Während die Vorbereitungen für den nächsten America’s Cup laufen, hat Oracle mit einem der neuen Cats den Überschlag gebrobt und das Boot auch gleich wieder erfolgreich aufgerichtet:
Hoffentlich haben die beim Segeln mehr Erfolg als in der Softwarewelt mit der Demontage von Hudson, OpenOffice und Java… 
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Unterhaltsames | Tagged: Project management, Projektmanagement, Segeln | 
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Posted by Andreas Heilwagen
| Context | A Development Team is within a Sprint. |
| Problem | How can work be coordinated and tracked in the Development Team? |
| Forces | too little/too much time between Daily Scrums too little/too much management overhead |
| Solution | Have a short daily meeting to inspect and adapt. The traditional Scrum way to inspect is to have all Development Team members report what they did yesterday and then to adapt by communication what they plan to do until the next Daily Scrum. The three classical questions are:
The meeting takes place at the same time and location every day and lasts 15 minutes max. This questions are just a guide to enable communication between the Development Team members. |
| Resulting Context | The Development Team is ready to manage work and realize Sprint Backlog Items until the next Daily Scrum. |
Kommentare deaktiviert | Scrum | Tagged: Project management, Projektmanagement, Scrum | Permalink Posted by Andreas Heilwagen
| Context | A Sprint Backlog (“Selected Backlog” before the Scrum Guide 2011) is available and the Development Team understands all business requirements in it. |
| Problem | What needs to be done to turn the Sprint Backlog Items into a done increment and how can it be managed? Besides the need for transforming business requirements into technical requirements by writing Technical Tasks where needed in order to realize Sprint Backlog Items, work needs to be broken down into manageable chunks which are estimated, so that they can be assigned, tracked and reported. |
| Forces | too little/too much technical planning too little/too large Technical Tasks too little/too much complexity |
| Solution | Break down the Selected Backlog into a Sprint Backlog. Discussing the draft design of the solution to realize the Sprint Backlog enables the Development Team to create Technical Tasks where needed. These tasks can be estimated and managed to drive the Sprint. Most Technical Tasks are discovered at the beginning of the Sprint, new Tasks are added during the Sprint by the Development Team as required. If the Development Team is not able to realize all Tasks, the open tasks are rated as incomplete and can be transferred to the next Sprint. |
| Resulting Context | The Development Team can manage the implementation of the Sprint Backlog by selecting tasks and reporting remaining work. |
Kommentare deaktiviert | Scrum | Tagged: Project management, Projektmanagement, Scrum | Permalink Posted by Andreas Heilwagen
| Context | A Product Backlog is available and a Scrum Team has been formed. |
| Problem | What work should be done next by the Development Team to reach a given goal and how shall this work be done? |
| Forces | too little/too much technical planning too little/too much communication vs. written documents too little/too much organizational overhead |
| Solution | Conduct two Sprint Planning Meetings, one with business focus and one with technical focus. Let the Product Owner communicate prioritized Product Backlog Items (PBIs) to the Development Team to fill a Sprint in the first meeting. Ensure that the selection of the PBIs is coordinated with the Development Team and a Sprint Goal is agreed to define the purpose of the Sprint. Next conduct a Sprint Planning Meeting II to let the team come up with a rough design of the solution as well as a plan to implement the PBIs. The PBIs selected for realization in a Sprint have been named Selected Backlog inofficially, beginning with the Scrum Guide 2011 they are called Sprint Backlog, replacing the old meaning of the term. |
| Resulting Context | The Scrum Team is ready to implement the selected Product Backlog Items. |
Kommentare deaktiviert | Scrum | Tagged: Project management, Projektmanagement, Scrum | Permalink Posted by Andreas Heilwagen
In China sind vor kurzem bei der Extreme Sailing-Serie vier Kenterungen passiert…kommt davon, wenn man zu hoch pokert:
Kommentare deaktiviert | Unterhaltsames | Tagged: Project management, Projektmanagement, Segeln | Permalink Posted by Andreas Heilwagen
| Context | Product Backlog Items are ready to be realized. |
| Problem | What is the optimum amount of time a Team can work with a minimum of written communication? |
| Forces | too little/too much scope to be realized too little/too much written communication too little/too much organizational overhead |
| Solution | Start a Sprint with a length of one up to four weeks. A Development Team can work up to four weeks without relying heavily on documents. Focussing on oral communication strengthens collaboration, productivity and quality. Reduce the Sprint length if you need more flexibility, but keep in mind that there might be a loss of productivity, if it is too short. |
| Resulting Context | The Development Team produced a potentially shippable increment of the product and is ready for another Sprint. |
Kommentare deaktiviert | Scrum | Tagged: Project management, Projektmanagement, Scrum | Permalink Posted by Andreas Heilwagen
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Andreas Heilwagen ist PM- und Scrum-Experte mit über 20 Jahren Berufserfahrung und CTO von Daily Deal (Google) Mehr über mich & die Gastautoren...
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