This document outlines an agenda for a Scrum workshop conducted by Practical Agile. The workshop is led by Ilan Kirschenbaum, an agile coach and co-founder of Practical Agile. The agenda covers introductions, an overview of Scrum and its history, the roles of a Scrum Master and Scrum team, reducing waste, and engineering practices. Scrum is presented as an empirical, iterative framework for self-organizing teams to deliver working software frequently through a sprint cycle of approximately 30 days.
The "2017 Scrum by Picture" is something you can call Scrum Guide illustrated. It is based on the newest version of "Scrum Guide".
You will find the theory, scrum values, scrum team, scrum events including sprint, sprint planning, daily scrum, review and retrospective as well as scrum artifacts. All of those is explained in easy to follow, illustrated nicely presentation, which can assist you to catch the idea behind Scrum.
Feel free to share "2017 Scrum by Picture" with your Scrum friends.
Scrum is certainly not a foolproof framework as it does have its own set
of limitations; which is the reason why it may not be the best fit for
every team or product. There are other Agile and Lean approaches too,
like Kanban or XP.
Therefore, what is crucial is for us to comprehend that these current
shifts call for a dynamic and progressive outlook from developers and managers. The need of the hour is to utilize the benefits that a Scrum Master brings to the table, in terms of opening up team communication and problem solving techniques.
This is a short introduction to the practice of Sprint Planning in Scrum. It would be useful for people new to Scrum or Agile. For more, comment or write to read my blog : http://agilediary.wordpress.com/
PowerPoint presentation on Agile software development and Scrum. First and foremost it´s not about tools or processes. It´s about the mindset needed to be successful in delivering valuable software to the customer
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!!
The "2017 Scrum by Picture" is something you can call Scrum Guide illustrated. It is based on the newest version of "Scrum Guide".
You will find the theory, scrum values, scrum team, scrum events including sprint, sprint planning, daily scrum, review and retrospective as well as scrum artifacts. All of those is explained in easy to follow, illustrated nicely presentation, which can assist you to catch the idea behind Scrum.
Feel free to share "2017 Scrum by Picture" with your Scrum friends.
Scrum is certainly not a foolproof framework as it does have its own set
of limitations; which is the reason why it may not be the best fit for
every team or product. There are other Agile and Lean approaches too,
like Kanban or XP.
Therefore, what is crucial is for us to comprehend that these current
shifts call for a dynamic and progressive outlook from developers and managers. The need of the hour is to utilize the benefits that a Scrum Master brings to the table, in terms of opening up team communication and problem solving techniques.
This is a short introduction to the practice of Sprint Planning in Scrum. It would be useful for people new to Scrum or Agile. For more, comment or write to read my blog : http://agilediary.wordpress.com/
PowerPoint presentation on Agile software development and Scrum. First and foremost it´s not about tools or processes. It´s about the mindset needed to be successful in delivering valuable software to the customer
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!!
Scrum Master Role and Responsibilities in Agile Environment - AMECSE 2014 Ahmed Hammad
This presentation tried to cover ScrumMaster roles and responsibilities in Agile environments. It is presented in Software Innovation for Sustainable Economy conference See: http://2014.amecse-conferences.org/
Sprint Planning in Scrum and How to do it without Tearing Your Eyes OutJason Knight
There are 4 formal events in Scrum:
Sprint Planning
The Daily Scrum
The Sprint Review
Sprint Retrospective
This talk walks through the Scrum Guide's description of Sprint Planning, an example Sprint Planning event, and some suggestions of how to run an effective Sprint Planning session without tearing your eyes out.
What is Scrum?
Scrum (n): A framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value.
The Scrum Team
-The Product Owner
-The Development Team
-The Scrum Master
The Scrum Events / Rituals / Ceremonies
-Sprint Planning
-Sprint
-Daily Scrum
-Sprint Review
-Sprint Retrospective
Scrum Artifacts
-The Product BackLog
-The Sprint BackLog
My main goal is to share and make you experiment some of the techniques that I use when transforming teams into high-perfoming agile teams, by providing you with four (4) different ways to estimate projects in Agile.
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.
For those new to Agile there is often an assumption made that the Scrum Master and the Project Manager are the same role.This is absolutely not the case. The two roles are very different and they each fit into approaches to projects that are wildly different as Agile is a Value and Culture driven Project Management Methodology.
I try to address some of the misunderstandings of the Scrum Master Role
You can see some of Scrum Master internal training videos that I did in past.
https://www.youtube.com/my_videos?o=U
How to Become an Indispensable Scrum Master
What can we learn from the standards of aerospace industries that can help us improve our Definition of Done?
Quite a lot, as it turns.
Based on learning from The Checklist Manifesto (Atul Gawande) and research by Peter Pronovost on patient safety, in this talk I make an analogy from real life ICU stories to software teams.
And finally also provide a short guide to help you bring your DoD to higher standards, one notch at a time
Scrum Master Role and Responsibilities in Agile Environment - AMECSE 2014 Ahmed Hammad
This presentation tried to cover ScrumMaster roles and responsibilities in Agile environments. It is presented in Software Innovation for Sustainable Economy conference See: http://2014.amecse-conferences.org/
Sprint Planning in Scrum and How to do it without Tearing Your Eyes OutJason Knight
There are 4 formal events in Scrum:
Sprint Planning
The Daily Scrum
The Sprint Review
Sprint Retrospective
This talk walks through the Scrum Guide's description of Sprint Planning, an example Sprint Planning event, and some suggestions of how to run an effective Sprint Planning session without tearing your eyes out.
What is Scrum?
Scrum (n): A framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value.
The Scrum Team
-The Product Owner
-The Development Team
-The Scrum Master
The Scrum Events / Rituals / Ceremonies
-Sprint Planning
-Sprint
-Daily Scrum
-Sprint Review
-Sprint Retrospective
Scrum Artifacts
-The Product BackLog
-The Sprint BackLog
My main goal is to share and make you experiment some of the techniques that I use when transforming teams into high-perfoming agile teams, by providing you with four (4) different ways to estimate projects in Agile.
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.
For those new to Agile there is often an assumption made that the Scrum Master and the Project Manager are the same role.This is absolutely not the case. The two roles are very different and they each fit into approaches to projects that are wildly different as Agile is a Value and Culture driven Project Management Methodology.
I try to address some of the misunderstandings of the Scrum Master Role
You can see some of Scrum Master internal training videos that I did in past.
https://www.youtube.com/my_videos?o=U
How to Become an Indispensable Scrum Master
What can we learn from the standards of aerospace industries that can help us improve our Definition of Done?
Quite a lot, as it turns.
Based on learning from The Checklist Manifesto (Atul Gawande) and research by Peter Pronovost on patient safety, in this talk I make an analogy from real life ICU stories to software teams.
And finally also provide a short guide to help you bring your DoD to higher standards, one notch at a time
Is agile at enterprise level any different to agile in a small ISV? If it was, large scale software organizations would have adopted it across the board.
What are the challenges in enterprise agility? How to overcome issues such as planning? estimations? integrations?
On this and more in this slide deck, presented in Agile Practitioners IL on Augist 1st 2011
אם כולם אומרים שאג׳ייל כל כך כיף אז איך זה שמתלוננים על אג׳ייל אצלכם בארגון?
במצגת הזו אני מסביר סיבות אפשריות, וגם חמישה טיפים פרקטיים לצוותי הנהלה להתמודד עם זה.
אנחנו רגילים להשקיע בתוכניות מפורטות כדי להגדיל את סיכויי ההצלחה של הפרוייקט, ובכל זאת מופתעים מהמציאות הנפרשת לפנינו.
כדברי האימרה הידועה, האם אין זה מטורף לעשות את אותם הדברים ולצפות לתוצאות שונות?
במצגת זו מתוארת אלטרנטיבה המבוססת על תכנון אמפירי, בהסתמך על תיאוריית המערכות המורכבות-אדפטיביות. המצגת מתארת כמו-כן מסגרות פופולריות לתכנון על-סמך מידע אמפירי כגון סקראם וקאנבאן
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.
Scrum Master Role - Authority, Power and LeadershipIlan Kirschenbaum
Presentation at ILTAM forum December 2012. In this talk I discuss the different types of authority, and power as exercised by leaders, through examples and case studies
The Roles and Responsibilities in an Agile Project and OrganizationToivo Vaje
Presentation at Finnish project conference called Projektipäivät (Project Days) 2014. Going through topics related to how we have implemented Agile at scale at NAPA. (Minimal amount of text, so not sure how this works just as slides)
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.
A presentation by full-stack agile on some of the myths regarding the Agile framework. There are important questions such as benefits, documentation, scalability, architecture, planning and discipline.
The Product owner is the main stakeholder in any agile software development project. The product owner is one of the four roles (scrum master, agile team, Product Owner & stakeholder) of the scrum framework for agile project management.
Understanding Roles on an Agile ProjectKent McDonald
The ideal agile team is a self organizing, dedicated, cross functional group that has all the skills necessary to deliver a solution that solves their customer’s problem. As a result, the list of roles on an agile team is fairly short generally consisting of roles such as Scrum Master, Product Owner, and the Team. Given all that, many project managers wonder where they fit in. They may act as the Product Owner if they have the skill set and decision making authority to determine what the product should contain. They may become the Scrum Master if they are able to practice servant leadership and act as a coach and facilitator. They may become part of the team and help develop or test. They may focus on coordinating the efforts of multiple agile teams to support the broader goals of a large program. They may not be a good fit for an agile environment at all. Join Kent McDonald as he describes the Product Owner and Scrum Master roles in an agile environment and discusses the various ways that project managers can assess their skill sets and project characteristics to determine where they fit into the picture.
Updated slides from Advanced Product Owner workshop. The workshop covers topics including PO role, advanced techniques for product vision, generate requirements and product timeline, track change over time, prioritizing and more.
How much business agility can an organization achieve? Is this related to the nature of the organization? To its business model, size, culture, geographical distribution, leadership? Yes, certainly all these elements play a fundamental role in how and in how much agility we can expect to have.
You might be surprised to know, though, that there are different ways in which those elements can contribute, which means that business agility is achievable in quite different types of organizations, sometimes unexpectedly.
In this session, we are going to relate part of the journey that the speakers, in their function of business agility coaches, are traveling with one of their clients, Pietro Fiorentini Spa, an Oil&Gas multinational company.
This company is exceptionally well-versed in Lean methods, which they have brought outside of just production and into different functions of the organization, and this has provided them with a great deal of efficiency in what they do.
However, they realize that efficiency (“doing the thing right”) without effectiveness (“doing the right thing”) is worthless or even harmful.
So their quest for business agility is a challenge in preserving all that makes them so efficient and improving, through news processes and ways of collaborating, their effectiveness.
We are going to discuss some of the changes that are being implemented in terms of leadership, self-organization, and team autonomy in several functions, including concrete examples coming form the designing and building of one of their production lines.
We intend to illustrate how business agility goes beyond production (certainly way beyond software production) and can coexist — and be synergetic — with some well-established management approaches.
Originally presented the 12 September 2020 at Agile Business Day, Andrea Provaglio, Paolo Sammicheli, and Andrea Aganetti.
A simple formula for becoming Lean, Agile and unlocking high performance team...Rowan Bunning
In an effort to become Agile and/or Lean, many organisations in Australia are attempting to design their own custom Agile process from Agile and Lean principles at the time at which they are least qualified to do so - before they have started.
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?
Full course available at: http://masterofproject.com/courses/agile-project-management-scrum-framework-certification-prep
Course Description
The Agile & Scrum Certification Training course imparts knowledge on the Agile and Scrum values, helps you build the requisite skills and gain expertise in the domain. The course provides immense clarity on vital concepts of scrum and agile to help you clear the certification exam in your first attempt. The course aims to make you an expert in the Scrum ways, enhancing your capability to deliver shippable products by the end of each Sprint. With the practical application of the agile methodologies you would be able to maximize business value, while mitigating potential risks.
Features
50+ Lectures
10+ Hours
Lifetime Access
100% Online & Self Paced
30 day money back guarantee!
Course Completion Certificate
What am I going to get from this course?
Learn the Agile Methodologies and Agile Project Management
Learn Scrum Framework
Learn practical implications of Scrum over a sample project
Get ready for Scrum Certification exams (PMI-ACP, CSM, PSM, CSPO, PSPO, CSD, PSD)
Learn Scrum Team
Learn Scrum Events
Learn Scrum Artifacs
Learn Extreme Programming (XP) Agile Methodology briefly.
Learn Lean Agile Methodology briefly.
Learn Kanban Agile Methodology briefly.
Learn the differences of Agile & Scrum Certifications provided by different organizations
Qualify for the 21 Contact Hours Agile Training requirement of PMI for the PMI-ACP certification.
Earn 15 SEUs under Category E: Independent Learning of Scrum Alliance
Earn 14 PDUs if you are a PMP already.
What is the target audience?
The Agile & Scrum certification is best suited for:
Team Leaders
Project Managers
Members of Scrum teams such as developers, Scrum Masters, and Product Owners
Managers of Scrum teams
Teams transitioning to Scrum
Professionals intending to pursue the Scrum Master certification
Bosnia Agile slides from Bosnia Agile Tuzla meetup where attendees had a chance to learn about basics of Scrum, by certified Professional Scrum Product Owner Enis Zeherović, and then to participate in a great "Team Work" training that explains all the soft skills Scrum team or any other team needs to have to work smoothly.
Thoughts on Lean Product Development at CAMUG, YYC Nov 2014Dave Sharrock
The rise of the Lean Startup has led to a deeper understanding of the importance of validating business ideas, from new features to new business models. But many tools available to the Product Owner aren't adapted to rapid validation. Starting from the principles and practices of agile product management, from defining the product vision to creating story maps and refining the product backlog, you will learn about key practices that incorporate the lean startup principles, allowing a Product Owner to bring the build-measure-learn cycle alive and ultimately earn more value more quickly.
In the third Installment of TechXpla Agile webinar Anushree Verma Discussed Scrum Frame Work . Scrum is one of the popular method to reach goal of Agile.
Coal miners productivity and socio technical teams slidesIlan Kirschenbaum
Slide deck from Agile on the Beach 2019 talk with Laurence Wood.
A true story about a unique mining community and what it teaches us about creating a culture of productivity and hyper-productive teams. Together, Laurence and Ilan take a journey from the Yorkshire coal pits to today’s cross-functional, self-organised, highly motivated teams.
Our one-day workshop to help Scrum Masters learn and understand facilitation concepts and techniques and how to apply them to Scrum - and other - events
We all want to get rid of waste but are we doing it wrong? English scriptIlan Kirschenbaum
Script accompanying slides from Agile on the Beach 2018: What if waste is only a symptom, and not the problem? Borrowing Isabel Menzies' seminal 1957 paper, in this talk I highlight how uncertainty and pressure to deliver causes waste to increase, and offer several practices to reduce the anxiety caused by this stress, and hence decrease our wasteful behaviors
We all want to reduce waste but are we doing it wrong finalIlan Kirschenbaum
Slides from Agile on the Beach 2018: What if waste is only a symptom, and not the problem? Borrowing Isabel Menzies' seminal 1957 paper, in this talk I highlight how uncertainty and pressure to deliver causes waste to increase, and offer several practices to reduce the anxiety caused by this stress, and hence decrease our wasteful behaviors
We all want to reduce waste but are we doing it wrongIlan Kirschenbaum
Ever since The Machine That Changed The World lean and agile organizations spend time and effort to eliminate waste. But are we doing it all wrong? Maybe waste is just a symptom of something else?
Isabel Lyth Menzies published a seminal paper in 1957 that suggests that organizations create social defenses to avoid anxiety. And I propose that types of waste are another form of social defenses, that tell us a story about the organization.
In this talk I guide you through the potential origins of waste, and continue from the point that Menzies stopped: What can you do to reduce anxiety and hence also waste.
Participant handouts from Scrum Master as a Facilitator workshop. During this workshop we learn and practice some basic meeting facilitation skills, focus on tips and tricks for Scrum ceremonies, and simulate a Scrum cycle using our learning
Slides from Scrum Master as a Facilitator. During this workshop we learn and practice some basic meeting facilitation skills, focus on tips and tricks for Scrum ceremonies, and simulate a Scrum cycle using our learning
We have known of Socio-Technical systems, Self Organizing and Multi-Disciplinary Teams from at least the 1940s. And yet so many are doing it so wrong...
In this talk I share what are Socio-Technical systems by Eric Trist, and how does that relate getting rid of Scrum Masters.
Slide deck from my Agile Testing Days 2017 talk. How to create a setting in which a team feels safe to try out new things. And seven such things to try out.
Slides for #AgileOTB 2017 talk - Seven Dangerous Things to Try With Your Team. In 2005 Gever Tulley created a book (and TED talk) on dangerous things to try with your kids. Borrowing also from his Tinkering School, this talk is about dangerous stuff do do wth an agile team, and how to create a Safe To Fail environment to they that in. Participants are eventually invited to make their own dangerous thing to take with them home.
Leadership Without Authority - Scrum Master Week - Day 4Ilan Kirschenbaum
What does it mean to lead without authority? Slides from a workshop full of practices to become aware of responsibility, empathy and complexity in yourself and in teams
Slides from Retrospective Retreat. During this workshop we practice multiple ways for retrospection. We play the Lean Startup Snowflakes game, and immerse in multiple improvement techniques
Back in 2007, Gever Tulley published a book and TED talk - 50 dangerous things to do with your kid. Why not try dangerous stuff with your team to? This talk covers 7 such things, and sets the principles to make them safe enough to try
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
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
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Public Speaking Tips to Help You Be A Strong Leader.pdf
Practical Scrum course day 1
1. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Practical Scrum
Day I
Ilan Kirschenbaum
Agile coach
co-founder at Practical Agile
co-founder at Agile Practitioners
twitter: @kirschi_
email: ilan@practical-agile.com
blog: http://www.practical-agile.com/theblog
2. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Connection before content
3. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
4. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Parking lot
5. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
6. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
7. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Physical examination
8. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
9. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
10. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Agenda
• Introduction
• Overview & History
• Self managing &
Empirical approach
• Scrum overview
• The Scrum Master
• Transparency
• Definition of DONE
• Waste
• A Scrum team
• Reduce Waste
• Engineering practices
11. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
12. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Requirements
Design
Implement
Test
Acceptance
Analysis
Deliver
13. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Question
14. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
The waterfall development model originates in
the manufacturing and construction industries
The first description of waterfall
is a 1970 article by Winston W. Royce
Royce presented this model as an
example of a flawed, non-working model
"I believe in this concept, but the implementation
described above is risky and invites failure"
[Royce 1970]
15. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
QThe harder we plan and analyze in
the beginning, the less there’s
change in the project and the more
successful the project.
There is change always and responding to
it is vital. Uncertainty is best reduced by
learning from actual implementation
16. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Wishful thinking
17. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
"Scrum is a team of eight individuals in Rugby.
Everyone in the pack acts together with everyone
else to move the ball down the field in small
incremental steps. Teams work as tight, integrated
units with whole team focusing on a single goal."
18. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Origins of Scrum
• Toyota’s lean concept.
• 1986 – The new, new software development game (Takeuchi &
Nonaka).
• Iterative & incremental development.
• Smalltalk engineering tools.
• Jeff Sutherland.
• Ken Schwaber.
19. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Toyota’s Culture
• “Toyota sincerely believes that teams are more
effective and efficient than the sum of individuals, and
that when they are given the skills and systems of
problem solving, the sky is the limit”
[LikerHoseus 2008 – Toyota culture]
20. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Origins of Agile
20011970
Agile
manifesto
Weinberg:
Psychology of
computer programming
Rapid Application
Development
1980
1990
1995
DSDM
Extreme
Programming
Scrum
Gilb:
Principles of Software
Engineering
deMarco:
Peopleware
Royce:
Managing the development
of large software systems
Cockburn:
Surviving OO projects
lean
21. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Exercise
22. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
23. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Agile Principles 1…6
1. Our highest priority is to satisfy the customer through early and continuous delivery of
valuable software
2. Welcome changing requirements, even late in development. Agile processes harness
change for the customer’s competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months,
with a preference to a shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build project around motivated individuals. Give them the environment and support
they need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within
development team is face-to-face conversation.
24. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Agile Principles 7…12
7. Working software is the primary measure for progress.
8. Agile processes promote sustainable development. The sponsors, developers,
and users should be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10.Simplicity – the art of maximizing the amount of work not done – is essential.
11.The best architectures, requirements, and designs emerge from self-organizing
teams.
12.At regular intervals, the team reflects on how to become more effective, then
tunes and adjusts its behavior accordingly.
25. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Scrum Misconceptions
• Scrum != Adhoc
• Disciplined & structured. Not sequential.
• Not an excuse to be sloppy!
• Scrum != A Set of practices.
• Don’t do agile, Be Agile, do Scrum.
26. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Where Scrum Fits
27. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Self Management
28. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Exercise
29. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Predicted vs. Empirical
• Empirical means we base our actions on our own
experience not on someone else’s.
• Requires high level of transparency.
• Facing our real problems requires a high level of
integrity.
• It take courage to change our habits.
30. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
–Wolfgang Puck - chef
“The biggest difference between home cooks
and professional chefs is that home cooks don't
taste the dish often enough as they prepare it.
They just follow the recipe step-by-step, without
getting that feedback along the way. ”
31. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
• In our industry people got used to create
and use META solutions to problems.
• The problems we are facing have nothing
to do with technology, it is a people issue.
• In this land the basic assumption is that
there is no META solution, just an
empirical framework to allow inspect &
adapt cycles.
• This experience is frustrating for those
who are looking for predefined processes
and final answers.
32. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
33. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Exercise
34. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Scrum
35. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Scrum Principles
• Understanding that we cannot predict the future.
• One size does not fit all.
• Constant improvement.
• Transparency & Visibility
• Team work
• Deliver business value fast (max. 30 days)
• Prioritizing – Industry statistics show: 65% of all features are rarelynever used.
• Empirical approach
• Fun !!!
36. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
37. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Who’s Using Scrum?
• Intel
• Microsoft
• Yahoo
• Google
• Electronic Arts
• High Moon Studios
• Lockheed Martin
• Philips
• Siemens
• Capital One
• Boeing
• HP
• Clal Insurance
• Amdocs
• BMC Software
• sviva.gov.il
• Compedia
• Verint
• LivePerson
• Oracle
• eBay
38. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Scrum is Used For…
• Commercial software
• In-house development
• Fixed-price projects
• Financial applications
• ISO 9001-certified applications
• Embedded systems
• 24x7 systems with 99.999% uptime requirements
• the Joint Strike Fighter
• Video game development
• FDA-approved, life-critical systems
• Satellite-control software
• Automobile R&D and Manufacturing
• Handheld software
• Mobile phones
• Network switching applications
• Some of the largest applications in use
39. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Scrum Process Overview
Sprint
backlog
Working
software
40. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Scrum Process Overview
•Product owner
•ScrumMaster
•Team
Roles
•Sprint planning
•Sprint retrospective
•Daily scrum meeting
•Sprint review
Ceremonies
•Product backlog
•Sprint backlog
•Burndown charts
Artifacts
41. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
The Product Owner
• Defines the features of the product
• Defines release dates and content
• Responsible for ROI
• Prioritizes feature according to value
• Can change features and priority
once every predefined interval
• Decides what will be worked on in each iteration
• Accepts or rejects results
42. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
The Team
• Cross-functional, Typically 5-9 people
• Provide estimate for the tasks
• Decides how much it can do in each iteration
• Decides how to reach the sprint goal within the project’s boundaries
• Organizes itself and it’s work
• Presents results to the product owner
43. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
The Scrum Master
44. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
The Scrum Master
• Responsible for the scrum process
• Ensures that the team is functional and productive
• Protects the team
• Helps removing impediments
• He is standing at the nexus between:
• The product management that believes that any amount of work can be
done
• Developer’s that have the willingness to cut quality to support the
managements belief
45. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
The Scrum Master
• Help the product owner to understand how to maximize ROI within the
Scrum process
• Improve the life of the team by encouraging creativity and empowerment
• Help the team to improve the productivity
• Help the team to improve their engineering practices so that we have a
working product increment at the end of every sprint
Holds a management position but…
is not a manager! – a facilitatorleader
46. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
The Scrum Master
• Is not a team leader or a project manager
• Team is self organizing
• Has no authority over the team or the product owner
• Asking questions / making observations
• Challenges the organization, a change agent
• A dead Scrum master
is a useless Scrum Master
47. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
A different Management Style
• Traditional managers (Supervisors):
• Assign task and verify completion
• Micro manage to have the “illusion of control”
• Makes decisions for the team
• Limit the information & resources available to the team
• Traditional managers (Supervisors):
DO NOT TRUST THE TEAM!
• This creates an environment which blocks innovation and encourages conformity
• The transition from manager to SM is extremely hard
48. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
49. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Ask the Team!
• Replace suggestions with questions.
• What do you think we should do?
• What have you decided?
• What do you think this means?
• Who has any idea about….?
• Is this thing useful ?
• Replace opinions with observations.
• I noticed that <fact>, what shall we do?
• I have seen that <observation> is that important?
50. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
The Team is Wrong(?)
• Sometimes failing is the only way to learn
• Let the team fail
• Create an environment where it is ok to fail
• Failure amplifies learning
• Where failure is allowed, innovation and experiments are encouraged
• Increases trust
• Are you sure you are right ?
• All of us are smarter than any of us
51. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Exercise
52. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Ofer Eini’s Project(1)
• Ofer had realized tickets for popular soccer games are being sold
on EBay for as much as 100 times the price.
• Ofer decided to start a campaign for prohibition by law of reselling
tickets for profit unless done through a specially dedicated system.
• The law was passed.
• This system is similar to EBay in principle, whenever a bid is over,
after the money had been transferred, the seller gets a check in the
mail with the price the ticket was sold minus 25% commission to the
union.
53. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Ofer Eini’s Project(2)
• The law will be affective within three month, Ofer scheduled a press conference for one
month from now and hopes to be able to show some functionality.
• In 3 month the system should be up:
• Allowing buyers and seller to register.
• Sellers can make tickets available at full price.
• Buyers can use a credit card to buy tickets, with the union as “middleman” getting
25% of the deal.
• Ofer is willing to invest funds in this product, you can do whatever is needed to have a
working system including, outsourcing, buying s/w modules or develop it.
• Ofer would like your assessment regarding the chances of achieving these targets.
54. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Ofer Eini’s Project(3)
• Functional requirements:
• Register and maintain an account of sellers with userid and
password for identification.
• Register and maintain an account of buyers with userid and
password for identification.
• Allow buyers to store credit card and shipping details.
• The accounts should include personal information such as
name, age, id number, email, address, birthday.
• Place tickets for auction, monitor the auction.
• Search feature by matchteamdate.
• Email notifications for events such as auction complete, auction
started, winninglosing in an auction.
• On line support for buyerssellers.
• Chat window.
• More Functional Requirements
• Transfer 25% of each transaction to the union’s account.
• Support promotions and advertising.
• Administration capabilities like delete users.
• Support updating latest news from the union.
• Non-functional requirements:
• Support 10,000 simultanious users.
• Response time under 300mSec.
• Secure financial activity according to standard
IEEE76.2s
• 95% up time.
55. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Ofer Eini’s Project(4)
• Development (facts)
• Microsoft platform
• .NET environment using SQL server DB
• Development is co-located.
• Developers are sitting in cubicles.
• The team that will be doing it is considered a good one.
• All team members like soccer (Maccabi fans)
• No automatic buildtest systems exist.
• You have a good QA team.
• Scrum will be used for this project.
56. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Ofer Eini’s Project(5)
• The union already invested $34m in passing the law and developing the
requirements.
• The law will be effective in three month.
• Ofer needs your team to build the system so it will at least allow people
to buy and sell tickets, otherwise the law will be useless.
• Money is not a problem.
• Ofer wants to know: Can your team build this skeletal system for him?
The unions marketing division wants to set the press conference to one
month, do you agree? What should he announce in this conference ?
57. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Exercise
58. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
59. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Transparency
• We should stop taking risks for our customers without even
letting them know.
• We should share the risk
• maximize the chances of success.
• Create a common interest.
• We should really know the status of our projects, and share it
with the customer.
60. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Transparency
61. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Transparency
62. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Transparency
• It is important to know how is our project really coming along
• Avoid the 90% done syndrome
• It may mean facing hard facts. Early
• Unfinished work is waste
• We achieve this by:
• Having working s/w at the end of the iteration
• Tracking progress with burn down charts
63. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Burndown ChartEffortremaining
0
25
50
75
100
Sprint
1 2 3 4 5 6 7 8
64. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Gantt charts
Hierarchy
Low Quality
Core code
What Reduces Visibility?
65. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Core Code
• AKA infrastructure or legacy code
• Most functionality depends on it
• Usually fragile, does not have a test harness
• only a few people really know it
• Changes are time consuming
• Becomes a bottleneck
66. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Technical Debt
Time
Work
left
20
10 12 14 16 18
67. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
QYou can save time by “good-
enough” development.
Any technical debt will slow development
down and thus we don’t allow technical
debt to accumulate.
68. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
69. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Definition of Done
70. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Exercise
71. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Definition of Done
• Terms of satisfaction of the product owner
• Defined by the PO with the team
• Example:
• Design, code, unit tested, integrated
• Code coverage, system tests
• Refactored, deployable
• Done is a mirror reflecting the technical abilities of the team
• Items that are not Done “do not count”
72. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Expanding the Definition of Done
Designed
Coded
analyzed
Unit tested
Perf. tested
Code coverage
Live
Deployable
Acc. tested
*This is just one example
73. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Undone Work
Undone
Undone Undone
Undone
Stabilization
sprint(s)
Sprint 1 Sprint 2 Sprint 3 Sprint 4
Undone = risk
Undone = no visibility
Can we
release ?
74. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Ball point game
75. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
76. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
77. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Scrum Teams
78. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
What Makes a Team
• Common purpose, basic task, Interdependent
• Common goal
• We ALL are responsible for reaching the WHOLE goal
• Team members need each other to reach the goal
• Complementing technical and social skills
• The team is more than the sum of it’s members
• Trust
• Commonly agreed ways of working
79. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Scrum Team
• Self organizing – Team manages itself
• Typically 5-9 people
• cross functional
• Preferably a feature team
• Decides how much it can do
• The team is responsible for the outcome
80. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Exercise
81. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
The Team is Responsible
• Biggest concept change is:
• The team decides what it can do, and how to do it
• The team is responsible for the quality
• The team is in charge of getting the work done, it decides how
• All of the other roles in the scrum are there to provide the team all of the
things it needs to get the job DONE in time
• If the job is successful, the team gets the credit
• If the job is not DONE, the team is responsible
82. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Obstacles to Team Growth
• Strong leadership (c&c)
• Lack of authority and responsibility
• Fear of errors
• Lack of trust
• Fear of conflict
• Lack of boundaries
83. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
QDivision of work to specialized
teams (specification, design and
testing) is efficient
Cross-functional teams reduce the amount
of handovers and are more productive
84. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Becoming a Team
Workgroup Team
Self Organized Team
Self Directed Team
Bruce Tuckman’s Model
of Team Development
85. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Team Decision Making - Thumb Vote
• The rules are simple:
• Thumbs up – I agree completely, this is the best solution (how come I did not think of that
one…)
• Thumbs down – NO! This is a mistake, I veto this option.
• Thumbs in the middle – I don’t have any strong opinion. I’ll go with the team.
• Everyone can veto, it’s the team responsibility to reach a decision.
• If someone veto’s ask:
• How can we refine this option so you will agree.
• Why do you think this is the wrong choice.
• Do you have another option
86. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Team Decision Making - Dot Voting
• Used to choose from several available options.
• Can also be used to prioritize.
• Depending on the number of people and options, each person gets <x>
points.
• After the options are clear each person distributes his points between the
options as he likes.
• Can even place all votes on a single option.
• When everyone finished we have a clearer picture of which options the team
prefers.
87. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Reduce Waste
88. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Kaizen
• Mindset:
• My work is to do my work and to improve my work.
• Practice:
• Choose and practice techniques the team has agreed to try, until
they are well understood—that is, master standardized work
• Experiment until you find a better way
• Repeat forever
89. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Kaizen - Reduce Waste
• Value: The moments of action
or thought creating the
product that the customer is
willing to pay for.
• Waste: All other moments or
actions that do not add value
but consume resources.
• value ratio =
total-value-time / total-cycle-time
90. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Types of Waste - TIMWOODS
Transport
Inventory
Motion
WaitingOver Processing
Over Production
Defects
Ignored
Skills/Talent
91. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
QResource usage and cost
optimization is the key to increased
productivity
Concentrating on value stream
optimization, removing waste and
sustainable flow increases productivity
92. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Exercise
93. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Waste I
• Overproduction
• features or services the customer doesn’t want
• large engineering documents, more detailed designs than can be quickly implemented
• duplication of data
• Waiting / delay
• for clarification
• Documents
• Approval
• Components
• other groups to finish something
94. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Waste II
• Handoff, conveyance, moving
• Giving a specification from an analyst to an engineer
• Giving a component to another group for testing
• Extra processing
• Relearning, lose of information.
• Forced conformance to centralized process checklists of
• Recreating something made
95. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Waste III
• Partially done work – WIP DIP
• Designs documented but not built
• Things built but not integrated or tested
• Things tested but not delivered.
• Task switching
• Interruption
• Multitasking on 3 projects
• Partial allocation of a person to many projects
96. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Waste IV
• Under-realizing people
• People only working to single speciality job
• Do people have the chance to change what they see is waste.
• Information scatter or loss
• Information spread across many separate documents
• Communication barriers such as walls between people, or
people in multiple locations.
97. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Waste V
• Wishful thinking
• “We MUST follow the plan”
• “The estimate cannot increase; the effort estimate is
what we want it to be, not what it is now
proposed.”
• “We’re behind schedule, but we’ll make it up
later.”
98. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
99. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Engineering Practices
100. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Common Agile Engineering Practices
• Pair programming
• Refactoring
• TDD ATDD
• Continuous integration
101. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Pair Programming
• A technique used to:
• Increase quality level (code review is built in).
• Increase knowledge sharing.
• Over time increase productivity.
102. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Refactoring
• Refactoring ≠ Redesign.
• Refactoring is a form of editing, whose goal is to improve readability
while preserving meaning.
• Done as a series of steps, each step does a little.
• Does not fix bugs.
• Most modern IDE’s have auto-refactoring tools.
• Refactoring is not a “standalone” task.
103. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Test First - TDD/BDD
• TDD – Test driven development:
• A Design technique.
• Never write a line of code unless it fixes a failing test.
• Red -> Green -> Refactor.
• ATDD – Acceptance TDD:
• A Requirements management technique.
• Requirements are written as functional tests.
• Usually with tools such as Cucumber / SpecFlow
• For every failing functional test run the TDD cycle.
104. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Continuous Integration
• The system is always integrated (even multiple sites multiple components).
• CI systems can and should be aggregated.
• Requires check ins as often as possible.
• Usually done by a system that automatically:
• Generates a new build version.
• Runs all unit tests.
• Creates a deployable package.
• Installs it to production equipment.
• Runs all system tests.
• Run LSP tests.
• Publishes results.
105. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Summary
106. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Agenda
• Introduction
• Overview & History
• Self managing & Empirical approach
• Scrum overview
• The Scrum Master
• Transparency
• Definition of DONE
• Waste
• A Scrum team
• Eliminate Waste
• Engineering practices
107. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
References and Additional Sources
• 1970 - Managing the development of large software systems (aka Waterfall
Model, Winston Royce) http://leadinganswers.typepad.com/leading_answers/
files/original_waterfall_paper_winston_royce.pdf
• 1986 – The new, new software development game (Takeuchi & Nonaka) http://
files.meetup.com/1671339/The%20New%20New%20Product%20Development
%20Game.pdf
• LikerHoseus 2008 – The Toyota Way http://www.amazon.com/The-Toyota-
Way-Management-Manufacturer/dp/0071392319
• 2001 - Agile Manifesto http://agilemanifesto.org
• 1991-2013 - The Scrum Guide (Schwabber, Sutherland) https://www.scrum.org/
Portals/0/Documents/Scrum%20Guides/2013/Scrum-Guide.pdf
108. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
References and Additional Sources
• 1971 - The Psychology of Computer Programming (G. Weinberg) http://
www.amazon.com/The-Psychology-Computer-Programming-Anniversary/dp/
0932633420
• 1987 - Peopleware, Productive Projects and Teams (T. De-Marco) http://
www.amazon.com/Peopleware-Productive-Projects-Teams-3rd/dp/0321934113
• 2003 - Lean Software Development: An Agile Toolkit (M&T Poppendieck)
http://www.amazon.com/Lean-Software-Development-Agile-Toolkit/dp/
0321150783
• 1999 - Extreme Programming Explained (K. Beck & C. Andres) http://
www.amazon.com/Extreme-Programming-Explained-Embrace-Change/dp/
0321278658
109. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
References and Additional Sources
• 2004 - Working Effectively with Legacy Code (M.
Feathers) http://www.amazon.com/Working-Effectively-
Legacy-Michael-Feathers/dp/0131177052
• 1975 - The Mythical Man-Month (F. P. Brooks) http://
www.amazon.com/Mythical-Man-Month-Software-
Engineering-Anniversary/dp/0201835959
• Promiscuous Pairing and Beginner’s Mind http://
user.it.uu.se/~carle/softcraft/notes/PromiscuousPairing.pdf
110. Scrum Workshop by Practical Agile is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
End of
day 1