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Scrum Principles The framework and terminology are simple in concept yet difficult to implement. Successful Scrum teams embrace the values upon which Scrum is based (paraphrased from the Agile Manifesto ):
Scrum has three roles: product owner, ScrumMaster, and team. Product Owner The product owner decides what will be built and in which order Defines the features of the product or desired outcomes of the project Chooses release date and content >Ensures profitability (ROI) Prioritizes features/outcomes according to market value Adjusts features/outcomes and priority as needed Accepts or rejects work results Facilitates scrum planning ceremony ScrumMaster The ScrumMaster is a facilitative team leader who ensures that the team adheres to its chosen process and removes blocking issues. Ensures that the team is fully functional and productive Enables close cooperation across all roles and functions Removes barriers Shields the team from external interferences Ensures that the process is followed, including issuing invitations to daily scrums, sprint reviews, and sprint planning Facilitates the daily scrums
Certified Scrum Master 21 e 22 Junho 2012 Certified Product Owner 4 e 5 Outubro 2012 Certified Scrum Master 8 e 9 Outubro 2012 Gestão de projectos Ágeis com Scrum Outros Eventos organizados no passado em especial o evento internacional: Para outros tipos de formação envie um email para:
Scrum is an iterative and incremental agile software development framework for managing software projects and product or application development. Its focus is on "a flexible, holistic product development strategy where a development team works as a unit to reach a common goal" as opposed to a "traditional, sequential approach". [ edit ] History Scrum was first defined as "a flexible, holistic product development strategy where a development team works as a unit to reach a common goal" as opposed to a "traditional, sequential approach" in 1986 by Hirotaka Takeuchi and Ikujiro Nonaka in the "New New Product Development Game". [ 1 ] Hirotaka Takeuchi and Ikujiro Nonaka later argued in "The Knowledge Creating Company" [ 2 ] both by Ikujiro Nonaka and Hirotaka Takeuchi that it is a form of "organizational knowledge creation, [...] especially good at bringing about innovation continuously, incrementally and spirally".
The Scrum Guide documents the Scrum framework and is maintained by Scrum’s creators, Ken Schwaber and Jeff Sutherland. The latest English version is posted below. Learn more about the Scrum Guide in the Scrum Guide FAQ . Download the revision history of the English Scrum Guide master document. Translations provided by the generous individuals and groups listed below Note: Current translations are marked with (October 2011)
Posted by admin under Scrum Basics In waterfall, managers determine a team member’s workload capacity in terms of time. That is, managers estimate how long they anticipate certain tasks will take and then assign work based on that team member’s total available time. This is problematic because it does not distinguish between a story that is very hard to complete and one that is undemanding; it only considers how long the work will take. To put it another way, coding a feature and organizing the heaps of documentation on your desk are activities that likely take the same amount of time, but there’s no question that the former would require much more sustained concentration and effort.
Nice reference - I immediately started with it by Dec 16
The Sprint planning meeting is a negotiation between the team and the product owner about what the team will do during the next sprint. The product owner and all team members agree on a set of sprint goals, which is used to determine which product backlog items to commit from the uncommitted backlog to the sprint. Often new backlog items are defined during the meeting. This portion of the sprint planning meeting is time-boxed to four hours. Typically the team will then excuse the product owner from the room and break the backlog Items down into tasks. The product owner is expected to be on call during this phase (previously called the sprint definition meeting) for renegotiation or to answer questions that affect the time estimates.