Management & scrum: some comments
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The document discusses the importance of managers in a successful Scrum implementation. It states that while there are only three roles in Scrum, the manager role is the most important as the manager can make or break the implementation. It provides 10 things managers can do to best support a Scrum implementation, such as not disrupting sprints, working with the Product Owner and Scrum Master for requests, and giving the Product Owner full authority over priorities.
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Art of Doing Effective Scrum : Presented by Mohammed Javid
The team dynamics takes the team through the stages of transition from forming, storming, norming to performing.
Each member of the team also passes through the individual phases of forming, storming, norming to performing.
The Scrum guide has listed the roles, events, artifacts, rules in a short document which needs to be adhered, irrespective
of the stage that the team is or the stage that the individual team member is. It will quickly bring the visibility on the current stage of the team and will provide opportunity for inspection and adaption.
The topic will cover the scenarios related to the dynamics of the team and roles.
The suggestions(actionable guidance) will be provided along with the scenarios.
The message to the audience will be on the lines of ‘Own Your Baby’, Avoiding instances of ‘Operation Successful, but Patient Died’
The bottom line will be to refer back to Scrum guide as and when the team needs clarity on roles, events, artifacts, rules of Scrum. At the same time the target is not on doing Scrum but on being Scrum, the target is to get the working software and Scrum is one of the enablers towards it. Scrum too mentions the importance of working software at great depth.
ScrumRio 2016 - Improving Scrum with Lean Thinking
– What's Lean?
– Why use Lean Thinking to drive your organization towards sustainable growth?
– What's the connection between Lean and Scrum?
– How can we improve Scrum with Lean Thinking?
This is an improved version of the same session given at Agile Portugal 2016 :-)
– Once upon a time…
– “Vanilla” Scrum
– Lean Thinking
– The Toyota Way
– Toyota Thinking
– Value
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– Scrum, from a Lean view
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Meetup-Transition2AgileSHARE
The document provides 10 tips for conquering an agile transition: 1) Make a compelling case to business, 2) Invest in training for the entire team, 3) Make the transition everyone's problem by forming a transition team, 4) Use an agile approach to transition by applying scrum, 5) Document transition decisions, 6) Plan for distractions and events, 7) Bend rules judiciously, 8) Empower the transition team, 9) Anticipate staggered resistance to change, and 10) Set careful expectations balancing optimism and fear. The tips are based on the author's experience leading an agile transition at Oracle Corporation for a distributed team developing complex products.
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This document provides information on Scrumban, which is a hybrid agile approach that combines elements of Scrum and Kanban. It discusses why Scrumban works by starting with the current process and respecting existing roles while enabling gradual change. It also lists some of the top reasons why agile adoptions fail, such as not having a clear reason for changing or forcing top-down changes. The document then explores Kanban principles and practices and how they can be applied in a Scrum context. It provides examples of when and how Scrumban can be useful for teams.
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Scrum is an agile framework that emphasizes incremental deliveries, quality, continuous improvement, and discovering potential. It consists of sprints, roles like the product owner, scrum master, and cross-functional team. Sprint reviews provide visibility, feedback, and an opportunity for demos. Retrospectives are meetings at the end of each sprint to learn and improve for the next sprint through structured activities like gathering data, generating insights, and deciding on actions. They aim to continuously improve the development process.
Agile Retrospective & review
Scrum is an agile framework that emphasizes incremental deliveries, quality, continuous improvement, and discovering potential. It consists of sprints, roles like the product owner, scrum master, and cross-functional team. Sprint reviews provide visibility, feedback, and an opportunity for demos. Retrospectives are meetings at the end of each sprint to learn and improve for the next sprint through structured activities like gathering data, generating insights, and deciding on actions. They aim to continuously improve the development process.
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How to survive the zombie scrum apocalypse
A couple of years ago Christiaan Verwijs and Johannes Schartau coined the term ‘Zombie-Scrum’. What's it all about?
Well, at first sight Zombie Scrum seems to be normal Scrum. But it lacks a beating heart. The Scrum teams do all the Scrum events but a potential releasable increment is rarely the result of a Sprint. Zombie Scrum teams have a very unambitious definition of what ‘done’ means, and no drive to extend it. They see themselves as a cog in the wheel, unable and unwilling to change anything and have a real impact: I’m only here to code! Zombie Scrum teams show no response to a failed or successful Sprint and also don’t have any intention to improve their situation. Actually nobody cares about this team. The stakeholders have forgotten the existence of this team long time ago.
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Agile camp2016 agile101
The document provides an overview of Agile principles and the Scrum framework. It describes key Scrum roles like the Product Owner and Scrum Master. It also summarizes Scrum ceremonies such as Sprint Planning, Daily Standup, Sprint Review, and Retrospective. User stories and tracking work using a Kanban or Scrum board in TFS are also covered at a high level.
Agile and scrum masterclass course
Agile and Scrum Masterclass is the
training with practical examples. Firstly,
it is a step-by-step guide for organizations.
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This document discusses 7 anti-patterns that can occur when using a Scrum board and provides tips to overcome them. The 7 anti-patterns are: 1) Doing big up-front detailed specifications, 2) Tasks being assigned by the Product Owner/Scrum Master, 3) Tasks becoming owned by individuals, 4) The dev team only focusing on task completion, 5) Not having work-in-progress limits, 6) Checkouts being piled at the end of the sprint, and 7) The sprint backlog constantly changing without agreement. The tips provided to overcome these anti-patterns include prioritizing and ordering product backlog items, updating the board before daily scrums, empowering self-organization of the dev team
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Agile Auckland agile 101 back to basics
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This might appear to make sense if you set out to 'implement the Agile Methodology' * or 'do Agile' *. After all, aren't you acting in the adaptable spirit of Agile to pick and choose which practices you adopt and how you implement them? Every organisation is unique, right?
In reality, organisations taking this approach, tend to pick the easy 'low hanging fruit' that are easy for them to adopt over those that offer the most improvement over the status quo. In pulling up stumps early and 'wimping out' of the harder organisational changes, such organisations unconsciously stifle their teams' ability to reach for high performance and limit the organisation's ability to go beyond "good" to be truly "great". They may also be missing the essential understanding that Agile practices were designed to work as an inter-dependent system of disciplined practice. As Kent Beck put it: "No single practice works well by itself, each needs the other practices to keep them in balance. If you follow 80% of the process you get 20% of the benefits."
If, however, you set out to be a high performing organisation, this may not be adequate.
So...
What if there was a way to avoid a half-baked 'Agile-ish' approach producing half-baked outcomes? What if you could get there by "standing on the shoulders of giants"?
What if there were a simple formula for becoming truly Agile?
(Genuinely living the Agile Software Development values and principles.)
What if this simple formula also implicitly implemented the core principles of Lean and did so in a way based not on repetitive Lean Manufacturing of physical objects but on a type of Lean that is much more appropriate for complex knowledge work and systems development?
What if this formula also implemented the management/leadership approaches suggested for a Complex problem domain as per the Cynefin framework?
What if this formula enabled rapid cycles of learning about both:- what the customer really needs and- what techniques are required to rise to the challenge of delivering it using contemporary technologies?
What if this formula was proven to scale and could support you through the Agile Journey from pilot to whole-organisation transformation?
What if this formula was self-correcting in terms of both your project outcome and your processes themselves?
What if there was a way to unlock the full synergistic potential of teams and realise truly high performance?
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2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
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Management & scrum: some comments
- 1. Scrum & Management: some comments
- 2. Only three roles exist in Scrum: ‣ Scrum Master ‣ Product Owner ‣ Team Member
- 3. So, which role do you think is the most important while doing a Scrum implementation?
- 4. Wrong.
- 5. It’s ... the manager!
- 6. Why?
- 7. Manager can make a Scrum implementation by: ‣ following the process, too ‣ giving the team space to self organise ‣ reinforcing Scrum principles and values
- 8. ... or break it by: ‣ not applying the rules to himself ‣ thinking a Scrum implementation only effects the development team
- 9. Now let’s get practical!
- 10. How can you, as a manager, best support your Scrum implementation?
- 11. Here’s 10 things you can start doing right now...
- 12. Do not disrupt sprints
- 13. Need something? Work with the PO and Scrum master, not the team
- 14. Looking for an update? Listen in on the stand up, read the board
- 15. Learn to read a burndown
- 16. Always attend the demo
- 17. Know the outcome of the retrospectives
- 18. Pick up impediments that team cannot fix
- 19. Do not challenge estimations and timelines
- 20. Put your requests in the product backlog
- 21. Give PO full authority on backlog and priorities
- 22. Stop moving people moving between teams
- 23. 1) Do not disrupt sprints 2) Need something? Work with the PO and Scrum master, not the team 3) Looking for update? Listen in on the stand up, read the board 4) Learn to read a burndown 4) Always attend the demo 5) Know the outcome of retrospectives 6) Pick up impediments that the teams cannot fix 7) Do not challenge estimations and timelines 8) Put your requests in the product backlog 9) Give the PO full authority on backlog and priorities 10) Stop moving people between teams
- 24. I am Jasper Verdooren, founder of Sygmoid. Find me at: www.sygmoid.nl about.me/jasperverdooren www.slideshare.com/jasperverdooren www.linkedin.com/in/jasperverdooren jasper.verdooren@sygmoid.nl
- 25. ‣ Scrum Master ‣Team lead PO Founded Sygmoid ‣ Product Owner ‣ Scrum trainer ‣Consultancy ‣ Team lead PO ‣Training & coaching ‣ Scrum trainer 2007‐2010 2010‐2011 2011
- 26. Thank you for your attention! Questions? Comments? Let me know!
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