![Sprint planning meeting
•At the beginning of the sprint cycle (every 7–30
days), a "Sprint planning meeting" is held:[11]
•Select what work is to be done
•Prepare the Sprint Backlog that details the time
it will take to do that work, with the entire team
•Identify and communicate how much of the
work is likely to be done during the current
sprint](https://image.slidesharecdn.com/agilebootcamp-140507072522-phpapp01/85/Agile-Bootcamp-13-320.jpg)
Agile Bootcamp
- 1. Agile Bootcamp By Doug Langille For NSCC PMUG May 5th, 2014
- 2. Manifesto for Agile Software Development We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.
- 3. Principles behind the Agile Manifesto Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers must work together daily throughout the project. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Working software is the primary measure of progress. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. Simplicity--the art of maximizing the amount of work not done--is essential. The best architectures, requirements, and designs emerge from self-organizing teams. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. We follow these principles:
- 4. Scrum
- 5. Product Backlog an ordered list of requirements that is maintained for a product.
- 6. Sprints A sprint (or iteration) is the basic unit of development in Scrum. The sprint is a "timeboxed" effort; that is, it is restricted to a specific duration. The duration is fixed in advance for each sprint and is normally between one week and one month, although two weeks is typical.
- 7. Sprint Backlog the list of work the Development Team must address during the next sprint.
- 9. Roles
- 10. Product Owner The Product Owner represents the stakeholders and is the voice of the customer.
- 11. Development Team The Development Team is responsible for delivering potentially shippable increments (PSIs) of product at the end of each Sprint (the Sprint Goal).
- 12. Scrum Master Scrum is facilitated by a Scrum Master, who is accountable for removing impediments to the ability of the team to deliver the product goals and deliverables.
- 13. Sprint planning meeting •At the beginning of the sprint cycle (every 7–30 days), a "Sprint planning meeting" is held:[11] •Select what work is to be done •Prepare the Sprint Backlog that details the time it will take to do that work, with the entire team •Identify and communicate how much of the work is likely to be done during the current sprint
- 14. Daily Scrum meeting During the meeting, each team member answers three questions: 1. What have you done since yesterday? 2. What are you planning to do today? 3. Any impediments/stumbling blocks? Any impediment/stumbling block identified in this meeting is documented by the Scrum Master and worked towards resolution outside of this meeting. No detailed discussions shall happen in this meeting.
- 15. End meetings • At the Sprint Review Meeting: • Review the work that was completed and the planned work that was not completed • Present the completed work to the stakeholders (a.k.a. "the demo") • Incomplete work cannot be demonstrated • At the Sprint Retrospective: • All team members reflect on the past sprint • Make continuous process improvements • Two main questions are asked in the sprint retrospective: What went well during the sprint? What could be improved in the next sprint?
- 16. Kanban
- 17. Kanban
- 18. References • http://agilemanifesto.org • http://en.wikipedia.org/wiki/Agile_software_development • http://en.wikipedia.org/wiki/Scrum_(software_development) • http://en.wikipedia.org/wiki/Burn_down_chart • http://en.wikipedia.org/wiki/Kanban_(development) • http://www.ted.com/talks/bruce_feiler_agile_programming_for_your_fam ily • http://trello.com/ • http://www.personalkanban.com/pk/personal-kanban-101/ • http://www.30daysofgettingresults.com/