Here are the estimates for the paper town buildings in story points:
House: 3 story points
Villa: 5 story points
Apartment Building: 8 story points
Fire Department: 13 story points
Scrum vs Kanban - Which Agile Methodology Fits Best For Your Team?Invensis Learning
Scrum vs Kanban? Which fits best for your team? Learn the key differences between the two popular Agile frameworks, Scrum and Kanban. Also, learn when to use these two Agile Methodologies.
https://www.youtube.com/watch?v=pxxmSLJj8FQ&t=435s
Scrum vs Kanban - Which Agile Methodology Fits Best For Your Team?Invensis Learning
Scrum vs Kanban? Which fits best for your team? Learn the key differences between the two popular Agile frameworks, Scrum and Kanban. Also, learn when to use these two Agile Methodologies.
https://www.youtube.com/watch?v=pxxmSLJj8FQ&t=435s
Not sure which software development methodology is better, SCRUM or KANBAN? Our short webinar explains the similarities and differences between the two methods, as well as some advantages of both.
The Scrum Master and the Product Owner are critical to success of agile development teams using Scrum with the authority to make changes to the process, suggest team members take action, and empower members to do tasks correctly, in support of increasing the probability of project success.
Recurring obstacles I\'ve seen working with large organizations:
1) Naive Resource Management, 2) Teams Organized by Functional Specialization, 3) Teams Organized by Architectural Components, 4) Distraction, 5) Reluctance to Continuously Refine, Reprioritize and Rescope, 6) Rampant Technical Debt, 7) Lack of Commitment to Transformation
Let's discuss this on my blog: http://www.sarfata.org/back-to-basics/basic-agile-practices/
My goal today was to extract the most important (IMHO) practices of agile methodologies that can be applied individually or together to improve the performance and well-being of project teams. I split those practices into two: practices for the developers, practices for the entire team.
My selection of practices included:
* Pair programming
* Collective Code Ownership
* Refactoring
* Test Driven Development
* Continuous Integration
* Standup Meeting
* Kanban (the post-it board)
* Time-boxing - Sprint
* Backlog
* Retrospective
Slides distributed under the CC-BY-SA license. As always feedback is much appreciated!
Introduction to Scrum presentation which outlines common issues in software development, what is Scrum, and an introduction to the Scrum framework. This presentation has been used for training and presentations to both technology and business audiences.
Short introduction to Scrum - a framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value.
Not sure which software development methodology is better, SCRUM or KANBAN? Our short webinar explains the similarities and differences between the two methods, as well as some advantages of both.
The Scrum Master and the Product Owner are critical to success of agile development teams using Scrum with the authority to make changes to the process, suggest team members take action, and empower members to do tasks correctly, in support of increasing the probability of project success.
Recurring obstacles I\'ve seen working with large organizations:
1) Naive Resource Management, 2) Teams Organized by Functional Specialization, 3) Teams Organized by Architectural Components, 4) Distraction, 5) Reluctance to Continuously Refine, Reprioritize and Rescope, 6) Rampant Technical Debt, 7) Lack of Commitment to Transformation
Let's discuss this on my blog: http://www.sarfata.org/back-to-basics/basic-agile-practices/
My goal today was to extract the most important (IMHO) practices of agile methodologies that can be applied individually or together to improve the performance and well-being of project teams. I split those practices into two: practices for the developers, practices for the entire team.
My selection of practices included:
* Pair programming
* Collective Code Ownership
* Refactoring
* Test Driven Development
* Continuous Integration
* Standup Meeting
* Kanban (the post-it board)
* Time-boxing - Sprint
* Backlog
* Retrospective
Slides distributed under the CC-BY-SA license. As always feedback is much appreciated!
Introduction to Scrum presentation which outlines common issues in software development, what is Scrum, and an introduction to the Scrum framework. This presentation has been used for training and presentations to both technology and business audiences.
Short introduction to Scrum - a framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value.
Scaling Scrum with UX in the EnterpriseCaleb Jenkins
Scrum is the most popular Agile framework in the world for effective team collaboration on complex projects. Scrum provides a small set of rules that create just enough structure for teams to be able to focus their innovation. Scrum is optimized for teams for teams of 5 to 9 people. Making Scrum work with larger teams or in large enterprise environments brings its own set of challenges. This talk presents 3 patterns used on enterprise teams to scale Scrum effectively with global teams.
This presentation was given at the 2014 Tulsa Tech Fest in Tulsa, OK - http://developingux.com/TulsaTech2014/
EHS Conducted SCRUM Overview Session for a Corporate Company in Lahore covering Basics i.e. What is Agile & Scrum, Why to use Scrum, Benefits, Values, Artifacts, Events, Scrum Teams & Roles...
Introduction to Scrum - An Agile FrameworksAMJAD SHAIKH
Introduction to Scrum - is one of the most popular frameworks for implementing agile. The presentation in quick overview to introduce readers with terms used in scrum & process itself.
How to Manage Marketing Projects and People (Without Going Insane)LeadMD
Marketing departments face the perfect storm of issues: too-small budgets leading to too-few people with huge financial return expectations. To keep shifting priorities in check, marketers need to adopt an agile framework, like Scrum, to bring visibility -- and productivity -- to the forefront.
4. Aim This courseaims to provide a basicunderstandingof Agile methods, in particularScrum as a method, itsrelevance and mindset, and practicaluseofScrum in projects Itsprimaryaudience is developerswithlittle or nounderstandingofScrum
5. Contents Part 1: Agile and Scrum 10 min break Part 2: Agile Estimating and Planning Part 3: ScalingScrum 10 min break Part 4: Exercise
6. Contents Part 1: Agile and Scrum 10 min break Part 2: Agile Estimating and Planning Part 3: ScalingScrum 10 min break Part 4: Exercise
7. Manifesto for Agile Software Development 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. www.agilemanifesto.org
9. Scrum Scrum, as a holistic approach in which phases strongly overlap and the whole process is performed by one cross-functional team across the different phases, is comparable to rugby, where the whole team "tries to go to the distance as a unit, passing the ball back and forth“ (from “The New New Product Development Game” by Hirotaka Takeuchi and IkujiroNonaka )
10. Scrum Wikipedia: ”Scrum is an iterative incremental process of software development commonly used with agile software development.”
11. Scrum Wikipedia: ”Scrum is an iterative incremental process of software development commonly used with agile software development.” Definitionsvary: ”Its a method… it’s not a methodit’s a process… it’s not a processit’s a framework… it’s not a frameworkit’s a method… etc”
12. Scrum Wikipedia: ”Scrum is an iterative incremental process of software development commonly used with agile software development.” Definitionsvary: ”Its a method… it’s not a methodit’s a process… it’s not a processit’s a framework… it’s not a frameworkit’s a method… etc” Butthat is not important!
13. Scrum in 100 words (or less) Scrum is an Agile process focuses on delivering the highest business value in the shortest time
14. Scrum in 100 words (or less) Scrum is an Agile process focuses on delivering the highest business value in the shortest time The business sets the priorities. The developers self-organize to determine best to deliver the highest priority features
15. Scrum in 100 words (or less) Scrum is an Agile process focuses on delivering the highest business value in the shortest time The business sets the priorities. The developers self-organize to determine best to deliver the highest priority features It utilizes rapid and repeated inspection of work products
16. Scrum in 100 words (or less) Scrum is an Agile process focuses on delivering the highest business value in the shortest time The business sets the priorities. The developers self-organize to determine best to deliver the highest priority features It utilizes rapid and repeated inspection of work products Every two to four weeks “anyone” can see real working product increments – which may be released to customers
17. Scrum in 64 words Scrum is an Agile process focuses on delivering the highest business value in the shortest time The business sets the priorities. The developers self-organize to determine best to deliver the highest priority features It utilizes rapid and repeated inspection of work products Every two to four weeks “anyone” can see real working product increments – which may be released to customers
21. The Artifacts ProductBacklog a prioritized list of high level requirements Sprint Backlog a list of tasks to be completed during the sprint
22. The Artifacts ProductBacklog a prioritized list of high level requirements Sprint Backlog a list of tasks to be completed during the sprint BurndownChart a progress chartmeasuring ”estimatedhoursremaining”
23. The Artifacts ProductBacklog a prioritized list of high level requirements Sprint Backlog a list of tasks to be completed during the sprint BurndownChart a progress chartmeasuring ”estimatedhoursremaining” ScrumBoard making it all visible
26. The Process DailyScrum 15 minutes STANDING; each team memberanswer 3 questions: What have youdonesinceyesterday? What do you plan to do today? Do you have any impediments?
27. The Process DailyScrum 15 minutes STANDING; each team memberanswer 3 questions: What have youdonesinceyesterday? What do you plan to do today? Do you have any impediments? Sprint An iteration, 2-4 weeks No changes in the Sprint Backlog during thisperiod!
28. The Process DailyScrum 15 minutes STANDING; each team memberanswer 3 questions: What have youdonesinceyesterday? What do you plan to do today? Do you have any impediments? Sprint An iteration, 2-4 weeks No changes in the Sprint Backlog during thisperiod! Sprint Retrospective – ”inspect and adapt” At end of a Sprint, 30 minutes to 4 hours
30. Exercise 1: The DysfunctionalScrum 8 volunteers Each person willget a cardwithinstructions One person will be theScrum Master The team willperform a DailyScrum, witheach person actingoutthe given instructions
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32. The PigRoles The Team developers, designers, testers… responsible for deliveringtheproduct
33. The PigRoles The Team developers, designers, testers… responsible for deliveringtheproduct The Scrum Master responsible for facilitatingtheScrumprocess
34. The PigRoles The Team developers, designers, testers… responsible for deliveringtheproduct The Scrum Master responsible for facilitatingtheScrumprocess The ProductOwner responsible for maintaining the Product Backlog by representing the interests of the stakeholders ("customers").
43. ScrumPrerequisites Understandingofthemethod and itsprinciples (this is whyweareheretoday) Customeravailable during theproject Culture for opencommunication Self-discipline and honesty Remember – it is the Team and not theindividualdeveloperthat is responsible for delivering!
45. ScrumAdvantages Team is focused on frequently delivering value to the business DailyScrum makes all problems visible
46. ScrumAdvantages Team is focused on frequently delivering value to the business DailyScrum makes all problems visible Customer Collaboration makes for betterRequirements and Change Management
47. ScrumAdvantages Team is focused on frequently delivering value to the business DailyScrum makes all problems visible Customer Collaboration makes for betterRequirements and Change Management Administration and documentation kept to a minimum
48. ScrumAdvantages Team is focused on frequently delivering value to the business DailyScrum makes all problems visible Customer Collaboration makes for betterRequirements and Change Management Administration and documentation kept to a minimum Possibility to combine Scrum with other methodics
58. Contents Part 1: Agile and Scrum 10 min break Part 2: Agile Estimating and Planning Part 3: ScalingScrum 10 min break Part 4: Exercise
59. Planning Poker Wikipedia: “Planning Poker is a consensus-based estimation technique for estimating, mostly used to estimate effort or relative size of tasks in software development.”
60. Planning Poker Wikipedia: “Planning Poker is a consensus-based estimation technique for estimating, mostly used to estimate effort or relative size of tasks in software development.” Most commonly used for estimatingeffort, butcanalso be used for estimatingvalue
63. Planning Poker First, thetask is described by onewho understands it Each person thenselects a card he feelsappropriate
64. Planning Poker First, thetask is described by onewho understands it Each person thenselects a card he feelsappropriate The cardsareshownsimultanously
65. Planning Poker First, thetask is described by onewho understands it Each person thenselects a card he feelsappropriate The cardsareshownsimultanously The person withthehighest and lowestnumberarguetheirestimate – total time no more than 5 minutes – before a newround is played
66. Planning Poker First, thetask is described by onewho understands it Each person thenselects a card he feelsappropriate The cardsareshownsimultanously The person withthehighest and lowestnumberarguetheirestimate – total time no more than 5 minutes – before a newround is played Ifno consensus is reachedafter 3 rounds, thetask is ”parked”
67. Planning Poker Baselining is done by selecting a fairlysmall and well-understoodtask and estimating it first, preferably to a lownumber, typically 2
68. Planning Poker Baselining is done by selecting a fairlysmall and well-understoodtask and estimating it first, preferably to a lownumber, typically 2 The cards are numbered as they are to account for the fact that the higher an estimate is, the more uncertainty it contains
69. Planning Poker Baselining is done by selecting a fairlysmall and well-understoodtask and estimating it first, preferably to a lownumber, typically 2 The cards are numbered as they are to account for the fact that the higher an estimate is, the more uncertainty it contains Estimates obtained through the Planning Poker process are shown to be less optimistic and more accuratethan estimates obtained through mechanical combination of individual estimates for the same tasks
70. UserStories and theProductBacklog A user story is a software system requirement formulated as one or two sentences in the everyday or business language of the user “As a customer representative, I can search for my customers by their first and last name.” “As a non-administrative user, I can modify my own schedules but not the schedules of other users.”
71. UserStories and theProductBacklog A user story is a software system requirement formulated as one or two sentences in the everyday or business language of the user “As a customer representative, I can search for my customers by their first and last name.” “As a non-administrative user, I can modify my own schedules but not the schedules of other users.” A User Story has value, thisvalue is visualizedwith a relative numbercalled Story Points
72. UserStories and theProductBacklog A user story is a software system requirement formulated as one or two sentences in the everyday or business language of the user “As a customer representative, I can search for my customers by their first and last name.” “As a non-administrative user, I can modify my own schedules but not the schedules of other users.” A User Story has value, thisvalue is visualizedwith a relative numbercalled Story Points The ProductBacklog is a prioritized list ofUserStories
76. Team Velocity Team velocity is how much product backlog effort a team can deliver in one sprint – measured in “Story points per Sprint” Remember, thefocus is ”howmuchvaluecanweadd to the business” andnot ”howmuchcodecanweproduce”
77. Team Velocity Team velocity is how much product backlog effort a team can deliver in one sprint – measured in “Story points per Sprint” Remember, thefocus is ”howmuchvaluecanweadd to the business” andnot ”howmuchcodecanweproduce” The team commits to theamoutofwork it feels it candeliver
78. Team Velocity Team velocity is how much product backlog effort a team can deliver in one sprint – measured in “Story points per Sprint” Remember, thefocus is ”howmuchvaluecanweadd to the business” andnot ”howmuchcodecanweproduce” The team commits to theamoutofwork it feels it candeliver The team quickly (2-3 sprints) achieves a fairly stable velocity (calibration)
80. DefinitionofDone (DoD) DoD is a checklist of valuable activities required to produce software DoD is the primary reporting mechanism for team members a feature is either done or it is not-done
81. DefinitionofDone (DoD) DoD is a checklist of valuable activities required to produce software DoD is the primary reporting mechanism for team members a feature is either done or it is not-done DoD is informed by reality
82. DefinitionofDone (DoD) DoD is a checklist of valuable activities required to produce software DoD is the primary reporting mechanism for team members a feature is either done or it is not-done DoD is informed by reality DoD is not static
83. DefinitionofDone (DoD) DoD is a checklist of valuable activities required to produce software DoD is the primary reporting mechanism for team members a feature is either done or it is not-done DoD is informed by reality DoD is not static DoD is auditable
85. Exercise 2: The Paper Town, part 1 Make an estimate for a papertown to be built in nextexercise Specificationofthebuildingsonthenext slide (and handedout) Props for building: A4-paper, scissors, tape, ruler 10 minutes
86. Exercise 2: The Paper Town, part 1specificationofbuildings House: 150 +/- 25 cm^2, 1 story 1 story = 8-10 cm Villa: 250 +/- 25 cm^2, 1 story Apartement Building: 150 +/-25 cm^2, 4 stories Fire Departement: 300 +/- 10 cm^2, 2 storiesplus a tower, 30 +/-2 cm tall Police Station: 300 +/- 10 cm^2, 3 stories Hospital: 2 stories, 400 +/- 10 cm^2 and 250 +/- 10 cm^2 School: 300 +/- 10 cm^2, inside a fenced area 600 +/- 10 cm^2, fence 4-6 cm tall General Store: 400 cm^2 +/- 25 cm, 1 story
102. Contents Part 1: Agile and Scrum 10 min break Part 2: Agile Estimating and Planning Part 3: ScalingScrum 10 min break Part 4: Exercise
103. Exercise 3: The Paper Town, part 2building and deploying Buildthebuildingsestimated in Exercise 2 15 minutes sprint, followed by 5 minute Sprint Retrospective DoD: A building must be placedonthetown area to be ”done” A building must be able to support itself A building must be square or rectangular A building must have a roof Note that not all buildingsarerequested in all sprints!
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108. Exercise 3: The Paper Town, part 2ProductBacklog Sprint 3 A towerdoes not need to be square or rectangular A tower must be at least 50 cm tall, and support itself
Demonstrateoneburndownchart. Talk aboutdifferentapproaches to theuseofburndowncharts, for examplethesetwodifferentapproaches:A burndownchartcovering all tasks for oneuser story or use caseA burndownchartcovering all tasks for one sprintDemoshould be simple and quick, ca 5 minutes?
Studyofestimate: ^Molokken-Ostvold, K. Haugen, N.C. (13 April 2007). "Combining Estimates with Planning Poker--An Empirical Study". IEEE. http://ieeexplore.ieee.org/xpl/freeabs_all.jsp?arnumber=4159687. Retrieved on 2008-02-01. (SimulapåLysaker)
Print andgive to participants
Printout and give to participants
A semi-largeexercise, practicalexercise, typicallythe team buildsomething. Facilitator is ProductOwner, must provide materials and backlogwith story pointsIncludesestimating (team), building (team), requirementchange (PO), story pointchange (PO)Facilitatorprovides materials and backlog, completewith story points. ---”Town Area”: A table or marked area onthefloor (brownpaper?). Props: Scissors, paper (A4), tape, ruler