A Test Strategy document is a high-level document and normally developed by the project manager. This document defines the “Software Testing Approach” to achieve testing objectives. The Test Strategy is normally derived from the Business Requirement Specification document.
The document provides an overview of an agile revision course contents including:
1. Agile principles, values, and methodologies like Scrum.
2. Details of Scrum like sprint timeline and activities, product backlog, user stories, and measuring productivity.
3. Comparison of Scrum to other agile methodologies and what could go wrong and how to fix issues.
The document discusses key concepts in Agile and Scrum project management frameworks. It outlines some common misconceptions about Agile, describes Scrum roles and ceremonies like sprint planning and review meetings, and emphasizes that adopting Scrum requires changes to team dynamics, skills, and work habits.
The document provides an introduction to Agile methodology and Scrum framework. It discusses the limitations of traditional waterfall approaches and how Agile and Scrum address those limitations through iterative development with frequent delivery and ability to adapt to changing requirements. The key aspects of Scrum like sprints, daily stand-ups, sprint planning, review and retrospective are explained to give an overview of how Scrum works in practice.
The document provides an overview of the Agile Scrum methodology. It describes that Agile is an iterative process involving constant collaboration with stakeholders. Scrum is an Agile framework that breaks work into sprints with daily stand-ups. Key Scrum roles include the Product Owner who manages the backlog, the Scrum Master who removes impediments, and the Development Team who delivers increments each sprint. Artifacts include the Product and Sprint Backlogs, the Definition of Done, and the increment delivered at the end of each sprint.
This document provides an overview of different software development processes including the waterfall model, iterative model, Rational Unified Process (RUP), and Agile Development Process (ADP). It describes the key aspects of each process including phases, roles, artifacts, and ceremonies. Specifically, it provides detailed explanations of Scrum, an agile methodology, including Scrum roles like Product Owner and Scrum Master, ceremonies like the Daily Scrum, and artifacts like the Product Backlog and Sprint Backlog. The document concludes with references for further information.
The document provides an overview of an agile revision course contents including:
1. Agile principles, values, and methodologies like Scrum.
2. Details of Scrum like sprint timeline and activities, product backlog, user stories, and measuring productivity.
3. Comparison of Scrum to other agile methodologies and what could go wrong and how to fix issues.
The document discusses key concepts in Agile and Scrum project management frameworks. It outlines some common misconceptions about Agile, describes Scrum roles and ceremonies like sprint planning and review meetings, and emphasizes that adopting Scrum requires changes to team dynamics, skills, and work habits.
The document provides an introduction to Agile methodology and Scrum framework. It discusses the limitations of traditional waterfall approaches and how Agile and Scrum address those limitations through iterative development with frequent delivery and ability to adapt to changing requirements. The key aspects of Scrum like sprints, daily stand-ups, sprint planning, review and retrospective are explained to give an overview of how Scrum works in practice.
The document provides an overview of the Agile Scrum methodology. It describes that Agile is an iterative process involving constant collaboration with stakeholders. Scrum is an Agile framework that breaks work into sprints with daily stand-ups. Key Scrum roles include the Product Owner who manages the backlog, the Scrum Master who removes impediments, and the Development Team who delivers increments each sprint. Artifacts include the Product and Sprint Backlogs, the Definition of Done, and the increment delivered at the end of each sprint.
This document provides an overview of different software development processes including the waterfall model, iterative model, Rational Unified Process (RUP), and Agile Development Process (ADP). It describes the key aspects of each process including phases, roles, artifacts, and ceremonies. Specifically, it provides detailed explanations of Scrum, an agile methodology, including Scrum roles like Product Owner and Scrum Master, ceremonies like the Daily Scrum, and artifacts like the Product Backlog and Sprint Backlog. The document concludes with references for further information.
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.
This document provides an overview of Agile and Scrum methodologies. It describes the iterative incremental model and compares it to the waterfall model. The key aspects of Agile include iterative development, early delivery of working software, collaboration between business and developers, self-organizing teams, and face-to-face communication. Scrum is then introduced as a framework for implementing Agile. The core Scrum roles, events, artifacts, user stories, estimation techniques, and burn down charts are defined and explained at a high level.
Agile and Scrum Overview for PMs, Designers and Developers Aaron Roy
This is an overview of the flavor of agile/scrum I had my team use at Bond in Q2 2017. We heavily emphasized the importance of having a shared language between cross-functional teams and this deck was meant as a primer that could be shared between product managers, designers, and developers.
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
Agile is a software development methodology that builds software incrementally using short iterations of 1-4 weeks. This allows development to align with changing business needs rather than long single-pass development. An agile team includes a Scrum Master, Product Owner, and cross-functional team members who work together in iterations to deliver working software frequently based on prioritized requirements.
This document discusses several key aspects of agile software development including:
- Agile teams tend to have above-average productivity and can release software more frequently.
- Organizational success is defined as completing projects on time and on budget rather than technical success alone.
- Agile methods help set clear expectations so projects unlikely to succeed organizationally can be cancelled early.
- To implement agile, the values and principles of the Agile Manifesto must be put into practice.
This document provides an introduction to Lean, Agile, Scrum, and XP. It defines Lean as focusing on identifying value and optimizing processes. Agile emphasizes responding quickly to change through principles like valuing individuals, working software, and customer collaboration. Scrum is a framework that uses short cycles, daily stand-ups, and product backlogs to organize complex work. XP includes practices like pair programming, test-driven development, and collective code ownership.
This document introduces agile methods as an alternative to traditional waterfall development. It notes that agile works better than waterfall in environments with uncertainty and changing requirements. Agile methods use iterative development, frequent delivery, customer collaboration, and responding to change rather than following a rigid plan. This allows catching problems early, improving the product through use, and gaining return on investment sooner. The document then discusses specific agile practices like scrum, test-driven development, and continuous integration and their benefits over traditional documentation and long development cycles. It concludes by inviting questions about implementing agile and explores some specific agile practices.
This document proposes an agile project life cycle for managing a project using SharePoint 2010. It includes setting up templates in SharePoint for project documentation libraries, lists for tasks, risks, resources, and a product backlog. It also covers agile concepts like sprint planning, velocity tracking, prioritization, and user stories. The goal is to balance planning and flexibility by regularly updating plans after each sprint based on work completed and new priorities.
Agile Scrum Training (+ Kanban), Day 2 (2/2)Jens Wilke
Training materials for Agile Scrum. This presentation goes into more detail how to manage you product backlog, bug inflow and resolution and technical debt. Benefits of test driven development and continuous integration and live deployment are also discussed. Kanban is introduced in more detail, and the benefits of Scrum, Kanban and Scrum-Ban are compared.
This document discusses Scrum, an agile framework for managing product development. It begins by providing a brief history of Scrum, noting that it originated from rugby terminology and emphasizes self-organizing teams. The document then outlines key Scrum concepts like the product backlog, sprints, increments, and the roles of the product owner and development team. It discusses when Scrum is and isn't applicable, such as for interrupt-driven work where Kanban may be better. The document also introduces the Cynefin framework for determining what approach fits different domains like simple, complicated, complex, chaotic, and disorder. It concludes by noting that while Scrum empowers teams, its implementation can be difficult and make problems visible
This document discusses best practices for managing large product backlogs in agile development organizations using the backlog management tool Hansoft. It covers prioritizing and estimating the backlog, defining user stories and acceptance criteria, assigning ownership, and structuring the backlog. Techniques include stack ranking, estimating in story points or days, using MoSCoW prioritization, and customizing backlog views and columns. The document includes examples and exercises for prioritizing features, estimating work, and defining user stories in Hansoft.
This document outlines a model for a sustainable agile transformation within an organization. It begins with an overview of agile basics and scaling agile approaches. It then discusses why agile transformations are difficult, focusing on achieving safety from different stakeholder perspectives. The model proposes defining an operational framework structured around teams, products, and services. It recommends introducing change incrementally, starting with independent pilot teams, and measuring improvement through coaching and assessment. The transformation aims to tie back to business drivers like predictability, quality, and early return on investment.
This document discusses Agile project management and Scrum. It defines Agile as focusing on individuals and interactions, working projects, responding to change, and customer collaboration over processes, tools, following plans, and contract negotiation. Scrum is presented as one of several Agile frameworks that uses roles of Scrum Master, Product Owner, and Team Members. It recommends starting with pilots to evaluate Scrum implementation and emphasizes the importance of cross-functional teams.
This document discusses several agile process models for software engineering including Extreme Programming (XP), Adaptive Software Development (ASD), Dynamic Systems Development Method (DSDM), Scrum, Crystal, Feature Driven Development (FDD), and Agile Modeling. It describes the key principles and distinguishing features of each agile process model.
This document provides an overview of agile methodology and compares it to traditional waterfall development. It describes that agile focuses on iterative development with working software delivered frequently in short cycles. The key principles of the agile manifesto are also outlined. Specific agile frameworks like Scrum and Kanban are then explained in more detail. Scrum uses sprints, daily stand-ups, and artifacts like backlogs and burn-down charts. Kanban emphasizes visualizing and limiting work in progress to optimize flow. UX design is noted as an area that can benefit from adopting agile principles.
This document contains an introduction to agile principles compared to traditional plan-driven development. It discusses key concepts of agile such as iterative development, rapid feedback loops, transparency, and adapting to change. The document emphasizes delivering customer value through working software over comprehensive documentation. It advocates for minimizing waste and focusing on eliminating bottlenecks rather than keeping all workers fully utilized.
The Role of Quality Assurance in the World of Agile Development and ScrumRussell Pannone
Quality management plays an important role in agile development and Scrum by helping ensure quality is built into the development process. It involves three key aspects: planning how quality will be achieved, quality assurance through practices like testing and integration, and quality control by monitoring artifacts like the product backlog and delivered increments. Having quality management practices integrated into self-organizing agile teams helps reduce rework and catch issues earlier through collaboration and continuous delivery of working software.
Nowadays, all organization works on the principle of Agile methodology, there might be many people like me who don't even know the meaning of Agile and Scrum Master.
I have made the docs from the source available on the internet with all due respect have copied the URL LINK.
The motive behind posting this is you can get an Agile understanding in one document.
Thanks
The document provides an overview of agile methodologies. It defines agile as an iterative project management approach using short development cycles called sprints. The core values of agile according to the Agile Manifesto are prioritizing individuals, working software, customer collaboration, and responding to change. Key aspects of agile include sprint planning, daily standup meetings, user stories, acceptance criteria, product and sprint backlogs, and retrospectives. Popular agile frameworks are Scrum, Kanban, and lean.
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.
This document provides an overview of Agile and Scrum methodologies. It describes the iterative incremental model and compares it to the waterfall model. The key aspects of Agile include iterative development, early delivery of working software, collaboration between business and developers, self-organizing teams, and face-to-face communication. Scrum is then introduced as a framework for implementing Agile. The core Scrum roles, events, artifacts, user stories, estimation techniques, and burn down charts are defined and explained at a high level.
Agile and Scrum Overview for PMs, Designers and Developers Aaron Roy
This is an overview of the flavor of agile/scrum I had my team use at Bond in Q2 2017. We heavily emphasized the importance of having a shared language between cross-functional teams and this deck was meant as a primer that could be shared between product managers, designers, and developers.
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
Agile is a software development methodology that builds software incrementally using short iterations of 1-4 weeks. This allows development to align with changing business needs rather than long single-pass development. An agile team includes a Scrum Master, Product Owner, and cross-functional team members who work together in iterations to deliver working software frequently based on prioritized requirements.
This document discusses several key aspects of agile software development including:
- Agile teams tend to have above-average productivity and can release software more frequently.
- Organizational success is defined as completing projects on time and on budget rather than technical success alone.
- Agile methods help set clear expectations so projects unlikely to succeed organizationally can be cancelled early.
- To implement agile, the values and principles of the Agile Manifesto must be put into practice.
This document provides an introduction to Lean, Agile, Scrum, and XP. It defines Lean as focusing on identifying value and optimizing processes. Agile emphasizes responding quickly to change through principles like valuing individuals, working software, and customer collaboration. Scrum is a framework that uses short cycles, daily stand-ups, and product backlogs to organize complex work. XP includes practices like pair programming, test-driven development, and collective code ownership.
This document introduces agile methods as an alternative to traditional waterfall development. It notes that agile works better than waterfall in environments with uncertainty and changing requirements. Agile methods use iterative development, frequent delivery, customer collaboration, and responding to change rather than following a rigid plan. This allows catching problems early, improving the product through use, and gaining return on investment sooner. The document then discusses specific agile practices like scrum, test-driven development, and continuous integration and their benefits over traditional documentation and long development cycles. It concludes by inviting questions about implementing agile and explores some specific agile practices.
This document proposes an agile project life cycle for managing a project using SharePoint 2010. It includes setting up templates in SharePoint for project documentation libraries, lists for tasks, risks, resources, and a product backlog. It also covers agile concepts like sprint planning, velocity tracking, prioritization, and user stories. The goal is to balance planning and flexibility by regularly updating plans after each sprint based on work completed and new priorities.
Agile Scrum Training (+ Kanban), Day 2 (2/2)Jens Wilke
Training materials for Agile Scrum. This presentation goes into more detail how to manage you product backlog, bug inflow and resolution and technical debt. Benefits of test driven development and continuous integration and live deployment are also discussed. Kanban is introduced in more detail, and the benefits of Scrum, Kanban and Scrum-Ban are compared.
This document discusses Scrum, an agile framework for managing product development. It begins by providing a brief history of Scrum, noting that it originated from rugby terminology and emphasizes self-organizing teams. The document then outlines key Scrum concepts like the product backlog, sprints, increments, and the roles of the product owner and development team. It discusses when Scrum is and isn't applicable, such as for interrupt-driven work where Kanban may be better. The document also introduces the Cynefin framework for determining what approach fits different domains like simple, complicated, complex, chaotic, and disorder. It concludes by noting that while Scrum empowers teams, its implementation can be difficult and make problems visible
This document discusses best practices for managing large product backlogs in agile development organizations using the backlog management tool Hansoft. It covers prioritizing and estimating the backlog, defining user stories and acceptance criteria, assigning ownership, and structuring the backlog. Techniques include stack ranking, estimating in story points or days, using MoSCoW prioritization, and customizing backlog views and columns. The document includes examples and exercises for prioritizing features, estimating work, and defining user stories in Hansoft.
This document outlines a model for a sustainable agile transformation within an organization. It begins with an overview of agile basics and scaling agile approaches. It then discusses why agile transformations are difficult, focusing on achieving safety from different stakeholder perspectives. The model proposes defining an operational framework structured around teams, products, and services. It recommends introducing change incrementally, starting with independent pilot teams, and measuring improvement through coaching and assessment. The transformation aims to tie back to business drivers like predictability, quality, and early return on investment.
This document discusses Agile project management and Scrum. It defines Agile as focusing on individuals and interactions, working projects, responding to change, and customer collaboration over processes, tools, following plans, and contract negotiation. Scrum is presented as one of several Agile frameworks that uses roles of Scrum Master, Product Owner, and Team Members. It recommends starting with pilots to evaluate Scrum implementation and emphasizes the importance of cross-functional teams.
This document discusses several agile process models for software engineering including Extreme Programming (XP), Adaptive Software Development (ASD), Dynamic Systems Development Method (DSDM), Scrum, Crystal, Feature Driven Development (FDD), and Agile Modeling. It describes the key principles and distinguishing features of each agile process model.
This document provides an overview of agile methodology and compares it to traditional waterfall development. It describes that agile focuses on iterative development with working software delivered frequently in short cycles. The key principles of the agile manifesto are also outlined. Specific agile frameworks like Scrum and Kanban are then explained in more detail. Scrum uses sprints, daily stand-ups, and artifacts like backlogs and burn-down charts. Kanban emphasizes visualizing and limiting work in progress to optimize flow. UX design is noted as an area that can benefit from adopting agile principles.
This document contains an introduction to agile principles compared to traditional plan-driven development. It discusses key concepts of agile such as iterative development, rapid feedback loops, transparency, and adapting to change. The document emphasizes delivering customer value through working software over comprehensive documentation. It advocates for minimizing waste and focusing on eliminating bottlenecks rather than keeping all workers fully utilized.
The Role of Quality Assurance in the World of Agile Development and ScrumRussell Pannone
Quality management plays an important role in agile development and Scrum by helping ensure quality is built into the development process. It involves three key aspects: planning how quality will be achieved, quality assurance through practices like testing and integration, and quality control by monitoring artifacts like the product backlog and delivered increments. Having quality management practices integrated into self-organizing agile teams helps reduce rework and catch issues earlier through collaboration and continuous delivery of working software.
Nowadays, all organization works on the principle of Agile methodology, there might be many people like me who don't even know the meaning of Agile and Scrum Master.
I have made the docs from the source available on the internet with all due respect have copied the URL LINK.
The motive behind posting this is you can get an Agile understanding in one document.
Thanks
The document provides an overview of agile methodologies. It defines agile as an iterative project management approach using short development cycles called sprints. The core values of agile according to the Agile Manifesto are prioritizing individuals, working software, customer collaboration, and responding to change. Key aspects of agile include sprint planning, daily standup meetings, user stories, acceptance criteria, product and sprint backlogs, and retrospectives. Popular agile frameworks are Scrum, Kanban, and lean.
This document provides an overview of agile practices for product management. It begins with definitions of agile and its principles, which emphasize iterative development, collaboration between teams, and frequent delivery of working software. The document then outlines the typical agile procedure, including sprints, iterations, and product backlogs. It discusses various roles like product owners, coaches, and designers. It also covers practices for effective meetings, prioritizing work, designing user stories, testing, and ensuring quality through continuous delivery.
- Agile values and manifesto
- Scrum in details
- Themes, epics, and user stories
- Combining and splitting user stories.
- What could go wrong in Scrum and why?
- Overview in Other Agile methodologies:
- XP Agile Methodology
- KanBan Agile Methodology.
Agile is an iterative process that emphasizes frequent inspection and adaptation. The Agile Manifesto values individuals and interactions, working software, customer collaboration, and responding to change over processes, tools, contracts, and following a plan. Common Agile methodologies include Scrum, Extreme Programming (XP), Lean, Kanban, Feature-Driven Development (FDD), Dynamic Systems Development Method (DSDM), and Crystal. Scrum uses sprints, daily stand-ups, and artifacts like product backlogs and increments. XP focuses on simplicity, feedback, and pair programming. Lean aims to eliminate waste. Kanban uses visual boards and limits work-in-progress. FDD develops features incrementally. DSDM prioritizes
The document provides an overview of agile development and extreme programming (XP). It defines agile as being able to create and respond to change. Agile focuses on individuals, working software, customer collaboration, and responding to change. XP is an agile framework that aims to produce higher quality software through frequent small releases, testing, simple design, refactoring, pair programming, and other practices. Planning in XP begins with user stories created by customers that are prioritized and estimated by the development team.
This document provides an overview of Agile principles and methodologies. It defines Agile as an iterative development approach originally used for software projects. The most common Agile method is Scrum, which uses short sprints to incrementally deliver working software. Agile values individuals, collaboration, responding to change, and working software over comprehensive documentation and fixed plans. It also outlines the roles, activities, and values of the Scrum Agile framework.
The document provides an overview of Agile software development and Scrum framework. It discusses the benefits of Agile over traditional waterfall model through the example of FBI's failed Virtual Case File project. Some key points include:
- Agile development uses short iterations called sprints which allow for continuous improvement compared to long sequential phases in waterfall.
- FBI was able to successfully develop its case management system using Scrum after previous attempts failed with waterfall approach.
- Scrum is one of the popular Agile frameworks and involves self-organizing teams, daily stand-ups, sprints and product backlogs.
- Other Agile frameworks mentioned are Extreme Programming and Kanban which focus on iterative development and limiting
The Agile Process - Taming Your Process To Work For YouNowell Strite
The document discusses the Agile process and how it aims to address problems with traditional waterfall approaches. It summarizes the key aspects of Agile including:
- Focusing on iterative delivery of working software over comprehensive documentation.
- Emphasizing collaboration and responsiveness to change over strict contracts and plans.
- Using sprints, daily stand-ups, and retrospectives to keep projects on track and continuously improve.
It then provides more details on how Scrum, one flavor of Agile, structures teams, roles, and the sprint life cycle to help deliver working software in a transparent and adaptive manner.
Software Development Process Models (SCRUM Methodology)Muhammad Ahmed
This document provides an overview of software process models and Scrum methodology. It defines a software process model as a description of the sequence of activities carried out in a software engineering project. The key activities include specification, design & implementation, validation, and evolution. Scrum is introduced as an agile software development framework. It utilizes short development cycles called sprints, daily stand-up meetings, product backlogs to track requirements, and emphasizes self-organizing teams and adaptive planning. The benefits of Scrum are discussed as improved productivity, quality, and ability to manage changing requirements.
The document provides an overview of Scrum, including its values, principles, roles, meetings, artifacts, and processes. The four values of the Agile Manifesto are listed, followed by the twelve principles. Scrum roles include the Product Owner, Scrum Master, and Development Team. Key Scrum events include the Backlog Refinement, Sprint Planning, Daily Scrum, Sprint Review, and Retrospective meetings. Main artifacts are the Product Backlog, Sprint Backlog, and Sprint Burn Down Chart.
Agile and its impact to Project Management 022218.pptxPerumalPitchandi
This document provides an introduction to Agile project management. It discusses the history and evolution of Agile, including the Agile Manifesto. It then describes several common Agile methodologies like Scrum, Kanban, and Extreme Programming. The document also introduces key Agile concepts like iterative development, user stories, and velocity. It discusses how project scheduling, cost estimation, and DevOps relate to Agile. Finally, it provides an overview of the Scaled Agile Framework (SAFe) for implementing Agile at an enterprise level.
The document discusses various concepts related to agile software development methodology including Scrum, Kanban, sprints, product and sprint backlogs, daily standups, planning and retrospective meetings. It provides details on Scrum roles like Product Owner and Scrum Master and their responsibilities. Various agile terms are defined like velocity, story boards, spikes, impediments and user stories. The advantages of the agile methodology are highlighted.
The document discusses scrum and agile frameworks. It provides information on scrum roles and ceremonies like stand-ups, planning, reviews and retrospectives. It also discusses metrics like velocity and burn down/up charts. The document reviews participants' past project experiences and has them identify success and failure factors. It aligns these factors to scrum roles and ceremonies. It also discusses aligning with the values in the Agile Manifesto and whether participants currently practice these values.
The document provides an overview of agile software development methodologies like Scrum, XP, and Kanban. It discusses the pros and cons of the traditional waterfall model and how agile aims to address its limitations through iterative development, collaborative workflows, and frequent delivery of working software. The key aspects of agile covered include its manifesto principles of valuing individuals, customer collaboration, responding to change, and working software over comprehensive documentation and processes. Common Scrum practices like user stories, velocity, daily stand-ups, and sprints are also defined.
The document provides an overview of Agile development methods. It discusses what Agile is, why it is important, and how difficult it can be to implement. Specifically, it defines Agile as an iterative approach that emphasizes adaptation, incremental delivery, and collaboration. It then summarizes the Scrum framework, noting its core roles, meetings, and iterative process for completing work in short cycles.
This document provides an introduction to Agile and Scrum methodologies. It begins with an overview of the presenter and their experience. It then contrasts the traditional waterfall approach with Agile, noting that Agile values individuals, collaboration, working software and responding to change. The Agile manifesto principles are outlined. Scrum is introduced as an Agile framework, describing its roles, ceremonies and artifacts like sprints and product backlogs. Key Scrum concepts like user stories, estimation, and definitions of done are defined. The document concludes by noting that simply doing Agile iterations is not enough and that teams must embrace Agile values like collaboration and continual improvement.
The document provides an overview of Agile development and Scrum methodology. It discusses key Agile concepts like the Agile Manifesto, Scrum roles and artifacts, timeboxing, and metrics like velocity and burndowns. It also addresses adopting Agile, working with requirements and QA, and challenges of offshore development in an Agile model.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
2. Contents:
1. Agile foundation
2. Agile Framework
3. Transitioning from Waterfall to Agile Project
Management
4. Planning with Agile User Stories
5. Agile at Work: Agile Meetings
4. Agile
● Agile is a software development methodology to build a software incrementally
using short iterations of 1 to 3 weeks so that the development process is aligned
with the changing business needs.
● Instead of a single-pass development of 6 to 18 months where all the
requirements and risks are predicted upfront, Agile adopts a process of frequent
feedback where a workable product is delivered after 1 to 4 week iteration.
5.
6. Having the agile mindset
Agile manifesto: Values
We are uncovering better ways of developing software by doing it and helping others
do it. Through this work, we have come to value −
● Individuals and interactions over Processes and tools
● Working software over Comprehensive documentation
● Customer collaboration over Contract negotiation
● Responding to change over Following a plan
That is, while there is value in the items on the right, we value the items on the left
more.
7. 12 Principles of Agile Manifesto
1. Customer Satisfaction
Highest priority is given to satisfy the requirements of customers through early and
continuous delivery of valuable software.
1. Welcome Change
Changes are inevitable during software development. Ever-changing
requirements should be welcome, even late in the development phase. Agile
processes should work to increase customers' competitive advantage.
8. 3. Deliver a Working Software
Deliver a working software frequently, ranging from a few weeks to a few months,
considering shorter time-scale.
4. Collaboration
Business people and developers must work together during the entire life of a
project.
5. Motivation
Projects should be built around motivated individuals. Provide an environment to
support individual team members and trust them so as to make them feel
9. responsible to get the job done.
6. Face-to-face Conversation
Face-to-face conversation is the most efficient and effective method of conveying
information to and within a development team.
7. Measure the Progress as per the Working Software
Working software is the key and it should be the primary measure of progress.
8. Maintain Constant Pace
Agile processes aim towards sustainable development. The business, the
developers, and the users should be able to maintain a constant pace with the
project.
10. 9. Monitoring
Pay regular attention to technical excellence and good design to enhance agility.
10. Simplicity
Keep things simple and use simple terms to measure the work that is not
completed.
11. Self-organized Teams
An agile team should be self-organized and should not depend heavily on other
teams because the best architectures, requirements, and designs emerge from
self-organized teams.
11. 12. Review the Work Regularly
Review the work done at regular intervals so that the team can reflect on how to
become more effective and adjust its behavior accordingly.
12. The cost of multi tasking
Think of your own experience. Maybe you were writing an office memo, and then
suddenly got an email from your supervisor, so you stop writing the memo, and you
start reading the email. You reply to email and then go back to your memo, you
probably have to take few moments to review where you have left off. And once you
start writing you got an another email you switch task again.
● Each time you switch between tasks, you have to do a little bit of thinking to get
back on track.
● The transition period for your brain to go from one task to the next is called
context switching.
Individuals and interactions
13. ● Research who studied this found that if you try to multitask with three or more
tasks at the same time, you're spending much more time context switching than
finishing the work.
● Agile mindset is to try and limit your team's multitasking.
● Instead of working on several different things at once, the entire team will focus on
a limited set of high value tasks. This team can then complete the high value work.
This helps with one of Agile's guiding principles, continuous delivery in short
iterations.
14. Avoid work hand-offs
One practice that you'll see in almost every workplace is handing off tasks to different
people. This is typically called handoffs for short. What usually happens is that you
finish your work and then hand it off to someone else.
Ex: A software developer might finish some code and then hand it off to a tester to
test the code.
A lot of time gets wasted waiting for someone else to finish their work. One of the
challenges with handoffs is it encourages large batches of work to go through the
system.
17. Deliver at a predictable pace
● Breaking down the work into smaller batches.
● Typically, an agile team will write user stories to represent this batch of work.
● Then at the beginning of each sprint, the team will commit to delivering a few of
those batches. This is often called the sprint goal.
● Most agile teams will deliver the work product in a short iteration that's typically
called a sprint. A sprint is usually two weeks long.
● The reason that most agile teams deliver in sprints is that it's a very well-
structured way to deliver products quickly.
18. Cross-functional teams
Every agile team should be a self-sufficient team with 5 to 9 team members and an
average experience ranging from of 6 to 10 years. Typically, an agile team comprises
of 3 to 4 developers, 1 tester, 1 technical lead, 1 product owner and 1 scrum master.
Product Owner and Scrum master are considered to be a part of Team Interface,
whereas other members are part of Technical Interface.
19.
20. User story
A user story is a requirement which defines what is required by the user as
functionality. A user story can be in two forms −
● As a <User Role> I want <Functionality> so that <Business Value>
● In order to <Business value> as a <User Role> I want <Functionality>
During release planning, a rough estimate is given to a user story using relative scale
as points. During iteration planning, the story is broken down into tasks.
21. Deliver working software
Start with highest value
● This works mainly on the Pareto principle. 80% of the effects comes from 20% of
the causes.
23. Avoid PowerPoint software
● We should always focus on delivering working software to customers.
● To do that, you need to deliver small, fully-functional features of the product to the
customer in iterations or sprints.
● We just want a web form that captures the customer's contact information and
stores it in a database.
● For the first milestone, you need to create the database. Then you might need to
develop the software that connects the form to the database. Finally, you have to
create the form that captures the information. You might also need extra code to
make sure that you have the correct data in the forms.
● So in a Agile development, for the 1st sprint we can build a form having name and
email fields, and user can save these to database - so this is a working software.
24. Respond to change
Inspect and Adopt
Now, imagine we went back to our web application that collects our customer contact
information. The webpage relies on a web server, It also runs an operating system that
might change frequently, It also relies on a database which is always changing. Plus,
your customer might be using different web browsers and operating systems.
● That's why agile teams work with shorter periods of time and embrace frequent
changes.
● If they didn't make frequent changes, then chances are when they finish the
project, their software would already be obsolete.
25. Stay within timeboxes
● Timebox is a like a box of time that can't expand. Say you have meeting
scheduled for 45 min, then the meeting will end in 45 min, and whatever the team
decides within the timebox will be final outcome.
● Each person on an agile team has their own personal timebox. They shouldn't
work more than eight hours a day.
● If team members start putting in overtime or working over the weekends, then it
can interfere with the team's predictability.
26. Jump off the waterfall
● It's just that instead of working on these things in sequential phases, you'll have
the whole team working on these things all at the same time, within a sprint in
Think of an agile team as accomplishing
many of the same things as you do in
waterfall, but they're just doing it in a
cross-functional way and compressing all
the phases into a few weeks.
27. Commit to sprint
● Agile teams will deliver in a short iteration that's typically called a Sprint.
28. Sprint planning meeting
● First day of sprint
● Planning all sprint work
● Less than 2 hr meeting
● Every morning the Scrum team should stand up for it's daily Scrum. This is a 15
minute meeting where the team coordinates their work. This is primarily a meeting
between the different developers about the progress they're making on the
product.
Sprint review
● Customer feedback
● Less than 2 hr
29. ● The last hour and a half of the Sprint is dedicated to a team retrospective. This is
when the team reflects on how they can work better together.
Iterative delivery
● Agile teams focus on delivering the product incrementally and iteratively.
● Iterative delivery is a process on its own, but you can really think of it more as
refinement. The team is improving on the product at the end of every sprint.
● Software delivered to the customer at the end of each sprint should be a working
software which adds up the value for the customers business problem.
30. Popular Agile Frameworks
1. Scrum
● Scrum is the most popular agile framework, with 66 percent of all agile frameworks
being scrum or scrum variants.
● It helps software development companies handle large projects in small iterative
phases called “sprints.” These are time-boxed events where the development
team completes a series of tasks within a larger project.
● Key ideas behind scrum
● Roles: Scrum divides the team into three primary roles—product owner,
scrum master and the development team.
● Events: Scrum events include sprint planning, daily scrum, sprint review and
sprint retrospective. Teams use these events to execute projects and refine
the process.
31. ● Artifacts: Scrum artifacts include the product backlog, sprint backlog and
increment. Collectively, these allow teams to prioritize tasks and deliver
projects within agreed timelines.
2. Kanban
● As an agile framework, kanban is a work management method that doesn’t follow
a top-down, instruction-giving approach. Instead, members use a pull system that
divides tasks into simple workflows (i.e., “to be done,” “in progress” or “done”).
● This makes it easy for members to identify and work on the most important tasks
as well as efficiently manage their time and improve production.
32. Key ideas behind kanban
● Visualization: Kanban boards can visualize the different kinds of tasks that
teams need to perform in a project. You can either use sticky notes on physical
whiteboards or kanban tools to map digital cards (representing tasks) on online
dashboards.
● Work in progress (WIP) limits: These are the number of in-progress tasks that
need to be completed before you can add new tasks. It’s the kanban technique
to discourage multitasking by allowing employees to focus solely on key tasks.
● Workflow: Tasks in the kanban method move along different stages until they’re
completed. Having clearly defined stages, known as the project workflow, helps
teams identify bottlenecks that diminish efficiency and cause project delays.
33. Improve Customer Collaboration
Common roles on the team
Scrum master
● A Scrum Master is a team leader and facilitator who helps the team members to follow agile practices so
that they can meet their commitments
● Responsibilities of a scrum master:
○ To enable close co-operation between all roles and functions.
○ To remove any blocks.
○ To shield the team from any disturbances.
○ To work with the organization to track the progress and processes of the company.
○ To ensure that Agile Inspect & Adapt processes are leveraged properly which includes :
[Daily stand-ups, Planned meetings, Demo, Review, Retrospective Meetings, and, To facilitate team
meetings and decision-making process.]
34. Product Owner
A Product Owner is the one who drives the product from business perspective. The
responsibilities or a Product Owner are as follows −
● To define the requirements and prioritize their values.
● To determine the release date and contents.
● To take an active role in iteration planning and release planning meetings.
● To ensure that team is working on the most valued requirement.
● To represent the voice of the customer.
● To accept the user stories that meet the definition of done and defined acceptance
criteria.
35. Combat groupthink
● Groupthink is when a few experts make a convincing argument and the rest of the
team just follow along, something like Sam says it a good idea, so it must be right.
● An Agile team should avoid groupthink because everyone should be able to ask
challenging questions about the product.
● On an Agile team, if you can't simply explain your thinking to someone else, then
it's probably not a well-designed solution.
● So, the team should always be having these face-to-face meetings where
everyone's contributing their ideas and asking challenging questions. It's a key
part of being a self-organized team.
38. Starting your agile practice
Team Capacity
● Capacity is how much availability the team has for the sprint. This may vary
based on team members being on vacation, ill, etc.
● Team Capacity is a product of the total number of Scrum team members
multiplied by the number of team productive days.
Individual Capacity:
● Plan each person’s workload individually rather than planning workloads by team.
● This will help you better accommodate always changing project requirements
while also maintaining your team’s sanity.
● A core agile team of designer, developer, and product manager working equal
time on a project may sound nice, but it’s not practical in reality if you have
multiple projects going on at once.
39. Transitioning Clients to an Agile Process
Discovery: Start with conducting a solid discovery process that incorporates agile
methodologies. This will get them used to working collaboratively.
Check-Ins: Use ongoing communication to break down formalities and kickstart the
collaborative process. Collaborative project management tools, regular calls, and
holding sprint demos in person can help with this.
Uncertainty: Help your clients understand the value of embracing uncertainty and
continuous learning while also being clear with them about expectations around
timing, budgets, etc. Features they think they want in the beginning might be re- or de-
prioritized during ongoing user tests. And that’s okay.
40. Estimating:
● A key part of successful sprint planning is estimating task difficulty.
● Start first by using hours as your scale of difficulty (i.e. how many hours will
something take), then move into rating difficulty on a scale of 1-10. Hardcore agile
practitioners use a more complicated scoring process based on the Fibonacci
scale. This will help build team consensus on how to execute each sprint’s
required deliverables.
Sprint length:
● Sprints are typically two weeks long, but this may not work for your team’s
capacity or the project they’re on. Consider adjusting sprint lengths as necessary
until you find something that works for all project stakeholders.
42. Make sure you are ready
Establishing why agile is needed
● List out what wrong things are going on in the project to motivate the organization
to move forward to Agile.
● Challenges may include:
○ Poor/missing requirements
○ Manager compensate/fills in the missing part after the project starts
○ Project having unrealistic deadlines
○ Project having changing priority
○ Poor stakeholder communication
○ Lack of quality assurance
Once everybody agrees that there are problems that need to be fixed, then you can
start on the path of your agile transformation.
43. Getting management agreement
● Present the solution for the problems you face in your project
● Recommend that the executive sponsor from the small team of agile, as its better
to go small than large.
● Remember that Agile is an organizational change, so work hard to carefully set
expectations and prepare the executives for a long transformation process.
44. Forming the team
1. Cross functional team
Every agile team should be a self-sufficient team with 5 to 9 team members and
an average experience ranging from of 6 to 10 years.
1. Scrum master
A Scrum Master is a team leader and facilitator who helps the team members to
follow agile practices so that they can meet their commitments.
1. Product owner
A Product Owner is the one who drives the product from business perspective.
45. Letting the team self organize
● The self-organized team takes on a lot of that responsibility that was previously
left to the project managers.
● Self organizing the teams
○ Responsible for the deliverables
○ Make the schedule
○ Improve own performance
What does a project manager do in agile?
● Translating agile process for traditionally minded executives
● Protecting the team from sliding back into the traditional project management.
46. Establishing an Agile Mindset
Working as an agile team
Five core values are
● Communication
You see this emphasis on communication with the shared workspace, user
stories, pair programming, collective code ownership, and daily stand-ups.
The team has a dedicated scrum master who's job it is to notice when people
aren't communicating.
● Simplicity
The output should be the simplest solution for the job. Over-engineering can be a
big problem in software development. The team should do the simplest thing that
could possible work.
47. ● Feedback
This is the core value is a subset of communication.
The team needs to give feedback to each other. The product owner should give
feedback to the team. The team should collaborate with the product owner and
make changes. There should always be someone giving you feedback, or getting
feedback from you.
● Courage
It takes courage to communicate and accept feedback. They also need the
courage to improve work in code. Agile teams build and improve products a little
at a time. That means that the small solution created earlier might have to be
thrown away and improved. This is called software refactoring, and it is a
continuous effort by the team.
48. ● Respect
For the team to work well, the team needs to share their knowledge and respect
their coworkers. They need to accept that there's no one superhero, and the entire
team deserves respect.
Delivering like an agile
● According to Pareto principle only 20% of the software features and functions are
most often used.
● If only 20% of your effort is giving you 80% of your value, then the product owner
has a responsibility to deliver that value first.
● The team starts work on what the product owner ranks highest and not what's
easiest for the team to deliver.
50. Agile - Iteration Planning
● An Agile team works in iterations to deliver user stories where each iteration is of
10 to 15 days.
● Each user story is planned based on its backlog prioritization and size.
● The team uses its capacity − how many hours are available with team to work on
tasks − to decide how much scope they have to plan.
● The purpose of iteration planning is for the team to complete the set of top-ranked
product backlog items. This commitment is time boxed based on the length of
iteration and team velocity.
● Scrum master, Product owner and Agile team are involved in the meeting.
51. Prerequisites of Planning
● Items in product backlog are sized and have a relative story point assigned.
● Ranking has been given to portfolio items by the product owner.
● Acceptance criteria has been clearly stated for each portfolio item.
Planning Process
● Determine how many stories can fit in an iteration.
● Break these stories into tasks and assign each task to their owners.
● Each task is given estimates in hours.
● These estimates help team members to check how many task hours each
member have for the iteration.
● Team members are assigned tasks considering their velocity or capacity so that
they are not overburdened.
52. Planning Steps
● Product Owner describes the highest ranked item of product backlog.
● Team describes the tasks required to complete the item.
● Team members own the tasks.
● Team members estimate the time to finish each task.
● These steps are repeated for all the items in the iteration.
● If any individual is overloaded with tasks, then his/her task is distributed among
other team members.
53. Agile - Release Planning
● The purpose of release planning is to create a plan to deliver an increment to the
product.
● Scrum master, Product owner, Agile team, and Stakeholders are involved
Prerequisites of Planning
● A ranked product backlog, managed by the Product Owner. Generally five to ten
features are taken which the product owner feels that can be included in a release
● Team's input about capabilities, known velocity or about any technical challenge
● Market and Business objective
● Acknowledgement whether new product backlog items are needed
54. Planning Data
The list of data required to do release planning is as follows −
● Previous iterations or release planning results
● Feedback from various stakeholders on product, market conditions, and deadlines
● Action plans of previous releases / iterations
● Features or defects to be considered
● Velocity from previous releases/ estimates.
● Organizational and personal calendars
56. Scrum meeting
The purpose of your agile scrum meeting is to set yourself and your team up for the
day’s work ahead. Ideally, you’re having these meetings each morning, and you’ll
want to keep them as quick as possible – that’s why we recommend doing them
literally standing up.
● Frequency: Daily
● Meeting length: 10 minutes (max)
● Agenda template:
○ Blockers (2 minutes)
○ What did you do yesterday? (3 minutes)
○ What are your goals for today? (3 minutes)
○ How close are we to hitting our sprint goals? Comfort level? (2 minutes)
57. Expert tip:
Have this meeting in-person whenever possible. Being able to ask questions in real
time helps tremendously in removing blockers.
Sprint planning meeting
The goal of the sprint planning meeting is for the scrum master (or manager) to leave
knowing who is doing what – and the team to leave understanding the work that’s
required. This type of agile meeting isn’t intended for new projects or ideations, it’s
more for clarification on existing work.
58. ● Frequency: Sprintly (bi-weekly)
● Meeting length: 60 minutes
● Agenda template:
○ What wasn’t completed last sprint? (5-10 minutes)
○ Discuss Deliverables, agree on effort and assign each ticket (40 minutes)
○ Any other issues/concerns? (5-10 minutes)
● Expert tips:
○ When assigning tickets, make sure you communicate expectations for the
work to be done. (You want to ensure that everyone totally understands what
“done” means!)
59. ○ This is the meeting to cover off the little things (but big in terms of
productivity!) that are coming up, like holidays, vacation time and other
interruptions.
Sprint retro meeting
Your retrospective meeting is all about identifying what went well – and what didn’t –
throughout the sprint, and using this information to improve your next sprint.
● Frequency: Sprintly (bi-weekly)
● Meeting length: 60 minutes
60. ● Agenda template:
○ Demo (20-30 minutes)
○ Product acceptance and change requests (10 minutes)
○ What prevented you from doing your best work? What should we start, stop,
edit, keep? (5-15 minutes)
○ Demo day prep: Who wants to run it? What do we demo? Who deserves a
shout-out? (5 minutes)
61. ● Expert tip:
Try not to let the “What prevented you from doing your best work?” agenda item
monopolize the conversation. You can avoid this by having a place for your team to
share issues and add comments throughout the sprint, when they’re top of mind
(psst…SoapBox does that!). This keeps the conversation during the meeting quick,
and focused on making decisions rather than sharing context.
62. Backlog grooming meeting
our backlog is a list of all upcoming features and things to be done by the team.
Backlog grooming meetings are intended to keep your backlogs up-to-date and ready
to be pulled from for upcoming sprints.
● Frequency: Sprintly (bi-weekly)
● Meeting length: 30 minutes
● Agenda template:
○ What wasn’t completed last sprint that needs to be completed? (5 minutes)
○ What came up that ne
○ eds to be fixed? (10 minutes)
○ What needs to get done to move our product forward? What’s the highest
priority? (10 minutes)
63. ○ What’s something that could come down the pipeline that would disrupt
everything? (5 minutes)
● Expert tip:
Keep your project management tool (we use Jira) open while you’re running this
meeting. Use it to look at new bugs, issues and technical debt to help facilitate the
meeting.
65. Product Backlog
● Product backlog is a list of everything that needs to be done to create the product
- features, defect fixes and other technical work.
● It mainly contains User stories, Bugs, and Improvements.
● The product owner has the sole authority to add or change the work to the
backlog.Then the list gets reprioritized based on the changes.
● DEEP: A way to remember agenda
● D - Detailed
○ The highest value user stories should be well understood, so they can be
completed in the next sprint.
○ Distance stories can be described with less detail.
66. ● E - Estimated :
○ The stories should be estimated, the product backlog is more than just a list
of work. It's also a planning tool. Again, place the highest priority stories at
the top. Stories further down can get a rougher estimate.
● E - Emergent:
○ A backlog is not static, it will change over time. As the team learns more
about the product, new user stories will be added, removed, or changed.
● P - Prioritized
○ The backlog should be prioritized. The backlog should be sorted with the
highest value items at the top. The least valuable should be at the bottom.
67.
68. Task Board
A task board is a tool used by individuals, teams or organizations to represent work
and its path towards completion. This includes tasks that are in progress, finished
tasks and upcoming tasks that may be in a backlog.
69. Advantages of task board:
● Promotes team interaction and discussion – Throughout the day you will see
teammates, stakeholders and members of other teams stop by the board for
discussion. This increases greatly if the board is located near the team and highly
visible
● Visibility – Anyone walking buy can make a quick second assessment on where
the team is in the iteration. No cards left for a row? That story is complete. No
white cards left, just green cards? Only testing remains. Lots of pink cards? Lots of
defects.
70. ● Good for new teams to visualize Scrum – By having this tangible thing in front
of them that they can touch, makes it easier for new Scrum teams to understand
the process
● Support full team commitment – Now the whole team sees all of the tasks daily
and keeps them from just focusing on “their” tasks. When using task tracking tools
it is too easy to just create a view of “my tasks” and then tune out the rest.
71. Burndown Chart
● A burndown chart is a graphical representation of work left to do versus time.
● A burndown chart is almost a “must” because of main reasons:
● monitoring the project scope creep
● Keeping the team running on schedule
● Comparing the planned work against the team progression
72.
73. Agile Retrospective
● Retrospective meetings are intended to reflect on the most recent
sprint/project/milestone and identify areas that need improvement and celebrate
team wins.
● Retrospective meetings can be scheduled towards the closing days of a sprint
and before the next sprint is started to reflect on the most recent sprint
● Provide a safe space for the team to reflect on and discuss what works well (and
what doesn't!) so you can improve.
74. Step - 1 Set the stage (5 min)
● Welcome everyone to the retrospective meeting
● Embrace a positive spirit of continuous improvement and share whatever you
think will help the team improve.
● Don't make it personal, don't take it personally.
● Listen with an open mind, and remember that everyone's experience is valid
(even those you don't share).
● Set the boundary of your discussion – is it that last sprint? the last quarter? since
the project started? Be clear how far back you're going to go.
● Encourage the team to embrace an improvement mindset, away from blame.
75. Step - 2 What went well ? (10 min)
● Start the session on a positive note. Have each team member use green
sticky notes to write down what they feel went well (one idea per sticky). As
people post their stickies on the whiteboard, the facilitator should group
similar or duplicate ideas together.
● Discuss your ideas briefly as a team.
76. Step - 3 What needs improvement ? (10 min)
Same structure as above, but using pink or red stickies. Remind your team that this is
about actions and outcomes – not about specific people.
Step - 4 Next steps (5 min)
● Having identified what didn't go so well, what concrete actions can the team take
to improve those things? Have your team use blue sticky notes to place ideas on
the board. Group them and then discuss as a team, agree to which actions you
will take, assign owners and a due date to get them DONE.
● Thank everyone for their involvement and their honesty. Quickly run through the
list of follow-up items, their owners and due dates.