Fifth module of agile/scrum course. Various topics on introducing Scrum in an organisation.

1. Agile Intro
Module 4
Invoering van Agile/Scrum
1

2. Sprint Backlog
TO-DO DOING DONE
Shu-Ha-Ri
Skills
Delegation
Toepassing
Examen
2

3. Sprint Backlog
TO-DO DOING DONE
Shu-Ha-Ri
Skills
Delegation
Toepassing
Examen
2

4. Shu-Ha-Ri
leerling kopieert voorbeeld
Shu Follow the rules van leraar
er is maar 1 goede methode
leerling neemt afstand van
Ha Bend the rules leraar, reflecteert, er zijn
meerdere goede methoden
leerling wordt practitioner,
volgt de methode niet meer,
Ri Be the rules
maar weet intuïtief wat het
juiste is
3

5. Use the Scrum Guide
• http://www.improvementfocus.com/media/
pdf/Scrum%20Guide%20NL.pdf
4

6. Sprint Backlog
TO-DO DOING DONE
Shu-Ha-Ri
Skills
Delegation
Toepassing
Examen
5

7. Sprint Backlog
TO-DO DOING DONE
Shu-Ha-Ri
Skills
Delegation
Toepassing
Examen
5

8. Sprint Backlog
TO-DO DOING DONE
Shu-Ha-Ri
Skills
Delegation
Toepassing
Examen
5

9. Discipline-skill grid
Skill
Discipline
6

10. Discipline-skill grid
Skill
programming
database
planning estimating
continuous integration
code coverage automatic testing
decision making
Discipline
6

11. Discipline-skill grid
Skill
Make your own list of key skills
Plot them on the matrix
Compare with your colleagues
Discipline
7

12. Sprint Backlog
TO-DO DOING DONE
Shu-Ha-Ri
Skills
Delegation
Toepassing
Examen
8

13. Sprint Backlog
TO-DO DOING DONE
Shu-Ha-Ri
Skills
Delegation
Toepassing
Examen
8

14. Sprint Backlog
TO-DO DOING DONE
Shu-Ha-Ri
Skills
Delegation
Toepassing
Examen
8

15. Delegation levels
1. Tell
2. Sell
3. Consult
4. Agree
5. Advise
6. Inquire
7. Delegate
From: Jurgen Appelo - Management 3.0
9

16. Delegation Poker
Je bent manager van de afdeling, en moet de volgende beslissingen nemen.
In welke mate kan je dit werk delegeren?
• Je wilt je huidige teamleden betrekken bij de werving en selectie van
nieuwe medewerkers.
• Er moet een nieuwe tool aangeschaft worden voor automated testing.
• Bepalen van het nieuwe salaris van een medewerker na de jaarlijkse
beoordeling.
• Organiseren van een team uitje.
• We starten een nieuw project en moeten bepalen welke aanpak we
gaan volgen. De traditionele aanpak, of Scrum?
• verzin zelf nog een paar situaties ....
10

17. Sprint Backlog
TO-DO DOING DONE
Shu-Ha-Ri
Skills
Delegation
Toepassing
Examen
11

18. Sprint Backlog
TO-DO DOING DONE
Shu-Ha-Ri
Skills
Delegation
Toepassing
Examen
11

19. Sprint Backlog
TO-DO DOING DONE
Shu-Ha-Ri
Skills
Delegation
Toepassing
Examen
11

20. User Story
As a trainee
I want to brainstorm about opportunities and risks
of Agile
Because there’s a trainer around
Because that helps to sink in the ‘slideware’
Because I will also run into these issues when
implementing in my company
12

21. Application
• Workshop
• 2 groups, 2x15 minutes
• “What has made me really thrilled, what
will I start using tomorrow”
• “This is never going to work, because ...”
13

22. Sprint Backlog
TO-DO DOING DONE
Shu-Ha-Ri
Skills
Delegation
Toepassing
Examen
14

23. Sprint Backlog
TO-DO DOING DONE
Shu-Ha-Ri
Skills
Delegation
Toepassing
Examen
14

24. Sprint Backlog
TO-DO DOING DONE
Shu-Ha-Ri
Skills
Delegation
Toepassing
Examen
14

25. Sprint Backlog
TO-DO DOING DONE
Shu-Ha-Ri
Skills
Delegation
Toepassing
Examen
15

26. Sprint Backlog
TO-DO DOING DONE
Shu-Ha-Ri
Skills
Delegation
Toepassing
Examen
15

27. The Perfection Game
• This course deserves a rating of [1 .. 10]
because
• this is already good
• It would get a 10
• if you would improve these things
16

28. Agile Manifesto
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
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.
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29. 12 principes
Our highest priority is to satisfy the customer
Working software is the primary
1 measure of progress. 7 through early and continuous delivery of
valuable software.
Agile processes promote sustainable
Welcome changing requirements, even late in
development. The sponsors, developers,
2 and users should be able to maintain a 8 development. Agile processes harness change
for the customer's competitive advantage.
constant pace indefinitely.
Continuous attention to technical Deliver working software frequently, from a
3 excellence and good design enhances 9 couple of weeks to a couple of months, with a
agility. preference to the shorter timescale.
Simplicity--the art of maximizing the Business people and developers must work
4 amount of work not done--is essential. 10 together daily throughout the project.
The best architectures, requirements, Build projects around motivated individuals.
5 and designs emerge from self-organizing
teams.
11 Give them the environment and support they
need, and trust them to get the job done.
At regular intervals, the team reflects
The most efficient and effective method of
on how to become more effective, then
6 tunes and adjusts its behavior 12 conveying information to and within a
development team is face-to-face conversation.
accordingly.
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