The Scrum Cycle
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This document discusses the key elements of an agile project management process including sprints, daily cycles, feedback loops, and backlog management. It covers topics like capturing and refining ideas, decomposing stories, estimating tasks, scheduling iterations, using dashboards and boards to track progress, triaging issues and risks, and submitting feedback. The overall process focuses on incremental planning, iterative development, and continuous improvement.
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User Story Sizing using Agile Relative Estimation
Ever wonder why Agile teams swear by relative estimation? My teams improved sprint planning efforts by a factor or 3, once we started using relative estimation.
Without understanding Agile relative estimation, teams tend to fall back to using time-based methods. This often leads them to spend way too much time on obsolete estimates that will be made even more complex with all the unknowns and constant emergent requirements of an Agile world!
“It's better to be roughly right, than precisely wrong!”
~ John Maynard Keyenes
The Solution is simple: understand that relative estimation is only a rough order of magnitude estimate to quickly organize the product backlog. This empowers your product owners (PO) to quickly make value based trade-offs on backlog items and decide on what stories the team should work next. This gives the business the highest bang for their buck!
PROBLEMS WITH TIME-BASED ESTIMATES
-Teams spend too much time trying to get it right
-Lack of confidence/experience can lead to people being either optimistic or pessimistic
-Timeline you are estimating may be too far in the future
-Due to long timeline, there are too many risks, unknowns, changes or dependencies!
WHY USE RELATIVE ESTIMATION?
-Allows a quick comparison of stories in the backlog
-Allows you to select a predictable volume of work to do in a sprint
-Uses a simple arbitrary scale
-Allows PO to make trade-offs and take on the most valuable stories next
ESTIMATION TIPS
-Relative points or equivalent Tshirt sizes are used to estimate stories, leveraging the Fibonacci sequence modified for Agile.
-The team estimates the story, not management nor the customer.
-Story estimates account for three things: effort, complexity, and unknowns. Don’t short sell yourself by estimating effort alone, that’s where waterfall projects face issues.
-Remember to estimate all Stories, user stories or technical stories. Even estimate research or discovery spikes.
-Refine your backlog as a team on a continuous basis, to get your stories to meet the Definition of Ready.
-Only pull into your sprint, stories that are refined and estimated.
-Break down stories that are large, into smaller slivers of value to optimize your flow.
-Don’t sweat it if you get it wrong, teams often do early on but improve over time.
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AgileChina 2015: Agile Estimation Workshop
These are the slides from the Agile Estimation Workshop I gave at AgileChina 2015. The morning session covered opinion-based techniques. The afternoon covered empirical techniques based on cycle time, Little's Law, and Monte Carlo simulation.
Estimating time-tracking
This document discusses the importance of estimating and tracking time for documentation projects. It recommends tracking all time spent on tasks like meetings, writing, editing, and more to build a basis for accurate estimating. Both bottom-up and top-down estimating methods are described. Tracking time allows learning from past projects to improve estimates using techniques like comparative, parametric, and matrix-based estimating. Correlating estimates with tracking provides feedback to refine estimates. Risks should be identified and stakeholders agree on estimates upfront to manage scope changes.
Challenges with measuring quality for agile distributed research type project
The document discusses challenges with quality assurance for distributed agile teams. Initial challenges included building quality in from the start rather than adding it later, addressing the different nature of research projects, and missing a focus on addressing quality early. It then describes the product development organization structure and quality assurance team structure, emphasizing a sustainable test team structure and encouraging pair testing. The rest of the document provides solutions and best practices for quality assurance, including applying lean principles to prevent defects, using risk-based testing strategies, creating test plans with a big picture view, focusing on communication between testers and customers, and emphasizing automated testing, continuous integration, and continuous improvement.
Agile startup
This document discusses how traditional startups can be improved upon using agile principles of continuous customer interaction, low burn rates, and rapid iteration. It proposes that startups should:
1) Continuously interact with customers through development to test hypotheses and uncover unknowns rather than assume knowledge up front.
2) Have revenue goals from the start and limit scaling until revenue is achieved to keep burn rates low.
3) Use agile product development principles like continuous integration and minimum viable products to get feedback faster than competitors.
4) Parallel this agile development with continuous customer validation, discovery, and building to turn market risk hypotheses into facts with measurable gates for investors.
Quality in an_agile_world
1) The document discusses how quality assurance needs to evolve and adapt to an increasingly agile development world where speed, mobile, and appification are driving forces.
2) It argues that traditional testing tools, processes, and team structures are no longer suitable and advocates for more continuous, risk-based, and automated testing approaches that leverage crowd testing.
3) The presentation provides examples of how companies like Google and Amazon have restructured engineering teams and adopted more agile practices like eliminating long-term planning and formal test documentation in favor of rapid feedback loops and empowering teams to own quality.
failure of vista
Windows Vista was launched with high expectations but failed to gain widespread adoption, especially among corporate IT departments. It has a largely ruined reputation due to compatibility problems when switching from the popular Windows XP. While Microsoft has tried promoting Vista through new ads, IT departments will continue to ignore Vista in favor of the reliable and successful Windows XP. The reputation of Vista has been further damaged by Apple's TV ads directly comparing it to Mac OS.
Recommended
User Story Sizing using Agile Relative Estimation
Ever wonder why Agile teams swear by relative estimation? My teams improved sprint planning efforts by a factor or 3, once we started using relative estimation.
Without understanding Agile relative estimation, teams tend to fall back to using time-based methods. This often leads them to spend way too much time on obsolete estimates that will be made even more complex with all the unknowns and constant emergent requirements of an Agile world!
“It's better to be roughly right, than precisely wrong!”
~ John Maynard Keyenes
The Solution is simple: understand that relative estimation is only a rough order of magnitude estimate to quickly organize the product backlog. This empowers your product owners (PO) to quickly make value based trade-offs on backlog items and decide on what stories the team should work next. This gives the business the highest bang for their buck!
PROBLEMS WITH TIME-BASED ESTIMATES
-Teams spend too much time trying to get it right
-Lack of confidence/experience can lead to people being either optimistic or pessimistic
-Timeline you are estimating may be too far in the future
-Due to long timeline, there are too many risks, unknowns, changes or dependencies!
WHY USE RELATIVE ESTIMATION?
-Allows a quick comparison of stories in the backlog
-Allows you to select a predictable volume of work to do in a sprint
-Uses a simple arbitrary scale
-Allows PO to make trade-offs and take on the most valuable stories next
ESTIMATION TIPS
-Relative points or equivalent Tshirt sizes are used to estimate stories, leveraging the Fibonacci sequence modified for Agile.
-The team estimates the story, not management nor the customer.
-Story estimates account for three things: effort, complexity, and unknowns. Don’t short sell yourself by estimating effort alone, that’s where waterfall projects face issues.
-Remember to estimate all Stories, user stories or technical stories. Even estimate research or discovery spikes.
-Refine your backlog as a team on a continuous basis, to get your stories to meet the Definition of Ready.
-Only pull into your sprint, stories that are refined and estimated.
-Break down stories that are large, into smaller slivers of value to optimize your flow.
-Don’t sweat it if you get it wrong, teams often do early on but improve over time.
Scrum bangalore 12 march 7 2015 - vimal stan - release planning - a communi...
Scrum bangalore 12 march 7 2015 - vimal stan - release planning - a communication tool - at prowareness
AgileChina 2015: Agile Estimation Workshop
These are the slides from the Agile Estimation Workshop I gave at AgileChina 2015. The morning session covered opinion-based techniques. The afternoon covered empirical techniques based on cycle time, Little's Law, and Monte Carlo simulation.
Estimating time-tracking
This document discusses the importance of estimating and tracking time for documentation projects. It recommends tracking all time spent on tasks like meetings, writing, editing, and more to build a basis for accurate estimating. Both bottom-up and top-down estimating methods are described. Tracking time allows learning from past projects to improve estimates using techniques like comparative, parametric, and matrix-based estimating. Correlating estimates with tracking provides feedback to refine estimates. Risks should be identified and stakeholders agree on estimates upfront to manage scope changes.
Challenges with measuring quality for agile distributed research type project
The document discusses challenges with quality assurance for distributed agile teams. Initial challenges included building quality in from the start rather than adding it later, addressing the different nature of research projects, and missing a focus on addressing quality early. It then describes the product development organization structure and quality assurance team structure, emphasizing a sustainable test team structure and encouraging pair testing. The rest of the document provides solutions and best practices for quality assurance, including applying lean principles to prevent defects, using risk-based testing strategies, creating test plans with a big picture view, focusing on communication between testers and customers, and emphasizing automated testing, continuous integration, and continuous improvement.
Agile startup
This document discusses how traditional startups can be improved upon using agile principles of continuous customer interaction, low burn rates, and rapid iteration. It proposes that startups should:
1) Continuously interact with customers through development to test hypotheses and uncover unknowns rather than assume knowledge up front.
2) Have revenue goals from the start and limit scaling until revenue is achieved to keep burn rates low.
3) Use agile product development principles like continuous integration and minimum viable products to get feedback faster than competitors.
4) Parallel this agile development with continuous customer validation, discovery, and building to turn market risk hypotheses into facts with measurable gates for investors.
Quality in an_agile_world
1) The document discusses how quality assurance needs to evolve and adapt to an increasingly agile development world where speed, mobile, and appification are driving forces.
2) It argues that traditional testing tools, processes, and team structures are no longer suitable and advocates for more continuous, risk-based, and automated testing approaches that leverage crowd testing.
3) The presentation provides examples of how companies like Google and Amazon have restructured engineering teams and adopted more agile practices like eliminating long-term planning and formal test documentation in favor of rapid feedback loops and empowering teams to own quality.
failure of vista
Windows Vista was launched with high expectations but failed to gain widespread adoption, especially among corporate IT departments. It has a largely ruined reputation due to compatibility problems when switching from the popular Windows XP. While Microsoft has tried promoting Vista through new ads, IT departments will continue to ignore Vista in favor of the reliable and successful Windows XP. The reputation of Vista has been further damaged by Apple's TV ads directly comparing it to Mac OS.
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This presentation will show a continuous process of keeping focus, involving people from line and projects, collaboration, and communication. The approach was driven by strong needs from management, and implemented based on values and key success factors of the company. The results are better control, increased performance, and meeting organizational targets.
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3) Requirements stability index - the percentage of requirements changed in the sprint to understand rework time.
4) Burn-down chart - a visual representation of remaining work over time to aid forecasting and identifying impediments.
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Similar to The Scrum Cycle
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How to use Scrum in corporate environments:
- distributed teams
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Следующие вебинары:
In Search for Team's Efficiency https://attendee.gotowebinar.com/register/471689760712542978?source=slideshare
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3) Requirements stability index - the percentage of requirements changed in the sprint to understand rework time.
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High-performing Doesn't Happen Overnight, It Takes Practice
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ASAP_Methodology.pptx
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Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women Magazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
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Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
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50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
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That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
2024.06 CPMN Cambridge - Beyond Now-Next-Later.pdf
Slides presented by Phil Hornby, Founder and Director of "for product people", at Cambridge Product Management Network, on Monday 17th June 2024.
The Role of White Label Bookkeeping Services in Supporting the Growth and Sca...
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Effective financial management is important for expansion and scalability in the ever-changing US business environment. White Label Bookkeeping services is an innovative solution that is becoming more and more popular among businesses. These services provide a special method for managing financial duties effectively, freeing up companies to concentrate on their main operations and growth plans. We’ll look at how White Label Bookkeeping can help US firms expand and develop in this blog.一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理
永久可查学历认证【微信：A575476】【(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证成绩单Offer】【微信：A575476】（留信学历认证永久存档查询）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：A575476】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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The Scrum Cycle
- 1. IncrementSprint Plan Sprint Cycle Daily Cycle Feedback Create & Manage Backlog Cycles in an Agile Project
- 2. IncrementSprint Plan Sprint Cycle Daily Cycle Feedback Manage Backlog Startup Interview Capturing Ideas Refining and Discussing Ideas Idea->Story Decomposition Story Management Persona Management Quick Linking Story Sizing and Prioritization
- 3. IncrementSprint Plan Sprint Cycle Daily Cycle Feedback Manage Backlog Schedule Management Iteration Scheduling Task Decomposition Tasks Estimation Best Practices Publish to TFS Velocity Reports Iteration Capacity Story Maturity Story Estimation Bug Triage Issue Triage Impediment Triage
- 4. IncrementSprint Plan Sprint Cycle Daily Cycle Feedback Manage Backlog Dashboard Story Board Task Board My Perspective Best Practices RSS Feeds What’s New Story History Task Tracking Bug Tracking Impediment Tracking Risk Tracking
- 5. IncrementSprint Plan Sprint Cycle Daily Cycle Feedback Manage Backlog Dashboard Story Board Progress Grid Best Practices TFS Synchronization Progress Tracking Reports Impediment Triage and Assignment Risk Triage and Assignment Bug Triage and Assignment
- 6. IncrementSprint Plan Sprint Cycle Daily Cycle Feedback Manage Backlog Best Practices Performance Reports Activity History Reports
- 7. IncrementSprint Plan Sprint Cycle Daily Cycle Feedback Manage Backlog Submit Feedback Submit Ideas Comment on Ideas Submit Feature Requests