11 agile project management
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This document discusses agile methodology and compares it to the waterfall methodology. It outlines the key aspects of agile including using sprints or iterations to break a project into smaller pieces, defining user stories and tasks, estimating work using story points, conducting daily standup meetings, demoing work at the end of each sprint, and retrospectively reviewing each sprint to improve.
11 agile project management
- 7. It’s a project Product
- 8. Why ? • Too much to build • Documents don’t work
- 11. Roles
- 13. Requirements ?
- 15. As a < type of user >, I want < some goal > so that < some reason >
- 16. Task
- 17. Epic
- 18. Product Backlog
- 20. Sprint Planning, Estimation & Story Points
- 21. Sprint Duration • between 1 week to 1 month.
- 22. Sprint Backlog
- 23. Creating tasks
- 24. Story Points
- 26. Done or not?
- 27. Product increments “a version of a product that can be be delivered to a customer”
- 28. Daily Scrum meeting (Standup meeting)
- 30. Sprint Review
- 31. Sprint Velocity
- 32. Burn down chart: Remaing Work vs. Time
- 33. Sprint retrospective • What went right during the iteration • What went wrong during the iteration • What could be done differently in order to improve?
- 35. What’s next?
Editor's Notes
- #4: الاف بي أي حاولو يعملو نظام في ال ٢٠٠١ خاص بالجيش المشروع هاد كان بتكلفة ٣٨٠ مليون دولار امريكي و مدتو ٣ سنوات المشروع فشل وهم دفعو المبلغ كامل... رجعو قالو احنا لازم نبدا من اول وجديد ونشتغلو تاني.. واتفوق على انو ينعمل على ٤ مراحل ويكون بتكلفة ٤٥٠ مليون دولار امريكي وبمدة ٦ سنوات بعد سنتين كانو صارفين ٤٢١ مليون دولار ومنجزين فقط مرحلة ونصف فقط من المشروع في ٢٠١١ قالو للمسؤول عن الموضوع صف عجنب وجأبو اتنين تكنكال يديرو الامر.. راحو اشتغلو على سكرم و جابو ناس يشتغلو دفلوبمنت عندهم في الاف بي أي.. خلال سنة كانو مخلصين المشروع وبتكلفة ٣٠ مليون دولار! اللي حابب يسمع اكتر ويفهم شو القصة.. يقرا هاد الكتاب
- #5: التنين اللي كانو ماسكين المشروع هما اللي كتبو هالكتاب بناءا عتجربتهم وهما اللي اخترعو حاجة اسمها سكرم
- #6: في الوترفول ميثدلجي كنا بنحط دكيمنتيشن كاملة قبل منبلش المشروع وكان لازم تنتظر لحد ميخلص المشروع بالكامل لحتى تقدر تستفيد منو
- #7: هان المشروع بتقسم ل sprints or iterations اللي هي مجموعة من الأشياء اللي بدنا ننزها خلال فترة هالأسبوعين متلا.. وبعتمد على مفهوم انك تضلك تضيف فيتشرز عالمشروع لحد ما يطلع بالشكل النهائي.. وبهيك بكون عندك منتج بطلع قبل نهاية المشروع وشيء قابل للاستخدام وأيضا انتا فلكسبل اكتر للتغييرات والتعديلات لانو كل متلا أسبوعين انتا بتكون بتشتغل على فيتشرز معينة، فلو تغير معك اشي بخطة الاتريشن الجاية مش هتفرق معك لانك شغال عجزئيات منفصلة.. هأي الميثدلجي مش بس لجماعة الأي تي.. هأي لأي مشروع ممكن يتقسم لجزئيات ويتسلم كل فترة..
- #8: الوترفول بركز عمفهوم ان العمل الشغالين عليه هو بروجكت داخل نطاق الشركة او الدفلوبمنت تيم.. لكن في الاجل دفلوبمنت التركيز عالاوتبوت.. الديليفرد برودكت.. والتفاعل اللي بصير برات الشركة او الدفلوبمنت تيم.. مع الكلينتس..
- #10: تخيل لو فرجيتك الصورة وقلتلك شو بتشوف.. هتقلي انا شايف لاعبين بار كور كتير رائعين... لكن فعليا.. الناس هدول بصورو على انقاض بيت انقصف بالحرب في منطقة الشجاعية... بالدكيمنتيشن انتا بتشوف صورة.. بس ما بتشوف الستوري اللي ورا هالصورة.. هتشوف فيتشر مطلوبة بس ما هتفهم ليش مطلوبة وكيف هتفيد البزنس
- #11: تخيل لو رحت عمزاج وحكتلو بدي ككسة.. واداك كيكة شكلها هيك.. فعليا هو نفذ المطلوب منو حرفيا.. لكن لما تفكر بالستوري تاعت هالكيكة.. وشو هيصير بهالكيكة بعد مساويها ؟ هتكتشف الجرم اللي عملتو ! هتكتشف انو كل شيء ساويته خطئ .. لكن الركويرمنتس ما كانت موضحة هالشيء! اللي بوضح هالشيء.. الستوري.. وكيف الأشياء مرتبطة ببعض هذا خطأ كلفك ١٠٠ شيكل، لكن في أخطاء برمجية قد تكلفك الاف الدولارات لو بنحكي عمشروع حقيقي مش تاسكات صغيرة.
- #13: The Product Owner convey their vision to the rest of the Scrum team have an in depth understanding of the product, its users, the competition and industry trends create tasks and stories in the product backlog and prioritising them prior to the sprint planning meeting The Scrum Master This person is responsible for assisting their fellow team members to achieve their goals shield the team from distractions such as new tasks that were not in the sprint backlog from being injected in there responsible for removing blocking issues while working with the product owner They communicate with customers, users, stakeholders and collaborators in general The Team collection of individuals working together to deliver the requested and committed to, product increments responsible for translating product backlog items into sprint tasks; breaking them down into smaller tasks assign estimates to each task and implement them. In other words they maintain the sprint backlog
- #16: - user story can be broken down into many tasks by the Scrum team
- #21: team members and the product owner are present
- #22: Here, you make estimates as a team rather than as an individual. If you’re getting started with Scrum or a new product you might want to experiment with a couple of durations and see what works better for you and your team. I would caution against having a dynamic sprint length so that over time your team velocity can be measured consistently.
- #23: The product backlog is a collection of user stories and tasks. It’s a prioritised list, with the priority of each item determined by the product owner A product backlog is not an exhaustive list of all requirements. Instead it can can be a list of the desired product features you have in mind; that could be revisited, interlarded and embellished. Go through each user story or task in the product backlog along with the product owner. For each item they will provide details and clarifications. The team might try to poke some holes in the logic or flow of certain items that will be promptly plugged during this part of the meeting. Questions from everyone towards everyone related to a particular Story must be encouraged to be posed as much as possible.
- #24: For each of these you can break them up into smaller tasks in whatever way you are comfortable with. You can break them up into traditional software development lifecycle items such as documentation, unit testing, design and development, and for each of those you can break them up further.
- #25: A story point is an abstract measure of effort required to implement a user story. In simple terms, it is a number that tells the team about the difficulty level of the story. This is not a unit of time. One story point represents an amount of effort only. You could choose 21 to be the maximum value and try to break up bigger tasks into smaller ones. Since a story point doesn’t represent a time value it will mean a different thing for each Scrum team member. During the estimating portion of the sprint planning session the Scrum team could identify a base task that will hold the same story point value for everyone Easier to ask ‘is that a 5 or an 8?’ than ‘is that a 6 or a 7?’
- #26: Why to use cards ? So you can write small amount of words to tell the others a short story
- #27: you are committing that at the end of a sprint you will have a shippable product or product increment for your users or customers.
- #28: Product increments can be defined as a release which is a version of a product that can be be delivered to a customer, a set of users or to another team.
- #29: These meetings are typically held every single day at the same time, ideally at the start of the work day, and all team members are expected to attend. During the meeting each person speaks in turn and mentions the following What they worked on yesterday What they will work on today Are there any “blocking issues” The scrum master is responsible for removing blocking issues either on their own or by assigning a scrum team member to do so. Setup calendar events for this meeting
- #31: A review meeting is held with everyone present if possible. at least the product owner and the Scrum team Each item that isn’t done, gets bumped back into the product backlog to be completed next sprint.
- #32: Velocity is the average number of story points completed by a team across iterations. It is useful in assisting us to understand our teams limits and our delivery capacity each sprint.
- #33: This is not a unit of time. One story point represents an amount of effort only. You could choose 21 to be the maximum value and try to break up bigger tasks into smaller ones. Since a story point doesn’t represent a time value it will mean a different thing for each Scrum team member. During the estimating portion of the sprint planning session the Scrum team could identify a base task that will hold the same story point value for everyone
- #34: A review meeting is held with everyone present if possible. at least the product owner and the Scrum team Each item that isn’t done, gets bumped back into the product backlog to be completed next sprint.