Scrum is an agile framework for managing product development projects. It utilizes short development cycles called sprints, daily stand-up meetings, and emphasizes self-organizing cross-functional teams and adaptive planning. Key aspects of scrum include sprint planning meetings, daily scrums, sprint reviews, sprint retrospectives, and tracking progress through product backlogs and sprint backlogs. The scrum team consists of the product owner, development team, and scrum master, with each role having specific responsibilities to coordinate delivery of working software increments each sprint.
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.
An introduction to the SCRUM Project Management Methodology. It is text-heavy so that it can be self-contained and serve both as an introduction and reference manual to SCRUM.
Scrum guide presentation (Scrum Guide in easy to read PPT format)Aloke Bhattacharya
This document provides a summary of the Scrum Guide in PowerPoint format. It was created by Aloke Bhattacharya based on the November 2017 version of the Scrum Guide. The presentation aims to make the key points of the Scrum Guide more memorable through additional diagrams, highlighting, and splitting long paragraphs. It includes all content from the Scrum Guide unchanged and in the same order, with page numbers provided for reference.
This document provides an overview of the Scrum framework for agile software development. It defines Scrum and agile development, describes when Scrum is applicable, and outlines the core components of Scrum including values, roles, events, artifacts, and a Scrum board. It also discusses pros and cons of the Scrum framework.
Scrum 101 Learning Objectives:
1. Waterfall project methodology basics - what is waterfall and where did it come from?
2. Agile umbrella practices and frameworks - what is agile? what isn't agile? Where does Scrum fit in?
3. Scrum empirical theory - emperical vs. theoretical
4. Parts of the Scrum framework - roles, events / ceremonies, artifacts and rules
5. Features of cultures that use Scrum
This document provides an overview of Scrum training. It introduces the trainer, Deniz Gungor, and their background. It then outlines the agenda, which will cover Scrum fundamentals, a Scrum simulation game, and the Scrum framework. Key aspects of Scrum are defined, including self-organizing Scrum teams, iterative delivery, the Product Owner, Scrum Master, Development Team, events like the Daily Scrum and Sprint Review, and artifacts like the Product Backlog and Sprint Backlog. The training will help participants understand and apply the Scrum framework to projects.
The document compares the waterfall and agile-scrum methodologies. Waterfall is a sequential process where each phase must be completed before moving to the next. It does not allow for revisiting phases or releasing value until the end. Agile-scrum is iterative, rapid, adaptable, quality-driven, and cooperative. Scrum is a lightweight agile process that splits work into small deliverables prioritized in a backlog and estimated in story points. Key scrum elements include sprints, user stories, meetings like daily stand-ups and retrospectives.
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.
An introduction to the SCRUM Project Management Methodology. It is text-heavy so that it can be self-contained and serve both as an introduction and reference manual to SCRUM.
Scrum guide presentation (Scrum Guide in easy to read PPT format)Aloke Bhattacharya
This document provides a summary of the Scrum Guide in PowerPoint format. It was created by Aloke Bhattacharya based on the November 2017 version of the Scrum Guide. The presentation aims to make the key points of the Scrum Guide more memorable through additional diagrams, highlighting, and splitting long paragraphs. It includes all content from the Scrum Guide unchanged and in the same order, with page numbers provided for reference.
This document provides an overview of the Scrum framework for agile software development. It defines Scrum and agile development, describes when Scrum is applicable, and outlines the core components of Scrum including values, roles, events, artifacts, and a Scrum board. It also discusses pros and cons of the Scrum framework.
Scrum 101 Learning Objectives:
1. Waterfall project methodology basics - what is waterfall and where did it come from?
2. Agile umbrella practices and frameworks - what is agile? what isn't agile? Where does Scrum fit in?
3. Scrum empirical theory - emperical vs. theoretical
4. Parts of the Scrum framework - roles, events / ceremonies, artifacts and rules
5. Features of cultures that use Scrum
This document provides an overview of Scrum training. It introduces the trainer, Deniz Gungor, and their background. It then outlines the agenda, which will cover Scrum fundamentals, a Scrum simulation game, and the Scrum framework. Key aspects of Scrum are defined, including self-organizing Scrum teams, iterative delivery, the Product Owner, Scrum Master, Development Team, events like the Daily Scrum and Sprint Review, and artifacts like the Product Backlog and Sprint Backlog. The training will help participants understand and apply the Scrum framework to projects.
The document compares the waterfall and agile-scrum methodologies. Waterfall is a sequential process where each phase must be completed before moving to the next. It does not allow for revisiting phases or releasing value until the end. Agile-scrum is iterative, rapid, adaptable, quality-driven, and cooperative. Scrum is a lightweight agile process that splits work into small deliverables prioritized in a backlog and estimated in story points. Key scrum elements include sprints, user stories, meetings like daily stand-ups and retrospectives.
Agile is an alternative to traditional project management that is typically used for software development. It values individuals, interactions, working software, and responding to change over processes, tools, documentation, contracts, and plans. Scrum is the most popular Agile framework and uses short development cycles called sprints, daily stand-ups, sprint planning, reviews, and retrospectives. It focuses on self-organizing cross-functional teams and emphasizes empiricism, or making decisions based on experience through inspection and adaptation.
The document provides an overview of the Agile methodology known as Scrum. It defines Scrum as an Agile process that allows teams to focus on delivering high business value in short iterations called sprints. The document outlines the key components of Scrum, including roles like Product Owner and Scrum Master, ceremonies like sprint planning and daily stand-ups, and artifacts like the product and sprint backlogs. It also discusses how Scrum teams self-organize to complete sprint goals and deliver working software incrementally in each sprint.
This presentation describes the basics of Agile methodologies and how it is differed from Waterfall. Then continues with the most famous Agile approach: Scrum
The document discusses Agile software development methods. It defines Agile as iterative development methods that promote adaptive planning, evolutionary development, rapid response to change, and value interactions and collaboration over processes and tools. It describes common Agile frameworks like Scrum, which uses sprints, daily stand-ups, and artifacts like product backlogs to help teams self-organize and deliver working software frequently. The document contrasts traditional waterfall methods with Agile's emphasis on adaptability, collaboration, and rapid delivery of working software.
This document provides an introduction to agile frameworks like Scrum, XP, Lean, and Kanban. It discusses agile principles like valuing individuals, collaboration, and responding to change. It describes Scrum roles, events, and tools like user stories, burn-down charts, and daily stand-ups. XP's emphasis on testing is covered. Lean principles like eliminating waste and building quality in are explained. Kanban concepts like pull systems and work-in-progress limits are also summarized. The document concludes with recommendations for certifications and further reading on agile methods.
This document provides an overview of Agile methodology and Scrum framework. It defines key Agile concepts like iterations called sprints and artifacts like product backlog, sprint backlog, and product increment. It describes Scrum roles of product owner, Scrum master, and team. It outlines Scrum activities like sprint planning, daily scrum, sprint review, and retrospective. Finally, it discusses tools like task boards and burn down charts used to provide transparency and track progress.
The aim of agile methods is to reduce overheads in the software process (e.g. by limiting documentation) and to be able to respond quickly to changing requirements without excessive rework.
This presentation is about Scrum methodology. First it reviewed traditional SDM and then talk about Agile and Scrum
Agile software development development explainedServan Huegen
The document provides an overview of agile software development approaches like Scrum and Kanban. It explains the key principles of the Agile Manifesto and how Scrum uses ceremonies like sprint planning, daily stand-ups, and retrospectives. Kanban focuses on visualizing work, limiting work in progress, and implementing feedback loops. Large scale agile approaches like Scrum of Scrums and SAFe are also covered. Finally, it discusses how the Lean Startup methodology is used to build minimum viable products and validate ideas with customers.
This document provides an overview of Agile and Scrum methodologies. It describes the iterative incremental model and compares it to the waterfall model. The key aspects of Agile include iterative development, early delivery of working software, collaboration between business and developers, self-organizing teams, and face-to-face communication. Scrum is then introduced as a framework for implementing Agile. The core Scrum roles, events, artifacts, user stories, estimation techniques, and burn down charts are defined and explained at a high level.
Scrum is an agile software development framework that focuses on self-organizing cross-functional teams, sprints of work lasting 2-4 weeks, daily stand-up meetings, and empirical process control. The key roles are the Product Owner who prioritizes features, the Scrum Master who facilitates the process, and the self-organizing Development Team. Scrum uses sprints, daily scrums, sprint planning meetings, sprint reviews, and retrospectives to deliver working software frequently in an iterative and incremental fashion.
The document provides an introduction to Agile methodology and Scrum framework. It discusses the limitations of traditional waterfall approaches and how Agile and Scrum address those limitations through iterative development with frequent delivery and ability to adapt to changing requirements. The key aspects of Scrum like sprints, daily stand-ups, sprint planning, review and retrospective are explained to give an overview of how Scrum works in practice.
The document provides an overview of agile software development using the SCRUM framework and planning poker estimation technique. It describes the key elements of SCRUM including roles like the product owner and scrum master, events like sprint planning and daily standups, and artifacts like the product and sprint backlogs. It also explains planning poker as a consensus-based estimation method where the team discusses user stories and privately selects story point cards to estimate them before revealing and reconciling estimates. The document includes an example planning poker workshop for estimating user stories for an online survey application.
The document discusses Scrum, an agile framework for managing complex projects. It describes Scrum's core components like sprints, roles, artifacts, and events. Sprints are short, timed iterations where self-organizing teams work on prioritized backlog items to create shippable increments. Key roles include the Product Owner who prioritizes features, and the Scrum Master who coaches the team. Artifacts include the Product and Sprint Backlogs and shippable increments. Events help the team inspect and adapt their process through planning, daily check-ins, reviews, and retrospectives. Many large companies have adopted Scrum to deliver working software frequently in response to changing requirements.
The document discusses how Scrum is a framework to help teams be agile, but it does not guarantee agility on its own. While Scrum can work without an agile culture, it does not work as well. Having an truly agile team allows for great work to be done and Scrum to be used effectively, but meetings and overhead from Scrum processes can increase costs without an agile mindset. The document cautions that implementing engineering practices early in sprints is important. Overall, Scrum provides a framework but an agile culture and mindset are needed to fully realize the benefits of agility.
Introduction to the scrum framework: roles, activities and artifacts.
Scrum is an agile methodology for project management, to create a high quality product.
www.nieldeckx.be
Using Agile to Teach Agile Open Space Scrum Gathering Orlando 2016Fabian Schwartz, MBA
This presentation is the result of an Open Space discussion at the Scrum Gathering Orlando 2016. Topic using agile to teach agile, using a scrum master course as an example.
Companies face challenges in usage of Scrum such as geographically distributed teams, different time zones, getting clients on board and we will take a look at some of them in this session.
explains basic scrum jargon and details regarding scrum like duties of product owner,duties of scrum master,duties of development team,sprint planning,daily scrum,sprint overview,sprint retrospective
Scrum is a framework for project management that focuses on transparency, inspection, and adaptation. It uses artifacts like a product backlog and sprint backlog, and events like daily stand-ups, sprints, and retrospectives. The scrum team consists of a product owner, developers, and a scrum master. The product owner manages the product backlog, developers work to complete items in the sprint backlog, and the scrum master removes impediments. Scrum promotes transparency, inspection of progress, and adaptation through its lightweight and iterative process.
The document describes the SCRUM framework which is an agile project management methodology. It consists of a Scrum Team including a Product Owner, Scrum Master, and Development Team. The framework involves Scrum Events like Sprint Planning, Daily Scrums, Sprint Reviews, and Sprint Retrospectives. It also uses Scrum Artifacts such as the Product Backlog, Sprint Backlog, and Increment to facilitate the process. The goal of SCRUM is to deliver value to customers through an iterative approach with self-organizing teams.
Agile is an alternative to traditional project management that is typically used for software development. It values individuals, interactions, working software, and responding to change over processes, tools, documentation, contracts, and plans. Scrum is the most popular Agile framework and uses short development cycles called sprints, daily stand-ups, sprint planning, reviews, and retrospectives. It focuses on self-organizing cross-functional teams and emphasizes empiricism, or making decisions based on experience through inspection and adaptation.
The document provides an overview of the Agile methodology known as Scrum. It defines Scrum as an Agile process that allows teams to focus on delivering high business value in short iterations called sprints. The document outlines the key components of Scrum, including roles like Product Owner and Scrum Master, ceremonies like sprint planning and daily stand-ups, and artifacts like the product and sprint backlogs. It also discusses how Scrum teams self-organize to complete sprint goals and deliver working software incrementally in each sprint.
This presentation describes the basics of Agile methodologies and how it is differed from Waterfall. Then continues with the most famous Agile approach: Scrum
The document discusses Agile software development methods. It defines Agile as iterative development methods that promote adaptive planning, evolutionary development, rapid response to change, and value interactions and collaboration over processes and tools. It describes common Agile frameworks like Scrum, which uses sprints, daily stand-ups, and artifacts like product backlogs to help teams self-organize and deliver working software frequently. The document contrasts traditional waterfall methods with Agile's emphasis on adaptability, collaboration, and rapid delivery of working software.
This document provides an introduction to agile frameworks like Scrum, XP, Lean, and Kanban. It discusses agile principles like valuing individuals, collaboration, and responding to change. It describes Scrum roles, events, and tools like user stories, burn-down charts, and daily stand-ups. XP's emphasis on testing is covered. Lean principles like eliminating waste and building quality in are explained. Kanban concepts like pull systems and work-in-progress limits are also summarized. The document concludes with recommendations for certifications and further reading on agile methods.
This document provides an overview of Agile methodology and Scrum framework. It defines key Agile concepts like iterations called sprints and artifacts like product backlog, sprint backlog, and product increment. It describes Scrum roles of product owner, Scrum master, and team. It outlines Scrum activities like sprint planning, daily scrum, sprint review, and retrospective. Finally, it discusses tools like task boards and burn down charts used to provide transparency and track progress.
The aim of agile methods is to reduce overheads in the software process (e.g. by limiting documentation) and to be able to respond quickly to changing requirements without excessive rework.
This presentation is about Scrum methodology. First it reviewed traditional SDM and then talk about Agile and Scrum
Agile software development development explainedServan Huegen
The document provides an overview of agile software development approaches like Scrum and Kanban. It explains the key principles of the Agile Manifesto and how Scrum uses ceremonies like sprint planning, daily stand-ups, and retrospectives. Kanban focuses on visualizing work, limiting work in progress, and implementing feedback loops. Large scale agile approaches like Scrum of Scrums and SAFe are also covered. Finally, it discusses how the Lean Startup methodology is used to build minimum viable products and validate ideas with customers.
This document provides an overview of Agile and Scrum methodologies. It describes the iterative incremental model and compares it to the waterfall model. The key aspects of Agile include iterative development, early delivery of working software, collaboration between business and developers, self-organizing teams, and face-to-face communication. Scrum is then introduced as a framework for implementing Agile. The core Scrum roles, events, artifacts, user stories, estimation techniques, and burn down charts are defined and explained at a high level.
Scrum is an agile software development framework that focuses on self-organizing cross-functional teams, sprints of work lasting 2-4 weeks, daily stand-up meetings, and empirical process control. The key roles are the Product Owner who prioritizes features, the Scrum Master who facilitates the process, and the self-organizing Development Team. Scrum uses sprints, daily scrums, sprint planning meetings, sprint reviews, and retrospectives to deliver working software frequently in an iterative and incremental fashion.
The document provides an introduction to Agile methodology and Scrum framework. It discusses the limitations of traditional waterfall approaches and how Agile and Scrum address those limitations through iterative development with frequent delivery and ability to adapt to changing requirements. The key aspects of Scrum like sprints, daily stand-ups, sprint planning, review and retrospective are explained to give an overview of how Scrum works in practice.
The document provides an overview of agile software development using the SCRUM framework and planning poker estimation technique. It describes the key elements of SCRUM including roles like the product owner and scrum master, events like sprint planning and daily standups, and artifacts like the product and sprint backlogs. It also explains planning poker as a consensus-based estimation method where the team discusses user stories and privately selects story point cards to estimate them before revealing and reconciling estimates. The document includes an example planning poker workshop for estimating user stories for an online survey application.
The document discusses Scrum, an agile framework for managing complex projects. It describes Scrum's core components like sprints, roles, artifacts, and events. Sprints are short, timed iterations where self-organizing teams work on prioritized backlog items to create shippable increments. Key roles include the Product Owner who prioritizes features, and the Scrum Master who coaches the team. Artifacts include the Product and Sprint Backlogs and shippable increments. Events help the team inspect and adapt their process through planning, daily check-ins, reviews, and retrospectives. Many large companies have adopted Scrum to deliver working software frequently in response to changing requirements.
The document discusses how Scrum is a framework to help teams be agile, but it does not guarantee agility on its own. While Scrum can work without an agile culture, it does not work as well. Having an truly agile team allows for great work to be done and Scrum to be used effectively, but meetings and overhead from Scrum processes can increase costs without an agile mindset. The document cautions that implementing engineering practices early in sprints is important. Overall, Scrum provides a framework but an agile culture and mindset are needed to fully realize the benefits of agility.
Introduction to the scrum framework: roles, activities and artifacts.
Scrum is an agile methodology for project management, to create a high quality product.
www.nieldeckx.be
Using Agile to Teach Agile Open Space Scrum Gathering Orlando 2016Fabian Schwartz, MBA
This presentation is the result of an Open Space discussion at the Scrum Gathering Orlando 2016. Topic using agile to teach agile, using a scrum master course as an example.
Companies face challenges in usage of Scrum such as geographically distributed teams, different time zones, getting clients on board and we will take a look at some of them in this session.
explains basic scrum jargon and details regarding scrum like duties of product owner,duties of scrum master,duties of development team,sprint planning,daily scrum,sprint overview,sprint retrospective
Scrum is a framework for project management that focuses on transparency, inspection, and adaptation. It uses artifacts like a product backlog and sprint backlog, and events like daily stand-ups, sprints, and retrospectives. The scrum team consists of a product owner, developers, and a scrum master. The product owner manages the product backlog, developers work to complete items in the sprint backlog, and the scrum master removes impediments. Scrum promotes transparency, inspection of progress, and adaptation through its lightweight and iterative process.
The document describes the SCRUM framework which is an agile project management methodology. It consists of a Scrum Team including a Product Owner, Scrum Master, and Development Team. The framework involves Scrum Events like Sprint Planning, Daily Scrums, Sprint Reviews, and Sprint Retrospectives. It also uses Scrum Artifacts such as the Product Backlog, Sprint Backlog, and Increment to facilitate the process. The goal of SCRUM is to deliver value to customers through an iterative approach with self-organizing teams.
The document provides an overview of the Agile Scrum methodology. It describes that Agile is an iterative process involving constant collaboration with stakeholders. Scrum is an Agile framework that breaks work into sprints with daily stand-ups. Key Scrum roles include the Product Owner who manages the backlog, the Scrum Master who removes impediments, and the Development Team who delivers increments each sprint. Artifacts include the Product and Sprint Backlogs, the Definition of Done, and the increment delivered at the end of each sprint.
Detail Information about Agile Process Frameworks such as SCRUM and CMMI along with agile manifesto. Comparison between scrum and capability maturity model integration
This presentation provides a quick guide to getting started with the Scrum framework. It's based on the 2020 Scrum Guide (https://scrumguides.org/scrum-guide.html). It can be used to introduce Scrum to new teams as well as experienced practitioners that need to refresh their understanding of the framework as part of the continuous improvement process. It also provides additional resources and references.
This presentation provides a quick guide to getting started with the Scrum framework. It's based on the 2020 Scrum Guide (https://scrumguides.org/scrum-guide.html). It can be used to introduce Scrum to new teams as well as experienced practitioners that need to refresh their understanding of the framework as part of the continuous improvement process. It also provides additional resources and references. This deck can be used by SMs or Agile Coaches to team Scrum Framework to teams.
Scrum is an agile framework for managing complex product development that has been used since the 1990s. It is lightweight, simple, and difficult to master. The core Scrum roles are the Product Owner, Development Team, and Scrum Master. The Product Owner manages the product backlog and maximizes ROI. The Development Team is self-organizing and cross-functional. The Scrum Master removes impediments and ensures adherence to Scrum practices. Key Scrum events include Sprint Planning, Daily Scrums, Sprint Review, and Sprint Retrospective.
This document provides an overview of the Professional Scrum Foundations course. The course introduces students to the Scrum framework and teaches the basics of implementing Scrum effectively. It addresses common challenges teams face in adopting Scrum and equips students to avoid common pitfalls. The course covers Scrum roles, events, artifacts, planning techniques, and includes hands-on exercises for students to practice Scrum. The intended audience is anyone working with a Scrum team, especially those new to Scrum or struggling with implementation.
Software Development Guide To Accelerate PerformanceZaid Shabbir
Scrum is the most widely used framework across all software and business industries. By following complete scrum framework you can improve the quality product deliver in more adaptive way.
Slides contents content guidelines related to scrum framework and how some one become a certified scrum master. Slides elaborate scrum framework by using user friendly diagrams and bulleted points. After grasping the slides any one can easily pass certified scrum examination.
I am sure you will enjoy the contents and its really helpful to become a certified scrum practitioner.
Scrum is an agile framework that focuses on rapid delivery of working software in short cycles called sprints. It involves self-organizing cross-functional teams, prioritized backlogs and artifacts like product backlogs, sprint backlogs and increments. Key roles include the product owner who prioritizes features, the development team who work on delivering features and the scrum master who facilitates the process. Ceremonies like sprint planning, daily standups, sprint reviews and retrospectives help ensure transparency and process improvement.
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.
The document provides an overview of the Agile methodology known as Scrum. It defines Scrum as an Agile process that allows teams to focus on delivering high business value in short iterations called sprints. The document outlines the key components of Scrum, including roles like Product Owner and Scrum Master, ceremonies like sprint planning and daily stand-ups, and artifacts like the product and sprint backlogs. It also discusses how Scrum teams self-organize to complete sprint goals and deliver working software incrementally in each sprint.
What is Scrum? How to implement Scrum?
- This presentation describes the basic elements of the Scrum Framework.
- My goal is to provide an organized view that will help a novice understand and implement the Scrum foundation quickly.
The document discusses the key concepts in Scrum including the roles of the Product Owner, Scrum Master, and Development Team. It explains that Scrum uses short iterations called Sprints to incrementally deliver working software. The Development Team self-organizes during Sprints while the Product Owner prioritizes work and the Scrum Master ensures best practices are followed. Key events in Scrum include Sprint Planning, Daily Scrums, Sprint Reviews, and Sprint Retrospectives. Artifacts include the Product Backlog, Sprint Backlog, and Increment of working software delivered at the end of each Sprint.
Overview on Agile, Scrum, Kanban, Extreme programming (XP) and Scaled Agile F...Hyder Baksh
Unlock the power of Agile methodologies with this concise overview. Delve into the core principles and practices of Agile, Scrum, Kanban, Extreme Programming (XP), and the Scaled Agile Framework (SAFe) in just a few slides.
Discover how Agile methodologies revolutionize project management, emphasizing adaptability, collaboration, and customer-centricity. Learn about Scrum's structured framework, Kanban's visualized workflow, XP's engineering practices, and SAFe's scalable enterprise implementation.
Explore the benefits and challenges each methodology brings, and gain insights into selecting the right approach for your projects. Real-world case studies offer a glimpse into successful Agile transformations. Join us to uncover the essentials of Agile methodologies in today's fast-paced business landscape
Scrum is an iterative and incremental agile software development methodology for managing product development. It defines "a flexible, holistic product development strategy where a development team works as a unit to reach a common goal" as illustrated by Teradata Consultant Prasanna Yaddanapudi in Feb Session
Scrum is an agile framework that uses short cycles called sprints to incrementally develop products. It consists of roles like the product owner and scrum master, events like the sprint planning meeting and daily standup, and artifacts like the product backlog and sprint backlog. The scrum team works to complete items from the product backlog during a sprint, tracks progress using tools like burn down charts, and inspects and adapts each sprint through the sprint retrospective.
In this slides deck, Avidan Hetzroni explains the basic concepts behind the Scrum Framework values and principles and how Scrum bind together the events, roles, and artifacts to govern the relationships and interaction between them.
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.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
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
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.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
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.
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/
2. SCRUM?
• Scrum is an Agile framework, its not a methodology
• Scrum is used for developing and sustaining complex products
• Scrum is founded on empiricism that asserts knowledge comes from what is known
• Adaptation, transparency, inspection uphold empirical process control
• Through iterative and incremental approach Scrum optimize predictability and control risk
• Scrum consist of Scrum Team, and their associated roles, events, artifacts and rules
4. WHEN SCRUM IS APPROPRIATE?
• When requirements is uncertain
• Unpredictable technology implementation
• Work is too complicated for the defined
process
• Software development is a perfect example
where iterative and incremental scrum
approach would provide benefits
image source http://scrumreferencecard.com/
5. WHY SCRUM?
• Scrum delivers product quickly
• Product delivered in highest possible value
• Scrum promotes transparency, everybody shares
common understanding
• Changes are welcomed, thus clients received
more desirable and suitable outcome
• Scrum limits risk per iteration of sprints
• Motivated and inspired team member
image source https://calvinx.com/
13. SCRUM TEAM
• Scrum Teams are self-organizing and cross-functional
• Self-organizing teams choose how best to accomplish their work, rather than being directed
by others outside the team
• Cross-functional teams have all competencies needed to accomplish the work without
depending on others not part of the team
• Scrum Teams deliver products iteratively and incrementally, maximizing opportunities for
feedback
• The Scrum Team consists of a Product Owner, the Development Team, and a Scrum Master
14. PRODUCT OWNER
• Clearly expressing Product Backlog items
• Ordering the items in the Product Backlog to best achieve goals and missions
• Optimizing the value of the work the Development Team performs
• Ensuring that the Product Backlog is visible, transparent, and clear to all, and shows what the
Scrum Team will work on next
• Ensuring the Development Team understands items in the Product Backlog to the level
needed
15. DEVELOPMENT TEAM
• Consist of 3 – 9 members
• They are self-organizing. No one (not even the Scrum Master) tells the Development Team how to
turn Product Backlog into Increments of potentially releasable functionality
• Development Teams are cross-functional, with all of the skills as a team necessary to create a
product Increment
• Scrum recognizes no titles for Development Team members other than Developer, regardless of
the work being performed by the person
• Scrum recognizes no sub-teams in the Development Team, regardless of particular domains that
need to be addressed like testing or business analysis
• Individual Development Team members may have specialized skills and areas of focus, but
accountability belongs to the Development Team as a whole
16. SCRUM MASTER
• The Scrum Master is a servant-leader for the Scrum Team
• Ensuring the Scrum is understood and enacted
• Helps people outside the Scrum Team understand which of their interactions with the Scrum
Team are helpful and which aren’t, to maximize the value created by the Scrum Team
17. SCRUM MASTER TO PRODUCT OWNER
• Finding techniques for effective Product Backlog management
• Helping the Scrum Team understand the need for clear and concise Product Backlog items
• Understanding product planning in an empirical environment
• Ensuring the Product Owner knows how to arrange the Product Backlog to maximize value
• Understanding and practicing agility
• Facilitating Scrum events as requested or needed
18. SCRUM MASTER TO DEVELOPMENT TEAM
• Coaching the Development Team in self-organization and cross-functionality
• Helping the Development Team to create high-value products
• Removing impediments to the Development Team’s progress
• Facilitating Scrum events as requested or needed
• Coaching the Development Team in organizational environments in which Scrum is not yet
fully adopted and understood
19. SCRUM MASTER TO ORGANIZATION
• Leading and coaching the organization in its Scrum adoption
• Planning Scrum implementations within the organization
• Helping employees and stakeholders understand and enact Scrum and empirical product
development
• Causing change that increases the productivity of the Scrum Team
• Working with other Scrum Masters to increase the effectiveness of the application of Scrum
in the organization
20. SCRUM EVENTS
• All events are time-boxed events, such that every event has a maximum duration
• Sprint duration is fixed and cannot be shortened or lengthened
• There are Sprint Planning, Daily Scrum, Sprint Review, Spring Retrospective, and Product
Backlog Refinement
• Other than the Sprint itself, which is a container for all other events, each event in Scrum is a
formal opportunity to inspect and adapt
• Failure to include any of these events results in reduced transparency and is a lost
opportunity to inspect and adapt
21. THE SPRINT
• Each Sprint may be considered a project with no more than a one-month horizon
• Sprint results “Done”, useable, and potentially releasable product Increment
• Sprints best have consistent durations throughout a development effort
• A new Sprint starts immediately after the conclusion of the previous Sprint
• Sprints contain and consist of the Sprint Planning, Daily Scrums, the development work, the
Sprint Review, and the Sprint Retrospective
• Quality goals do not decrease, No changes are made that would endanger the Sprint Goal
• Scope may be clarified and re-negotiated between the Product Owner and Development
• A Sprint can be cancelled before the Sprint time-box is over. Only by the Product Owner
22. SPRINT PLANNING
• The work to be performed in the Sprint is planned at the Sprint Planning
• This plan is created by the collaborative work of the entire Scrum Team
• Sprint Planning is time-boxed to a maximum of eight hours for a one-month Sprint
• What can be delivered in the Increment resulting from the upcoming Sprint?
• How will the work needed to deliver the Increment be achieved?
• This is where Sprint Goal is crafted. The Sprint Goal is an objective set for the Sprint that can
be met through the implementation of Product Backlog
23. DAILY MEETING (DAILY SCRUM)
• 15-minute time-boxed event for the Development Team to inspect and adapt
• Development team answers 3 questions for themselves :
• What did I do yesterday that helped the Development Team meet the Sprint Goal?
• What will I do today to help the Development Team meet the Sprint Goal?
• Do I see any impediment that prevents me from meeting the Sprint Goal?
24. SPRINT REVIEW
• Four-hour time-boxed meeting for one-month Sprints
• Attendees include the Scrum Team and key stakeholders invited by the Product Owner
• During the Sprint Review, the Scrum Team and stakeholders collaborate about what was done in
the Sprint, attendees collaborate on the next things that could be done to optimize value
• Development Team demonstrates the work that it has “Done” and answers about the Increment
• The Product Owner discusses the Product Backlog as it stands. He or she projects likely completion
dates based on progress to date (if needed)
• The result of the Sprint Review is a revised Product Backlog that defines the probable Product
Backlog items for the next Sprint
• Informal meeting, not a status meeting, intended to elicit feedback and foster collaboration
25. SPRINT RETROSPECTIVE
• Three-hour time-boxed meeting for one-month Sprints
• Opportunity for the Scrum Team to inspect itself and create a plan for improvements
• The Sprint Retrospective occurs after the Sprint Review and prior to the next Sprint Planning
• Inspect how the last Sprint went with regards to people, relationships, process, and tools
• Identify and order the major items that went well and potential improvements
• Create a plan for implementing improvements to the way the Scrum Team does its work
26. PRODUCT BACKLOG REFINEMENT
• Informal event that covers the refinement of the product backlog
• Scrum Team decides how and when refinement is done
• Refinement usually consumes no more than 10% of the capacity of the Development Team
• Increase visibility of product backlog that were likely to make it into the next sprint
27. SCRUM ARTIFACTS
• Scrum’s artifacts represent work or value
• Provide transparency and opportunities for inspection and adaptation
• Maximize transparency of key information so that everybody has the same understanding of
the artifact
• Scrum artifacts consist of Product Backlog, Sprint Backlog, and Increment
28. PRODUCT BACKLOG
• The single source of requirements for any changes to be made to the product
• The Product Owner is responsible for the Product Backlog, including its content, availability,
and ordering
• The Product Backlog lists all features, functions, requirements, enhancements, and fixes
• Product Backlog items can be updated at any time by the Product Owner or at the Product
Owner’s discretion
• Higher ordered Product Backlog items are usually clearer, more detailed, more precise
estimates and more likely to be included in the next Sprint than lower ordered ones
• The Development Team is responsible for all estimates
29. MONITORING PROGRESS TOWARD A GOAL
• At any point in time, the total work remaining to reach a goal can be summed
• The Product Owner tracks this total work remaining at least every Sprint Review
• The Product Owner compares this amount with work remaining at previous Sprint Reviews to
assess progress toward completing projected work by the desired time for the goal
• This information is made transparent to all stakeholders
• Various projective practices upon trending have been used to forecast progress, like
burndowns, burn-ups, or cumulative flows. These have proven useful
• However, these do not replace the importance of empiricism. In complex environments, what
will happen is unknown. Only what has happened may be used for forward-looking decision-
making
30. SPRINT BACKLOG
• The Sprint Backlog is the set of Product Backlog items selected for the Sprint, plus a plan for
delivering the product
• Is a forecast by the Development Team about what functionality will next Sprint results and
the work needed to deliver that functionality into a “Done” Increment.
• The Development Team modifies the Sprint Backlog throughout the Sprint
• This emergence occurs as the Development Team works through the plan and learns more
about the work needed to achieve the Sprint Goal
• Belongs solely to the Development Team
31. MONITORING SPRINT PROGRESS
• At any point in time in a Sprint, the total work remaining in the Sprint Backlog can be
summed
• The Development Team tracks this total work remaining at least for every Daily Scrum to
project the likelihood of achieving the Sprint Goal
• By tracking the remaining work throughout the Sprint, the Development Team can manage its
progress
32. INCREMENT
• The Increment is the sum of all the Product Backlog items completed during a Sprint and the
value of the increments of all previous Sprints
• New Increment must meet the Scrum Team’s definition of “Done”
• Must be in useable condition regardless of whether the Product Owner decides to actually
release it
33. DEFINITION OF “DONE”
• When a Product Backlog item or an Increment is described as “Done”, everyone must
understand what “Done” means
• Scrum Team must have a shared understanding of what it means for work to be “Done”
• Guides the Development Team in knowing how many Product Backlog items it can select
during a Sprint Planning
• As Scrum Teams mature, it is expected that their definitions of “Done” will expand to include
more stringent criteria for higher quality