The document discusses several agile ceremonies that originate from scrum methodology, including sprint planning, backlog grooming, daily stand-ups, iteration reviews, and retrospectives. It provides details on the purpose and structure of each ceremony, such as typical attendees, duration, and topics covered. The ceremonies are presented as regular meetings that facilitate communication within agile teams and help ensure continuous improvement.
3. A number of ceremonies come from the practice of scrum.
which is an iterative, time-boxed approach to implementing agile.
The concepts behind these ceremonies can be applied to other forms of agile
like kanban.
Sprint Planning
Backlog Grooming
Daily Stand up
Iteration Review
Retrospective meeting
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5. Sprint Planning(contd..)
development team, scrum master, product owner required for the meeting
Done in the beginning of iteration
Usually 1-2 hour for two week of iteration
Purpose : Sprint planning sets up the entire team for success throughout the
sprint. Coming into the meeting, the product owner will have a prioritized product
backlog. They discuss each item with the development team, and the group
collectively estimates the effort involved.
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6. Sprint Planning(contd..)
Sprint Prioritization
Discuss about sprint goal
Analyze and evaluate backlog
Sprint Planning
Decide how to achieve sprint goal
Create sprint backlog
Estimate Sprint backlog in planning time
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8. Backlog grooming (contd..)
development team, scrum master, product owner required for the meeting
Done before the iteration starts.
Usually 1 hour for two week of iteration
Purpose : Backlog grooming is when the product owner and some, or all, of the
rest of the team review items on the backlog to ensure the backlog contains the
appropriate items, that they are prioritized, and that the items at the top of the
backlog are ready for delivery. This activity occurs on a regular basis and may be
an officially scheduled meeting or an ongoing activity.
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9. Backlog grooming (contd..)
Some of the activities that occur during this refinement of the backlog include:
removing user stories that no longer appear relevant
creating new user stories in response to newly discovered needs
re-assessing the relative priority of stories
assigning estimates to stories which have yet to receive one
correcting estimates in light of newly discovered information
splitting user stories which are high priority but too coarse grained to fit in an
upcoming iteration
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11. Daily Stand-Up(Contd..)
development team, scrum master and product owner needed for the daily standup.
Team stakeholders are optional.
Usually once per day, typically in the morning.
No more than 15 minutes. Don't book a conference room and conduct the stand up
sitting down. Standing up helps keep the meeting short!
Purpose: Stand-up is designed to quickly inform everyone of what's going on
across the team. It's not a detailed status meeting. The tone should be light and
fun, but informative. Have each team member answer the following questions:
What did I complete yesterday?
What will I work on today?
Am I blocked by anything?
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13. Iteration Review(Contd..)
development team, scrum master and product owner needed for Sprint review.
Team stakeholders are optional.
Usually 30-60 minutes.
Purpose: Iteration review is a time to showcase the work of the team. They can be
in a casual format like "demo Fridays", or in a more formal meeting structure. This
is the time for the team to celebrate their accomplishments, demonstrate work
finished within the iteration, and get immediate feedback from project
stakeholders.
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15. Retrospective (Contd..)
development team, scrum master and product owner needed for Sprint retro.
Usually 30-60 minutes at the end of sprint.
Purpose: Agile is about getting rapid feedback to make the product and development
culture better. Retrospectives help the team understand what worked well–and what
didn't.
Retrospectives aren't just a time for complaints without action. Use retrospectives to
find out what's working so the team can continue to focus on those areas. Also, find out
what's not working and use the time to find creative solutions and develop an action
plan.
Continuous improvement is what sustains and drives development within an agile team,
and retrospectives are a key part of that.
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16. Retrospective (Contd..)
Even if things are going well across the team, don't stop doing retrospectives.
Retrospectives provide ongoing guidance for the team to keep things going well.
Evaluate the problems your team is having with retrospectives, are they with the
concept or the implementation?
Make sure you plan your next retrospective according to your teams most
immediate needs
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17. Conclusion
Some people think agile ceremonies magically make a team agile. They're wrong.
A team's agility is built on solid engineering practices, a tactical and strategic
approach to change, and great team collaboration. Agile ceremonies simply
facilitate communication across the team.
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Agile came about as a “solution” to the disadvantages of the waterfall methodology.
Instead of a sequential design process, the Agile methodology follows iterative and incremental software development .
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