The document discusses the role and responsibilities of a Product Owner in Scrum. It emphasizes that the Product Owner is responsible for creating a product vision and backlog, prioritizing the backlog, regularly interacting with the team, reviewing product increments, and helping estimate work. The Product Owner plays a key role in ensuring the team delivers business value through each sprint.
The document discusses goals for adopting agile practices like predictability, quality, early ROI, lower costs, and innovation. It then covers considerations for transformation based on organization size, dependencies between teams, and resistance to change. Finally, it outlines key elements of transformation including backlogs, teams, and working tested software and discusses governance structures with portfolio, program, and delivery teams.
This document discusses PI planning for agile release trains. It begins by defining PI planning as a cadence-based, face-to-face event that aligns teams to a shared mission and vision. It notes when PI planning typically occurs and its goals of commitment, alignment, fast decision making, and cross-team collaboration. The document then examines why teams struggle with PI planning and what could be done differently, such as cultural awareness and clear communications. It outlines elements of preparation including logistics, organizational, and content readiness. Finally, it discusses setting SMART objectives, planning communication for business alignment, and takes questions.
Scrum role introduction – The Product OwnerLê Trọng-Hiệp
This document outlines the key responsibilities of a Product Owner role in 10 points. It begins with an introduction and agenda for a presentation on the topic. The Product Owner is described as the visionary who maintains the product backlog, prioritizes features, shares the vision with the team, inspects work, can change course or end sprints, and communicates externally. The document concludes by thanking attendees and advertising upcoming Agile-related events.
The Scaled Agile Framework (SAFe) is an agile framework for enterprise-scale organizations. It addresses challenges of architecture, integration, funding, and roles at scale. SAFe has three levels - portfolio, program, and team. At the portfolio level, investment themes drive budget allocations. The program level uses Agile Release Trains of 5-10 teams to deliver value in 10 week iterations. Teams use Scrum or Kanban with 2 week iterations. SAFe aims to apply lean-agile principles at an enterprise scale.
Scrum vs SAFe | Differences Between Scrum and Scaled Agile Framework | EdurekaEdureka!
YouTube Link: https://youtu.be/c2e0BchglOc
** Certified Scrum Master Training: https://www.edureka.co/certified-scrum-master-certification-training **
This Edureka PPT on "Scrum vs SAFe" video will help you understand the key differences between the two most popular frameworks Scrum and Scaled Agile Framework (SAFe). The topics discussed in this course are listed below:
What is Scrum?
What is SAFe?
Major Differences Between Scrum and SAFe
Follow us to never miss an update in the future.
YouTube: https://www.youtube.com/user/edurekaIN
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
Castbox: https://castbox.fm/networks/505?country=in
The "2017 Scrum by Picture" is something you can call Scrum Guide illustrated. It is based on the newest version of "Scrum Guide".
You will find the theory, scrum values, scrum team, scrum events including sprint, sprint planning, daily scrum, review and retrospective as well as scrum artifacts. All of those is explained in easy to follow, illustrated nicely presentation, which can assist you to catch the idea behind Scrum.
Feel free to share "2017 Scrum by Picture" with your Scrum friends.
Webinar On Scaled Agile Framework (SAFe) | iZenBridgeSaket Bansal
This document summarizes a webinar on introducing the Scaled Agile Framework (SAFe). It discusses scaling agile from the team, program, and portfolio levels. It introduces SAFe values and how it draws from agile, lean, and product development flow principles. It also outlines the SAFe framework at each level including elements like Agile Release Trains, program increments, and upcoming SAFe training events.
The document discusses goals for adopting agile practices like predictability, quality, early ROI, lower costs, and innovation. It then covers considerations for transformation based on organization size, dependencies between teams, and resistance to change. Finally, it outlines key elements of transformation including backlogs, teams, and working tested software and discusses governance structures with portfolio, program, and delivery teams.
This document discusses PI planning for agile release trains. It begins by defining PI planning as a cadence-based, face-to-face event that aligns teams to a shared mission and vision. It notes when PI planning typically occurs and its goals of commitment, alignment, fast decision making, and cross-team collaboration. The document then examines why teams struggle with PI planning and what could be done differently, such as cultural awareness and clear communications. It outlines elements of preparation including logistics, organizational, and content readiness. Finally, it discusses setting SMART objectives, planning communication for business alignment, and takes questions.
Scrum role introduction – The Product OwnerLê Trọng-Hiệp
This document outlines the key responsibilities of a Product Owner role in 10 points. It begins with an introduction and agenda for a presentation on the topic. The Product Owner is described as the visionary who maintains the product backlog, prioritizes features, shares the vision with the team, inspects work, can change course or end sprints, and communicates externally. The document concludes by thanking attendees and advertising upcoming Agile-related events.
The Scaled Agile Framework (SAFe) is an agile framework for enterprise-scale organizations. It addresses challenges of architecture, integration, funding, and roles at scale. SAFe has three levels - portfolio, program, and team. At the portfolio level, investment themes drive budget allocations. The program level uses Agile Release Trains of 5-10 teams to deliver value in 10 week iterations. Teams use Scrum or Kanban with 2 week iterations. SAFe aims to apply lean-agile principles at an enterprise scale.
Scrum vs SAFe | Differences Between Scrum and Scaled Agile Framework | EdurekaEdureka!
YouTube Link: https://youtu.be/c2e0BchglOc
** Certified Scrum Master Training: https://www.edureka.co/certified-scrum-master-certification-training **
This Edureka PPT on "Scrum vs SAFe" video will help you understand the key differences between the two most popular frameworks Scrum and Scaled Agile Framework (SAFe). The topics discussed in this course are listed below:
What is Scrum?
What is SAFe?
Major Differences Between Scrum and SAFe
Follow us to never miss an update in the future.
YouTube: https://www.youtube.com/user/edurekaIN
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
Castbox: https://castbox.fm/networks/505?country=in
The "2017 Scrum by Picture" is something you can call Scrum Guide illustrated. It is based on the newest version of "Scrum Guide".
You will find the theory, scrum values, scrum team, scrum events including sprint, sprint planning, daily scrum, review and retrospective as well as scrum artifacts. All of those is explained in easy to follow, illustrated nicely presentation, which can assist you to catch the idea behind Scrum.
Feel free to share "2017 Scrum by Picture" with your Scrum friends.
Webinar On Scaled Agile Framework (SAFe) | iZenBridgeSaket Bansal
This document summarizes a webinar on introducing the Scaled Agile Framework (SAFe). It discusses scaling agile from the team, program, and portfolio levels. It introduces SAFe values and how it draws from agile, lean, and product development flow principles. It also outlines the SAFe framework at each level including elements like Agile Release Trains, program increments, and upcoming SAFe training events.
Foundations of the Scaled Agile Framework® (SAFe® ) 4.5netmind
El Scaled Agile Framework (SAFe) es una base de conocimientos para adoptar métodos de trabajo ágiles en grandes organizaciones. SAFe presenta de forma gráfica un modelo de gestión para escalar la aplicación de las prácticas ágiles de un equipo a la gestión de programas, y de la gestión de programas al conjunto de la organización.
Este modelo para la adopción y transformación ágil de las organizaciones fué diseñado por Dean Leffingwell, a partir de sus libros “Agile Software Requeriments: Lean Requeriments for Teams Programs and the Enterprise” y “Scaling Software Agility: Best Practices for Large Enterprise”, y se ha implementado con éxito en grandes organizaciones de todo el mundo. 60 de las 100 compañías más grandes de Estados Unidos están utilizando SAFe como guía de referencia para la adopción de Agile.
El modelo de gestión propuesto por SAFe cubre el conjunto de la organización, desde los equipos, hasta los niveles de mayor responsabilidad. El modelo estructura en tres niveles: Equipo, Programa y Portfolio, aunque en la última versión, SAFe 4.0, introduce un 4º nivel opcional para soluciones de extremadamente grandes y complejas. Para cada uno de estos niveles SAFe define los roles, estructuras, actividades, artefactos, prácticas y técnicas adecuadas.
The slides are for a course that is LIVE on Udemy.com (https://www.udemy.com/product-roadmap-101/)
The slides outline how to build an effective product by translating product strategy into product roadmap for enterprise products.
Introduction to Scaled Agile Framework SAFeJosef Scherer
1. The document discusses the Scaled Agile Framework (SAFe), a framework for implementing agile practices in large organizations. It describes SAFe's roots in lean thinking and systems management.
2. SAFe is based on the concept of an "Agile Release Train" which coordinates multiple agile teams to deliver value through regular inspection and adaptation cycles. It aims to achieve speed, value and quality at scale through flow, cadence and synchronization.
3. The document outlines key SAFe roles like the Product Manager, Release Train Engineer, System Architect, and System Team which work together using SAFe principles and practices to continuously deliver working solutions.
Presenter:
Dr. Gail Ferreira, Agile Practice Leader, MATRIX Resources, San Francisco Center of Excellence
Rapid scale directly impacts all levels of decision-making, planning, execution, culture, and communications for executives in hypergrowth companies. In this session, we will discuss how to organize, support, and tailor agile practices for teams and sub-teams in companies with a rapid growth cycle. We will share contemporary case studies of hypergrowth companies who have delivered agile at scale.
Topics will include:
• Basic agile and lean methods
• Scrum of Scrums
• SAFe
• Disciplined Agile Delivery (DAD)
• Agility at Scale (Ambler/Lines)
• Spotify model (Tribes, Squads, Chapters & Guilds, DSDM).
Scrum 101 Learning Objectives:
1. Waterfall project methodology basics - what is waterfall and where did it come from?
2. Agile umbrella practices and frameworks - what is agile? what isn't agile? Where does Scrum fit in?
3. Scrum empirical theory - emperical vs. theoretical
4. Parts of the Scrum framework - roles, events / ceremonies, artifacts and rules
5. Features of cultures that use Scrum
Learn more about the most popular Agile framework - Scrum. This training should be paired with the pre-training learning materials in Trello. Learn more about the Scrum artifacts (product backlog, sprint backlog, etc.), Scrum roles (Scrum Master, Product Owner, and the team), and the Sprint.
Release Train Engineer - the Master Scrum Master Mia Horrigan
The document discusses the role of a Release Train Engineer (RTE), who acts as a master Scrum Master to facilitate agile processes across multiple teams within a large organization. Key responsibilities of an RTE include coordinating delivery, removing impediments, and ensuring teams work together to achieve business goals. The document also outlines some practices, such as dedicated product owners, executive sponsorship, and visualization, that helped one RTE keep their release train on track during a large government IT transformation involving 8 teams. Challenges of scaling to many teams are also discussed.
Rick Austin - Portfolio mangement in an agile world [Agile DC]LeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. This talk will illustrate how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
We will demonstrate the use of governance that allows a more adaptive portfolio management approach. We will cover topics that enable agile portfolio management including:
Lean techniques for managing flow
Effective prioritization techniques
Long range road-mapping
Demand management and planning
Progressively elaborated business cases
Validation of outcomes
Support for audit and compliance needs
These topics will be illustrated by real-world examples of portfolio management that have been proven over the last five years with a wide range of clients.
A Scrum Master facilitates the Scrum process, creates rhythm and sets expectations for projects and team members. They facilitate daily stand-ups and meetings, enhance communication, and act as an approachable coach through 1:1 meetings and active listening. Scrum Masters also train teams, products, and the organization on Agile practices.
The document discusses various aspects of agile software development methodologies like Scrum. It describes the Scrum framework, including roles like Product Owner and Scrum Master. It also covers Scrum artifacts, events, and ceremonies like the sprint, daily standup, planning meeting, review, and retrospective. The document provides information on estimating work, defining done, and managing backlogs to support iterative development with Scrum.
The document provides an overview of how SAFe and Scrum connect at different levels from the portfolio to the team. It shows that at the portfolio level there is an enterprise architect and epic owners who define strategic themes and epics. At the program level, a release train engineer leads the agile release train which plans iterations and coordinates multiple Scrum teams. Each Scrum team has a product owner, Scrum master, and developers who work on user stories and tasks within sprints.
This document provides an overview of Agile and Scrum methodologies. It describes the iterative incremental model and compares it to the waterfall model. The key aspects of Agile include iterative development, early delivery of working software, collaboration between business and developers, self-organizing teams, and face-to-face communication. Scrum is then introduced as a framework for implementing Agile. The core Scrum roles, events, artifacts, user stories, estimation techniques, and burn down charts are defined and explained at a high level.
Agile evolution lifecycle - From implementing Agile to being AgileMichal Epstein
This document outlines an agile evolution lifecycle consisting of adoption, adjustment, and advancement. It discusses scaling challenges with initial agile adoption within teams and a lack of visibility outside teams. The adjustment phase emphasizes focusing on small, well-defined user stories and taking responsibility for deliveries. Advancement challenges working agile in organizations needing roadmaps for customers and discusses prioritizing features by business value and cost to fit within scope. The final culture stage involves organizational unity across functions, adapting approaches, and focusing on short cycles of gradual value to keep customers happy.
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
The document describes the three core Scrum roles - Product Owner, Scrum Master, and Development Team - and two ancillary roles. The Product Owner represents stakeholders and ensures the product meets business needs. The Scrum Master coaches the team and removes impediments to workflow. The multi-functional Development Team is self-organizing and completes the work. The ancillary roles of customers and management provide feedback but are not directly involved in sprints.
Scaled Agile Framework, SAFe, has been adopted by organizations of domain ranging from finance, logistics, insurance and government. SAFe provides a framework to apply Lean and Agile practices at an enterprise level. But why use SAFe? In this interactive session based on Rishi Chaddha, SAFe consultant, experience in implementing SAFe in big financial institute. Going beyond the theory we will talk about the challenges faced when implementing SAFe in portfolio which includes hundred of people distributed worldwide. Each initiative in the portfolio can be worth from few thousand of dollars to millions of dollars. The talk will cover both the good and the bad and will show how to practically start SAFe transformation.
Training materials for Agile Scrum. Starts with an overview of Agile and Lean. Followed with the Agile Scrum key concepts like Product Owner, Scrum Master, Scrum Team and Product Backlog. Theory is complemented with learnings and best practices from real life software development.
This document provides an overview of implementing the Scaled Agile Framework (SAFe). It discusses the need for change to address issues like failing to compete. Key steps include establishing a vision, taking an economic view, training change agents and executives, identifying value streams and Agile Release Trains (ARTs), creating an implementation plan, preparing and launching the first ART, coaching ART execution, launching more value streams and ARTs, extending to the portfolio level, and sustaining and improving the implementation. The overall goal is to deliver business results through faster delivery, higher quality, and better customer satisfaction by organizing around value streams and optimizing the system as a whole.
A presentation given for the PMI community in November 2008. The presentation shows the main difference between traditional and agile project management.
This document provides advice for new product owners on their role and responsibilities in Scrum. It discusses establishing a clear product vision through collaboration. An effective vision should describe the target customer and value proposition in a concise, memorable way. It also covers principles for effective story writing like defining requirements of ready and focusing on user experience. Release planning techniques like story mapping and calculating team velocity are presented. The document emphasizes that an empowered, dedicated product owner with a strong vision is key to achieving great results with Scrum.
Foundations of the Scaled Agile Framework® (SAFe® ) 4.5netmind
El Scaled Agile Framework (SAFe) es una base de conocimientos para adoptar métodos de trabajo ágiles en grandes organizaciones. SAFe presenta de forma gráfica un modelo de gestión para escalar la aplicación de las prácticas ágiles de un equipo a la gestión de programas, y de la gestión de programas al conjunto de la organización.
Este modelo para la adopción y transformación ágil de las organizaciones fué diseñado por Dean Leffingwell, a partir de sus libros “Agile Software Requeriments: Lean Requeriments for Teams Programs and the Enterprise” y “Scaling Software Agility: Best Practices for Large Enterprise”, y se ha implementado con éxito en grandes organizaciones de todo el mundo. 60 de las 100 compañías más grandes de Estados Unidos están utilizando SAFe como guía de referencia para la adopción de Agile.
El modelo de gestión propuesto por SAFe cubre el conjunto de la organización, desde los equipos, hasta los niveles de mayor responsabilidad. El modelo estructura en tres niveles: Equipo, Programa y Portfolio, aunque en la última versión, SAFe 4.0, introduce un 4º nivel opcional para soluciones de extremadamente grandes y complejas. Para cada uno de estos niveles SAFe define los roles, estructuras, actividades, artefactos, prácticas y técnicas adecuadas.
The slides are for a course that is LIVE on Udemy.com (https://www.udemy.com/product-roadmap-101/)
The slides outline how to build an effective product by translating product strategy into product roadmap for enterprise products.
Introduction to Scaled Agile Framework SAFeJosef Scherer
1. The document discusses the Scaled Agile Framework (SAFe), a framework for implementing agile practices in large organizations. It describes SAFe's roots in lean thinking and systems management.
2. SAFe is based on the concept of an "Agile Release Train" which coordinates multiple agile teams to deliver value through regular inspection and adaptation cycles. It aims to achieve speed, value and quality at scale through flow, cadence and synchronization.
3. The document outlines key SAFe roles like the Product Manager, Release Train Engineer, System Architect, and System Team which work together using SAFe principles and practices to continuously deliver working solutions.
Presenter:
Dr. Gail Ferreira, Agile Practice Leader, MATRIX Resources, San Francisco Center of Excellence
Rapid scale directly impacts all levels of decision-making, planning, execution, culture, and communications for executives in hypergrowth companies. In this session, we will discuss how to organize, support, and tailor agile practices for teams and sub-teams in companies with a rapid growth cycle. We will share contemporary case studies of hypergrowth companies who have delivered agile at scale.
Topics will include:
• Basic agile and lean methods
• Scrum of Scrums
• SAFe
• Disciplined Agile Delivery (DAD)
• Agility at Scale (Ambler/Lines)
• Spotify model (Tribes, Squads, Chapters & Guilds, DSDM).
Scrum 101 Learning Objectives:
1. Waterfall project methodology basics - what is waterfall and where did it come from?
2. Agile umbrella practices and frameworks - what is agile? what isn't agile? Where does Scrum fit in?
3. Scrum empirical theory - emperical vs. theoretical
4. Parts of the Scrum framework - roles, events / ceremonies, artifacts and rules
5. Features of cultures that use Scrum
Learn more about the most popular Agile framework - Scrum. This training should be paired with the pre-training learning materials in Trello. Learn more about the Scrum artifacts (product backlog, sprint backlog, etc.), Scrum roles (Scrum Master, Product Owner, and the team), and the Sprint.
Release Train Engineer - the Master Scrum Master Mia Horrigan
The document discusses the role of a Release Train Engineer (RTE), who acts as a master Scrum Master to facilitate agile processes across multiple teams within a large organization. Key responsibilities of an RTE include coordinating delivery, removing impediments, and ensuring teams work together to achieve business goals. The document also outlines some practices, such as dedicated product owners, executive sponsorship, and visualization, that helped one RTE keep their release train on track during a large government IT transformation involving 8 teams. Challenges of scaling to many teams are also discussed.
Rick Austin - Portfolio mangement in an agile world [Agile DC]LeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. This talk will illustrate how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
We will demonstrate the use of governance that allows a more adaptive portfolio management approach. We will cover topics that enable agile portfolio management including:
Lean techniques for managing flow
Effective prioritization techniques
Long range road-mapping
Demand management and planning
Progressively elaborated business cases
Validation of outcomes
Support for audit and compliance needs
These topics will be illustrated by real-world examples of portfolio management that have been proven over the last five years with a wide range of clients.
A Scrum Master facilitates the Scrum process, creates rhythm and sets expectations for projects and team members. They facilitate daily stand-ups and meetings, enhance communication, and act as an approachable coach through 1:1 meetings and active listening. Scrum Masters also train teams, products, and the organization on Agile practices.
The document discusses various aspects of agile software development methodologies like Scrum. It describes the Scrum framework, including roles like Product Owner and Scrum Master. It also covers Scrum artifacts, events, and ceremonies like the sprint, daily standup, planning meeting, review, and retrospective. The document provides information on estimating work, defining done, and managing backlogs to support iterative development with Scrum.
The document provides an overview of how SAFe and Scrum connect at different levels from the portfolio to the team. It shows that at the portfolio level there is an enterprise architect and epic owners who define strategic themes and epics. At the program level, a release train engineer leads the agile release train which plans iterations and coordinates multiple Scrum teams. Each Scrum team has a product owner, Scrum master, and developers who work on user stories and tasks within sprints.
This document provides an overview of Agile and Scrum methodologies. It describes the iterative incremental model and compares it to the waterfall model. The key aspects of Agile include iterative development, early delivery of working software, collaboration between business and developers, self-organizing teams, and face-to-face communication. Scrum is then introduced as a framework for implementing Agile. The core Scrum roles, events, artifacts, user stories, estimation techniques, and burn down charts are defined and explained at a high level.
Agile evolution lifecycle - From implementing Agile to being AgileMichal Epstein
This document outlines an agile evolution lifecycle consisting of adoption, adjustment, and advancement. It discusses scaling challenges with initial agile adoption within teams and a lack of visibility outside teams. The adjustment phase emphasizes focusing on small, well-defined user stories and taking responsibility for deliveries. Advancement challenges working agile in organizations needing roadmaps for customers and discusses prioritizing features by business value and cost to fit within scope. The final culture stage involves organizational unity across functions, adapting approaches, and focusing on short cycles of gradual value to keep customers happy.
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
The document describes the three core Scrum roles - Product Owner, Scrum Master, and Development Team - and two ancillary roles. The Product Owner represents stakeholders and ensures the product meets business needs. The Scrum Master coaches the team and removes impediments to workflow. The multi-functional Development Team is self-organizing and completes the work. The ancillary roles of customers and management provide feedback but are not directly involved in sprints.
Scaled Agile Framework, SAFe, has been adopted by organizations of domain ranging from finance, logistics, insurance and government. SAFe provides a framework to apply Lean and Agile practices at an enterprise level. But why use SAFe? In this interactive session based on Rishi Chaddha, SAFe consultant, experience in implementing SAFe in big financial institute. Going beyond the theory we will talk about the challenges faced when implementing SAFe in portfolio which includes hundred of people distributed worldwide. Each initiative in the portfolio can be worth from few thousand of dollars to millions of dollars. The talk will cover both the good and the bad and will show how to practically start SAFe transformation.
Training materials for Agile Scrum. Starts with an overview of Agile and Lean. Followed with the Agile Scrum key concepts like Product Owner, Scrum Master, Scrum Team and Product Backlog. Theory is complemented with learnings and best practices from real life software development.
This document provides an overview of implementing the Scaled Agile Framework (SAFe). It discusses the need for change to address issues like failing to compete. Key steps include establishing a vision, taking an economic view, training change agents and executives, identifying value streams and Agile Release Trains (ARTs), creating an implementation plan, preparing and launching the first ART, coaching ART execution, launching more value streams and ARTs, extending to the portfolio level, and sustaining and improving the implementation. The overall goal is to deliver business results through faster delivery, higher quality, and better customer satisfaction by organizing around value streams and optimizing the system as a whole.
A presentation given for the PMI community in November 2008. The presentation shows the main difference between traditional and agile project management.
This document provides advice for new product owners on their role and responsibilities in Scrum. It discusses establishing a clear product vision through collaboration. An effective vision should describe the target customer and value proposition in a concise, memorable way. It also covers principles for effective story writing like defining requirements of ready and focusing on user experience. Release planning techniques like story mapping and calculating team velocity are presented. The document emphasizes that an empowered, dedicated product owner with a strong vision is key to achieving great results with Scrum.
The document discusses the role of business analysts in agile software development. It argues that business analysts play an important role in helping agile teams meet business needs, either as the product owner or by supporting the product owner. When adopting agile, teams should initially focus on becoming more effective before emphasizing requirements or the business analyst's role. Over time, the business analyst should take a more prominent role in reducing unnecessary work through improved requirements analysis. Adopting agile processes does not remove the need for requirements; it changes the nature of requirements from push to pull based on business needs.
Scrum is an agile project management framework that focuses on iterative development, self-organizing teams, and frequent inspection points. The key aspects of Scrum include roles like the product owner, Scrum master, and self-organizing development team. Events in Scrum include sprint planning meetings, daily stand-ups, sprint reviews, and retrospectives. Artifacts include the product backlog, sprint backlog, and definition of done. Scrum aims to deliver working software frequently through short iterations called sprints.
Agile Anti-Patterns. Yes your agile projects can and will fail too.Sander Hoogendoorn
The document discusses various anti-patterns that can cause agile projects to fail. It notes that while many believe waterfall methods don't work, agile projects can fail too if not implemented properly. Some specific anti-patterns mentioned include blaming the methodology instead of the implementation, overreliance on documentation or rituals over outcomes, and treating agile as a one-size-fits-all approach. The document advocates for tailoring agile approaches to individual project and organization needs.
The document is an introduction to the Scrum framework presented by Dominik Jungowski. The agenda covers what Scrum is, how it works, meetings/artifacts/roles, definition of done, bugs, deductions, and using Scrum at CHIP. Scrum is an agile project management framework that uses iterations called sprints to incrementally develop a product, inspecting and adapting each sprint. A Scrum team consists of stakeholders, a ScrumMaster, product owner, and cross-functional developers working together towards a shared product goal.
This is my latest presentation on "Scrum managing through complexity" given at Luxembourg Sacred Heart University Executive MBA Class (Jan. 17th 2012).
This is a part of the Operational Excellence Module.
How to use agile for roadmapping and be successful at itAnupam Kundu
The document discusses how agile practices can help product owners successfully manage product roadmaps. It defines the role of a product owner and explains how agile planning, such as identifying and prioritizing features, allows product owners to better align products with business goals and stakeholder needs. The document also shares examples of how agile roadmapping helped one company increase productivity and delivery of new products.
The document discusses the role of the creative product owner in agile development. It examines different creative styles like Leonardo da Vinci's curiosity and openness. The presentation covers tools for creativity like improv acting, mind mapping, and thinking hats. It emphasizes bringing diverse skills to teams and fostering a state of flow. The goal is to help product owners and teams think more creatively through techniques used by great innovators.
The document discusses five things to do before implementing Agile practices: 1) Identify the reasons for adopting Agile, 2) Inform and educate teams and the organization about Agile ways of working, 3) Define engineering practices to use, 4) Define a product backlog, and 5) Set a definition of done. It emphasizes understanding why an organization wants to adopt Agile and how Agile will benefit the organization. It also discusses communicating changes to working styles and focusing on developing working software iteratively.
This document discusses how traditional project management approaches can fall short for complex work, and introduces Agile product development using Scrum as a framework. It explains that Scrum focuses on maximizing business value through collaborative customer engagement and empirical process improvement over comprehensive planning. Scrum is presented as a practical method for complex work where needs may change, using short development cycles called sprints to iteratively deliver working software or products.
Introduction to Scrum - An Agile FrameworksAMJAD SHAIKH
Introduction to Scrum - is one of the most popular frameworks for implementing agile. The presentation in quick overview to introduce readers with terms used in scrum & process itself.
The Essential Product Owner - Partnering with the teamCprime
Bob Galen shares real-world stories where he’s seen “effectively partnered” teams and Product Owners truly deliver balanced value for their business stakeholders. In this session he’ll show you how story mapping and release planning can truly set the stage for effective team workflow—establishing a “Big Picture” for everyone to shoot for. How establishing shared goals, both at the iteration and release levels, truly cements the partnership between team and Product Owner. And finally, how setting a tempo of regular, focused backlog grooming sessions establishes a mechanism for the team and Product Owner to explore well-nuanced and high value backlogs.
Introduction to Scrum presentation which outlines common issues in software development, what is Scrum, and an introduction to the Scrum framework. This presentation has been used for training and presentations to both technology and business audiences.
It doesn’t matter if you’re a one-person freelancer, a budding 5-10 person agency, or an established small to mid-sized company - you will always contend with the challenges of growth. This month, key employees from Raleigh-based web shop Atlantic BT (ABT) will share their experiences on how to build and maintain a foundation for growth in light of pressures from increasing demand.
COO, Software Development Manager, and Creative Director will share some patterns that triggered growth, and how each handled them.
This document provides an overview of Scrum and what it offers to different stakeholders. It describes Scrum's core concepts like vision, sprints, roles of Product Owner, Scrum Master and team members. It also summarizes benefits of Scrum for customers, leadership and team members. It encourages learning Scrum through practice and participation in local user groups and certification.
This document provides an introduction to agile principles and Scrum methodology. It defines key Scrum roles like Product Owner and Scrum Master. It also explains common Scrum ceremonies such as sprint planning, daily stand-ups, sprint reviews and retrospectives. Artifacts like the product backlog, sprint backlog and burn down charts are also described. The document aims to give trainees an overview of agile and Scrum concepts to help them apply these principles.
Scaling Scrum with UX in the EnterpriseCaleb Jenkins
Scrum is the most popular Agile framework in the world for effective team collaboration on complex projects. Scrum provides a small set of rules that create just enough structure for teams to be able to focus their innovation. Scrum is optimized for teams for teams of 5 to 9 people. Making Scrum work with larger teams or in large enterprise environments brings its own set of challenges. This talk presents 3 patterns used on enterprise teams to scale Scrum effectively with global teams.
This presentation was given at the 2014 Tulsa Tech Fest in Tulsa, OK - http://developingux.com/TulsaTech2014/
Semelhante a Certified Scrum Product Owner Training (20)
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
Garments ERP Software in Bangladesh _ Pridesys IT Ltd.pdfPridesys IT Ltd.
Pridesys Garments ERP is one of the leading ERP solution provider, especially for Garments industries which is integrated with
different modules that cover all the aspects of your Garments Business. This solution supports multi-currency and multi-location
based operations. It aims at keeping track of all the activities including receiving an order from buyer, costing of order, resource
planning, procurement of raw materials, production management, inventory management, import-export process, order
reconciliation process etc. It’s also integrated with other modules of Pridesys ERP including finance, accounts, HR, supply-chain etc.
With this automated solution you can easily track your business activities and entire operations of your garments manufacturing
proces
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
HR search is critical to a company's success because it ensures the correct people are in place. HR search integrates workforce capabilities with company goals by painstakingly identifying, screening, and employing qualified candidates, supporting innovation, productivity, and growth. Efficient talent acquisition improves teamwork while encouraging collaboration. Also, it reduces turnover, saves money, and ensures consistency. Furthermore, HR search discovers and develops leadership potential, resulting in a strong pipeline of future leaders. Finally, this strategic approach to recruitment enables businesses to respond to market changes, beat competitors, and achieve long-term success.
Dive into this presentation and learn about the ways in which you can buy an engagement ring. This guide will help you choose the perfect engagement rings for women.
Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
12. Days between Major Releases
Features Delivered per Team
2000 2001 2002 2003 2004 2005 2006
from a presentation of salesforce.com
Scrum Gathering Stockholm 2008
13. Lack of visibility
from a presentation of salesforce.com
Scrum Gathering Stockholm 2008
14. Resource Bottlenecks
from a presentation of salesforce.com
Scrum Gathering Stockholm 2008
16. Lack of responsiveness, lack of team alignment on priorities
from a presentation of salesforce.com
Scrum Gathering Stockholm 2008
17. Unhappy customers
from a presentation of salesforce.com
Scrum Gathering Stockholm 2008
18. Gradual productivity decline as the team grew
from a presentation of salesforce.com
Scrum Gathering Stockholm 2008
19. The claim of most managers
and business people is a reflex.
They say ....
20. The claim of most manager and business people is a reflex they say ....
We need to structure
and organize more ....
We need better processes,
we need better tools,
we need better people.
21. traditional answer ...
➡ team and line management
➡ project management
➡ portfolio management
55. NOKIA - TEST
1. Do they deliver working software at the end
of each Sprint (less than 4 weeks) that is tested
at the feature level.
56. NOKIA - TEST
2. Do they do just enough specficiation before
starting a Sprint and is their Product Backlog
ready?
57. NOKIA - TEST
3. Do they have a Product Owner. A Product
Backlog? Is it estimated by the team?
58. NOKIA - TEST
4. Does the team have a burndown chart and
does the team know their velocity?
59. NOKIA - TEST
5. Is their team free from disruption during the
Sprint?
60. Product
Manager A
Project A
Team A Why Change?
Product
Project B Team B
No Focus
Manager B
Product Release
No Visibility
Project C Team C
Manager C Manager Release X
No Predictability
Product
Project D
Manager D Team D
Product
Manager X Project X Team X
No Dedication
getting lost?
Getting Lost?
working together for innovative results 60
61. The Product
Owner is key!
working together for innovative results 61
62. Scrum & Business
Scrum is highly business and product AND THE
oriented. WINNER IS
Business get a real live information of
project status on daily basis
...
Every 30 days a product increment is
Business
ready and can be used.
working together for innovative results 62
63. “There is not
Business Involvement!
such thing as a
A prioritized Product Backlog!
A dedicated Product Owner! free lunch”
Robert A Heinlein, The Moon is a Harsh Mistress
First Things First!
IT IS HARD WORK!
working together for innovative results 63
64. A Vision is a clear picture that
evokes an emotional
attraction.
Product Vision
The Product Owner creates the
product vision
He shares this vision with his
team
working together for innovative results 64
65. Product Vision
A Vision is a clear picture that
evokes an emotional
attraction.
”I believe that this nation should commit itself
to achieving the goal, before
this decade is out, of landing a man on the Moon
and returning him safely
to the earth“ ,1
working together for innovative results 65
66. Create the
Product Backlog
The Product Owner creates and
maintains the Product Backlog!
Never show up to a Sprint Planning
without estimated and prioritizes
Product Backlog.
Make it public to the organization!
working together for innovative results 66
67. Prioritize the Product Backlog
First Things First!
Prioritization based on business value
Use your tools and your common sense!
working together for innovative results 67
68. Work on Daily Basis with
Team members!
Clarify Ideas and Vision
Clarify Requirements
JOIN THE DAILY SCRUM!
Do Decisions quickly!
Re-prioritize if the team runs into problems
working together for innovative results 68
69. Review the
Product
Review the product
give timely feedback
a) during Sprint
b) in Sprint Review
working together for innovative results 69
70. Fibonaci!
Call the Estimation Meeting
Get Estimates from you team
Give them the chance to get an
insights into the new ideas
working together for innovative results 70
71. Create Release Plan
Build the release plan 3 month ahead!
Work hard on meaningful Sprint Goals!
Work with all parties to create one Releaseplan!
Involve Team to create Release plan
working together for innovative results 71
72. Sprint Planning
Brief your team in the meeting!
Know exactly what you want!
Be clear when you
communicate!
Negotiate Goal and Scope!
working together for innovative results 72
79. ScrumMaster
The Film Director -- He protects the team from all
distrubances. He is not part of the team. He
improves the productivity of the Scrum-Team and
controls the “inspect and adapt” cycles of Scrum . He
makes sure that the agile ideals are understood and
that they are respected by all stakeholders. He is not
responsible for the delivery of the product.
85. Product Owner
The Storywriter -- She drives the Product Owner from
the business point of view. She communicates a clear
vision of the product and she defines its main
characteristics. She also accepts the product at the end
of a Sprint. She makes sure that the team only works
on the most valuable Backlog Items. She has the same
goal as the team. She is responsible for the return on
investment.
91. The Team
The Actors -- They deliver the product and
they are responsible for the quality. They
work with End User, PO and Customers to
understand the business requirements. The
Teams performs its commitment
voluntarily. They work continuously with
the PO to define the strategic direction of
the project.
97. Customer
The Producer -- She requests the product.
She contracts the organization for
developing products. Typically these are
executive managers who by software
development from external software
development companies. In an internal
product development organization this is
the person who is responsible for approving
the budget for product development.
101. Manager
The Studio Boss -- Management is essential
in Scrum Organisations. It enables the Team to
work by building the right work environment
for Scrum Teams. Managers create structure
and stability. He also works with the
ScrumMaster to re-factor the structures of the
organization and guidelines when necessary.
104. End User
The Audience -- Can be played by a
lof to people. The End-User is the one
who knows the requirements and with
this knowledge he defines the product
by telling the team what he needs
from its functionality.
109. ScrumMaster works with
Product Owner to ensure the
Product Owner fulfills his job.
ScrumMaster coaches the
Product Owner and helps him
against outsides odds.
110. ScrumMaster works with the
Team to ensure that everyone
agrees what he had agreed to
do! Protects the Teams.
Removes impediments
111. Product Owner works with the
customer to ensure that he
meets her own return on
investment.
Customer will push the Product
Owner but she will keep her
interests in mind.
112. Team works with End User to
understand the needs of the
End-User. To write the
application according to
spezifications of the End-User
113. ScrumMaster works with the Manager to re-
factor guidelines and processes, to ensure the
Scrum-Teams gets what it needs.
114. Product Owner needs to know
what the market (the End User)
wants to have. He needs to
know the needs to be able to
prioritize the product Backlog
115. References
Agiles Projektmanagement mit Scrum, Ken Schwaber
Agile Software Development with Scrum, Ken Schwaber
Scrum and the Enterprise, Ken Schwaber
Scrum, Boris Gloger
Scrum, Roman Pichler
How Pixar Fosters Creativity, Ed Cutmill, HBR 2008
Kotter, What Leaders really do
Henry Mintzberg "The Manager's Job: Folklore and Fact"
116. Company in USA: Portal Company
5 Product Owners: News, Email,
Products, Security, Infrastructure
1 Scrum Development Team, 9
people
1 integrated product: Portal.
118. Company in USA: Portal Company
5 Product Owners: News, Email,
Products, Security, Infrastructure
1 Scrum Development Team, 9
people
1 integrated product: Portal.
121. 121
Stacy and Complexity
unstable •Timebox
•Emergent
Emergent Requirements
Software
Time •Complexity
•Anarchy
stable
known Technology unknown
•You need boundaries!
Every Activity in Scrum is Timeboxed! http://www.plexusinstitute.org/
edgeware/archive/think/
main_aides3.html
122. 122
It is typical to adopt the defined (theoretical)
modeling approach when the underlying
mechanisms by which a process operates are
reasonably well understood.
123. When the process is too complicated for the
defined approach, the empirical approach is
the appropriate choice
124. The Product
Owner is key!
working together for innovative results 124
126. 126
Purpose of planning?
What is planning?
What is estimation?
Why do we do planning?
Are you successful?
What is your biggest issue in planning?
Please discuss on your tables:
Timebox 10 min
127. 127
Planning is ...
Planning is the (psychological) process of
thinking about the activities required to create a
desired future on some scale. This thought
process is essential to the creation and
refinement of a plan, or integration of it with other
plans.
Planning is a dialogue.
Dia = through;
Logos = Word / Thinking
128. Sprint # 1 Sprint # 2
9:00
.......
Sprint Planning 1
Sprint Planning 1
CU
STO MER
Do your Daily Scrum every day! Do your Daily Scrum e
M
ANAGER
Product Idea
12:00
Review
Sprint
Sprint Planning 2
Sprint Planning 2
VISION
spective
Retro-
PR
ER
Sprint
O N
DU
CT OW
SC
R
R E
UM T
MAS
18:00
TEAM
Day 1
129. 129
The Product Backlog
• Emergent
• Deliverables, Stories, Functionality
Requirements
• Prioritized and Estimated
• More detailed on higher priority items
• Anyone can contribute
• Product owner is responsible for priority
• Maintained and posted visibly
• Business Plan
130. 130
As a USER ROLE
I want a FUNCTIONALITY
So that I get
BUSINESS VALUE
134. 134
The Product Backlog
• Emergent
• Deliverables, Stories, Functionality
Requirements
• Prioritized and Estimated
• More detailed on higher priority items
• Anyone can contribute
• Product owner is responsible for priority
• Maintained and posted visibly
• Business Plan
138. Sprint # 1 Sprint # 2
9:00
.......
Sprint Planning 1
Sprint Planning 1
CU
STO MER
Do your Daily Scrum every day! Do your Daily Scrum e
M
ANAGER
Product Idea
12:00
Review
Sprint
Sprint Planning 2
Sprint Planning 2
VISION
spective
Retro-
PR
ER
Sprint
O N
DU
CT OW
SC
R
R E
UM T
MAS
18:00
TEAM
Day 1
139. Estimation
9:00
12:00
Meeting
18:00
Day 1
Sprint Planning 2 Sprint Planning 1
Estimation
Meeting
PB
Sprint # 1
Estimation
Meeting
.......
Sprint
Do your Daily Scrum every day!
Retro- Sprint
spective Review
PB
Sprint Planning 2 Sprint Planning 1
Estimation
Meeting
Sprint # 2
Estimation
Meeting
.......
Sprint
Do your Daily Scrum every day!
Retro- Sprint
spective Review
PB
Sprint Planning 2 Sprint Planning 1
Estimation
Meeting
Estimation Meeting
PB
Sprint # 3
Estimation
Meeting
.......
Sprint
Do your Daily Scrum every day!
Retro- Sprint
spective Review
PB
Sprint Planning 2 Sprint Planning 1
Release
Sprint # 4
Version 1.2
140. PR
O
DU
CU
CT OW
N
ER
PB
STO MER
TEAM
M
SC
R
UM
Product Backlog
Product Idea
ANAGER
MAS
T
E
R
VISION
prioritized
Estimation
9:00
12:00
Meeting
18:00
Day 1
M
Sprint Planning 2 Sprint Planning 1
ANAGER
Estimation
Meeting
CU
STO MER
PB
Sprint # 1
Estimation
Meeting
.......
Sprint
USER
Do your Daily Scrum every day!
Retro- Sprint
spective Review
PB
Sprint Planning 2 Sprint Planning 1
CU
Estimation
STO MER
Meeting
M
Sprint # 2
Estimation
ANAGER
Meeting
.......
Sprint
Do your Daily Scrum every day!
Retro- Sprint
spective Review
PB
USER
Sprint Planning 2 Sprint Planning 1
Estimation
Meeting
Estimation Meeting
PB
Sprint # 3
Estimation
Meeting
.......
Sprint
stand
Under
Do your Daily Scrum every day!
Retro- Sprint
spective Review
PB
Poker
Planning
Play!
Estimation Sprint Planning 2 Sprint Planning 1
Release
Meeting
PB
Level
Sprint # 4
Version 1.2
Strategic
.......
Sprint
Retro- Sprint
141. Sp
Sp
Sp
Estimation Meeti
12:00
Review
Review
Review
Sprint
Sprint
Sprint
Sprint Planning 2
Sprint Planning 2
Sprint Planning 2
Sprint Planning 2
VISION
spective
spective
spective
Retro-
Retro-
Retro-
Retro-
PR
ER
Sprint
Sprint
Sprint
Sprint
O N
DU
CT OW
SC
R
R E
UM
MAS
T Version 1.2
18:00
TEAM
Day 1 Release
Product Backlog
Estimation
Estimation
Estimation
Estimation
Estimation
Estimation
Estimation
Estimation
prioritized
Meeting
Meeting
Meeting
Meeting
Meeting
Meeting
Meeting
Meeting
PB PB PB PB PB PB PB
1
Under 20 100
stand ?
5 2
Strategic
Planning
Poker
M
ANAGER
CU
STO MER USER
CU
STO MER
M
ANAGER USER 13 30
40 8 Play!
3
Level
Releaseplan Releaseplan Update 5
20
8
8
version 0.0 version 1.0 version 1.3 version 2.0 version 0.0 version 1.0 version 1.2 version 2.0 13 TEAM
5
SIZE it - Estimation Meeting