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Scrum in 16 Minutes (music)

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Agile Software Development with Scrum (Series in Agile Software Development)

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[Music]according to the scrum guide scrum is aframework for developing delivering andsustaining complex products scrum is acollection of roles events artifacts andrules that help teams work together moreeffectively and harmoniously it's beenin wide use for over 20 years in avariety of industries ranging fromsoftware development where it is bestknown to harbor development marketingand even nonprofits because scrum ishighly compatible with the agile valuesand principles practitioners consideredto be an agile framework along with leanKanban XP and many others so let's startwith their company's vision our missionthis is why we show up to work every dayright if you're in a bigger company youmight have multiple products each withtheir own vision either way you've got asense of where you want your company orproduct to be over the course of thenext one to three years or so personallyI think it's useful to write visionsfrom your customers perspective onecompany vision statement that I reallylike is Amazon's our vision is to beearth's most customer centric company tobuild a place where people can come tofind and discover anything they mightwant to buy onlinecompare this to a vision statement likewe're the biggest online retailer in theworld another way of thinking of it isthis your vision statement reflects yourbig impact in the world the value thatwe wouldn't have if your company didn'texist to use Steve Jobs terminology it'syour dent in the universeyour revisions should be succinctlystated right size and scope andrealistic enough given your current andlikely future capabilities visions helpus understand the strategy while havinga roadmap helps us understand ourtactics and desire timing while a visionhelps us understand where we want to bein a few years a roadmap rejects whatwill we be doing over the next three tofour quarters but either way yourroadmap is still just a wish listbasically information that you haveavailable to you now it will almostcertainly change over the course of thenext several months if it doesn't thisshould be a huge red flag that you'renot incorporating enough feedback fromyour users quickly enough one of thebiggest ways a technology companycreates positive user outcomes is tooutput reliable working software noticethere's a difference between output andoutcomes you probably need some workingsoftware to get positive outcomes foryour users but there's no guarantee thata particular set of outputs will producethe desired outcomes working software isjust half the battle if you want to keepbuilding working software quickly in thefuture and keep your customers happyyou're going to need to make sure you'vebuilt the software well agile teams usea definition of done to help themdetermine whether or not their softwaremeets their quality bar it's adocumented team agreement that specifiesthe conditions that must be met such asautomated testing and scalability beforethe team calls a piece of work doneisn't done this helps protect the teamfrom building up costly technical fatokay so over what time horizon two teamsdo work scrum teams complete work in oneto four week cycle is known asiterations or sprints the team expectsto create a done demonstrable andpotentially shippable product incrementbased on my experience coaching dozensof teams I now suggest one to two weeksSprint's three to four week Sprint'sdon't allow teams to iterate quicklyenough and allow for nasty anti patternsto creep in what work will they completein that sprint the team will refer to asprint backlog a prioritized list of themost valuable work that is ready for theteam to work on now the team doesn'tstrictly guarantee that they'll get allof this work done it's just a forecasthealthy team should be able to fullycomplete somewhere between 85 percentand a hundred and fifteen percent ofwhat they planned on let's take a momentfor an important discussion why do wesay that this is a forecast instead of acommitment it turns out that theofficial scrum guide used to saycommitment but they change it in 2011because quote reality keeps on showingus that it is difficult if notimpossible to always fulfill thisself-imposed commitment without makingcompromises to quality on the other handthe chosen alternative forecast has todo with making assumptions based onreliable information and evidence thisis much closer to how an experiencedscrum team works that said the teamshould feel comfortable committing tothe Sprint goal which would be writtenin such a way that it can beaccomplished even if not all the itemsin the sprint backlog are completedwhere does a team get the work for theSprint backlog they get it from theproduct backlog a prioritized list ofwork that the team intends to work onfrom now to the medium term futureproduct backlogs contain every piece ofwork your team plans to work onwork that you plan to do in the nextsprint or two will be granular andcaptured with detailed acceptancecriteria while work that you don't planon doing for another several months willbe less granular it should have justhighlights of what you hope toaccomplish by the way the official scrumguide calls us a product backlog but Ithink team backlog is more accurate thisis because a single team may be workingon multiple products but should onlywork from one backlog notice how some ofthe work on your product backlog will beready to work on while some isn't how dowe prevent items from making it onto thesprint backlog before they're ready weuse a definition of ready a document ateam agreement that specifies theconditions that must be met such asbeing the right size and having clearlyarticulated acceptance criteria as theteam understands before the team pullsthe item into the sprint backlog so whoare all the people doing all of thiswork first we have the product ownerthey are responsible for maximizing theoutcomes and impact from any given setof output that a team might produce whatthis means is that two development teamsmay write the same amount of softwarebut the sacha that one team producescould be far more valuable users thatteam probably had a more experienced andempowered product owner this individualhas an incredibly important role andthey need to be fully enabled by theirorganization to set the productdirection in a nutshell the productowner is responsible for what and whywhat we're building and why we'rebuilding it next we have the entirecross-functional development team somecompanies think that just softwaredevelopers believe belong in thedevelopment team but I think that'sshort-sightedI found that teams are far morefunctional when a wider breadth of skillsets such as user experienceQuality Assurance and operations arealso on the team just as product ownersmust be empowered to decide what to workon the development team must beempowered to determine howhow we will meet the desire to use youroutcomes and when it will be potentiallyreleasable you've probably figured outthat the product owner has a need forspeedwhile the development team has a realneed for quality they're both right whokeeps all this in balancethat's right a scrum master the scrummaster is responsible for coaching boththe product owner and the developmentteam on effective scrum they teach andreinforced scrums values principles andpractices they are a servant leader forthe product owner development team andbroader organizations so how do we makework ready to work on once or twice aweek the whole team gets togetherproduct owner scrum master anddevelopment team reviews and refines theproduct backlog together we call thisevent backlog refinement though somepeople might refer to it as backloggrooming although this isn't an officialscrum event I see it in mostimplementations the product owner bringsup user stories and begins a clarifyingconversation with the team to improvethe quality of each user story forinstance suppose the product owner saysthat they would like a cup of hot coffeea member of the development team mightask how hot is hot after a briefconversation they'll decide on a moreobjective measurement of temperature andupdate the user story our goal will beto have one and a half to two Sprint'sworth of ready stories by the time westart our next sprint the sprint itselfbegins with sprint planning the purposeof sprint planning is to a determinewhat can be most likely to deliver inthe next sprint and be come up with ahigh-level plan for how that work willbe accomplished only the developmentteam can decide what it can accomplishover the upcoming sprint they will dothis by considering the work completedand left incomplete from the priorsprint the team's capacity at thissprint and the team's historicalperformanceteams often overcome it either due topressure from the product owner or anaive optimism the scrum master willdiscourage this with effective coachinghow do you determine a reasonable sprintbacklog the development team decidestogetherhow we'll complete the work this sprintmost teams decomposed user stories bugsand other product backlog items intomore granular tasks generally taking aday or less this is effective becausethe high-level design of the softwareoccurs in high bandwidth facilitatedevent with all subject matter expertspresent now the team has kicked offtheir sprint they will check in witheach other every day in an event calledthe daily scrum or daily stand-ups thisis a 15-minute time box event thatallows a development team to synchronizetheir work and plan for the next 24hours it's out of the same time in placeevery day during the daily scrum eachdevelopment team member typicallyanswers three questions what did I youyesterday that will help our team meetour sprint goal what will I do todaythat will help our team meet oursprinkel and do I see any impediments orblockers that will prevent me or theteam from meeting our sprint goal manyteams will also use this opportunity toreview the quantity of remaining workand come up with a mitigation strategythat the team isn't on track to meettheir sprint goal at the end of theSprint the team will demonstrate theirwork to customers and other stakeholdersand an event called sprint review or theSprint demo at a minimum the team willdemonstrate completed work solicitfeedback and answer questions teams willalso often discuss the current productbacklog recent developments that mayjustify a plan changeand Eddie notable metrics finally thespread concludes with a retrospectivethis is when the whole team inspects hisown performance and creates animprovement plan for the next sprint itoccurs after the review and before thenext sprint planning event together theteam will inspect how the sprint went interms of team culture structureprocesses and tools from there it canidentify major opportunities to persistwhat went well and change what didn'tlastly the team will come up with a planfor continued self-improvement usuallythrough actions experiments or changesin team behavior for the next sprint nowthere's a few roles that aren't part ofofficial scrum but we can find them innearly every organization first we haveour stakeholders they are in theory ourbest proxy for our end customers andusers it's tempting for a stakeholder toattempt to exert undue influence overthe team to prioritize their specificrequests some companies might evencreate incentive structures that don'treflect reality such as having severalstakeholders whose bonuses all depend ongetting a feature shipped this quartereven if the team can deliver only one agood product owner can effectively workthrough conflicts between stakeholdersand create a roadmap and team backlogthat maximizes value for the wholecompany next we have our managerseveryone from engineering managers toproduct directors as teams move tobecoming highly autonomous andself-organizing to describe thetraditional command and control role ofmanagers must be abandoned in favor oftrue servant leadership this change canbe extremely difficult for many managersin fact it requires a much greaterdegree of psychosocial maturity andemotional intelligencea skillful agile coach or scrum masterif empowered can help managers make thistransition which leaves us last with ourexecutives which covers almost everyonewith a chief role as well as everyone onthe boardthese individuals are far and away thesingle greatest factor and whether ornot any agile transformation will besuccessful they define the company'sculture through the behavior that theyexhibit and promote literally a leadersuch as an engineering manager cannotcreate safety and autonomy for theirteams if they do not feel safe undertheir leaders as well if we promote amanager with a habit of barking commandand control orders all the feel-goodculture events and posters won't fosterdevelopment of true servant leadershipso we talked about the fundamental rolesartifacts and advance but you'll find inan organization is practicing scrumvalley what's the end result let'ssuppose we create the right culturebuild an effective organizationalstructure and let teams to find theprocesses and tools that work best forthem after practicing textbooks calmlong enough to fully internalize it whata begin we create an environment whereeveryone feels empowered to creativelysolve the problems thanks for listeningyou

This video is about CG Scrum in 16 Minutes

$23.20

Agile Software Development with Scrum (Series in Agile Software Development)

From Amazon

Sales Rank 50542 Schwaber, Ken/ Beedle, Mike

eXtreme Programming is an ideal many software shops would love…
Buy now

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