Agile2016: Intro to Agile Product ManagementRich Mironov
Product owner is a critical role for agile/scrum teams, as a key stakeholder and representative of users, customers or markets. Commercial software companies have a broader role - product manager - responsible for identifying market needs/opportunities, making product-level decisions and managing sales/customer relationships on behalf of executives. This talk maps out product owners and software product managers, with approaches to meet all of the product needs for a market-successful product. (reprise from Agile2015)
1) PERT and CPM are network analysis techniques used to schedule, coordinate, and control complex projects. They analyze the tasks involved in a project and their interdependencies to estimate project duration and identify the critical path.
2) The document discusses key aspects of PERT and CPM including activity networks, time estimates, critical path identification, and slack calculations. It also provides an example of applying PERT/CPM to schedule a construction project.
3) PERT and CPM both help answer questions about project completion date, start/finish times of tasks, critical tasks, and float or slack times. The example project demonstrates how its network diagram can be used to determine a 44-week schedule with identified
Scrum is an agile framework for managing projects that uses short cycles of work called sprints to incrementally deliver working software. There are three main roles in Scrum - the Product Owner prioritizes features in the Product Backlog, the Scrum Master facilitates the process, and the self-organizing Team works to complete the highest priority items each sprint. Key Scrum artifacts include the Product Backlog, Sprint Backlog, and Burn Down Chart. The main Scrum ceremonies are Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective meetings.
The document provides an agenda for a JIRA Agile workshop. It begins with an overview of Agile and Scrum principles and frameworks. It then discusses what JIRA is and some of its key concepts like issues, projects, tasks, and stories. The document outlines JIRA features, workflows, user management, and tools like reports, boards, dashboards, and time tracking. It distinguishes between story point and effort estimation. Finally, it leaves time for questions.
This presentation discusses the following:
What is an estimate?
What are the factors influencing estimating?
How are agile projects estimated?
How Agile estimation solves common estimation problems?
The document provides an agenda and overview of an introductory training on Agile and Scrum frameworks. It discusses key concepts like the Agile Manifesto, Scrum values and roles, and the differences between Scrum and traditional Waterfall methodologies. It also covers topics like product vision, role engagement, planning, estimation, and Scrum simulations.
Agile2016: Intro to Agile Product ManagementRich Mironov
Product owner is a critical role for agile/scrum teams, as a key stakeholder and representative of users, customers or markets. Commercial software companies have a broader role - product manager - responsible for identifying market needs/opportunities, making product-level decisions and managing sales/customer relationships on behalf of executives. This talk maps out product owners and software product managers, with approaches to meet all of the product needs for a market-successful product. (reprise from Agile2015)
1) PERT and CPM are network analysis techniques used to schedule, coordinate, and control complex projects. They analyze the tasks involved in a project and their interdependencies to estimate project duration and identify the critical path.
2) The document discusses key aspects of PERT and CPM including activity networks, time estimates, critical path identification, and slack calculations. It also provides an example of applying PERT/CPM to schedule a construction project.
3) PERT and CPM both help answer questions about project completion date, start/finish times of tasks, critical tasks, and float or slack times. The example project demonstrates how its network diagram can be used to determine a 44-week schedule with identified
Scrum is an agile framework for managing projects that uses short cycles of work called sprints to incrementally deliver working software. There are three main roles in Scrum - the Product Owner prioritizes features in the Product Backlog, the Scrum Master facilitates the process, and the self-organizing Team works to complete the highest priority items each sprint. Key Scrum artifacts include the Product Backlog, Sprint Backlog, and Burn Down Chart. The main Scrum ceremonies are Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective meetings.
The document provides an agenda for a JIRA Agile workshop. It begins with an overview of Agile and Scrum principles and frameworks. It then discusses what JIRA is and some of its key concepts like issues, projects, tasks, and stories. The document outlines JIRA features, workflows, user management, and tools like reports, boards, dashboards, and time tracking. It distinguishes between story point and effort estimation. Finally, it leaves time for questions.
This presentation discusses the following:
What is an estimate?
What are the factors influencing estimating?
How are agile projects estimated?
How Agile estimation solves common estimation problems?
The document provides an agenda and overview of an introductory training on Agile and Scrum frameworks. It discusses key concepts like the Agile Manifesto, Scrum values and roles, and the differences between Scrum and traditional Waterfall methodologies. It also covers topics like product vision, role engagement, planning, estimation, and Scrum simulations.
This document provides an overview of agile stories, estimating, and planning. It discusses what user stories are, how to write them, and techniques for estimating story sizes such as story points. It also covers different levels of planning including release planning, iteration planning, and daily planning. The document is intended to provide background information on using agile methods for requirements management and project planning.
This document discusses Agile project management tools and methodologies. It covers JIRA Agile for tracking work in an Agile workflow, the Scrum framework, and its events and artifacts like sprints, product backlogs, and burn down charts. It also mentions the Agile manifesto and its values of prioritizing working software and customer collaboration over documentation and contracts.
Product Backlog Refinement is the act of adding detail, estimates, and order to items in the Product Backlog. This is an ongoing process in which the Product Owner and the Development Team collaborate on the details of Product Backlog items. During Product Backlog refinement, items are reviewed and revised. The Scrum Team decides how and when refinement is done. Refinement usually consumes no more than 10% of the capacity of the Development Team. However, Product Backlog items can be updated at any time by the Product Owner or at the Product Owner’s discretion.
The document discusses how to create a work breakdown structure (WBS) in project management. A WBS breaks down project deliverables and work into smaller, more manageable components. It divides complex projects into simpler tasks. This allows tasks to be more easily supervised, estimated, and managed. A WBS provides a framework for cost estimating, scheduling, and control. It helps managers plan, budget, define roles, and coordinate project elements.
Agile and Waterfall are two distinct methods of project management.
The Waterfall model can essentially be described as a linear model of project development. Like its name suggests, waterfall employs a sequential process. Development flows sequentially from start point to end point, with several different stages: Conception, Initiation, Analysis, Design, Construction, Testing, Implementation, and Maintenance.
In contrast, the Agile method proposes an incremental and iterative approach to project development. It was essentially developed in response to the limitations of Waterfall, as a way to give more freedom. The process is broken into individual models that team work on. There is no pre-determined course of action or plan with the Agile method. Rather, team-mates are free to respond to changes in requirements as they arise and make changes as the project progresses. Agile is a pretty new player to the development management. However, it has made substantial gains in use and popularity in the last couple of years.
Getting Started - Introduction to Backlog GroomingEasy Agile
Overview
- What is backlog grooming?
- Who should be involved in backlog grooming sessions
- Benefits of backlog grooming
- Guidelines for effective backlog grooming sessions
- Difference between backlog grooming and sprint planning
- Apple TV example
The document provides an agenda for a presentation on JIRA. The agenda includes explaining what JIRA is, discussing JIRA concepts and features, explaining why JIRA is useful, demonstrating how to use JIRA live, and holding a question and answer session. Sections of the presentation will cover topics like what JIRA is used for, how issues, projects and subtasks are organized in JIRA, example implementations of JIRA in different contexts, and key features and benefits of the software.
The presentation discusses project control and outlines steps to improve project control systems. It introduces basic concepts of projects, project control systems, and the current lack of effective controls. The presentation proposes formalizing processes, training, clarifying roles, and improving communication, documentation, and accountability to enhance project performance monitoring and management.
This document discusses effort estimation in agile projects. It recommends estimating tasks by relative size using story points rather than absolute time values. Planning poker, where a team privately selects effort estimate cards and then discusses them, is advocated as it emphasizes relative estimation and reduces anchoring bias. Velocity, the number of points a team can complete per iteration, is key for planning and adjusting for estimation errors over time. Burn down charts also increase visibility of progress.
This document discusses various agile software development methodologies including eXtreme Programming (XP), Scrum, Evolutionary Project Management (EVO), Unified Process (UP), Crystal, Lean Development (LD), Adaptive Software Development (ASD), Dynamic System Development Method (DSDM), and Feature Driven Development (FDD). It emphasizes that different methodologies may suit different clients and that the key is selecting the approach that best meets a client's requirements rather than taking a single approach for all. Communication is also highlighted as important for software project success.
The document provides a timeline and overview of various software methodologies and frameworks including Waterfall, Scrum, Extreme Programming, Feature Driven Development, Agile Manifesto, Lean, Kanban, Scrum Guide, Kanban for Scrum, and DevOps. It discusses the origins and key principles of each approach. The timeline shows how newer frameworks built upon lessons learned from prior methods and helped evolve practices over time to support more flexible and collaborative development.
This document discusses ranking portfolio initiatives and prioritizing projects. It outlines some of the challenges in defining prioritization criteria and building coherent portfolios. Some key points:
- It is important to define prioritization criteria as part of the strategic planning process to ensure the criteria are impartial.
- Multiple assessment criteria, both qualitative and quantitative, should be used to evaluate initiatives.
- The portfolio needs to be reviewed holistically to ensure balance and synergy across initiatives.
- Initiatives need to be sequenced and integrated properly to minimize competing priorities and maximize benefits.
Project planning and scheduling techniquesShivangi Saini
The document discusses various project scheduling and analysis techniques including:
- Milestone charts, task lists, Gantt charts, and network diagrams for displaying project schedules.
- Critical path analysis, critical chain analysis, PERT, and resource leveling for analyzing project schedules.
- Buffer management, crashing, fast-tracking, split-to-phases, and mainline-offline scheduling for accelerating project schedules. Each technique is briefly described along with its risks and applications.
Portfolio for JIRA & Kanban: How Thrillist Manages Their Product RoadmapAtlassian
Mike Solomon from Thrillist presents on how they manage their product roadmap using JIRA Software and Kanban. They organize work into a portfolio using epics and stories. They estimate work and identify dependencies. They have weekly planning meetings to review status, flag risks, and take action like adjusting priorities if needed. They use Kanban boards and cadences like daily stand-ups to visualize work and keep things flowing smoothly.
This document summarizes a presentation on project scheduling. It discusses key terminology like milestones and activities. The basic steps of project management are defined including defining activities, sequencing, estimating resources and durations, developing a schedule, and controlling the schedule. Techniques for project scheduling are described, including work breakdown structures (WBS), Gantt charts, critical path method (CPM), and Program Evaluation Review Technique (PERT). WBS involves breaking down large projects into smaller, more manageable tasks. Gantt charts, CPM, and PERT are network-based scheduling methods that use diagrams to show task relationships and identify the critical path.
The document provides an overview of roles, artifacts, meetings, and processes in Scrum. The Scrum team is cross-functional and self-organizing. Artifacts include the Product Backlog, Sprint Backlog, and Burndown Chart. Meetings include Sprint Planning, Daily Scrum, Sprint Review, and Retrospective. The Product Owner prioritizes the Product Backlog and Scrum Master facilitates the team.
The document provides an overview of how SAFe and Scrum connect at different levels from the portfolio to the team. It shows that at the portfolio level there is an enterprise architect and epic owners who define strategic themes and epics. At the program level, a release train engineer leads the agile release train which plans iterations and coordinates multiple Scrum teams. Each Scrum team has a product owner, Scrum master, and developers who work on user stories and tasks within sprints.
Introduction to Agile Estimation & PlanningAmaad Qureshi
Presented by Natasha Hill & Amaad Qureshi
In this session, we will be covering the techniques of estimating Epics, Features and User Stories on an Agile project and then of creating iteration and release plans from these artefacts.
Agenda
1. Why traditional estimation approaches fail
2. What makes a good Agile Estimating and Planning approach.
3. Story points vs. Ideal Days
4. Estimating product backlog items with Planning Poker
5. Iteration planning - looking ahead and estimating no more than a few week ahead.
6. Release planning - creating a longer term plan, typically looking ahead, 3-6 months
7. Q&A
Anhand dieses Dokuments haben wir bis Februar 2012 unsere Produktentwicklung organisiert.
Das Cheat Sheet wurde gemeinsam mit dem Team erarbeitet und nach jeder Retrospective angepasst.
Das TIB AV-Portal setzt auf das agile Management-Framework ScrumSvenDrStrobel
Basics and lessons learned during the implementation of Scrum using the example of the Scrum Team "TIB AV-Portal" at the German National Library of Science and Technology.
This document provides an overview of agile stories, estimating, and planning. It discusses what user stories are, how to write them, and techniques for estimating story sizes such as story points. It also covers different levels of planning including release planning, iteration planning, and daily planning. The document is intended to provide background information on using agile methods for requirements management and project planning.
This document discusses Agile project management tools and methodologies. It covers JIRA Agile for tracking work in an Agile workflow, the Scrum framework, and its events and artifacts like sprints, product backlogs, and burn down charts. It also mentions the Agile manifesto and its values of prioritizing working software and customer collaboration over documentation and contracts.
Product Backlog Refinement is the act of adding detail, estimates, and order to items in the Product Backlog. This is an ongoing process in which the Product Owner and the Development Team collaborate on the details of Product Backlog items. During Product Backlog refinement, items are reviewed and revised. The Scrum Team decides how and when refinement is done. Refinement usually consumes no more than 10% of the capacity of the Development Team. However, Product Backlog items can be updated at any time by the Product Owner or at the Product Owner’s discretion.
The document discusses how to create a work breakdown structure (WBS) in project management. A WBS breaks down project deliverables and work into smaller, more manageable components. It divides complex projects into simpler tasks. This allows tasks to be more easily supervised, estimated, and managed. A WBS provides a framework for cost estimating, scheduling, and control. It helps managers plan, budget, define roles, and coordinate project elements.
Agile and Waterfall are two distinct methods of project management.
The Waterfall model can essentially be described as a linear model of project development. Like its name suggests, waterfall employs a sequential process. Development flows sequentially from start point to end point, with several different stages: Conception, Initiation, Analysis, Design, Construction, Testing, Implementation, and Maintenance.
In contrast, the Agile method proposes an incremental and iterative approach to project development. It was essentially developed in response to the limitations of Waterfall, as a way to give more freedom. The process is broken into individual models that team work on. There is no pre-determined course of action or plan with the Agile method. Rather, team-mates are free to respond to changes in requirements as they arise and make changes as the project progresses. Agile is a pretty new player to the development management. However, it has made substantial gains in use and popularity in the last couple of years.
Getting Started - Introduction to Backlog GroomingEasy Agile
Overview
- What is backlog grooming?
- Who should be involved in backlog grooming sessions
- Benefits of backlog grooming
- Guidelines for effective backlog grooming sessions
- Difference between backlog grooming and sprint planning
- Apple TV example
The document provides an agenda for a presentation on JIRA. The agenda includes explaining what JIRA is, discussing JIRA concepts and features, explaining why JIRA is useful, demonstrating how to use JIRA live, and holding a question and answer session. Sections of the presentation will cover topics like what JIRA is used for, how issues, projects and subtasks are organized in JIRA, example implementations of JIRA in different contexts, and key features and benefits of the software.
The presentation discusses project control and outlines steps to improve project control systems. It introduces basic concepts of projects, project control systems, and the current lack of effective controls. The presentation proposes formalizing processes, training, clarifying roles, and improving communication, documentation, and accountability to enhance project performance monitoring and management.
This document discusses effort estimation in agile projects. It recommends estimating tasks by relative size using story points rather than absolute time values. Planning poker, where a team privately selects effort estimate cards and then discusses them, is advocated as it emphasizes relative estimation and reduces anchoring bias. Velocity, the number of points a team can complete per iteration, is key for planning and adjusting for estimation errors over time. Burn down charts also increase visibility of progress.
This document discusses various agile software development methodologies including eXtreme Programming (XP), Scrum, Evolutionary Project Management (EVO), Unified Process (UP), Crystal, Lean Development (LD), Adaptive Software Development (ASD), Dynamic System Development Method (DSDM), and Feature Driven Development (FDD). It emphasizes that different methodologies may suit different clients and that the key is selecting the approach that best meets a client's requirements rather than taking a single approach for all. Communication is also highlighted as important for software project success.
The document provides a timeline and overview of various software methodologies and frameworks including Waterfall, Scrum, Extreme Programming, Feature Driven Development, Agile Manifesto, Lean, Kanban, Scrum Guide, Kanban for Scrum, and DevOps. It discusses the origins and key principles of each approach. The timeline shows how newer frameworks built upon lessons learned from prior methods and helped evolve practices over time to support more flexible and collaborative development.
This document discusses ranking portfolio initiatives and prioritizing projects. It outlines some of the challenges in defining prioritization criteria and building coherent portfolios. Some key points:
- It is important to define prioritization criteria as part of the strategic planning process to ensure the criteria are impartial.
- Multiple assessment criteria, both qualitative and quantitative, should be used to evaluate initiatives.
- The portfolio needs to be reviewed holistically to ensure balance and synergy across initiatives.
- Initiatives need to be sequenced and integrated properly to minimize competing priorities and maximize benefits.
Project planning and scheduling techniquesShivangi Saini
The document discusses various project scheduling and analysis techniques including:
- Milestone charts, task lists, Gantt charts, and network diagrams for displaying project schedules.
- Critical path analysis, critical chain analysis, PERT, and resource leveling for analyzing project schedules.
- Buffer management, crashing, fast-tracking, split-to-phases, and mainline-offline scheduling for accelerating project schedules. Each technique is briefly described along with its risks and applications.
Portfolio for JIRA & Kanban: How Thrillist Manages Their Product RoadmapAtlassian
Mike Solomon from Thrillist presents on how they manage their product roadmap using JIRA Software and Kanban. They organize work into a portfolio using epics and stories. They estimate work and identify dependencies. They have weekly planning meetings to review status, flag risks, and take action like adjusting priorities if needed. They use Kanban boards and cadences like daily stand-ups to visualize work and keep things flowing smoothly.
This document summarizes a presentation on project scheduling. It discusses key terminology like milestones and activities. The basic steps of project management are defined including defining activities, sequencing, estimating resources and durations, developing a schedule, and controlling the schedule. Techniques for project scheduling are described, including work breakdown structures (WBS), Gantt charts, critical path method (CPM), and Program Evaluation Review Technique (PERT). WBS involves breaking down large projects into smaller, more manageable tasks. Gantt charts, CPM, and PERT are network-based scheduling methods that use diagrams to show task relationships and identify the critical path.
The document provides an overview of roles, artifacts, meetings, and processes in Scrum. The Scrum team is cross-functional and self-organizing. Artifacts include the Product Backlog, Sprint Backlog, and Burndown Chart. Meetings include Sprint Planning, Daily Scrum, Sprint Review, and Retrospective. The Product Owner prioritizes the Product Backlog and Scrum Master facilitates the team.
The document provides an overview of how SAFe and Scrum connect at different levels from the portfolio to the team. It shows that at the portfolio level there is an enterprise architect and epic owners who define strategic themes and epics. At the program level, a release train engineer leads the agile release train which plans iterations and coordinates multiple Scrum teams. Each Scrum team has a product owner, Scrum master, and developers who work on user stories and tasks within sprints.
Introduction to Agile Estimation & PlanningAmaad Qureshi
Presented by Natasha Hill & Amaad Qureshi
In this session, we will be covering the techniques of estimating Epics, Features and User Stories on an Agile project and then of creating iteration and release plans from these artefacts.
Agenda
1. Why traditional estimation approaches fail
2. What makes a good Agile Estimating and Planning approach.
3. Story points vs. Ideal Days
4. Estimating product backlog items with Planning Poker
5. Iteration planning - looking ahead and estimating no more than a few week ahead.
6. Release planning - creating a longer term plan, typically looking ahead, 3-6 months
7. Q&A
Anhand dieses Dokuments haben wir bis Februar 2012 unsere Produktentwicklung organisiert.
Das Cheat Sheet wurde gemeinsam mit dem Team erarbeitet und nach jeder Retrospective angepasst.
Das TIB AV-Portal setzt auf das agile Management-Framework ScrumSvenDrStrobel
Basics and lessons learned during the implementation of Scrum using the example of the Scrum Team "TIB AV-Portal" at the German National Library of Science and Technology.
Sind in der Anforderungserhebung Soft Skills die Hard Skills der Zukunft?
In den heutigen Entwicklungsprojekten gibt es immer mehr Abhängigkeiten und involvierte Stakeholder. In vielen Projekten sind hochspezialisierte Experten, die jeder nur für einen kleinen Teil im Projekt zuständig sind, für die Erhebung der Anforderungen verantwortlich. Dies stellt ganz neue Anforderungen an die inhaltliche Abstimmung der
beteiligten Stakeholder. Speed Creation ist eine neue agile Projektentwicklungsmethode und steigert die Mitarbeiterproduktivität in komplexen Projekten. Man erarbeitet in einem kleinen Team in einer 48-72h Workshopserie sehr schnell das Projektsetup und einen ersten 80% Entwurf der Anforderungen. Im Vortrag wird die Speed Creation Methode vorgestellt und wie sie mit Hilfe von Fusion Modeling in interdisziplinären Teams
angewandt wird.
Agile Teamarbeit - wie Startups Projekte managen und die Zusammenarbeit fördernSascha Böhr
Sascha Böhr, CEO & Founder der 247GRAD GmbH und der 247GRAD Labs GmbH vermittelt in seinem Vortrag, wie Startups Projekte agile managen und dabei Frameworks wie Scrum oder Kanban einsetzen können
SEO-Projekte scheitern oft nicht am Fachwissen - sondern am Projektmanagement. Dabei wäre es manchmal so einfach... Eine Session über Anforderungen, Tasks und deren Umsetzung.
Make Agile Great - PM-Erfahrungen aus zwei virtuellen internationalen SAFe-Pr...QAware GmbH
GPM Regionalgruppe Chemnitz (Patrick Albert)
Wegen ihres Umfangs und Komplexität sind größere SAFe-Programme bereits in Präsenz hinsichtlich ihres Managements und ihrer Steuerung anspruchsvoll. Aufgrund von COVID19 jedoch war eine Verlegung in den virtuellen Raum im beschriebenen Praxisfall unausweichlich. Das Management hatte hierbei sicherzustellen, dass die Programmziele trotz des verminderten Kontaktes allen beteiligten Teams dauerhaft klar und präsent sind und dass die in den Teams umgesetzten Funktionen außerdem den genannten Programmzielen dienen.
Besonders wichtig ist dieses Alignment im Rahmen der regelmäßigen PI-Plannings, in welchen alle Teams gleichzeitig die jeweils kommenden Iterationen planen und dabei auch teamübergreifende Abhängigkeiten zuverlässig berücksichtigen müssen.
Es werden Erfolgsfaktoren für den virtuellen Einsatz von SAFe herausgearbeitet und beleuchtet.
Die agile Projektentwicklung mit SCRUM wird immer beliebter - bietet sie doch gegenüber der klassischen Entwicklungsmethode nach dem Wasserfallmodell einige entscheidende Vorteile.
Mit vorliegenden Whitepaper möchten wir die Rollen, Tools und Vorgehensweise bei der agilen Projektentwicklung mit Scrum vorstellen, auf die Besonderheiten Vor- und Nachteile eingehen sowie das Kostenthema beleuchten.
Somit eignet sich unser Scrum-Whitepaper ideal als Grundlagenlektüre für interessierte Entscheider!
Agile UX, Ideation and Scrum Workshop, ditact Nov 2013 (German)Renate Pinggera
In a 2 day "Agile UX" workshop we got familiar with the basics of agile project management, Scrum and Kanban. We extended the workflow to UX processes like ideation, sketching and user interviews. The presentation also includes the worksheets for our virtual mobile app project.
Magenta Telekom - Step by Step: Die New kids on the Block-Methode, AAC 2021 Agile Austria Conference
In diesem Beitrag wollen wir euch unsere Erfahrungen mit der Entscheidung, eine agile Transformation nicht als Big Bang sondern "step by step", oder gut wienerisch "tröpferlweise", durchzuführen mit euch teilen. Alles mit der Zielsetzung aus den kleineren Impulsen zu lernen und den Ansatz entsprechend zu adaptieren.
Welche Aspekte daran haben unsere Arbeit erleichtert und den Wandel für die KollegInnen einfacher gemacht? Was hat uns bei diesem Ansatz aber auch die Arbeit, und damit das Leben, erschwert?
Bei agilen Projekt ist Scrum zurzeit die Nr. 1. Trotzdem entscheiden sich Unternehmen immer wieder Scrum nur unvollständig einzuführen. Aber ist das wirklich eine gute Idee und kann das funktionieren?
In diesem Vortrag wird anhand von Praxisbeispielen gezeigt, was eine teilweise Einführung in der Realität bedeutet. Wir erfahren hierdurch, welche Elemente von Scrum unabhängig eingeführt werden können, aber was verloren geht, wenn Scrum nicht vollständig eingeführt wird. Außerdem gehen wir der Frage nach, ob es wirklich immer Scrum sein muss.
"Agiles Testen" wird gerade intensiv diskutiert.
Was steckt dahinter? Was für Konsequenzen ergeben sich daraus für unsere Scrum-Teams? Oder verbirgt sich gar eine neue Testmethode hinter diesem Begriff?
In diesem Vortrag erläutern wir den Weg vom Scrum-Team hin zu einem Agilen Team, wie Crispin und Gregroy es nennen. Sie geben damit die Antwort auf die Frage, wie die Rolle der QS in einem Scrum-Team wahrgenommen werden kann. Wir zeigen, welche Konsequenzen sich daraus für die Teammitglieder und ihre Aufgaben ergeben und wie Sie Ihr Agiles Team zum Fliegen bekommen!
Agilität im Systems Engineering – geht das?HOOD Group
Agilität hat erstmal nichts mit dem Entwicklungsgegenstand zu tun.
Agil zu sein, bedeutet für uns: Wir orientieren uns an den Werten und Prinzipien des agilen Manifests.
Agilität beginnt im Kopf…!
Mein Scrum ist kaputt und das Meeting passt leider nicht und die Rollen sind auch nicht gut verteilt. Wie agile Softwarentwicklung mit Scrum funktionieren kann, zeigt Ulf Mewe von der HEC Gmbh.
Ähnlich wie Agile softwareentwicklung am Beispiel von Scrum (20)
2. Vorstellung
Zeljko Kvesic
Leiter Entwicklung & Systeme
mission-one GmbH
www.mission-one.de
Mostar, Bosnien und Herzegowina
zeljko@kvesic.de
Twitter: @nadrealista
Web: www.kvesic.de
3. Agenda
1. Vorgehensmodelle Überblick
2. Klassische Vorgehensmodelle
3. Was bedeutet Agilität in der
Softwareentwicklung
4. Überblick agile Vorgehensmodelle
5. Scrum in a nutshell
4. Überblick
Vorgehensmodelle
Entwicklung von komplexen Softwareprojekten ist
schwierig umzusetzen und zu warten
Schwer bis unmöglich zu planen
Vorgehensmodelle unterteilen den
Entwicklungsprozess in zeitlich und inhaltlich
abgegrenzte Phasen
Klassische vs. Agile Vorgehensmodelle
8. AGILE
MANIFESTO
Wir erschließen bessere Wege, Software zu
entwickeln, indem wir es selbst tun und anderen
dabei helfen.
Durch diese Tätigkeit haben wir diese Werte zu
schätzen gelernt:
Individuen und Interaktionen mehr als Prozesse
und Werkzeuge
Funktionierende Software mehr als umfassende
Dokumentation
Zusammenarbeit mit dem Kunden mehr als
Vertragsverhandlung
Reagieren auf Veränderung mehr als das Befolgen
eines Plans
Quelle: http://agilemanifesto.org/iso/de/manifesto.html
9. SCRUM
ALLGEMEIN
Erste Erwähnung 1993
Als Erfinder von Scrum gelten heute Jeff
Sutherland und Ken Schwaber
Scrum – aus dem Rugby / Gedränge
Scrum ist ein Framework – vieles ist nicht definiert
und muss von dem Team ausgearbeitet werden
Einfach zu verstehen aber schwer zu meistern
10. SCRUM WERTE
Commitment – einen bestimmten Ergebnis
auszuliefern
Fokus – im Sprint sich auf die gegenwertige
Aufgaben konzentrieren und fokusieren
Offenheit – gegenüber neue Praktiken, neue
Denkweisen, Offenheit und Transparenz
Respekt – respektvoller Umgang, andere
Meinungen zulassen eigene und die Schwächen
anderer honorieren.
12. PRODUCT
BACKLOG
Priorisierte Liste von Anforderungen mit
Schätzwerten (Estimates)
Die Anforderungen werden als PBI (Product
backlog items) bezeichnet
Schätzung in Effort Points gefühlte Größe, gibt
auch das Verhältnis zu anderen Items im Backlog
Wird durch den Product Owner verwaltet.
Je höher ein PBI einsortiert desto detaillierter ist es
beschrieben.
13. SPRINT
BACKLOG
Liste von PBI´s und Tasks die den Arbeitsumfang
vom aktuellen Sprint festlegt.
Wird täglich von allen Mitgliedern vom Scrum
Team gepflegt.
Gibt Einblick in den Fortschritt der Arbeit im
aktuellen Sprint (Burndown Chart)
14. SPRINT
Timebox für die Implementierung von einem
Inkrement von einem potentiell auslieferbarem
Produkt
Länge vom Sprint 2 – 4 Wochen
Beginnt mit dem Sprint Planing
Endet mit der Sprint Review
15. SCRUM ROLLEN
Pflege des Product Backlogs
Vertritt sämtliche Stakeholder im Projekt
Priorisiert das Backlog – mit dem Ziel das Business
Value vom Produkt zu maximieren.
Steht dem Developer Team immer zur Verfügung
bei Fragen oder Unklarheiten
Sollte keine andere Rolle im Projekt einnehmen
Verändert nicht den Sprint Backlog während des
Sprints
Product Owner
16. SCRUM ROLLEN
trägt die Verantwortung für den Scrum-Prozess
ist ein Vermittler und Unterstützer im Scrum Team
beseitigt Hindernisse (sog. Impediments)
moderiert Scrum Meetings
schützt das Team vor unberechtigten Eingriffen
während des Sprints
ist ein „servant leader“
Scrum Master
17. SCRUM ROLLEN
Entwickelt das Produktinkrement im Sprint
Interdisziplinäres Team
Sollte alle Fertigkeiten besitzen die notwendig sind
um da Produktinkrement zu entwickeln
5-9 Personen
Das Team pflegt täglich während des Sprints das
Backlog
Developer Team
20. BACKLOG
REFINEMENT
Pflege vom Backlog durch Product Owner und das
Developer Team
Schätzung der PBI´s durch das Developer Team
Schätzung in Effort Points (Fibonacci Reihe)
4 Stunden im Sprint bei 2-wöchigen Sprints
Verfeinern von PBI´s damit Klarheit bei hoch
priorisierten PBI´s herrscht
21. SPRINT
PLANING 1
Procut Owner zusammen mit Developer Team
Moderiert durch den Scrum Master
Team legt den Umfang der Arbeit für den nächsten
Sprint und Verpflichtet sich dies im Sprint
auszuliefern (Commitment)
Nur das Team macht die Aussage was in den Sprint
reingenommen wird. Product Owner äußert die
Wünsche und priorisiert.
22. SPRINT
PLANING 2
in der zweiten Phase diskutiert das Developer
Team technische Details zur Realisierung von PBI´s
Zerlegung der Anforderungen in Arbeitspakete
(Tasks)
keine Zuordnung der Tasks zu Personen
das Team entwickelt gemeinsam eine Strategie für
die Realisierung der Anforderungen
23. DAILY SCRUM
findet täglich statt
immer am gleichen Ort und zur gleichen Zeit
15 Minuten Dauer
folgende Fragen beantworten:
Was habe ich gestern getan?
Was tue ich heute?
Welche Probleme habe ich?
24. SPRINT REVIEW
Vorstellung der Ergebnisse aus dem Sprint
Vorstellung an den Product Owner der die Arbeit
abnimmt und als Done definiert
Anwesenheit anderer Stakeholder möglich
Das Team selbst präsentiert
Feedback vom Product Owner und Stakeholder
fließt in die weitere Arbeit ein