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  • scrum and specifications

    - by zachary
    So we start Scrum today and start going over story points estimates. The first story that comes up is a new screen that needs to be developed. It has 1 sentence to describe the screen and 3 user acceptance tests. This starts a fight between the development team and the product owner. Product owner says that stories do not need to be speced out and they will just be fleshed out during the sprint. We say that the story needs to be completely speced out for the sprint. But now I am starting to be unsure about who is right.... Any good articles on this that I can send to the team about how defined a user story has to be?

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  • Team activity/game for illustrating design in a SCRUM environment

    - by njreed.myopenid.com
    I'm looking for a team building / training activity for some of my scrum teams. I want something that really illustrates the flexibility that the team has when implementing stories to define the scope and complexity of the feature themselves. Most of the teams have long-term waterfall experience and are used to having a well-defined specification. I'm looking for something that illustrates the need for the team to vary the scope of what they are building themselves, dependent on the time and resources available. I couldn't find anything at tastycupcakes.com and Google wasn't much help. Maybe someone has prepared something themselves they would care to share?

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  • Le département américain de la défense adopte agile et la méthode Scrum, sous les conseils de Jeff Sutherland, inventeur de Scrum

    Le département américain de la défense adopte agile et la méthode Scrum Sous les conseils de Jeff Sutherland inventeur de ScrumAgile séduit de plus en plus de professionnels de l'IT, après son adoption par Microsoft c'est au tour du puissant département américain de la défense (DoD), qui passera d'un modèle en cascade à un modèle agile basé sur la méthode Scrum, sous les conseils avisés du docteur Jeff Sutherland, inventeur de la méthode et actuel PDG de Scrum Inc.A l'origine de cette initiative,...

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  • Confused about modifying the sprint backlog during a sprint

    - by Maltiriel
    I've been reading a lot about scrum lately, and I've found what seem to me to be conflicting information about whether or not it's ok to change the sprint backlog during a sprint. The Wikipedia article on scrum says it's not ok, and various other articles say this as well. Also my Software Development professor taught the same thing during an overview of scrum. However, I read Scrum and XP from the Trenches and that describes a section for unplanned items on the taskboard. So then I looked up the Scrum Guide and it says that during the sprint "No changes are made that would affect the Sprint Goal" and in the discussion of the Sprint Goal "If the work turns out to be different than the Development Team expected, then they collaborate with the Product Owner to negotiate the scope of Sprint Backlog within the Sprint." It goes on to say in the discussion of the Sprint Backlog: The Sprint Backlog is a plan with enough detail that changes in progress can be understood in the Daily Scrum. The Development Team modifies Sprint Backlog throughout the Sprint, and the Sprint Backlog emerges during the Sprint. This emergence occurs as the Development Team works through the plan and learns more about the work needed to achieve the Sprint Goal. As new work is required, the Development Team adds it to the Sprint Backlog. As work is performed or completed, the estimated remaining work is updated. When elements of the plan are deemed unnecessary, they are removed. Only the Development Team can change its Sprint Backlog during a Sprint. The Sprint Backlog is a highly visible, real-time picture of the work that the Development Team plans to accomplish during the Sprint, and it belongs solely to the Development Team. So at this point I'm altogether confused. Thinking about it, it makes more sense to me to take the second approach. The individual, specific items in the backlog don't seem to me to be the most important thing, but rather the sprint goal, so not changing the sprint goal but being able to change the backlog makes sense. For instance if both the product owner and the team thought they were on the same page about a story, but as the sprint progressed they figured out there was a misunderstanding, it seems like it makes sense to change the tasks that make up that story accordingly. Or if there was some story or task that was forgotten about, but is required to reach the sprint goal, I would think it would be best to add the story or task to the backlog during the sprint. However, there are a lot of people who seem quite adamant that any change to the sprint backlog is not ok. Am I misunderstanding that position somehow? Are those folks defining the sprint backlog differently somehow? My understanding of the sprint backlog is that it consists of both the stories and the tasks they're broken down into. Anyway I would really appreciate input on this issue. I'm trying to figure out both what the idealistic scrum approach is to changing the sprint backlog during a sprint, and whether people who use scrum successfully for development allow changing the sprint backlog during a sprint.

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  • Scrum - Responding to traditional RFPs

    - by Todd Charron
    Hi all, I've seen many articles about how to put together Agile RFP's and negotiating agile contracts, but how about if you're responding to a more traditional RFP? Any advice on how to meet the requirements of the RFP while still presenting an agile approach? A lot of these traditional RFP's request specific technical implementations, timelines, and costs, while also requesting exact details about milestones and how the technical solutions will be implemented. While I'm sure in traditional waterfall it's normal to pretend that these things are facts, it seems wrong to commit to something like this if you're an agile organization just to get through the initial screening process. What methods have you used to respond to more traditional RFP's? Here's a sample one grabbed from google, http://www.investtoronto.ca/documents/rfp-web-development.pdf Particularly, "3. A detailed work plan outlining how they expect to achieve the four deliverables within the timeframe outlined. Plan for additional phases of development." and "8. The detailed cost structure, including per diem rates for team members, allocation of hours between team members, expenses and other out of pocket disbursements, and a total upset price."

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  • Planning and coping with deadlines in SCRUM

    - by John
    From wikipedia: During each “sprint”, typically a two to four week period (with the length being decided by the team), the team creates a potentially shippable product increment (for example, working and tested software). The set of features that go into a sprint come from the product “backlog,” which is a prioritized set of high level requirements of work to be done. Which backlog items go into the sprint is determined during the sprint planning meeting. During this meeting, the Product Owner informs the team of the items in the product backlog that he or she wants completed. The team then determines how much of this they can commit to complete during the next sprint. During a sprint, no one is allowed to change the sprint backlog, which means that the requirements are frozen for that sprint. After a sprint is completed, the team demonstrates the use of the software. I was reading this and two questions immediately popped into my head: 1)If a sprint is only a couple of weeks, decided in a single meeting, how can you accurately plan what can be achieved? High-level tasks can't be estimated accurately in my experience, and can easily double what seems reasonable. As a developer, I hate being pushed into committing what I can deliver in the next month based on a set of customer requirements, this goes against everything I know about generating reliable estimates rather than having to roughly estimate and then double it! 2)Since the requirements are supposed to be locked and a deliverable product available at the end, what happens when something does take twice as long? What if this feature is only 1/2 done at the end of the sprint? The wiki article goes on to talk about Sprint planning, where things are broken down into much smaller tasks for estimation (<1 day) but this is after the Sprint features are already planned and the release agreed, isn't it? kind of like a salesman promising something without consulting the developers.

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  • Scrum and motivation

    - by zachary
    How can you stop the dev team from padding their numbers when it comes to creating task times? How is there any motivation for them to do their work if there are no real deadlines and they are just measured against their velocity. Get the job done by this deadline vs Get the job done whenever we will reduce scope, quality or increase resources

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  • Is agile about development or management?

    - by ashy_32bit
    On a debate over what Scrum is all about, I found that perhaps I totally misunderstood the agile thing. It appears to me that Scrum (which is certainly considered an Agile process) is all about managing features and sprints and roles and stuff with nothing to do with TDD, pair programming, CI, refactoring and other developer centric techniques and practices that I though (until now) are the heart of agile. Now I am facing a difficulty ! 1) Is Scrum agnostic to whether developers do agile practices? 2) Can you implement Scrum in a team that does not utilize automated tests? does not perform refactoring or does not adhere to the agile programming practices?

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  • Is One Tool or a Suite of Tools Better for Scrum?

    - by Rob Wells
    G'day, Edit: We've been using Scrum very successfully for several years on several projects of varying sizes. In fact, our team developed the successful iPlayer project for the BBC using a classical Scrum approach. After using various combinations of tools, some high-tech, some low-tech, across these projects we now wish to try adopting a suitable tool suite. Our manager is to some extent attempting to force the adoption of a single suite of tools for Scrum. I've looked at the SO question "Best Scrum tools" and most people seem to recommend either: a suite of low-tech solutions, e.g. whiteboards, post-its, index cards, etc., or a monolithic tool that tries to satisfy as much as possible of the process, e.g. Agilo, Mingle, ScrumWorks, Target Process, etc. Our team is currently evaluating several different Scrum tools. However, we are looking at selecting a single, monolithic tool, e.g. Agilo. All of the "one-stop" solutions have their strengths and weaknesses with the serious enterprise type solutions being the best sort of fit. But all have some short comings. After reading the paper "Peer Code Review: An Agile Process" over at SmartBear I started wondering if we were trying to force adoption of a tool on a "best fit" basis. I think you can take a couple of reference artefacts of the Scrum development process, say user stories, epics and themes, and the code base which must use a well-known SCM, e.g. SVN, Hg, etc. Then if we take that as the common reference points for the tools employed then we would be able to use a group of tools to handle the different aspects of the Scrum process rather than try forcing a fit of a single tool would is a bit like forcing a square peg into the round hole. In this way, providing you've agreed your common reference points, you can use several tools, each performing their role better than a could be done by a single component in a monolithic tool suite. Is this a more sensible approach? Are the two reference points I mentioned above suitable, or is their a better choice of points where the tools would meet? cheers,

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  • What electronic scrum/kanban board do you use and recommend for distributed teams?

    - by Derick Bailey
    I have a coworker on a team that is fairly distributed, fairly large (for our company) and wants to take advantage of visual management tools like scrum / kanban boards. Since they are a somewhat distributed team, though, all of the issue management / work management must be done via an electronic tool (we currently use Trac). What issue / work management tools, with a visualization of a scrum / kanban board, do you use for your distributed scrum / kanban teams? would you recommend it, and if so, why?

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  • What eletronic scrum/kanban board do you use and recommend for distributed teams?

    - by Derick Bailey
    I have a coworker on a team that is fairly distributed, fairly large (for our company) and wants to take advantage of visual management tools like scrum / kanban boards. Since they are a somewhat distributed team, though, all of the issue management / work management must be done via an electronic tool (we currently use Trac). What issue / work management tools, with a visualization of a scrum / kanban board, do you use for your distributed scrum / kanban teams? would you recommend it, and if so, why? Thanks.

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  • Scrum Developer Training - discount offer

    Scrum Developer Training - discount offer Hi I have a discount offer for Professional Scrum Developer (.NET) Jun Normally is about 2990 USD, the offer is 1990 USD Someone interested?...Did you know that DotNetSlackers also publishes .net articles written by top known .net Authors? We already have over 80 articles in several categories including Silverlight. Take a look: here.

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  • Microsoft Releases TFS Scrum process template

    - by Matt deClercq
    Microsoft has announced and released a Beta version of a new process template for Team Foundation Server 2010 that is based purely on Scrum Methodology and terms. You can download the new template from the link below TFS Scrum v1.0 BetaFor a more in depth look review see the Visual Studio Magazine announcement HERE

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  • How to start working in a team on a project? [closed]

    - by Adio
    Ok, for the first time in my life I am going to work in a team. The problem is that all the team members including me are junior developers and for all of us this is the first time we are working in a team. The problem is that we do not know how to start the project. We know a little about scrum and agile development, we have our user stories in place and our created project - which does not have even one piece of code - and now we are stuck and don't know how and what to do? All scrum books talk about scrum development but lack of the details like how to start. How my team will know what object I am using? How we will push the first piece of code and what it will be? Any help will be great. Books, articles, advice, or anything.

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  • Does anyone else get worn out using Scrum, finishing sprint after sprint?

    - by Simucal
    I'm with a pretty small startup and we started using a form of a Scrum/Agile development cycle. In many ways I enjoy Scrum. We have relatively short sprints (2 weeks) and I like the Burndown Chart to track the teams progress. I also like the Feature Board so I always know what I should be doing next. It feels good taking down a feature's card from the board, completing it and then putting it in the burn down pile. However, we are now entering in our 18th Sprint release cycle and I'm starting to feel a little burnt out. It isn't that I don't like job or my co-workers, it is just that these sprints are... well, sprints. From start to finish I literally feel like I'm racing against the clock to maintain our development velocity. When we are done with the sprint we spend one day planning the next sprints feature set and estimates and then off we go again. For people who work in a mature Agile/Scrum development process, is this normal? Or are we missing something? Is there normally time in a Scrum enviornment that is unassigned/untracked to get done some minor things and to clear your head?

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  • How does Scrum work when you have multiple projects?

    - by Tim K.
    I'm fairly well read in the benefits and processes of Scrum. I get the ideas on the backlog, burndown charts, iterations, using user stories, and other various concepts of the Scrum "framework". With that said... I work for a web development firm that manages multiple projects at one time, with six team members that make up the "production team". How does Scrum work with having multiple projects? Do you still just schedule an iteration for a single project in a certain amount of time and the entire team works on it, and then you move on to the next project with a new iteration when that iteration is completed? Or is there an "agile" way in managing multiple projects with their own iterations with only one team at the same time?

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  • Weeding out real agile from buzzword agile in an interview

    - by indyK1ng
    I've been interviewing for co-ops (paid internships) lately and a large number of the companies I've been interviewing with have been saying they use Scrum or some other agile methodology (scrum being the most popular). I know that there are real agile shops and there are places which say they use an agile methodology but are really doing something else and using agile as a buzzword. My question is, what are some questions I can ask in an interview which would separate these shops out?

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  • Scrum for Team System v3 RTM available

    - by Enrique Lima
    If you are using the Scrum for Team System (aka Conchango Scrum Template), it has hit RTM and it is available for download.  First you will need to register and then you will ne able to access the goods. There is also a very well laid out Getting Started with v3 guide, put together by Crispin Parker. Note:  Very important to know and consider, is the fact there is no upgrade or migration strategy laid out from v2.2.  So you are left to your own devices on that one.  There are plenty of discussions going on as far as making it happen.  Don’t get me wrong v2.2 work items will be present and you will be able to use them, just don’t expect the v3 template to trigger when  adding new work items. For now, get TFS in place, install the template and start fresh.  The Workbench should be released soon too, and that makes it a great component to this solution.

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  • Does a mature agile team requires any management?

    - by ashy_32bit
    After a recent heated debate over Scrum, I realized my problem is that I think of management as a quite unnecessary and redundant activity in a fully agile team. I believe a mature Agile team does not require management or any non-technical decision making process whatsoever. To my (apparently erring) eyes it is more than obvious that the only one suitable and capable of managing a mature development team is their coach (who is the most technically competent colleague with proper communication skills). I can't imagine how a Scrum master can contribute to such a team. I am having great difficulty realizing and understanding the value of such things in Scrum and the manager as someone who is not a veteran developer but is well skilled in planning the production cycles when a coach exists in the team. What does that even mean? How on earth can someone with no edge-skills of development manage a highly technical team? Perhaps management here means something else? I see management as a total waste of time and a by-product of immaturity. In my understanding a mature team is fully self-managing. Apparently I'm mistaken since many great people say the contrary but I can't convince myself.

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  • I can't see how a mature agile team requires any *management*?

    - by ashy_32bit
    After a recent heated debate over Scrum, I realized my problem is that I think of management as a quite unnecessary and redundant activity in a fully agile team. I believe a mature Agile team does not require management or any non-technical decision making process of whatsoever. To my (apparently erring) eyes it is more than obvious that the only one suitable and capable of managing a mature development team is their coach (and that being the most technically competent colleague with proper communication skills). I can't imagine how a Scrum master can contribute to such a team. I am having a great difficulty realizing and understanding the value of such things as Scrum and manager as someone who is not a veteran developer but is well skilled in planning the production cycles when a coach exists in the team. What does that even mean? How on earth someone with no edge-skills of development can manage a highly technical team? Perhaps management here means something else? I see management as a total waste of time and a by-product of immaturity. In my understanding a mature team is fully self-managing. Apparently I'm mistaken since many great people say the contrary but I can't convince myself.

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  • Is unit testing or test-driven development worthwhile?

    - by Owen Johnson
    My team at work is moving to Scrum and other teams are starting to do test-driven development using unit tests and user acceptance tests. I like the UATs, but I'm not sold on unit testing for test-driven development or test-driven development in general. It seems like writing tests is extra work, gives people a crutch when they write the real code, and might not be effective very often. I understand how unit tests work and how to write them, but can anyone make the case that it's really a good idea and worth the effort and time? Also, is there anything that makes TDD especially good for Scrum?

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  • When to do Code Review

    - by mcass20
    We have recently moved to a scrum process and are working on tasks and user stories inside of sprints. We would like to do code reviews frequently to make them less daunting. We are thinking that doing them on a user story level but are unsure how to branch our code to account for this. We are using VS and TFS 2010 and we are a team of 6. We currently branch for features but are working on changing to branching for scrum. We do not currently use shelvesets and don't really want to implement if there are other techniques available. How do you recommend we implement code review per user story?

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  • How do we provide valid time estimates during Sprint Planning without doing "too much" design?

    - by Michael Edenfield
    My team is getting up to speed with Scrum, but most of us are more familiar with non-agile or "pseudo-"agile methodologies. The part that is the biggest hurdle for us is running an efficient Sprint Planning meeting where we break our backlog items into tasks, and estimate hours. (I'm using the terminology from the VS2010 Scrum Template; apologies if I use the wrong word somewhere.) When we try to figure out how long a task is going to take, we often fall into the trap of designing the feature at the code level -- table layout, interfaces, etc -- in order to figure out how long that's going to take. I'm pretty sure this is not the appropriate place to be doing that kind of design. We should be scheduling tasks for these design meetings during the sprint. However, we are having trouble figuring out how else to come up with meaningful estimates for the tasks. Are there any practical habits/techniques/etc. for making a judgement call about how long a feature is going to take, without knowing how you plan to implement it? If our time estimates are going to change significantly once the design has been completed, how can we properly budget our Sprint backlog ahead of time? EDIT: Just to clarify, since some of the comments/answers are very valid but I think addressing the wrong question. We know that what we're doing is not right, and that we should be building time into the sprint for this design. Conceptually all of the developers understand that. We also also bringing in a team member with Scrum experience to keep us on track if we start going off into the weeds. The problem is that, without going through this design process, we are finding it difficult to provide concrete time estimates for anything. We are constantly saying things like "well if we design it this way it might take 8 hours but if we end up having to do this other way instead that will take about 32 but it might not be as bad once we start trying to write it...". I also assume that this process will get better once we have some historical velocity to work from, but many of the technologies and architectural patterns we are using are new to us. But if potentially-wildly-wrong estimates are just a natural part of adapting this process then we will just need to recondition ourselves to accept that :)

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