Презентация на тему: Agile Development Focus on Scrum Notes by PZ based upon Scrum Guide and

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Agile Development Focus on Scrum Notes by PZ based upon Scrum Guide and
Agenda
Agile Development Focus on Scrum Notes by PZ based upon Scrum Guide and
Project characteristics
Project Management Mindmap
Elements of a project The 9 knowledge areas
Warm up
Warm up for the ”real thing”
Warm up for the ”real thing”
Warm up for the ”real thing”
Agile Development Focus on Scrum Notes by PZ based upon Scrum Guide and
Warm up for the ”real thing”
Warm up for the ”real thing”
Warm up for the ”real thing”
Warm up for the ”real thing”
Warm up for the ”real thing”
Warm up for the ”real thing”
Warm up for the ”real thing”
Agile Development Focus on Scrum Notes by PZ based upon Scrum Guide and
Agile Development Focus on Scrum Notes by PZ based upon Scrum Guide and
Exercise
Scrum overview
Agile Manifesto
Agile principles
SCRUM values
Courage
Focus
commitment
respect
Openness
Agile Development Focus on Scrum Notes by PZ based upon Scrum Guide and
SCRUM definitions
Scrum overview
Sprints
Agile Development Focus on Scrum Notes by PZ based upon Scrum Guide and
Sequential vs. overlapping development
Role playing game!
No changes during a sprint
Tools
Scrum exercise
Scrum Scenario
Scrum Scenario
Scrum Scenario
Scrum Scenario
Scrum Scenario
Scrum Scenario
Scrum Scenario
Scrum Scenario
Scrum Scenario
Scrum Framework
Scrum Framework
Product Owner
Scrum Master
Team
Agile Development Focus on Scrum Notes by PZ based upon Scrum Guide and
Scrum Framework
Product Backlog
Product Backlog Sample
Sprint Backlog
The sprint Goal
Sprint Backlog sample
Sprint Burndown Chart
Scrum Framework
Agile Development Focus on Scrum Notes by PZ based upon Scrum Guide and
Planning
Planning
Tools
Daily Scrum
Daily Scrum Meeting 3 questions
Sprint Review
Sprint Retrospective
Sprint Retrospective
Agile Development Focus on Scrum Notes by PZ based upon Scrum Guide and
links
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Первый слайд презентации

Agile Development Focus on Scrum Notes by PZ based upon Scrum Guide and research from different authors who have worked with SCRUM

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Слайд 2: Agenda

Project management Warm up What is Agile Scrum Sprint Roles Artifacts ceremonies

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Слайд 3

Change engine Project work product service concept Change statet Complexity requirements

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Слайд 4: Project characteristics

A clearly defined goal A date when it must be completed Unknown factors and risks Limits on cost and resource consumption New experiences Challenges to thinking in grooves Interdisciplinary cooperation A project is a goal-directed enterprise involving the integrated deployment of people to achieve success

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Слайд 5: Project Management Mindmap

ensure the various elements of the project are coordinated appropriately to ensure that the project includes and contains all the work that is needed ensure prompt project close out ensure the project is completed within the approved budget ensure that the project fulfils the needs it was implemented to fulfil ensure the most efficient use of the people involved ensure procurement, collection, management, storage and definitive distribution of the project identify, analyse and obviate project risks procure external goods and services with the aim of fulfilling project scope

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Слайд 6: Elements of a project The 9 knowledge areas

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Слайд 7: Warm up

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Слайд 8: Warm up for the ”real thing”

How the customer explained it How the customer explained it Warm up for the ”real thing”

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Слайд 9: Warm up for the ”real thing”

How the customer explained it How the project leader understood it How the customer explained it How the project leader understood it Warm up for the ”real thing”

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Слайд 10: Warm up for the ”real thing”

How the customer explained it How the project leader understood it How the analyst designed it How the customer explained it How the project leader understood it How the analyst designed it Warm up for the ”real thing”

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Слайд 11

How the customer explained it How the project leader understood it How the analyst designed it How the programmer wrote it How the customer explained it How the project leader understood it How the analyst designed it How the programmer wrote it Warm up for the ”real thing”

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Слайд 12: Warm up for the ”real thing”

How the customer explained it What the beta testers received How the project leader understood it How the analyst designed it How the programmer wrote it How the customer explained it What the beta testers received How the project leader understood it How the analyst designed it How the programmer wrote it Warm up for the ”real thing”

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Слайд 13: Warm up for the ”real thing”

How the customer explained it What the beta testers received How business consultant described it How the project leader understood it How the analyst designed it How the programmer wrote it How the customer explained it What the beta testers received How business consultant described it How the project leader understood it How the analyst designed it How the programmer wrote it Warm up for the ”real thing”

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Слайд 14: Warm up for the ”real thing”

How the customer explained it What the beta testers received How the project was documented How business consultant described it How the project leader understood it How the analyst designed it How the programmer wrote it How the customer explained it What the beta testers received How the project was documented How business consultant described it How the project leader understood it How the analyst designed it How the programmer wrote it Warm up for the ”real thing”

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Слайд 15: Warm up for the ”real thing”

How the customer explained it What the beta testers received How the project was documented What operations installed How business consultant described it How the project leader understood it How the analyst designed it How the programmer wrote it How the customer explained it What the beta testers received How the project was documented What operations installed How business consultant described it How the project leader understood it How the analyst designed it How the programmer wrote it Warm up for the ”real thing”

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Слайд 16: Warm up for the ”real thing”

How the customer explained it What the beta testers received How the project was documented What operations installed How business consultant described it How the project leader understood it How the analyst designed it How the programmer wrote it How the customer was billed How the customer explained it What the beta testers received How the project was documented What operations installed How business consultant described it How the project leader understood it How the analyst designed it How the programmer wrote it How the customer was billed Warm up for the ”real thing”

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Слайд 17: Warm up for the ”real thing”

How the customer explained it What the beta testers received How it was supported How the project was documented What operations installed How business consultant described it How the project leader understood it How the analyst designed it How the programmer wrote it How the customer was billed How the customer explained it What the beta testers received How it was supported How the project was documented What operations installed How business consultant described it How the project leader understood it How the analyst designed it How the programmer wrote it How the customer was billed Warm up for the ”real thing”

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Слайд 18: Warm up for the ”real thing”

How the customer explained it What the beta testers received How it was supported How the project was documented What operations installed How business consultant described it How the project leader understood it How the analyst designed it How the programmer wrote it How the customer was billed What marketing advertised How the customer explained it What the beta testers received How it was supported How the project was documented What operations installed How business consultant described it How the project leader understood it How the analyst designed it How the programmer wrote it How the customer was billed What marketing advertised Warm up for the ”real thing”

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Слайд 19

How the customer explained it What the beta testers received How it was supported How the project was documented What operations installed How business consultant described it How the project leader understood it How the analyst designed it How the programmer wrote it How the customer was billed What marketing advertised What the customer really needed How the customer explained it What the beta testers received How it was supported How the project was documented What operations installed How business consultant described it How the project leader understood it How the analyst designed it How the programmer wrote it How the customer was billed What marketing advertised What the customer really needed Warm up for the ”real thing”

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Слайд 20

Processoriented Product-oriented transverse Decision, kommunication, socialising Management (proces) Perform (product) design analyse planning estimation implementation regulation System Development visions visions present present Change re- flec- tion

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Слайд 21: Exercise

Airplane Factory, Scrum Exercise The concept of this activity is for teams to use scrum tactics and Agile methods in order to create an assembly line of paper airplanes. The team that is able to create the most airplanes (they must similar) within the time constraints is crowned the winner. Below are the requirements of the contest. The aircrafts should be released by Sprints  (3 Sprints with 3 minutes each); The teams had 3 minutes to discuss the process (planning and retrospective meetings); Each team should estimate how many aircrafts they could release in each Sprint; They should not stock material nor aircrafts; The aircraft should have 12 window One cabin The logo of the corresponding company (team’s name) A door and of course, the airplane should be able fly! Each team must consist of a Scrum Master (Which Should be known by the whole team), In the end of each Sprint, the teams could plan the next sprint, with new estimates, according to the knowledge that were acquiring during the old releases.

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Слайд 22: Scrum overview

Scrum is a framework for organizing and managing work Not following standardized process of following a series of sequential steps Based upon a set of Values (FROCC) Pricipels ( what is the ideas in scrum ) Practices ( how to do) That provide the foundation ( like the foundation of a building ) to which you or your organization will add relevant professionel elements The result will be a version of scrum that is uniquely yours

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Слайд 23: Agile Manifesto

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Слайд 24: Agile principles

Welcome change Our project is constantly changing Optimize the project around that environment Working software is the primary measure of progress Nothing is complete until we have working software “Just Enough” Process and Artifacts Sufficient to achieve iteration goals and readily maintain the results Self-Organizing Teams The team actively participates in managing the iteration Teams develop low level plans to achieve iteration goals Knowledge transfer via conversation... Is the most effective communication method, written words / Models leave too much open to interpretation Source: Scaling Software Agility – Best Practices for Large Enterprises by Dean Leffingwell

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Слайд 25: SCRUM values

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Слайд 26: Courage

It takes courage to call out problems, identify impediments, ask for help, receive help, and offer help. It also takes courage to make decisions and to say no

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Слайд 27: Focus

Focus is the concentration of attention. When you focus – you can learn, dig deeper and understand be

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Слайд 28: commitment

This value is about conscious commitment – making a promise together and doing everything we can to keep it. It means "to carry into action deliberately” or, as Yoda says, "Do, or do not. There os no try

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Слайд 29: respect

Requires respectful interactions. On a practical level respect includes taking someone's feelings, needs, thoughts, ideas, wishes and preferences into consideration. It means taking all of these seriously and giving them worth and value. It also includes acknowledging them, listening to them, being truthful with them, and accepting their individuality and idiosyncrasies

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Слайд 30: Openness

Openness is characterized by an attitude of ready accessibility; without concealment; not secretive. A high level of 'transparency’

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Слайд 31

“The only constant is change”

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Слайд 32: SCRUM definitions

Scrum is an agile Process that allows us to focus on delivering the highest business value in the shortest time. (Mike Cohn, Mountain Goat Software) Scrum is an iterative, incremental framework for project management and agile development. (Wikipedia). Scrum is a Framework that let us create Software/products focused in both business needs and business changes in the shortest period of time

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Слайд 33: Scrum overview

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Слайд 34: Sprints

Scrum projects make progress in a series of “sprints” Analogous to Extreme Programming iterations and Kanban Typical duration is 2–4 weeks or a calendar month. Could also be less A constant duration leads to a better rhythm Product is designed, coded, and tested during the sprint

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Слайд 35

Project Initiation Product Increment Sprint Planning Sprint Sprint Review Sprint Retrospective Sprint Process

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Слайд 36: Sequential vs. overlapping development

Source: “The New New Product Development Game” by Takeuchi and Nonaka. Harvard Business Review, January 1986. Rather than doing all of one thing at a time... ...Scrum teams do a little of everything all the time Requirements Design Code Test

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Слайд 37: Role playing game!

1. On 3 A3 papers write the 3 scrum roles 2. The team members divide the task tiles among each other so the have the same number each 3. Place appropriate tasks on different scrum roles in silence (no team discussion) 4. The whole team discuss and try to agree about the tile placement 5. Check another groups work and discuss some of the differences 6. Discuss in plenum why there are differences (different way of thinking in the roles, depneding on the organization, depending the type of project etc

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Слайд 38: No changes during a sprint

Plan sprint durations around how long you can commit to keeping change out of the sprint Change

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Слайд 39: Tools

Task board Software Tools

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Слайд 40: Scrum exercise

Which are Roles, Activities or artifacts? Product owner Development team Scrum master Sprint planning Sprint Product backlog grooming Sprint retrospective Sprint review Sprint execution Daily scrum Portentially shippable product increment Sprint backlog Product backlog

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Слайд 41: Scrum Scenario

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Слайд 42: Scrum Scenario

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Слайд 43: Scrum Scenario

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Слайд 44: Scrum Scenario

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Слайд 45: Scrum Scenario

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Слайд 46: Scrum Scenario

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Слайд 47: Scrum Scenario

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Слайд 48: Scrum Scenario

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Слайд 49: Scrum Scenario

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Слайд 50: Scrum Framework

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Слайд 51: Scrum Framework

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Слайд 52: Product Owner

Define the features of the product Product Backlog owner Decide on release date and content Be responsible for the profitability of the product (ROI) Prioritize features according to market value Adjust features and priority every iteration, as needed Accept or reject work results He can cancel an Sprint.

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Слайд 53: Scrum Master

Represents management to the project Responsible for enacting Scrum values and practices Removes impediments Ensure that the team is fully functional and productive Enable close cooperation across all roles and functions Shield the team from external interferences A Scrum Master should never be the Product owner

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Слайд 54: Team

Typically 7 people (+/- 2) Cross-functional team: Teams are self-organizing Membership should change only between sprints Turns the product backlog into increments of potentially shippable functionality Show the deliverables to the product owner

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Слайд 55

Pigs and Chickens Product Owner Scrum Master Team Members Users Managers Marketing

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Слайд 56: Scrum Framework

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Слайд 57: Product Backlog

Is the list of requirements Is dynamic and in constantly evolution. (alive document) Prioritized by the product owner Risk, value, and necessity. Reprioritized at the start of each sprint. Product Backlogs items are usually stated as user stories. Should take around 10% of each sprint to review the product backlog.

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Слайд 58: Product Backlog Sample

4/13/2011 58 Backlog item Estimate Allow a guest to make a reservation 3 As a guest, I want to cancel a reservation. 5 As a guest, I want to change the dates of a reservation. 3 As a hotel employee, I can run RevPAR reports (revenue-per-available-room) 8 Improve exception handling 8 ... 30 ... 50

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Слайд 59: Sprint Backlog

Consists of the tasks the Team performs to turn Product Backlog items into a “done” increment. It is developed during the Sprint Planning Meeting. It is all of the work that the Team identifies as necessary to meet the Sprint goal. One day or less (2, 4, 6 or 8 hour) is a usual size for a Sprint Backlog item that is being worked on. Only the Team can change its Sprint Backlog during a Sprint

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Слайд 60: The sprint Goal

A short statement of what the work will be focused on during the sprint 60 Make the user research and specify the requirements Generate possible ideas for the concept using new technologies Make the application run on SQL Server in addition to Oracle. Idea development User research Database Application

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Слайд 61: Sprint Backlog sample

Tasks Code the user interface Code the middle tier Test the middle tier Write online help Write the food class Mon 8 16 8 12 8 Tues 4 12 16 8 Wed Thur 4 11 8 4 Fri 8 8 Add error logging 8 10 16 8 8

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Слайд 62: Sprint Burndown Chart

Is a graph of the amount of Sprint Backlog work remaining in a Sprint across time in the Sprint

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Слайд 63: Scrum Framework

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Слайд 64

Sprint planning meeting It is time-boxed to eight hours for a one month Sprint Sprint prioritization Analyze and evaluate product backlog Select sprint goal Sprint planning Decide how to achieve sprint goal (design) Create sprint backlog (tasks) from product backlog items (user stories / features) Estimate sprint backlog in hours Sprint goal Sprint backlog Business conditions Team capacity Product backlog Techno-logy Current product

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Слайд 65: Planning

Coupons Returns Gift vouchers Returns Payments Coupons Returns Prioritized Product backlog Sprint backlog Sprint goal Team selects items from the product backlog they can commit to completing Sprint backlog is created Tasks are identified and each is estimated (1-8 hours) Collaboratively, not done alone by the ScrumMaster High-level design is considered

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Слайд 66: Planning

Coupons Returns Sprint backlog Team builds Visual Design 4 hours JSP GUI 2 hours Service classes 2 hours Test cases 3 hours Code the UI 2 hours Database design 1 hours Service + JUnit 1 hours DAO + DBUnit 1 hours Tasks

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Слайд 67: Tools

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Слайд 68: Daily Scrum

Max. 15 minutes Stand-up Not for problem solving User story

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Слайд 69: Daily Scrum Meeting 3 questions

These are not status for the Scrum Master They are commitments in front of peers

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Слайд 70: Sprint Review

Team presents what it accomplished during the sprint Typically takes the form of a demo of new features or underlying architecture Informal 2-hour prep time rule No slides Whole team participates Invite the world

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Слайд 71: Sprint Retrospective

After the Sprint Review and prior to the next Sprint Planning meeting This is a three hour, time-boxed meeting for monthly Sprints At this meeting, the Scrum Master encourages the Scrum Team to revise, within the Scrum process framework and practices, its development process to make it more effective and enjoyable for the next Sprint

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Слайд 72: Sprint Retrospective

Whole team gathers and discusses what they’d like to: Start doing Stop doing Continue doing

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Слайд 73

Definition of “Done” Avoid the 90% syndrome Coded, commented, checked in, integrated, reviewed, unit tested, deployed to test environment, passed user acceptance test & documented... = DONE DONE

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Последний слайд презентации: Agile Development Focus on Scrum Notes by PZ based upon Scrum Guide and: links

www.agilenutshell.com/ intersting walk through http://www.scrumwise.com/ good tool http://www.scrumdesk.com/ scrum tool http://www.scrumexpert.com/tools/using-commercial-scrum-tools-for-free/ overview of a lot of scrum tools incl Kanban

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