Let's Explore Agile Basics and Answer the Big 3 Questions. Are we working on the right things? Are we getting the work done? Are we doing the work the right way?
This document outlines topics and best practices for an agile user story workshop. It discusses refining user stories and estimating work. It also describes common agile roles and ceremonies like daily stand-ups, sprint planning, reviews, and retrospectives. Guidelines are provided for running ceremonies effectively and focusing on continuous improvement. The goal is to help teams establish healthy processes for delivering value through iterative development.
1) UX stands for user experience and refers to understanding the needs, wants, and limitations of end users through research and a user-centered design process.
2) UX designers follow a process that includes strategy, research, analysis, design, and production. They start by defining goals and conducting research to understand users, then analyze findings to inform the design of wireframes, prototypes, and visual design.
3) Collaboration between UX designers and developers is important for successful product development. Both roles are opinionated but share the goal of delivering value to users. Regular communication helps ensure design and development work in sync.
A design sprint is a five-phase framework that helps answer critical business questions through rapid prototyping and user testing. Sprints let your team reach clearly defined goals and deliverables and gain key learnings, quickly. The process helps spark innovation, encourage user-centered thinking, align your team under a shared vision, and get you to product launch faster.
The document describes the process of a Design Sprint, which is a 5-day process for validating new product ideas. It involves gathering user insights, generating ideas, building prototypes, and testing with users. The document then shares an example of running a Design Sprint at Trend Micro to explore solutions for 4 predefined challenges within the constraints of being a mobile solution and having limited development resources and experts' time. It outlines the activities for each day, including defining challenges, brainstorming solutions, prototyping the top idea, and testing with users.
This document provides an overview of lean requirements and techniques for writing user stories. It discusses lean principles and how they apply to requirements, including getting the most value with the least amount of work. Key lean requirements concepts covered include the Three Cs (Card, Conversation, Confirmation), INVEST criteria for user stories, and the Four Rs (Raw, Rough, Refine, Ready) user story life cycle. Visual tools like Miro are recommended for modeling requirements. The presentation emphasizes keeping requirements lean by focusing on MVPs and examples to facilitate ongoing conversations.
This document provides an overview of a cross-functional team framework and agile practices. It includes sections on cross-functional training, establishing shared goals and accountability, and effective communication and collaboration across disciplines. Visual tools like user stories and dependency mapping are presented as ways to facilitate requirements gathering and manage interdependencies. The importance of team dynamics, psychological safety, and empowerment are discussed for maintaining a healthy, high-performing team.
This document outlines topics and best practices for an agile user story workshop. It discusses refining user stories and estimating work. It also describes common agile roles and ceremonies like daily stand-ups, sprint planning, reviews, and retrospectives. Guidelines are provided for running ceremonies effectively and focusing on continuous improvement. The goal is to help teams establish healthy processes for delivering value through iterative development.
1) UX stands for user experience and refers to understanding the needs, wants, and limitations of end users through research and a user-centered design process.
2) UX designers follow a process that includes strategy, research, analysis, design, and production. They start by defining goals and conducting research to understand users, then analyze findings to inform the design of wireframes, prototypes, and visual design.
3) Collaboration between UX designers and developers is important for successful product development. Both roles are opinionated but share the goal of delivering value to users. Regular communication helps ensure design and development work in sync.
A design sprint is a five-phase framework that helps answer critical business questions through rapid prototyping and user testing. Sprints let your team reach clearly defined goals and deliverables and gain key learnings, quickly. The process helps spark innovation, encourage user-centered thinking, align your team under a shared vision, and get you to product launch faster.
The document describes the process of a Design Sprint, which is a 5-day process for validating new product ideas. It involves gathering user insights, generating ideas, building prototypes, and testing with users. The document then shares an example of running a Design Sprint at Trend Micro to explore solutions for 4 predefined challenges within the constraints of being a mobile solution and having limited development resources and experts' time. It outlines the activities for each day, including defining challenges, brainstorming solutions, prototyping the top idea, and testing with users.
This document provides an overview of lean requirements and techniques for writing user stories. It discusses lean principles and how they apply to requirements, including getting the most value with the least amount of work. Key lean requirements concepts covered include the Three Cs (Card, Conversation, Confirmation), INVEST criteria for user stories, and the Four Rs (Raw, Rough, Refine, Ready) user story life cycle. Visual tools like Miro are recommended for modeling requirements. The presentation emphasizes keeping requirements lean by focusing on MVPs and examples to facilitate ongoing conversations.
This document provides an overview of a cross-functional team framework and agile practices. It includes sections on cross-functional training, establishing shared goals and accountability, and effective communication and collaboration across disciplines. Visual tools like user stories and dependency mapping are presented as ways to facilitate requirements gathering and manage interdependencies. The importance of team dynamics, psychological safety, and empowerment are discussed for maintaining a healthy, high-performing team.
The document describes methods for conducting a design sprint, which is a framework for teams to solve design problems in 2-5 days. It discusses the typical stages of a design sprint: understand the problem, define strategies, diverge ideas, decide on ideas, prototype the selected ideas, and validate them with users. It provides examples of specific methods that can be used at each stage, such as conducting user interviews and lightning talks in the understand stage, creating user journeys and defining design principles in the define stage, and testing prototypes with users in the validate stage. The document is intended to help teams plan and facilitate effective design sprints.
The document provides guidance on conducting effective retrospective meetings using the "SURVEY" method. The SURVEY method involves 6 steps: 1) Setup for success by preparing the space and setting expectations, 2) Understand the problem by gathering feedback, 3) Review the evidence from past sprints, 4) Verify proposals for improvement, 5) Estimate the impact of changes, and 6) Create a call to action with assigned owners and follow-ups. Following this process is meant to maximize the value of retrospectives for improving team performance and realizing benefits.
This is an effective process where using the answers to 'what went wrong and why', the reasons for failure are groupded thematically, and prioritised.Once the reasons are prioritised, Identify mitigating actions. Based on the mitigation plam assign responsibilities and set timelines.
Using this approach helps in finding the risks early and put the mitigation plan to action from the start instead of doing failure based RCA as we encounter failures. What makes this technique even more attractive is the fact that it can be used mutliple times across the project phases to reprioritise the plan and change the course of action as deemed nexessary.
Simple & Practical Project Management for Digital Marketing TeamsDigitangle
An introduction and overview of project management methodologies, and some quick tips to help manage your own time, improve communication and get things done in a digital marketing team.
Scrum is an agile framework for managing projects that emphasizes transparency, inspection, and adaptation. The key roles in Scrum are the Product Owner, Scrum Master, and Development Team. The Product Owner manages the Product Backlog of features and priorities. The Scrum Master coaches the team and removes impediments. The Development Team works in short Sprints to deliver working software. Key Scrum events include Sprint Planning, Daily Scrums, Sprint Reviews, and Sprint Retrospectives. Artifacts include the Product and Sprint Backlogs, as well as impediment and parking logs. Together, these roles, events, and artifacts aim to deliver working software frequently through an empirical process of transparent inspection and adaptation.
- The document discusses process design for Scrum events using the Technology of Participation (ToP) Design Eye framework.
- The ToP Design Eye canvas is introduced as a tool to help design Scrum events, focusing on the practical results and experiential aims, current situation, required change dynamics, and future vision.
- An example Design Eye canvas for resolving a conflict is provided.
- A sample Design Eye template for Scrum events is shown, listing potential practical results, experiential results, and other elements for each event.
- The document proposes some scenarios for design exercises and recaps how ToP design aims to take a phenomenological, neutral approach through reverse engineering using the template.
Participatory Design: Bringing Users Into Your ProcessDavid Sherwin
Good user research has a big impact on product quality. But Agile teams can struggle to integrate user research at the right places. In this talk by Erin Muntzert and David Sherwin, we talk about how Participatory Design can help Agile teams better understand the needs of their customers and get the right design ideas into their products. This talk has been adapted from a workshop that we have delivered at UX Week, Interaction, and UX London: http://bit.ly/pdesignux
This document discusses the A3 problem solving approach and provides examples of different types of A3 reports. The A3 approach uses a logical, evidence-based process based on the PDCA cycle to drive continuous improvement. It emphasizes brevity, objectivity, and visualization. Different types of A3 reports are used for problem solving, proposals, and status updates. Problem solving reports focus on root cause analysis, proposals on planning, and status reports on results and follow up actions.
This document discusses product roadmaps and how to do them right. It contains information about Scott Middleton, founder and CEO of Terem Technologies, and John Carter, founder and principal of TCGen Inc. The document discusses the problems with roadmaps done wrong, and the power of roadmaps done right in communicating strategy, informing execution, and increasing revenue. It outlines the most powerful types of roadmaps - strategic, execution, and sales roadmaps - and how they should be specialized for different audiences like C-suite, sales, and product teams. The call to action is to audit existing roadmaps, identify needs and audiences, determine how roadmaps fit strategically, collect necessary data, and review and iterate roadmaps.
This document discusses building high-performing agile teams. It outlines characteristics of effective agile teams such as being self-organizing, empowered, and able to solve problems as a team. The document also discusses models of team development including Tuckman's five stages of forming, storming, norming, performing, and adjourning. It describes how leaders adapt their style according to these stages and provides strategies for motivating, tracking performance, and fostering collaboration in agile teams.
12 agile principles
***About Magestore***
Magestore là công ty cung cấp giải pháp phần mềm cho các doanh nghiệp bán lẻ. Đối tượng khách hàng chủ yếu là các chuỗi bán lẻ của Mỹ và Châu u. Giải pháp của Magestore được xây dựng based trên nền tảng Magento.
Các bạn có thể xem thêm thông tin về sản phẩm của Magestore tại: https://www.magestore.com
***About Magestore Culture***
Các bạn có thể tìm hiểu thêm nhiều thông tin nữa về con người và văn hóa của Magestore tại website https://insights.magestore.com
***Các vị trí mà Magestore đang tuyển dụng***
Magestore là một công ty phát triển sản phẩm nên cần đội ngũ nhân sự chất lượng cao ở nhiều vị trí như:
#Full-stack Developer, Global Retail Solution #Business Consultant #Digital Marketing Executive #AI Engineer
Các bạn có thể tham khảo thông tin cụ thể về các vị trí tuyển dụng tại link sau:
https://insights.magestore.com/nextgen
Project Management Best Practices - Tips and TechniquesInvensis Learning
Did you know? For every Billion spent on projects globally, enterprises lose about 97 million dollars due to poor project performance.
Let's face it - we are all managing projects every day! They may be simple or more complicated, but undoubtedly you are managing projects within your role. You don't need to be a project manager to learn how to manage your projects effectively and efficiently. This interactive presentation will provide the basics of managing projects - regardless of their size or complexity. Webinar attendees will learn a variety of tools, techniques and best practices to enable them to more efficiently manage the projects they are assigned and the projects they want to undertake, including how to socialize initiatives to get buy-in from others. This webinar will provide you with a better understanding of how project management can assist you in performing your role in your organization.
Areas covered:
Project Scope Statements
Developing the business case for your projects
Identifying and managing stakeholders
Developing your Project Plan
Itemizing your Work Breakdown Structure and activity list
Enhancing your Communications Plan
Identifying, planning and managing project risks
Managing changes to the project
Reporting on status
Driving decisions from the team and key stakeholders
Click here to check upcoming webinar for project management https://goo.gl/M9v8oP
About Invensis Learning
Invensis Learning is a leading training and professional development solutions provider. We deliver globally-recognized training and certifications to individuals and enterprises to aid key business transformations and help to stay relevant by closing skill gaps and cultivate an environment that fosters continuous learning. We have trained 10000+ professionals over wide portfolio of training and certification courses. We are a trusted partner of many Fortune 500 companies for training and development
For more details please visit: https://www.invensislearning.com/
Design sprints can accelerate decision-making and development of your product or service. Remote design sprints are largely untried but we have found that it is still possible to conduct one virtually, using the right tools.
This guide outlines all of the steps involved in setting up and running a remote design sprint, detailing what is involved or required for each step as well as tips for optimising your sprint.
The document discusses the importance of adaptive planning in projects. It states that organizations encourage adaptive planning as planning to re-plan is a successful way to achieve project goals. Adaptive planning enables organizations to effectively manage inevitable changes in projects and accommodate changing requirements throughout development. As a result of adaptive planning, organizations are able to continuously increase business value, reduce risk, adapt to changing requirements, and achieve high visibility of project progress. The document then contrasts agile and traditional planning approaches and discusses various principles and concepts related to agile planning such as iterative planning, customer engagement, transparency, tailoring processes, estimating techniques, and release planning.
Project management - a practical overview Sue GreenerSue Greener
This document provides an overview of project management concepts and best practices. It discusses the realistic project life cycle which includes initiation, planning, execution, and closure phases. Key steps in planning a project are defining objectives and scope, structuring the project, scheduling tasks, analyzing risks, and establishing controls. The document emphasizes clear communication, tracking progress, allowing flexibility, and evaluating outcomes for continual learning and improvement on projects.
Are we Prepared for Scrum Master’s Role in COVID-19 Outbreak?Invensis Learning
No one was ready for COVID19! With a back to back lockdown months affecting the entire business verse globally. According to a PwC survey, 72% of respondents believe their companies will be more Agile going forward and 68% believe they will have flexible work environment to better equip in the long run.
In this regard, know how the Scrum Masters help thousands of teams all around the globe to collaborate? Do you feel that you are prepared for Post-COVID19 changes the way we work? How to deal with the disruptive changes?
#scrummaster #agile #covid19 #agileprojectmanagement #scrum #itmanagers #projectmanager
Areas covered:
1. Who is a Scrum Master and why we need a Scrum Master
2. How Scrum Master helped the teams in COVID19 to align and maximize value.
3. Why this is the high time for us to know about the role.
4. How can you be a good Scrum Master?
Who’ll benefit:
* IT Professionals
* Project Managers
* Delivery Managers
* QA and Testing Professionals
* Scrum Team Members
* Aspiring Scrum Masters
* Anyone who might be interested to know or oppose the idea all together
Speaker Profile:
Satyavrat Nirala is one of Asia’s youngest trainer and coach with certifications of CSM, CSPO, and CAL1, CAMS certification. He has been training and coaching Project management teams, Scrum teams internationally for the last 7 years. Started his career as a project technical analyst, Satyavrat has traversed through various roles in his journey including that of a self-thought coder, software team member, Business Analyst, SME, Scrum Master, Process Consultant, Project Management and Agile guide and coach and Mentor over a span of 14+ years.
For more information please visit our website: https://www.invensislearning.com/
Have you or your organization fallen victim to one of the classic website blunders? Was it organization by board member, stock photo syndrome, design by committee, vanishing volunteer web developer, or something else? We will discuss 10 classic website blunders we have witnessed that rendered potentially successful projects ineffective engagement tools, and tell you how to avoid them.
This document discusses an overview of agile product management and scrum methodology. It covers the roles of product owner, scrum master and development team. It also describes scrum ceremonies like sprint planning, daily standup, sprint review and retrospective. Additionally, it discusses techniques for backlog grooming, prioritization of user stories, mapping stories to sprints and releases. The goal is to provide a high-level understanding of agile product management concepts and processes.
Managing a team and project are quite synonymous. Especially, teams require effective distribution of responsibility / roles. Once that is setup, a proper process guides people to make progress. All this fits into a product lifecycle, which is essential to develop the right product, in the right way, and deliver it at the right time.
The document describes methods for conducting a design sprint, which is a framework for teams to solve design problems in 2-5 days. It discusses the typical stages of a design sprint: understand the problem, define strategies, diverge ideas, decide on ideas, prototype the selected ideas, and validate them with users. It provides examples of specific methods that can be used at each stage, such as conducting user interviews and lightning talks in the understand stage, creating user journeys and defining design principles in the define stage, and testing prototypes with users in the validate stage. The document is intended to help teams plan and facilitate effective design sprints.
The document provides guidance on conducting effective retrospective meetings using the "SURVEY" method. The SURVEY method involves 6 steps: 1) Setup for success by preparing the space and setting expectations, 2) Understand the problem by gathering feedback, 3) Review the evidence from past sprints, 4) Verify proposals for improvement, 5) Estimate the impact of changes, and 6) Create a call to action with assigned owners and follow-ups. Following this process is meant to maximize the value of retrospectives for improving team performance and realizing benefits.
This is an effective process where using the answers to 'what went wrong and why', the reasons for failure are groupded thematically, and prioritised.Once the reasons are prioritised, Identify mitigating actions. Based on the mitigation plam assign responsibilities and set timelines.
Using this approach helps in finding the risks early and put the mitigation plan to action from the start instead of doing failure based RCA as we encounter failures. What makes this technique even more attractive is the fact that it can be used mutliple times across the project phases to reprioritise the plan and change the course of action as deemed nexessary.
Simple & Practical Project Management for Digital Marketing TeamsDigitangle
An introduction and overview of project management methodologies, and some quick tips to help manage your own time, improve communication and get things done in a digital marketing team.
Scrum is an agile framework for managing projects that emphasizes transparency, inspection, and adaptation. The key roles in Scrum are the Product Owner, Scrum Master, and Development Team. The Product Owner manages the Product Backlog of features and priorities. The Scrum Master coaches the team and removes impediments. The Development Team works in short Sprints to deliver working software. Key Scrum events include Sprint Planning, Daily Scrums, Sprint Reviews, and Sprint Retrospectives. Artifacts include the Product and Sprint Backlogs, as well as impediment and parking logs. Together, these roles, events, and artifacts aim to deliver working software frequently through an empirical process of transparent inspection and adaptation.
- The document discusses process design for Scrum events using the Technology of Participation (ToP) Design Eye framework.
- The ToP Design Eye canvas is introduced as a tool to help design Scrum events, focusing on the practical results and experiential aims, current situation, required change dynamics, and future vision.
- An example Design Eye canvas for resolving a conflict is provided.
- A sample Design Eye template for Scrum events is shown, listing potential practical results, experiential results, and other elements for each event.
- The document proposes some scenarios for design exercises and recaps how ToP design aims to take a phenomenological, neutral approach through reverse engineering using the template.
Participatory Design: Bringing Users Into Your ProcessDavid Sherwin
Good user research has a big impact on product quality. But Agile teams can struggle to integrate user research at the right places. In this talk by Erin Muntzert and David Sherwin, we talk about how Participatory Design can help Agile teams better understand the needs of their customers and get the right design ideas into their products. This talk has been adapted from a workshop that we have delivered at UX Week, Interaction, and UX London: http://bit.ly/pdesignux
This document discusses the A3 problem solving approach and provides examples of different types of A3 reports. The A3 approach uses a logical, evidence-based process based on the PDCA cycle to drive continuous improvement. It emphasizes brevity, objectivity, and visualization. Different types of A3 reports are used for problem solving, proposals, and status updates. Problem solving reports focus on root cause analysis, proposals on planning, and status reports on results and follow up actions.
This document discusses product roadmaps and how to do them right. It contains information about Scott Middleton, founder and CEO of Terem Technologies, and John Carter, founder and principal of TCGen Inc. The document discusses the problems with roadmaps done wrong, and the power of roadmaps done right in communicating strategy, informing execution, and increasing revenue. It outlines the most powerful types of roadmaps - strategic, execution, and sales roadmaps - and how they should be specialized for different audiences like C-suite, sales, and product teams. The call to action is to audit existing roadmaps, identify needs and audiences, determine how roadmaps fit strategically, collect necessary data, and review and iterate roadmaps.
This document discusses building high-performing agile teams. It outlines characteristics of effective agile teams such as being self-organizing, empowered, and able to solve problems as a team. The document also discusses models of team development including Tuckman's five stages of forming, storming, norming, performing, and adjourning. It describes how leaders adapt their style according to these stages and provides strategies for motivating, tracking performance, and fostering collaboration in agile teams.
12 agile principles
***About Magestore***
Magestore là công ty cung cấp giải pháp phần mềm cho các doanh nghiệp bán lẻ. Đối tượng khách hàng chủ yếu là các chuỗi bán lẻ của Mỹ và Châu u. Giải pháp của Magestore được xây dựng based trên nền tảng Magento.
Các bạn có thể xem thêm thông tin về sản phẩm của Magestore tại: https://www.magestore.com
***About Magestore Culture***
Các bạn có thể tìm hiểu thêm nhiều thông tin nữa về con người và văn hóa của Magestore tại website https://insights.magestore.com
***Các vị trí mà Magestore đang tuyển dụng***
Magestore là một công ty phát triển sản phẩm nên cần đội ngũ nhân sự chất lượng cao ở nhiều vị trí như:
#Full-stack Developer, Global Retail Solution #Business Consultant #Digital Marketing Executive #AI Engineer
Các bạn có thể tham khảo thông tin cụ thể về các vị trí tuyển dụng tại link sau:
https://insights.magestore.com/nextgen
Project Management Best Practices - Tips and TechniquesInvensis Learning
Did you know? For every Billion spent on projects globally, enterprises lose about 97 million dollars due to poor project performance.
Let's face it - we are all managing projects every day! They may be simple or more complicated, but undoubtedly you are managing projects within your role. You don't need to be a project manager to learn how to manage your projects effectively and efficiently. This interactive presentation will provide the basics of managing projects - regardless of their size or complexity. Webinar attendees will learn a variety of tools, techniques and best practices to enable them to more efficiently manage the projects they are assigned and the projects they want to undertake, including how to socialize initiatives to get buy-in from others. This webinar will provide you with a better understanding of how project management can assist you in performing your role in your organization.
Areas covered:
Project Scope Statements
Developing the business case for your projects
Identifying and managing stakeholders
Developing your Project Plan
Itemizing your Work Breakdown Structure and activity list
Enhancing your Communications Plan
Identifying, planning and managing project risks
Managing changes to the project
Reporting on status
Driving decisions from the team and key stakeholders
Click here to check upcoming webinar for project management https://goo.gl/M9v8oP
About Invensis Learning
Invensis Learning is a leading training and professional development solutions provider. We deliver globally-recognized training and certifications to individuals and enterprises to aid key business transformations and help to stay relevant by closing skill gaps and cultivate an environment that fosters continuous learning. We have trained 10000+ professionals over wide portfolio of training and certification courses. We are a trusted partner of many Fortune 500 companies for training and development
For more details please visit: https://www.invensislearning.com/
Design sprints can accelerate decision-making and development of your product or service. Remote design sprints are largely untried but we have found that it is still possible to conduct one virtually, using the right tools.
This guide outlines all of the steps involved in setting up and running a remote design sprint, detailing what is involved or required for each step as well as tips for optimising your sprint.
The document discusses the importance of adaptive planning in projects. It states that organizations encourage adaptive planning as planning to re-plan is a successful way to achieve project goals. Adaptive planning enables organizations to effectively manage inevitable changes in projects and accommodate changing requirements throughout development. As a result of adaptive planning, organizations are able to continuously increase business value, reduce risk, adapt to changing requirements, and achieve high visibility of project progress. The document then contrasts agile and traditional planning approaches and discusses various principles and concepts related to agile planning such as iterative planning, customer engagement, transparency, tailoring processes, estimating techniques, and release planning.
Project management - a practical overview Sue GreenerSue Greener
This document provides an overview of project management concepts and best practices. It discusses the realistic project life cycle which includes initiation, planning, execution, and closure phases. Key steps in planning a project are defining objectives and scope, structuring the project, scheduling tasks, analyzing risks, and establishing controls. The document emphasizes clear communication, tracking progress, allowing flexibility, and evaluating outcomes for continual learning and improvement on projects.
Are we Prepared for Scrum Master’s Role in COVID-19 Outbreak?Invensis Learning
No one was ready for COVID19! With a back to back lockdown months affecting the entire business verse globally. According to a PwC survey, 72% of respondents believe their companies will be more Agile going forward and 68% believe they will have flexible work environment to better equip in the long run.
In this regard, know how the Scrum Masters help thousands of teams all around the globe to collaborate? Do you feel that you are prepared for Post-COVID19 changes the way we work? How to deal with the disruptive changes?
#scrummaster #agile #covid19 #agileprojectmanagement #scrum #itmanagers #projectmanager
Areas covered:
1. Who is a Scrum Master and why we need a Scrum Master
2. How Scrum Master helped the teams in COVID19 to align and maximize value.
3. Why this is the high time for us to know about the role.
4. How can you be a good Scrum Master?
Who’ll benefit:
* IT Professionals
* Project Managers
* Delivery Managers
* QA and Testing Professionals
* Scrum Team Members
* Aspiring Scrum Masters
* Anyone who might be interested to know or oppose the idea all together
Speaker Profile:
Satyavrat Nirala is one of Asia’s youngest trainer and coach with certifications of CSM, CSPO, and CAL1, CAMS certification. He has been training and coaching Project management teams, Scrum teams internationally for the last 7 years. Started his career as a project technical analyst, Satyavrat has traversed through various roles in his journey including that of a self-thought coder, software team member, Business Analyst, SME, Scrum Master, Process Consultant, Project Management and Agile guide and coach and Mentor over a span of 14+ years.
For more information please visit our website: https://www.invensislearning.com/
Have you or your organization fallen victim to one of the classic website blunders? Was it organization by board member, stock photo syndrome, design by committee, vanishing volunteer web developer, or something else? We will discuss 10 classic website blunders we have witnessed that rendered potentially successful projects ineffective engagement tools, and tell you how to avoid them.
This document discusses an overview of agile product management and scrum methodology. It covers the roles of product owner, scrum master and development team. It also describes scrum ceremonies like sprint planning, daily standup, sprint review and retrospective. Additionally, it discusses techniques for backlog grooming, prioritization of user stories, mapping stories to sprints and releases. The goal is to provide a high-level understanding of agile product management concepts and processes.
Managing a team and project are quite synonymous. Especially, teams require effective distribution of responsibility / roles. Once that is setup, a proper process guides people to make progress. All this fits into a product lifecycle, which is essential to develop the right product, in the right way, and deliver it at the right time.
1. The document discusses an agenda for an Agile transformation workshop focusing on the product owner role, product backlog grooming, and sprint planning.
2. It describes Scrum roles, ceremonies, and artifacts including the product owner, scrum master, product backlog, sprint backlog, and daily standups.
3. The document provides tips for product owners on prioritizing product backlogs, writing user stories, estimating work, and mapping stories to sprints and releases to help teams adopt Agile practices.
This document provides an overview of Scrum, an agile framework for project management. It defines Scrum roles like Product Owner, Scrum Master, and Development Team. It describes Scrum events like Sprint Planning, Daily Scrum, Sprint Review, and Retrospective. It also outlines Scrum artifacts like the Product Backlog, Sprint Backlog, and Product Increment. The goal is to help teams address complex problems and deliver valuable products through short development cycles with transparency, inspection, and adaptation.
If you've heard of the agile process, you've probably heard about it's value in developing quality software, Here are steps on how to plan a sprint in Agile.
The document provides an overview of agile software development. It discusses the goals of agile, which include gaining an understanding of agile principles and practices. The agenda covers topics like the agile manifesto, roles like product owners and scrum masters, planning practices like backlogs and sprints, reporting, and problems that can occur with agile. Resources for learning more about agile are also provided.
This document provides an overview of Scrum and how to successfully implement it. It discusses the three roles in Scrum (Product Owner, Development Team, Scrum Master), the three artifacts (Product Backlog, Sprint Backlog, Burndown Chart), and the three ceremonies (Sprint Planning, Daily Scrum, Sprint Review). It also covers how to write good user stories, estimate tasks, conduct planning poker, and hold grooming sessions to prepare for sprints. The key things needed to make Scrum work are identified as transparency, focus, trust, commitment, and courage.
Agile and UX, July 8 - Scrum Club, Los Angeles, CAPatrick Neeman
This document discusses how to integrate user experience design into the Scrum agile development process. Some key points:
- Scrum is an agile process that focuses on iterative development through short sprints, daily stand-ups, and retrospectives to improve. UX design fits well by focusing on user research, wireframes, and testing each sprint.
- Roles include the Product Owner who defines features and priorities, the Scrum Master who removes barriers for the team, and a cross-functional team that includes UX designers, developers, and QA.
- Each sprint the team commits to completing user stories or features in a "Definition of Done" state, with demos for the Product Owner.
Agile Framework based on PMBOK 6th Edition.pdfAliAfrazAjmal
The document provides an overview of agile concepts and practices. It begins by describing the four values of the Agile Manifesto: individuals and interactions over processes and tools, working software over comprehensive documentation, customer collaboration over contract negotiation, and responding to change over following a plan. It then discusses agile planning cycles and the relationship between product vision, release planning, and iteration planning. Other topics covered include Scrum roles, defining Scrum, Scrum ceremonies like daily stand-ups and retrospectives, user stories, estimation techniques like planning poker and story points, and calculating estimated velocity.
Training of agile project management with scrum king leong lo (100188178)King Lo
This document provides an agenda and overview for a training on Agile project management using Scrum methodology. The training objectives are for IT employees to maximize productivity by applying Scrum. The agenda covers topics such as the Scrum process, roles, product backlogs, prioritization, sprint backlogs, daily scrums, and tools like task boards, burn-down charts. It also provides examples of how these concepts could be applied at a company consisting of an owner, IT leader, and two IT employees.
The document provides an overview of key agile concepts used in Scrum, including the product owner, scrum master, product backlog, release planning, sprints, sprint backlogs, burndown charts, and scrum meetings. The product owner is responsible for the product vision and backlog. The scrum master facilitates the process and removes impediments. Release planning selects features for releases from the backlog. Sprints are short development cycles used to complete portions of the backlog. Burndown charts visually track work remaining over time to help monitor progress.
Agile software development development explainedServan Huegen
The document provides an overview of agile software development approaches like Scrum and Kanban. It explains the key principles of the Agile Manifesto and how Scrum uses ceremonies like sprint planning, daily stand-ups, and retrospectives. Kanban focuses on visualizing work, limiting work in progress, and implementing feedback loops. Large scale agile approaches like Scrum of Scrums and SAFe are also covered. Finally, it discusses how the Lean Startup methodology is used to build minimum viable products and validate ideas with customers.
The document provides an overview of the Scrum methodology for agile software development. It describes the key roles in Scrum projects including the Product Owner, Scrum Master, and Development Team. It also outlines the core Scrum events such as sprint planning meetings, daily stand-ups, sprint reviews, and retrospectives. Finally, it summarizes the different phases in a Scrum project including vision, planning, development, release, and closure.
Training of agile project management with scrum king leong lo (100188178)King Lo
This document provides an agenda and overview for a training on Agile Project Management with Scrum. The training objectives are outlined, along with an introduction to Agile PM and the Scrum process. Key roles in Scrum PM including the Product Owner, ScrumMaster, and Team are defined. The document discusses tools used in Scrum like product backlogs, sprint backlogs, daily scrums, retrospectives, burn-down charts, and task boards. Examples are given and it discusses how the concepts could be applied by the client, an IT company.
This document provides an overview of Agile principles and methodologies like Scrum and Kanban. Some key points include:
- The Agile Manifesto values individuals, interactions, working software, and customer collaboration over processes, tools, documentation, and contract negotiation.
- Scrum uses sprints, daily stand-ups, and meetings to deliver working software frequently from self-organizing teams. Roles include the Product Owner, Development Team, and Scrum Master.
- Kanban uses a visual board to manage work flows and limit work-in-progress to continue delivering value.
The document provides an overview of an Agile Project Management workshop being conducted by Abhishek Prasoon, Chief Scrum Master at Coforge. The workshop agenda includes introductions to Agile concepts, simulations of Scrum meetings like sprint planning, daily standups, demos and retrospectives. The goal is to help participants understand Scrum rituals and artifacts, roles and responsibilities, estimation techniques, and career opportunities in Agile project management.
The document discusses measuring agility in large organizations like IBM. It provides an overview of IBM's size and global presence. It then describes IBM's transition to more agile practices like Blue Communities, Agile methods, and tools to improve collaboration across distributed teams. The document evaluates IBM's agility based on a survey and finds that while making progress, IBM scores lower on agility than teams solely focused on agile. It concludes that measuring agility is possible but discusses what truly defines an agile organization.
This document outlines the syllabus for a Software Engineering course. It includes 3 modules - an introduction to software engineering, teamwork, and customers/users. For each module, it lists the intended learning outcomes, assessment tools (exams, assignments), and whether the assessments are formative or summative. It provides details on the topics to be covered in each module such as the Agile manifesto, principles of Agile development, roles in Agile teams, and integrating user-centered design into Agile development. The document also describes the structure of "business days" where student teams present their work, receive feedback, and plan future iterations.
Explore the Top Trends for Business Analysis and Data. We will discuss topics like Value Optimization, Data Sharing, Observability, Sustainability, and AI. Receive helpful information from an Agile Specialist on how to stay ahead of the game in the Top 10 Trends for Business.
Explore the Top Trends for Business Analysis and Data. We will discuss topics like Value Optimization, Data Sharing, Observability, Sustainability, and AI. Receive helpful information from an Agile Specialist on how to stay ahead of the game in the Top 10 Trends for Business.
As I've observed software development teams, on high-performing teams, the Product and the Engineering team leads often have the same characteristics as a marriage.
The Product lead may be called the Product Manager, Product Owner, Business Owner, or Business Analyst and the Engineering Lead might be called the Architect or Technical Lead. These roles have to work together daily, working in parallel to create a united vision and goals. The team or team of teams' ability to be organized and focused will depend on how well the Product and Engineering leadership show a united front.
Some of us know what it's like working on a team where Product (i.e. the Business) and Engineering have different agendas and/or are blatantly working against each other.
As I look at this working relationship as a marriage, I look at what makes a good marital relationship and also what to do when the relationship is broken. In the workshop I do exercises that go along with the deck, we talk about how to fix broken relationships and how to make them healthy and productive.
Important words and definitions for those who are looking to become entrepreneurs or are currently entrepreneurs and want to get a better understanding of all of the ins and outs of being an entrepreneur.
“Big Ideas. Brand Strategy. Business Longevity.” is a presentation to help expose young aspiring and future entrepreneurs to approach turning their hobbies and passions into income and businesses. The presentation also identifies some young people of color, African-American entrepreneurs, that have had success stories over the years. No matter your age or whether you are new to being an entrepreneur or have been doing it for a while, there are a few tips to help you evaluate and identify areas of improvement. Board games are referenced throughout as a fun way to help make each of the key points memorable. This presentation was presented at the Delta Sigma Theta MRAC Economic Development Committee - Youth Entrepreneur Summit.
This concise slide deck will give you an overview of some of the terms used in Agile. Terms such as Burndown, Daily Scrum, and Retrospectives are only a few of the terms that are explored. Use this as a quick reference for someone who is just beginning their Agile journey.
Scrum of Scrums is a Scaled Agile technique that offers a way to connect multiple teams who need to work together to deliver complex solutions.
It helps teams develop and deliver complex products through transparency, inspection, and adaptation, at scale. It’s particularly successful when all high-performing scrum team members work towards a common goal, have trust, and respect, and are completely aligned.
Teams thrive when they deliver value
every 2 - 3 Sprints!
They have a constant stream of achievement.
People develop a sense of momentum and confidence.
It helps bond a team together.
They develop the ability to
critique.
It increases respect for other
disciplines.
It reduces the isolation of work.
A facilitator is a person who helps a group of people work together better, understand their common objectives, and plan how to achieve these objectives during meetings or discussions. At any given time, every member of a self-managed, empowered Agile scrum and Kanban team (regardless of your title or role) should be ready to step up to help facilitate the team. Facilitation is not just limited to project managers, product managers, and scrum masters. Every team member, ceremony, and meeting participant has a part to play and make sure meetings are a productive and valuable use of time.
Facilitation is a valuable soft skill. This slide deck is the first part of the workshop that is presented to whole scrum teams, where they can learn the art and science of facilitation. Through immersive exercises and a workshop coach, they can practice, get comfortable and get past any anxiety they have around facilitating. After taking the class, team members will better appreciate the facilitator's role and are likely to become better participants in team meetings. The team members can also help call out anti-patterns during a meeting and, as a peer, help keep meetings on track in support of the facilitators. Over time, facilitation becomes a natural part of the fabric of the team.
As you take a look through this deck, keep in mind that the second part of this is an immersive workshop led by a coach. If your organization wants more information about providing soft skills training in the area of facilitation or other areas, do reach out to us for our various customized solutions.
Daily Team Building Calendar 2022 www.jacqueline-sanders-blackman.com
Question & Answer Blog on Quora: https://www.quora.com/profile/Jacqueline-Sanders-Blackman
Coach-On-Call Helpdesk Coach Jacqueline007 @ https://www.linkedin.com/in/jacqueline007/
Technology Expresso Consulting website https://techexpressoconsulting.com/
Blog Talk Radio Podcast blogtalkradio.com/expressosteammakers
Apple Podcasts https://podcasts.apple.com/us/podcast/expresso-steam-makers-10-minute-daily-sip-stemulating/id674251164?uo=4
Everyone is doing it - Agile Software Development and Business Agility but is it right for you? There are definite pros and cons and even instances where you should not apply Agile, especially not a full big-bang transformation. Have questions and want a balanced assessment of whether it's right for your organization or if you are doing Agile the right way? Feel free to reach out to us @ techexpressoconsulting.com
Hiring and paying for an Agile Coach can be expensive. A lot of companies feel like they have the talent and knowledge in-house to perform their agile transformation and I have to say, I agree with them to some extent. Agile knowledge is quite prevalent in today's software development environment. This slide deck actually is part of a presentation where I explain how you can avoid hiring a Agile Coach or Coaches especially for long periods of time, but ONLY if you are willing to address some of the most common mistakes people make when they try to do their Agile transformation or any business process redesign without a dedicated, professional trainer or coach. There is a big difference between having a person in your organization that has extensive experience (i.e. agile training, agile coaching, scrum coaching, agile project management training, project management coaching, and change management) versus a person who has the experience and can do it full time for the duration of the business transformation.
Most organizations' first mistake is thinking that a transformation is just a part-time endeavor and/or that a committee that meets from time-to-time can direct and react as needed during a transformation. If you get through this slide deck and still feel you can do your transformation without an Agile Coach, you have my Best Wishes, just keep our name and number handy if you want a coach that will check-in from time to time and let you know you are on the right track. If you think you need a full time Agile coach, you can also connect with us at TechExpressoConsulting.com.
Explore entry level Information Technology jobs available. Use this presentation to begin your exploration of future jobs in IT.
Look at careers like UX Designer, Technical Support/Help Desk, Project Management and more.
Teams often complain about unproductive planning sessions. They even ask can they cancel them. Everyone wants fewer meetings, right? That's why my answer and recommendation to have teams add a refinement session to their scrum cadence may come as a shock. However, refinement sessions are not just another meeting, they are a game-changer when it comes to sprint planning.
Planning without refinement is futile!
Check out our slide deck, Planning without Refinement is Futile, that has more information and insight on how introducing refinement meetings with clear agendas and outcomes can be the planning makeover your scrum teams need. Your level of frustration, redundancy, or angst about planning will be forever changed.
The Agile I know and love (and promote) was meant to be FUN! Lightweight, fast-paced, and Fun! Built into every ceremony is an opportunity to promote and celebrate the team's efforts, progress, and/or accomplishments. Every Scrum Master, Engineering Manager, and/or Agile Team Coach should have a wacky sense of humor and not be afraid to look silly. They should give the teams permission and platforms to laugh, let loose and go off-script. Having Fun at work (especially in I.T.) is a gateway exercise that leads to creativity, engagement, and innovation. Check out our podcast series that talks more about ways to "Make Scrum Fun Again"! Visit our Podcast @ https://www.blogtalkradio.com/expressosteammakers
Agile Coaching is based on continuous improvement. Learn how to be an effective Agile Coach by improving and implementing Agile best practices. Become a change agent within your organization through this slide share that offers tools and techniques to improve your ability to successfully transform your company's Way of Working. This is an Agile Bootcamp for Coaches!
This document provides guidance on reading and interpreting burndown charts. It explains that when the red line, representing work completed, meets the gray line, which shows the ideal pace of work needed to meet commitments, it means the team is on track with no work carried over to the next sprint. It notes that when the red line does not follow the gray line, it indicates work is not being done on committed tasks. The document also advises that added work during a sprint should not be the norm and may signal a need to clean up the product backlog in Jira.
The best-laid change management plan can be challenged and derailed if the impact, emotions and reactions of the people who are involved are not considered and accommodated.
This document provides an overview of refining, prioritizing, and managing the value of a product backlog. It discusses maintaining a healthy backlog, continuous refinement processes, estimating stories, prioritizing based on business value, and ensuring the backlog supports 2-3 sprints of planned work. It also covers capacity planning, negotiating requirements, and using consensus-based techniques like confidence voting to make decisions.
The document discusses the importance of continuous improvement, learning, and growth for achieving success. It presents a framework for refining user stories through an iterative process from their raw initial state to a refined and reviewed state where they are ready to be worked on. This process involves getting comments and suggestions to refine stories, achieving consensus through review, and repeating refinement as needed. The overall message is that relentless improvement, learning from listening, and growing are necessary to progress forward.
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The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
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Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
How to Start Up a Company: A Step-by-Step Guide Starting a company is an exciting adventure that combines creativity, strategy, and hard work. It can seem overwhelming at first, but with the right guidance, anyone can transform a great idea into a successful business. Let's dive into how to start up a company, from the initial spark of an idea to securing funding and launching your startup.
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These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
1. Takeaways - Next Steps
1. Takeaways
○ Use Ceremonies to Answer the Big 3 Questions
○ Pre-Refinement and Backlog Refinement
○ Having a Healthy Backlog (Velocity x 2)
○ Story Slicing and Splitting (Vertical versus Horizontal)
○ Setting Sprint Goals and Sprint Demos
○ Do more finishing than starting (Set WIP limits)
2. Next Steps
○ Story Refinement Workshop (Session 2)
○ Define/Refine the Team Norms and Working Agreement Stories
○ Webinar “Other Topics” - Based On Your Votes and Feedback
1
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2. 2
Are We Working On
the Right Things?
Are We Doing the Work
the Right Way?
Are We Getting Work
“Done”?
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4. 4
Scrum (Product, Customer, New Dev) Kanban (Specialized, Operations)
Board / Artifacts Board, backlogs, burn-downs, radiators Board only
Ceremonies Daily stand up, Sprint Planning Sprint Review, Sprint
Retrospective, refinement
Daily Scrum, review/retrospective on set frequency and
planning ongoing
Iterations 1-4 week Sprints Continuous flow
Estimation Modified Fibonacci, t-shirt, relative sizing Same/similar size, Class of Services
Teams Must be cross-functional Can be specialized
Roles Product Manager/Owner, Scrum Master, Team Kanban Lead, Team + Needed Rol,
Teamwork Collaborative as needed by User Story/Epics Swarming to achieve goals
WIP (Work In Progress) Controlled by Sprint Content Controlled by Workflow State
Changes Should wait for the next Sprint Planning Added as needed on the board (to do) based on WIP
Product Backlog List of Prioritized and Estimated Stories Just in Time Work Items, Dependency Tickets
Impediments Dealt with Immediately Avoided
Metrics Burn Down, Velocity, Predictability, Bug Leakage,
Forecasting
Flow Efficiency, Backlog Age, Cards Blocked, Flow
Efficiency, Open Time, Cycle Time, Throughput (Card
Count)
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5. Product Manager
Squad Leadership
(Shepherd the Team)
Engineering/QA Team
Voice of the
Customer
Sprint Planning
<Sprint Goals>
Sprint Goals should align with Stories (not
task/subtask) that will be determine what you will
show during your sprint review/demo
User
Stories
Designer
6. 6
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Roles
Artifacts
Ceremonies
Timeboxing
● Development Team
● Product Manager
● Squad Leads (Team)
● Stakeholders / UX Design
● User Stories, Story Maps, Spikes,Technical Stories, Refactors
● Product Backlog
● Sprint Backlog
● Increments/Sprints
● Daily Stand Ups
● Sprint Planning
● Sprint Review
○ Show &Tell (Demos)
● Sprint Retrospective
● Backlog Refinement - 2 to 3 per Sprint
● 15 minutes daily Scrum
● 2 Week Sprint
● Monthly Sync with Stakeholders
● Quarterly Review - Roadmap Look Ahead
● Sprint Refinement/Planning approx. 4 hours for 2 week Sprint
● Sprint Review - 2 hours for 2 week Sprint
● Sprint Retrospective - 1-2 hours for 2 week Sprint
● Work In Progress (WIP) Limits
● Data Driven Planning (LeadTime, CycleTime,Velocity, Burndown)
18. It Is Up To You …. What Would You Like to Learn About Next?
18
Definition of Done Definition of Ready Backlog Refinement Acceptance Criteria and
Testing
Incremental Design &
Development
Kanbanflow Kanban Board Planning Poker
Story Mapping Story Splitting Healthy Backlog Story Pointing and Sizing
Healthy Team Assessment -
Team Norms
Stretch Goals vs Carryover Metrics - Predictability &
Forecasting
Dependency Management
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19. Takeaways - Next Steps
1. Takeaways
○ Use Ceremonies to Answer the Big 3 Questions
○ Pre-Refinement and Backlog Refinement
○ Having a healthy Backlog (Velocity x 2)
○ Story Slicing and Splitting (Vertical versus Horizontal)
○ Setting Sprint Goals and Sprint Demos
○ Do more finishing than starting (Set WIP limits)
2. Next Steps
○ Story Refinement Workshop (Session 2)
○ Define/Refine the Team Norms and Working Agreement Stories
○ Webinar “Other Topics” - Based On Your Votes and Feedback
19
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23. The Mindset Behind the Ceremonies
23
The Agile Framework Enablers
Vision/Value-Led
Data Driven
Embrace Learning
Fail Fast, Learn Fast
Safe Environment
Cross Functional
Iterative -
Progressive
Elaboration
24. Scope of Topics - User Story Workshop
● User Story Refinement (DOR, DOD)
● Relative Sizing - Estimating
● Dependency Management
● Velocity/Capacity Planning/Historical Baselining
● Work In Progress/Kanban Flow Management
● Metric Predictability, Forecasting
● Stretch Goals versus Carryover
● Team Confidence
● Healthy Backlogs (3 x Velocity)
24
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25. Daily Stand Ups (15 Minutes)
Purpose: For the team to share their accomplishments and to
raise any concerns.
Participants: Team members including Product Manager, UX
Designers, Testers (All others should be "invited") but ideally
limit it to the immediate team members.
Tips: (1) Talk about What you “accomplished” yesterday and
today (2) Ask for help or offer help (if available) (3) If you don’t
have any impediments offer an “insight” (new information to
share) (4) Stand Up is an opportunity to knowledge share with
your team members, it’s not meant to report a status to
managers.
25
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26. Daily Stand Ups - Continued
● Set up “sit downs” or “side bars” if a topic needs to be discussed.
● Everyone contributes. i.e. - new team members can share “what
they learned yesterday”, “what they plan to learn today”, and any
challenges.
● Leadership share metrics (i.e share burn up, burn down, lead
time, cycle time at least ) and let the team decide if they need to
make any adjustments.
● At the end of each stand up, the team can establish a unique
close out (i.e. bang a gong, say a cheer “go team”, “all for one”) or
do a thumbs up (to indicate we feel we are in sync/on schedule
or a Fist of Five vote on progress toward sprint goals).
26
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27. Backlog Refinement (1 - 4
Hours/Sprint)
Purpose: For the team to share and collectively identify what belongs in a
user story and to help find the gaps. The outcome is refined user stories
that are ready to be assigned to a sprint to be worked.
Participants: Team members including Product Manager, UX Designers,
Testers (All others should be "invited" as needed).
Tips: (1) A healthy backlog should have 2 - 3 sprints worth of stories in
the ‘ready’ state (2) The team should have an established Definition of
Ready (DOR) and Definition of Done (DOD) (3) Pre-Work or
“Prefinement” helps cut down long refinement and planning meetings. (4)
The task/subtask are not the focus, they should only be a part of the
discussion to help clarify the Level of Effort.
27
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28. Backlog Refinement - continued
1. Raw stories should have rough acceptance criteria and the team
should have a period of time to preview and submit questions.
2. Refinement sessions are used to reconcile and capture the
agreed upon acceptance criteria.
3. When the team feels the AC is “good enough” then the team
votes on the relative size. During sizing it may become
necessary to vertically split/slice stories.
4. Business value can also be defined (optional).
5. Other Backlog Items (Refactor, Technical /Non-Functional
Stories, Spikes) may also come out of the Refinement Session.
28
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29. Sprint Planning (1 Hour w/ Refinement)
Purpose: Is to define and commit to what can be delivered in the sprint.
The outcome is consensus on a commitment to the current sprint and a
forecast for the next two sprints.
Participants: Team members including Product Manager, UX Designers,
Testers (All others should be "invited" as needed).
Tips: (1) A prerequisite is that spikes have been resolved, the stories have
been estimated and the dependencies have been negotiated (2) Planning
has two parts: Part 1 - the Product Manager/Owner collaborates with the
team to outline the objective and goals; Part 2 - the team comes up with a
plan (3) Conclude the meeting with a Fist of Five to ensure there is team
consensus (4) Look ahead to determine that the backlog is “healthy,”
schedule refinement activities to get or keep the backlog healthy.
29
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30. Sprint Review (1 Hours with Demo)
Purpose: Is an opportunity for the team to demo the sprint
accomplishments. The outcome is to determine if the solution is on
track and to get feedback to incorporate into future backlog items.
Participants: Team members including Product Manager, UX
Designers, Testers (Product Managers should Invite stakeholders)
Tips: (1) Display the Sprint Goals and then completely demo the
committed stories. (2) Encourage and capture feedback -
continuous improvement is a part of Agile (3) Demos do NOT have
to be polished (do not spend more than 1 hour prep) - It’s a
work-in-progress in line with Progressive Elaboration (4) Spike
outcomes/results/research conclusion.
30
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31. Sprint Review (1 Hour with Demo)
● At the conclusion of the demo, discuss (a) Is the solution on
track (functionality, scope and timeline)? (b) Have we reach
our objective/goal - are we done? Is it shippable / ready
for release? (c )Should we release this portion of the
solution? (d) What is the next most important thing with
the highest value functionality? (e) The team discusses and
reorders the backlog priorities based on any new
changes/enhancements.
● Remember to always target the least amount to achieve
the maximum value. Expect some stories to be descoped.
31
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32. Spontaneous Demos / Show and Tell
● Spontaneous Demo - throughout the sprint iterations the
development team should share impromptu/spontaneous demos to
share stories in progress to help ensure they are on the right track
and that the criteria has been correctly interpreted. The bigger or
more complex the story the more impromptu demos should be held.
● Sprint Demos - at the end of the demo this should include
stakeholders.
● Quarterly Show & Tell - this is typically to show a shippable
end-to-end part of the solution which includes work from multiple
teams/squads, domains and shared services. This is usually open for
all domains.
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33. Sprint Retrospective - 1 - 2 Hours
Purpose: This ceremony is used to discuss how well the plan
and approach to the team’s Way of Working (WOW) went as
well as how to continuously improve upon it.
Participants: Team members including Product Manager, UX
Designers, Testers (All others should be "invited" as needed)
Tips: (1) It’s important to look for healthy and sustainable
Ways of Working. (2) The Way of Working should align with
the Agile Manifesto Values and Principles.
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34. Sprint Retrospective “Extended” Agenda
➔ Look Back with Data Driven Informatics
◆ Velocity, Burn Down, Carryover, Committed/Completed, WIP
◆ Value Delivered
◆ Unplanned Work, Bug Fix/Quality Indicators
◆ Lead Time, Turn Around Time/Cycle Time, Hold Time
➔ Look Ahead (You can do this as part of the Planning)
◆ 2 - 3 Sprint Feature Preview/Updates
◆ 2 - 3 Month New Epic/Initiative Preview
◆ Market Trends/Customer Analytics/Targets and Predictions
◆ Technical Debt
➔ Team Health (Monthly/Quarterly) - Team Building (Ice Breaker)
➔ Areas of Improvement - First Ask: What did we improve since the last
retrospective?
➔ Then go into the (Start, Stop, Continue) or What Went Well, What Didn't Go Well....)
➔ Action Items - Assigned and Target Date
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