CSM | thomasshu

Risk - Value - Tail
Agile Manifesto 敏捷宣言
1. Individuals and interactions over processes and tools
2. Working software over comprehensive documentation
3. Customer collaboration over contract negotiation
4. Responding to change over following a plan
Agile Principles
1. 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
2. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
3. 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
4. 4. Business people and developers must work together daily throughout the project.
5. 5. Build projects around motivated individuals. Give them the environment and support  they need, and trust them to get the job done.
6. 6. The most efficient and effective method of conveying information to and within a  development team is face-to-face conversation.
7. 7. Working software is the primary measure of progress.
8. 8. Agile processes promote sustainable development. The sponsors, developers, and users  should be able to maintain a constant pace indefinitely.
9. 9. Continuous attention to technical excellence and good design enhances agility.
10. 10. Simplicity--the art of maximizing the amount of work not done--is essential.
11. 11. The best architectures, requirements, and designs emerge from self-organizing teams.
12. 12. At regular intervals, the team reflects on how to become more effective, then tunes and  adjusts its behavior accordingly.
Scrum Framework
5 values
1. Focus
2. Courage
3. Openness
4. Commitment
5. Respect
3 components of an empirical process
1. Inspect
2. Transparency
3. Adapt
SCRUM Roles
1. ScrumMaster
  1. Ensures that the team is fully functional and productive
  2. Enables close cooperation across all roles and functions and removes barriers
  3. Shields the team from external interferences
  4. Ensures that the process is followed. Invites to daily scrum, iteration review and planning meetings
  5. Role
    1. Sheep Dog
    2. Coach
    3. Facilitator
    4. Change Artist
2. Product Owner
  1. Defines the features of the product, decides on release date and content Is
  2. responsible for the profitability of the product (ROI)
  3. Prioritizes features according to market value
  4. Can change features and priority every Sprint
  5. Accepts or rejects work results
3. Scrum Team
  1. Cross-functional, seven plus/minus two members
  2. Has the right to do everything within the boundaries of the product groups guidelines to reach the iteration goal
  3. Organizes and manages itself and its work
  4. Reviews work results with the Product Owner
Product Backlog
1. Good Backlog
  1. O - Ordered
  2. D - Detail Appropriated
  3. D - Dynamic
  4. E - Estimation
2. PBI
  1. Card
  2. Conversation
  3. Confirmation (Acceptance Criteria)
  4. Construction
  5. Consequence
DoD
SCRUM Meetings
1. Product Backlog Refinement
  1. Vision, objectives and items are reviewed with stakeholders before Backlog
  2. Team and key stakeholders are present
  3. Meeting facilitated by ScrumMaster or Product Owner
  4. 5%-10% of sprint time was budgeted for backlog refinement
  5. Product Owner presents the vision, objectives and entire backlog to participants
  6. Technical uncertainties are identified and created spike
  7. The product backlog is an ordered list
  8. All the new changes, feedback and defects are captured in product backlog
  9. The backlog consists of now view, pre view and big view
  10. All backlog items are estimated by the team
  11. Do high order backlog items have acceptance criteria with examples
  12. All the questions, uncertainties are captured to be followed up after meeting
2. Sprint Planning
  1. Team works with PO to refine new PBIs
  2. High order PBIs are small enough to be done within a few days
  3. High order PBIs have acceptance criteria with concrete examples
  4. Team members are invited to meeting
  5. Meeting is facilitated by a facilitator (SM or some team members)
  6. Timeboxed to 1 hr for part I and 1 hr for part II for one week sprint
  7. PO presents most important PBIs for team
  8. PO answers questions raised in backlog refinement
  9. Definition of Done is reviewed and refined
  10. Team designs collaboratively on white board
  11. Team identifies tasks and estimates hours collaboratively
  12. Team makes commitment to PO based on velocity and time capacity of the team
  13. Tasks are sized to be accomplished within 8 hrs
  14. Tasks are not assigned in the meeting
  15. Sprint backlog is created
3. Daily Scrum Meeting
4. Sprint Review
  1. Invited customers and users, management and other stakeholders
  2. Entire team should be present
  3. 30 mins is sufficient for 1 week sprint
  4. Present sprint goal and PBIs being committed in the sprint vs. completed
  5. Demonstrate PBIs being accepted
  6. Ask for feedback from stakeholders
  7. Brainstorm findings, challenges and possible change to product backlog
  8. Refine backlog in front of everyone
  9. Make sure all feedback and discoveries are being captured
  10. Present high order PBIs planned for next sprint, but not yet committed
  11. Get velocity of the sprint
5. Sprint Retrospective
  1. Is sprint retrospective a recurring regular meeting?
  2. Entire team should be present
  3. 45~60 mins for one week sprint
  4. Review actions from previous retrospective
  5. Do the team talk about what went well, what could be improved?
  6. Are there any actions by the end of retrospective?
  7. Are the actions SMART?
  8. What can WE do?
  9. Do the actions have 4W1H?
  10. Does the working agreement needs to be refined?