SlideShare une entreprise Scribd logo
1  sur  95
Télécharger pour lire hors ligne
presents




Effektiver mit Scrum
        18.06.08 | Buchhandlung Lehmanns | Hamburg
                                                     1
Einführung Scrum2
Einführung Scrum2
Einführung Scrum2
Einführung Scrum2
Einführung Scrum2
Einführung Scrum2
Einführung Scrum2
Einführung Scrum2
Einführung Scrum2
Einführung Scrum2
Einführung Scrum2
Einführung Scrum2
Einführung Scrum2
Einführung Scrum2
Einführung Scrum2
Einführung Scrum2
Einführung Scrum2
Einführung Scrum2
Einführung Scrum2
Einführung Scrum2
Einführung Scrum2
Einführung Scrum2
Einführung Scrum2
Einführung Scrum2
The End
“Equally responsible for the initiation of project with
predefined failure is management that insists upon having
fixed commitments from programming personnel prior to
the latter’s understanding what the commitment are for. Too
frequently, management does not realize that !in asking the
staff for “the impossible”, the staff will feel the obligation to
respond out of respect, fear or misguided loyalty.!Saying
“no” to the boss frequently requires courage, political and !
psychological wisdom, and business maturity that comes
with much experience.”
     -- The Management of Computer Programming Projectsquot; by Charles Lecht. 1967
Einführung Scrum2
Philosophy and Soziology
EDS | BroadVision | ONE
France | Germany | Austria
1st Certi ed ScrumTrainer
SPRiNT iT
Einführung Scrum2
What is Scrum?
36




Scrum is not a ....
37




Yahoo Chief Product Owner – “Scrum is faster, better, cooler! It’s the way we first built
 software at Yahoo, yet is scalable to large, distributed, and outsourced teams.”
38
39
40
41




Process Types
It is typical to adopt the defined (theoretical) modeling
 approach when the underlying mechanisms by which
     a process operates are reasonably well understood.

  When the process is too complicated for the defined
 approach, the empirical approach is the appropriate
                                            choice.”

                                Process Dynamics, Modeling, and Control,
                         Ogunnaike and Ray, Oxford University Press, 1992
Scrum Roles
Scrum Roles are Responsibilites of a process
not positions in an enterprise
43




                                       Manager




Kunde
                        ScrumMaster


                                      Team
        Product Owner



                                                 Anwender
44




Estimation Meeting
44




Estimation Meeting
44




Estimation Meeting


                 Preparation of Sprint Planning
                 Formal estimation
                 Spend at least two meetings
                 per Sprint
                 Estimate only Size not Time
                 => Input for Release Planing
45




Planning Meeting
45




Planning Meeting
45




Planning Meeting
45




Planning Meeting
45




Planning Meeting


               Product Backlog
               Team Capabilities                  Next Sprint Goal
               Business Conditions    Review,     Selected Product
                                      Consider,   Backlog
               Technology Stability   Organize
                                                  Sprint Backlog
               Executable Product
               Increment
46




Daily Scrum Meetings
46




Daily Scrum Meetings
46




Daily Scrum Meetings
                   • Daily 15 minute meeting
46




Daily Scrum Meetings
                   • Daily 15 minute meeting
                   • Same place and time every day
46




Daily Scrum Meetings
                   • Daily 15 minute meeting
                   • Same place and time every day
                   • Meeting room
46




Daily Scrum Meetings
                   • Daily 15 minute meeting
                   • Same place and time every day
                   • Meeting room
                   • Chickens and pigs
46




Daily Scrum Meetings
                   • Daily 15 minute meeting
                   • Same place and time every day
                   • Meeting room
                   • Chickens and pigs
                   • Three questions
46




Daily Scrum Meetings
                   • Daily 15 minute meeting
                   • Same place and time every day
                   • Meeting room
                   • Chickens and pigs
                   • Three questions
                       • What have you ACHIEVED since last meeting?
46




Daily Scrum Meetings
                   • Daily 15 minute meeting
                   • Same place and time every day
                   • Meeting room
                   • Chickens and pigs
                   • Three questions
                       • What have you ACHIEVED since last meeting?
                       • What will you ACHIEVE before next meeting?
46




Daily Scrum Meetings
                   • Daily 15 minute meeting
                   • Same place and time every day
                   • Meeting room
                   • Chickens and pigs
                   • Three questions
                       • What have you ACHIEVED since last meeting?
                       • What will you ACHIEVE before next meeting?
                       • What is in your way?
46




Daily Scrum Meetings
                   • Daily 15 minute meeting
                   • Same place and time every day
                   • Meeting room
                   • Chickens and pigs
                   • Three questions
                       • What have you ACHIEVED since last meeting?
                       • What will you ACHIEVE before next meeting?
                       • What is in your way?
                   • Impediments and
46




Daily Scrum Meetings
                   • Daily 15 minute meeting
                   • Same place and time every day
                   • Meeting room
                   • Chickens and pigs
                   • Three questions
                       • What have you ACHIEVED since last meeting?
                       • What will you ACHIEVE before next meeting?
                       • What is in your way?
                   • Impediments and
                   • Decisions
46




Daily Scrum Meetings
                   • Daily 15 minute meeting
                   • Same place and time every day
                   • Meeting room
                   • Chickens and pigs
                   • Three questions
                       • What have you ACHIEVED since last meeting?
                       • What will you ACHIEVE before next meeting?
                       • What is in your way?
                   • Impediments and
                   • Decisions
47




Sprint Review
47




Sprint Review
47




Sprint Review
Done!
47




Sprint Review
                When a Team member says “done,” what does that mean?


Done!
47




Sprint Review
                When a Team member says “done,” what does that mean?


Done!           Code adheres to standards, is clean, has been re-factored, has been
                  unit tested, has been checked in, has been built, and has had a
                  suite of unit tests applied to it
47




Sprint Review
                When a Team member says “done,” what does that mean?


Done!           Code adheres to standards, is clean, has been re-factored, has been
                  unit tested, has been checked in, has been built, and has had a
                  suite of unit tests applied to it
                Development environment for this to happen requires source code
                  library, coding standards, automated build facility, and unit test
                  harness
47




Sprint Review
                When a Team member says “done,” what does that mean?


Done!           Code adheres to standards, is clean, has been re-factored, has been
                  unit tested, has been checked in, has been built, and has had a
                  suite of unit tests applied to it
                Development environment for this to happen requires source code
                  library, coding standards, automated build facility, and unit test
                  harness
47




Sprint Review
                When a Team member says “done,” what does that mean?


Done!           Code adheres to standards, is clean, has been re-factored, has been
                  unit tested, has been checked in, has been built, and has had a
                  suite of unit tests applied to it
                Development environment for this to happen requires source code
                  library, coding standards, automated build facility, and unit test
                  harness
HEARTBEAT
RETROSPECTIVES
    Learning from the past for the future
49




Running a Sprint
50
51




Running

 30 days
 Team builds functionality that includes
  product backlog and meets Sprint goal
 Team self-organizes to do work
 Team conforms to existing standards and
  conventions
 Tracks progress
52
53
54




Hrs
                     Sprint Ende




      Trendline


                  aktuelle
                  Tendline




                     Tage
55




News -- 50   Produkte -- 30   Schnittstellen - 10   ...




                 20                   9
   30                                               x
56




Scaling / Distributed Teams / Enterprise
In 1967 I submitted a paper called quot;How Do Committees
              Invent?quot; to the Harvard Business Review. HBR rejected it on the
              grounds that I had not proved my thesis. I then submitted it to
              Datamation, the major IT magazine at that time, which
              published it April 1968.


              Here is one form of the paper's thesis:


Conways Law   Any organization that designs a
              system (de ned broadly) will
              produce a design whose structure is a
              copy of the organization's
              communication structure.
58




Marketing      Sales       Kunde         Dev.               IT          Kunde         Kunde     Kunde


                       P    P       P          P        P         P
                                                                          P

                            P             P                  P

               P
                                P                   P                                     Product Owner
                                                                  P


                                                                              P

        P                       P                  P                  P



        Team                Team                   Team                   Team                 Team




       P
                   Team                 Team                     Team                   Team

                                P                       P                         P
59




Common Pitfalls
No Vision
No Product Backlog
Product Backlog is not sized
Product Backlog is not estimated
Sprint gets disturbed
No Burn Down Chart
No Daily Scrum
No Impediment list
No nal product increment
No retrospective!
Schwarzwaldstrasse 139
76532 Baden-Baden
+49170525 6348
boris.gloger@gmail.com

Contenu connexe

Tendances

Cross Team Testing presentation at DevLin2013
Cross Team Testing presentation at DevLin2013Cross Team Testing presentation at DevLin2013
Cross Team Testing presentation at DevLin2013Johan Åtting
 
Agile Scrum Sprint Length: What’s Right for You?
Agile Scrum Sprint Length: What’s Right for You?Agile Scrum Sprint Length: What’s Right for You?
Agile Scrum Sprint Length: What’s Right for You?Cognizant
 
Building 'Team Backlog' to unleash the power of retrospectives
Building 'Team Backlog' to unleash the power of retrospectivesBuilding 'Team Backlog' to unleash the power of retrospectives
Building 'Team Backlog' to unleash the power of retrospectivesBhuwan Lodha
 
Scrum master checklist
Scrum master checklistScrum master checklist
Scrum master checklistShaju Rasheed
 
Lean in Software Development
Lean in Software DevelopmentLean in Software Development
Lean in Software DevelopmentAslam Khan
 
Jax Sql Saturday Scrum presentation #130
Jax Sql Saturday Scrum presentation #130Jax Sql Saturday Scrum presentation #130
Jax Sql Saturday Scrum presentation #130Christopher Daily
 

Tendances (7)

Agile intro module 0
Agile intro   module 0Agile intro   module 0
Agile intro module 0
 
Cross Team Testing presentation at DevLin2013
Cross Team Testing presentation at DevLin2013Cross Team Testing presentation at DevLin2013
Cross Team Testing presentation at DevLin2013
 
Agile Scrum Sprint Length: What’s Right for You?
Agile Scrum Sprint Length: What’s Right for You?Agile Scrum Sprint Length: What’s Right for You?
Agile Scrum Sprint Length: What’s Right for You?
 
Building 'Team Backlog' to unleash the power of retrospectives
Building 'Team Backlog' to unleash the power of retrospectivesBuilding 'Team Backlog' to unleash the power of retrospectives
Building 'Team Backlog' to unleash the power of retrospectives
 
Scrum master checklist
Scrum master checklistScrum master checklist
Scrum master checklist
 
Lean in Software Development
Lean in Software DevelopmentLean in Software Development
Lean in Software Development
 
Jax Sql Saturday Scrum presentation #130
Jax Sql Saturday Scrum presentation #130Jax Sql Saturday Scrum presentation #130
Jax Sql Saturday Scrum presentation #130
 

En vedette

Einführung in Lean Startup beim Lean Startup Circle FrankfurtRheinMain in der...
Einführung in Lean Startup beim Lean Startup Circle FrankfurtRheinMain in der...Einführung in Lean Startup beim Lean Startup Circle FrankfurtRheinMain in der...
Einführung in Lean Startup beim Lean Startup Circle FrankfurtRheinMain in der...Paul Herwarth von Bittenfeld
 
Einführung in Scrum
Einführung in ScrumEinführung in Scrum
Einführung in ScrumVincent Tietz
 
Henrik Kniberg - Essence of Agile
Henrik Kniberg - Essence of AgileHenrik Kniberg - Essence of Agile
Henrik Kniberg - Essence of AgileAgileSparks
 
What is-agile henrik kniberg august 20 2013
What is-agile henrik kniberg august 20 2013What is-agile henrik kniberg august 20 2013
What is-agile henrik kniberg august 20 2013Richard P. Doerer
 

En vedette (6)

Einführung in Lean Startup beim Lean Startup Circle FrankfurtRheinMain in der...
Einführung in Lean Startup beim Lean Startup Circle FrankfurtRheinMain in der...Einführung in Lean Startup beim Lean Startup Circle FrankfurtRheinMain in der...
Einführung in Lean Startup beim Lean Startup Circle FrankfurtRheinMain in der...
 
Einführung in Scrum
Einführung in ScrumEinführung in Scrum
Einführung in Scrum
 
Certified Scrum Training / Part
Certified Scrum Training / PartCertified Scrum Training / Part
Certified Scrum Training / Part
 
Henrik Kniberg - Essence of Agile
Henrik Kniberg - Essence of AgileHenrik Kniberg - Essence of Agile
Henrik Kniberg - Essence of Agile
 
Do better-scrum
Do better-scrumDo better-scrum
Do better-scrum
 
What is-agile henrik kniberg august 20 2013
What is-agile henrik kniberg august 20 2013What is-agile henrik kniberg august 20 2013
What is-agile henrik kniberg august 20 2013
 

Similaire à Einführung Scrum2

Six Years of Teaching Certified Scrum Developers
Six Years of Teaching Certified Scrum DevelopersSix Years of Teaching Certified Scrum Developers
Six Years of Teaching Certified Scrum DevelopersTerry Yin
 
What a Scrum Master do, or should do all day?
What a Scrum Master do, or should do all day?What a Scrum Master do, or should do all day?
What a Scrum Master do, or should do all day?Stefania Marinelli
 
Scrum Introduction
Scrum IntroductionScrum Introduction
Scrum IntroductionJames Brett
 
Practicing Agile through Scrum
Practicing Agile through ScrumPracticing Agile through Scrum
Practicing Agile through ScrumNaveen Kumar Singh
 
Change three little things and create products that everybody likes - UX Indi...
Change three little things and create products that everybody likes - UX Indi...Change three little things and create products that everybody likes - UX Indi...
Change three little things and create products that everybody likes - UX Indi...Adam Egger
 
What does a Scrum Master do, or should do, all day?
What does a Scrum Master do, or should do, all day? What does a Scrum Master do, or should do, all day?
What does a Scrum Master do, or should do, all day? Stefania Marinelli
 
Agile Session @ Universidade Portucalense
Agile Session @ Universidade PortucalenseAgile Session @ Universidade Portucalense
Agile Session @ Universidade PortucalenseRui M. Barreira
 
How to make your retrospectives the heart of your agile proces
How to make your retrospectives the heart of your agile procesHow to make your retrospectives the heart of your agile proces
How to make your retrospectives the heart of your agile procesYves Hanoulle
 
22-AnOverviewOfScrum.pptx
22-AnOverviewOfScrum.pptx22-AnOverviewOfScrum.pptx
22-AnOverviewOfScrum.pptxHelenCandy2
 
Introduction to Project Management with Scrum
Introduction to Project Management with ScrumIntroduction to Project Management with Scrum
Introduction to Project Management with ScrumPierre E. NEIS
 
Make children book in 90 minutes thanks to Scrum by Enis Zeherovic
Make children book in 90 minutes thanks to Scrum by Enis ZeherovicMake children book in 90 minutes thanks to Scrum by Enis Zeherovic
Make children book in 90 minutes thanks to Scrum by Enis ZeherovicBosnia Agile
 
Scrum Master Facilitation Techniques
Scrum Master Facilitation TechniquesScrum Master Facilitation Techniques
Scrum Master Facilitation TechniquesXPDays
 
Mujeebur rahmansaher introduction-to-scrum_v2
Mujeebur rahmansaher introduction-to-scrum_v2Mujeebur rahmansaher introduction-to-scrum_v2
Mujeebur rahmansaher introduction-to-scrum_v2Mujeebur Rahmansaher
 
Quick Cheap Insightful: Usability testing in the wild
Quick Cheap Insightful: Usability testing in the wildQuick Cheap Insightful: Usability testing in the wild
Quick Cheap Insightful: Usability testing in the wildDana Chisnell
 
How to increase conversion with usability testing
How to increase conversion with usability testingHow to increase conversion with usability testing
How to increase conversion with usability testingDanny Setiawan
 
Jesse Hull - LOGIN Conference 2012
Jesse Hull - LOGIN Conference 2012Jesse Hull - LOGIN Conference 2012
Jesse Hull - LOGIN Conference 2012Login Conference LLC
 
Agile2022 What parkrun has taught me 2022-07-18.pdf
Agile2022 What parkrun has taught me 2022-07-18.pdfAgile2022 What parkrun has taught me 2022-07-18.pdf
Agile2022 What parkrun has taught me 2022-07-18.pdfMia Horrigan
 
What if scrum had no rules?
What if scrum had no rules?What if scrum had no rules?
What if scrum had no rules?Peter Stevens
 

Similaire à Einführung Scrum2 (20)

Six Years of Teaching Certified Scrum Developers
Six Years of Teaching Certified Scrum DevelopersSix Years of Teaching Certified Scrum Developers
Six Years of Teaching Certified Scrum Developers
 
What a Scrum Master do, or should do all day?
What a Scrum Master do, or should do all day?What a Scrum Master do, or should do all day?
What a Scrum Master do, or should do all day?
 
Scrum Introduction
Scrum IntroductionScrum Introduction
Scrum Introduction
 
Practicing Agile through Scrum
Practicing Agile through ScrumPracticing Agile through Scrum
Practicing Agile through Scrum
 
Change three little things and create products that everybody likes - UX Indi...
Change three little things and create products that everybody likes - UX Indi...Change three little things and create products that everybody likes - UX Indi...
Change three little things and create products that everybody likes - UX Indi...
 
What does a Scrum Master do, or should do, all day?
What does a Scrum Master do, or should do, all day? What does a Scrum Master do, or should do, all day?
What does a Scrum Master do, or should do, all day?
 
Agile Session @ Universidade Portucalense
Agile Session @ Universidade PortucalenseAgile Session @ Universidade Portucalense
Agile Session @ Universidade Portucalense
 
How to make your retrospectives the heart of your agile proces
How to make your retrospectives the heart of your agile procesHow to make your retrospectives the heart of your agile proces
How to make your retrospectives the heart of your agile proces
 
Trust In A Box
Trust In A BoxTrust In A Box
Trust In A Box
 
22-AnOverviewOfScrum.pptx
22-AnOverviewOfScrum.pptx22-AnOverviewOfScrum.pptx
22-AnOverviewOfScrum.pptx
 
Introduction to Project Management with Scrum
Introduction to Project Management with ScrumIntroduction to Project Management with Scrum
Introduction to Project Management with Scrum
 
Agile 101
Agile 101Agile 101
Agile 101
 
Make children book in 90 minutes thanks to Scrum by Enis Zeherovic
Make children book in 90 minutes thanks to Scrum by Enis ZeherovicMake children book in 90 minutes thanks to Scrum by Enis Zeherovic
Make children book in 90 minutes thanks to Scrum by Enis Zeherovic
 
Scrum Master Facilitation Techniques
Scrum Master Facilitation TechniquesScrum Master Facilitation Techniques
Scrum Master Facilitation Techniques
 
Mujeebur rahmansaher introduction-to-scrum_v2
Mujeebur rahmansaher introduction-to-scrum_v2Mujeebur rahmansaher introduction-to-scrum_v2
Mujeebur rahmansaher introduction-to-scrum_v2
 
Quick Cheap Insightful: Usability testing in the wild
Quick Cheap Insightful: Usability testing in the wildQuick Cheap Insightful: Usability testing in the wild
Quick Cheap Insightful: Usability testing in the wild
 
How to increase conversion with usability testing
How to increase conversion with usability testingHow to increase conversion with usability testing
How to increase conversion with usability testing
 
Jesse Hull - LOGIN Conference 2012
Jesse Hull - LOGIN Conference 2012Jesse Hull - LOGIN Conference 2012
Jesse Hull - LOGIN Conference 2012
 
Agile2022 What parkrun has taught me 2022-07-18.pdf
Agile2022 What parkrun has taught me 2022-07-18.pdfAgile2022 What parkrun has taught me 2022-07-18.pdf
Agile2022 What parkrun has taught me 2022-07-18.pdf
 
What if scrum had no rules?
What if scrum had no rules?What if scrum had no rules?
What if scrum had no rules?
 

Plus de borisgloger consulting GmbH

Collaboration Hacks for Distributed Teams (borisgloger consulting & Erste Group)
Collaboration Hacks for Distributed Teams (borisgloger consulting & Erste Group)Collaboration Hacks for Distributed Teams (borisgloger consulting & Erste Group)
Collaboration Hacks for Distributed Teams (borisgloger consulting & Erste Group)borisgloger consulting GmbH
 
Sustainability Report 2020 | borisgloger consulting
Sustainability Report 2020 | borisgloger consultingSustainability Report 2020 | borisgloger consulting
Sustainability Report 2020 | borisgloger consultingborisgloger consulting GmbH
 
MeetUp - Vom agilen Festpreis zu Lean Agile Procurement
MeetUp - Vom agilen Festpreis zu Lean Agile ProcurementMeetUp - Vom agilen Festpreis zu Lean Agile Procurement
MeetUp - Vom agilen Festpreis zu Lean Agile Procurementborisgloger consulting GmbH
 
Scrum4Schools Meetup meets „Agiles Lernen auf Augenhöhe“
Scrum4Schools Meetup meets „Agiles Lernen auf Augenhöhe“Scrum4Schools Meetup meets „Agiles Lernen auf Augenhöhe“
Scrum4Schools Meetup meets „Agiles Lernen auf Augenhöhe“borisgloger consulting GmbH
 
Remote Unterricht mit Scrum4Schools – DeepDive
Remote Unterricht mit Scrum4Schools – DeepDiveRemote Unterricht mit Scrum4Schools – DeepDive
Remote Unterricht mit Scrum4Schools – DeepDiveborisgloger consulting GmbH
 
Mit Scrum4Schools die Hochschullehre revolutionieren
Mit Scrum4Schools die Hochschullehre revolutionierenMit Scrum4Schools die Hochschullehre revolutionieren
Mit Scrum4Schools die Hochschullehre revolutionierenborisgloger consulting GmbH
 
Agile Verwaltung – agile Spielfelder in nicht-agilen Umfeldern
 Agile Verwaltung – agile Spielfelder in nicht-agilen Umfeldern Agile Verwaltung – agile Spielfelder in nicht-agilen Umfeldern
Agile Verwaltung – agile Spielfelder in nicht-agilen Umfeldernborisgloger consulting GmbH
 
Enterprise Scrum – die Hard-Facts für’s Software Engineering
Enterprise Scrum – die Hard-Facts für’s Software EngineeringEnterprise Scrum – die Hard-Facts für’s Software Engineering
Enterprise Scrum – die Hard-Facts für’s Software Engineeringborisgloger consulting GmbH
 
Agile Business 2012 @ Agile Croatia May 14, 2012
Agile Business 2012 @ Agile Croatia May 14, 2012Agile Business 2012 @ Agile Croatia May 14, 2012
Agile Business 2012 @ Agile Croatia May 14, 2012borisgloger consulting GmbH
 
Scrum Gathering 2011 - Boris Gloger Keynote "Management by Constraints"
Scrum Gathering 2011 - Boris Gloger Keynote "Management by Constraints"Scrum Gathering 2011 - Boris Gloger Keynote "Management by Constraints"
Scrum Gathering 2011 - Boris Gloger Keynote "Management by Constraints"borisgloger consulting GmbH
 
b!g Scrumday OOP 2011 Scrum und Personalmanagement
b!g Scrumday OOP 2011 Scrum und Personalmanagementb!g Scrumday OOP 2011 Scrum und Personalmanagement
b!g Scrumday OOP 2011 Scrum und Personalmanagementborisgloger consulting GmbH
 

Plus de borisgloger consulting GmbH (20)

Buch Release-Party: "Agile Transformation"
Buch Release-Party: "Agile Transformation"Buch Release-Party: "Agile Transformation"
Buch Release-Party: "Agile Transformation"
 
Paneldiskussion: Wie veräendern wir Bildung?
Paneldiskussion: Wie veräendern wir Bildung?Paneldiskussion: Wie veräendern wir Bildung?
Paneldiskussion: Wie veräendern wir Bildung?
 
Collaboration Hacks for Distributed Teams (borisgloger consulting & Erste Group)
Collaboration Hacks for Distributed Teams (borisgloger consulting & Erste Group)Collaboration Hacks for Distributed Teams (borisgloger consulting & Erste Group)
Collaboration Hacks for Distributed Teams (borisgloger consulting & Erste Group)
 
Sustainability Report 2020 | borisgloger consulting
Sustainability Report 2020 | borisgloger consultingSustainability Report 2020 | borisgloger consulting
Sustainability Report 2020 | borisgloger consulting
 
MeetUp - Vom agilen Festpreis zu Lean Agile Procurement
MeetUp - Vom agilen Festpreis zu Lean Agile ProcurementMeetUp - Vom agilen Festpreis zu Lean Agile Procurement
MeetUp - Vom agilen Festpreis zu Lean Agile Procurement
 
Scrum4Schools Meetup meets „Agiles Lernen auf Augenhöhe“
Scrum4Schools Meetup meets „Agiles Lernen auf Augenhöhe“Scrum4Schools Meetup meets „Agiles Lernen auf Augenhöhe“
Scrum4Schools Meetup meets „Agiles Lernen auf Augenhöhe“
 
Remote Unterricht mit Scrum4Schools – DeepDive
Remote Unterricht mit Scrum4Schools – DeepDiveRemote Unterricht mit Scrum4Schools – DeepDive
Remote Unterricht mit Scrum4Schools – DeepDive
 
Scrum4Schools - Die Rettung des Schulsystems
Scrum4Schools - Die Rettung des SchulsystemsScrum4Schools - Die Rettung des Schulsystems
Scrum4Schools - Die Rettung des Schulsystems
 
Ask the team! Auch beim Gehalt?
Ask the team! Auch beim Gehalt?Ask the team! Auch beim Gehalt?
Ask the team! Auch beim Gehalt?
 
Scrum im Bildungsbereich
Scrum im BildungsbereichScrum im Bildungsbereich
Scrum im Bildungsbereich
 
Mit Scrum4Schools die Hochschullehre revolutionieren
Mit Scrum4Schools die Hochschullehre revolutionierenMit Scrum4Schools die Hochschullehre revolutionieren
Mit Scrum4Schools die Hochschullehre revolutionieren
 
Agile Verwaltung – agile Spielfelder in nicht-agilen Umfeldern
 Agile Verwaltung – agile Spielfelder in nicht-agilen Umfeldern Agile Verwaltung – agile Spielfelder in nicht-agilen Umfeldern
Agile Verwaltung – agile Spielfelder in nicht-agilen Umfeldern
 
bg Meetup München - DevOps Demystified
bg Meetup München - DevOps Demystifiedbg Meetup München - DevOps Demystified
bg Meetup München - DevOps Demystified
 
Enterprise Scrum – die Hard-Facts für’s Software Engineering
Enterprise Scrum – die Hard-Facts für’s Software EngineeringEnterprise Scrum – die Hard-Facts für’s Software Engineering
Enterprise Scrum – die Hard-Facts für’s Software Engineering
 
Scrum Day 2012 _ Der agile Festpreis
Scrum Day 2012 _ Der agile FestpreisScrum Day 2012 _ Der agile Festpreis
Scrum Day 2012 _ Der agile Festpreis
 
Agile Business @ Cyberforum Infomarkt 2012
Agile Business @ Cyberforum Infomarkt 2012Agile Business @ Cyberforum Infomarkt 2012
Agile Business @ Cyberforum Infomarkt 2012
 
Agile Business 2012 @ Agile Croatia May 14, 2012
Agile Business 2012 @ Agile Croatia May 14, 2012Agile Business 2012 @ Agile Croatia May 14, 2012
Agile Business 2012 @ Agile Croatia May 14, 2012
 
Scrum Gathering 2011 - Boris Gloger Keynote "Management by Constraints"
Scrum Gathering 2011 - Boris Gloger Keynote "Management by Constraints"Scrum Gathering 2011 - Boris Gloger Keynote "Management by Constraints"
Scrum Gathering 2011 - Boris Gloger Keynote "Management by Constraints"
 
b!g Scrumday OOP 2011 Scrum und Personalmanagement
b!g Scrumday OOP 2011 Scrum und Personalmanagementb!g Scrumday OOP 2011 Scrum und Personalmanagement
b!g Scrumday OOP 2011 Scrum und Personalmanagement
 
b!g Scrumday OOP2011 Product Owner Triathlon
b!g Scrumday OOP2011 Product Owner Triathlonb!g Scrumday OOP2011 Product Owner Triathlon
b!g Scrumday OOP2011 Product Owner Triathlon
 

Dernier

Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsP&CO
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfHajeJanKamps
 
Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarNathanielSchmuck
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...Khaled Al Awadi
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursKaiNexus
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfJohnCarloValencia4
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024Stephan Koning
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfCharles Cotter, PhD
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyHanna Klim
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Winbusinessin
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentationbaron83
 
Scrum Events & How to run them effectively
Scrum Events & How to run them effectivelyScrum Events & How to run them effectively
Scrum Events & How to run them effectivelyMarianna Nakou
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfAnhNguyen97152
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessAPCO
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsIntellect Design Arena Ltd
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBBPMedia1
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Lviv Startup Club
 

Dernier (20)

Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizations
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
 
Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry Webinar
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, Ours
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agency
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentation
 
Scrum Events & How to run them effectively
Scrum Events & How to run them effectivelyScrum Events & How to run them effectively
Scrum Events & How to run them effectively
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
 
WAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdfWAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdf
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking Applications
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)
 

Einführung Scrum2

  • 1. presents Effektiver mit Scrum 18.06.08 | Buchhandlung Lehmanns | Hamburg 1
  • 27. “Equally responsible for the initiation of project with predefined failure is management that insists upon having fixed commitments from programming personnel prior to the latter’s understanding what the commitment are for. Too frequently, management does not realize that !in asking the staff for “the impossible”, the staff will feel the obligation to respond out of respect, fear or misguided loyalty.!Saying “no” to the boss frequently requires courage, political and ! psychological wisdom, and business maturity that comes with much experience.” -- The Management of Computer Programming Projectsquot; by Charles Lecht. 1967
  • 31. France | Germany | Austria
  • 32. 1st Certi ed ScrumTrainer
  • 37. 37 Yahoo Chief Product Owner – “Scrum is faster, better, cooler! It’s the way we first built software at Yahoo, yet is scalable to large, distributed, and outsourced teams.”
  • 38. 38
  • 39. 39
  • 40. 40
  • 41. 41 Process Types It is typical to adopt the defined (theoretical) modeling approach when the underlying mechanisms by which a process operates are reasonably well understood. When the process is too complicated for the defined approach, the empirical approach is the appropriate choice.” Process Dynamics, Modeling, and Control, Ogunnaike and Ray, Oxford University Press, 1992
  • 42. Scrum Roles Scrum Roles are Responsibilites of a process not positions in an enterprise
  • 43. 43 Manager Kunde ScrumMaster Team Product Owner Anwender
  • 46. 44 Estimation Meeting Preparation of Sprint Planning Formal estimation Spend at least two meetings per Sprint Estimate only Size not Time => Input for Release Planing
  • 51. 45 Planning Meeting Product Backlog Team Capabilities Next Sprint Goal Business Conditions Review, Selected Product Consider, Backlog Technology Stability Organize Sprint Backlog Executable Product Increment
  • 54. 46 Daily Scrum Meetings • Daily 15 minute meeting
  • 55. 46 Daily Scrum Meetings • Daily 15 minute meeting • Same place and time every day
  • 56. 46 Daily Scrum Meetings • Daily 15 minute meeting • Same place and time every day • Meeting room
  • 57. 46 Daily Scrum Meetings • Daily 15 minute meeting • Same place and time every day • Meeting room • Chickens and pigs
  • 58. 46 Daily Scrum Meetings • Daily 15 minute meeting • Same place and time every day • Meeting room • Chickens and pigs • Three questions
  • 59. 46 Daily Scrum Meetings • Daily 15 minute meeting • Same place and time every day • Meeting room • Chickens and pigs • Three questions • What have you ACHIEVED since last meeting?
  • 60. 46 Daily Scrum Meetings • Daily 15 minute meeting • Same place and time every day • Meeting room • Chickens and pigs • Three questions • What have you ACHIEVED since last meeting? • What will you ACHIEVE before next meeting?
  • 61. 46 Daily Scrum Meetings • Daily 15 minute meeting • Same place and time every day • Meeting room • Chickens and pigs • Three questions • What have you ACHIEVED since last meeting? • What will you ACHIEVE before next meeting? • What is in your way?
  • 62. 46 Daily Scrum Meetings • Daily 15 minute meeting • Same place and time every day • Meeting room • Chickens and pigs • Three questions • What have you ACHIEVED since last meeting? • What will you ACHIEVE before next meeting? • What is in your way? • Impediments and
  • 63. 46 Daily Scrum Meetings • Daily 15 minute meeting • Same place and time every day • Meeting room • Chickens and pigs • Three questions • What have you ACHIEVED since last meeting? • What will you ACHIEVE before next meeting? • What is in your way? • Impediments and • Decisions
  • 64. 46 Daily Scrum Meetings • Daily 15 minute meeting • Same place and time every day • Meeting room • Chickens and pigs • Three questions • What have you ACHIEVED since last meeting? • What will you ACHIEVE before next meeting? • What is in your way? • Impediments and • Decisions
  • 68. 47 Sprint Review When a Team member says “done,” what does that mean? Done!
  • 69. 47 Sprint Review When a Team member says “done,” what does that mean? Done! Code adheres to standards, is clean, has been re-factored, has been unit tested, has been checked in, has been built, and has had a suite of unit tests applied to it
  • 70. 47 Sprint Review When a Team member says “done,” what does that mean? Done! Code adheres to standards, is clean, has been re-factored, has been unit tested, has been checked in, has been built, and has had a suite of unit tests applied to it Development environment for this to happen requires source code library, coding standards, automated build facility, and unit test harness
  • 71. 47 Sprint Review When a Team member says “done,” what does that mean? Done! Code adheres to standards, is clean, has been re-factored, has been unit tested, has been checked in, has been built, and has had a suite of unit tests applied to it Development environment for this to happen requires source code library, coding standards, automated build facility, and unit test harness
  • 72. 47 Sprint Review When a Team member says “done,” what does that mean? Done! Code adheres to standards, is clean, has been re-factored, has been unit tested, has been checked in, has been built, and has had a suite of unit tests applied to it Development environment for this to happen requires source code library, coding standards, automated build facility, and unit test harness
  • 73. HEARTBEAT RETROSPECTIVES Learning from the past for the future
  • 75. 50
  • 76. 51 Running 30 days Team builds functionality that includes product backlog and meets Sprint goal Team self-organizes to do work Team conforms to existing standards and conventions Tracks progress
  • 77. 52
  • 78. 53
  • 79. 54 Hrs Sprint Ende Trendline aktuelle Tendline Tage
  • 80. 55 News -- 50 Produkte -- 30 Schnittstellen - 10 ... 20 9 30 x
  • 81. 56 Scaling / Distributed Teams / Enterprise
  • 82. In 1967 I submitted a paper called quot;How Do Committees Invent?quot; to the Harvard Business Review. HBR rejected it on the grounds that I had not proved my thesis. I then submitted it to Datamation, the major IT magazine at that time, which published it April 1968. Here is one form of the paper's thesis: Conways Law Any organization that designs a system (de ned broadly) will produce a design whose structure is a copy of the organization's communication structure.
  • 83. 58 Marketing Sales Kunde Dev. IT Kunde Kunde Kunde P P P P P P P P P P P P P Product Owner P P P P P P Team Team Team Team Team P Team Team Team Team P P P
  • 87. Product Backlog is not sized
  • 88. Product Backlog is not estimated
  • 90. No Burn Down Chart
  • 93. No nal product increment