Coordinating Teams With Backlog Management
|
|
- Melvin Atkinson
- 7 years ago
- Views:
Transcription
1 Coordinating Teams With Backlog Management What You ll Learn Scrum suggests having self-organizing cross-functional teams. In the prior chapter we saw how violating this rule of cross-functional teams can cause problems. But sometimes large applications require specialization at the component level, making true cross-functionality impossible. The same difficulties we saw earlier show up, but in a different manner and may not always be recognized. One method that has been attempted to coordinate different component teams in Scrum, is called Scrum-of-Scrums. Unfortunately, there is not much experience in this approach working well. In this chapter, I ll propose another method that of coordinating the backlogs of the teams involved to lower the amount of coordination needed while achieving quicker feedback loops. This also helps create the sense of a larger team, one which all members of the smaller teams involved can relate to. Patterns of Challenge Teams complete sprints relatively well, but are not able to deliver in a timely manner. This occurs then each team is working on some component of a feature well, but does not coordinate well with the other teams that are needed to complete the business capability that this component is a part of. When Product Size Prevents True Cross-Functional Teams There are often valid reasons to have teams building components for other teams. For example, there may be a component team that builds modules for different applications of a company. Unfortunately, a side effect of this is that true cross-functionality is lost. When this situation occurs, what is the best method to avoid the delays that occur when cross-functional teams are not present? Building by Sprint, Integrating at Feature Level Let s look at the situation where we have a hundred or so developers organized around two or more product lines which we ll call Product Line A and Product Line B. Each of these applications has their own component team that develops shared methods. There is also a component team that works across applications. I show this in Figure 1. Copyright, 2012 Net Objectives 1
2 Figure 1: Organization of company with component teams for two different product lines. In many ways this is just a larger scale example of the earlier problem discussed in The Value of Cross- Functional Teams. One solution would be to create cross-functional teams that had folks from each application, the component team(s) for the application and the component team(s) that ran across applications (in reality there was more than one team for each of the type of components being built). If this is possible, I would recommend it. But what if it weren t? How would you do the work? This is a situation I ve seen many times. Unfortunately, there is a symptom that often occurs with this type of team structure. This is that teams can often write and test code within their sprints, but that actually getting something out the door takes much longer. I remember working with a client that had very good expertise with Scrum telling me that all of their teams finished writing and testing their stories each sprint but that actually delivering something took a couple of months. These two statements did not really jibe with each other so we did a little value stream mapping to see what was happening. The teams involved represented a cross-section of teams all together working to develop a set of functionality. I illustrate the teams as grayed out in Figure 2. Copyright, 2012 Net Objectives 2
3 Figure 2. Teams collaborating together. Let s look at a representation of the value stream of the work these teams do. Figure 3 shows how the work of a feature is spread out across these teams. Each team gets a backlog consisting of their part of the feature. Figure 3. How work is assigned to the three teams involved. The teams now take these backlogs and work at their own discretion. This typically means they are not well coordinated as shown in figures 4, 5 and 6. Copyright, 2012 Net Objectives 3
4 Figure 4. Work selected for first sprint. After completing their first sprint, the teams select work for the second sprint. Notice that while the work from the first work may be completed, because each team did not coordinate with the other teams in which work they took off the product backlog, they were unable to do any significant integration after the first sprint. Figure 5. Work selected for second sprint. Teams finally get to the point where all of the work done for the feature is completed and they can now integrate their work. Copyright, 2012 Net Objectives 4
5 Figure 6. All parts of feature have been done across the teams. Of course, now we have to integrate the combined pieces. The challenge is that it s been several weeks that we ve been working on these different parts of the system and integration will take longer than if had been doing it on a continual basis. It s also not possible to show functionality until this point so our feedback loop is much longer than the length of the sprint. Building and Integrating Across the Feature Level The question arises how to solve this challenge. Lean flow tells us not only do we want to have the time from start ( conception ) to completion ( consumption ) as soon as possible, but to have as few delays as possible along the way. This means quick feedback loops along the entire value stream. Clearly it is better to get feedback to show the customer as soon as possible. Scrum as well implies this. If we are supposed to deliver working software at the end of every sprint, even though it s not possible for each team to do so, it is clear that the team of teams should be delivering working software every sprint. Therefore, instead of giving the teams their backlogs independently, they should be split up in a way that the work done each sprint will deliver a piece of functionality that can be demonstrated to the customer. This is shown in figures 7, 8 and 9. Figure 7. Work selected for first sprint to enable feedback of one slice of functionality. Copyright, 2012 Net Objectives 5
6 Figure 8. Work selected for second sprint to enable feedback of another slice of functionality. Figure 9. Work selected for second sprint to enable feedback of last slice of functionality. The improved feedback cycles that this method provides enables demonstration of the software at a much quicker pace and lowers the amount of integration work required. This also allows all of the teams a greater vision of what they are building. A New Distinction Arises The Macro-Team At the first client at which I suggested this, one person said that all I was doing was creating a bigger team. I think he s right. That is, instead of three teams that have to work together, we now have one larger team working together. The insights provided to do this, however, come from understanding Lean flow. It was clear that building software that wasn t able to be demonstrated was the problem. The missing piece was focusing on how to shorten the feedback loops and the optimization across the teams involved. This underscores my observations Lean-Kanban Distinction: The Macro Team In making decisions on how to develop software, Lean s mantra of optimizing the whole provides essential insights. In this case, instead of focusing on how each team individually works, we must consider the macro-team, that is, the larger team actually building the software. How will it best develop software with the shortest feedback loops possible? for years that Scrum, under the context of Lean flow, is much more effective than Scrum alone. Copyright, 2012 Net Objectives 6
7 Summary Pattern of Success Software development should be guided by two things the customer and getting feedback without delay across the entire value stream (within the context of adding business value, of course). When work is split across multiple teams, it is important that a larger team be kept in mind. By providing the work in a coordinated way to this macro-team, the coordination required by the components of the team is reduced. This larger team is the smallest team that can deliver value to the customer. The product backlog for this larger team should be managed so value is delivered, or at least demonstrated, on a sprint wise basis. Copyright, 2012 Net Objectives 7
AGILE - QUICK GUIDE AGILE - PRIMER
AGILE - QUICK GUIDE http://www.tutorialspoint.com/agile/agile_quick_guide.htm Copyright tutorialspoint.com AGILE - PRIMER Agile is a software development methodology to build a software incrementally using
More informationEXIN Agile Scrum Foundation
Sample Questions EXIN Agile Scrum Foundation Edition September 2013 Copyright 2013 EXIN All rights reserved. No part of this publication may be published, reproduced, copied or stored in a data processing
More informationWould you like to have a process that unlocks ability to learn and produce faster?
Would you like to have a process that unlocks ability to learn and produce faster? Agile - your unfair advantage in the competition. BUILD LEARN MEASURE DEFINED MEASURABLE REPEATABLE COLLABORATIVE IMPROVABLE
More informationScrum includes a social agreement to be empirical as a Team. What do you think an empirical agreement is?
Scrum Discussion Questions For the Facilitator These questions and subsequent discussion points are designed to help you and your Team more efficiently implement Scrum. The following are discussion points
More informationEXIN Agile Scrum Foundation. Sample Exam
EXIN Agile Scrum Foundation Sample Exam Edition June 2016 Copyright 2016 EXIN All rights reserved. No part of this publication may be published, reproduced, copied or stored in a data processing system
More informationThe Team... 1 The Backlog... 2 The Release... 4 The Sprint... 5 Quick Summary... 6. Stakeholders. Business Owner. Product Owner.
Scrum In A Nutshell Scrum is about Teams producing Results in an agile way. Scrum Teams achieve results anyway they can by using a simple set of rules to guide effort. We will describe scrum as a simple
More informationHow to optimize offshore software development with Agile methodologies
How to optimize offshore software development with Agile methodologies Prasad Chaudhari prasadvc@gmail.com 14 Mai 2012, Munich 1 Still why do companies outsource? 2 Have you heard of these problems with
More informationAgile Notetaker & Scrum Reference. Designed by Axosoft, the creators of OnTime the #1 selling scrum software.
Agile Notetaker & Scrum Reference Designed by Axosoft, the creators of OnTime the #1 selling scrum software. Scrum Diagram: Team Roles: roduct Owner: Is responsible for what goes into the product backlog
More informationUSCIS/SPAS: Product Backlog Items and User Stories 4/16/2015. Dr. Patrick McConnell
USCIS/SPAS: Product Backlog Items and User Stories 4/16/2015 Dr. Patrick McConnell July 9, 2015 1 First, an old joke.. I can t identify an original source for this cartoon. As best as I can tell, the art
More information3 Steps to an Effective Retrospective December 2012
3 Steps to an Effective Retrospective December 2012 REVAMPING YOUR RETROSPECTIVE Scrum is a simple framework that includes some specific roles, artifacts and meetings. Scrum teams often implement the Daily
More informationWaterfall to Agile. DFI Case Study By Nick Van, PMP
Waterfall to Agile DFI Case Study By Nick Van, PMP DFI Case Study Waterfall Agile DFI and Waterfall Choosing Agile Managing Change Lessons Learned, Sprints Summary Q and A Waterfall Waterfall Waterfall
More informationTHE BUSINESS VALUE OF AGILE DEVELOPMENT
David Chappell March 2012 THE BUSINESS VALUE OF AGILE DEVELOPMENT Sponsored by Microsoft Corporation Copyright 2012 Chappell & Associates When it comes to creating custom applications, too many of us live
More informationagenda AGILE AT SCALE
Copyright Net Objectives, Inc. All Rights Reserved 1 AGILE AT SCALE 1. THE CHALLENGE HIERARCHY VS. WORKFLOW 2. VALUE STREAM IMPEDANCE 3. ALLOCATE PEOPLE TO MOST VALUABLE WORK 4. MANAGING FLOW ACROSS ENTIRE
More informationAgile Project Management By Mark C. Layton
Agile Project Management By Mark C. Layton Agile project management focuses on continuous improvement, scope flexibility, team input, and delivering essential quality products. Agile project management
More informationHow$Spotify$builds$products$
How$Spotify$builds$products$ Henrik Kniberg Version 1.1 2013-01-18 Product development isn t easy. In fact, most product development efforts fail, and the most common reason for failure is building the
More informationUsing Earned Value, Part 2: Tracking Software Projects. Using Earned Value Part 2: Tracking Software Projects
Using Earned Value Part 2: Tracking Software Projects Abstract We ve all experienced it too often. The first 90% of the project takes 90% of the time, and the last 10% of the project takes 90% of the time
More information+ = has become. has become. Maths in School. Fraction Calculations in School. by Kate Robinson
+ has become 0 Maths in School has become 0 Fraction Calculations in School by Kate Robinson Fractions Calculations in School Contents Introduction p. Simplifying fractions (cancelling down) p. Adding
More informationAgile Methods for Analysis
Agile Methods for Analysis Lightweight Concepts for Team-Based Projects Sebastian Neubert CERN PH-LBD Sebastian Neubert Agile Analysis 1/22 Introduction: Data Analysis as a Continuous Improvement Loop
More informationHow to manage agile development? Rose Pruyne Jack Reed
How to manage agile development? Rose Pruyne Jack Reed What will we cover? Introductions Overview and principles User story exercise Retrospective exercise Getting started Q&A About me: Jack Reed Geospatial
More informationScrum for Project Managers
Scrum for Project Managers Examining the Project Manager s role in a successful Scrum organization Angela Druckman Certified Scrum Trainer adruckman@collab.net Presentation Overview Scrum in a perfect
More informationFREE ONLINE EDITION. (non-printable free online version) Brought to you courtesy of Sprint-IT &
FREE ONLINE EDITION (non-printable free online version) If you like the book, please support the author & InfoQ by purchasing the printed version: www.sprint-it.de/scrum-checklists (only 19,90 euro) Brought
More informationIntroduction to Scrum
Introduction to Scrum Recorded by Michael James [Existing slide with MJ] Welcome to Module 1 of CollabNet s Scrum Training Series: Introduction to Scrum. This is a brief introduction to topics that are
More informationAugmented reality enhances learning at Manchester School of Medicine
Augmented reality enhances learning at Manchester School of Medicine Welcome to the Jisc podcast. The University of Manchester is taking a unique approach to prescription training for its medical students
More informationEverything you wanted to know about using Hexadecimal and Octal Numbers in Visual Basic 6
Everything you wanted to know about using Hexadecimal and Octal Numbers in Visual Basic 6 Number Systems No course on programming would be complete without a discussion of the Hexadecimal (Hex) number
More informationAgile support with Kanban some tips and tricks By Tomas Björkholm
Agile support with Kanban some tips and tricks By Tomas Björkholm Foreword A year ago I held an Open Space at Scrum Gathering in Stockholm about Agile Support. I have since received several requests to
More informationProject Management in Software: Origin of Agile
PAGE 1 ios App Development Project Management in Software: Origin of Agile PAGE 2 Learning Outcomes By the end of the unit, you should be able to: 1. Differentiate between Waterfall and Agile process 2.
More informationTaking the first step to agile digital services
Taking the first step to agile digital services Digital Delivered. Now for Tomorrow. 0207 602 6000 mbailey@caci.co.uk @CACI_Cloud 2 1. Background & Summary The Government s Digital by Default agenda has
More informationAgile Beyond The Team 1
Agile Beyond The Team 1 Dilbert Agile 2 What Does Your Organization Value? Projects over Teams? Do new teams spools up for new projects? On-Time/On-Budget Delivery over Zero Maintenance Products Deliver
More informationLEAN AGILE POCKET GUIDE
SATORI CONSULTING LEAN AGILE POCKET GUIDE Software Product Development Methodology Reference Guide PURPOSE This pocket guide serves as a reference to a family of lean agile software development methodologies
More informationMeasuring ROI of Agile Transformation
Measuring ROI of Agile Transformation Title of the Paper: Measuring Return on Investment (ROI) of Agile Transformation Theme: Strategic & Innovative Practices Portfolio, Programs & Project (PPP) Management
More informationScrum Is Not Just for Software
Scrum Is Not Just for Software A real-life application of Scrum outside IT. Robbie Mac Iver 2/9/2009. Agile methods like Scrum can be applied to any project effort to deliver improved results in ever evolving
More informationwww.testing-solutions.com TSG Quick Reference Guide to Agile Development & Testing Enabling Successful Business Outcomes
www. TSG Quick Reference Guide to Agile Development & Testing Enabling Successful Business Outcomes What is Agile Development? There are various opinions on what defines agile development, but most would
More informationScaling Agile with the Lessons of Lean Product Development Flow Copyright 2012 Net Objectives, Inc. All Rights Reserved
Al Shalloway, CEO Net Objectives Agile Scaling Agile with the Lessons of Lean Product Development Flow Copyright 2012 Net Objectives, Inc. All Rights Reserved 1 Copyright 2012 Net Objectives, Inc. All
More informationScrum vs. Kanban vs. Scrumban
Scrum vs. Kanban vs. Scrumban Prelude As Agile methodologies are becoming more popular, more companies try to adapt them. The most popular of them are Scrum and Kanban while Scrumban is mixed guideline
More informationPreparation Guide. EXIN Agile Scrum Foundation
Preparation Guide EXIN Agile Scrum Foundation Edition March 2014 Copyright 2014 EXIN All rights reserved. No part of this publication may be published, reproduced, copied or stored in a data processing
More informationThis handbook is meant to be a quick-starter guide to Agile Project Management. It is meant for the following people:
AGILE HANDBOOK OVERVIEW WHAT IS THIS? This handbook is meant to be a quick-starter guide to Agile Project Management. It is meant for the following people: Someone who is looking for a quick overview on
More informationScale your product NOT your Scrum
Feb 2016 W hitepapers Scale your product NOT your Scrum Cesario Ramos PST & Product Development Coach Scaling Scrum & Agile has become a very popular topic over the last ten years. You can tell by the
More informationAssignment 1: Your Best Backlog
Assignment 1: Your Best Backlog For this assignment, you ll develop: A kanban board using the free online tool Trello to manage your sprint and product backlogs using previously developed (or new) problem
More informationPlanning a Successful Facebook Fan Promotion
Planning a Successful Facebook Fan Promotion 10 things you need to do to make your campaign a success 2014 Copyright Constant Contact, Inc. 14-3931 v1.0 Helping Small Business Do More Business What is
More informationScrumMaster Certification Workshop: Preparatory Reading
A S P E S D L C Tr a i n i n g ScrumMaster Certification Workshop: Preparatory Reading A WHITE PAPER PROVIDED BY ASPE ScrumMaster Certification Workshop: Preparatory Reading Greetings, Potential Certified
More informationEvaluation of agility in software development company
Evaluation of agility in software development company Gusts Linkevics Riga Technical University, Riga, Latvia, gusts@parks.lv Abstract Organization s and team s experience in agile methodology can be more
More informationManaging Agile Projects in TestTrack GUIDE
Managing Agile Projects in TestTrack GUIDE Table of Contents Introduction...1 Automatic Traceability...2 Setting Up TestTrack for Agile...6 Plan Your Folder Structure... 10 Building Your Product Backlog...
More informationLearning Agile - User Stories and Iteration
How to Plan an Agile Project in 15 Minutes Introduction This tutorial will guide you through planning an agile project in fifteen minutes. You will learn how to: Create a User Story Plan a Release Kick
More informationTest your talent How does your approach to talent strategy measure up?
1 Test your talent How does your approach to talent strategy measure up? Talent strategy or struggle? Each year at Head Heart + Brain we carry out research projects to help understand best practice in
More informationThe Agile Manifesto is based on 12 principles:
The Agile Manifesto is based on 12 principles: Customer satisfaction by rapid delivery of a useful product solution Welcome changing requirements, even late in development Working products are delivered
More informationAgile Scrum Foundation Training
IMPROVEMENT BV Liskesweg 2A 6031 SE Nederweert www.improvement-services.nl info@improvement-services.nl tel: 06-55348117 Tools for Optimum Performance Agile Scrum Foundation Training ~ Scrum Master Sample
More informationIntroduction to User Story Mapping. July 2015 COPYRIGHT 2015 AGILITY SOFTWARE 1
Introduction to User Story Mapping MARK NONEMAN, PROFESSIONAL SCRUM EXPERT AGILITY SOFTWARE MARK@AGILITYSW.COM @MARKNONEMAN July 2015 COPYRIGHT 2015 AGILITY SOFTWARE 1 Getting To Know You! Mark Noneman
More information5 KEY ELEMENTS OF BUSINESS ANALYSIS YOU DON T WANT TO MISS
By Laura Brandenburg Lesson Objective: After completing this lesson, you ll be able to break down the IIBA definition of business analysis and describe its key parts. 5 KEY ELEMENTS OF BUSINESS ANALYSIS
More informationSreerupa Sen Senior Technical Staff Member, IBM December 15, 2013
Sreerupa Sen Senior Technical Staff Member, IBM December 15, 2013 Abstract In this experience report, I ll talk about how we transformed ourselves from a team that does one big bang release a year, to
More information1. Sprint Planning. Agile Ceremonies Demystified. A four part series written by Angela Boardman, CSM, CSP. www.atginfo.com 1-866-805-4ATG (4284)
www.atginfo.com 1-866-805-4ATG (4284) Agile Ceremonies Demystified A four part series written by Angela Boardman, CSM, CSP 1. Sprint Planning Agile.maybe you have heard of it. Does your company want to
More informationLEAN-agile copyright 2010. Net Objectives, Inc.
Extending Scrum with the Principles of Lean-Kanban BECOMING LEAN-agile copyright 2010. Net Objectives, Inc. Lean for Executives Product Portfolio Management Business Lean Enterprise ASSESSMENTS CONSULTING
More informationExecutive Guide to SAFe 24 July 2014. An Executive s Guide to the Scaled Agile Framework. alshall@netobjectives.com @AlShalloway
An Executive s Guide to the Scaled Agile Framework Al Shalloway CEO, Net Objectives Al Shalloway CEO, Founder alshall@netobjectives.com @AlShalloway co-founder of Lean-Systems Society co-founder Lean-Kanban
More informationwww.stephenbarkar.se Lean vs. Agile similarities and differences 2014-08-29 Created by Stephen Barkar - www.stephenbarkar.se
1 www.stephenbarkar.se Lean vs. Agile similarities and differences 2014-08-29 Purpose with the material 2 This material describes the basics of Agile and Lean and the similarities and differences between
More informationSCALING AGILE. minutes
SCALING AGILE in 5 minutes THREE AGILE COMPANIES Basement Apps Ltd is having unexpected success with a social media app for musicians. Software Supply Ltd needs more diverse development teams as the company
More informationSuccessfully Scaling an Agile Innovation Culture with Perforce
Successfully Scaling an Agile Innovation Culture with Perforce Steve Greene VP, Program Management Salesforce.com Mike Saha Sr. Manager, Release Engineering Salesforce.com Safe Harbor Safe harbor statement
More informationXP & Scrum. extreme Programming. XP Roles, cont!d. XP Roles. Functional Tests. project stays on course. about the stories
XP & Scrum Beatrice Åkerblom beatrice@dsv.su.se extreme Programming XP Roles XP Roles, cont!d! Customer ~ Writes User Stories and specifies Functional Tests ~ Sets priorities, explains stories ~ May or
More informationNova Software Quality Assurance Process
Nova Software Quality Assurance Process White Paper Atlantic International Building 15F No.2 Ke Yuan Yi Road, Shiqiaopu, Chongqing, P.R.C. 400039 Tel: 86-23- 68795169 Fax: 86-23- 68795169 Quality Assurance
More informationThe Basics of Scrum An introduction to the framework
The Basics of Scrum An introduction to the framework Introduction Scrum, the most widely practiced Agile process, has been successfully used in software development for the last 20 years. While Scrum has
More informationMTAT.03.094 Software Engineering
MTAT.03.094 Software Engineering Lecture 12: Lean & Flow-based (KANBAN) Principles and Processe Fall 2015 Dietmar Pfahl email: dietmar.pfahl@ut.ee Structure of Lecture 12 KANBAN Case Study: Scrum vs. KANBAN
More information(Refer Slide Time: 2:03)
Control Engineering Prof. Madan Gopal Department of Electrical Engineering Indian Institute of Technology, Delhi Lecture - 11 Models of Industrial Control Devices and Systems (Contd.) Last time we were
More informationSmartBear Software Pragmatic Agile Development (PAD) Conceptual Framework
Pragmatic Agile Development (PAD) Conceptual Framework This document describes the Pragmatic Agile Development framework, a Scrum based development process. SmartBear Software 3/10/2010 Pragmatic Agile
More informationConverting a Scrum team to Kanban
Converting a Scrum team to Kanban Crisp 1. Abstract In 2009 I met a team in trouble. They were working big amounts of overtime and caught in an evil code-code-don t don t ask loop. Their mission was to
More informationWhite paper: Scrum-ban for Project Management
White paper: Scrum-ban for Project Management By Evaldas Bieliūnas Export Manager of Eylean Board 2014 PRELUDE Every project manager is looking for the new ways to improve company s processes. For the
More informationCASE IN POINT: BRIDGING TECHNOLOGY & ASSESSMENT IN NORTH CAROLINA
CASE IN POINT: BRIDGING TECHNOLOGY & ASSESSMENT IN NORTH CAROLINA The North Carolina Department of Public Instruction (NCDPI) began conducting online tests in 2004 2005 to assess achievement in the computer
More informationUtilisation v Productivity who gets the gold medal? Margaret Morgan Helen Meek
Utilisation v Productivity who gets the gold medal? Margaret Morgan Helen Meek About us Margaret Morgan Helen Meek Very experienced (over 25 years!) IT practitioner across all aspects of the systems lifecycle
More informationAchieving Stage One of Meaningful Use: Critical Success Factors and Lessons Learned. Customer Insights
Customer Insights A continuing series in which customers discuss their experiences with CareTech Solutions products and services Crittenton Hospital Medical Center, Detroit Medical Center, Holy Family
More informationAgile and ITIL And how they integrate. enterprise.bcs.org
Agile and ITIL And how they integrate enterprise.bcs.org 02 Agile and ITIL And how they integrate Introduction Within the world of method frameworks it is very easy to become polarised on one specific
More informationChunking? Sounds like psychobabble!
Chunking? Sounds like psychobabble! By Sarah Frossell Published in Rapport Magazine Winter 1998 So much of the business world depends on the fast, free flow of information but does the unit size the information
More informationManage projects effectively
Business white paper Manage projects effectively HP Project and Portfolio Management Center and HP Agile Manager Table of contents 3 Executive summary 3 The HP Solution Invest in what matters most then
More informationAgile Information Management Development
Agile Information Management Development Agile Project Management Characteristics Acceptance and even welcome of changing requirements Incremental product delivery Define, develop and deliver early and
More informationAgile and the Seven Deadly Sins of Project Management
Agile and the Seven Deadly Sins of Project Management Mike Cohn February 15, 2011 Mike Cohn - background A cornucopia of agile processes Agile Processes Extreme Programming (XP) Scrum Crystal DSDM Lean
More informationAdapting Agile Software Development to Regulated Industry. Paul Buckley Section 706 Section Event June 16, 2015
Adapting Agile Software Development to Regulated Industry Paul Buckley Section 706 Section Event June 16, 2015 Agenda FDA s expectations for Software Development What is Agile development? Aligning Agile
More informationLean Software Development and Kanban
1 of 7 10.04.2013 21:30 Lean Software Development and Kanban Learning Objectives After completing this topic, you should be able to recognize the seven principles of lean software development identify
More informationTecEd White Paper User-Centered Design and the Agile Software Development Process: 7 Tips for Success
TecEd White Paper User-Centered Design and the Agile Software Development Process: 7 Tips for Success At-a-Glance Agile software development teams deliver successful products and applications through their
More informationAgile Requirements Definition and Management (RDM) How Agile requirements help drive better results
Thought Leadership: Requirements Definition and Management Agile Requirements Definition and Management (RDM) How Agile requirements help drive better results Jason Moccia One of the myths of Agile software
More informationInfoAdvisors. Is your Data Modeling Workflow Agile or Fragile?
InfoAdvisors Is your Data Modeling Workflow Agile or Fragile? Karen Lopez, InfoAdvisors June 2015 www.datamodel.com karenlopez@infoadvisors.com @datachick This white paper is sponsored by Embarcadero Technologies
More informationSECC Agile Foundation Certificate Examination Handbook
Versions 2.0 Version Date Remarks 1.0 12/4/2012 Initial version 2.0 3/8/2008 REVISION HISTORY Updated knowledge areas Added questions examples Updated suggested readings section Page 2 of 15 Version 2.0
More informationThe Penn Medicine Academic Computing Services (PMACS) Website Development Process
The Penn Medicine Academic Computing Services (PMACS) Website Development Process (rev. Mar 2013) Project Management Using Scrum The PMACS software developers and design teams use an Agile method of project
More informationAgile Systems Engineering: What is it and What Have We Learned?
Agile Systems Engineering: What is it and What Have We Learned? March 2012 Dr. Suzette S. Johnson Agile Engineering Northrop Grumman Suzette.Johnson@ngc.com Getting To Know You! Dr. Suzette Johnson Northrop
More informationHenrik Kniberg Agile Product Ownership in a nutshell
Henrik Kniberg Agile Product Ownership in a nutshell http://blog.crisp.se/2012/10/25/henrikkniberg/agile-product-ownership-in-a-nutshell Let s talk about Agile software development from the perspective
More informationChapter 2. My Early Days Trading Forex
Chapter 2 My Early Days Trading Forex I want to talk about my early days as a Forex trader because I m hoping that my story will be something you can relate to. So it doesn t really matter if you are brand
More informationTesting Rails. by Josh Steiner. thoughtbot
Testing Rails by Josh Steiner thoughtbot Testing Rails Josh Steiner April 10, 2015 Contents thoughtbot Books iii Contact us................................ iii Introduction 1 Why test?.................................
More informationSmall Business Primer: Strategies for Success
Small Business Primer: Strategies for Success Text file Slide 1 Small Business Primer: Strategies for Success The Business Primer: Strategies for Success Presented by the Office of Native American Affairs
More informationSCEA 2010 EST06. Estimating Issues Associated with Agile. Bob Hunt. Galorath Incorporated
SCEA 2010 EST06 Estimating Issues Associated with Agile Development Bob Hunt Vice President, Services Galorath Incorporated What Is Agile Software Dev? In the late 1990 s several methodologies began to
More informationBusiness Agility SURVIVAL GUIDE
Business Agility SURVIVAL GUIDE 1 Every industry is subject to disruption. Only a truly agile business is equipped to respond.* Agile firms grow revenue 37% faster. Agile firms generate 30% higher profits.**
More informationGreatest Common Factor and Least Common Multiple
Greatest Common Factor and Least Common Multiple Intro In order to understand the concepts of Greatest Common Factor (GCF) and Least Common Multiple (LCM), we need to define two key terms: Multiple: Multiples
More informationSESSION 303 Wednesday, March 25, 3:00 PM - 4:00 PM Track: Support Center Optimization
SESSION 303 Wednesday, March 25, 3:00 PM - 4:00 PM Track: Support Center Optimization Secrets of a Scrum Master: Agile Practices for the Service Desk Donna Knapp Curriculum Development Manager, ITSM Academy
More informationIssues in Internet Design and Development
Issues in Internet Design and Development Course of Instructions on Issues in Internet Design and Development Week-2 Agile Methods Saad Bin Saleem PhD Candidate (Software Engineering) Users.mct.open.ac.uk/sbs85
More informationAgile Scrum and PMBOK Compatible or Contrary?
Agile Scrum and PMBOK Compatible or Contrary? Paul Despres PMI Emerald Coast Panama City Branch June 26, 2014 Meeting Overview Agenda Topics: Review Agile/Scrum Methods Review PMBOK Structure Demonstrate
More informationNF5-12 Flexibility with Equivalent Fractions and Pages 110 112
NF5- Flexibility with Equivalent Fractions and Pages 0 Lowest Terms STANDARDS preparation for 5.NF.A., 5.NF.A. Goals Students will equivalent fractions using division and reduce fractions to lowest terms.
More informationScaling Agile Implementing SAFe. April 7, 2015 Tuesday 3:00-4:00 p.m. 50 Church St., 3rd Floor
Scaling Agile Implementing SAFe April 7, 2015 Tuesday 3:00-4:00 p.m. 50 Church St., 3rd Floor Agenda Experience with Adopting Agile at HUIT IAM and Agile: A History Why Scaled Agile Framework (SAFe)? SAFe
More informationMarketing scrum vs IT scrum two marketing case studies who now act first and apologize later
Marketing scrum vs IT scrum two marketing case studies who now act first and apologize later JEROEN MOLENAAR, XEBIA NETHERLANDS BV Read about Scrum being used in a Marketing department. Learn about differences.
More informationLean QA: The Agile Way. Chris Lawson, Quality Manager
Lean QA: The Agile Way Chris Lawson, Quality Manager The Quality Problem Agile Overview Manifesto Development Methodologies Process Agile QA Lean QA Principles An Agile QA Framework Summary Q & A Agenda
More informationGet Dirty with Diagnostics: Agile Performance Tuning at the Lowest Level
Get Dirty with Diagnostics: Agile Performance Tuning at the Lowest Level Adam Reincke Performance Testing Consultant My Background Adam Reincke Performance testing consultant at JDS Australia AIS and ASE
More informationAgile Project Management
Agile Project Management Projekt-Kick-Off-Tage Hochschule Augsburg Martin Wagner, 15. März 2011 TNG Technology Consulting GmbH, http://www.tngtech.com Agile project management with Scrum Agenda Software
More informationWhite Paper. Electronic Shift Operations Management System (esoms) Clearance Tag Sharing Overview
White Paper Electronic Shift Operations Management System (esoms) Clearance Tag Sharing Overview Contents Contents... 2 Executive Summary... 3 Tag Sharing Explained... 4 Applications... 6 User Experience...
More informationCloud? Should. My Business Be in the. What you need to know about cloud-based computing for your business. By Bill Natalie
Should My Business Be in the Cloud? By Bill Natalie T HE CLOUD. IT S BEEN A MAJOR topic of conversation for a few years now, and most of us are already leveraging it on a regular basis both at home and
More informationCreating a High Maturity Agile Implementation
Creating a High Maturity Agile Implementation Creating a High Maturity Agile Implementation www.qaiglobal.com 1 Copyright Notice 2015. Unless otherwise noted, these materials and the presentation of them
More informationIs PRINCE 2 Still Valuable in an Agile Environment?
Is PRINCE 2 Still Valuable in an Agile Environment? Amy Hongying Zhao Introduction Over the years, many organizations have invested heavily in creating or deploying project management frameworks. PRINCE
More information