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Agile intro module 4

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Fifth module of agile/scrum course. Various topics on introducing Scrum in an organisation.

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Agile intro module 4

  1. 1. Agile Intro Module 4Invoering van Agile/Scrum 1
  2. 2. Sprint Backlog TO-DO DOING DONE Shu-Ha-Ri Skills Delegation Toepassing Examen2
  3. 3. Sprint Backlog TO-DO DOING DONE Shu-Ha-Ri Skills Delegation Toepassing Examen2
  4. 4. Shu-Ha-Ri leerling kopieert voorbeeld Shu Follow the rules van leraar er is maar 1 goede methode leerling neemt afstand van Ha Bend the rules leraar, reflecteert, er zijn meerdere goede methoden leerling wordt practitioner, volgt de methode niet meer, Ri Be the rules maar weet intuïtief wat het juiste is3
  5. 5. Use the Scrum Guide • http://www.improvementfocus.com/media/ pdf/Scrum%20Guide%20NL.pdf4
  6. 6. Sprint Backlog TO-DO DOING DONE Shu-Ha-Ri Skills Delegation Toepassing Examen5
  7. 7. Sprint Backlog TO-DO DOING DONE Shu-Ha-Ri Skills Delegation Toepassing Examen5
  8. 8. Sprint Backlog TO-DO DOING DONE Shu-Ha-Ri Skills Delegation Toepassing Examen5
  9. 9. Discipline-skill grid Skill Discipline6
  10. 10. Discipline-skill grid Skill programming database planning estimating continuous integration code coverage automatic testing decision making Discipline6
  11. 11. Discipline-skill grid Skill Make your own list of key skills Plot them on the matrix Compare with your colleagues Discipline7
  12. 12. Sprint Backlog TO-DO DOING DONE Shu-Ha-Ri Skills Delegation Toepassing Examen8
  13. 13. Sprint Backlog TO-DO DOING DONE Shu-Ha-Ri Skills Delegation Toepassing Examen8
  14. 14. Sprint Backlog TO-DO DOING DONE Shu-Ha-Ri Skills Delegation Toepassing Examen8
  15. 15. Delegation levels 1. Tell 2. Sell 3. Consult 4. Agree 5. Advise 6. Inquire 7. Delegate From: Jurgen Appelo - Management 3.09
  16. 16. Delegation Poker Je bent manager van de afdeling, en moet de volgende beslissingen nemen. In welke mate kan je dit werk delegeren? • Je wilt je huidige teamleden betrekken bij de werving en selectie van nieuwe medewerkers. • Er moet een nieuwe tool aangeschaft worden voor automated testing. • Bepalen van het nieuwe salaris van een medewerker na de jaarlijkse beoordeling. • Organiseren van een team uitje. • We starten een nieuw project en moeten bepalen welke aanpak we gaan volgen. De traditionele aanpak, of Scrum? • verzin zelf nog een paar situaties ....10
  17. 17. Sprint Backlog TO-DO DOING DONE Shu-Ha-Ri Skills Delegation Toepassing Examen11
  18. 18. Sprint Backlog TO-DO DOING DONE Shu-Ha-Ri Skills Delegation Toepassing Examen11
  19. 19. Sprint Backlog TO-DO DOING DONE Shu-Ha-Ri Skills Delegation Toepassing Examen11
  20. 20. User Story As a trainee I want to brainstorm about opportunities and risks of Agile Because there’s a trainer around Because that helps to sink in the ‘slideware’ Because I will also run into these issues when implementing in my company12
  21. 21. Application • Workshop • 2 groups, 2x15 minutes • “What has made me really thrilled, what will I start using tomorrow” • “This is never going to work, because ...”13
  22. 22. Sprint Backlog TO-DO DOING DONE Shu-Ha-Ri Skills Delegation Toepassing Examen14
  23. 23. Sprint Backlog TO-DO DOING DONE Shu-Ha-Ri Skills Delegation Toepassing Examen14
  24. 24. Sprint Backlog TO-DO DOING DONE Shu-Ha-Ri Skills Delegation Toepassing Examen14
  25. 25. Sprint Backlog TO-DO DOING DONE Shu-Ha-Ri Skills Delegation Toepassing Examen15
  26. 26. Sprint Backlog TO-DO DOING DONE Shu-Ha-Ri Skills Delegation Toepassing Examen15
  27. 27. The Perfection Game • This course deserves a rating of [1 .. 10] because • this is already good • It would get a 10 • if you would improve these things16
  28. 28. Agile Manifesto 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.17
  29. 29. 12 principes Our highest priority is to satisfy the customer Working software is the primary 1 measure of progress. 7 through early and continuous delivery of valuable software. Agile processes promote sustainable Welcome changing requirements, even late in development. The sponsors, developers, 2 and users should be able to maintain a 8 development. Agile processes harness change for the customers competitive advantage. constant pace indefinitely. Continuous attention to technical Deliver working software frequently, from a 3 excellence and good design enhances 9 couple of weeks to a couple of months, with a agility. preference to the shorter timescale. Simplicity--the art of maximizing the Business people and developers must work 4 amount of work not done--is essential. 10 together daily throughout the project. The best architectures, requirements, Build projects around motivated individuals. 5 and designs emerge from self-organizing teams. 11 Give them the environment and support they need, and trust them to get the job done. At regular intervals, the team reflects The most efficient and effective method of on how to become more effective, then 6 tunes and adjusts its behavior 12 conveying information to and within a development team is face-to-face conversation. accordingly.18

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