This document provides an overview of Scrum and the roles of Product Owner and Product Backlog. It describes Scrum as an iterative, incremental framework for project management and agile software development. The key roles in Scrum are the ScrumMaster, Product Owner, and cross-functional Team. The Product Owner represents stakeholders and the business, prioritizing and ensuring delivery of the Product Backlog.
The document discusses why redesign should die and argues that refinement is better than constant redesign. It provides examples of how the University of Michigan constantly redesigned its website, leading to wasted time and resources. The author advocates for prioritizing important problems, regularly tuning sites to address issues, and opportunistically finding small improvements. Refinement through many small changes is preferable to repeated full redesigns, which disrupt users and are difficult to define and implement. The approach of refinement recognizes that websites are complex systems that are impossible to fully control.
This document provides an overview of Scrum, an agile framework for managing product development. Scrum focuses on iterative development through sprints, emphasizes self-organizing cross-functional teams, and uses meetings, roles and lists to facilitate collaboration. Key aspects include short development cycles, daily stand-ups to track progress, and sprint reviews to obtain feedback. While Scrum provides structure, it is meant to be flexible and human-focused rather than process-driven.
- In 1993, Jeff Sutherland formed the first Scrum team at Easel Corp, laying the foundations for Scrum.
- In 1996, Ken Schwaber published the "Scrum Development Process", further developing Scrum methodology.
- Subsequent years saw additional publications that refined and expanded on Scrum practices.
This document provides an overview of Scrum, an agile framework for project management. It describes the origins of Scrum, its key roles, ceremonies, artifacts, and processes. Scrum uses short "sprints" to iteratively develop products, with daily stand-ups, sprint planning meetings, reviews, and retrospectives. Teams self-organize to complete prioritized backlog items within each sprint.
Steven Mak shares stories and lessons from coaching teams in adopting agile practices. He emphasizes understanding the existing problems, preparing the team through training and coaching, establishing a definition of done, using examples and tests to define requirements, and practicing techniques like pair programming, coding dojos, and code katas. The goal is for teams to learn new skills through repeated practice in a low-pressure environment.
The document describes the author's process of solving the "100 Doors Kata" programming challenge. It starts with an initial procedural solution, then applies recursion and extracts methods to improve the code over time. Key steps include realizing the pattern depends on the number of factors of a door number within a given round, and implementing a method to check this for each door. The final solution passes all tests for the full problem.
The document provides an overview of agile frameworks and concepts. It discusses different agile methods like Scrum, XP, and Kanban. It introduces the Stacey Matrix which plots projects based on uncertainty and complexity. The matrix shows what types of decision mechanisms and practices are best for different types of projects. The document also discusses applying the right agile framework based on a project's needs. Finally, it uses the metaphor of surfing to illustrate planning for emerging requirements and managing uncertainty over multiple iterations.
Scrum is an agile framework for completing complex projects. It focuses on delivering the highest business value in the shortest time. The document discusses the history and principles of Scrum, including its three core values: transparency, adaptation, and inspection. It describes the three roles in Scrum - Product Owner, Scrum Master, and Scrum Team. The Scrum process includes sprints, daily stand-up meetings, sprint reviews, and retrospectives. The key artifacts are the product backlog, sprint backlog, and burn-down charts. Common challenges to Scrum adoption are also reviewed.
The document discusses why redesign should die and argues that refinement is better than constant redesign. It provides examples of how the University of Michigan constantly redesigned its website, leading to wasted time and resources. The author advocates for prioritizing important problems, regularly tuning sites to address issues, and opportunistically finding small improvements. Refinement through many small changes is preferable to repeated full redesigns, which disrupt users and are difficult to define and implement. The approach of refinement recognizes that websites are complex systems that are impossible to fully control.
This document provides an overview of Scrum, an agile framework for managing product development. Scrum focuses on iterative development through sprints, emphasizes self-organizing cross-functional teams, and uses meetings, roles and lists to facilitate collaboration. Key aspects include short development cycles, daily stand-ups to track progress, and sprint reviews to obtain feedback. While Scrum provides structure, it is meant to be flexible and human-focused rather than process-driven.
- In 1993, Jeff Sutherland formed the first Scrum team at Easel Corp, laying the foundations for Scrum.
- In 1996, Ken Schwaber published the "Scrum Development Process", further developing Scrum methodology.
- Subsequent years saw additional publications that refined and expanded on Scrum practices.
This document provides an overview of Scrum, an agile framework for project management. It describes the origins of Scrum, its key roles, ceremonies, artifacts, and processes. Scrum uses short "sprints" to iteratively develop products, with daily stand-ups, sprint planning meetings, reviews, and retrospectives. Teams self-organize to complete prioritized backlog items within each sprint.
Steven Mak shares stories and lessons from coaching teams in adopting agile practices. He emphasizes understanding the existing problems, preparing the team through training and coaching, establishing a definition of done, using examples and tests to define requirements, and practicing techniques like pair programming, coding dojos, and code katas. The goal is for teams to learn new skills through repeated practice in a low-pressure environment.
The document describes the author's process of solving the "100 Doors Kata" programming challenge. It starts with an initial procedural solution, then applies recursion and extracts methods to improve the code over time. Key steps include realizing the pattern depends on the number of factors of a door number within a given round, and implementing a method to check this for each door. The final solution passes all tests for the full problem.
The document provides an overview of agile frameworks and concepts. It discusses different agile methods like Scrum, XP, and Kanban. It introduces the Stacey Matrix which plots projects based on uncertainty and complexity. The matrix shows what types of decision mechanisms and practices are best for different types of projects. The document also discusses applying the right agile framework based on a project's needs. Finally, it uses the metaphor of surfing to illustrate planning for emerging requirements and managing uncertainty over multiple iterations.
Scrum is an agile framework for completing complex projects. It focuses on delivering the highest business value in the shortest time. The document discusses the history and principles of Scrum, including its three core values: transparency, adaptation, and inspection. It describes the three roles in Scrum - Product Owner, Scrum Master, and Scrum Team. The Scrum process includes sprints, daily stand-up meetings, sprint reviews, and retrospectives. The key artifacts are the product backlog, sprint backlog, and burn-down charts. Common challenges to Scrum adoption are also reviewed.
This resume summarizes an IT professional with over 15 years of experience in project management, scrum master roles, and software development. He has experience managing teams of up to 35 people on projects for clients in various industries. His technical skills include Java, XML, databases, and Agile methodologies like Scrum and Kanban. He is certified as a Scrum Master and Scrum Product Owner by Scrum Alliance.
Postcards From The Agile Frontier FinalElena Yatzeck
This document summarizes a presentation titled "Postcards from the Agile Frontier" given by Elena Yatzeck at an IIBA meeting on March 3, 2010. The presentation provides an overview of agile basics, including definitions and principles from the Agile Manifesto. It describes a sample scrum process and discusses why agile has become popular. The presentation examines various roles for business analysts on agile projects, including as a dedicated business analyst, part of a product owner team, and as a scrum master. It recommends several classic books for further reading on agile project management.
Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud ...David Rico
This is a presentation on "Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud Computing Projects," which are emerging models for managing high-risk, time-sensitive R&D-oriented new product development (NPD) projects with demanding customers and fast-changing market conditions (at the enterprise, portfolio, and program levels). It establishes the context, provide a definition, and describe the value-system for lean and agile program and project management. It provides a brief survey and comparative analysis of the pros and cons of emerging lean and agile frameworks such as Enterprise Scrum, LeSS, DaD, SAFe, and RAGE. Then it describes the Scaled Agile Academy's Scaled Agile Framework (SAFe) in greater detail (which is the de facto international standard for scaling the use of agile methods to the enterprise, portfolio, and program levels for both systems and software development). SAFe is hybrid model best known for "blending" megatrends such as lean and agile principles into a single unified framework, establishing an authoritative foundation for scaling agile methods to large-scale private and public sector programs, and unifying East (lean) and West (agile) into a common language for systems and software development that is both lean "and" agile. In addition to SAFe case studies, late-breaking developments on the use of "Continuous Delivery," "DevOps," and bleeding-edge "Unstructured Web Databases" at Google and Amazon to automate large sections of the enterprise value stream will be discussed (which has been successfully used by some of the world's largest firms to boost organizational productivity by one or two orders of magnitude). This briefing has been warmly received by multiple U.S. government agencies, contractors, and PMI audiences throughout Baltimore-Washington, DC.
This document provides an introduction and agenda for an Agile Basics training session. It includes information about the trainer, Salah Elleithy, including his qualifications and experience in Agile coaching. The learning objectives are outlined, which focus on understanding what makes agility essential, the agile mindset, and the difference between doing agile and being agile. The agenda covers topics such as defining agility, the origins of Agile and the Agile Manifesto, challenges to enabling agility, stages of learning, and understanding the agile mindset. Logistics and ground rules for participation are also mentioned.
UX STRAT USA 2019: Richard Baker, GE TransportationUX STRAT
Many engineering-focused enterprises have become solution driven—it's in the very nature of their work. Oftentimes it can be tricky to convince your stakeholders to use valuable time and resources on user experience.
Over the past two years, the innovation and design teams at GE Transportation have been refining their processes to enable engineering-heavy teams to capitalize on long-term strategy and short-term design-led execution through four key principles:
Simplify the complex
Work in bite-size chunks to make things manageable
Built-in exit ramps to ensure relevancy and quality
Work in full transparency
In this presentation, Richard will walk through how user-centric design was scaled in an engineer-led enterprise of thousands mechanical, electrical, and computer engineers.
What Product Managers Need to Know About Agile Development with ScrumLaura Klemme
Agile development is more talked about than well understood. Product managers are often operating within a system that assumes a traditional waterfall approach to product development where product specifications can be nailed down early on in the product development process. Making agile development work requires educating managers so they will value fast development and the virtues of learning quickly from user interface testing, early test users and initial purchasers. Attracting the best developers requires having development processes that are considered state of the art by the best candidates. Laura will discuss being an employer of choice, using the best in agile and scrum to attract and motivate employees. Transitioning from waterfall to agile is a potentially difficult process and requires planning and knowledge. An often misunderstood aspect of the transition to agile is redefinition of the roles of product owner, product developer, product marketing and scrum master, along with their interactions with the rest of the development team and internal stakeholders. A clear understanding of best practices is likely to increase the probability of product development completion on time and on budget and increase the likelihood that products developed meet key user needs.
Scrum Experience And Links Abdullah raza lakhanguesta09fdb
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.
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 document discusses the importance of project management plans and what they should include. It explains that plans should define the project scope, schedule, resources, budget, risks and how progress will be monitored and controlled. Effective plans consider who will use the plan, what work needs to be completed, how it will be structured, when activities will occur, who is responsible for the work, and the potential costs involved. Thorough planning helps guide the project activities and ensures all necessary aspects are addressed upfront.
The Project Management Process - Week 3Craig Brown
The document discusses the importance of project management plans and what they should include. It explains that plans should define the project scope, schedule, resources, budget, risks and how progress will be monitored and controlled. Effective plans consider who will use the plan, what work needs to be completed, how it will be structured, when activities will occur, who is responsible for the work, and the potential costs involved. Thorough planning helps guide the project activities and ensures all necessary aspects are addressed upfront.
Agile in Practice An Agile Success Story February 2.docxnettletondevon
Agile in Practice
An Agile Success
Story
February 2012
2
Agile in Practice - An Agile Success Story
Contents
Overview
1
Why
Agile
2
How
We
Did
Agile
4
SCRUM-‐derived
Model
4
Distributed
Teams
5
Planning
6
Execution
7
Documentation
7
Reporting
8
Lessons
Learned
11
What
Worked
11
What
We
Could
Have
Done
Better
11
1 Agile in Practice - An Agile Success Story
Overview
Our client serves about 10,000 clients worldwide. Their aging platform was
proving to be inefficient, difficult and expensive to adapt to the changing needs of
their clients.
In August 2010 our client asked Deloitte Consulting (DC) to help drive an effort to
create a new global platform to offer portal, collaboration and document
management capabilities.
Many of the requirements for this new solution were above and beyond what the
selected platform, Microsoft SharePoint 2010 (SP), had to offer. To make matters
more complex, the expected number of combinations of clients, locations,
application modules and individual functionalities quickly grew into the
thousands. Moreover, our client had little experience embarking into an
enterprise like this one.
16 months and 11 releases later our top-talented DC team completed a solution
that exceeded our client's expectations. Each release delivered working
software, showing the team's progress and giving our client the opportunity to
adjust requirements and design as needed. Each release was delivered on time
and under budget, every time!
This document explains why we chose an agile life cycle model for this project,
how we implemented it and what lessons we learned, so other DC teams can
benefit from our experiences1.
1 For more information on Agile methodologies, please see the “Agile Development POV”
available on KX
2
Why Agile
Like many other large-scale projects, the first couple of months were mostly
dedicated to establish the overall vision, business case and define high-level
business requirements for the solution. We started off with a traditional waterfall
Software Development Life Cycle (SDLC) approach; given the strong emphasis
of our established methods (Playbook) and for the need for a tight control over
scope and budget, it seemed an adequate decision at the time.
The original concepts for the solution were vaguely defined so we needed a way
to make them concrete through continuous refinement iterations with our client.
By the end of January 2011, requirements and design work started to pile up and
our initial attempts to prototype some of these concepts were not working well.
The interactions between the client and DC teams took too long to get from
concept to requirements to prototype and back again. It was clear we had to
make important adjustm.
Agile in Practice An Agile Success Story February 2.docxsimonlbentley59018
Agile in Practice
An Agile Success
Story
February 2012
2
Agile in Practice - An Agile Success Story
Contents
Overview
1
Why
Agile
2
How
We
Did
Agile
4
SCRUM-‐derived
Model
4
Distributed
Teams
5
Planning
6
Execution
7
Documentation
7
Reporting
8
Lessons
Learned
11
What
Worked
11
What
We
Could
Have
Done
Better
11
1 Agile in Practice - An Agile Success Story
Overview
Our client serves about 10,000 clients worldwide. Their aging platform was
proving to be inefficient, difficult and expensive to adapt to the changing needs of
their clients.
In August 2010 our client asked Deloitte Consulting (DC) to help drive an effort to
create a new global platform to offer portal, collaboration and document
management capabilities.
Many of the requirements for this new solution were above and beyond what the
selected platform, Microsoft SharePoint 2010 (SP), had to offer. To make matters
more complex, the expected number of combinations of clients, locations,
application modules and individual functionalities quickly grew into the
thousands. Moreover, our client had little experience embarking into an
enterprise like this one.
16 months and 11 releases later our top-talented DC team completed a solution
that exceeded our client's expectations. Each release delivered working
software, showing the team's progress and giving our client the opportunity to
adjust requirements and design as needed. Each release was delivered on time
and under budget, every time!
This document explains why we chose an agile life cycle model for this project,
how we implemented it and what lessons we learned, so other DC teams can
benefit from our experiences1.
1 For more information on Agile methodologies, please see the “Agile Development POV”
available on KX
2
Why Agile
Like many other large-scale projects, the first couple of months were mostly
dedicated to establish the overall vision, business case and define high-level
business requirements for the solution. We started off with a traditional waterfall
Software Development Life Cycle (SDLC) approach; given the strong emphasis
of our established methods (Playbook) and for the need for a tight control over
scope and budget, it seemed an adequate decision at the time.
The original concepts for the solution were vaguely defined so we needed a way
to make them concrete through continuous refinement iterations with our client.
By the end of January 2011, requirements and design work started to pile up and
our initial attempts to prototype some of these concepts were not working well.
The interactions between the client and DC teams took too long to get from
concept to requirements to prototype and back again. It was clear we had to
make important adjustm.
Software Engineering Capstone SWE 481 Group 4 Group Project Phase 5Jim Richardson
This document outlines a software development plan for a mobile banking app called Capstone Bank Mobile Banking. It will use Scrum methodology and include features like login, viewing balances, making deposits from photos. The plan describes requirements gathering, design documents, a project schedule, and risk management. Development will use sprints and testing will occur within each sprint. The schedule and risks will be tracked in Microsoft Project.
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.
The document provides an overview of ceremonies, roles, artifacts, and information radiators for extending agile practices across organizations. It describes simplified agile scaling frameworks including ceremonies like release planning, daily standups, and retrospectives. It also outlines roles for product owners, scrum masters, and stakeholders. The goal is to streamline agile processes and provide guidelines for implementing agile at an organizational level.
Dan Craig is an experienced IT professional with over 20 years of experience leading technical and business project teams using agile methodologies. He has worked as the Director of Agile Services at Steel Thread Software and as the founder of Ailsa Software, providing agile consulting. His experience includes roles managing programs, coaching teams in agile practices, and developing tools to support continuous delivery. He holds a Bachelor's degree in Economics and certifications in Scrum and holding a US Department of Defense security clearance.
The document provides an agenda for a training session on agile basics. The summary is:
The training session will cover key topics such as defining agility, comparing traditional and agile approaches, explaining the origins of agile and the agile manifesto. It will help participants understand the agile mindset and recognize the difference between doing agile and being agile. The session will also explore challenges to enabling agility and techniques for continuous improvement.
The document provides details about Alan Bustamante's professional experience in Agile coaching and training. It summarizes his over 13 years of experience leading teams in software development across multiple industries, facilitating transitions to Agile methods like Scrum and SAFe, and his work with clients such as Procter & Gamble, The Kroger Co., and Elsevier. Alan offers expertise in Agile practices, process frameworks, and experience leading globally distributed teams.
The document summarizes changes made between different versions of the Scrum Guide and SAFe frameworks over time. Some key changes to Scrum included removing prescriptive language, emphasizing a self-managing Scrum Team rather than self-organizing teams, and introducing the concept of a Product Goal. Changes to SAFe included improving business outcomes, evolving continuously to incorporate new knowledge, and the introduction of SAFe 5.1 with minor updates to the Big Picture framework graphic.
From Konami Code to Peter Principle - Leadership Responsibilities (EuroIA 2020)Peter Boersma
In this talk, presented at EuroIA 2020, I share leadership tips & tricks for when your responsibilities change, no matter in what direction:
moving in: trying out mentoring and leading
moving up: you got promoted; now what?
moving left and right: adding skills, broadening your horizon
moving down: adjusting and going for principal
moving out: changing environments, freelancing
20 Comprehensive Checklist of Designing and Developing a WebsitePixlogix Infotech
Dive into the world of Website Designing and Developing with Pixlogix! Looking to create a stunning online presence? Look no further! Our comprehensive checklist covers everything you need to know to craft a website that stands out. From user-friendly design to seamless functionality, we've got you covered. Don't miss out on this invaluable resource! Check out our checklist now at Pixlogix and start your journey towards a captivating online presence today.
Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdfMalak Abu Hammad
Discover how MongoDB Atlas and vector search technology can revolutionize your application's search capabilities. This comprehensive presentation covers:
* What is Vector Search?
* Importance and benefits of vector search
* Practical use cases across various industries
* Step-by-step implementation guide
* Live demos with code snippets
* Enhancing LLM capabilities with vector search
* Best practices and optimization strategies
Perfect for developers, AI enthusiasts, and tech leaders. Learn how to leverage MongoDB Atlas to deliver highly relevant, context-aware search results, transforming your data retrieval process. Stay ahead in tech innovation and maximize the potential of your applications.
#MongoDB #VectorSearch #AI #SemanticSearch #TechInnovation #DataScience #LLM #MachineLearning #SearchTechnology
This resume summarizes an IT professional with over 15 years of experience in project management, scrum master roles, and software development. He has experience managing teams of up to 35 people on projects for clients in various industries. His technical skills include Java, XML, databases, and Agile methodologies like Scrum and Kanban. He is certified as a Scrum Master and Scrum Product Owner by Scrum Alliance.
Postcards From The Agile Frontier FinalElena Yatzeck
This document summarizes a presentation titled "Postcards from the Agile Frontier" given by Elena Yatzeck at an IIBA meeting on March 3, 2010. The presentation provides an overview of agile basics, including definitions and principles from the Agile Manifesto. It describes a sample scrum process and discusses why agile has become popular. The presentation examines various roles for business analysts on agile projects, including as a dedicated business analyst, part of a product owner team, and as a scrum master. It recommends several classic books for further reading on agile project management.
Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud ...David Rico
This is a presentation on "Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud Computing Projects," which are emerging models for managing high-risk, time-sensitive R&D-oriented new product development (NPD) projects with demanding customers and fast-changing market conditions (at the enterprise, portfolio, and program levels). It establishes the context, provide a definition, and describe the value-system for lean and agile program and project management. It provides a brief survey and comparative analysis of the pros and cons of emerging lean and agile frameworks such as Enterprise Scrum, LeSS, DaD, SAFe, and RAGE. Then it describes the Scaled Agile Academy's Scaled Agile Framework (SAFe) in greater detail (which is the de facto international standard for scaling the use of agile methods to the enterprise, portfolio, and program levels for both systems and software development). SAFe is hybrid model best known for "blending" megatrends such as lean and agile principles into a single unified framework, establishing an authoritative foundation for scaling agile methods to large-scale private and public sector programs, and unifying East (lean) and West (agile) into a common language for systems and software development that is both lean "and" agile. In addition to SAFe case studies, late-breaking developments on the use of "Continuous Delivery," "DevOps," and bleeding-edge "Unstructured Web Databases" at Google and Amazon to automate large sections of the enterprise value stream will be discussed (which has been successfully used by some of the world's largest firms to boost organizational productivity by one or two orders of magnitude). This briefing has been warmly received by multiple U.S. government agencies, contractors, and PMI audiences throughout Baltimore-Washington, DC.
This document provides an introduction and agenda for an Agile Basics training session. It includes information about the trainer, Salah Elleithy, including his qualifications and experience in Agile coaching. The learning objectives are outlined, which focus on understanding what makes agility essential, the agile mindset, and the difference between doing agile and being agile. The agenda covers topics such as defining agility, the origins of Agile and the Agile Manifesto, challenges to enabling agility, stages of learning, and understanding the agile mindset. Logistics and ground rules for participation are also mentioned.
UX STRAT USA 2019: Richard Baker, GE TransportationUX STRAT
Many engineering-focused enterprises have become solution driven—it's in the very nature of their work. Oftentimes it can be tricky to convince your stakeholders to use valuable time and resources on user experience.
Over the past two years, the innovation and design teams at GE Transportation have been refining their processes to enable engineering-heavy teams to capitalize on long-term strategy and short-term design-led execution through four key principles:
Simplify the complex
Work in bite-size chunks to make things manageable
Built-in exit ramps to ensure relevancy and quality
Work in full transparency
In this presentation, Richard will walk through how user-centric design was scaled in an engineer-led enterprise of thousands mechanical, electrical, and computer engineers.
What Product Managers Need to Know About Agile Development with ScrumLaura Klemme
Agile development is more talked about than well understood. Product managers are often operating within a system that assumes a traditional waterfall approach to product development where product specifications can be nailed down early on in the product development process. Making agile development work requires educating managers so they will value fast development and the virtues of learning quickly from user interface testing, early test users and initial purchasers. Attracting the best developers requires having development processes that are considered state of the art by the best candidates. Laura will discuss being an employer of choice, using the best in agile and scrum to attract and motivate employees. Transitioning from waterfall to agile is a potentially difficult process and requires planning and knowledge. An often misunderstood aspect of the transition to agile is redefinition of the roles of product owner, product developer, product marketing and scrum master, along with their interactions with the rest of the development team and internal stakeholders. A clear understanding of best practices is likely to increase the probability of product development completion on time and on budget and increase the likelihood that products developed meet key user needs.
Scrum Experience And Links Abdullah raza lakhanguesta09fdb
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.
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 document discusses the importance of project management plans and what they should include. It explains that plans should define the project scope, schedule, resources, budget, risks and how progress will be monitored and controlled. Effective plans consider who will use the plan, what work needs to be completed, how it will be structured, when activities will occur, who is responsible for the work, and the potential costs involved. Thorough planning helps guide the project activities and ensures all necessary aspects are addressed upfront.
The Project Management Process - Week 3Craig Brown
The document discusses the importance of project management plans and what they should include. It explains that plans should define the project scope, schedule, resources, budget, risks and how progress will be monitored and controlled. Effective plans consider who will use the plan, what work needs to be completed, how it will be structured, when activities will occur, who is responsible for the work, and the potential costs involved. Thorough planning helps guide the project activities and ensures all necessary aspects are addressed upfront.
Agile in Practice An Agile Success Story February 2.docxnettletondevon
Agile in Practice
An Agile Success
Story
February 2012
2
Agile in Practice - An Agile Success Story
Contents
Overview
1
Why
Agile
2
How
We
Did
Agile
4
SCRUM-‐derived
Model
4
Distributed
Teams
5
Planning
6
Execution
7
Documentation
7
Reporting
8
Lessons
Learned
11
What
Worked
11
What
We
Could
Have
Done
Better
11
1 Agile in Practice - An Agile Success Story
Overview
Our client serves about 10,000 clients worldwide. Their aging platform was
proving to be inefficient, difficult and expensive to adapt to the changing needs of
their clients.
In August 2010 our client asked Deloitte Consulting (DC) to help drive an effort to
create a new global platform to offer portal, collaboration and document
management capabilities.
Many of the requirements for this new solution were above and beyond what the
selected platform, Microsoft SharePoint 2010 (SP), had to offer. To make matters
more complex, the expected number of combinations of clients, locations,
application modules and individual functionalities quickly grew into the
thousands. Moreover, our client had little experience embarking into an
enterprise like this one.
16 months and 11 releases later our top-talented DC team completed a solution
that exceeded our client's expectations. Each release delivered working
software, showing the team's progress and giving our client the opportunity to
adjust requirements and design as needed. Each release was delivered on time
and under budget, every time!
This document explains why we chose an agile life cycle model for this project,
how we implemented it and what lessons we learned, so other DC teams can
benefit from our experiences1.
1 For more information on Agile methodologies, please see the “Agile Development POV”
available on KX
2
Why Agile
Like many other large-scale projects, the first couple of months were mostly
dedicated to establish the overall vision, business case and define high-level
business requirements for the solution. We started off with a traditional waterfall
Software Development Life Cycle (SDLC) approach; given the strong emphasis
of our established methods (Playbook) and for the need for a tight control over
scope and budget, it seemed an adequate decision at the time.
The original concepts for the solution were vaguely defined so we needed a way
to make them concrete through continuous refinement iterations with our client.
By the end of January 2011, requirements and design work started to pile up and
our initial attempts to prototype some of these concepts were not working well.
The interactions between the client and DC teams took too long to get from
concept to requirements to prototype and back again. It was clear we had to
make important adjustm.
Agile in Practice An Agile Success Story February 2.docxsimonlbentley59018
Agile in Practice
An Agile Success
Story
February 2012
2
Agile in Practice - An Agile Success Story
Contents
Overview
1
Why
Agile
2
How
We
Did
Agile
4
SCRUM-‐derived
Model
4
Distributed
Teams
5
Planning
6
Execution
7
Documentation
7
Reporting
8
Lessons
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1 Agile in Practice - An Agile Success Story
Overview
Our client serves about 10,000 clients worldwide. Their aging platform was
proving to be inefficient, difficult and expensive to adapt to the changing needs of
their clients.
In August 2010 our client asked Deloitte Consulting (DC) to help drive an effort to
create a new global platform to offer portal, collaboration and document
management capabilities.
Many of the requirements for this new solution were above and beyond what the
selected platform, Microsoft SharePoint 2010 (SP), had to offer. To make matters
more complex, the expected number of combinations of clients, locations,
application modules and individual functionalities quickly grew into the
thousands. Moreover, our client had little experience embarking into an
enterprise like this one.
16 months and 11 releases later our top-talented DC team completed a solution
that exceeded our client's expectations. Each release delivered working
software, showing the team's progress and giving our client the opportunity to
adjust requirements and design as needed. Each release was delivered on time
and under budget, every time!
This document explains why we chose an agile life cycle model for this project,
how we implemented it and what lessons we learned, so other DC teams can
benefit from our experiences1.
1 For more information on Agile methodologies, please see the “Agile Development POV”
available on KX
2
Why Agile
Like many other large-scale projects, the first couple of months were mostly
dedicated to establish the overall vision, business case and define high-level
business requirements for the solution. We started off with a traditional waterfall
Software Development Life Cycle (SDLC) approach; given the strong emphasis
of our established methods (Playbook) and for the need for a tight control over
scope and budget, it seemed an adequate decision at the time.
The original concepts for the solution were vaguely defined so we needed a way
to make them concrete through continuous refinement iterations with our client.
By the end of January 2011, requirements and design work started to pile up and
our initial attempts to prototype some of these concepts were not working well.
The interactions between the client and DC teams took too long to get from
concept to requirements to prototype and back again. It was clear we had to
make important adjustm.
Software Engineering Capstone SWE 481 Group 4 Group Project Phase 5Jim Richardson
This document outlines a software development plan for a mobile banking app called Capstone Bank Mobile Banking. It will use Scrum methodology and include features like login, viewing balances, making deposits from photos. The plan describes requirements gathering, design documents, a project schedule, and risk management. Development will use sprints and testing will occur within each sprint. The schedule and risks will be tracked in Microsoft Project.
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.
The document provides an overview of ceremonies, roles, artifacts, and information radiators for extending agile practices across organizations. It describes simplified agile scaling frameworks including ceremonies like release planning, daily standups, and retrospectives. It also outlines roles for product owners, scrum masters, and stakeholders. The goal is to streamline agile processes and provide guidelines for implementing agile at an organizational level.
Dan Craig is an experienced IT professional with over 20 years of experience leading technical and business project teams using agile methodologies. He has worked as the Director of Agile Services at Steel Thread Software and as the founder of Ailsa Software, providing agile consulting. His experience includes roles managing programs, coaching teams in agile practices, and developing tools to support continuous delivery. He holds a Bachelor's degree in Economics and certifications in Scrum and holding a US Department of Defense security clearance.
The document provides an agenda for a training session on agile basics. The summary is:
The training session will cover key topics such as defining agility, comparing traditional and agile approaches, explaining the origins of agile and the agile manifesto. It will help participants understand the agile mindset and recognize the difference between doing agile and being agile. The session will also explore challenges to enabling agility and techniques for continuous improvement.
The document provides details about Alan Bustamante's professional experience in Agile coaching and training. It summarizes his over 13 years of experience leading teams in software development across multiple industries, facilitating transitions to Agile methods like Scrum and SAFe, and his work with clients such as Procter & Gamble, The Kroger Co., and Elsevier. Alan offers expertise in Agile practices, process frameworks, and experience leading globally distributed teams.
The document summarizes changes made between different versions of the Scrum Guide and SAFe frameworks over time. Some key changes to Scrum included removing prescriptive language, emphasizing a self-managing Scrum Team rather than self-organizing teams, and introducing the concept of a Product Goal. Changes to SAFe included improving business outcomes, evolving continuously to incorporate new knowledge, and the introduction of SAFe 5.1 with minor updates to the Big Picture framework graphic.
From Konami Code to Peter Principle - Leadership Responsibilities (EuroIA 2020)Peter Boersma
In this talk, presented at EuroIA 2020, I share leadership tips & tricks for when your responsibilities change, no matter in what direction:
moving in: trying out mentoring and leading
moving up: you got promoted; now what?
moving left and right: adding skills, broadening your horizon
moving down: adjusting and going for principal
moving out: changing environments, freelancing
20 Comprehensive Checklist of Designing and Developing a WebsitePixlogix Infotech
Dive into the world of Website Designing and Developing with Pixlogix! Looking to create a stunning online presence? Look no further! Our comprehensive checklist covers everything you need to know to craft a website that stands out. From user-friendly design to seamless functionality, we've got you covered. Don't miss out on this invaluable resource! Check out our checklist now at Pixlogix and start your journey towards a captivating online presence today.
Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdfMalak Abu Hammad
Discover how MongoDB Atlas and vector search technology can revolutionize your application's search capabilities. This comprehensive presentation covers:
* What is Vector Search?
* Importance and benefits of vector search
* Practical use cases across various industries
* Step-by-step implementation guide
* Live demos with code snippets
* Enhancing LLM capabilities with vector search
* Best practices and optimization strategies
Perfect for developers, AI enthusiasts, and tech leaders. Learn how to leverage MongoDB Atlas to deliver highly relevant, context-aware search results, transforming your data retrieval process. Stay ahead in tech innovation and maximize the potential of your applications.
#MongoDB #VectorSearch #AI #SemanticSearch #TechInnovation #DataScience #LLM #MachineLearning #SearchTechnology
UiPath Test Automation using UiPath Test Suite series, part 5DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 5. In this session, we will cover CI/CD with devops.
Topics covered:
CI/CD with in UiPath
End-to-end overview of CI/CD pipeline with Azure devops
Speaker:
Lyndsey Byblow, Test Suite Sales Engineer @ UiPath, Inc.
Goodbye Windows 11: Make Way for Nitrux Linux 3.5.0!SOFTTECHHUB
As the digital landscape continually evolves, operating systems play a critical role in shaping user experiences and productivity. The launch of Nitrux Linux 3.5.0 marks a significant milestone, offering a robust alternative to traditional systems such as Windows 11. This article delves into the essence of Nitrux Linux 3.5.0, exploring its unique features, advantages, and how it stands as a compelling choice for both casual users and tech enthusiasts.
Building RAG with self-deployed Milvus vector database and Snowpark Container...Zilliz
This talk will give hands-on advice on building RAG applications with an open-source Milvus database deployed as a docker container. We will also introduce the integration of Milvus with Snowpark Container Services.
Enchancing adoption of Open Source Libraries. A case study on Albumentations.AIVladimir Iglovikov, Ph.D.
Presented by Vladimir Iglovikov:
- https://www.linkedin.com/in/iglovikov/
- https://x.com/viglovikov
- https://www.instagram.com/ternaus/
This presentation delves into the journey of Albumentations.ai, a highly successful open-source library for data augmentation.
Created out of a necessity for superior performance in Kaggle competitions, Albumentations has grown to become a widely used tool among data scientists and machine learning practitioners.
This case study covers various aspects, including:
People: The contributors and community that have supported Albumentations.
Metrics: The success indicators such as downloads, daily active users, GitHub stars, and financial contributions.
Challenges: The hurdles in monetizing open-source projects and measuring user engagement.
Development Practices: Best practices for creating, maintaining, and scaling open-source libraries, including code hygiene, CI/CD, and fast iteration.
Community Building: Strategies for making adoption easy, iterating quickly, and fostering a vibrant, engaged community.
Marketing: Both online and offline marketing tactics, focusing on real, impactful interactions and collaborations.
Mental Health: Maintaining balance and not feeling pressured by user demands.
Key insights include the importance of automation, making the adoption process seamless, and leveraging offline interactions for marketing. The presentation also emphasizes the need for continuous small improvements and building a friendly, inclusive community that contributes to the project's growth.
Vladimir Iglovikov brings his extensive experience as a Kaggle Grandmaster, ex-Staff ML Engineer at Lyft, sharing valuable lessons and practical advice for anyone looking to enhance the adoption of their open-source projects.
Explore more about Albumentations and join the community at:
GitHub: https://github.com/albumentations-team/albumentations
Website: https://albumentations.ai/
LinkedIn: https://www.linkedin.com/company/100504475
Twitter: https://x.com/albumentations
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
In his public lecture, Christian Timmerer provides insights into the fascinating history of video streaming, starting from its humble beginnings before YouTube to the groundbreaking technologies that now dominate platforms like Netflix and ORF ON. Timmerer also presents provocative contributions of his own that have significantly influenced the industry. He concludes by looking at future challenges and invites the audience to join in a discussion.
GraphSummit Singapore | The Art of the Possible with Graph - Q2 2024Neo4j
Neha Bajwa, Vice President of Product Marketing, Neo4j
Join us as we explore breakthrough innovations enabled by interconnected data and AI. Discover firsthand how organizations use relationships in data to uncover contextual insights and solve our most pressing challenges – from optimizing supply chains, detecting fraud, and improving customer experiences to accelerating drug discoveries.
GraphSummit Singapore | The Future of Agility: Supercharging Digital Transfor...Neo4j
Leonard Jayamohan, Partner & Generative AI Lead, Deloitte
This keynote will reveal how Deloitte leverages Neo4j’s graph power for groundbreaking digital twin solutions, achieving a staggering 100x performance boost. Discover the essential role knowledge graphs play in successful generative AI implementations. Plus, get an exclusive look at an innovative Neo4j + Generative AI solution Deloitte is developing in-house.
Cosa hanno in comune un mattoncino Lego e la backdoor XZ?Speck&Tech
ABSTRACT: A prima vista, un mattoncino Lego e la backdoor XZ potrebbero avere in comune il fatto di essere entrambi blocchi di costruzione, o dipendenze di progetti creativi e software. La realtà è che un mattoncino Lego e il caso della backdoor XZ hanno molto di più di tutto ciò in comune.
Partecipate alla presentazione per immergervi in una storia di interoperabilità, standard e formati aperti, per poi discutere del ruolo importante che i contributori hanno in una comunità open source sostenibile.
BIO: Sostenitrice del software libero e dei formati standard e aperti. È stata un membro attivo dei progetti Fedora e openSUSE e ha co-fondato l'Associazione LibreItalia dove è stata coinvolta in diversi eventi, migrazioni e formazione relativi a LibreOffice. In precedenza ha lavorato a migrazioni e corsi di formazione su LibreOffice per diverse amministrazioni pubbliche e privati. Da gennaio 2020 lavora in SUSE come Software Release Engineer per Uyuni e SUSE Manager e quando non segue la sua passione per i computer e per Geeko coltiva la sua curiosità per l'astronomia (da cui deriva il suo nickname deneb_alpha).
Full-RAG: A modern architecture for hyper-personalizationZilliz
Mike Del Balso, CEO & Co-Founder at Tecton, presents "Full RAG," a novel approach to AI recommendation systems, aiming to push beyond the limitations of traditional models through a deep integration of contextual insights and real-time data, leveraging the Retrieval-Augmented Generation architecture. This talk will outline Full RAG's potential to significantly enhance personalization, address engineering challenges such as data management and model training, and introduce data enrichment with reranking as a key solution. Attendees will gain crucial insights into the importance of hyperpersonalization in AI, the capabilities of Full RAG for advanced personalization, and strategies for managing complex data integrations for deploying cutting-edge AI solutions.
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...SOFTTECHHUB
The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
One such alternative that has garnered significant attention and acclaim is Nitrux Linux 3.5.0, a sleek, powerful, and user-friendly Linux distribution that promises to redefine the way we interact with our devices. With its focus on performance, security, and customization, Nitrux Linux presents a compelling case for those seeking to break free from the constraints of proprietary software and embrace the freedom and flexibility of open-source computing.
Let's Integrate MuleSoft RPA, COMPOSER, APM with AWS IDP along with Slackshyamraj55
Discover the seamless integration of RPA (Robotic Process Automation), COMPOSER, and APM with AWS IDP enhanced with Slack notifications. Explore how these technologies converge to streamline workflows, optimize performance, and ensure secure access, all while leveraging the power of AWS IDP and real-time communication via Slack notifications.
11. Director of PMO and PM PracticesPositions and Responsibilities 6/12/2010 3 (c)2010, Robert W. Chin
12. Bachelor of Science in Electrical Engineering Northeastern University, Boston, MA Master of Science in Computer Engineering University of Massachusetts at Lowell, Lowell, MA Educational Background 6/12/2010 4 (c)2010, Robert W. Chin
13. Licensed (US) Amateur Radio Operator (WB1FHT) Licensed Real Estate Broker, Commonwealth of Massachusetts (#100917) Project Management Institute (PMI); Membership ID number 223781 Member of the Troubled Projects SIG (TPSIG) Member of the Program Management Office SIG (PMOSIG) Member of PMI Central Mass Chapter Member of PMI Mass Bay Chapter Certified Scrum Master (taught and certified by Ken Schwaber, co-founder of Scrum) Agile Coach Member of the Scrum Alliance (www.scrumalliance.org) Member of the Board for the Nashua Scrum Club Member of Agile Boston Professional Licenses and Affiliations 6/12/2010 5 (c)2010, Robert W. Chin
14. Boston User Groups: Boston Windows Server User Group - Served as Steering Committee Member, Secretary, Director of Membership and Membership Services; and, Culminis Liaison, Director of VICE (Vendor Incentives, Contributions, and Etc.) and Director-at-Large. Taught Visual Basic Programming with the "VB Learning" User Group at the local Microsoft company facilities in Waltham, MA. Served as a Communications Technology Consultant to the American Red Cross, National Headquarters (in Washington, DC) for more than five (5) years. Volunteered as a Special Events Strategic and Operational Communications Consultant to the Massachusetts Special Olympics for more than fifteen (15) years. Volunteered and served in the local American Red Cross Disaster Services Committee for more than ten (10) years. Served as a Leader on many different community projects, local events, and Disaster Team development. Life Member of the Amateur Radio Relay League (ARRL). Professional & Community Activities, Hobbies, etc. 6/12/2010 6 (c)2010, Robert W. Chin
15. Project Management Over the Years What is Scrum? (Quick, high-level overview) Why use Scrum? Who does what in Scrum? Purpose and Objectives 6/12/2010 (c)2010, Robert W. Chin 7
16. Deming Cycle — W. Edwards Deming RAD, RUPP CMM, CMMI, PMBOK — PMI Test Driven Development (TDD), Data DD Prince2 Earned Value Agile Patterns eXtreme Programming Scrum Project Management 6/12/2010 8 (c)2010, Robert W. Chin
17. Source: http://en.wikipedia.org/wiki/Scrum_(development) Scrumis an iterative, incremental framework for project management and agile software development. Although Scrum was originally intended for management of software development projects, it can be used to run software maintenance teams, or as a general project/program management approach. What is Scrum? 6/12/2010 9 (c)2010, Robert W. Chin
18. 1.^ a b Schwaber, Ken (1 February 2004). Agile Project Management with Scrum. Microsoft Press. ISBN 978-0-735-61993-7. 2.^ Takeuchi, Hirotaka; Nonaka, Ikujiro (January-February 1986). "The New New Product Development Game" (PDF). Harvard Business Review. http://apln-richmond.pbwiki.com/f/New%20New%20Prod%20Devel%20Game.pdf. Retrieved 2008-09-26. [dead link] 3.^ DeGrace, Peter; Stahl, Leslie Hulet (1 October 1990). Wicked problems, righteous solutions. Prentice Hall. ISBN 978-0-135-90126-7. 4.^ Sutherland, Jeff (October 2004). "Agile Development: Lessons learned from the first Scrum" (PDF). http://www.scrumalliance.org/resources/35. Retrieved 2008-09-26. 5.^ "The Classic Story of the Pig and Chicken". Implementing Scrum. 11 September 2006. http://www.implementingscrum.com/2006/09/11/the-classic-story-of-the-pig-and-chicken/. Retrieved 2010-04-03. 6.^ Schwaber, p. 7 7.^ "Scrum, Scrum Developer Courses, Scrum Knowledge Assessment, Scrum Guide, Ken Schwaber - Scrum Guides". Scrum.org. 2009. http://www.scrum.org/scrumguides/. Retrieved 2010-04-03. 8.^ Schwaber, p. 135 9.^ Cohn, Mike (May 2007). "Advice on Conducting the Scrum of Scrums Meeting". http://www.scrumalliance.org/articles/46-advice-on-conducting-the-scrum-of-scrums-meeting. Retrieved 2009-07-23. 10.^ Schwaber, p. 133 11.^ Sprint, Planning (January-February 2009). Sprint Planning Rules. http://www.sprintplanning.com/SprintPlanningRules.aspx. Retrieved 2009-03-30. 12.^ Schwaber, p. 137 13.^ Schwaber, p. 138 14.^ Invented by Mike Cohn, more info can be found here [1] 15.^ Schwaber, pp. 141–143 16.^ p.5 Crisp.se 17.^ Leansoftwareengineering.com 18.^ a b Leansoftwareengineering.com 19.^ p.18 - 19 Crisp.se 20.^ p.22 - 23 Crisp.se 21.^ Infoq.com (The video and the summary) Referenceshttp://en.wikipedia.org/wiki/Scrum_(development) 6/12/2010 10 (c)2010, Robert W. Chin
19. In 1986, Hirotaka Takeuchi and IkujiroNonaka described a new holistic approach that would increase speed and flexibility in commercial new product development.[2] They compared this new holistic approach, in which the phases strongly overlap and the whole process is performed by one cross-functional team across the different phases, to rugby, where the whole team “tries to go to the distance as a unit, passing the ball back and forth”. The case studies came from the automotive, photo machine, computer and printer industries. History 6/12/2010 11 (c)2010, Robert W. Chin
20. In 1991, DeGrace and Stahl, in “Wicked Problems, Righteous Solutions,”[3] referred to this approach as Scrum, a rugby term mentioned in the article by Takeuchi and Nonaka. In the early 1990s, Ken Schwaber used an approach that led to Scrum at his company, Advanced Development Methods. At the same time, Jeff Sutherland, John Scumniotales, and Jeff McKenna developed a similar approach at Easel Corporation and were the first to call it Scrum.[4] History (continued) 6/12/2010 12 (c)2010, Robert W. Chin
21. In 1995 Sutherland and Schwaber jointly presented a paper describing Scrum at OOPSLA ’95 in Austin, TX, its first public appearance. Schwaber and Sutherland collaborated during the following years to merge the above writings, their experiences, and industry best practices into what is now known as Scrum. In 2001, Schwaber teamed up with Mike Beedle to describe the method in the book “Agile Software Development with Scrum.” History (continued) 6/12/2010 13 (c)2010, Robert W. Chin
22. The Agile ManifestoFebruary 11-13, 2001 6/12/2010 14 (c)2010, Robert W. Chin We are uncovering better ways of developingsoftware 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 onthe right, we value the items on the left more.
23. The Agile ManifestoFebruary 11-13, 2001 6/12/2010 15 Process and Tools Individuals and Interactions over Comprehensive Documentation Working Software over Contract Negotiation Customer Collaboration over Following a Plan Responding To Change over
25. The Big Picture 6/12/2010 17 (c)2010, Robert W. Chin Source: Mountain Goat Software (Mike Coyne)
26. Scrum is a “process skeleton” which contains sets of practices and predefined roles. The main roles in Scrum are: the “ScrumMaster”, who maintains the processes (typically in lieu of a project manager) the “Product Owner”, who represents the stakeholders and the business the “Team”, a cross-functional group of about 7 people who do the actual analysis, design, implementation, testing, etc. The Roles 6/12/2010 (c)2010, Robert W. Chin 18
27. The Chicken and the Pig 6/12/2010 19 (c)2010, Robert W. Chin Source: http://www.implementingscrum.com/2006/09/11/the-classic-story-of-the-pig-and-chicken/
28. Source: http://en.wikipedia.org/wiki/The_Chicken_and_the_Pig The fable of The Chicken and the Pig is about commitment to a project or cause. This fable is commonly referenced to illustrate two types of project members: pigs, who are totally committed to the project and accountable for its outcome, and chickens, who consult on the project and are informed of its progress. By extension, a rooster, or gamecock, can be defined as a person who struts around offering uninformed, unhelpful opinions. A successful project needs both chickens and pigs (roosters are seen as unproductive). However, given the sacrifice required of being a pig—forswearing other projects and opportunities—they can be difficult to collect. Thus, the construction of a successful project-team must ensure that the project has sufficient "pigs" and that they are empowered to drive the project in return for committing to and taking accountability for it. The Chicken and the Pig 6/12/2010 20 (c)2010, Robert W. Chin
29. The Pigs are the ones committed to the project in the Scrum process—they are the ones with “their bacon on the line” and performing the actual work of the project. ScrumMaster (or Facilitator) Scrum is facilitated by a ScrumMaster, whose primary job is to remove impediments to the ability of the team to deliver the sprint goal/deliverables. The ScrumMaster is not the leader of the team (as the team is self-organizing) but acts as a buffer between the team and any distracting influences. The ScrumMaster ensures that the Scrum process is used as intended. The ScrumMaster is the enforcer of rules. A key part of the ScrumMaster’s role is to protect the team and keep them focused on the tasks in hand. Team The team has the responsibility to deliver the product. A team is typically made up of 5–9 people with cross-functional skills who do the actual work (design, develop, test, technical communication, etc.). Product Owner The Product Owner represents the voice of the customer. He/she ensures that the Scrum Team works with the “right things” from a business perspective. The Product Owner writes customer-centric items (typically user stories), prioritizes them and then places them in the product backlog. A Product Owner can be a member of the Scrum Team but cannot be a ScrumMaster.[7] According to original Scrum, Product Owner is in a "pig" role. However, if the Product Owner does not have involvement regularly, he/she may be considered as a "chicken" . “Pig” Roles in Scrum 6/12/2010 21 (c)2010, Robert W. Chin
30. Stakeholders (customers, vendors) These are the people who enable the project and for whom the project will produce the agreed-upon benefit[s], which justify its production. They are only directly involved in the process during the sprint reviews. Managers People who will set up the environment for the product development organizations. “Chicken” Roles 6/12/2010 22 (c)2010, Robert W. Chin
31. During each “sprint”, typically a two to four week period (with the length being decided by the team), the team creates a potentially shippable product increment (for example, working and tested software). The set of features that go into a sprint come from the product “backlog”, which is a prioritized set of high level requirements of work to be done. Which backlog items go into the sprint is determined during the sprint planning meeting. During this meeting, the Product Owner informs the team of the items in the product backlog that he or she wants completed. The team then determines how much of this they can commit to complete during the next sprint.[1] Scrum Characteristics 6/12/2010 23 (c)2010, Robert W. Chin
32. During a sprint, no one is allowed to change the sprint backlog, which means that [those] requirements are frozen for that sprint. After a sprint is completed, the team demonstrates how to use the software. Scrum Characteristics (continued) 6/12/2010 24 (c)2010, Robert W. Chin
33. The Scrum Planning Meeting The Daily Stand-up Meeting The Retrospective Meeting The Ceremonies (Meetings) 6/12/2010 25 (c)2010, Robert W. Chin
34. At the beginning of the sprint cycle (every 7–30 days), a “Sprint Planning Meeting” is held. Select what work is to be done Prepare the Sprint Backlog that details the time it will take to do that work, with the entire team Identify and communicate how much of the work is likely to be done during the current sprint Eight hour limit (1st four hours) Product Owner + Team: dialog for prioritizing the Product Backlog (2nd four hours) Team only: hashing out a plan for the Sprint, resulting in the Sprint Backlog Meetings – Sprint Planning Meeting[10][11] 6/12/2010 26 (c)2010, Robert W. Chin
35. Scrum of scrums Held each day, normally after the daily scrum. These meetings allow clusters of teams to discuss their work, focusing especially on areas of overlap and integration. A designated person from each team attends. The agenda will be the same as the Daily Scrum, plus the following four questions:[9] What has your team done since we last met? What will your team do before we meet again? Is anything slowing your team down or getting in their way? Are you about to put something in another team’s way? Meetings – The Daily Scrum 6/12/2010 27 (c)2010, Robert W. Chin
36. Scrum of scrums Held each day, normally after the daily scrum. These meetings allow clusters of teams to discuss their work, focusing especially on areas of overlap and integration. A designated person from each team attends. The agenda will be the same as the Daily Scrum, plus the following four questions:[9] What has your team done since we last met? What will your team do before we meet again? Is anything slowing your team down or getting in their way? Are you about to put something in another team’s way? Meetings - Scrum of Scrums 6/12/2010 28 (c)2010, Robert W. Chin
37. At the end of a sprint cycle, two meetings are held: the “Sprint Review Meeting” and the “Sprint Retrospective” Sprint Review Meeting [12] Review the work that was completed and not completed Present the completed work to the stakeholders (a.k.a. “the demo”) Incomplete work cannot be demonstrated Four hour time limit Sprint Retrospective [13] All team members reflect on the past sprint Make continuous process improvements Two main questions are asked in the sprint retrospective: What went well during the sprint? What could be improved in the next sprint? Three hour time limit Meetings – “Sprint Review Meeting” and the “Sprint Retrospective” 6/12/2010 29 (c)2010, Robert W. Chin
38. Scrum enables the creation of self-organizing teams by encouraging co-location of all team members, and verbal communication across all team members and disciplines that are involved in the project. Highlight Point #1 6/12/2010 30 (c)2010, Robert W. Chin
39. A key principle of Scrum is its recognition that during a project the customers can change their minds about what they want and need (often called requirements churn), and that unpredicted challenges cannot be easily addressed in a traditional predictive or planned manner. As such, Scrum adopts an empirical approach—accepting that the problem [may not or] cannot be fully understood or defined, focusing instead on maximizing the team’s ability to deliver quickly and respond to emerging requirements. Highlight Point #2 6/12/2010 31 (c)2010, Robert W. Chin
40. There are several implementations of systems for managing the Scrum process, which range from yellow stickers and whiteboards, to software packages. One of Scrum’s biggest advantages is that it is very easy to learn and requires little effort to start using. Highlight Point #3 6/12/2010 32 (c)2010, Robert W. Chin
41. Product Backlog Sprint Backlog Burn Down Chart The Artifacts 6/12/2010 33 (c)2010, Robert W. Chin
42. Format: As <role>, I want <requirement> because <purpose> Example: As a User, I want to see the real weather data so I will know what to wear before leaving home. Product Backlog Item 6/12/2010 34 (c)2010, Robert W. Chin
43. The product backlog is a high-level document for the entire project. It contains backlog items: broad descriptions of all required features, wish-list items, etc. prioritized by business value. It is the “What” that will be built. It is open and editable by anyone and contains rough estimates of both business value and development effort. Those estimates help the Product Owner to gauge the timeline and, to a limited extent, priority. For example, if the “add spellcheck” and “add table support” features have the same business value, the one with the smallest development effort will probably have higher priority, because the ROI (Return On Investment) is higher. The product backlog is the property of the Product Owner. Business value is set by the Product Owner. Development effort is set by the Team. The Product Backlog (PB) 6/12/2010 35 (c)2010, Robert W. Chin
45. The sprint backlog is a document containing information about how the team is going to implement the features for the upcoming sprint. Features are broken down into tasks; as a best practice, tasks are normally estimated between four and sixteen hours of work. With this level of detail the whole team understands exactly what to do, and anyone can potentially pick a task from the list. Tasks on the sprint backlog are never assigned; rather, tasks are signed up for by the team members as needed, according to the set priority and the team member skills. The sprint backlog is the property of the Team. Estimations are set by the Team. Often an accompanying Task Board is used to see and change the state of the tasks of the current sprint, like “to do”, “in progress” and “done”. The Sprint Backlog 6/12/2010 37 (c)2010, Robert W. Chin
46. Sprint Backlog (Example) 6/12/2010 38 (c)2010, Robert W. Chin 8 4 8 16 12 4 10 8 16 11 8 16 12 8 8 8 8 8 4 Add error logging 8 Tasks Mon Tues Wed Thur Fri Code the user interface Code the middle tier Test the middle tier Write online help Write the tau class Source: Mountain Goat Software (Mike Coyne)
47. The sprint burn down chart is a publicly displayed chart showing remaining work in the sprint backlog. Updated every day, it gives a simple view of the sprint progress. It also provides quick visualizations for reference. There are also other types of burndown, for example the Release Burndown Chart that shows the amount of work left to complete the target commitment for a Product Release (normally spanning through multiple iterations) and the Alternative Release Burndown Chart[14], which basically does the same, but clearly shows scope changes to Release Content, by resetting the baseline. It should not be confused with an earned value chart. The Burn Down Chart 6/12/2010 39 (c)2010, Robert W. Chin
48. Burn Down Chart (Example) 6/12/2010 40 (c)2010, Robert W. Chin Source: Mountain Goat Software (Mike Coyne)
49. The Scrum Intro (created by Bob Chin) is here: http://www.slideshare.net/michaeldelamaza/scrum-overview-4483333 The Agile Boston web site is: http://www.newtechusa.com/agileboston/ The Agile Bazaar web site is: http://www.agilebazaar.org/ Additional Resources 6/12/2010 41 (c)2010, Robert W. Chin
50. Who What Where When How Why Questions and Answers 6/12/2010 42 (c)2010, Robert W. Chin ?