The document provides an overview of the author's initial experiences with Scrum and agile methodologies in the late 1990s. It describes how the author applied Scrum-like techniques to a software project in 1997-1998 which led to the project's success. The author then discusses becoming a Certified Scrum Master in 2004 and looking to implement Scrum practices more fully.
This document discusses focused agile coaching. It encourages coaches to develop a clear vision and plan for their coaching work. It discusses establishing a coaching product and techniques like helping teams adopt Scrum from zero. The document also discusses starting coaching where teams currently are and focusing on key areas like business involvement, teamwork, and engineering processes. It provides exercises for coaches to navigate these areas and dream big with the teams they support. Finally, it discusses coaching skills and an Agile Coaching Canvas tool to help plan coaching sessions.
Getting in the zone is harder to do these days with the infinite sources of distractions that are readily available. In this talk, I’ll give you a framework, tools and actionable tips to help you become more efficient, both in work and play. I will draw on my experiences as a family man, college student, developer, business owner, employee and manager using techniques I’ve learned reading countless books and articles in the area of “Productivity”. The end goal is for you to have the focused time needed to do the things that you are passionate about, whether that be writing awesome software or spending more time with friends and family.
A Scrum Master facilitates the Scrum process, creates rhythm and sets expectations for projects and team members. They facilitate daily stand-ups and meetings, enhance communication, and act as an approachable coach through 1:1 meetings and active listening. Scrum Masters also train teams, products, and the organization on Agile practices.
The document discusses technical debt in software development. It defines technical debt as deferred work that accumulates when high quality standards are not enforced or corners are cut to achieve velocity targets. This debt makes code complex and hard to change, reducing a team's ability to meet business needs. The document recommends practices like continuous integration, test-driven development, and refactoring to avoid debt. It also discusses strategies for identifying and paying off existing debt over time.
A design system is a scalable framework of decisions & team behaviors spread across an organization so your products can converge on a cohesive experience. Start your plan with a firm understanding of what parts it includes, products it applies to, and people that will do the work.
Scrum is an agile framework for managing projects developed by Jeff Sutherland in 1993 based on earlier work. It uses short "sprints" to iteratively develop work items prioritized in a backlog. Key roles include the Product Owner who prioritizes the backlog, the Scrum Master who facilitates the process, and the cross-functional Scrum Team. Each sprint involves planning, daily stand-ups, development, review, and retrospective. The process is intended to be flexible and transparent compared to traditional sequential models like waterfall.
This document provides an overview of Scrum roles and events. It describes the three main Scrum roles: Product Owner, Development Team, and Scrum Master. The Product Owner is responsible for maximizing ROI by prioritizing the backlog and helping the team understand what to build. The cross-functional Development Team, consisting of 3-9 members, is responsible for delivering working increments each sprint. The Scrum Master helps the team follow Scrum practices and removes impediments. The document also briefly outlines the Scrum events of the Sprint, Sprint Planning Meeting, Daily Scrum, Sprint Review and Sprint Retrospective.
This document discusses focused agile coaching. It encourages coaches to develop a clear vision and plan for their coaching work. It discusses establishing a coaching product and techniques like helping teams adopt Scrum from zero. The document also discusses starting coaching where teams currently are and focusing on key areas like business involvement, teamwork, and engineering processes. It provides exercises for coaches to navigate these areas and dream big with the teams they support. Finally, it discusses coaching skills and an Agile Coaching Canvas tool to help plan coaching sessions.
Getting in the zone is harder to do these days with the infinite sources of distractions that are readily available. In this talk, I’ll give you a framework, tools and actionable tips to help you become more efficient, both in work and play. I will draw on my experiences as a family man, college student, developer, business owner, employee and manager using techniques I’ve learned reading countless books and articles in the area of “Productivity”. The end goal is for you to have the focused time needed to do the things that you are passionate about, whether that be writing awesome software or spending more time with friends and family.
A Scrum Master facilitates the Scrum process, creates rhythm and sets expectations for projects and team members. They facilitate daily stand-ups and meetings, enhance communication, and act as an approachable coach through 1:1 meetings and active listening. Scrum Masters also train teams, products, and the organization on Agile practices.
The document discusses technical debt in software development. It defines technical debt as deferred work that accumulates when high quality standards are not enforced or corners are cut to achieve velocity targets. This debt makes code complex and hard to change, reducing a team's ability to meet business needs. The document recommends practices like continuous integration, test-driven development, and refactoring to avoid debt. It also discusses strategies for identifying and paying off existing debt over time.
A design system is a scalable framework of decisions & team behaviors spread across an organization so your products can converge on a cohesive experience. Start your plan with a firm understanding of what parts it includes, products it applies to, and people that will do the work.
Scrum is an agile framework for managing projects developed by Jeff Sutherland in 1993 based on earlier work. It uses short "sprints" to iteratively develop work items prioritized in a backlog. Key roles include the Product Owner who prioritizes the backlog, the Scrum Master who facilitates the process, and the cross-functional Scrum Team. Each sprint involves planning, daily stand-ups, development, review, and retrospective. The process is intended to be flexible and transparent compared to traditional sequential models like waterfall.
This document provides an overview of Scrum roles and events. It describes the three main Scrum roles: Product Owner, Development Team, and Scrum Master. The Product Owner is responsible for maximizing ROI by prioritizing the backlog and helping the team understand what to build. The cross-functional Development Team, consisting of 3-9 members, is responsible for delivering working increments each sprint. The Scrum Master helps the team follow Scrum practices and removes impediments. The document also briefly outlines the Scrum events of the Sprint, Sprint Planning Meeting, Daily Scrum, Sprint Review and Sprint Retrospective.
1. Agile engineering practices like continuous integration, test-driven development, refactoring, and pair programming can help software teams build higher quality code more efficiently.
2. Continuous integration involves developers integrating code changes frequently through automated builds and tests to quickly detect errors.
3. Test-driven development uses short development cycles where developers write automated tests before code and refactor code to maintain test coverage.
Advancing as a Scrum Master or Agile CoachRowan Bunning
Iteration 2 presented at the Melbourne Agile and Scrum User Group - July 23, 2018
In many organisations, ScrumMaster is seen as just a team facilitator and played part-time by an already busy team member. If there are full-time ScrumMasters, in many organisations they are rendered ineffective as change agents and capability builders. Their capacity is filled by a heavy load of co-ordination, stakeholder meetings, progress tracking and other project management tasks have been left to ScrumMasters in the absence of a project manager or the implementation of effective Scrum alternatives.
Many organisations continue to creating conflicts of interest by combining ScrumMaster and Project Manager into the one role. Or undermine the Development Team and Product Owner roles by attempting to blend ScrumMaster with a Delivery Manager role. Or they just get rid of ScrumMasters altogether have a sparse scattering of seagull “Agile Coaches”. Why? …well Spotify!
Are any of these wise moves?
At the heart of this appears to be a fundamental misunderstanding of what the ScrumMaster role is all about. Also a failure for ScrumMasters to explain their role in the context of the new mindset and demonstrate its worth to teams, Product Owners, management and other stakeholders.
In this interactive session, we explore what the ScrumMaster role really encompasses. We look at ways in which it is a lot more substantive and potentially impactful that many people realise. Ways in which a good ScrumMaster acts as a human mirror, shortens feedback loops, brings reality to bare, catalyses change, models behaviour, teaches people skills, cultivates culture, manages conflict, builds team performance, leads product thinking, builds product ownership capability, teaches other managers Lean, Agile and Systems Thinking plus “higher consciousness” leadership skills, provides mentoring to individuals, helps reveal the organisation’s dynamics to itself, advocates for impediment removal and helps all around them to better solve their own problems. All of this from a post-heroic and situationally appropriate leadership stance, being committed to the value creation gemba, to long term capability growth and optimising the whole. Just a meeting facilitator or a progress tracking secretary they are not!
When you think of all that, it’s not surprising that we’re not able to demonstrate the full impact of the ScrumMaster role – all of this takes years, if not decades to master.
You will explore what your own strengths and weaknesses are as ScrumMaster or capability growth leader and present opportunities for professional growth in these areas. You will take away specific points that you can use to explain the ScrumMaster role to colleagues as well as what the likely trade-off are when combining or replacing it with other roles.
How To Decide: When To Use What In Office 365 - ITUnityRichard Harbridge
Your users may struggle with these questions: Should I share a message via Skype for Business instead of Yammer, Office 365 Groups, or Exchange? Should I collaborate on data using an Excel sheet or a SharePoint list? Should I share a file in Outlook, in a meeting, from OneDrive for Business, on Yammer, in a Group, or in a SharePoint site? This session is the ‘How To’ user’s guide What happens when your users can't decide what technology or feature to use? They use what they know, or what’s easy; even if better options exist. In this session, Richard and Kanwal help you maximize the value of your Office 365 investment by providing the guidance you need to help your users make better, more effective decisions on how they get work done.
Get Agile - Scrum for UX, Design and DevelopmentPieter Jongerius
This is a book preview, it will be published fall 2012. The book is aimed at everyone who works on interactive products in a design and development environment. It contains all of the basic information required for getting started with Scrum, but also offers a number of in-depth chapters looking at topics which even the most experienced Scrummers have trouble with on a daily basis.
The book is a manual. It goes though all of the phases of setting up and executing a Scrum project step by step, and looks at the various roles and disciplines hereby required. If you are experienced, you will find the advanced tips and tricks useful. If you are just considering Scrum, this book will most certainly get you enthusiastic!
Understanding Complexity of Organizational and System DynamicsAlexey Krivitsky
This document discusses understanding complexity in organizational and system dynamics. It provides examples of causal loop diagrams that can be used to model cause-and-effect relationships within a system. It also discusses strategies for driving transformation, such as understanding current system dynamics, designing experiments to test new approaches, facilitating formation of new team structures, and establishing coordination practices. The goal is to holistically change parts of the existing system to create a new product organization.
The document discusses the career path for Scrum Masters. It begins by defining the Scrum Master role and qualities of an excellent Scrum Master. It then addresses the debate around whether Scrum Master is a role or a career. The document proposes a 3-level career path for Scrum Masters, including levels for Scrum Master, Senior Scrum Master, and Agile Coach. It outlines the proposed responsibilities, experience, skills, and certifications needed to progress through each level. The goal is to clearly define expectations and provide a path for professional growth to position the Scrum Master job as a true career.
Improve your Product Backlog Refinement (PBR) ProcessAlexey Krivitsky
The document provides guidance on conducting effective Product Backlog Refinement sessions, including splitting user stories, estimating effort, focusing on business value, and collaborating with stakeholders. It emphasizes refining items into testable increments and considering both positive and negative scenarios to ensure stories are appropriately sized. Stakeholders should be engaged as collaborators to provide input and help the team learn.
When To Use What In Office 365 (Enterprise User Guidance)Richard Harbridge
Your users may struggle with these questions: Should I share a message via Skype for Business instead of Yammer, Office 365 Groups, or Exchange? Should I collaborate on data using an Excel sheet or a SharePoint list? Should I share a file in Outlook, in a meeting, from OneDrive for Business, on Yammer, in a Group, or in a SharePoint site? This session is the ‘How To’ user’s guide What happens when your users can't decide what technology or feature to use? They use what they know, or what’s easy; even if better options exist. In this session, Richard and Kanwal help you maximize the value of your Office 365 investment by providing the guidance you need to help your users make better, more effective decisions on how they get work done.
Helping Organizations & Users Decide: When To Use What In Office 365 - aOS Ca...Richard Harbridge
The document provides information about an aOS Canadian tour taking place in February 2017, visiting Quebec, Montreal, Ottawa, and Toronto on various dates. It then discusses various Microsoft Office 365 and related technologies, how they can be used together, and guidance on when to use different options. The discussion covers tools and capabilities like Yammer, Office 365 Groups, SharePoint, OneDrive, Teams, Flow, PowerApps, and others. It emphasizes understanding the current technology landscape and guiding users on the journey to more effective use of Office 365.
Over 50 Adoption Activities That Have Helped ORganizations Get More Out Of Of...Richard Harbridge
Much of Office 365's value is not realized immediately upon purchase or deployment. The value is realized as more and more users understand, adopt and embrace the technology. So how do we drive faster, sustainable and effective adoption?
You will learn :
What activities you can do to drive adoption.
What other people are doing to drive better adoption.
Why adoption is so important and critical to plan and act on.
Better awareness/understanding of Microsoft's strategy around adoption.
Features Covered:
SharePoint Online
Exchange Online
Skype For Business
Delve
Office Video
Office 2016
Your users may struggle with these questions:
• Should I share a message via Skype for Business instead of Yammer, Office 365 Groups, or Exchange?
• Should I collaborate on data using an Excel sheet or a SharePoint list?
• Should I share a file in Outlook, in a meeting, from OneDrive for Business, on Yammer, in a Group, or in a SharePoint site?
What happens when your users can't decide what technology or feature to use? They use what they know, or what’s easy; even if better options exist. In this session, join Richard Harbridge as he helps you maximize the value of your Office 365 investment by providing the guidance you need to help your users make better, more effective decisions on how they get work done.
This document provides a pictorial overview of the Scrum framework, which is an agile process for managing work. It outlines the core values of Scrum which include commitment, courage, focus, openness, and respect. The Scrum team consists of a Product Owner, Development Team, and Scrum Master. Key Scrum events include the Sprint, Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective. Artifacts in Scrum include the Product Backlog, Sprint Backlog, and Increment. This derivative work is based on the Scrum Guide and is offered under a Creative Commons license.
Future of Designing Collaboration Experiences in Office 365 #sptechconKanwal Khipple
Imagine a future where silo'd departments and legacy processes don’t stand in our way. Today’s collaboration needs go from complex collaboration portals to simple innovation hubs and most importantly need to work for our devices. Designing portals to enable a new kind of collaboration and communication is an absolute necessity today.For the past couple years, I’ve had the opportunity to study how successful teams collaborate and have helped to transform the way teams work and collaborate together. In this session, I'll share what I’ve learned about making effective cross-discipline collaboration possible, and leave you with actionable approaches you can use to unite your team's communication and collaboration needs.
Scrum is a popular agile framework that helps development teams deliver value in small increments, typically 30 days or less, through short sprints. It provides a flexible framework for self-organizing teams to focus on delivering working software frequently. Key roles in Scrum include the product owner who prioritizes backlog items, the Scrum master who facilitates the process, and cross-functional teams of 7 plus or minus 2 members who are responsible for delivering working increments of software.
The document discusses scaling Scrum frameworks like SAFe and LeSS. It begins by noting the unrealized potential of Scrum when adopted shallowly only at the team level rather than considering its deeper implications. The speaker will discuss key differences between SAFe and LeSS, including their applicability, team structures, and approaches to coordination. The main point is that Scrum's potential is maximized by questioning why each element exists and ensuring the same purpose at larger scales, as LeSS does, rather than containing Scrum as a building block as in SAFe.
Achieving Better Collaboration and Business Impact With Microsoft Office 365Richard Harbridge
Join Richard Harbridge, in this insightful session, as he shares first-hand experience and advice on the practical application of Microsoft’s technology, why and how it is providing significant business value in organizations today, and what successful individuals and organizations are doing to maximize the impact they can provide.
Takeaways:
1. A better understanding of Microsoft collaboration and communication technology like Office 365, Office 2016, SharePoint, Yammer, Outlook, Skype for Business & Power BI.
2. Learn what not to do based on real world lessons learned. In particular learn what you should do to become more competitive, an even stronger leader, and technology savvy.
3. Important tips that individuals and organizations are using to improve technology adoption and technology impact for customers, partners, and peers.
Scrum master vs agile coach difference explainedKaty Slemon
Scrum Master vs Agile Coach: Know the key differences between Scrum Master and Agile Coach. Also, understand the roles & responsibilities of both approaches.
The document is the Scrum Guide, which provides the definition and framework of Scrum. It describes Scrum as an agile framework for managing complex work, with roles of Product Owner, Development Team and Scrum Master. It outlines Scrum events like the Sprint, Sprint Planning, Daily Scrum, Sprint Review and Retrospective. It also describes Scrum artifacts like the Product Backlog, Sprint Backlog and Increment. The guide was created by Ken Schwaber and Jeff Sutherland, who developed the Scrum framework.
This document is the preface to a book about using ActionScript in Flash MX designs. It introduces the book and its focus on teaching designers how to use ActionScript through concise examples and step-by-step projects. The preface explains that the book is aimed at designers who want to take their skills to the next level by harnessing the power of ActionScript. It provides an overview of the book's organization into sections that cover ActionScript mechanics, basic usage, and creating elements for movies.
This document discusses concepts and principles related to agile development. It begins by defining agile and listing some of its core values and principles. It then discusses agile methodologies like Scrum and Extreme Programming (XP). It provides an overview of the Scrum framework and roles in a Scrum team like the Product Owner and Scrum Master. It also covers topics like writing user stories, estimating work using story points, developing sprint backlogs and burn down charts, conducting daily stand-ups and sprint reviews/retrospectives. The document emphasizes adopting an agile mindset and focusing on continuous improvement through rapid feedback loops and reflection.
Business Need And Current Situation EssayJill Lyons
The document discusses Siltronica's move from the traditional Waterfall methodology to an Agile approach like Scrum for software development. It explains that Agile is preferable in most situations as it allows for faster, incremental delivery of value to stakeholders and greater flexibility to changing business needs. It also briefly mentions that Siltronica began offshoring some IT capabilities to other countries in the early 2000s. The summary is in 3 sentences as requested.
The Role of a BA on a Scrum Team IIBA Presentation 2010scrummasternz
What is your role as a BA on a Scrum team? How do you fit in? This presentation was given to the IIBA conference in NZ in 2010 by Stephen Reed. Stephen had worked extensively as a BA and moved into using Scrum with multiple teams at a large Insurance company. This experience led to a lot of questions around what the BA should be doing on a Scrum team. This presentation goes some way to listing what worked in the teams Stephen was involved in. The BA role does not change and all the skills of a great BA are necessary still on a great Software Development team, just more focused on being a team member and utilising those skills for the Scrum process of getting working software to the customer with more focus and clarity for the user.
1. Agile engineering practices like continuous integration, test-driven development, refactoring, and pair programming can help software teams build higher quality code more efficiently.
2. Continuous integration involves developers integrating code changes frequently through automated builds and tests to quickly detect errors.
3. Test-driven development uses short development cycles where developers write automated tests before code and refactor code to maintain test coverage.
Advancing as a Scrum Master or Agile CoachRowan Bunning
Iteration 2 presented at the Melbourne Agile and Scrum User Group - July 23, 2018
In many organisations, ScrumMaster is seen as just a team facilitator and played part-time by an already busy team member. If there are full-time ScrumMasters, in many organisations they are rendered ineffective as change agents and capability builders. Their capacity is filled by a heavy load of co-ordination, stakeholder meetings, progress tracking and other project management tasks have been left to ScrumMasters in the absence of a project manager or the implementation of effective Scrum alternatives.
Many organisations continue to creating conflicts of interest by combining ScrumMaster and Project Manager into the one role. Or undermine the Development Team and Product Owner roles by attempting to blend ScrumMaster with a Delivery Manager role. Or they just get rid of ScrumMasters altogether have a sparse scattering of seagull “Agile Coaches”. Why? …well Spotify!
Are any of these wise moves?
At the heart of this appears to be a fundamental misunderstanding of what the ScrumMaster role is all about. Also a failure for ScrumMasters to explain their role in the context of the new mindset and demonstrate its worth to teams, Product Owners, management and other stakeholders.
In this interactive session, we explore what the ScrumMaster role really encompasses. We look at ways in which it is a lot more substantive and potentially impactful that many people realise. Ways in which a good ScrumMaster acts as a human mirror, shortens feedback loops, brings reality to bare, catalyses change, models behaviour, teaches people skills, cultivates culture, manages conflict, builds team performance, leads product thinking, builds product ownership capability, teaches other managers Lean, Agile and Systems Thinking plus “higher consciousness” leadership skills, provides mentoring to individuals, helps reveal the organisation’s dynamics to itself, advocates for impediment removal and helps all around them to better solve their own problems. All of this from a post-heroic and situationally appropriate leadership stance, being committed to the value creation gemba, to long term capability growth and optimising the whole. Just a meeting facilitator or a progress tracking secretary they are not!
When you think of all that, it’s not surprising that we’re not able to demonstrate the full impact of the ScrumMaster role – all of this takes years, if not decades to master.
You will explore what your own strengths and weaknesses are as ScrumMaster or capability growth leader and present opportunities for professional growth in these areas. You will take away specific points that you can use to explain the ScrumMaster role to colleagues as well as what the likely trade-off are when combining or replacing it with other roles.
How To Decide: When To Use What In Office 365 - ITUnityRichard Harbridge
Your users may struggle with these questions: Should I share a message via Skype for Business instead of Yammer, Office 365 Groups, or Exchange? Should I collaborate on data using an Excel sheet or a SharePoint list? Should I share a file in Outlook, in a meeting, from OneDrive for Business, on Yammer, in a Group, or in a SharePoint site? This session is the ‘How To’ user’s guide What happens when your users can't decide what technology or feature to use? They use what they know, or what’s easy; even if better options exist. In this session, Richard and Kanwal help you maximize the value of your Office 365 investment by providing the guidance you need to help your users make better, more effective decisions on how they get work done.
Get Agile - Scrum for UX, Design and DevelopmentPieter Jongerius
This is a book preview, it will be published fall 2012. The book is aimed at everyone who works on interactive products in a design and development environment. It contains all of the basic information required for getting started with Scrum, but also offers a number of in-depth chapters looking at topics which even the most experienced Scrummers have trouble with on a daily basis.
The book is a manual. It goes though all of the phases of setting up and executing a Scrum project step by step, and looks at the various roles and disciplines hereby required. If you are experienced, you will find the advanced tips and tricks useful. If you are just considering Scrum, this book will most certainly get you enthusiastic!
Understanding Complexity of Organizational and System DynamicsAlexey Krivitsky
This document discusses understanding complexity in organizational and system dynamics. It provides examples of causal loop diagrams that can be used to model cause-and-effect relationships within a system. It also discusses strategies for driving transformation, such as understanding current system dynamics, designing experiments to test new approaches, facilitating formation of new team structures, and establishing coordination practices. The goal is to holistically change parts of the existing system to create a new product organization.
The document discusses the career path for Scrum Masters. It begins by defining the Scrum Master role and qualities of an excellent Scrum Master. It then addresses the debate around whether Scrum Master is a role or a career. The document proposes a 3-level career path for Scrum Masters, including levels for Scrum Master, Senior Scrum Master, and Agile Coach. It outlines the proposed responsibilities, experience, skills, and certifications needed to progress through each level. The goal is to clearly define expectations and provide a path for professional growth to position the Scrum Master job as a true career.
Improve your Product Backlog Refinement (PBR) ProcessAlexey Krivitsky
The document provides guidance on conducting effective Product Backlog Refinement sessions, including splitting user stories, estimating effort, focusing on business value, and collaborating with stakeholders. It emphasizes refining items into testable increments and considering both positive and negative scenarios to ensure stories are appropriately sized. Stakeholders should be engaged as collaborators to provide input and help the team learn.
When To Use What In Office 365 (Enterprise User Guidance)Richard Harbridge
Your users may struggle with these questions: Should I share a message via Skype for Business instead of Yammer, Office 365 Groups, or Exchange? Should I collaborate on data using an Excel sheet or a SharePoint list? Should I share a file in Outlook, in a meeting, from OneDrive for Business, on Yammer, in a Group, or in a SharePoint site? This session is the ‘How To’ user’s guide What happens when your users can't decide what technology or feature to use? They use what they know, or what’s easy; even if better options exist. In this session, Richard and Kanwal help you maximize the value of your Office 365 investment by providing the guidance you need to help your users make better, more effective decisions on how they get work done.
Helping Organizations & Users Decide: When To Use What In Office 365 - aOS Ca...Richard Harbridge
The document provides information about an aOS Canadian tour taking place in February 2017, visiting Quebec, Montreal, Ottawa, and Toronto on various dates. It then discusses various Microsoft Office 365 and related technologies, how they can be used together, and guidance on when to use different options. The discussion covers tools and capabilities like Yammer, Office 365 Groups, SharePoint, OneDrive, Teams, Flow, PowerApps, and others. It emphasizes understanding the current technology landscape and guiding users on the journey to more effective use of Office 365.
Over 50 Adoption Activities That Have Helped ORganizations Get More Out Of Of...Richard Harbridge
Much of Office 365's value is not realized immediately upon purchase or deployment. The value is realized as more and more users understand, adopt and embrace the technology. So how do we drive faster, sustainable and effective adoption?
You will learn :
What activities you can do to drive adoption.
What other people are doing to drive better adoption.
Why adoption is so important and critical to plan and act on.
Better awareness/understanding of Microsoft's strategy around adoption.
Features Covered:
SharePoint Online
Exchange Online
Skype For Business
Delve
Office Video
Office 2016
Your users may struggle with these questions:
• Should I share a message via Skype for Business instead of Yammer, Office 365 Groups, or Exchange?
• Should I collaborate on data using an Excel sheet or a SharePoint list?
• Should I share a file in Outlook, in a meeting, from OneDrive for Business, on Yammer, in a Group, or in a SharePoint site?
What happens when your users can't decide what technology or feature to use? They use what they know, or what’s easy; even if better options exist. In this session, join Richard Harbridge as he helps you maximize the value of your Office 365 investment by providing the guidance you need to help your users make better, more effective decisions on how they get work done.
This document provides a pictorial overview of the Scrum framework, which is an agile process for managing work. It outlines the core values of Scrum which include commitment, courage, focus, openness, and respect. The Scrum team consists of a Product Owner, Development Team, and Scrum Master. Key Scrum events include the Sprint, Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective. Artifacts in Scrum include the Product Backlog, Sprint Backlog, and Increment. This derivative work is based on the Scrum Guide and is offered under a Creative Commons license.
Future of Designing Collaboration Experiences in Office 365 #sptechconKanwal Khipple
Imagine a future where silo'd departments and legacy processes don’t stand in our way. Today’s collaboration needs go from complex collaboration portals to simple innovation hubs and most importantly need to work for our devices. Designing portals to enable a new kind of collaboration and communication is an absolute necessity today.For the past couple years, I’ve had the opportunity to study how successful teams collaborate and have helped to transform the way teams work and collaborate together. In this session, I'll share what I’ve learned about making effective cross-discipline collaboration possible, and leave you with actionable approaches you can use to unite your team's communication and collaboration needs.
Scrum is a popular agile framework that helps development teams deliver value in small increments, typically 30 days or less, through short sprints. It provides a flexible framework for self-organizing teams to focus on delivering working software frequently. Key roles in Scrum include the product owner who prioritizes backlog items, the Scrum master who facilitates the process, and cross-functional teams of 7 plus or minus 2 members who are responsible for delivering working increments of software.
The document discusses scaling Scrum frameworks like SAFe and LeSS. It begins by noting the unrealized potential of Scrum when adopted shallowly only at the team level rather than considering its deeper implications. The speaker will discuss key differences between SAFe and LeSS, including their applicability, team structures, and approaches to coordination. The main point is that Scrum's potential is maximized by questioning why each element exists and ensuring the same purpose at larger scales, as LeSS does, rather than containing Scrum as a building block as in SAFe.
Achieving Better Collaboration and Business Impact With Microsoft Office 365Richard Harbridge
Join Richard Harbridge, in this insightful session, as he shares first-hand experience and advice on the practical application of Microsoft’s technology, why and how it is providing significant business value in organizations today, and what successful individuals and organizations are doing to maximize the impact they can provide.
Takeaways:
1. A better understanding of Microsoft collaboration and communication technology like Office 365, Office 2016, SharePoint, Yammer, Outlook, Skype for Business & Power BI.
2. Learn what not to do based on real world lessons learned. In particular learn what you should do to become more competitive, an even stronger leader, and technology savvy.
3. Important tips that individuals and organizations are using to improve technology adoption and technology impact for customers, partners, and peers.
Scrum master vs agile coach difference explainedKaty Slemon
Scrum Master vs Agile Coach: Know the key differences between Scrum Master and Agile Coach. Also, understand the roles & responsibilities of both approaches.
The document is the Scrum Guide, which provides the definition and framework of Scrum. It describes Scrum as an agile framework for managing complex work, with roles of Product Owner, Development Team and Scrum Master. It outlines Scrum events like the Sprint, Sprint Planning, Daily Scrum, Sprint Review and Retrospective. It also describes Scrum artifacts like the Product Backlog, Sprint Backlog and Increment. The guide was created by Ken Schwaber and Jeff Sutherland, who developed the Scrum framework.
This document is the preface to a book about using ActionScript in Flash MX designs. It introduces the book and its focus on teaching designers how to use ActionScript through concise examples and step-by-step projects. The preface explains that the book is aimed at designers who want to take their skills to the next level by harnessing the power of ActionScript. It provides an overview of the book's organization into sections that cover ActionScript mechanics, basic usage, and creating elements for movies.
This document discusses concepts and principles related to agile development. It begins by defining agile and listing some of its core values and principles. It then discusses agile methodologies like Scrum and Extreme Programming (XP). It provides an overview of the Scrum framework and roles in a Scrum team like the Product Owner and Scrum Master. It also covers topics like writing user stories, estimating work using story points, developing sprint backlogs and burn down charts, conducting daily stand-ups and sprint reviews/retrospectives. The document emphasizes adopting an agile mindset and focusing on continuous improvement through rapid feedback loops and reflection.
Business Need And Current Situation EssayJill Lyons
The document discusses Siltronica's move from the traditional Waterfall methodology to an Agile approach like Scrum for software development. It explains that Agile is preferable in most situations as it allows for faster, incremental delivery of value to stakeholders and greater flexibility to changing business needs. It also briefly mentions that Siltronica began offshoring some IT capabilities to other countries in the early 2000s. The summary is in 3 sentences as requested.
The Role of a BA on a Scrum Team IIBA Presentation 2010scrummasternz
What is your role as a BA on a Scrum team? How do you fit in? This presentation was given to the IIBA conference in NZ in 2010 by Stephen Reed. Stephen had worked extensively as a BA and moved into using Scrum with multiple teams at a large Insurance company. This experience led to a lot of questions around what the BA should be doing on a Scrum team. This presentation goes some way to listing what worked in the teams Stephen was involved in. The BA role does not change and all the skills of a great BA are necessary still on a great Software Development team, just more focused on being a team member and utilising those skills for the Scrum process of getting working software to the customer with more focus and clarity for the user.
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...
The document discusses the differences between Agile and Scrum methodologies for software development. It states that Agile is a broader framework that contains basic principles adopted by different methods, including Scrum. Scrum is described as a more independent methodology focused on project efficiency. The document then provides more details on the Scrum methodology, describing elements like Sprints (iterative development cycles of 1-4 weeks), daily stand-up meetings, and product backlogs to plan work. It notes that while Scrum is very popular, it can face scaling challenges with very large teams. Dividing teams into multiple Scrum of Scrums is proposed as a potential solution to address those challenges.
Scrum an extension pattern language for hyperproductive software developmentShiraz316
Scrum is an agile software development framework that utilizes daily stand-up meetings called Scrum Meetings to manage unpredictable processes. During short, 15-minute Scrum Meetings, team members report on tasks completed since the previous meeting, any issues encountered, and their plan for the next 24 hours. This allows for continuous monitoring and adjustment of small, flexible assignments. Scrum Meetings foster transparency, knowledge sharing, and a collaborative culture within self-organizing teams. By frequently inspecting and adapting their process, teams can respond effectively to unpredictability and complexity inherent in software development.
Dimitri Ponomareff is an experienced coach, project manager, and facilitator. He has extensive experience coaching and training teams at many large organizations. Dimitri is passionate about sharing his knowledge of Agile methodologies like Scrum, XP, and Kanban to help teams improve. The document provides an overview of these Agile approaches including their origins and key principles.
Changes Between Different Versions Scrum GuidesSoumya De
The document summarizes the key changes between different versions of the Scrum Guide from 2011 to 2020. Some of the major changes include:
- The 2020 version aimed to make Scrum a minimally sufficient framework by removing prescriptive language.
- It emphasized that there is one Scrum Team rather than separate teams, and introduced the concept of a Product Goal.
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This document provides a summary of key concepts from Chapter 4 of the book "Essential Scrum". It describes the Scrum framework, roles, artifacts, and events. The Scrum roles include the Product Owner, Scrum Master, and Development Team. Key artifacts are the Product Backlog and Sprint Backlog. Main events are Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective. The goal is to help teams self-organize to deliver working software in short cycles through transparency, inspection, and adaptation.
Agile is a software development methodology in which the development is carried out iteratively and the requirements evolve through continuous inspection and adaptation. Some of the most commonly used agile software development methods/frameworks are: Adaptive Software Development (ASD), Extreme Programming (XP), Scrum and Kanban.
This is a version of the presentationI delivered last year to the MIH Tech Conference in Prague.
About 2 years after the introduction of Scrum to 24.com I take a look at some of the things we've learned, in particular how to manage innovation in a Scrum environment, and how to use Scrum techniques in non-Scrum teams
Scrum is a popular agile project management framework that uses short iterative cycles called sprints to complete work. It involves three main roles: a scrum master who coaches the team, a product owner who prioritizes requirements, and a self-organizing development team. Scrum provides structure and processes that help teams work collaboratively to deliver high quality products and satisfy customers.
The document provides an overview of Agile, Scrum, and Lean methodologies for software development. It discusses the Agile Manifesto, the history and roles of Scrum, including the Product Master, Scrum Master and self-organizing team. Key Scrum meetings and processes are outlined, such as sprint planning, daily stand-ups, and sprint reviews. The document also notes that while Scrum provides structure, implementing it well requires continuous learning and improvement.
This document provides an introduction to rapid prototyping. It defines a prototype and discusses choosing the appropriate level of fidelity for a prototype based on factors like the audience, purpose, level of uncertainty, number of iterations needed, and available tools. It then discusses specific prototyping tools that can be used to create low, medium, and high fidelity prototypes. The document concludes with proposing a workshop where participants will work in groups to create functional application prototypes focused on topics like IoT, big data, healthcare or mobile work life using prototyping templates and tools.
This document provides an introduction to Agile SCRUM methodology. It defines Agile as an iterative approach to software delivery that builds incrementally from the start. SCRUM is described as the most commonly used Agile framework. The core components of SCRUM include roles like Product Owner and Scrum Master, ceremonies such as Sprint Planning and Daily Scrum, and artifacts like the Product Backlog and Sprint Backlog. The document outlines the SCRUM process, which involves prioritizing work, committing to sprints, and delivering working software incrementally in short cycles with daily stand-ups and sprint reviews.
Engineering practices in Scrum for Hardware - Sisma Spa Case StudyPaolo Sammicheli
Sisma Spa is an Italian manufacturer of precision machinery that adopted Scrum to address increasing product complexity, unclear requirements, and the need for faster time to market. They started with a pilot team developing laser machines and formed "dual core teams" of 9 people each. The pilot was successful, improving motivation, transparency, and alignment with strategy. Benefits included earlier risk reduction through prototyping. Further adoption requires integrating the rest of the company and addressing impediments like procurement and sales processes.
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.
MongoDB World 2018: How an Idea Becomes a MongoDB FeatureMongoDB
The document describes the software development lifecycle used by the MongoDB Database Engineering Team. It involves carefully scoping projects, designing features, implementing code, testing, and getting acceptance from product management. Key aspects include establishing consensus during scoping, addressing downstream impacts, writing comprehensive tests, and continuously improving processes over time.
This is one of the very best presentations about scrum that I know of and thought it worthwhile to have it up for people to be able to check it out. It's great that the authors went for a Creative Commons license.
Scrum presentation designed to give readers basic understanding of Scrum's principles. Any copyrighted materials referenced in this document is for educational purposes only and protected under fair use.
Scrum - An Agile Approach to Software Product DevelopmentBharani M
This document provides an overview of the Scrum framework for agile software development. Scrum uses short development cycles called sprints (typically 2-4 weeks) to incrementally develop a product. Key Scrum roles include the Product Owner who represents stakeholders, the Scrum Master who facilitates the process, and the self-organizing development team. The team works through a backlog of prioritized product features to complete as many as possible in a sprint. Daily stand-up meetings allow the team to synchronize and the Product Owner to provide feedback and prioritize new items. At the end of each sprint, completed work is reviewed and the process repeats with re-prioritized backlogs.
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Scrum Experience And Links Abdullah raza lakhan
1. SCRUM - Agile Methodology
Initial Experience
I've been intrigued about Scrum since I ran across a research paper describing it in
the mid 1990's. It seemed that a few folks, Ken Schwaber, Mike Beedle and Jeff
Sutherland were experimenting with a new way of operating technical teams for
software projects.
I was very much intrigued by the process and my perceptions of how it might
operate and improve some of the systemic problems I'd been experiencing in my
own projects. Fast forward a bit...
Around 1997-98, I was working on some challenging software projects. One of them
was a project focused on upgrading a great deal of our existing software product
architecture and interfaces to be more current and competitive. The target for the
project was to demonstrate our efforts at the leading annual trade show for our
industry in North America. Of course, this was a "real" fixed date project.
We applied some unique approaches to this project effort (at least unique in our
domain). For project planning, we leverage a great deal of collaborative planning
with the entire team, using sticky notes, team prioritization, etc. We also had a full-
time customer (representative) with us for the duration of the project. In many ways
we used some of the planning and customer interaction bits that are so effective in
XP and Scrum.
As we approached building our first "iterations" of software, we began cross team
integration of our deliverables. This had a strong testing focus, but included team
members from every function. We used a Scrum-like daily meeting with their Q&A
format. We also had Agile "information radiators" for issues, next steps, key
accomplishments, etc. in our project meeting area.
The short version of the story is that (A) we nailed the software for the trade show
and blew away the competition with our product future shift. And in the project
retrospective, we (B) the team felt that the #1 reason for our success was the Scrum
team patterns of daily meetings, team cohabitation for integration, cross team
reporting and team collaboration towards a unified goal.
I've since completed a book on Software Project Endgames, and these techniques
have become one of the powerful tools that I use in as many Endgames as possible
to increase our probability of success.
Certified Scrum Master
I've recently (September 2004) been through the Certified Scrum Master course and
am looking for opportunities to begin implementing Scrum practices more holistically
within software projects.
2. I'm also looking to begin introducing Scrum via local training and speaking
engagements. If you have a project that you'd like to try Scrum on OR if you'd like
to learn more about it, simply contact us - info@rgalen.com
Core References
• Agile Alliance
• Ken Schwaber's ADM central Scrum site - www.controlchaos.com
• Scrum Gathering - www.scrumgathering.org
• Mike Beedle and www.balancedagility.org
o www.e-architects.com
o www.newgovernance.com
• Boris Gloger - www.glogerconsulting.de
o www.scrumeducation.com
• Jeff Sutherland's Scrum log - http://jeffsutherland.org/scrum/
• Certified ScrumMasters - http://www.scrumalliance.org/
• Mike Cohn has a wonderful "portal" for Scrum -
http://www.mountaingoatsoftware.com/scrum/
o http://www.mountaingoatsoftware.com/scrumfigures.php
• Linda Rising IEEE 2000 article -
http://members.cox.net/risingl1/articles/IEEEScrum.pdf
• Jeff Sutherland (SCRUM)
• Bill Wake's "Scrum on a page" - http://xp123.com/xplor/xp0401/Scrum-
dev.pdf
• www.xbreed.net (SCRUM +XP)
• Yahoo group for SCRUM -
http://groups.yahoo.com/group/scrumdevelopment/
o http://sdn.agilemovement.it/ (Newsletter derived from the Yahoo
group)
o http://scrumwiki.org/
o http://wiki.scrums.org
o http://www.sdforum.org/scrum
o http://www.scrumforums.com/
• Scrum Tools -
o www.scrumworks.com, http://groups.yahoo.com/group/scrumworks
o www.versionone.net
o Microsoft Project, Scrum tool -
http://www.microsoft.com/downloads/details.aspx?
familyid=81daab54-6701-4fbc-b3d0-7f261383f371&displaylang=en
o
• IBM - RUP article - http://www-106.ibm.com/developerworks/rational/library/
feb05/krebs/index.html
Podcasts & Other References
3. • http://agiletoolkit.libsyn.com/
• http://www.itconversations.com/shows/detail175.html
• http://www.podscope.com/search.php?q=agile&sourceID=19&sa.x=0&sa.y=0
• http://blogs.conchango.com/howardvanrooijen/archive/category/1018.aspx
(Scrum Podcasts)
• http://odeo.com/audio/28536/view (Discuss various methodologies)
• http://odeo.com/channel/5623/view
Beyond reading any introduction on the above websites and the two books by Ken, I
would recommend joining the Yahoo group as a starting point for gathering more
information. There are some lively conversations and the discussions normally cover
beginner to advanced topics in parallel. It's a safe collaborative learning
environment!
Scrum Team Collaboration Demo: Share-Point
Tiran Dagan from www.6footmedia.com has setup SharePoint prototype for a scrum
site located at: http://sharepoint.6footmedia.com/scrum for demonstration
purposes. If you are asked for a username, enter: guest@6footmedia with a
password of demo1234.
The overall site is an example of how you can provide scrum information to the team
or other "chicken" in the company. To see the team collaboration area, go right into
the "SCRUM Room" section (on the top nav bar) or go to:
http://sharepoint.6footmedia.com/scrum/Pages/ScrumV2.aspx
Please use IE 5 or newer. Toggle the "discuss" button (yellow note on the main IE
toolbar) to see my comments about the pages, especially when you are in the
"SCRUM Room" page.
The entire sharepoint site template is available for download from the home page
("Download STP" in the quick launch bar on the left). Use it to create an identical
sharepoint site on your company's server. I am working on documenting the web
parts you will need to make it work.
Comments to - tiran@6footmedia.com
Personal Observations of Scrum
There are a few general observations to immediately make.
I like the Scrum model and the Agile philosophy of empowered and independent
teams. It makes a lot of sense to me - always has and always will. I've not fully
deployed Scrum (yet), but I've seen these practices contribute to some of my
greatest project experiences and successes.
However,
Scrum fundamentally changes the management dynamics of software teams. It
changes the manager's role and all aspects of traditional management - HR
4. processes, rewards & recognition, performance review & salary increases &
promotions, performance actions (improvement and firing), team conflict resolution,
team building, employee development and training, etc. are all basically not covered.
It also doesn't cover how to effectively deploy parts of Scrum into organizations.
Entry is usually couched into a hypothetical organization that (1) understands and
(2) is totally receptive to Scrum. Anything else, and the "literature" provides little
guidance.
Even when "listening" to the Yahoo group, a great resource BTW, most discussion is
Green Field based and not helpful to those encountering resistance or trying to map
it into an existing command-and-control organization that will not fundamentally
change overnight.
I think this is a real shame. While on the one hand, I can understand why folks are
so focused on the principles and don't want to compromise, a good dose of reality in
deployment can't possibly hurt. I want to use this space as a mechanism, over time,
to explore the softer side of Scrum deployment and expanding upon some of the
above points.
Agile deployment strategies are key to its mainstream adoption and growth.
Look for more later...
Scrum within a Test Context
I've been informally using Scrum within a testing context for a number of years.
You'll also see references to it in my Software Endgames book. I find the simple
practices wrap quite nicely around testing activity - independent of development
methodology used.
I've developed a presentation around this and am sharing it at Star East 2005. I'd
love to get feedback on the presentation details and drive further conversation.
Look for more later...
Agile Performance Management
These comments are from an exchange in November 2005 between Brad White &
Michael K. Spayd.
We've been doing scrum for about a year and it is going pretty well.
One issue we've had has been compensation. I'm after my boss to increase pay so we can hold onto people
longer. In response he wants to implement performance
based pay. Pay people a base salary and then on top of that for meeting certain targets.
My position has been that there are no metrics that can drive good software. All the things you can
measure are objective and quality software is subjective.
Now he reads this about Travelocity
5. http://www.optimizemag.com/article/showArticle.jhtml?articleId=172901560
Do I go ahead and let him measure something to make him feel better and try to not let that impact the
quality of our work? How would you approach it?
And Michael's reply...
At my current client (large Fortune 500) doing a enterprise-scale Agile implementation they are currently
grappling with performance metrics as the end of year approaches quickly. They are quite individually
oriented in their ratings system and some of them know that needs to change. If your boss is talking about
measuring something like productivity (through points or some measure of velocity) or some supposedly
objective thing, that requires caution I would agree. However, most performance management systems
have user judgments about someone's effectiveness (I personally do not consider these *subjective* with all
the pejorative baggage that implies, but rather individual judgments). If you have a system like that,
perhaps the following bullets will help.
If ratings were made on the following criteria, that would likely drive the right behavior:
• Focuses on delivering business value frequently
• Clearly supports the team in achieving its goals; takes personal responsibility for the team's goals
• Works collaboratively with others; helps create a team culture of collaboration
• Acts as a leader in service to the team as appropriate to their skills without attempting to control
others
• Makes other team members better through encouragement, support, feedback and mentoring
• Proactively solicits feedback from others and uses it to improve their own performance
• Provides feedback to others (with their permission) in a constructive and insightful manner
• Performs any work the team needs to reach its goals, even outside their area of comfort or
expertise
• Seeks to gain new skills and knowledge to make themselves more useful to the team
• Attempts to see value as the customer sees it
I thought this exchange brought to light some interesting points about team
management and performance evaluation in an Agile environment. As of late 2005,
you see very little