes high-priority stories and the team plans the tasks needed to complete them.
Scrum is an agile software methodology for managing product development. Above presentation states how joining the scrum activities ( Roles, artifacts and events ), we form a complete scrum cycle, which helps in developing a flexible and holistic Product.
Scrum is an agile development method that focuses on managing tasks within a team environment. It advocates for small, self-organizing teams of 7-9 members empowered to manage their own work. Key Scrum roles include the Scrum Master who removes obstacles, Product Owner who prioritizes a backlog of requirements, and the Scrum Team who completes the work. The team works in sprints or cycles to deliver functionality by selecting items from the backlog, estimating tasks, daily stand-ups, and sprint reviews where progress is demonstrated.
Learn and Grow:
We give trainings for following courses:
Selenium with Java Online Training
Selenium with C# Online Training
JMeter Online Training
CodedUI Online Training
QTP Online Training
Manual Testing Online Training
ISTQB Certification Training
Scrum Master Training
Website : http://globalsqa.com/onlineTrainings.html
Email : contact@globalsqa.com
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.
Agile is a software development methodology that uses short iterative cycles called sprints to develop software incrementally and align with changing business needs. It values early and continuous delivery of working software, welcoming changing requirements, self-organizing teams, and face-to-face conversations. Scrum is an agile framework that uses sprints, daily stand-ups, sprint reviews, and retrospectives in an empirical process of transparency, inspection, and adaptation. The product owner prioritizes the backlog and the scrum team works to complete items in each sprint.
The document provides an overview of Agile methodology and Scrum framework. It describes that Agile is an alternative project management approach that uses short iterative cycles called sprints to incrementally deliver working software. Scrum is the most commonly used Agile framework and involves roles of Product Owner, Scrum Master, and team. It uses artifacts like Product Backlog and Sprint Backlog and events like Sprint Planning, Daily Scrum, and Sprint Review.
The document describes an application of Rapid Action Tools to improve the process for handling transfer bags at an airline hub station ground operations. A Rapid Action Team was formed across shifts led by a Ground Operations supervisor and Black Belt coach. The team's actions included setting up a separate staging area and process for transfer bags, designating equipment for transfer bags, and creating a training manual. They also set up a permanent roster for a dedicated Transfer Bag Team. As a result, the station improved its performance for lost transfer bags from last to first among airline stations within six months, saving $60,000 annually in reduced fees. Employee morale also improved significantly. The cycle time for the team to complete its work was 48 days.
Are We Really Being Agile? (w/ Portuguese)Richard Cheng
The document discusses Agile principles and methodologies. It begins by listing the 12 principles behind the Agile Manifesto, which focus on customer satisfaction, welcoming changing requirements, frequent delivery of working software, collaboration between business and development teams, self-organizing teams, face-to-face communication, working software as a measure of progress, sustainable development, technical excellence, simplicity, and continuous improvement. It then provides an overview of common Agile methodologies like Scrum, XP, Kanban, SAFe, and Lean. The document is authored by an Agile trainer and coach with experience in Federal and commercial Agile transformations.
explains basic scrum jargon and details regarding scrum like duties of product owner,duties of scrum master,duties of development team,sprint planning,daily scrum,sprint overview,sprint retrospective
The document discusses various concepts related to agile software development methodology including Scrum, Kanban, sprints, product and sprint backlogs, daily standups, planning and retrospective meetings. It provides details on Scrum roles like Product Owner and Scrum Master and their responsibilities. Various agile terms are defined like velocity, story boards, spikes, impediments and user stories. The advantages of the agile methodology are highlighted.
The document provides information about the PSM II exam from VCEplus, including:
- The exam details such as the number (PSM II), passing score (800), time limit (120 min), and website links.
- A sample exam question asking about the activities a Scrum Master manages.
- Additional sample exam questions about topics like cross-functional teams, product progress, impediments, and more.
This paper describes how Rally Software provides a comprehensive
solution for implementing SAFe in your organization. While you will
find many vendors providing Agile support for the Team level, Rally
provides support at each and every one of the three SAFe levels.
Performance Analysis of Leading Application Lifecycle Management Systems for...Daniel van den Hoven
The performance of three leading application lifecycle management (ALM) systems (Rally by Rally Software, VersionOne by VersionOne, and JIRA+GreenHopper by Atlassian) was assessed to draw comparative performance observations when customer data exceeds a 500,000-
artifact threshold. The focus of this performance testing was how each system handles a
simulated “large” customer (i.e., a customer with half a million artifacts). A near-identical representative data set of 512,000 objects was constructed and populated in each system in order
to simulate identical use cases as closely as possible. Timed browser testing was performed to gauge the performance of common usage scenarios, and comparisons were then made. Nine tests were performed based on measurable, single-operation events
1. Agile development focuses on delivering working software frequently, such as every two weeks to two months, to get customer feedback early and often in order to adapt quickly to changing needs.
2. It emphasizes collaboration between business and development teams to keep the customer's needs and priorities front and center throughout the process.
3. Self-organizing teams work in short iterations to deliver incremental value with each release rather than attempting to deliver all functionality at once at the end.
The document discusses Agile development principles and practices. It provides 3 key points:
1. Agile development puts the product owner, representing the customer or business, in control of determining what features are developed. This allows customers to change priorities and react quickly to changing market needs.
2. Agile provides transparency into the development process for customers. It engages customers throughout development to provide better understanding and reduce feelings of helplessness.
3. Agile puts the development team in control of how features are developed. Teams are self-organizing to determine the best approaches.
Scrum is an agile project management framework that uses iterative sprints, daily stand-ups, and regular planning and review meetings. The key aspects of scrum include sprint planning meetings to select work, daily scrums to track progress, a sprint review to demonstrate completed work, and a retrospective to improve processes. Scrum focuses on empirical process control, self-organizing teams, and iterative delivery of working software.
The document discusses key principles of Scrum, including valuing individuals and interactions over processes, working software over documentation, and responding to change over following a plan. It describes Scrum goals of delivering working software frequently through iterations, favoring customer collaboration, and responding to changing requirements. Scrum uses self-organizing cross-functional teams, daily stand-ups, sprints, and retrospectives to deliver working increments iteratively.
The document discusses key concepts in Scrum methodology including:
- The three pillars of Scrum are transparency, inspection, and adaptation.
- Scrum is based on empiricism where concepts come from experience.
- The Scrum team is cross-functional and self-organizing. The Product Owner prioritizes work and the Development Team delivers working increments each sprint. The Scrum Master removes impediments.
- Sprints have timeboxes (e.g. 1 month) and include planning, daily standups, development work, a review, and retrospective at the end of each sprint. The goal is a shippable increment of value.
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.
Agile methodology is an iterative software development approach based on self-organizing cross-functional teams. It promotes adaptive planning, evolutionary development, rapid response to change, and encourages collaboration. Key aspects of agile include daily stand-up meetings to track progress, prioritized backlogs to plan work, sprints to structure development in short cycles, and continuous integration to merge code changes. At the end of each sprint, teams demo completed work to stakeholders in a sprint review.
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.
Iteration planning and user story definitionjobin joy
The document discusses iteration planning in agile software development. Iteration planning is a meeting at the start of each iteration where the development team plans the next set of product backlog items to complete within the iteration timeframe. The team determines how many stories can fit based on velocity, breaks stories into tasks, estimates task hours, and ensures capacity is not exceeded. The product owner describes high-priority stories and the team plans the tasks needed to complete them.
Scrum is an agile software methodology for managing product development. Above presentation states how joining the scrum activities ( Roles, artifacts and events ), we form a complete scrum cycle, which helps in developing a flexible and holistic Product.
Scrum is an agile development method that focuses on managing tasks within a team environment. It advocates for small, self-organizing teams of 7-9 members empowered to manage their own work. Key Scrum roles include the Scrum Master who removes obstacles, Product Owner who prioritizes a backlog of requirements, and the Scrum Team who completes the work. The team works in sprints or cycles to deliver functionality by selecting items from the backlog, estimating tasks, daily stand-ups, and sprint reviews where progress is demonstrated.
Learn and Grow:
We give trainings for following courses:
Selenium with Java Online Training
Selenium with C# Online Training
JMeter Online Training
CodedUI Online Training
QTP Online Training
Manual Testing Online Training
ISTQB Certification Training
Scrum Master Training
Website : http://globalsqa.com/onlineTrainings.html
Email : contact@globalsqa.com
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.
Agile is a software development methodology that uses short iterative cycles called sprints to develop software incrementally and align with changing business needs. It values early and continuous delivery of working software, welcoming changing requirements, self-organizing teams, and face-to-face conversations. Scrum is an agile framework that uses sprints, daily stand-ups, sprint reviews, and retrospectives in an empirical process of transparency, inspection, and adaptation. The product owner prioritizes the backlog and the scrum team works to complete items in each sprint.
The document provides an overview of Agile methodology and Scrum framework. It describes that Agile is an alternative project management approach that uses short iterative cycles called sprints to incrementally deliver working software. Scrum is the most commonly used Agile framework and involves roles of Product Owner, Scrum Master, and team. It uses artifacts like Product Backlog and Sprint Backlog and events like Sprint Planning, Daily Scrum, and Sprint Review.
The document describes an application of Rapid Action Tools to improve the process for handling transfer bags at an airline hub station ground operations. A Rapid Action Team was formed across shifts led by a Ground Operations supervisor and Black Belt coach. The team's actions included setting up a separate staging area and process for transfer bags, designating equipment for transfer bags, and creating a training manual. They also set up a permanent roster for a dedicated Transfer Bag Team. As a result, the station improved its performance for lost transfer bags from last to first among airline stations within six months, saving $60,000 annually in reduced fees. Employee morale also improved significantly. The cycle time for the team to complete its work was 48 days.
Are We Really Being Agile? (w/ Portuguese)Richard Cheng
The document discusses Agile principles and methodologies. It begins by listing the 12 principles behind the Agile Manifesto, which focus on customer satisfaction, welcoming changing requirements, frequent delivery of working software, collaboration between business and development teams, self-organizing teams, face-to-face communication, working software as a measure of progress, sustainable development, technical excellence, simplicity, and continuous improvement. It then provides an overview of common Agile methodologies like Scrum, XP, Kanban, SAFe, and Lean. The document is authored by an Agile trainer and coach with experience in Federal and commercial Agile transformations.
explains basic scrum jargon and details regarding scrum like duties of product owner,duties of scrum master,duties of development team,sprint planning,daily scrum,sprint overview,sprint retrospective
The document discusses various concepts related to agile software development methodology including Scrum, Kanban, sprints, product and sprint backlogs, daily standups, planning and retrospective meetings. It provides details on Scrum roles like Product Owner and Scrum Master and their responsibilities. Various agile terms are defined like velocity, story boards, spikes, impediments and user stories. The advantages of the agile methodology are highlighted.
The document provides information about the PSM II exam from VCEplus, including:
- The exam details such as the number (PSM II), passing score (800), time limit (120 min), and website links.
- A sample exam question asking about the activities a Scrum Master manages.
- Additional sample exam questions about topics like cross-functional teams, product progress, impediments, and more.
This paper describes how Rally Software provides a comprehensive
solution for implementing SAFe in your organization. While you will
find many vendors providing Agile support for the Team level, Rally
provides support at each and every one of the three SAFe levels.
Performance Analysis of Leading Application Lifecycle Management Systems for...Daniel van den Hoven
The performance of three leading application lifecycle management (ALM) systems (Rally by Rally Software, VersionOne by VersionOne, and JIRA+GreenHopper by Atlassian) was assessed to draw comparative performance observations when customer data exceeds a 500,000-
artifact threshold. The focus of this performance testing was how each system handles a
simulated “large” customer (i.e., a customer with half a million artifacts). A near-identical representative data set of 512,000 objects was constructed and populated in each system in order
to simulate identical use cases as closely as possible. Timed browser testing was performed to gauge the performance of common usage scenarios, and comparisons were then made. Nine tests were performed based on measurable, single-operation events
The document provides an overview of Agile development practices, terms, and metrics. It explains that Agile aims to help projects cut time-to-market by 50% and increase productivity by 25% through frequent inspection and adaptation cycles. Key Agile practices include short 1-4 week iterations, user stories to capture requirements, and acceptance tests to validate completed work.
The document provides an overview of Agile development and how to get started with an Agile approach. It discusses some of the benefits of Agile such as increased productivity, quality and stakeholder satisfaction compared to traditional waterfall approaches. It also addresses common objections to Agile. The document then describes key aspects of implementing Agile including Scrum roles and processes and tips for getting teams trained in Agile.
Are your business strategy and development teams aligned?
It’s a simple question that stumps even the highest performing organizations.
When development teams adopt Agile, the business still needs answers to simple questions about delivery dates, return on investment and cost. When the business doesn’t clearly rank program and investment priorities, development doesn’t have the opportunity to optimize their work beyond the sprint and release level.
Rally Portfolio Manager solves these problems by providing the necessary feedback loops for business and development leaders to optimize return on investments.
Rally is the top-rated, proven partner for achieving enterprise agility. With Rally, you’ll be empowered with the management, collaboration and visibility needed to rapidly deliver high-value applications and products.
1. Iteration Planning Guide
What Is It? Right Sizing Backlog Items
The purpose of the iteration planning meeting is for the team Product backlog items too large to be completed in an
to commit to the completion of a set of the highest ranked iteration need to be split into smaller pieces. The best way
product backlog items. This commitment defines the iteration to split product backlog items is by value not by process.
backlog and is based on the team’s velocity or capacity and
If we can split a product backlog item so that its children
the length of the iteration timebox.
deliver value, then our iterations incrementally deliver value.
If we split by process, then we impact time to market because
Who Does It? value is not delivered until all the children are complete.
Iteration planning is a collaborative effort involving these roles:
Compound stories can be easily split through disaggregation.
n ScrumMaster
- facilitates the meeting Complex stories present a different challenge. Bill Wake
n roduct
P Owner - represents the detail of the product backlog enumerates twenty techniques at:
items and their acceptance criteria http://xp123.com/xplor/xp0512/index.shtml
n elivery
D Team/Agile Team - define the tasks and effort Plan Based on Capacity
necessary to fulfill the commitment
Mature teams may use velocity to determine what product
backlog items to commit to during the iteration.
New teams may not know their velocity or it may not be
stable enough to use as a basis for iteration planning.
An approach for new teams is to make commitments based
on the team’s capacity.
Determining Capacity
The capacity for the team is derived from three simple
measures for each team member:
Product Backlog Iteration Backlog
Number
n of ideal hours in the work day
Before We Begin Days
n in the iteration that the person will be available
Before getting started we need to ensure: Percentage
n of time the person will dedicate to this team
n T
he items in the product backlog have been sized by the
team and assigned a relative story point value The Planning Steps
n T
he product backlog is stack ranked to reflect the priorities 1. he Product Owner describes the highest ranked product
T
of the Product Owner backlog item
n T
here is a general understanding of the acceptance criteria 2. he team determines the tasks necessary to complete that
T
for these ranked backlog items product backlog item
3. Team members volunteer to own the tasks
Equal Opportunity Backlog
4. ask owners estimate the ideal hours they need to finish
T
The product backlog addresses fixes to existing functionality their task
and new functionality. The order in which a product backlog
item is scheduled is completely independent of its ancestry. 5. lanning continues while the team can commit to delivery
P
without exceeding capacity
We can further generalize and say that, for the purpose
of iteration planning, the important attributes for a product If any individual exceeds their capacity during iteration
backlog item are: planning then the team collaborates to better distribute
the load.
n t
I is small enough to be completed in the iteration
We
n can verify it has been implemented correctly
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2. I T E R AT I O N P L A N N I N G A G E N D A
1. Opening
ScrumMaster
Welcome, review purpose, agenda, and organizing tools
2. Product Vision and Roadmap Product Owner
Remind the team of the larger picture
3. Development status, state of our architecture, results of previous iterations Agile Team
Discuss any new information that may impact the plan
4. Iteration name and theme ScrumMaster
Collaborative decision on name and theme
5. Velocity in previous iteration(s) ScrumMaster
Present the velocity to be used for this release
6. Iteration timebox (dates, working days)
Determine the timebox and total working days (subtract days for holidays or other whole-team ScrumMaster
impacting events)
7. Team capacity (availability)
Each team member calculates their capacity based on personal availability, allocation to this and other Agile Team
projects, productive time for tasks in this iteration each day
8. Issues and concerns ScrumMaster
Check in on any currently known issues and concerns and record as appropriate
9. Review and update definition of Done
Review the definition of Done and make any appropriate updates based on technology, skill, Agile Team
or team makeup changes since the last iteration
10. Stories/items from the product backlog to consider Product Owner
Present proposed product backlog items to be considered for the iteration backlog
11. Tasking out
Delivery Team determines tasks, signs up for work, and estimates tasks they own; Product Owner
answers clarifying questions and elaborates acceptance criteria as appropriate; ScrumMaster facilitates Agile Team
collaboration
a. Tasks, b. Estimates, c. Owners
12. New issues and concerns
ScrumMaster
Check in on any new issues and concerns based on tasking out and record as appropriate
13. Dependencies Assumptions
ScrumMaster
Check in on any dependencies or assumptions determined during planning and record as appropriate
14. Commit!
ScrumMaster calls for a “fist of five” on the plan; Agile Team and Product Owner signal if this is Agile Team
the best plan they can make given what they know right now and commit to moving to the next level
of planning (daily)
15. Communication/Logistics plan ScrumMaster
Review and update communication and logistics plan for this iteration
16. Parking lot ScrumMaster
Process Parking Lot – all items should either be determined resolved or turned into Action Items
17. Action items/plan ScrumMaster
Process Action Plan – distribute action items to owners
18. Retrospect the Meeting ScrumMaster
Because we want these meetings to be useful for everyone, we solicit feedback on the meeting itself
Close – CELEBRATE! Celebrate a successful planning meeting! Agile Team
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