This document provides an overview of Agile development principles and how they can be applied within the context of a hackathon event called RHoK. Some key points:
- User stories are used to break down features into small, testable chunks of work that provide customer value. Stories flow through development sprints.
- An Agile approach emphasizes collaboration, adaptation to change, working software over documentation, and responding to feedback. This approach fits the short timeframes of RHoK events.
- Teams at RHoK will self-organize around user stories to build a "minimum viable change" by the end of the hackathon weekend. Progress is tracked using a tool like Trello.
Rocket Jones is a web and mobile app development company that specializes in custom applications. They utilize a proven 4-stage process to understand customer needs, design the solution, build and test the application, and provide ongoing support. Their process focuses on collaboration, building trust with customers, and ensuring success through a tested methodology.
Martin Fowler is a software developer, author, and speaker known for his work in agile software development. He helped create the Agile Manifesto in 2001 and popularized concepts like dependency injection. Fowler believes that estimation is valuable when it helps teams make significant decisions around resource allocation, coordination, and responding to change. He advocates for continuous integration and continuous deployment to help teams build and deliver software more rapidly.
Agile is a philosophy that values individuals and interactions, working software, customer collaboration, and responding to change. It aims to deliver value to customers faster through iterative development cycles. While Agile provides benefits like faster feedback and adaptation, transitioning to Agile can be challenging for established companies due to required changes in mindset, processes, and culture. Lack of documentation under Agile also poses challenges when new teams must support software later.
User Story Maps: Secrets for Better Backlogs and PlanningAaron Sanders
User story mapping is an intuitive way to build and organize a product backlog. During this session you’ll get hands-on experience building a user story map. You’ll learn:
How story mapping drives productive conversations with users and stakeholders.
How to plan incremental releases of your product using minimal holistic slices that deliver value at each product release.
Secrets to effective prioritization for both planning releases, and figuring out what to build next.
Tactical management of your backlog as you grow your working software to releasability.
The backlog building and managing strategies in this session will take you well beyond the agile basics.
The document discusses the importance of a discovery phase for projects. It outlines key objectives of discovery such as understanding client needs, identifying risks, and establishing success criteria. Challenges of discovery include helping clients understand the value and avoiding assumptions that smaller projects don't require scoping. Common discovery deliverables include specifications documents, creative briefs, and QA strategies. The discovery phase helps prevent scope creep and provides a blueprint for a successful project.
Creating a backlog of user stories is pretty straight forward but it doesn't help you when it comes to decisions like what to build first, how to prioritize and groom the backlog, how to scope and plan the project, and how to visualize progress. The traditional backlog is simply too flat and often too long to help you see the bigger picture and make good decisions. User Story Mapping helps simplify all of these common project issues. By adding a third dimension to your backlog, your team will make better decisions about priorities, scope, and planning while improving your ability to visualize progress.
In this practical session I’ll cover the basics of user story mapping before walking you through case studies of how our teams are using this approach and the results we are achieving. I'll show you the before, during, and after pictures from several projects so that you can understand how our maps progress during the projects and how we use them to influence iterative development, promote good decision making, and visualize priorities, plans, scope and progress.
The agile manifesto says directly that "We are uncovering better ways of developing software by doing it and helping others do it." If this continual improvement is true, what new topics are currently being discussed and talked about at agile conferences? What are teams across the world struggling and experimenting with? What topics are the most heated? In this session, I'll give an overview of some of the new and hot agile topics.
Rocket Jones is a web and mobile app development company that specializes in custom applications. They utilize a proven 4-stage process to understand customer needs, design the solution, build and test the application, and provide ongoing support. Their process focuses on collaboration, building trust with customers, and ensuring success through a tested methodology.
Martin Fowler is a software developer, author, and speaker known for his work in agile software development. He helped create the Agile Manifesto in 2001 and popularized concepts like dependency injection. Fowler believes that estimation is valuable when it helps teams make significant decisions around resource allocation, coordination, and responding to change. He advocates for continuous integration and continuous deployment to help teams build and deliver software more rapidly.
Agile is a philosophy that values individuals and interactions, working software, customer collaboration, and responding to change. It aims to deliver value to customers faster through iterative development cycles. While Agile provides benefits like faster feedback and adaptation, transitioning to Agile can be challenging for established companies due to required changes in mindset, processes, and culture. Lack of documentation under Agile also poses challenges when new teams must support software later.
User Story Maps: Secrets for Better Backlogs and PlanningAaron Sanders
User story mapping is an intuitive way to build and organize a product backlog. During this session you’ll get hands-on experience building a user story map. You’ll learn:
How story mapping drives productive conversations with users and stakeholders.
How to plan incremental releases of your product using minimal holistic slices that deliver value at each product release.
Secrets to effective prioritization for both planning releases, and figuring out what to build next.
Tactical management of your backlog as you grow your working software to releasability.
The backlog building and managing strategies in this session will take you well beyond the agile basics.
The document discusses the importance of a discovery phase for projects. It outlines key objectives of discovery such as understanding client needs, identifying risks, and establishing success criteria. Challenges of discovery include helping clients understand the value and avoiding assumptions that smaller projects don't require scoping. Common discovery deliverables include specifications documents, creative briefs, and QA strategies. The discovery phase helps prevent scope creep and provides a blueprint for a successful project.
Creating a backlog of user stories is pretty straight forward but it doesn't help you when it comes to decisions like what to build first, how to prioritize and groom the backlog, how to scope and plan the project, and how to visualize progress. The traditional backlog is simply too flat and often too long to help you see the bigger picture and make good decisions. User Story Mapping helps simplify all of these common project issues. By adding a third dimension to your backlog, your team will make better decisions about priorities, scope, and planning while improving your ability to visualize progress.
In this practical session I’ll cover the basics of user story mapping before walking you through case studies of how our teams are using this approach and the results we are achieving. I'll show you the before, during, and after pictures from several projects so that you can understand how our maps progress during the projects and how we use them to influence iterative development, promote good decision making, and visualize priorities, plans, scope and progress.
The agile manifesto says directly that "We are uncovering better ways of developing software by doing it and helping others do it." If this continual improvement is true, what new topics are currently being discussed and talked about at agile conferences? What are teams across the world struggling and experimenting with? What topics are the most heated? In this session, I'll give an overview of some of the new and hot agile topics.
The document discusses prototyping and provides guidance on conducting customer interviews to gather feedback on prototypes. It covers:
- The importance of prototyping to visually express, test, and iterate on ideas through the double diamond design process of research, synthesis, ideation, and implementation.
- Different types of prototypes including software, hardware, and data prototypes.
- Best practices for conducting customer interviews including putting customers at ease, asking open-ended questions, actively listening without assumptions, and using probing questions to gain deeper insights.
- The importance of thanking customers for their time and debriefing as a team to identify learnings.
User Story Mapping - Add a 2nd Dimension to your Flat, Product BacklogAnjali Leon
The document discusses user story mapping, a technique for planning agile projects. It involves creating a visual map that arranges user tasks, activities, and stories on a wall to illustrate the overall user flow and functionality of a product. The map provides context for prioritizing requirements and facilitates effective release planning. An example of creating a story map for an email application is provided, outlining the key steps: identifying users and goals, generating tasks, deriving activities, organizing on the wall, adding details as stories, and using it for prioritization.
The document discusses the principles of agile development as outlined in the Agile Manifesto. It describes how agile values individuals and interactions, working software, customer collaboration, and responding to change over processes, tools, documentation, contracts, and plans. It then provides details on 11 key principles of agile development including delivering frequently to gain early customer feedback, adapting to changing requirements, maintaining a constant development pace, and allowing self-organizing teams. The overall goal of agile is to satisfy customers through early and continuous delivery of working software.
Get hands-on advice for rapid Agile prototyping in a product team.
You'll learn:
- How to determine the right depth and breadth for MVP prototypes.
- How to prioritize use cases for prototyping.
- How to elicit the right stakeholder and user feedback.
- How to correctly annotate prototypes for dev and QA.
How to Ship in 8 Weeks or Less (via Cross-Functional Teams)QuekelsBaro
Get you clued up on what the development methodology Shape Up looks like in practice and sneak-peak into what we do at Process Street as our EPD team shares their secrets.
The document discusses a presentation on using user story mapping to build better products. The presentation aims to teach how to use a user story backlog to describe a user's experience with a product. It covers mapping user stories based on user experience, planning valuable incremental releases from the story map, and iteratively constructing software. The presentation discusses starting with user stories, mapping them based on tasks and activities, and slicing the story map into valuable product releases.
PCC2 - How do I incorporate Apple-like design into my products?ProductCamp Chicago
The document discusses how to incorporate Apple-like design principles into products through an agile process called inception. It recommends conducting inception workshops to understand user needs, define personas, map tasks and stories, and create high-level designs in a collaborative and time-boxed manner. The goal is to focus on desirability and get feedback early without large upfront designs, in order to develop products that are simple, useful and delightful for users.
Lean Startup + Story Mapping = Awesome Products FasterBrad Swanson
To deliver the right outcomes, you need to learn your customers needs and validate your assumptions as early as possible. This means getting an early version of your product completed to start testing, validating and improving. This session will demonstrate how to combine Lean Startup and User Story Mapping techniques to determine where to start and how to learn early and often.
Participants will start with a partially completed Lean Canvas to flesh out and then define a product roadmap by building a Story Map. We will use Lean Startup concepts of Minimal Viable Product (MVP) and validated learning to focus on outcome over output.
Learning objectives:
Understand the importance of accelerated learning and techniques to achieve it
How a Lean Canvas can help shape your product vision and MVP
How to build a story map to create a product roadmap
How to use a story map to validate your users' journey
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?
Analysis In Agile: It's More than Just User StoriesKent McDonald
A common question asked by teams adopting agile is "what does business analysis look like in agile?" The common answer is "writing user stories".
WRONG!
Okay, maybe not wrong, but certainly not the whole story (pardon the pun). Business analysis in agile is concerned with understanding the problem and possible solutions in order to ensure the team is building the right thing. User stories can be helpful, but are certainly not sufficient for doing that.
In this session, Kent McDonald describes how you can perform just enough business analysis to discover the right things to build. This includes how to really use value to decide what to build first, why process flows, data models, and mockups are still extremely helpful, and why the function of user stories is more important than their form.
Along the way, Kent shares examples from a system replacement project he is working on and suggests ways you can apply these techniques to your own projects.
The agile mindset is the #1 thing that has helped me advance as an agile practitioner - but that doesn't mean it's easy to shift to this way of thinking.
NSTIC IDESG Functional Requirements status report from FMOJames Bryce Clark
Slides from the Atlanta (12th) IDESG plenary, on progress towards the IDESG Functional Requirements for supporting implementable NSTIC principles. From the IDESG Framework Management Office (OASIS).
This document discusses how UX design can be incorporated into an Agile development process. It begins with an overview of Agile and Scrum fundamentals. Then it provides recommendations for UX activities at different stages of an Agile project lifecycle, including project initiation, design during sprints, and collaboration methods like design studios and story mapping. The document aims to give guidance on adjusting common UX methods for use in Agile and questions are posed about integrating different types of projects into an Agile process.
Fun Facts About Domains from AirFreight.com Owner Dan Boaz Dan Boaz
AirFreight.com owner, Dan Boaz offers numerous fun facts about the domain industry. Interesting facts from the first commercial internet domain name purchased, to the highest priced domain name ever sold are featured in this slide deck!
Agile Auckland agile 101 back to basicsEdwin Dando
This document provides an overview and introduction to agile concepts and Scrum. It begins with the objectives to provide a baseline understanding of agile and discusses why agile principles are needed in contrast to traditional predictive management. It then defines what agile and Scrum are, focusing on transparency, inspection and adaptation. Potential pitfalls of misapplying agile concepts are also covered. The document aims to educate practitioners on doing agile properly through mentored learning and finding the right approach for each situation.
The document discusses prototyping and provides guidance on conducting customer interviews to gather feedback on prototypes. It covers:
- The importance of prototyping to visually express, test, and iterate on ideas through the double diamond design process of research, synthesis, ideation, and implementation.
- Different types of prototypes including software, hardware, and data prototypes.
- Best practices for conducting customer interviews including putting customers at ease, asking open-ended questions, actively listening without assumptions, and using probing questions to gain deeper insights.
- The importance of thanking customers for their time and debriefing as a team to identify learnings.
User Story Mapping - Add a 2nd Dimension to your Flat, Product BacklogAnjali Leon
The document discusses user story mapping, a technique for planning agile projects. It involves creating a visual map that arranges user tasks, activities, and stories on a wall to illustrate the overall user flow and functionality of a product. The map provides context for prioritizing requirements and facilitates effective release planning. An example of creating a story map for an email application is provided, outlining the key steps: identifying users and goals, generating tasks, deriving activities, organizing on the wall, adding details as stories, and using it for prioritization.
The document discusses the principles of agile development as outlined in the Agile Manifesto. It describes how agile values individuals and interactions, working software, customer collaboration, and responding to change over processes, tools, documentation, contracts, and plans. It then provides details on 11 key principles of agile development including delivering frequently to gain early customer feedback, adapting to changing requirements, maintaining a constant development pace, and allowing self-organizing teams. The overall goal of agile is to satisfy customers through early and continuous delivery of working software.
Get hands-on advice for rapid Agile prototyping in a product team.
You'll learn:
- How to determine the right depth and breadth for MVP prototypes.
- How to prioritize use cases for prototyping.
- How to elicit the right stakeholder and user feedback.
- How to correctly annotate prototypes for dev and QA.
How to Ship in 8 Weeks or Less (via Cross-Functional Teams)QuekelsBaro
Get you clued up on what the development methodology Shape Up looks like in practice and sneak-peak into what we do at Process Street as our EPD team shares their secrets.
The document discusses a presentation on using user story mapping to build better products. The presentation aims to teach how to use a user story backlog to describe a user's experience with a product. It covers mapping user stories based on user experience, planning valuable incremental releases from the story map, and iteratively constructing software. The presentation discusses starting with user stories, mapping them based on tasks and activities, and slicing the story map into valuable product releases.
PCC2 - How do I incorporate Apple-like design into my products?ProductCamp Chicago
The document discusses how to incorporate Apple-like design principles into products through an agile process called inception. It recommends conducting inception workshops to understand user needs, define personas, map tasks and stories, and create high-level designs in a collaborative and time-boxed manner. The goal is to focus on desirability and get feedback early without large upfront designs, in order to develop products that are simple, useful and delightful for users.
Lean Startup + Story Mapping = Awesome Products FasterBrad Swanson
To deliver the right outcomes, you need to learn your customers needs and validate your assumptions as early as possible. This means getting an early version of your product completed to start testing, validating and improving. This session will demonstrate how to combine Lean Startup and User Story Mapping techniques to determine where to start and how to learn early and often.
Participants will start with a partially completed Lean Canvas to flesh out and then define a product roadmap by building a Story Map. We will use Lean Startup concepts of Minimal Viable Product (MVP) and validated learning to focus on outcome over output.
Learning objectives:
Understand the importance of accelerated learning and techniques to achieve it
How a Lean Canvas can help shape your product vision and MVP
How to build a story map to create a product roadmap
How to use a story map to validate your users' journey
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?
Analysis In Agile: It's More than Just User StoriesKent McDonald
A common question asked by teams adopting agile is "what does business analysis look like in agile?" The common answer is "writing user stories".
WRONG!
Okay, maybe not wrong, but certainly not the whole story (pardon the pun). Business analysis in agile is concerned with understanding the problem and possible solutions in order to ensure the team is building the right thing. User stories can be helpful, but are certainly not sufficient for doing that.
In this session, Kent McDonald describes how you can perform just enough business analysis to discover the right things to build. This includes how to really use value to decide what to build first, why process flows, data models, and mockups are still extremely helpful, and why the function of user stories is more important than their form.
Along the way, Kent shares examples from a system replacement project he is working on and suggests ways you can apply these techniques to your own projects.
The agile mindset is the #1 thing that has helped me advance as an agile practitioner - but that doesn't mean it's easy to shift to this way of thinking.
NSTIC IDESG Functional Requirements status report from FMOJames Bryce Clark
Slides from the Atlanta (12th) IDESG plenary, on progress towards the IDESG Functional Requirements for supporting implementable NSTIC principles. From the IDESG Framework Management Office (OASIS).
This document discusses how UX design can be incorporated into an Agile development process. It begins with an overview of Agile and Scrum fundamentals. Then it provides recommendations for UX activities at different stages of an Agile project lifecycle, including project initiation, design during sprints, and collaboration methods like design studios and story mapping. The document aims to give guidance on adjusting common UX methods for use in Agile and questions are posed about integrating different types of projects into an Agile process.
Fun Facts About Domains from AirFreight.com Owner Dan Boaz Dan Boaz
AirFreight.com owner, Dan Boaz offers numerous fun facts about the domain industry. Interesting facts from the first commercial internet domain name purchased, to the highest priced domain name ever sold are featured in this slide deck!
Agile Auckland agile 101 back to basicsEdwin Dando
This document provides an overview and introduction to agile concepts and Scrum. It begins with the objectives to provide a baseline understanding of agile and discusses why agile principles are needed in contrast to traditional predictive management. It then defines what agile and Scrum are, focusing on transparency, inspection and adaptation. Potential pitfalls of misapplying agile concepts are also covered. The document aims to educate practitioners on doing agile properly through mentored learning and finding the right approach for each situation.
This document provides an overview of agile methodology compared to traditional waterfall methodology. It discusses that agile is more suitable for new product development where requirements are evolving, while waterfall is better for maintaining mature systems. Agile focuses on quick iterations, customer involvement, and frequent releases to adapt to changes. Though agile has less formal processes than waterfall, it still includes change control and quality assurance. The roles and responsibilities in agile include business analysts to define requirements, architects to design solutions, developers to build code, testers to validate quality, and project managers to deliver projects on schedule and budget.
This document provides an overview of Agile project management principles and practices. It begins with introductions of the presenter and their experience in Agile software development. It then discusses various project methodologies like Waterfall, Kanban, Scrum, and Test Driven Development. Key Agile principles are outlined from the Agile Manifesto. The roles of Product Owner, Scrum Master, and development team are defined. Practices like sprint planning, daily standups, reviews and retrospectives are described. The document aims to provide a high-level introduction to Agile concepts, roles and processes.
Search Keyword & Social Data Mining by @Aleyda from @WooRank at #SESLONAleyda Solís
The document discusses how to leverage search and social data mining to identify new revenue opportunities. It provides tips on analyzing keyword and social data from a company's own website and competitors' sites to find unoptimized keywords, popular content types, and influencers. The goal is to expand content and online presence to capture potential new audiences and revenue streams.
An illustration-filled deck of slides, light on text, to aid a talk about the origin & overview of Agile & Lean in new product development, including comparison between waterfall and iterative empirical process, and also offering room to caution about the important differences between lean manufacturing and lean product development.
The document summarizes a presentation about challenges facing Australian cities. It notes that Australia's economy is increasingly dominated by services produced in major cities. While jobs are concentrating in city centers, new housing is primarily on the outskirts, leading cities to near their limits. Planning and tax policies need reforms to address changing work patterns and falling home ownership rates, especially among younger, lower income individuals.
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
An overview of Joshua Kerievsky’s "Modern Agile", used to generate some interesting discussion at Agile Ottawa in Feb 2016.
Based on Joshua's work:
* blog: https://www.industriallogic.com/blog/modern-agile/
* webcast: http://leankit.com/blog/2015/12/modern-agile/
The document provides an overview of Agile methodology. It begins with a brief history of the waterfall software development process and its limitations. It then discusses the Agile Manifesto and its core values that favor individuals, collaboration, responding to change, and working software over processes, tools, contracts and plans. Specific Agile frameworks like Scrum and Kanban are then outlined, with Scrum focusing on sprints, daily stand-ups, and no changes during a sprint, while Kanban emphasizes visualizing and limiting work in progress and managing lead times. The document aims to explain the key concepts and differences of Agile approaches.
The document provides an overview of agile methodology and scrum framework. It begins with a short history of traditional waterfall software development processes and their limitations. It then introduces the agile manifesto and values, as well as the 12 agile principles. A key part of agile is iterative development with short sprints. Scrum is discussed as one of the major agile frameworks, outlining its ceremonies like sprint planning, daily standups, and retrospectives. Scrum roles of product owner, scrum master, and self-organizing team are also summarized.
Agile teams collect metrics to provide information for coordination and process tuning. What are some of the basic measurements used in Agile development? How do I make these measurements? How should I use these measurements? What metrics can I use for project analysis? What are some of the pitfalls that should be avoided?
Topics will cover:
Understanding the use of metrics in your environment
Velocity, Burndown and Burnup
Agile management, or agile process management, or simply agile refers to an iterative, incremental method of managing the design and build activities of engineering, information technology and other business areas that aim to provide new product or service development in a highly flexible and interactive manner; an example is its application in Scrum, an original form of agile software development.
The document discusses the Software Development Life Cycle (SDLC), including its objectives, common phases and models. The key models described are waterfall, prototyping, spiral, RAD and agile. Waterfall is the classical sequential model but is inflexible. Prototyping and spiral address changing requirements through iterative cycles. RAD focuses on rapid development through reuse, workshops and early user testing. Agile methods emphasize speed, reduced formal processes and adaptability. The conclusion recommends RAD for mashup projects due to its support for iterative requirements changes and modular development.
From UK Government Fast Stream Conference in February 2017, a presentation about how agile project management can be used for things that aren't software, including a case study on the successes and failures of a skills project.
The scrum process document outlines the key aspects of running a scrum project. It includes preparation steps like establishing a business case and assembling a team. It then describes the sprint planning meeting where the product backlog is reviewed and the sprint backlog is created. Each sprint involves daily stand up meetings and culminates in a sprint review and retrospective. The goal is to deliver working software increments in short iterations through an adaptive, flexible process.
Agile for Marketing 101 - The Backlog SeriesCMG Partners
To help educate marketers on the mindset and methodology required to build a culture of speed and urgency, we developed this Agile for Marketing 101 presentation.
In publishing this SlideShare, we hope to:
- Provide you with the basic building blocks need to create a culture ready to respond and adapt quickly to the changing marketplace
- Teach you about the ways that you can use the agile process to drive change in your organization
- Help you gain an appreciation for the many benefits of Agile for Marketing
Scrum is an agile framework for managing product development that focuses on continuous delivery of working software in short cycles called sprints, typically two weeks or less. Scrum emphasizes self-organizing cross-functional teams and accountability, iterative development and progress transparency through regular inspection of working increments. Key Scrum practices include sprint planning, daily stand-up meetings, sprint reviews, and retrospectives. Scrum can scale to large, complex projects through techniques like Scrum of Scrums.
This document provides an overview of agile methodology and compares it to traditional waterfall development. It describes waterfall development as a sequential process with distinct phases completed one after another. Agile approaches like Scrum and Kanban are presented as more iterative and adaptive alternatives that focus on delivering working software frequently in short cycles through self-organizing cross-functional teams. Key aspects of Scrum like sprints, daily stand-ups, and product backlogs are defined. Kanban emphasizes visualizing and limiting work in progress to optimize flow. Both aim to incorporate feedback and respond rapidly to changes over rigidly following pre-defined plans.
Industry stories on agile, scrum and kanbanBusiness901
Eric is an Agile Project Manager who has been using Kanban for software development since 2007. He has worked with Scrum, XP and other agile methods for over the past 5 years, and has been managing software projects for over 10 years. Eric has his own blog, Corporate Coder which can be found at http://EricLandes.com. He is also a frequent contributor to http://developer.com.
Software Development Life CyclesPresented byBrenda Reynold.docxrosemariebrayshaw
The document is a presentation on software development life cycles (SDLC) given to employees of We Love Video, Inc. regarding the implementation of a new Customer Relationship Management (CRM) system. The presenter discusses the Waterfall and Agile SDLC methodologies, ultimately recommending the Agile approach for the CRM project due to its iterative nature which allows for flexibility and feedback from stakeholders. Key benefits of the Agile methodology highlighted include the ability to adapt to changing requirements and receive feedback to guide further development.
"A scenario is a description of a person’s interaction with a system.
Scenarios help focus design efforts on the user’s requirements, which are distinct from technical or business requirements.
Scenarios may be related to ‘use cases’, which describe interactions at a technical level. Unlike use cases, however, scenarios can be understood by people who do not have any technical background. They are therefore suitable for use during participatory design activities." http://infodesign.com.au/usabilityresources/scenarios/
The document provides guidance on marketing open source projects. It discusses defining marketing as capturing attention and resources in a crowded environment. It recommends identifying customers and their problems, developing quality code, documentation, and various types of content like blogs, videos and books to teach users. It also suggests participating in communities, conferences and social media to generate traffic and foster conversations in order to attract critical resources like users and contributors to open source projects.
The document provides guidance on how to initially respond when asked to estimate the cost and timeline for a new project. It advises against providing an immediate estimate and instead recommends asking clarifying questions about project objectives, constraints, stakeholders, and requirements. It also outlines an approach for selecting technologies, sizing server needs, and developing an initial project plan with stakeholder buy-in and clear next steps.
The document summarizes key principles from the book "Lean UX: Applying Lean Principles to Improve User Experience". It discusses how Lean UX focuses on continuous and collaborative research, prototyping MVPs to validate hypotheses, and integrating UX design into agile processes. The goal is to eliminate waste and get customer feedback early to guide product development.
As CTO's become harder to find, the need for non-technical entrepreneurs to be able to communicate effectively with developers becomes more relevant. This is a guide meant to introduce the subject of project management for non-techies so that they have a good chance of expressing their vision accurately to their engineers.
Top Web Development Challenges & How To Tackle Them?Pixel Crayons
When you start developing websites or web applications for your business, you might face many challenges. Although, this is especially the case for small businesses with minimum resources and well-developed web infrastructure.
But, it doesn’t mean that you have to give up so easily. You can always overcome these web development challenges by being smart. And that is what we will discuss how to handle web development challenges in an easy way.
You can consult with a web development company or an IT consulting company to help you determine your technology stack.
When it comes to hiring a web development company in India for responsive web design, WordPress development, or other services, you need the right partner like PixelCrayons.
The document summarizes Heek's product development process, which includes defining the problem, crafting personas, building prototypes, conducting private and public betas, and launching the product. Some key steps are identifying a problem by interviewing potential users, defining the "why, how, what" to clarify goals, creating personas to represent target users, iteratively prototyping based on user feedback, launching a minimum viable product, and using tools like Product Hunt to generate interest during public launch. The process aims to continuously validate assumptions and refine the product based on real-world user testing.
This document introduces an agile approach to project management for web projects. It discusses various project management methodologies like RUP, Agile, Lean, and Kanban. It emphasizes that the best practice does not exist and an iterative approach is needed to find what works best for each project. It also discusses that being agile means focusing on individuals, collaboration, working software, and adapting to change over processes, contracts, documentation and plans. Finally, it discusses various project management tools and emphasizes starting simply and enhancing tools based on project needs rather than over-relying on specific tools.
Delivering beautiful software & web products efficiently 2022_Sep.pdfLaSoft
LaSoft is Web & Mobile Development Agency.
We have been a trusted technology partner for businesses, consulting companies, and startups since 2014. We work with partners worldwide from the USA, Canada, Netherlands, Israel, Germany, Switzerland, and the UK to Saudi Arabia and Nigeria.
Our main expertise lies in data analytics & visualization, business optimization and digitalization, real estate, marketplaces, HR management, and education tech projects.
Our teams successfully delivered more than 85 big web projects and continue to support them; all our projects solve global business tasks. Top Silicon Valley Companies use the product we build.
LaSoft is excellent in web, and mobile development, product design, cloud deployment, business analysis, project specification, project management, and technical partner support.
For more information about us, visit www.lasoft.org
World Usability Day 2014 - UX Toolbelt for DevelopersSarah Dutkiewicz
The document discusses user experience (UX) tools and methods that are useful for software developers. It covers techniques for analyzing user needs like mind maps and personas, designing interfaces with wireframes and user flows, implementing features tracked in code via behavior-driven development, testing with analytics and heat maps, and iterating based on user research. The goal is to incorporate UX best practices into each phase of development to build intuitive, user-centered products.
The document discusses principles and practices of software engineering. It begins by outlining the essence of problem solving and software engineering practice as understanding the problem, planning a solution, carrying out the plan, and examining the results. It then discusses core principles like ensuring value for users, keeping designs simple, maintaining a clear vision, and thinking before taking action. The document also covers communication practices for requirements gathering and planning practices for defining the project scope and managing risks.
1. The document discusses designing websites with a focus on content-first and progressive enhancement approaches. It emphasizes understanding user needs and contexts through stakeholder interviews before designing information architecture and experiences.
2. Key aspects include analyzing existing documentation and FAQs to transform them into accessible web content, and building information architecture outward from important content instead of predefined sitemaps.
3. The goal is to design systems that effectively communicate useful information to users based on their needs and contexts.
It is a well-known fact that Design Sprint is a very good technique – wonderful perhaps – but something incomplete (at least in its conception), that is for two reasons, 1.- it only allows you to concentrate on a single flow of a single product (what is not always optimal depending on the time and environment), and 2.- it facilitates you to fall into many inconsistencies that can end up affecting your entire UX process.
YOU CAN EXPECT TO LEARN:
* Ways to solve defects caused by focusing on a single flow of a single product
* What are the most common inconsistencies and possible ways to solve each of them
* Show a real case (my particular case) about how Sprint Design can be inserted in a UX macro process
Highest quality code in your SaaS project. Why should you care about it as a ...The Codest
We are launching a SaaS report dedicated to the whole SaaS market.
It is a useful pill of knowledge for the non-technical founders who are struggling with many challenges, especially the technological ones. In the report, we cover the specific problems/dilemmas such as:
- Is it worth making SaaS start-up if you are a non-technical founder?
- What are the biggest challenges to a non-technical founder?
- MVP as the most popular way to deliver product time to market
- Useful tips on how to build a SaaS product in 6 simple steps
Check out the report and make sure to eliminate common mistakes that can hurt your business. Are you a non-technical founder? Don’t worry!
In the short tutorial, you will learn how to successfully build a SaaS product with no programming skills.
Uniting product development, business strategy, and agile software practices.
Covers thinking about product development wholistically from a customer-first perspective. Suggests good principles for established companies and boostrappers.
How UXD Can Provide Leadership Skills for Complex Software Projects: A 4-Day ...Greg Laugero
The document summarizes a 4-day plan for UX designers to provide leadership on complex software projects. Day 1 involves identifying key entities, relationships, and tasks. Day 2 focuses on mapping typical user flows and exceptions. Day 3 is spent developing flow maps from the use cases. Day 4 presents the results to reach consensus and confirm decisions. The plan argues that UX techniques can bring order to chaotic projects and help practitioners take a leadership role.
Similar to Rhok 101 for change makers - with an agile flavour (20)
Everything agile sydney meetup oct 2019 Caoilte Dunne
This document provides an overview of a workshop on revealing toxins in teams. The workshop discusses how to play the relationship game within teams, focusing on the importance of responding positively to bids for connection. It identifies four common team toxins - criticism, contempt, defensiveness, and stonewalling - that damage relationships. The document outlines an exercise for teams to discuss these toxins in order to increase awareness and empathy around negative interactions.
This document discusses Mary Poppins as a model for an agile coach based on the 1964 film. It provides 9 reasons why Mary Poppins exemplifies an agile coach: 1) She arrives when needed, 2) She manages stakeholders and sets expectations, 3) She measures progress, 4) She has a bag of tricks with different frameworks and tools, 5) She automates tasks, 6) She brings joy to her work, 7) She lets clients solve their own problems with guidance rather than solutions, 8) She leaves when her work is done and the clients can continue independently, and 9) Her work is focused on the clients' needs and goals rather than her own. The document suggests that role models like Mary Pop
Mapping context is important for agile consultants to understand the key factors surrounding their work. Consultants should map context at different levels - focusing on the problem, power dynamics, and mindset of the client organization. By paying attention to interactions, building relationships, and embracing change through agile practices, consultants can gain a deeper understanding of the client's context over time. With a strong context map, consultants can then use deliberate practices to influence the client's mindset and behaviors in a way that best addresses the underlying challenges.
This document discusses power dynamics in agile teams and provides strategies for power equalization. It begins with the author's experience of dominating teams in the past. It then covers that (1) teams have complex relationships that can impact psychological safety; (2) different types of power like hard and soft power can be abused in meetings; (3) individual traits like insecurity and conformity can cause some team members to abdicate power; and (4) equalizing power requires building rapport, facilitating inclusive discussions, and nudging teams toward consensus. The overall message is that empowering all voices leads to higher quality outcomes.
The document discusses power dynamics in teams and provides strategies to promote equality and empowerment. It begins by defining what makes a great team, including psychological safety where all members feel comfortable sharing ideas without fear of bullying or criticism. It then covers types of hard and soft power people can wield, and how power imbalances can undermine team effectiveness and safety. Specific challenges women may face are acknowledged. The remainder provides advice on how to address power in meetings, including preparing the agenda and team norms in advance, facilitating discussions to involve all members, treating new ideas respectfully, and knowing when to challenge unhelpful behaviors. The goal is to make incremental changes to build rapport, empower all voices, and nudge teams towards more equitable environments over
The document discusses how agile practices have become distorted over time, focusing more on processes and tools than principles. It describes agile learning approaches like "Shu-Ha-Ri" and emphasizes simplifying agile down to its core of solving problems through collaboration, delivery of working solutions, reflection, and continuous improvement. The heart of agile is building consensus, trust, and learning through experimentation and change while examining one's work.
30 psychological truths that drive agile adoption and its failureCaoilte Dunne
How are the outcomes of children adopted post-World War II related to the success of your agile transformation? How can pressure to achieve high velocity actually cause its absence?
Everybody has a different agile story. Maybe yours is an amazing project where empowerment and accomplishment was a common occurrence. Maybe it is a never ending slog through awful days with occasional standups. This talk focuses on the drivers, flaws and systems of human behaviors that allow for both of these outcomes.
People are at the heart of agile and psychology. I combine both worlds - leveraging the work of over 30 noted psychologists including Watzlawick, Skinner, Maslow - to explore how people can cause agile adoption, agile failure and agile recovery. This talk not only covers how psychology suggests patterns to help people relate to one other but also how people use and abuse data both consciously and unconsciously.
After this presentation you should be able to look at your current project through a new lens. You will have the ability to identify and understand the gaps, and appreciate the things you, and your team, are doing right.
The document discusses power dynamics in agile teams and how to use power effectively. It explains that individuals in teams can wield power through hard tactics like threats or incentives, or soft tactics like expertise or likability. Both types of power can damage collaboration if not mitigated. The document recommends generating an idea-focused culture, facilitating discussions well, making consensus-based decisions, and being aware of one's own behaviors to avoid power pitfalls. When power is used to honestly evaluate ideas rather than control outcomes, it can result in truly collaborative consensus and better solutions.
Hand Rolled Applicative User ValidationCode KataPhilip Schwarz
Could you use a simple piece of Scala validation code (granted, a very simplistic one too!) that you can rewrite, now and again, to refresh your basic understanding of Applicative operators <*>, <*, *>?
The goal is not to write perfect code showcasing validation, but rather, to provide a small, rough-and ready exercise to reinforce your muscle-memory.
Despite its grandiose-sounding title, this deck consists of just three slides showing the Scala 3 code to be rewritten whenever the details of the operators begin to fade away.
The code is my rough and ready translation of a Haskell user-validation program found in a book called Finding Success (and Failure) in Haskell - Fall in love with applicative functors.
Using Query Store in Azure PostgreSQL to Understand Query PerformanceGrant Fritchey
Microsoft has added an excellent new extension in PostgreSQL on their Azure Platform. This session, presented at Posette 2024, covers what Query Store is and the types of information you can get out of it.
OpenMetadata Community Meeting - 5th June 2024OpenMetadata
The OpenMetadata Community Meeting was held on June 5th, 2024. In this meeting, we discussed about the data quality capabilities that are integrated with the Incident Manager, providing a complete solution to handle your data observability needs. Watch the end-to-end demo of the data quality features.
* How to run your own data quality framework
* What is the performance impact of running data quality frameworks
* How to run the test cases in your own ETL pipelines
* How the Incident Manager is integrated
* Get notified with alerts when test cases fail
Watch the meeting recording here - https://www.youtube.com/watch?v=UbNOje0kf6E
Atelier - Innover avec l’IA Générative et les graphes de connaissancesNeo4j
Atelier - Innover avec l’IA Générative et les graphes de connaissances
Allez au-delà du battage médiatique autour de l’IA et découvrez des techniques pratiques pour utiliser l’IA de manière responsable à travers les données de votre organisation. Explorez comment utiliser les graphes de connaissances pour augmenter la précision, la transparence et la capacité d’explication dans les systèmes d’IA générative. Vous partirez avec une expérience pratique combinant les relations entre les données et les LLM pour apporter du contexte spécifique à votre domaine et améliorer votre raisonnement.
Amenez votre ordinateur portable et nous vous guiderons sur la mise en place de votre propre pile d’IA générative, en vous fournissant des exemples pratiques et codés pour démarrer en quelques minutes.
What is Master Data Management by PiLog Groupaymanquadri279
PiLog Group's Master Data Record Manager (MDRM) is a sophisticated enterprise solution designed to ensure data accuracy, consistency, and governance across various business functions. MDRM integrates advanced data management technologies to cleanse, classify, and standardize master data, thereby enhancing data quality and operational efficiency.
Odoo ERP software
Odoo ERP software, a leading open-source software for Enterprise Resource Planning (ERP) and business management, has recently launched its latest version, Odoo 17 Community Edition. This update introduces a range of new features and enhancements designed to streamline business operations and support growth.
The Odoo Community serves as a cost-free edition within the Odoo suite of ERP systems. Tailored to accommodate the standard needs of business operations, it provides a robust platform suitable for organisations of different sizes and business sectors. Within the Odoo Community Edition, users can access a variety of essential features and services essential for managing day-to-day tasks efficiently.
This blog presents a detailed overview of the features available within the Odoo 17 Community edition, and the differences between Odoo 17 community and enterprise editions, aiming to equip you with the necessary information to make an informed decision about its suitability for your business.
SOCRadar's Aviation Industry Q1 Incident Report is out now!
The aviation industry has always been a prime target for cybercriminals due to its critical infrastructure and high stakes. In the first quarter of 2024, the sector faced an alarming surge in cybersecurity threats, revealing its vulnerabilities and the relentless sophistication of cyber attackers.
SOCRadar’s Aviation Industry, Quarterly Incident Report, provides an in-depth analysis of these threats, detected and examined through our extensive monitoring of hacker forums, Telegram channels, and dark web platforms.
Measures in SQL (SIGMOD 2024, Santiago, Chile)Julian Hyde
SQL has attained widespread adoption, but Business Intelligence tools still use their own higher level languages based upon a multidimensional paradigm. Composable calculations are what is missing from SQL, and we propose a new kind of column, called a measure, that attaches a calculation to a table. Like regular tables, tables with measures are composable and closed when used in queries.
SQL-with-measures has the power, conciseness and reusability of multidimensional languages but retains SQL semantics. Measure invocations can be expanded in place to simple, clear SQL.
To define the evaluation semantics for measures, we introduce context-sensitive expressions (a way to evaluate multidimensional expressions that is consistent with existing SQL semantics), a concept called evaluation context, and several operations for setting and modifying the evaluation context.
A talk at SIGMOD, June 9–15, 2024, Santiago, Chile
Authors: Julian Hyde (Google) and John Fremlin (Google)
https://doi.org/10.1145/3626246.3653374
Need for Speed: Removing speed bumps from your Symfony projects ⚡️Łukasz Chruściel
No one wants their application to drag like a car stuck in the slow lane! Yet it’s all too common to encounter bumpy, pothole-filled solutions that slow the speed of any application. Symfony apps are not an exception.
In this talk, I will take you for a spin around the performance racetrack. We’ll explore common pitfalls - those hidden potholes on your application that can cause unexpected slowdowns. Learn how to spot these performance bumps early, and more importantly, how to navigate around them to keep your application running at top speed.
We will focus in particular on tuning your engine at the application level, making the right adjustments to ensure that your system responds like a well-oiled, high-performance race car.
Neo4j - Product Vision and Knowledge Graphs - GraphSummit ParisNeo4j
Dr. Jesús Barrasa, Head of Solutions Architecture for EMEA, Neo4j
Découvrez les dernières innovations de Neo4j, et notamment les dernières intégrations cloud et les améliorations produits qui font de Neo4j un choix essentiel pour les développeurs qui créent des applications avec des données interconnectées et de l’IA générative.
Zoom is a comprehensive platform designed to connect individuals and teams efficiently. With its user-friendly interface and powerful features, Zoom has become a go-to solution for virtual communication and collaboration. It offers a range of tools, including virtual meetings, team chat, VoIP phone systems, online whiteboards, and AI companions, to streamline workflows and enhance productivity.
E-Invoicing Implementation: A Step-by-Step Guide for Saudi Arabian CompaniesQuickdice ERP
Explore the seamless transition to e-invoicing with this comprehensive guide tailored for Saudi Arabian businesses. Navigate the process effortlessly with step-by-step instructions designed to streamline implementation and enhance efficiency.
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
Unveiling the Advantages of Agile Software Development.pdfbrainerhub1
Learn about Agile Software Development's advantages. Simplify your workflow to spur quicker innovation. Jump right in! We have also discussed the advantages.
E-commerce Development Services- Hornet DynamicsHornet Dynamics
For any business hoping to succeed in the digital age, having a strong online presence is crucial. We offer Ecommerce Development Services that are customized according to your business requirements and client preferences, enabling you to create a dynamic, safe, and user-friendly online store.
2. So who are you ?
The changemakers !
You are the people who want to leverage RHoK to
make a difference.
Without you there is no RHoK.
3. You are the conduit
All the good done in RHoK , is done through helping
you.
If you do not get what you need , then RHoK has not
done any good.
So we are focused on you getting what you need done
- done.
4. What is RHoK - from your point of view
It’s a series of meetings where you are put in touch
with people with skills in software.
The whole cycle takes place over 6 months.
There is a winter hack and summer hack.
6. Meet with
people to
discuss ideas
to help your
solution.
Get people
interested in
your problem
and solution.
Work with your team to enact your
vision.
Ideation Info Night Hack Weekend
Have a vision.
Has to be strong
enough for people
to get emotional
about.
Ready your
pitch. Be able
to sell your
change.
Complete analysis to the
point where your team
can hit the ground
running.
8. My team (1) - How and when does my team
form ?
Ad hoc-ly !
You might get some interest at Ideation Night, some at
Info night and some on Saturday morning of the
hackday.
You will get a team but the makeup and numbers will
not be known until the Saturday.
9. Easy right
Just turn up, share your passion and good gets done.
With your team ...
10. Well not quite
You need to guide your team.
In a very real sense you need to lead them. To do this
you have to communicate your vision and react to
change on the weekend and overcome some common
mistakes.
It also requires understanding software and how it’s
built.
11. 1) Your vision - keeping it real
2) Software - how it is made
3) Agile - how it can help
4) Common pitfalls - learn from the past
Agenda
12. Your Vision
You have something you want to do.
This is the “Change” in change maker.
13. People and emotions
You need to able to communicate your change in a
way that connects with people.
People are at RHoK because of their emotions. They
are there to help.
You need to be able to quickly and effectively let them
understand why you are at the weekend.
14. Activity: Your Vision
Look to your worksheets
Answer the 3 questions
1. “Why have you chosen to champion your cause?”
2. “What is the best possible experience of someone
using your vision 2 years from now?”
3. “What needs to have been done when your change
leaves RHoK?”
15. You have little time.
1.5 days and some possible RHoLLs every 6 months.
Software takes a long time to build.
So what are you building?
If you have 3 RHoK cycles together you end up with
between about 6 - 7 days of dev per team member.
16. So if you get 8 people in your team that 72 days of effort.
I am in a project now that has 9 people, it has been in
operation for 5 months and is as agile as it can be. That is
900 days of effort.
This is a fairly typical project timeline.
In a year you get max. of 7 days of dev effort
per dev
17. You need to be focused on what you get at
each weekend
19. Making an MVP?
Lean startup has coined a phrase.
“Minimal viable product”
This the product that can prove something in the real
world.
20. Making a MVC?
For RHoK it may be better to think of it as MVC -
Minimal Viable Change.
It does not have to be something that is consumed
publicly. It could be something that is consumed by
your org to let them do good with more ease.
It could be a well worked out marketing campaign -
with knowledge of the tools to support.
21. Learning?
You can use the time in RHoK to learn more, so that
you can know what/how to build next time. This allows
you to better understand your market, your problem.
22. Producing a Demo?
You could be building a demo.
This is something you can show to get finance from the
government or crowdsourcing.
23. MVC Demo
Learning
You need to decide what your
vision is what is delivered at the end
of your first weekend
Are you aiming for something that is
useful?
Something that teaches you
something about your problem
domain?
Something that you can show to
illustrate your vision?
It can be all the above. But
remember you have little time.
33. You don’t know how software is built
I don’t know how to help the homeless, or diagnose
autism or whatever else you guys are going to do.
That’s why we have RHoK.
So let’s try and teach you the minimum you need to
know to guide you team.
39. There are lots of roles in software development
■ Configuring infrastructure and environments
■ Writing code
■ Testing
■ Graphic design
■ User experience design
■ Business analysis
■ Product management
■ Project management
■ Maintenance
40. Who does what?
Release
/Deployment
Requirements
Business Analysts
Ux’ers (User experience)
Visual designers
User Testing
Developers - frontend,
backend, app, web
Quality Assurance
DevOps:
Continuous Integration,
Continuous Deployment
Amazon Web Service (cloud
computing)
Iteration Manager / Product Manager / Tech Lead
41. My team (2) - What skills do I need?
Release
/DeploymentRequirements
A little here Mostly here A little here
One or two from here
42. When good is done
Release
/DeploymentRequirements
43. Time will be short
I advise an agile approach to making software.
48. We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
Agile Manifesto (2001)
56. It is placeholder for a conversation.
It is Testable.
It is Completable.
It is Prioritizable.
Stories !
57. Stories are the currency of a product owner.
Before the weekend you will be determining the set of user
stories that make up your minimal viable change.
You will be prioritising them , talking about them with the team.
Stories !
58. User stories are independent of how you
implement them
“As a customer I want see the books I can buy” - User story
This has customer value if it is an app, web site or a demo.
59. Release
/DeploymentRequirements
Allow you talk about
requirements that are
small and achievable
How you devs know
what to build
You should be able
verify the user story
when it is “done”
They flow through the SDLC
60. Some user stories examples
I worked on a project called Benjam in the last couple of RHoK
weekends.
Let's have a look at how its stories worked.
61. As a client I can see a list of things I want
so that I can see what my options are
62. As a client I can see a list of things I want
so that I can see what my options are
63. 1) When opening the app I see 7 images with text beneath them
2) These images are laid out in a grid-like fashion
3) When going back to the app I see the same images in the same
order
As a client I can see a list of things I want
so that I can see what my options are
64. This was the hardest story to do
Because it was the first. This was the hardest bit
Release
/Deployment
Requirements
66. As a client I can see a list of things I want
so that I can see what my options are
67. As a user I want to be able choose
something from the list I can see so that I
can communicate my need
68. As a client I want to be able to navigate
back to my home page at any time
69. As a carer I want to mark if my client
chose what they wanted so the app can
know if choices are effective
70. As a client I can see my wants categorised
so I can quickly find what I am looking for
71. As a carer I want to add to my clients list
so that the list can easily contain what my
client needs
72. As a client I want to hear my selection so I
can hear the words as I use the tool
73. Tracking user stories
I use a tool called trello for RHoK.
1) It is very lightweight
2) It is easily customizable
3) It persists across RHoK weekend and rholls.
See your worksheet for the trello URL
77. Release
/Deployment
Requirements
Stories have to have
acceptance criteria
and mockups
The devs are given the story (which
includes mocks up and acceptance
criteria. ) The story is discussed at
point of handover with Dev , Change
maker and Qa
The change maker
logs on to non dev
instance to see/verify
the story
Stories flow through the SDLC
81. Standups
When you are tracking your user stories , you can use them to
understand where you team is at.
A meeting to discuss the state of user stories is called a Standup.
82. Standups (cont.)
In a Standup , your team answers 3 questions:
1) What I did do between this Standup and the last standup
2) What I am going to do between Standup and the next standup
3) Any blockers
83. Standups (cont.)
On the hack weekend I would advise a Standup
■ at 12:00 on saturday
■ at 16:00 on saturday
■ at 10:00 on sunday
■ at 14:00 on sunday
93. What you need to do at the weekend
Release
/Deployment
Requirements
This is where the team needs you most. Understanding
what to build , You will be making priorty descsions , and
leverging the skills of your UX’ers and B.As
94. What you need to do at the weekend
Release
/Deployment
Requirements
This is where the team needs to understand what your goal
is at the end of the weekend. You choice will influence the
level of quality produced and what you do with codebase
afterwards
95. What you need to do at the weekend
Release
/Deployment
Requirements
You need to be clear to you team about what you are
expecting to be released
96. My team (3) - What happens when my team
does not gel ?
This might happen. There might be all kinds of interpersonal
reasons.
Normally the accelerated pace of the weekend means that you
can get away with some this.
However the team will look to you to make decision if it clearly
looks like it won’t work. You may have to make some hard calls
but it’s your vision , your team.
97. Prioritization is the most important thing
you do
Things will change!
A new solution might arise.
Something might take a long time.
Something might take a short time.
You might have multiple stories on the go at once.
98. You must be able to weigh the advice of
your team
But still make the best decision for your change.
101. What we now know
That software takes time to make so you will need focus.
That thinking of app in stories allows for ease of communication
and prioritisation.
That on the weekend you will be making quick prioritisation
decisions.
102. However...
The best laid plans of mice and men.
I have, in my time with RHoK , seen some common mistakes that
my teams and others have made.
Here are some of these common mistakes.
103. Excitement for participation, not results
Remedy
Be focused on what you can realistically expect in the weekend.
Don’t be overcome by the excitement on saturday morning when
you have a team. The work has only just begun.
Keep calm and have a plan so they can be happy knowing on
sunday afternoon that you have met your expectation for the
weekend.
104. The dominant expert
Remedy
Be careful of the person who has a hammer and sees your project
as a nail. Have suspicion for anyone who can’t work within the
confines of what you have planned.
Use your team for consensus but you are the decision maker.
Will your team after using the experts tool / technique be able
function if they are not in your team tomorrow?
105. The blizzard of solutions
Remedy
Have a plan.
You can incorporate solutions that keep you on track to deliver
but be very careful about solutions that mean you will have half of
what you need.
Be very wary of exciting new analysis techniques that arrive late
on saturday.
Solutions are exciting , deadlines are not. You have both.
106. The inconsistent team
Remedy
Be aware that anybody in your team may not turn up to to the
next event.
The interested dev on ideation may not turn up on the weekend.
The lead dev on Saturday may not turn up on sunday.
You are the only consistent part of your team.
107. Managing your expectation
Remedy
Have a vision for what can be accomplished in a weekend. Keep
you scope small and go in with a plan. This plan will of course
change but as the old saying goes:
“Plans are useless , planning is vital”
108. Production and Reputation
Remedy
If you do put something into production, that’s your reputation.
If this is your goal talk to your team about quality, scalability.
109. No exit strategy
Remedy
Know how your solution leaves RHoK.
Is it because it can now be self funded, it is in production or your
idea has been proven.
There is a future state where the next RHoK will not involve you.
Understand what this is and have a plan to get there within 3
RHoKs (a year).
110. Not getting the skills
Remedy
Sometimes teams don’t get their skills.
The first thing is to be generous if you have too much.
4 Uxer’s is 2 too many, as is 3 managers.
If possible go in with a list or roles you need, that way you can
advertise in your stuff.
111. Too many as bad a too few
Remedy
Aim for your team to be under 10 people.
The makeup of your team depends on your solution and what
availble at the weekend.
As a rule of thumb aim for mostly devs, some UX , some DevOps
and one manager / tech lead.
112. Letting others take the load
Remedy
It is your vision, it is up to you to maintain it.
You should know what your plan is after the weekend.
You need to lead.
113. With our new knowledge let’s go through
the timeline of RHoK again
114. Meet with
people to
discuss ideas
to help your
solution
Get people
interested in
your problem
and solution.
work with your team to enact your
vision.
Ideation Info Night Hack weekend
Have a vision.
Has to strong
enough for people
to get emotional
about
Ready your
pitch. Be able
to sell your
change.
Have done
some inception
activities on
your own
Have done analysis to
the point where your
team can hit the ground
running. have set of
straw man user stories
115. Registration LunchIntro and
Pitches
Self
organise
into teams
Come up with a
plan for how to
solve the problem
Build
and
iterate
At the hackathon
Saturday
Presentation
and prizes
Sunday
Build
and
iterate
Stand up
Stand up Stand up
Stand up
Build
and
iterate
prepare
Presentation
116. Summary
■ It is your Vision.
■ You do the good - everyone else just enables it.
■ You are responsible and accountable for what is
produced.
■ Be thankful to your team, not beholden to them.
■ You're in it for the long haul - your team may not
be.
■ Aim for something useful at the end of the
weekend.