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Scrum 101 Learning Objectives:
1. Waterfall project methodology basics - what is waterfall and where did it come from?
2. Agile umbrella practices and frameworks - what is agile? what isn't agile? Where does Scrum fit in?
3. Scrum empirical theory - emperical vs. theoretical
4. Parts of the Scrum framework - roles, events / ceremonies, artifacts and rules
5. Features of cultures that use Scrum
Waterfall process is highly disciplined, well-structured, approach is simple. Provides easily identifiable milestones in the development process.
As reported by the Standish Group 2014 CHAOS report
For application development projects run in waterfall methodology
Poorly adaptable to changing requirements Assumes designers can foresee potential problems up front Lots of assumptions made up front that prove to be wrong Value isn’t achieved until end of project Don’t know things that need to be changed/fixed until it’s too late QA gets shoved in at the end and oftentimes isn’t completed thoroughly, quality isn’t baked in
Follows the fail-late lifecycle
Agile came about as a “solution” to the disadvantages of the waterfall methodology. Instead of a sequential design process, the Agile methodology follows an incremental approach.
Agile is a mindset but has several practices and frameworks that help agilists employ the agile principles. Scrum is a framework under the agile umbrella.
Scrum is the most widely used framework within agile
Lightweight means there is as little overhead in the process as possible to maximize the amount of productive time available for getting useful work done
Each component within the framework serves a specific purpose and is essential to Scrum’s success and usage
Three primary roles in Scrum, PO, SM and the Team.
External interferences - No increase in scope Pulling a teammate in part time to a project
Facilitate Consensus – As a moderator will help the team reach compromises Make sure all voices get heard
William Edwards Deming (October 14, 1900 – December 20, 1993) was an American statistician, professor, author, lecturer and consultant. He is perhaps best known for his work in Japan. There, from 1950 onward, he taught top management how to improve design (and thus service), product quality, testing and sales (the last through global markets) through various methods, including the application of statistical methods.
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