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Each stage completed and signed off before the next commences.Big ‘Up-Front’ Analysis / Design fixes detail in requirements / solutiong p y g qCommunication through documents
Analyse
Design
Potential pitfallsTime over-runCost over-runNot addressing real needsBuild
Single co-ordinated customer inputIs an integral part of the Scrum teamRepresents all stakeholder needsRepresents all stakeholder needsSees vision through to implementationRanks and prioritizes needsProvides explanation of requirementsUltimately determines acceptance of productTo ensure ...• That the end-customer gets what they need when they need it• Alignment of Engineering and Product Management• Alignment of Engineering and Product Management• Consistency with Roadmaps & Product Management priorities
Two perspectives• Overall Vision – Outward looking, voice of the customer• Day to Day – Inward looking, value stream manager
Facilitating Team SessionsAnalysis, design, development, etc.Release and Iteration planningDaily Scrum Meetings
Leading a Scrum TeamEmpowered effective team –workingWithout exercising formal authorityEnable close cooperation across allDaily Scrum Meetings
Sprint Demos Retrospectives
Representing the Team
Enable close cooperation across all roles and functions
Making Scrum WorkRepresenting the TeamTo Management and other stakeholdersShield the team from distractions, and remove impediments
Making Scrum WorkPhysical team working environmentInformation radiators, burn down charts and other tools and facilitiesEnsure the success of the process
Share commitment - Most important goal• Was I able to fulfil my commitments yesterday? • What am I comfortable to commit to today? • What is obstructing me in fulfilling my commitments?
Communicate daily status, progress, and plans• Team updates each other – not the Scrum Master or Product Owner• Ensures daily reflection – inspect and adapt
Identify obstacles so that team can take steps to remove them • Early identification enables early resolution to maintain momentum• Brings full team resources to bear on impedimentsg p
Set direction and focus• Call attention to backlog priority, constant reminder of direction
Build a team • Regular communication and helping each other builds sense of ‘team’,
Tracks work remaining against planNot effort expendedProduced from Sprint BacklogProduced from Sprint BacklogMust be honest and visibleHelps determine probable finish dateSupplemented by other Big Visible Charts (BVC’s)
Iteration : 3 DATES : 1/04/08 – 14/04/08
Communicate Usage to CarriersTest 1 Can I specify the criteria for targeting a list of carriers?
Communicate Usage to CarriersTest 1 Can I specify the criteria for targeting a list of carriers?
Communicate Usage to CarriersTest 1 Can I specify the criteria for targeting a list of carriers?
Communicate Usage to CarriersTest 1 Can I specify the criteria for targeting a list of carriers?
DEFINE BUILD TEST DONE
Communicate Usage to CarriersTest 1 Can I specify the criteria for targeting a list of carriers?
TO DO
Test 1 Can I specify the criteria for targeting a list of carriers?
Test 2: Does the system provide the list of appropriate actions that the carrier can take to improve their usage efficiency?
Test 3: Does the system require zero training?
Test 3: Does the system provide the list in time for our daily Service meeting at 0900?
Communicate Usage to CarriersTest 1 Can I specify the criteria for targeting a list of carriers?
Test 2: Does the system provide the list of appropriate actions that the carrier can take to improve their usage efficiency?
Test 3: Does the system require zero training?
Test 3: Does the system provide the list in time for our daily Service meeting at 0900?
Test 1 Can I specify the criteria for targeting a list of carriers?
Test 2: Does the system provide the list of appropriate actions that the carrier can take to improve their usage efficiency?
Test 3: Does the system require zero training?
Test 3: Does the system provide the list in time for our daily Service meeting at 0900?
Communicate Usage to CarriersTest 1 Can I specify the criteria for targeting a list of carriers?
Test 2: Does the system provide the list of appropriate actions that the carrier can take to improve their usage efficiency?
Test 3: Does the system require zero training?
Test 3: Does the system provide the list in time for our daily Service meeting at 0900?
Test 1 Can I specify the criteria for targeting a list of carriers?
Test 2: Does the system provide the list of appropriate actions that the carrier can take to improve their usage efficiency?
Test 3: Does the system require zero training?
Test 3: Does the system provide the list in time for our daily Service meeting at 0900?
Test 1 Can I specify the criteria for targeting a list of carriers?
Test 2: Does the system provide the list of appropriate actions that the carrier can take to improve their usage efficiency?
Test 3: Does the system require zero training?
Test 3: Does the system provide the list in time for our daily Service meeting at 0900?
Communicate Usage to CarriersTest 1 Can I specify the criteria for targeting a list of carriers?
Test 2: Does the system provide the list of appropriate actions that the carrier can take to improve their usage efficiency?
Test 3: Does the system require zero training?
Test 3: Does the system provide the list in time for our daily Service meeting at 0900?
Test 1 Can I specify the criteria for targeting a list of carriers?
Test 2: Does the system provide the list of appropriate actions that the carrier can take to improve their usage efficiency?
Test 3: Does the system require zero training?
Test 3: Does the system provide the list in time for our daily Service meeting at 0900?
Communicate Usage to CarriersTest 1 Can I specify the criteria for targeting a list of carriers?
Test 2: Does the system provide the list of appropriate actions that the carrier can take to improve their usage efficiency?
Test 3: Does the system require zero training?
Test 3: Does the system provide the list in time for our daily Service meeting at 0900?
Communicate Usage to CarriersTest 1 Can I specify the criteria for targeting a list of carriers?
Test 2: Does the system provide the list of appropriate actions that the carrier can take to improve their usage efficiency?
Test 3: Does the system require zero training?
Test 3: Does the system provide the list in time for our daily Service meeting at 0900?
TEAM• Maintain Team Continuity over several projects g
• Who all Sit Together …• … in an Informative Workspace• Doing Energetic Work at a sustainable pace
PLANNING• Requirements and plans defined using Stories• Slack tasks that can be dropped if need-be• Develop & deliver in Weekly & Monthly Cycles
DEVELOPMENT
y p j• Shrink Teams to seed others• Real Customer Involvement, not proxy
PLANNING• Negotiated Scope: fixed time, cost & quality• Customer Pays-Per-Use, not per release
DEVELOPMENT• Incremental Design ‘refactoring’ as you build• Create automated Tests First, before the code• Continuous Integration, many times a day• Quick integration & testing: Ten-Minute Build.
• Eliminate defects by Root Cause Analysis• Generate all documentation from Code & Tests• Shared Code: any team member can change it• Maintain just one, official Single Code Base• Daily Deployment of software into production
Eliminate WasteThe 7 wastes of software development• Incomplete Work; Handoffs; Extra Features;
Delays; Relearning; Defects; Task Switching
Deliver FastQueues are buffers that slow you down• Speed targets cost, quality and customer needs• Optimise Cycle Time not Utilisation
W k i bl l iBuild Quality InDefects indicate a defective process• Define tests not requirements• Automate all tests• Continuous integration
Create KnowledgePlanning is useful. Learning is essential.• Hypothesise; experiment; select best option• Mandate standards but challenge them• Focus on responding not predicting
• Work to your capacity: set a repeatable velocity
Respect PeopleEngaged people are the best advantage• Thrive on pride; commitment; trust & applause• Good leadership brings-out the best in a team• Partnership must not cause conflicts of interest
Optimise the WholeCombine business and technology focus
Defer CommitmentAbandon detailed up-front specification • Architect for any new feature at any time• Code experimentally: change-tolerant• Decide at the last responsible moment
• Focus on the full value stream - concept to cash• Complete products are built by complete teams• Measure the whole; not the parts
Inception To gain agreement on the lifecycle objectives for the projectElaboration To create a proven, stable working architectureConstruction To complete the product to optimal quality in the most efficient way
Transition To ensure the product is fully available for all of its end users
Phases iterate in fixed-length cycles until milestones are achievedNumber and duration of iterations varies by project but 2-4 weeks is idealEvery Phase produces software (with the possible exception of Inception)Software ‘releases’ from each iteration are internal to the project, but …they are as close to ‘complete’ as possible and in a planned, ‘tested’ stateExternal releases are made via the ‘Transition’ phase
Inception Elaboration Construction TransitionIteration