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AGENDAIntroductionIteration MechanicsAgile RolesProduct BacklogIteration PlanningTracking ProgressWhat Teams Struggle With
ProductBacklog
Iteration Backlog
Iteration2‐4 Weeks
DailyMeeting
ProductIncrement
ITERATIONMECHANICS
ProductBacklog
Iteration Backlog
ITERATIONPLANNING
Product Owner and Team select items
Tasks identified and estimated
Collaborative, not directedTeam commits to delivering selected
itemsReciprocal commitment from Product Owner
What did youwork on yesterday?
What are youworking on today?
Do you have anyimpediments?
STAND-UPDAILY
What did we do well?
What didn’t we do well?
What do we need to change to do better?
RETROSPECTIVETEAM
Removes impediments
Enforces values and practices
Servant leader
Not the decision maker
Doesn’t commit to dates, budgets
Facilitates with team and client
SCRUMMASTER
PRODUCTOWNER
Represents (or is) the user/client
One voice, even if not one person
What to build and what sequence
Conveys expectations
Defines project goals
TEAMDELIVERY
Typically 5-9 people
Full-time members
Self-organizing
Self-managing
Cross functional
No egos
List of desired product features
Expressed so that each item is value focused
Prioritized by product owner
Reprioritized continuously
BACKLOGPRODUCT
Velocity: A long-term measure of the amount of work completed per iteration
Story Po
ints Com
pleted
Determine Delivery Team capacitySelect highest priority backlog itemsDiscuss to create tasks
Estimate tasks
“Can we commit to this?”Repeat until no more can be committed
STEPSPLANNING
STORYONETask Estimate Owner
Code the UI 6 Mike
Code the middle tier
8 Vish
Create and automate tests
4 Lakshmi
STORYTWOTask Estimate Owner
Code the UI 12 Jeff
Code the middle tier
5 Mike
Create and automate tests
6 Lakshmi
...STORYNINETask Estimate Owner
Code the UI 8 Jeff
Code the middle tier
6 Mike
Create and automate tests
3 Lakshmi
STORYTENTask Estimate Owner
Code the UI 8 Jeff
Code the middle tier
6 Mike
Create and automate tests
3 Lakshmi
Phosphorus2006.5
Agile PMAssociate Iterations with
Releases
System Mgmt.Hierarchical StoriesDaily Defect Metrics
Comm. & Collaboration
PlatformTab Customization & Web Tabs
For all users, enhance flexibility of requirements hierarchyProvide Configurable Editions include Enterprise
June 3, June 3, ‘‘0606 July 8, July 8, ‘‘0606 Aug 12, Aug 12, ‘‘0606
Agile PMAgile Product Manager
System Mgmt.Ajax-Enabled Detail Pages
Comm. & Collaboration
PlatformImproved UI ResponsivenessImproved Navigation
For all users, improve usability, navigation and information presentation.
Agile PMDefect Dropdown
CustomizationTask Ranking
System Mgmt.Defect Close Rate Metrics
Comm. & CollaborationUser Filterable Notifications
PlatformShared Custom Views
For customers, implement some of the most requested enhancements
Aluminum 2006.3
Silicon2006.4
April 8, April 8, ‘‘0606
Agile PMCustom EnumerationsUnified Backlog PlanningNew Release Status View
System Mgmt.
Comm. & Collaboration
PlatformUI Consistency
For all users, improve customization and consistency.For Product Owners, improve Roadmap, and Release Planning.
Magnesium 2006.2
product roadmap
most stories can be split
Bill Wake enumerates twenty techniques at http://xp123.com/xplor/xp0512/index.shtml
“groups that are too much alike find it harder to keep learning because each member is bringing less and less new information to the table”, James Surowiecki, Wisdom of Crowds
diversityintellectual
2 weeks 4 weeks 6 weeks 8 weeks
8 weeks till shippable
6 weeks till shippable
4 weeks till shippable
often see this
set clear expectationsfocus on small value-add increments
relative estimation is lightweight and effectiveinvolve the whole team
pull quality forwarddon’t be afraid to start
set clear expectationsfocus on small value-add increments
relative estimation is lightweight and effectiveinvolve the whole team
pull quality forwarddon’t be afraid to start