This document summarizes an upcoming workshop on Agile Planning, Inspection & Adaption. It will include sections on approaches and value of agile, agile planning, inspecting progress, and adapting processes. The workshop will be led by two experienced agile coaches and include a Q&A session. Attendees will learn how to plan iteratively, inspect progress through metrics and retrospectives, and adapt processes to improve.
Emptying Your Cup an Agile Primer
Emptying Your Cup an Agile Primer is a introductory overview of Agile project management presented by Bruce Nix an experience Agile coach and project manager.
Presenter Bruce Nix is an Agile Coach and Sr. Project Manager with Lokion (www.lokion.com), a digital interactive agency that specializes in ecommerce, enterprise governance and digital strategy. Bruce has been actively engaged in agile adoptions for over 7 years and has worked diligently at influencing enterprises to take more lean and agile approaches to product delivery and has the scars and psychology bills to prove it.
Emptying Your Cup an Agile Primer
Emptying Your Cup an Agile Primer is a introductory overview of Agile project management presented by Bruce Nix an experience Agile coach and project manager.
Presenter Bruce Nix is an Agile Coach and Sr. Project Manager with Lokion (www.lokion.com), a digital interactive agency that specializes in ecommerce, enterprise governance and digital strategy. Bruce has been actively engaged in agile adoptions for over 7 years and has worked diligently at influencing enterprises to take more lean and agile approaches to product delivery and has the scars and psychology bills to prove it.
Agile Scrum Training (+ Kanban), Day 2 (2/2)Jens Wilke
Training materials for Agile Scrum. This presentation goes into more detail how to manage you product backlog, bug inflow and resolution and technical debt. Benefits of test driven development and continuous integration and live deployment are also discussed. Kanban is introduced in more detail, and the benefits of Scrum, Kanban and Scrum-Ban are compared.
Agile transformation with Scrum. Where to start
1. Agile vs Waterfall
2. What is Scrum
3. Scrum team
4. Scrum artefacts (with activities for easier learning)
5. Scrum events
6. Is Scrum enough?
Training materials for Agile Scrum. Starts with an overview of Agile and Lean. Followed with the Agile Scrum key concepts like Product Owner, Scrum Master, Scrum Team and Product Backlog. Theory is complemented with learnings and best practices from real life software development.
Integrate Scrum and Kanban to maximize business value as early as possible by analyzing, developing, delivering, and maintaining complex products and IT services.
Open ScrumBan Manifesto
Delivering the finished product
Over reviewing the artifacts
On-demand release
Over scheduled release
Value flow
Over following dogmas
Progressive improvement
Over mutation driven by Model
Open ScrumBan Principles
Lean Agile
Implement lean thinking into agile practice, pursue value-added and eliminate waste, such as workflow, stable system, etc.
Pursue system thinking, identify various systems and systems of systems, and make decisions based on context
Iteration Rhythm
Pursue single-piece flow, single-piece can be entered into the plan, but single-piece release is not mandatory, and batch delivery is performed at fixed intervals by default
Focus on value delivery, each iteration must have an actual release increment, no longer requiring only potential release increments like Scrum
Respect present
Use Kanban to show the delivery value stream, and analyze improvement opportunities from the perspective of the value stream, such as lead time
When starting, it is not required to immediately change the team according to any team model, and choose the roles and practice according to the situation of the team
Evolutionary optimization
Use evolution instead of revolution to optimize and help teams develop various practices that are suitable for them
Not to tolerate the deficiencies and dysfunctions exposed by Scrum, but to combine the specific environment of different teams to find effective ways to solve them
What is Scrum? How to implement Scrum?
- This presentation describes the basic elements of the Scrum Framework.
- My goal is to provide an organized view that will help a novice understand and implement the Scrum foundation quickly.
Let's discuss this on my blog: http://www.sarfata.org/back-to-basics/basic-agile-practices/
My goal today was to extract the most important (IMHO) practices of agile methodologies that can be applied individually or together to improve the performance and well-being of project teams. I split those practices into two: practices for the developers, practices for the entire team.
My selection of practices included:
* Pair programming
* Collective Code Ownership
* Refactoring
* Test Driven Development
* Continuous Integration
* Standup Meeting
* Kanban (the post-it board)
* Time-boxing - Sprint
* Backlog
* Retrospective
Slides distributed under the CC-BY-SA license. As always feedback is much appreciated!
Scrum is one of the leading agile software development processes. Over 12,000 project managers have become certified to run Scrum projects . Since its origin on Japanese new product development projects in the 1980s, Scrum has become recognized as one of the best project management frameworks for handling rapidly changing or evolving projects. Especially useful on projects with lots of technology or requirements uncertainty, Scrum is a proven, scalable agile process for managing software projects.
Through lecture, discussion and exercises, this fast-paced tutorial covers the basics of what you need to know to get started with Scrum. You will learn about all key aspects of Scrum including product and sprint backlog, the sprint planning meeting, the sprint review, conducting a sprint retrospective, activities that occur during sprints, measuring and monitoring progress, and scaling Scrum to work with large and distributed teams. Also covered are the roles and responsibilities of the ScrumMaster, the product owner, and the Scrum team.
This session will be equally suited for managers, programmers, testers, product managers and anyone else interested in improving product delivery.
Agile Scrum Training (+ Kanban), Day 2 (2/2)Jens Wilke
Training materials for Agile Scrum. This presentation goes into more detail how to manage you product backlog, bug inflow and resolution and technical debt. Benefits of test driven development and continuous integration and live deployment are also discussed. Kanban is introduced in more detail, and the benefits of Scrum, Kanban and Scrum-Ban are compared.
Agile transformation with Scrum. Where to start
1. Agile vs Waterfall
2. What is Scrum
3. Scrum team
4. Scrum artefacts (with activities for easier learning)
5. Scrum events
6. Is Scrum enough?
Training materials for Agile Scrum. Starts with an overview of Agile and Lean. Followed with the Agile Scrum key concepts like Product Owner, Scrum Master, Scrum Team and Product Backlog. Theory is complemented with learnings and best practices from real life software development.
Integrate Scrum and Kanban to maximize business value as early as possible by analyzing, developing, delivering, and maintaining complex products and IT services.
Open ScrumBan Manifesto
Delivering the finished product
Over reviewing the artifacts
On-demand release
Over scheduled release
Value flow
Over following dogmas
Progressive improvement
Over mutation driven by Model
Open ScrumBan Principles
Lean Agile
Implement lean thinking into agile practice, pursue value-added and eliminate waste, such as workflow, stable system, etc.
Pursue system thinking, identify various systems and systems of systems, and make decisions based on context
Iteration Rhythm
Pursue single-piece flow, single-piece can be entered into the plan, but single-piece release is not mandatory, and batch delivery is performed at fixed intervals by default
Focus on value delivery, each iteration must have an actual release increment, no longer requiring only potential release increments like Scrum
Respect present
Use Kanban to show the delivery value stream, and analyze improvement opportunities from the perspective of the value stream, such as lead time
When starting, it is not required to immediately change the team according to any team model, and choose the roles and practice according to the situation of the team
Evolutionary optimization
Use evolution instead of revolution to optimize and help teams develop various practices that are suitable for them
Not to tolerate the deficiencies and dysfunctions exposed by Scrum, but to combine the specific environment of different teams to find effective ways to solve them
What is Scrum? How to implement Scrum?
- This presentation describes the basic elements of the Scrum Framework.
- My goal is to provide an organized view that will help a novice understand and implement the Scrum foundation quickly.
Let's discuss this on my blog: http://www.sarfata.org/back-to-basics/basic-agile-practices/
My goal today was to extract the most important (IMHO) practices of agile methodologies that can be applied individually or together to improve the performance and well-being of project teams. I split those practices into two: practices for the developers, practices for the entire team.
My selection of practices included:
* Pair programming
* Collective Code Ownership
* Refactoring
* Test Driven Development
* Continuous Integration
* Standup Meeting
* Kanban (the post-it board)
* Time-boxing - Sprint
* Backlog
* Retrospective
Slides distributed under the CC-BY-SA license. As always feedback is much appreciated!
Scrum is one of the leading agile software development processes. Over 12,000 project managers have become certified to run Scrum projects . Since its origin on Japanese new product development projects in the 1980s, Scrum has become recognized as one of the best project management frameworks for handling rapidly changing or evolving projects. Especially useful on projects with lots of technology or requirements uncertainty, Scrum is a proven, scalable agile process for managing software projects.
Through lecture, discussion and exercises, this fast-paced tutorial covers the basics of what you need to know to get started with Scrum. You will learn about all key aspects of Scrum including product and sprint backlog, the sprint planning meeting, the sprint review, conducting a sprint retrospective, activities that occur during sprints, measuring and monitoring progress, and scaling Scrum to work with large and distributed teams. Also covered are the roles and responsibilities of the ScrumMaster, the product owner, and the Scrum team.
This session will be equally suited for managers, programmers, testers, product managers and anyone else interested in improving product delivery.
It is the team who does all the work. Team is self-organising. Team decides and plans. So what is the role of scrum master? Is it a full time role? How is it different from a project manager? Can a project lead or manager be a scrum master? It is probably the least understood and the most abused role in scrum. Let's explore these points in details further on April 10, 3:00 PM.
3 Roles in Scrum
Role of scrum master
Challenges of a scrum master
Skills, Knowledge & mindset required
Full time or part time?
Future career path of scrum master
Benefits:
Uncover the true role of a scrum master which is that of a facilitator, protector, negotiator and a coach.
Understand the true meaning of coaching.
Learn how scrum master can coach the team.
Understand the skills, knowledge and mindset required as a scrum master.
Perform better as a scrum master by getting introduced to some magical techniques and fad words like gamestorming, innovation games and visual thinking to facilitate collaborative decision making.
Learn points which you can use to make people understand the vital role a scrum master plays.
Appreciate the difference between project manager and a scrum master.
Learn who can be a good scrum master.
Attend the webinar and separate yourself from the crazy herd of people blindly accepting or discarding the role of scrum master!!
Presented in August 2013 at the Sydney Project Managers meetup group, this was a presentation to highlight the key differences between these two roles and the place that Project Managers may have in the future of Agile organisations.
Personally designed, Professional Scrum Master (PSM-I) courseware.
Trademarks are properties of the holders, who are not affiliated with courseware author.
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.
Agile adoption tales from the coalfaceNish Mahanty
This talk discusses how to fail with an Agile change transformation, and lays out some practical tips for successfully adopting agile software delivery processes within your organisation. Presented at Telstra, Superpartners, and several Meetups.
This 1 day, hands-on, workshop will introduce the processes and workflows necessary to manage a Business Intelligence team in a flexible, iterative and agile manner. Through standard agile management methods (Scrum, Kanban and Test-Driven Development), this workshop will provide you with the tools to manage your workflow, BI development, demand management, and customer engagement.
The goal of this workshop is to expose you to different ways of working and give you potential tactics and techniques to improve your BI project delivery.
The Product Backlog drives the work of Scrum teams, but keeping the backlog fresh and useful is often a continuing challenge. Is your product backlog healthy, and what are some ways to keep it that way that you can use right away?
2. 8+ yrs as Software Developer
6+ yrs as Scrum Master and Coach
1 year as Product Owner
Internal Coach @ Rally Software
Servant leader to the agile community
Passionate about agile teams, metrics and using
agile/lean concepts in everyday life
Contact Info:
tsheridan@rallydev.com
3. 10+ years in Software & Hardware Industries
Certified Project Management Professional
Certified Scrum Master and Professional
External Agile Coach (to many)
Internal Agile Coach at RightNow Technologies
Agile Community Contributor and Teacher
Contact Info:
erin@skipstoneconsulting.com
@coachatplay
4. Name
Company
Position
Experience with Agile
5. Introductions
Approaches and Value
Agile Planning
Inspecting
Adapting
Q&A
6. What do you want to learn? What seems the hard or impossible?
http://josvoskuil.files.wordpress.com/2009/02/think.png
9. • Agile approach
EVM approach – Value: Decided and
Value = Amount prioritized by the
PO/Customer/Business,
Budgeted. Guided by guided by Vision
project plan – Asks 3 Questions
• Delivering highest value
Asks 2 Questions features?
▪ On Schedule? • On Schedule?
• Delivering Quality?
▪ On Budget?
– Focused on planning
Focus on “The Plan” – Rearrange how we work
(vertical slices)
10. Triple Constraints
Fixed Requirements Resources Time
Value
Driven
Plan
Driven
Estimated Resources Time Features
12. PO acting as proxy of the customer /
stakeholders
Fast feedback by delivering working software
Prioritizing a backlog of features /
requirements
Guided by product vision
Value vs. Risk decisions
31. Real
Good decisions based on real data
Constantly updated
No surprises! (no “let’s see what happens?”)
Fake
Bad decisions
“The optimism of hope above experience”
32. Shippable product EVERY iteration
Designed, Developed and Tested
Fast Feedback!
Not leaving stuff until the end
Metric: # of defects escaping the iteration
Metric: Code/Unit test coverage?
Measurement = working software delivered
(value!)
36. Time boxed
Walk through each comment in the Data
Gathering exercise
Find common themes and categories
Brainstorm actionable
items for each categories
http://fabiopereira.me/blog/tag/thoughtworks/
37. Time boxed
Voting
Give everyone 5-10 dot stickers
Ask them to spend their dots on their favorite
actionable items
http://www.innovationtools.com/Articles/ArticleDetails.asp?a=141
38. Plus/delta
Start/Stop/Continue
4 Quadrants
Timeline
Many more
39. Running them Locally:
Whiteboard and Post-Its
Remote Folks
corkboard.me
googledocs
Whatever allows the voice of remote folks to be
heard
http://toolsforagile.com/blog/wp-content/uploads/2008/07/word_cloud.pngSince Scrum has the highest adoption rate among agile practices, we’ll be focusing on this framework(not XP, Kanban, etc.)
Quality: also focused on what the customer expected
http://farm1.static.flickr.com/198/466161899_339852d2a3_o.pngYou‘llhave a more realisticroadmapusingthisapproach ...
Dean Leffingwell: Scaling Software Agility
http://www.archives.gov/records-mgmt/toolkit/fbi/rma_transition/image5_3.gifBacklog contains the requirements– same as WBS -- we just don’t plan them out until we are sure we are going to deliver themAssume: 6 month project
http://scalingsoftwareagility.files.wordpress.com/2008/03/draft-release-plan.jpgRelease plan is a little closer to what a WBS is, but still less planning than is necessary for this far outCone of uncertaintyIntegrated and tested at EVERY iteration boundary
http://sandersconsulting.com/wp-content/uploads/2011/06/bigvssmall.jpgSprint plan is a WBS, just on a smaller scale we are sure we can deliver
http://www.pensionriskmatters.com/uploads/image/Risk%20Cubes.jpgWhich reduces riskPotentiallyshippable product every sprint
Use estimates, relative sizing, velocityFocus on velocity, allowing a team to understand what they can accomplish in a certain timeBreak after activity
Problem:Only answers the questions: Are we on time? Are we on budget? (based on the original plan)Doesn’t answer: Are we delivering the right thing, right now?Not changing our approach, asking people to work longer == less qualityDoesn’t account for unknown integration, testing work (defects, etc.)
Is it truly controllable?Invite change from the business, a collaboration not a contract
Split this into multiple slidesOn-Budget: Fixed cost of teamAdd an iteration, more costRemove an iteration, less cost
Things that are marked as done are ACTUALLY Done, Done!not in progress on a featureNot waiting on QA/testingNot waiting on integration, etc.Cite quote
Don’t allow your tech debt to growQuality metrics: Look at the system and how it’s incentivized (to find defects, or to add value?)Check-In on deep dives into any topics!Break!