User Story Mapping/Kullanıcı Hikaye Haritası, büyük projelerde ortak anlayışı ortaya koymak için yapılan çalışmalardan biri.
User Story Mapping deneyimini yaşatmak için kullandığım fasilitasyon yöntemine sunumdan ulaşabilirsiniz.
An Agile mindset believes that diverse teams with complementary skills are best equipped to thrive in today’s business environments.
Many organizations, working with Agile methodologies, talk about changing mindsets. I know from extensive experience that Agile principles and practices by themselves will not lead to this kind of transformation. A real Agile transformation is about not just doing Agile, but being Agile.
‘Follow Agile’ mindset will only help us get into the water but ‘Being Agile’ mindset will help us swim in the current. Most Agile implementations fail and their practitioners cannot tell why. Managers jump onto the Agile bandwagon, and quickly discover that the change runs much deeper and wider than they’d been told. Worse yet, people decide for or against Agile without understanding it properly. It does not have to be this way. This will be an interactive workshop leading toward the Agility.
User Story Mapping/Kullanıcı Hikaye Haritası, büyük projelerde ortak anlayışı ortaya koymak için yapılan çalışmalardan biri.
User Story Mapping deneyimini yaşatmak için kullandığım fasilitasyon yöntemine sunumdan ulaşabilirsiniz.
An Agile mindset believes that diverse teams with complementary skills are best equipped to thrive in today’s business environments.
Many organizations, working with Agile methodologies, talk about changing mindsets. I know from extensive experience that Agile principles and practices by themselves will not lead to this kind of transformation. A real Agile transformation is about not just doing Agile, but being Agile.
‘Follow Agile’ mindset will only help us get into the water but ‘Being Agile’ mindset will help us swim in the current. Most Agile implementations fail and their practitioners cannot tell why. Managers jump onto the Agile bandwagon, and quickly discover that the change runs much deeper and wider than they’d been told. Worse yet, people decide for or against Agile without understanding it properly. It does not have to be this way. This will be an interactive workshop leading toward the Agility.
Design Sprints have become widely adopted globally by companies as a tool for #innovation and problem-solving and one of the most hyped processes around.
We designed Design Sprint 3.0 as a response to being in Sprints where we realised our clients did not know what the problem was, or if it even existed. Or alternatively, the problems we were tackling were too broad to allow a practical solution or too narrow to be worth the investment.
So we have re-engineered the Design Sprint framework to conclusively define the problem before the sprint, get the stakeholder buy-in, and ensure the sprint team is working on a problem worth the investment.
Here's how it differs from the original process popularised by the book SPRINT by Jake Knapp, that we will refer to as Design Sprint 1.0.
Find out more by clicking the link on our profile!
Scrum 101 Learning Objectives:
1. Waterfall project methodology basics - what is waterfall and where did it come from?
2. Agile umbrella practices and frameworks - what is agile? what isn't agile? Where does Scrum fit in?
3. Scrum empirical theory - emperical vs. theoretical
4. Parts of the Scrum framework - roles, events / ceremonies, artifacts and rules
5. Features of cultures that use Scrum
A helicopter view of the main characteristics that differentiate #DesignThinking from #AgileScrum and #DesignSprints in the context of innovation.
In this article by John Vetan, CEO of Design Sprint Academy, you will find a more detailed explanation of all these characteristics as well as their context.
https://medium.com/design-sprint-academy/design-sprints-vs-design-thinking-vs-agile-49afea5bedfe
We hope this synthesis will help you gain more clarity and also define a common language within your organisation when it comes to different #innovationframeworks.
New York Bestseller Jake Knapp’s book, Sprint, explores how companies and teams can replicate Google’s sprint process to solve a problem within five days.
So how does a design sprint actually work, and how can you use a sprint to devise effective solutions in such a short period of time?
Enhance your productivity through design sprints, you’ll learn:
- What is a Design Sprint
- Design sprint case studies and success stories
- How you can run a design sprint effectively
Introduction to the scrum framework: roles, activities and artifacts.
Scrum is an agile methodology for project management, to create a high quality product.
www.nieldeckx.be
Design Sprints have become widely adopted globally by companies as a tool for #innovation and problem-solving and one of the most hyped processes around.
We designed Design Sprint 3.0 as a response to being in Sprints where we realised our clients did not know what the problem was, or if it even existed. Or alternatively, the problems we were tackling were too broad to allow a practical solution or too narrow to be worth the investment.
So we have re-engineered the Design Sprint framework to conclusively define the problem before the sprint, get the stakeholder buy-in, and ensure the sprint team is working on a problem worth the investment.
Here's how it differs from the original process popularised by the book SPRINT by Jake Knapp, that we will refer to as Design Sprint 1.0.
Find out more by clicking the link on our profile!
Scrum 101 Learning Objectives:
1. Waterfall project methodology basics - what is waterfall and where did it come from?
2. Agile umbrella practices and frameworks - what is agile? what isn't agile? Where does Scrum fit in?
3. Scrum empirical theory - emperical vs. theoretical
4. Parts of the Scrum framework - roles, events / ceremonies, artifacts and rules
5. Features of cultures that use Scrum
A helicopter view of the main characteristics that differentiate #DesignThinking from #AgileScrum and #DesignSprints in the context of innovation.
In this article by John Vetan, CEO of Design Sprint Academy, you will find a more detailed explanation of all these characteristics as well as their context.
https://medium.com/design-sprint-academy/design-sprints-vs-design-thinking-vs-agile-49afea5bedfe
We hope this synthesis will help you gain more clarity and also define a common language within your organisation when it comes to different #innovationframeworks.
New York Bestseller Jake Knapp’s book, Sprint, explores how companies and teams can replicate Google’s sprint process to solve a problem within five days.
So how does a design sprint actually work, and how can you use a sprint to devise effective solutions in such a short period of time?
Enhance your productivity through design sprints, you’ll learn:
- What is a Design Sprint
- Design sprint case studies and success stories
- How you can run a design sprint effectively
Introduction to the scrum framework: roles, activities and artifacts.
Scrum is an agile methodology for project management, to create a high quality product.
www.nieldeckx.be
WebSocket in Enterprise Applications 2015Pavel Bucek
Presentation from JavaOne 2015.
This session, which covers use cases of JSR 356 (Java API for WebSocket) and some features of Oracle’s implementation related to enterprise applications, contains description of standard use cases and recommends optimizations and best practices for using the JSR 356 API. After that, it presents more-complex schemes involving authentication support, fallback support, and clustering.
5. 5
GÜNLÜK SCRUM
✓ 15 dakikadan uzun
sürmemelidir!
✓ Toplantının ikincil amacı yapılan hatalı
bir iş varsa Geliştirme Takımı
tarafından bunun ortaya çıkarılmasıdır.
Yani risk kontrolüdür.
SCRUM
6. 6
GÜNLÜK SCRUM
✓ Dün ne yaptım?
✓ Bugün ne yapacağım?
✓ Önümde engel var mı?
✓ Geliştirme Takımı üyeleri aşağıdaki
sorulara cevap vererek bilgilerini
paylaşırlar.
SCRUM
8. 8
SPRİNT PLANLAMA
✓ Sprint uzunluğunun
%5’i kadar zamanda
tamamlanmalıdır. 4
haftalık Sprint’lerde
8 saat…
8
SCRUM
9. 9
SPRİNT PLANLAMA
✓ NE bölümünde Ürün Sahibi
geliştirilmesini istediği iş
maddelerini açıklar.
9
SCRUM
✓ NE ve NASIL bölümlerinden oluşur.
10. 10
SPRİNT PLANLAMA 10
✓ Geliştirme Takımı, aşağıdaki
parametreleri göz önünde bulundurur
ve maliyet verir.
✓ Belirsizlik
✓ Karmaşıklık
✓ Risk
✓ Efor
SCRUM
11. 11
SPRİNT PLANLAMA 11
✓ NASIL bölümünde Sprint İş Listesi
oluşturulur.
✓ NASIL bölümünde, Geliştirme Takımı
üyeleri analiz ve tasarım yaparlar.
✓ NASIL bölümüne Ürün Sahibi katılmak
zorunda değildir.
SCRUM
16. 16
SPRİNT DEĞERLENDİRME TOPLANTISI 16
SCRUM
PROJE PAYDAŞLARI VE GELİŞTİRME TAKIMI,
ÜRÜN SAHİBİ TARAFINDAN DAVET EDİLİR.
4 HAFTALIK SPRİNT’LERDE 4 SAATLE
SINIRLIDIR.
17. 17
SPRİNT DEĞERLENDİRME TOPLANTISI 17
✓ Geliştirme Takımı üyeleri, bitirilen
maddeleri açıklar ve gelen soruları
cevaplandırır.
✓ Geliştirme Takımı üyeleri, nelerin iyi
gittiğini ve gitmediğini paylaşabilir,
yaşanan problemlerin nasıl
çözüleceğini anlatabilirler.
SCRUM
19. 19
SPRİNT DEĞERLENDİRME TOPLANTISI 19
SÜPER ÜRÜN SAHİBİ, BU TOPLANTIDA BELLİ OLUR.
PAYDAŞLARDAN GELEN GERİBİLDİRİMLERİ
DEĞERLENDİRİR.
DEĞERLİ OLANLARI KULLANIR.
SCRUM
26. 26
DETAYLANDIRMA AKTİVİTELERİ 26
✓ İş Listesi Maddeleri sıraya konulur.
✓ İş Listesi Maddelerine maliyet verilir.
✓ Her zaman bir toplantı olmak zorunda
değildir. Her türlü aktivite, iletişim
detaylandırma için yararlı bir şekilde
kullanılabilir.
SCRUM
28. 28
İYİ PRATİKLER
28
SCRUM
PLANLAMA SONRASI
TAKIMIN, ŞEFFAFLIĞI ARTIRMAK
İÇİN, TAAHHÜT ETTİĞİ İŞ LİSTESİ
MADDELERİNİ PAYDAŞLARLA
PAYLAŞIP, SPRİNT’LE İLGİLİ
BİLGİLER VERMESİ
DOĞRU KAPASİTE
HESABI İÇİN
PLANLANMAYAN ANCAK
SPRİNT İÇERİSİNDE ACİL
YAPILAN İŞLERE SPRİNT
SONLARINDA YA DA DAİLY
SCRUM’LAR
SONRASINDA MALİYET
VERİLMESİ
29. 29
İYİ PRATİKLER
29
SCRUM
GELİŞTİRME TAKIMI’NIN İŞLERE EN
FAZLA 8 İDEAL SAAT OLARAK
BÖLMEYE ÇALIŞMASI
SON RETROSPEKTİF’TE
KONUŞULAN AKSİYON ADIMLARININ
SPRİNT PLANLAMA SIRASINDA
DİKKATE ALINMASI
30. 30
İYİ PRATİKLER
30
SCRUM
PLANLAMA
TOPLANTILARININ BAŞINDA,
TAKIMIN METRİKLERİNİ
İNCELEYEREK O SPRİNT’İN
PERFORMANSINI VE ÇIKTILARINI DİĞER
SPRİNT’LERLE KARŞILAŞTIRILMASI
İŞ LİSTESİ
MADDELERİNİ
INVEST(INDEPENDENT, NEGOTİABLE,
VALUABLE, ESTİMABLE, SMALL,
TESTABLE) FORMUNA UYGUN
HAZIRLANMASI
31. 31
KÖTÜ PRATİKLER
31
TOPLANTILARIN
GEÇ BAŞLAMASI, GEÇ
BİTMESİ, TOPLANTI
TARİHLERİNİN
DEĞİŞTİRİLMESİ
SCRUM MASTER’IN VEYA
ÜRÜN SAHİBİ’NİN BAZEN PROJE
YÖNETİCİSİ GİBİ DAVRANIP TAKIM
ÜYELERİNE İŞ ATAMA EĞİLİMİNE
GİRMELERİ
SCRUM