- 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.
This document provides an introduction to project management and the Project Management Professional (PMP) certification. It discusses typical project management challenges such as scope creep, schedule delays, resource issues, and stakeholder management. It also outlines the key knowledge areas required for project management, including integration management, scope management, time management, cost management, quality management, human resource management, communication management, risk management, and procurement management. Finally, it emphasizes the importance of stakeholder involvement, realistic planning, change control systems, and teamwork in solving common project management problems.
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.
This document discusses building high-performing agile teams. It outlines characteristics of effective agile teams such as being self-organizing, empowered, and able to solve problems as a team. The document also discusses models of team development including Tuckman's five stages of forming, storming, norming, performing, and adjourning. It describes how leaders adapt their style according to these stages and provides strategies for motivating, tracking performance, and fostering collaboration in agile teams.
Collaboration Through Conflict - SFAA 2013Mark Kilby
Session at South FL's first agile conference where we talked about the 5 sources of conflict and various tools to help your team navigate it for better collaboration
The document discusses the importance of adaptive planning in projects. It states that organizations encourage adaptive planning as planning to re-plan is a successful way to achieve project goals. Adaptive planning enables organizations to effectively manage inevitable changes in projects and accommodate changing requirements throughout development. As a result of adaptive planning, organizations are able to continuously increase business value, reduce risk, adapt to changing requirements, and achieve high visibility of project progress. The document then contrasts agile and traditional planning approaches and discusses various principles and concepts related to agile planning such as iterative planning, customer engagement, transparency, tailoring processes, estimating techniques, and release planning.
Best Practices When Moving To Agile Project ManagementRobert McGeachy
The document discusses best practices for moving to agile project management. It outlines the major challenges teams face including lack of discipline, changes in working styles and responsibilities, and testing challenges. It also provides tips for setting up an agile team through co-location, establishing a war room, and defining roles and responsibilities. Lastly, it discusses factors for organizational readiness for agile such as trust, empowerment, and a willingness to invest in training.
This document provides an introduction to project management and the Project Management Professional (PMP) certification. It discusses typical project management challenges such as scope creep, schedule delays, resource issues, and stakeholder management. It also outlines the key knowledge areas required for project management, including integration management, scope management, time management, cost management, quality management, human resource management, communication management, risk management, and procurement management. Finally, it emphasizes the importance of stakeholder involvement, realistic planning, change control systems, and teamwork in solving common project management problems.
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.
This document discusses building high-performing agile teams. It outlines characteristics of effective agile teams such as being self-organizing, empowered, and able to solve problems as a team. The document also discusses models of team development including Tuckman's five stages of forming, storming, norming, performing, and adjourning. It describes how leaders adapt their style according to these stages and provides strategies for motivating, tracking performance, and fostering collaboration in agile teams.
Collaboration Through Conflict - SFAA 2013Mark Kilby
Session at South FL's first agile conference where we talked about the 5 sources of conflict and various tools to help your team navigate it for better collaboration
The document discusses the importance of adaptive planning in projects. It states that organizations encourage adaptive planning as planning to re-plan is a successful way to achieve project goals. Adaptive planning enables organizations to effectively manage inevitable changes in projects and accommodate changing requirements throughout development. As a result of adaptive planning, organizations are able to continuously increase business value, reduce risk, adapt to changing requirements, and achieve high visibility of project progress. The document then contrasts agile and traditional planning approaches and discusses various principles and concepts related to agile planning such as iterative planning, customer engagement, transparency, tailoring processes, estimating techniques, and release planning.
Best Practices When Moving To Agile Project ManagementRobert McGeachy
The document discusses best practices for moving to agile project management. It outlines the major challenges teams face including lack of discipline, changes in working styles and responsibilities, and testing challenges. It also provides tips for setting up an agile team through co-location, establishing a war room, and defining roles and responsibilities. Lastly, it discusses factors for organizational readiness for agile such as trust, empowerment, and a willingness to invest in training.
Agile adoption is driven by the need for organizations to be able to respond quickly to changes. The Agile Manifesto values individuals and interactions, working software, customer collaboration, and responding to change. Agile uses iterative and incremental development with short feedback loops to deliver working software frequently. Projects with uncertainty benefit from Agile's ability to adapt quickly. Agile roles include cross-functional team members, a product owner, and a facilitator. Common Agile practices include retrospectives, backlog preparation, daily stand-ups, and demonstrations to get frequent feedback.
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 discusses Agile project management. It describes Agile as delivering value through frequent small releases called sprints. The Agile lifecycle consists of Envision, Speculate, Explore, Adapt, and Close phases. In Envision, the project charter, stakeholders, and team norms are established. Speculate identifies features for the sprint. Explore is when development occurs through daily stand-ups and collaboration. Adapt involves reviewing results and making adjustments. Close ensures deliverables are complete and lessons captured. Risks include large teams, ambitious schedules, and lacking decision makers.
Introduction to Agile Project Management and ScrumVoximate
The document summarizes key concepts of agile software development methodologies like Scrum and Kanban. It discusses problems with traditional waterfall methods and why user stories, short sprints, and continuous feedback are better approaches. Key points covered include writing short user stories to represent features, estimating story efforts in relative points, committing to stories per sprint, daily standups, and using burn down charts to track progress.
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.
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.
The Agile PMP: Teaching An Old Dog New Tricks (90 minutes)Mike Cottmeyer
This is a 90 minute presentation that helps traditional project managers understand how and why software project management breaks down and how agile can help deal with uncertainty.
This document provides an overview of Agile and Scrum. It defines Agile as a style of project management that focuses on early delivery of business value, continuous improvement, scope flexibility, and responding to change. Scrum is introduced as a popular Agile framework. Key aspects of Scrum like sprints, daily standups, planning meetings, and artifacts like product and sprint backlogs are described. User stories, estimation techniques, and the roles of product owner, scrum master, and team are also outlined.
Agile Methodologies And Extreme ProgrammingUtkarsh Khare
The document discusses Agile development and Extreme Programming (XP). It provides an overview of 12 key practices of XP, including planning games, small releases, test-driven development, pair programming, collective ownership, continuous integration and 40-hour work weeks. It also discusses how XP aims to solve software engineering problems through intensive teamwork, handling changes and staff turnover, and involving customers.
Learn the basics of the agile way-of-life that has helped many companies realize their potential in the market. The agile secret sauce was once a thing that was only enjoyed by software organizations on the East and West coasts, but is now invading Indianapolis -- increasing productivity, making teams empowered (and happier!), and helping managers focus less on the taskmaster role and more on the important stuff.
Scrum is an agile framework for managing projects that emphasizes transparency, inspection, and adaptation. The key roles in Scrum are the Product Owner, Scrum Master, and Development Team. The Product Owner manages the Product Backlog of features and priorities. The Scrum Master coaches the team and removes impediments. The Development Team works in short Sprints to deliver working software. Key Scrum events include Sprint Planning, Daily Scrums, Sprint Reviews, and Sprint Retrospectives. Artifacts include the Product and Sprint Backlogs, as well as impediment and parking logs. Together, these roles, events, and artifacts aim to deliver working software frequently through an empirical process of transparent inspection and adaptation.
Scrum and Kanban are popular agile methodologies used with Team Foundation Server (TFS). TFS supports agile practices through features like version control, work item tracking, build automation, and reporting. It allows teams to manage their backlogs, track work items like user stories and bugs, and gain visibility into project progress and metrics.
Scrum is an efficient framework within which you can develop software with teamwork. It is based on agile principles.
This presentation will help you understand agile development in general and Scrum in specific. You will get familiar with its associated terminology along with appropriate examples.
Adaptive planning involves planning and execution occurring multiple times for small slices of the product. Each subsequent planning takes input from the previously delivered slice, making it an empirical process. This allows the breaking of dependency between plans and requirement stability seen in predictive planning. Adaptive planning puts people first by having them define and tweak the process based on feedback, making it evolutionary, whereas predictive planning is process first.
Managing a team and project are quite synonymous. Especially, teams require effective distribution of responsibility / roles. Once that is setup, a proper process guides people to make progress. All this fits into a product lifecycle, which is essential to develop the right product, in the right way, and deliver it at the right time.
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.
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 simple and crisp quick reference card is for Agile and Scrum basics. It is a simple way to glance through all the concepts and use it as a tool for revision, even before an interview.
Agile adoption is driven by the need for organizations to be able to respond quickly to changes. The Agile Manifesto values individuals and interactions, working software, customer collaboration, and responding to change. Agile uses iterative and incremental development with short feedback loops to deliver working software frequently. Projects with uncertainty benefit from Agile's ability to adapt quickly. Agile roles include cross-functional team members, a product owner, and a facilitator. Common Agile practices include retrospectives, backlog preparation, daily stand-ups, and demonstrations to get frequent feedback.
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 discusses Agile project management. It describes Agile as delivering value through frequent small releases called sprints. The Agile lifecycle consists of Envision, Speculate, Explore, Adapt, and Close phases. In Envision, the project charter, stakeholders, and team norms are established. Speculate identifies features for the sprint. Explore is when development occurs through daily stand-ups and collaboration. Adapt involves reviewing results and making adjustments. Close ensures deliverables are complete and lessons captured. Risks include large teams, ambitious schedules, and lacking decision makers.
Introduction to Agile Project Management and ScrumVoximate
The document summarizes key concepts of agile software development methodologies like Scrum and Kanban. It discusses problems with traditional waterfall methods and why user stories, short sprints, and continuous feedback are better approaches. Key points covered include writing short user stories to represent features, estimating story efforts in relative points, committing to stories per sprint, daily standups, and using burn down charts to track progress.
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.
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.
The Agile PMP: Teaching An Old Dog New Tricks (90 minutes)Mike Cottmeyer
This is a 90 minute presentation that helps traditional project managers understand how and why software project management breaks down and how agile can help deal with uncertainty.
This document provides an overview of Agile and Scrum. It defines Agile as a style of project management that focuses on early delivery of business value, continuous improvement, scope flexibility, and responding to change. Scrum is introduced as a popular Agile framework. Key aspects of Scrum like sprints, daily standups, planning meetings, and artifacts like product and sprint backlogs are described. User stories, estimation techniques, and the roles of product owner, scrum master, and team are also outlined.
Agile Methodologies And Extreme ProgrammingUtkarsh Khare
The document discusses Agile development and Extreme Programming (XP). It provides an overview of 12 key practices of XP, including planning games, small releases, test-driven development, pair programming, collective ownership, continuous integration and 40-hour work weeks. It also discusses how XP aims to solve software engineering problems through intensive teamwork, handling changes and staff turnover, and involving customers.
Learn the basics of the agile way-of-life that has helped many companies realize their potential in the market. The agile secret sauce was once a thing that was only enjoyed by software organizations on the East and West coasts, but is now invading Indianapolis -- increasing productivity, making teams empowered (and happier!), and helping managers focus less on the taskmaster role and more on the important stuff.
Scrum is an agile framework for managing projects that emphasizes transparency, inspection, and adaptation. The key roles in Scrum are the Product Owner, Scrum Master, and Development Team. The Product Owner manages the Product Backlog of features and priorities. The Scrum Master coaches the team and removes impediments. The Development Team works in short Sprints to deliver working software. Key Scrum events include Sprint Planning, Daily Scrums, Sprint Reviews, and Sprint Retrospectives. Artifacts include the Product and Sprint Backlogs, as well as impediment and parking logs. Together, these roles, events, and artifacts aim to deliver working software frequently through an empirical process of transparent inspection and adaptation.
Scrum and Kanban are popular agile methodologies used with Team Foundation Server (TFS). TFS supports agile practices through features like version control, work item tracking, build automation, and reporting. It allows teams to manage their backlogs, track work items like user stories and bugs, and gain visibility into project progress and metrics.
Scrum is an efficient framework within which you can develop software with teamwork. It is based on agile principles.
This presentation will help you understand agile development in general and Scrum in specific. You will get familiar with its associated terminology along with appropriate examples.
Adaptive planning involves planning and execution occurring multiple times for small slices of the product. Each subsequent planning takes input from the previously delivered slice, making it an empirical process. This allows the breaking of dependency between plans and requirement stability seen in predictive planning. Adaptive planning puts people first by having them define and tweak the process based on feedback, making it evolutionary, whereas predictive planning is process first.
Managing a team and project are quite synonymous. Especially, teams require effective distribution of responsibility / roles. Once that is setup, a proper process guides people to make progress. All this fits into a product lifecycle, which is essential to develop the right product, in the right way, and deliver it at the right time.
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.
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 simple and crisp quick reference card is for Agile and Scrum basics. It is a simple way to glance through all the concepts and use it as a tool for revision, even before an interview.
This document provides an introduction to Agile and Scrum. It discusses the principles of Agile, including the Agile Manifesto. Scrum is presented as an Agile framework consisting of roles, ceremonies, and artifacts. The roles of Product Owner, Scrum Master, and Engineering Team are defined. Ceremonies like Sprint Planning, Daily Scrum, Sprint Review and Retrospective are explained. Artifacts such as Product Backlog, Sprint Backlog and Burn Down Chart are also summarized. User stories, estimation techniques, and definitions of done are covered as part of requirements and planning in Scrum.
Scrum is an agile framework for managing product development that focuses on iterative delivery of value through collaboration between self-organizing cross-functional teams. Key aspects of Scrum include short "sprints" where work is defined and tracked on a sprint backlog, daily stand-up meetings, sprint planning and review sessions, and emphasizing working software over documentation. The framework defines three roles - Product Owner who prioritizes features, Scrum Master who facilitates the process, and a self-organizing Development Team.
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.
Agile the most famous SDLC technique. This presentation helps you know what is Agile Scrum all about.
It also helps you know about,
- Sprint Planning
- Scrum Meeting
- Effort Estimation
- Common Mistakes in sprint planning
This document provides an overview of agile development principles and practices like Scrum. It discusses agile values such as prioritizing individuals, interactions, working software, and customer collaboration over processes, tools, documentation, and contract negotiation. Key Scrum roles like the Product Owner, Scrum Master, and Development Team are defined. Scrum ceremonies like Sprint Planning, Daily Scrums, Sprint Reviews, Retrospectives, and Backlog Refinement meetings are also outlined.
The document discusses the history and principles of agile software development. It describes how a group of software leaders met in 2001 to discuss unproductive development practices, which led to the creation of agile frameworks like Scrum. The 12 principles behind the Agile Manifesto are outlined, focusing on customer satisfaction, welcoming changing requirements, and frequent delivery of working software. Key ceremonies like the daily scrum and sprint planning and retrospectives are also summarized.
This document outlines the syllabus for a Software Engineering course. It includes 3 modules - an introduction to software engineering, teamwork, and customers/users. For each module, it lists the intended learning outcomes, assessment tools (exams, assignments), and whether the assessments are formative or summative. It provides details on the topics to be covered in each module such as the Agile manifesto, principles of Agile development, roles in Agile teams, and integrating user-centered design into Agile development. The document also describes the structure of "business days" where student teams present their work, receive feedback, and plan future iterations.
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 document provides an overview of Agile project management. It discusses the history and origins of Agile, which began in 2001 when 17 software development pioneers created the Agile Manifesto. It defines Agile as an iterative approach to software delivery that builds incrementally from user stories prioritized in two-week sprints. The document outlines the key principles of Agile methodology including Scrum framework with roles of Product Owner, Scrum Master, and development team. It compares the Waterfall and Agile approaches and describes the Scrum process, artifacts, and ceremonies used in Agile development.
Learn and Grow:
We give trainings for following courses:
Selenium with Java Online Training
Selenium with C# Online Training
JMeter Online Training
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Agile Network India | Guesstimating the timeline for backlog itemsAgileNetwork
Session Title: Guesstimating the timeline for backlog items
Abstract: Even with agile and lean mindset, focus never shift on getting a correct estimating process for each backlog item. This includes techniques like swarming, System Thinking, Value Stream Mapping, DOR and DOD creation, TDD/ATDD/BDD, XP concepts etc. which can be used efficiently to get the best results and faster delivery estimates.
Key Takeaways:
1. End to End estimation process to get an estimate of each backlog item.
2. Lean concepts like System Thinking, VSM, Swarming, Little law, etc., to fasten the process of delivery
3. Glimpse of various metrics that help monitor the progress of the project.
Agile Network India | Guesstimating the timeline for backlog items | Amit Med...AgileNetwork
This document discusses factors to consider when estimating backlog items in an agile environment. It begins by outlining problems that can impact accurate estimation, such as dependencies between teams and interruptions. It then describes several best practices that can help with estimation, including creating a task pipeline during pre-planning sessions, defining definitions of ready and done, kanbanizing scrum processes, and using metrics like burnups, burndowns, and flow charts. Testing approaches and retrospectives are also discussed as important estimation factors. Overall, the document provides guidance on applying an agile mindset and collaborative practices to produce better estimates.
The document discusses Agile software development methodologies, with a focus on Scrum. It defines Agile as iterative development methods that promote adaptation over planning. Scrum is described as the most commonly used Agile framework, involving short development cycles called sprints, daily stand-up meetings, and product backlogs to track work. The key roles in Scrum include the Product Owner, Development Team, and Scrum Master.
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.
Scrum is an agile framework that prescribes four events within a sprint: sprint planning, daily scrum, sprint review, and retrospective. A sprint is a time-boxed period of one month or less where a development team works to complete product backlog items from the sprint backlog. The product owner prioritizes the product backlog and the development team self-organizes their work. At each event, the scrum team inspects and adapts their process to optimize their productivity.
This document provides an overview of software-as-a-service (SaaS) multi-tenancy. It discusses different types of multi-tenancy including single database for all clients and separate databases per client. It also compares managing a single database versus multiple databases. The document outlines elements needed for a multi-tenant system like tenant identification middleware and separate databases and media directories for each tenant. It recommends using existing Laravel and .NET NuGet packages to implement multi-tenancy that include features like tenant-specific logic and automated middleware.
This document discusses issues a mobile developer named Sara had with her company's backend team. Some key problems Sara faced included: changes to the backend breaking features in her app; inconsistencies in API data formats, JSON structure, and status codes; and lack of navigation links and proper documentation for the API. The document then provides recommendations for the backend team to improve the API, such as implementing versioning, following hypermedia constraints, maintaining consistency in data formats and structures, and thoroughly documenting the API.
This document discusses Guzzle, a PHP HTTP client library, and creating RESTful APIs with PHP. It explains what Guzzle is, how to install it using Composer, and how to make asynchronous and concurrent requests with Guzzle. It then covers REST API concepts like HTTP verbs, request and response structures, status codes, and building a basic RESTful API in PHP. Code examples are provided to demonstrate creating a RESTful API using PHP.
This document outlines a course on PHP web services. It covers connecting to remote web services using CURL and Guzzle, creating REST and SOAP APIs, and consuming web services. The introduction defines web services and common types like SOAP and REST. Part 1 discusses JSON and encoding/decoding data. Part 2 focuses on connecting to external APIs using CURL and handling errors.
This document provides information on search engine optimization (SEO). It discusses Google's 200 ranking factors and types of spam to avoid, such as off-site spam and in-page spam. It covers SEO terminology like crawling, indexing, and algorithm updates. On-page optimization techniques are presented, including metadata, titles, headings and keyword density. The importance of internal and external links is explained. Tools for various SEO tasks are listed, including Google Webmaster Tools, Google Analytics, and the Google Disavow tool. Quizzes are included to test knowledge.
1. Webmaster Tools shows Google errors and problems like duplication from pagination where the URL changes by adding the page number.
2. Tags are smaller in scope than categories and are focused keywords for topics in a post, like "Chicken, Meat, Fish" for food categories.
3. Categories allow organization of website posts and creation of breadcrumbs for navigation from broad to specific pages like "Home > Blog > Arabic Food > Soups > Red Soup".
Focus keywords should be mentioned in the URL, page title, subtitles, and paragraphs with URL being the most important followed by page title then subtitles and finally paragraphs. Yoast is an on-page SEO tool and SEO WordPress plugin that helps with meta data like title, description and keywords as well as site maps, robots, and readability through using active voice, short sentences, subtitles, varied sentence structure, and transition words. Meta data contains information about the web page within the header tag including the title, description and keyword tags.
This document discusses test-driven development (TDD) using PHP. It explains that unit testing is important for testing business logic and APIs to avoid defects and keep code well-designed and loosely coupled. Unit tests should confirm the functionality of small units of code. An effective test infrastructure includes a unit test runner, unit tests, test libraries, and the source code being tested. Tests for a stars API that returns asterisks based on a number passed in should include tests for negative numbers returning errors, zero printing no stars, and positive numbers printing the correct number of stars. Unit tests should consume public APIs, be in a separate project, run repeatably and independently in any order, start with easy cases first, and have one
This presentation was given to some fresh graduate developers to help them understand how to protect their web apps against some famous attacks like XSS . the presentation was a part of a bigger course that was designed to asset them
The document discusses various software architecture patterns and principles, comparing monolithic and microservices architectures. It covers topics like layers, domain-driven design, code-first versus database-first approaches, and considerations for data management in multi-tenant systems. The key aspects of architectures like microservices and domain-driven design are explained at a high level.
تلخيص مختصر لكتاب التوحيد و التوكل للامام الغزالى من سلسلة احياء علوم الدينABDEL RAHMAN KARIM
تلخيص مختصر لكتاب التوحيد و التوكل للامام الغزالى من سلسلة احياء علوم الدين
يشرح فيه الامام فنون التوكل على الله لجلب النفع او استبقاؤه او دفع الضر او قطعه و يوضح احوال المتوكلين على الله
WWDC 2024 Keynote Review: For CocoaCoders AustinPatrick Weigel
Overview of WWDC 2024 Keynote Address.
Covers: Apple Intelligence, iOS18, macOS Sequoia, iPadOS, watchOS, visionOS, and Apple TV+.
Understandable dialogue on Apple TV+
On-device app controlling AI.
Access to ChatGPT with a guest appearance by Chief Data Thief Sam Altman!
App Locking! iPhone Mirroring! And a Calculator!!
Need for Speed: Removing speed bumps from your Symfony projects ⚡️Łukasz Chruściel
No one wants their application to drag like a car stuck in the slow lane! Yet it’s all too common to encounter bumpy, pothole-filled solutions that slow the speed of any application. Symfony apps are not an exception.
In this talk, I will take you for a spin around the performance racetrack. We’ll explore common pitfalls - those hidden potholes on your application that can cause unexpected slowdowns. Learn how to spot these performance bumps early, and more importantly, how to navigate around them to keep your application running at top speed.
We will focus in particular on tuning your engine at the application level, making the right adjustments to ensure that your system responds like a well-oiled, high-performance race car.
Top 9 Trends in Cybersecurity for 2024.pptxdevvsandy
Security and risk management (SRM) leaders face disruptions on technological, organizational, and human fronts. Preparation and pragmatic execution are key for dealing with these disruptions and providing the right cybersecurity program.
Everything You Need to Know About X-Sign: The eSign Functionality of XfilesPr...XfilesPro
Wondering how X-Sign gained popularity in a quick time span? This eSign functionality of XfilesPro DocuPrime has many advancements to offer for Salesforce users. Explore them now!
SOCRadar's Aviation Industry Q1 Incident Report is out now!
The aviation industry has always been a prime target for cybercriminals due to its critical infrastructure and high stakes. In the first quarter of 2024, the sector faced an alarming surge in cybersecurity threats, revealing its vulnerabilities and the relentless sophistication of cyber attackers.
SOCRadar’s Aviation Industry, Quarterly Incident Report, provides an in-depth analysis of these threats, detected and examined through our extensive monitoring of hacker forums, Telegram channels, and dark web platforms.
UI5con 2024 - Bring Your Own Design SystemPeter Muessig
How do you combine the OpenUI5/SAPUI5 programming model with a design system that makes its controls available as Web Components? Since OpenUI5/SAPUI5 1.120, the framework supports the integration of any Web Components. This makes it possible, for example, to natively embed own Web Components of your design system which are created with Stencil. The integration embeds the Web Components in a way that they can be used naturally in XMLViews, like with standard UI5 controls, and can be bound with data binding. Learn how you can also make use of the Web Components base class in OpenUI5/SAPUI5 to also integrate your Web Components and get inspired by the solution to generate a custom UI5 library providing the Web Components control wrappers for the native ones.
Unveiling the Advantages of Agile Software Development.pdfbrainerhub1
Learn about Agile Software Development's advantages. Simplify your workflow to spur quicker innovation. Jump right in! We have also discussed the advantages.
What to do when you have a perfect model for your software but you are constrained by an imperfect business model?
This talk explores the challenges of bringing modelling rigour to the business and strategy levels, and talking to your non-technical counterparts in the process.
Top Benefits of Using Salesforce Healthcare CRM for Patient Management.pdfVALiNTRY360
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1. Course Contents
i. Agile Revision
i. Mainfesto, values, Principals and methodologies
of Agile.
ii. Scrum
i. Tineline and Activities
ii. Product backlog & user stories.
iii.Measuring productivity, estimates and due dates
iii.Scrum vs other Agile methodologies.
● What could go wrong? And, How to fix?
4. Waterfall
● Requirements are very
well documented, clear
and fixed
● Product definition is
stable
● Works well for smaller
projects where
requirements are very
well understood
● Process and results are
well documented
● No working software is
produced until late
● Cannot accommodate
changing requirements.
● Not a good model for
complex projects
6. Waterfall problem in 1990s
● There were a frustration in the 1990s because The
enormous time lag between business requirements
(the applications and features customers were
requesting) and the delivery of technology that
answered those needs.
● Many projects were canceled
● Many projects were difficult to be altered.
9. The Four Values of The Agile
Manifesto
● 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.
10. The Twelve Agile Manifesto
Principles
● Customer satisfaction through early and continuous
software delivery
● Accommodate changing requirements throughout
the development process
● Frequent delivery of working software
● Enable face-to-face interactions – Communication is
more successful when development teams are co-
located.
11. The Twelve Agile Manifesto
Principles
● Support, trust, and motivate the people involved –
Motivated teams are more likely to deliver their
best work than unhappy teams.
● Self-organizing teams encourage great
architectures, requirements, and designs – Skilled
and motivated team members who have decision-
making power, take ownership, communicate
regularly with other team members, and share
ideas that deliver quality products.
12. The Twelve Agile Manifesto
Principles
● Working software is the primary measure of
progress.
● Agile processes to support a consistent development
pace – Teams establish a repeatable and
maintainable speed at which they can deliver
working software
13. The Twelve Agile Manifesto
Principles
● Collaboration between the business stakeholders and
developers throughout the project
● Attention to technical detail and design enhances
agility – The right skills and good design ensures the
team can maintain the pace, constantly improve the
product, and sustain change.
14. The Twelve Agile Manifesto
Principles
● Simplicity – Develop just enough to get the job
done for right now.
● Regular reflections on how to become more
effective – Self-improvement, process
improvement, advancing skills, and techniques
help team members work more efficiently.
15. Agile methodologies
The Agile methodologies outlined below share
much of the same overarching philosophy,
however, each has its own unique mix of practices,
terminology, and tactics.
● Scrum
● Kanban
● Extreme Programming (XP)
16. Agile methods differes on
● Roles
● Timeline, due dates
● Measurment of productivity
● Handling changes
● Type of projects fit for.
25. Traditional software team vs
SCRUM team
● The traditional software team
is organized hierarchically,
with an assigned manager “on
top” and developers
“below.” .
● PM is responsible for
managing every thing!
● Self-Managed Agile teams,
on the other hand, are cross-
functional groups where
“individuals manage their
own workload, shift work
among themselves based on
need and best fit, and
participate in team decision
making.
● Team is fully responsible
with along with PO and
scrum master
32. Collabortaion
● Individuals working together need to be aware of
each other’s work.
● Collaborating individuals must partition work into
units, divide the units among team
● members, and then after the work is done,
reintegrate it.
● Identify risks
● Continous improvments
33.
34. Tech vs Business
● Targets , sales, usability, Money
orianted
● Projects driven purely by
business people, impossible to
implement due to technology
problems.
● Code and quality orianted.
● Projects driven purely by
technical people don't make a
sustainable business.
Stop thinking about “us vs them”
and start building solutions together,
which fulfil the given requirements.
35. Confliect resolution
● Win Win
● Win Lose
● Lose Lose
●
Lose Win
● Listen, understand then
speak out
● Be imparcial
● Consider the other person's
constrain
●
Smooth and acomodate
● Explain in easy to
understand terms.
● Delay till you think
through.
● Get back to the team.
38. Sprints must have
● A specified goal.
● Set of Product backlog items selected from the product back log
each has acceptance criteria. And the priority of each item
should be known.
● Team with defined Capacity
● Time boxed length.
● Tool to help planing and monitor progress.
40. Sprint Zero Goals
● Create the project’s skeleton.
● Setting the project environment.
● Develop epics.
● A release plan assigning each epic/stories to a
release.
● Create user stories.
● Epic, feature, user story, task, sub task, technical
user story , bug, and spike.
41. Stability sprint / Bug sprints
● A Bug Sprint is a sprint specifically for fixing
bugs and increase stability.
● Needed when velocity in previous sprints are high
and testing is low.
● Bugs and code to be refactore are a technical dept.
42. Sprint planning meeting
● It is Timeboxed to eight hours for a one-month
Sprint
● This meeting have two parts:
● Objectives part 50% of time
– Sprint Goal
– User stories
● Capacity and estimate part 50% of time
– Team capacity.
– Tasks estimate.
– Assignment.
45. Remember ..
● Put time for meetings.
● Put time for week ends, national holidays
and individual vacations and ask team to
menaion any possible planned vacation
ahead.
● Keep focus factor for any thing that can not
be plan. That value can vary 75% to 95%
46. Team Velocity
By looking at the amount of work your team completed in previous
sprints, you should be able to estimate how much work they can do
in future sprints. In Agile development, this estimate is known as
sprint velocity.
- Sprint 1: 3 user stories x 8 story points = 24
- Sprint 2: 4 user stories x 8 story points = 32
- Sprint 3: 5 user stories x 8 story points = 40
- Total = 96
So, your average sprint velocity is 96 ÷ 3 = 32
47. Sprint planning
1- Objectives of the sprint
● Sprint Goal
● User stories
2- Estimating the capacity of the team.
The team is also responsible for estimating how much time
each member has for Sprint-related work. Most team
member’s days will not be dedicated entirely to Sprint work.
Team capacity = 300 Hours
48. Sprint Planning meeting
3- Identify and estimate tasks
the Product Owner and team to work together to break each
item down into individual tasks. Those tasks can then be
assigned an estimated time to complete.
- Tasks capacity can't exceed Team capacity, it's advisable
to leave 10% buffer for risks.
- The Product Owner will play a huge part in helping the
team fully understand each item so that they can break
things up to tasks.
Story takes about 2-3 calendar days (rule of thumb)
49. Sprint Planning
4- Task Assignment
Once your team has finalized member availability as well as
the time needed for each task, the team then begins
determining who will complete each item by volunteering.
The final workload of each individual must be reasonable
and fair.
53. Stand Up meeting
● Select a casual location.
● Make time for appreciation
● Get update about progress
i. What have a recently accomplished?
ii.What are my in-progress tasks and/or plans?
iii.What obstacles are impeding my progress?
54. Standup meeting cont
● When there is reported problem:
● Help or communication from PO to explain
feature
● Needed data from the client
● Technical help needed
● Error or a bug without a suspect (Back end /
Mobile) => Separate meeting
55. Stand up meeting Cont
● Resource is later than estimate
– Re-assignment
– Negociate cutting stories from his scope
– Any resource idle
– Investigate Reason of the delay
● Some times it could be a good idea to invite
client or other stackholders to attend stand
up meeting, if they wont interrupt the
activities.
56. Review Meeting
● Attendees include the Scrum Team and key
stakeholders invited by the Product Owner at the
end of each sprint.
● Goals:
● PO explains what Product Backlog items have
been “Done” and what has not been “Done”.
● Team demonestrates the new features.
● Adapt the Product Backlog, and re-evaluate
priorities on what to do next.
● PO review the timeline and projects delivery
dates based on progress to date (if needed).
57. Retrosperct Meeting
● Within a week after a release. Could also held after
each sprint.
● Every retrospective should at a minimum result in a
list of “things that went well” and “things that could
use improvement.”
● Explore every aspect of the project, from locking
in the requirements to coding, Scheduling, resource
allocation, documentation, communication,
testing… they’re all viable topics for the discussion.
58. Backlog grooming sessions
● One of the Product Owner’s key responsibilities is
grooming the Prioritized Product Backlog.
● The Product Owner should invite stakeholders
whose feedback is required.
● Goals of Groming sessions:
● Refine requirments into suitable User Stories.
● Reperioritze user stories to match customer
change of prioritues.
● Estimate/re-setimate user stories
– Till sprint planning meeting any item in the
backlog is open for restimate.
64. Theme
A theme is a goal or an
abjective that is
correspond to a group
of business value that
customers can
understand.
65. Epic
● larger bodies of work (than tasks and stories),
which can be the building blocks of themes.
● is a collection of multiple tasks or user stories. It
is responsible for producing a major deliverable.
● A large user story that we need to break down
further.
66. A User Story is ...
● Valuable
Reprisents one new feature.
● Deployable / Shipable
● Testable
● Estimatable
● Small
For a 2 week sprint, it's better if every story can be completed in 1 to 3
days.
● CCC
Card, Conversation, Confirmation.
69. Very simple User story
● As a User I want to see a newspage to read the latest
news.
● What could Go wrong :D
● Possible Design damage by missing images
● Possible security vulenrability by showing a maleware/malisious file
● Possible Null exception if no news yet
● Possible exception number of news less than number of items per
page.
● Possible Null exception if a news item is entered in approriatly (empty
title or empty summery)
● Possible random error that is totally not your fault yet annoy the user.
70. Acceptance criteria example
● A user should see:
● Latest 10 (or less) saved news items (Order DEC by date)
● Each news item has : - A thumnail
- Type JPG, Exact dimension (50 x 50)
- Size 100 KB or less.
- a summery (max 150 characters)
● Edge Cases:
● If a news item dosn't have an image, a default image should be loaded.
● If saved image with incorrect size, mime type or dimension, the default
image should be loaded
● if no news in DB, Error Message M20 should appear
● If saved news items are less than 10 show them.
● if Message is more than 150 charactersTruncate summery.
● If summery is Null/empty don't show this news item.
● If unknown error appear, show message to refresh page and try again.
71. ● If a news item dosn't have an image, a default image should be loaded.
Possible Design damage by missing images
● If saved image with incorrect size, mime type or dimension, the default
image should be loaded
Possible security vulenrability
● if no news in DB, Error Message M20 should appear
Possible Null exception
● If saved news items are less than 10 show them.
Possible exception
● If summery is Null/empty don't show this news item
Possible Null exception
● If unknown error appear, show message to refresh page and try again.
Possible random error that cause company to complain.
73. Splitting user stories
● To deploy faster and be able to delay some of the
work for later.
● For better analysis, focus, negociation, testing and
estimate
● How?
● At mixed priorites acceptance criteria
● At Cross cutting concern
● Separating needed performance optimizations
as separate user stories
74. Are all acceptance criteria with
same priroity?
● If yes then all of them should be done
● If no, you have a mixed priorities in same user
story
● you can separate the lower priority
acceptance criteria to another user story in
a future release if you need time.
75. Mixed Priorities example
● To simplify, If there is a need to show along with
the news a pagger to pagginate to old news it
could be a part of the same user story or split it to
a new user story
● As a user I need to pagginate the news to check
old news.
76. Cross cutting concern separation
● An acceptance criteria that is needed in many user
stories. So it need to be separated as a user story
to decrease development time
● Examples :
● Rondom error handler
● Checking that a certain access being done by
authenticated access.
77. Splitting user stories for
Performance optimization
● Behind the scene stories that require more
optimization.
● As A user I want to see the news
● As A user I want to see the news in less than 30
seconds.
78. Spikes
● a spike is a story that cannot be estimated until a
development team runs a time-boxed
investigation. The output of a spike is an estimate
for the original story.
● Spikes represents risks, so it's good to do them
early on in the release and be resolved quickly.
79. Technical user stories what, when
and how?
● A Technical User Story is one focused on non-
functional support of a system.
● Dosn't add new behaviour
● Infrastructure stories
● For example, implementing back-end skilliton,
performance optimization or needed code refactor
for a module.
● No need a standerd formats, just write them in plain
english.
80. Technical user stories what, when
and how?
● Usually forgotten while planing or backlog
gromming sessions.
● Stack holders usually gravitate toward
functionality first
● No demo
81. Combining user stories
● Work needed in same itration
● User stories very related
● Each are very easy to be implemented by the team
● Forgot password and reset password
combining
● Login and Logout
83. Round No 1
As a Manger I want recieve a daily sales report
by email to monitor my sales progress.
84. Acceptance Criteria
● The report should be in PDF format
● The report should be sent to Manger's email
with subject M20 and Message M21
● The report should be sent from
● The report should include all sales done in
the sent date. Needed columns:
OrderId, Date, Package name, price,
Customer Country and Customer name
Guess Edge cases
85. Edge cases
● If no sales this day no email should be sent.
● If email server error, an SMS should be sent to
admin.
● All sent email should be logged in daily log file
with sent date.
● If customer name or any other report field
contains latin characters it should be correctly
encoded in the pdf report.
86. - Theme: Having HQ Movies Reviews
articles To increase user involvment
● Epic
As a Marketing Lead, I
want to have a content
management system so
that I can manage and
provide quality content
to users.
● As a content owner I
should see all my drafts to
edit or delete one of them
● As a Content Owner, I
want to be able to create
content to provide
information.
.
● As an Editor, I want to
review assigned content
before it is published so
that I can assure it is
optimized.
87. Round 2
As a Content Owner, I want to be able to create content
to provide information..
88. Acceptance Criteria
●Users should be logged in as Content owners
to post a new content
●User should be able to add title, summery and
body of the new content
●User should save draft for later.
●User should assign his content to an editor for
review.
●Each content should belong to one Content
owner and be assigned to a single one editor.
89. Edge cases
● Only admins and content owners can create
content. If anaymous user or a logged in user with
different role tries to post a content he should get
403 messge M20
● If content owner posts an article with empty title,
summery or body he should recieve message M21
● If no editors in system the Assign drop down
menu should be disabled.
● When clicking assign without selecting an Auther
M22 should be recieved.
90. Round 3
● As A user I want to reset my password to enter
my account if I forgot my password.
91. Acceptance criteria
● User should click on a 'Forgot Password' link in the login
page.
● In the forgot screen user should enter his saved email address
correctly first to recieve a Message M10 on screen and a reset
password email should be sent to this saved email address.
● The reset password email should has subject M15 , and body
M16 and sent from email address ---------
● The email should contain a reset link with a secure token that
is valid for 60 minutes.
● The reset link should redirect the user to reset page to enter a
new strong password twice (containig at least one uppercase,
one digit and length between 8 and 16 chars)
● After reset user should be recieve a confirmation M11.
92. Edge Cases
● If user enters wrong email address he should get
M12 message.
● If email server gets an error it should send SMS to
admin
● If token is expired or not correct user should get
error message M13.
● If new password is not strong user should get
M14
93. Q & A about Scrum
Agile is not a set of practices; this is a frame of
mind.
94. What could go wrong when applying scrum?
Top 12 Problems
95. What could go wrong with SCRUM
1- Too little flexibility
Agile projects often fall down because of rigid
procurement practices. A large organization will
appoint a supplier to deliver an agile project, but
with a contract that ties them to fixed
deliverables.
● You have to have contracts allowing Agile.
96. 2- Lack of support from the top
“An urgent problem or request crops up and
everyone is forced to scatter like ants.”“Too often
management either doesn’t understand or doesn’t
care about the constraints required of agile.
● You have to make big efforts in conviencing Top
managment with Agile and get them included.
97. 3- Incomplete User stories
Often when teams sit down to complete estimates
for the upcoming sprints, user stories are
incomplete. This results in the inability to
properly estimate, the likelihood of scope creep,
and an inability to deliver what was originally
planned.
● Good PO is a must & Get them certified if
possible
● Missing Acceptance criteria or Edge cases is a
future bug.
98. 4- Agile ≠ Scrum
● Many people believe that Scrum equals Agile.
But Scrum is a framework for managing a project,
while Agile is a philosophy based on certain
principles. And Scrum is only one of many
methodologies built on agile principles.
99. 5- Forgetting about modelling and design
● One of the Agile principle says “favouring
working software over documentation”, so it
might be tempting to skip all modelling and
design activities and only write code. But because
you’re doing agile, it doesn’t mean you “can’t”
model or design. Just the other way round – when
you’re trying to solve a really hard problem, all
means are important to figure out the right
solution.
100. 6- No communication between technical and
business
The client needs to be able to communicate with
you and your teams on a constant basis.
● Agile depends on close, frequent interaction with
the customer.
101. 7- No capacity / velocity planning.
Not measuring team velocity and estimating its
capacity may end up having burned or idle teams.
It's problematic in eaither ways.
102. 8- No risk control
Risk Controls – If you don’t employ some risk
management techniques within your agile
development, you will have problems.
● You need to identify and mitigate risks a head
with each sprint / release planning.
● Have planned spikes , use pear programming at
difficult tasks, consult experts
103. What could goes wrong
9- No Product Roadmap
● RoadMap is a strategic tool which shows how the
product is expected to grow in phases (over time
and across a number of major releases).
● Scrum artifacts are Product backlog, sprint
backlog and Product Roadmap.
● Template for roadmap :
https://slideuplifts.medium.com/creative-ready-to-use-p
104. What could goes wrong
10- Poor product back log
● Backlog is not dynamic.
● Back log is not a living refrence.
● No product backlog grooming / refinemnt
sessions.
● Product backlog is not orderd correctly.
Holding backlog refinement / grooming meetings
ensures it happens regularly and it provides
another opportunity for the entire Scrum Team to
discuss the issues.
105. What could goes wrong
11- No retrospective meetings.
Feedback about the process remains hidden.
12- Micromanagment and lack of transperancy.
Self-Managed team that is shared responsability is
a core Agile proncipale. Doing Micromanagment
or not sharing necessary information about project
vison and growth plan with team prevents this
from happening.
107. XP
● XP is Scrum with technical practices. It’s
mindset/behavior and a more prescriptive
approach with a strong feedback loop.
● The iterations are 1-2 weeks or less.
● You can combine Scrum + XP
Any Scrum team can make its work more
effective by implementing some XP practices.
108. XP Engineering practices
● Code Refactoring
● Collective ownership of code
● TDD and automated testing
● Pair programming
● Small Releases with MVP first
● Simple design
● System Metaphor
109. Scrum Vs XP
● The iteration is between 2 to 4 weeks. The
iterations are 1-2 weeks or less. For very
aggressive teams, it can go up to a day.
● In scrumChanges in the sprint are not allowed.
whileXP Teams are much more amenable to
change within their iterations, but change can
only be made if the team hasn’t started working
on a feature and at the same time the change is of
the equivalent of the swapped item.
●
110. Scrum Vs XP
● In scrumThe testing of the software is completed
almost at the end of each sprint, (i.e. Sprint
Review) while in XP The software needs to be
validated at all times, to the extent that the tests
are written prior to the actual software. TDD
● Scrum doesn’t prescribe any engineering practices
while XP does.
● The Scrum Master is responsible for what is done
in the Sprint, including the code that is written A
developer can modify or refactor the parts of the
code as and when the need arises.
111. Roles in XP
● A typical XP team includes six roles.
● The customer is the person who is responsible for
writing user stories, setting priorities and
formulating the product backlog.
● The programmer is an ordinary developer, who
writes the code and performs the entire amount of
project tasks.
● The coach is the person who watches the team’s
work, controls it, and teaches its members to
implement the most effective practices.
●
112. Roles in XP
● The tracker is the person whose main task is to
monitor the progress of software development and
to detect all problems in it.
● The tester is the team member responsible for
product testing. The quality of the final product
strongly depends on his work.
● The doomsayer is the person who tracks the
project risks and warns the team about them.
115. KanBan Improve Flexibility
Kanban respects your organization's current state,
and it doesn’t require revolutionary changes. On the
contrary, it suggests that you should pursue
incremental, evolutionary change and continuously
improve.
119. Visualize work flow
● Kanban reveals bottlenecks in your workflow
● Once you build a Kanban board and you fill it
with cards, you will see that some columns will
get overcrowded with tasks. This will help you
spotlight bottlenecks in your workflow and tackle
them properly.
120. 2- WIP Limit
- WIP is the number of task items that a team is
currently working on.
-Limiting WIP means implementing a pull
system on parts or the complete workflow.
Setting maximum items per stage ensures that
a card is only “pulled” into the next step when
there is available capacity.
121. 2- WIP
● WIP limits allows you to complete single work
items faster by helping your team focus only on
current tasks.
● In a team of two, installing a limit on work in
progress of one task per person would prevent
context-switching and immediately reveal the
difference in throughput rates
122. 2-WIP
● WIP limits should not be exceeded at any cost
unless there is an urgent task that needs to be
considered the highest priority.
125. 3- Managing Flow
● One of the main goals when implementing a
Kanban system is to create a smooth, healthy
flow. Instead of micro-managing people and
trying to keep them busy all the time
126. 4. Feedback Loops
● An example of a feedback loop is the daily stand
up meeting for team synchronization. It takes
place in front of the Kanban board, and every
member tells the others what they did the
previous day and what they will be doing today.