Bigdata. INVEST in Good Stories, and SMART Tasks | XP123. (French) In XP, we think of requirements of coming in the form of user stories. It would be easy to mistake the story card for the “whole story,” but Ron Jeffries points out that stories in XP have three components: Cards (their physical medium), Conversation (the discussion surrounding them), and Confirmation (tests that verify them). A pidgin language is a simplified language, usually used for trade, that allows people who can’t communicate in their native language to nonetheless work together.
User stories act like this. We don’t expect customers or users to view the system the same way that programmers do; stories act as a pidgin language where both sides can agree enough to work together effectively. But what are characteristics of a good story? I – IndependentN – NegotiableV – ValuableE – EstimableS – SmallT – Testable Independent Stories are easiest to work with if they are independent. Negotiable… and Negotiated A good story is negotiable. Valuable A story needs to be valuable. Small. Scrum Reference Card | Scrum Reference Card. Print version A Management Framework Scrum is a management framework for incremental product development using one or more cross-functional, self-organizing teams of about seven people each. It provides a structure of roles, meetings, rules, and artifacts. Teams are responsible for creating and adapting their processes within this framework.
Scrum uses fixed-length iterations, called Sprints, which are typically 1-2 weeks long (never more than 30 days). Scrum teams attempt to build a potentially shippable (properly tested) product increment every iteration. An Alternative to Waterfall Scrum’s incremental, iterative approach trades the traditional phases of “waterfall” development for the ability to develop a subset of high-value features first, incorporating feedback sooner. Figure 1. Figure 2: Scrum blends all development activities into each iteration, adapting to discovered realities at fixed intervals. Doing Scrum, or Pretending to Do Scrum? Product Owner Scrum Development Team ScrumMaster. Scrum Training Series: Free Scrum Master Training. What powerful questions does Scrum help you answer? The video on powerful questions made me think about the deeper purpose of the various Scrum activities. Can I formulate Scrum as a series of Powerful Questions to be general enough, that they might be useful outside of software development?
Here is the image I came up with and below are the questions I think each of the Scrum Activities and artefacts strives to help you answer. Sprint The Sprint is a container to limit ourselves to setting reasonable medium-term goals. What can we reasonably expect to accomplish by the end of the sprint? Vision How will our efforts make the world a better place? Product Backlog What characteristics should our product have?
Backlog Refinement What could we do to get us closer to our vision? Sprint Planning Part 1 - What is the best possible step forward, given what we know today? Daily Scrum What are our goals for the day? Sprint Review What have we accomplished or learned? Retrospective How can we work more effectively? Definition of Done. Technos / Skills trends. Getting Value out of Agile Retrospectives. Hi guys, I want to use this post to introduce a topic I will discuss during next few weeks. Me and my colleague Ben Linders we are writing a pocket book about agile retrospectives. The title of this book is: “Getting Value out of Agile Retrospectives“.
The main target are: Agile coaches, scrum masters, project or product managers or facilitators who have at least some experience with doing agile retrospectives. They know the purpose of them, how they fit into agile / scrum, and how to arrange and perform them. This book will deliver practical description of agile retrospectives and how to do them, as well as an inspiration to different agile retrospective techniques and good practices in doing them. Based on the previous information I want to use this blog to get a feedback from you. During following weeks I will publish several posts that will cover agile retrospective exercises and I would like to get some comments which would enable me to improve a content for the final version. Retrospective fatigue? How to increase follow-through on action items | Finding-Marbles.
The retrospective is my personal favorite among the Scrum meetings. Why? Even if there were no other meeting, role, or artefact, retrospectives enable you to invent everything else you need to improve. In theory at least. When I was just learning how to facilitate retrospectives, I was mainly concerned about the flow of the actual meetings. I needed to gain some routine before I had freed up enough brain cycles to realize that what happens after the retro is at least as important: The whole point is to inspect and adapt, i.e. to change something. If few of the retrospectives’ action items ever get implemented and bear fruit it’s frustrating. So, how can you increase follow-through and make sure that more action items are carried out? A – Team can’t agree on action items If you don’t have a facilitator, get one or nurture one.
B – No one feels responsible for action items Each action item does have a name on it, doesn’t it? If no one “adopts” a certain action item, throw it away. Hm. Fun Retrospectives. Suggested Topics for Definition of Done Discussion. Ken Schwaber and the rest of us advocate paying attention to what “done” means for a Product Backlog Item (PBIs, or “stories”). For a lot of programmers (like me), “done” often means “It works on my workstation!”
The Scrum Master is charged with advocating a “done” that includes everything else needed to build a potentially-shippable product increment. So we need a cross-functional team. To avoid nasty surprises at the Sprint Review Meeting, I’d suggest initially attaching a definition of done to each PBI during the estimation process. If you’re using cards, write the definition of done on the cards. Scrum, a generalized framework rather than a defined process, doesn’t prescribe a particular definition of done. However, reading this may save you a couple iterations because the same kinds of things come up a lot. –mj Michael James Software Process Mentor Danube Technologies, Inc. For a general description of Scrum, see the Scrum Reference Card. Scrum 3.0 and Organization 4.0 - impressions from a great evening with Boris Gloger at ImmobilienScout24 | On the agile path.
Today I had the opportunity to join a great and inspiring presentation by Boris Gloger talking about Scrum 3.0 and organization 4.0 (thanks to Immobilienscout24 for hosting a great event). With this post I provide a short summary of my notes and insights and links to further posts I already wrote about some topics presented today. Based on an initial blog post by Boris (DE) - we started today with a recap of the Scrum journey from Scrum 1.0, Scrum 2.0 and developed to today's Scrum status. Scrum 1.0 foundation by e.g. Agile Software Development with Scrum (Ken Schwaber)basic meeting artifacts, 3 roles (ScrumMaster as management role, Product Owner and team)retrospective was not yet part of itBacklog idea, but not yet that establishedfocus on deliverysprint idea - a common way to think about what we would like to deliver together, but breaks in between sprintslong Excel-lists with tasks and detailed task estimations What did we learn?
Scrum 2.0 Scrum 3.0 Product Owner Dailies NoMeetings Conclusion. Gamestorming – A toolkit for innovators, rule-breakers and changemakers. Scrum Methodology & Agile Scrum Methodologies. Gamestorming – A toolkit for innovators, rule-breakers and changemakers.