The document discusses scrum and agile frameworks. It provides information on scrum roles and ceremonies like stand-ups, planning, reviews and retrospectives. It also discusses metrics like velocity and burn down/up charts. The document reviews participants' past project experiences and has them identify success and failure factors. It aligns these factors to scrum roles and ceremonies. It also discusses aligning with the values in the Agile Manifesto and whether participants currently practice these values.

1. Scrum18 months later

2. Learning framework Reference: Kolb Learning Cycle

3. Today’s agenda Why scrum? What works and what doesn’t? Why? Team roles and responsibilities Team capabilities So that we all understand our place in the project. And so that, while at work, we can be as happy and as effective as possible.

4. What gets measured gets done The difference between theory and reality Why are we using scrum?

6. List all the project you have worked on and rate the team’s effectiveness as

7. Winners

8. Losers

9. Borderline

10. For each project what were the top 2-3 things that contributed to the success or failure of that project?

11. Highlight the common themes across your portfolio

14. Product Backlog = Focus, Next most important thing, Value first, Inventory management Story points = Sufficient Estimates, Avoids precise mistakes Sprints = Time boxed, End to end requirements to delivery Sprint plan = Commitment, Just in time planning, Last responsible moment, Work in progress (WIP) limits Stand-up = Team communications, Impediments and escalations, Focus on outcomes Burn down chart = A view of the team’s progress in the sprint, highlighting issues Sprint Review = Feedback from the customer, (Who is the customer? Hint: customers pay money.) Velocity = A view of how much work the team can get done, indicated milestones and release dates Burn up charts = A view of how much product has been built and how much is yet to be done Retrospective = Continuous learning, Focus on most important issues first (WIP limits), Manage via backlog? Roles = Accountability, All in, Single wring-able neck What’s different about scrum?

15. Source: http://www.targetprocess.com/blog/2008/09/waterfall-got-you-down-with.html

16. Source:http://www.scrumalliance.org/articles/133-challenging-inertia-through-scrum

19. How do values drive effectiveness? Manifesto

20. We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: That is, while there is value in the items on the right, we value the items on the left more.

21. Principles behind the manifesto

22. Our highest priority is to satisfy the customerthrough early and continuous deliveryof valuable software. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers must work together daily throughout the project. Build projects around motivated individuals. Give themthe environment and supportthey need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Working software is the primary measure of progress. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. Simplicity--the art of maximizing the amount of work not done--is essential. The best architectures, requirements, and designs emerge from self-organizing teams. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly

24. Are you living the values?

25. What are the gaps?

28. The Do’s and Don’ts of projects

29. Does Scrum cover the ground?

30. What are the gaps?

31. Do I agree with the agile values?

32. Am I living them?

34. Generalizing specialist

35. Our lovely little team

36. And the people we work with

38. Aggregate the many skills into a short capability statement

39. Share this with the rest of the team

41. Next frontier Kanban/Lean [& the limited wip society] Agile Lean

42. Kanban Visualize the Workflow Limit Work-in-Progress Measure Flow Make Process Policies Explicit Use Models to Evaluate Improvement Opportunities

43. Individuals and interactions Process and tools Working product Comprehensive documentation To what extent do you agree with the values of the agile manifesto? Customer collaboration Contract negotiation Responding to change Rigidly following a plan

44. Individuals and interactions Process and tools Working product Comprehensive documentation To what extent do you practice values of the agile manifesto? Customer collaboration Contract negotiation Responding to change Rigidly following a plan

45.   Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers must work together daily throughout the project. xx Build projects around motivated individuals. Give themthe environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Working software is the primary measure of progress. xx Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. xx Simplicity--the art of maximizing the amount of work not done--is essential. xx The best architectures, requirements, and designs emerge from self-organizing teams. xx At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly Which of these principles do you love and which do you hate? No halfway here. Pick one or the other. The principles of the Agile Manifesto - www.agilemanifesto.org

46.   Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers must work together daily throughout the project. xx Build projects around motivated individuals. Give themthe environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Working software is the primary measure of progress. xx Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. xx Simplicity--the art of maximizing the amount of work not done--is essential. xx The best architectures, requirements, and designs emerge from self-organizing teams. xx At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly Which of these do you practice? The principles of the Agile Manifesto - www.agilemanifesto.org