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  • Scrum Training | Archief
    het afleggen van een realistisch proefexamen De keuze voor een proefexamen hangt af van de door de deelnemer geselecteerde certificering Scrum Master examen Agile Foundation examen Agile Scrum Foundation examen Columns Bits Chips Erik Philippus is jarenlang columnist geweest voor het tijdschrift Bits Chips Hieronder een lijst met artikelen die in dit technische tijdschrift zijn verschenen Op de rand van de chaos Planologie en architectuur Rijkswaterstaat architectuur Waar is de

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  • Artikelen over Agile Scrum, Software Quality, Software Architecture en Complex System Development
    van de afgeleverde producten structureel verhogen De daarvoor benodigde investering in menskracht kan vaak niet worden gedaan omdat een aanzienlijk deel van de engineers druk bezig is om de zaak bij de klant draaiend te houden In de meeste ontwikkeltrajecten is nauwelijks tijd voor bezinning Er wordt zo druk gezaagd dat er geen tijd is om de zaag te slijpen In dit artikel eerder verschenen in het tijdschrift Bits Chips wordt aangegeven hoe een structurele verhoging van de productiviteit van het ontwikkelteam de ruimte verschaft om uit die spiraal te komen ICT ers krijgen de methodiek die ze verdienen De vermeende communicatieve handicap van ICT ers blijft een dankbaar onderwerp van discussie ICT ers vormen zelfs een veiligheidsrisico van binnenuit vanwege hun introvertheid zo lezen we op de voorpagina van Computable Door hun cognitieve benadering van problemen verloopt de besluitvorming minder adequaat Dit artikel plaatst vraagtekens bij deze nogal eenzijdige benadering Gedragspatronen van de ICT er zijn niet los te zien van het hardnekkige paradigma dat de software industrie al tientallen jaren in z n greep heeft Er is een paradigmaverschuiving nodig om het gedrag van ICT ers blijvend te veranderen Gelukkig wint het Agile gedachtengoed snel aan populariteit een hoopvol teken dat deze paradigmaverschuiving al in gang is gezet Lees hier meer over de evolutie van de ICT geinspireerd door het gedachtengoed van Claire Graves en zijn model van value systems Architecture spikes De heilige graal van scrum is de oplevering van werkende software in een kort tijdbestek Als de focus op functionaliteit overheerst kan het project gemakkelijk veranderen in een Feature Factory hetgeen het risico met zich meebrengt dat architecturele tekortkomingen zich gaan opstapelen en dat de technical debt een ongewenste impact heeft op de systeem prestaties en de product kwaliteit Dit risico kan worden verminderd door zorg te dragen voor de juiste architecturele basis voor het te ontwikkelen systeem Onderdeel van een agile manier van werken is het opnemen van een architecture spike om architecturele onderwerpen structureel aandacht te geven Naast de tastbare en potentially shippable features dient de aandacht gericht te worden op de werkelijke waardevermeerderende aspecten van het software systeem In dit artikel wordt de spike gepresenteert als een pragmatische wijze om kritische product kwaliteitsattributen te borgen als onderdeel van de creatie van werkelijke waarde voor klanten en gebruikers van het opgeleverde systeem Agile Architecting vrienden of vijanden De opkomst van de agile methodiek heeft stevig aan de boom geschud van architecten die zich veilig waanden in de ivoren toren Een nieuwe generatie van architecten dient zich aan Architectuur is in de sommige agile kringen controversieel Er worden stevig discussies gevoerd of er vooraf een design gemaakt moet worden tot welk detail en hoe wordt voorkomen dat de architectuur de kant opgaat van een BDUF de grote boze wolf van hard core agilisten Inderdaad zijn de traditionele architectuur processen topzwaar en bureaucratisch te noemen niet zelden verantwoordelijk voor nodeloos ingewikkelde en tijdvretende ontwikkeltrajecten Toch worden agile methodes in architecten kringen gezien als architectureel zwak niet

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  • ImprovemenT | Agile Scrum Training and Implementation
    bonus but not the prime objective of a Socratic questioning workshop Important goal is to foster mutual understanding by enhancing the communication temperature Traditionally our thinking is instrumental targeted at solving problems A Socratic dialogue tries to touch upon a more fundamental level in order to uncover the underlying reasoning values and drives It is an investigation based on emphatic listening not a debate The phrase yes but is replaced by yes and It is merely a free space activity judgements are suspended arguments and opinions are freely exchanged according to the principle Try to understand before you want to be understood Socratic intervision how does it work One participant is the protagonist and introduces a case This case must be very pragmatic not hypothetical It must be possible to tell the story in a journalistic manner a good case is not too complex or difficult to understand The listeners must be able to empathize with the described situation It must be possible to address the case purely by thinking only this should not require an experiment or a pilot Participants do not use play the role of an expert and have no intention to gain power or status Their focus is on asking good open questions which will help the protagonist Using abstract definitions or socially desirable statements is discouraged Only first hand genuine experiences is important Not agreed upon and or poorly underlined propositions should be avoided A Socratic questioning workshop is characterized by a disciplined systematic approach Step 1 Starting point A member of the group plays the role of protagonist and puts forward a situation at work that raises questions doubts or uneasiness The protagonist formulates a statement that touches the heart of the matter and is researchable in a Socratic manner A good question has the format How should we deal with Questions such as why do I have to deal with this kind of problem all the time are rather psychological and not suitable for intervision Step 2 The story behind the case De protagonist presents a practical case by telling a concise story featuring his her own involvement with the problematic situation The case always starts with the phrase My problem is It is important that the case emphasizes what actually happened facts what the protagonist has done actions the impact the case has on the protagonist feelings personal experience etc Participants are listening if needed they may raise a few clarifying questions Step 3 Consultation and clarification After the protagonist has presented the case to the group the problem will be discussed in small subgroups But first everybody takes a few minutes to get his her mind around the essence of the problem from he protagonist s point of view Provisional opinions expert recommendations or solution approaches must be omitted at this moment The protagonist will clarify the case if needed without starting discussions Step 4 Three open questions Each subgroup will think up three open questions which will help the protagonist in exploring and describing the problem more deeply The intention is to ask genuine open questions not suggestive normative or closed questions or an advice cloaked as an open question such as have you ever thought of dealing with the problem using explicit solution Step 5 Asking the questions In a plenary sessions the questions are presented to the protagonist who will not answer the questions yet but only provides an assessment cold neutral warm The cold questions are relevant but have already been asked by the protagonist him herself The neutral questions could be new questions but do not provide immediate insight The warm questions are eye openers they shed a new light on the case The protagonist answers all questions cold neutral warm and all the participants will do nothing except listening All questions are written down on a whiteboard including the qualification Step 6 Second round optional Optionally the group may decide to have a second round of Socratic questions back to step 3 When new insights with respect to the case have emerged as a result of the questioning the protagonist may want to sharpen the initial statement first Step 7 Empathize This step is based on the Socratic principle that a participant of a dialogue must try to understand the case first by looking at the problem through the eyes of the protagonist Only after that participants will be able to imagine how they would deal with the situation themselves The listeners rephrase the problem in a single sentence as if it was their own issue My problem is Important considerations are what would it mean to you feelings what would you do in that situation actions on what grounds would you answer the question vision etc Again the protagonist will react to the considerations of the participants with the qualification cold neutral warm Step 8 Reformulation Based on the input of the listeners and growing insight in the group the protagonist will reformulate the initial case Step 9 Discussion Now the group may start a discussion Which conditions and strengths in the person department or organization are playing a decisive role in the case What is needed to solve the problem Alternative solutions may be considered At first the protagonist will keep a low profile and will not participate in the debate Only when all participants have explained their views the protagonist will give a response Step 10 Reorientation The protagonist tells the group whether the questioning has provided new insights how to handle the problem If there are any remaining doubts the protagonist may ask the group for suggestions how to deal with these In that case it is the protagonist s turn to listen wholeheartedly to the advice given by the group Socratic intervision and Scrum Socratic questioning as described above can be applied by Scrum teams to pursue thoughts in many directions to get to the truth of things and to rejuvenate their retrospectives If used to open up issues and problems to explore complex ideas to uncover assumptions to analyze concepts to distinguish what is known from what is not known etc Socratic questioning may very well help Scrum teams to realize their full potential Ken Schwaber one of the founders of Scrum appreciates Socratic questioning as one of the more effective teaching tools available to the Scrum Master in working with Team or Product Owner Once again so much of the newness in the Agile way of working seems to be a renaissance of forgone wisdom O ut beyond ideas of wrongdoing and rightdoing there is a field I ll meet you there Rumi 13th century Sufi mystic Posted in Agile Mindset Scrum Practices Tagged Scrum Coaching Advanced Scrum Training at the Rugby Field Posted on April 25 2015 by erikphilippus Your organization has made the move to Scrum You are familiar with the Agile principles Your are a member of a Scrum team as Scrum Master Product Owner or Developer The new way of working suits you but sometimes you think do we us our talents and skills to the fullest why are our retrospectives becoming so monotonous why does unplanned work still cause so much interruption In other words you ask yourself what it would be like to be part of a truly coherent and high performance Scrum team Then do yourself and your team members a service and take part in the two day Advanced Scrum Training Take the next step together with your team experience the Agile mindset and discover innovating and exciting ways to join forces in a more effective and pleasant way After completion of this training many techniques will be added to your toolbox which you can apply immediately in your own working environment Intended audience This is an intensive and interactive two day training for existing Scrum teams The men and women in the team are motivated and the enthusiastic to become part of a winning team Organizations can enroll with one or two Scrum teams The total number of participants is between 6 and 14 persons What items will be addressed How can we enthuse all our colleagues for Agile and Scrum How can we ensure effective collaboration between our Scrum teams How can we make our retrospectives a lot more valuable How can we effectively deal with unplanned work and disruptions How can we make a realistic project and release planning How can we use cross functionality to the fullest How can we effectively apply self empowerment How can we answer your questions and challenges What is the essence of this training Real synergy is gained mainly by hands on experience together with your team mates The Advanced Scrum Training is a very practical training Each new approach will be connected to new behavior How After presenting some theory we will practice what has been learnt using relevant and startling work forms on the rugby field Every exercise is concluded with a retrospective humorous profound and always respectful Who are the trainers Erik Philippus of ImprovemenT and Wessel Hofman of Scrumit have joined forces and developed a challenging Scrum masterclass They form a unified team combining their experience and creativity They have bundled their broad experience craftsmanship and enthusiasm into a professional training with a tangible result Erik and Wessel are ready to provide you with an unforgettable training Follow up program After completion of the training both trainers will keep in touch with the participants At any time participants can discuss difficult practical questions with one of the trainers to ensure the maximum benefit of the training In addition every participant will be granted access to a private archive with useful background information on Agile Scrum and a subscription on a monthly newsletter with relevant information and useful tips Location The Advanced Scrum Training will be offered at a rugby club near you using the clubhouse and the rugby field The two day training 9u00 17u00 includes lunch What are the costs The fee for the training is 925 per participant In case of simultanuous registration of 7 or more team members the price is 875 per participant Included are intake two consecutive days of training by two trainers location catering all training materials hand out and follow up Additional info registration For more information go to the website of ImprovemenT or Scrumit You can also download the Dutch brochure or call Erik at 31 0 6 55348117 or Wessel at 31 0 6 10842855 Posted in Agile Mindset Scrum Practices Tagged Advanced Scrum Training Retrospectives Scrum Practices That s how things are done around here Posted on February 28 2015 by erikphilippus Posted in Agile Mindset Uncategorized Virtual Cattlegrids Metaphor for Agile Adoption Posted on February 26 2015 by erikphilippus A cattle grid also known as a stock grid cattle guard or Texas gate is a type of obstacle used to prevent livestock such as sheep cattle pigs horses or mules from passing along a road It consists of a depression in the road covered by a series of parallel steel tubes with gaps in between which make it physically impossible for cattle to walk across them Ranchers have found that they can save money on cattle grids by using fake grids instead consisting of stripes painted across the road The illusory grids work just like real ones cattle do not try to cross them they avoid them Years ago at a holiday tour in Utah I saw these virtual cattle grids for the first time in my life One night I was reading a book by Deepak Chopra and he was talking about virtual cattle grids I cannot recall the context anymore But what I clearly remember is that the next morning in the driver seat of our camper I drove over such a cattle grid within 15 minutes after we left our campsite And an hour or so later another one For a while the camper was on autopilot because I was astonished how is it possible that I hear about a completely new concept and within one day I encounter the same thing in real life Have I failed to notice virtual cattle grids before or is the universe trying to pull my leg For some time I was having more attention for my own thoughts than for the beautiful landscape around me Of course it was a nice example of one of these inconceivable coincidences we all encounter in life Nevertheless the metaphoric message dawned on me perhaps these virtual cattlegrids are a reflection of what happens in my own mind Convictions I avoid to investigate beliefs I take for granted Well I ve found one or two after some deep see diving The Fixed Mindset versus the Agile Mindset This personal story is now part of my Agile Scrum Foundation training because I think it s a playful yet powerful way to challenge individuals with a fixed mindset A person with a strong fixed mindset believes that we are put on this earth with a toolbox of certain talents skills and abilities and that the content of this toolbox is more or less fixed Their favorite proverb is He who is born for a dime will never be worth a quarter This unfortunate belief has a far reaching impact An individual with a strong fixed mindset will hesitate to leave the well worn paths perhaps the unknown territory will appeal to a skill I don t possess And the default response to failure is learned helplessness I told you I cannot do this At the other side of the spectrum there is of course the agile mindset with a complete opposite attitude toward challenges and failure In contrast with someone with a fixed mindset a person with an agile mindset embrace challenges as a possibility to learn and to grow to explore and to discover a hidden talent a latent skill They show resilience by accepting the agile adagio Fail early Fail often Of course these mindsets is also are metaphoric we will have aspects of both and probably it also depend on the situation which mindset will dominate Nevertheless I believe that many of the obstacles on the path to an agile way of working in an organization are rooted in a prevailing fixed mindset of the employees involved At the same time I have my doubts whether they have ever seriously investigated the underlying conviction that they are indeed missing certain proficiencies Would it be possible that this fundamental belief is just a delusion like the virtual cattle grid and you can just walk over it to the other side Are the impediments to implement the agile principles just stripes painted on the road Anyway the company wide adoption of a truly agile mindset is a formidable challenge for many organizations Especially in a more traditional environment there are of course many complex and interwoven factors involved in the attempt to migrate to an agile way of working But perhaps the metaphor of the imaginary cattle grid will help us again to get a glimpse of a possible cause Can Habits be Inherited The obvious explanation for the effect of the virtual cattlegrid is that cattle acquire a disposition to avoid cattle grids through painful exposure to real grids or else they somehow pick it up from more experienced members of the herd Strangely enough this does not seem to be the case The response of several hundred head of cattle to painted grids has been investigated and it appears that naïve animals avoid them just as much as those previously exposed to real grids In other words they seem to inherit the aversion for virtual cattle grids from previous members of their species The existence of mutant genes for grid avoiding is unlikely Another explanation is given by Rupert Sheldrake who describes this phenomenon as morphic resonance He suggests that collective memory is inherent in fields called morphic fields and is transmitted through both time and space by morphic resonance a process which takes place on the basis of similarity Hence cattle confronted for the first time by grids would tend to avoid them because of morphic resonance from other cattle that had learnt by experience not to try to cross them In my humble opinion the fixed mindset can be traced back to the post war idea of the engineered society resulting in the push and crush of society to force people into molds For at least two decades there has been a strong belief that prediction was the holy grail of project management and in order to control and monitor employees they have to be plug and play units showing predictive behavior It doesn t require much imagination to see the connection with the fixed mindset Of course a wild and completely unscientific idea but perhaps morphic resonance makes the fixed mindset so hard to overcome Please Don t Despair Nevertheless we should resign ourselves to fate The metaphor of the virtual cattle grid is not hopeless the spell of a fake grid can be broken If cows are driven towards one under pressure or if food is placed on the other side a few will jump it Sometimes one will examine it closely and then simply walk across If one member of a herd does this then the others soon follow the early adaptor Thereafter the phoney grid ceases to act as a barrier To conclude on a positive note I hope this small story about the virtual cattle grid is an encouragement and perhaps a source of inspiration for everybody involved in agile transformation and organizational change Posted in Agile Mindset Scrum of Scrums toward Agility on Strategic Level Posted on February 14 2015 by erikphilippus An important technique for scaling Scrum to large project teams is the Scrum of Scrums meeting Each Scrum team designates one member as ambassador to participate in these meta level meetings with representatives from the other teams to create a shared plan to discover and resolve inter team dependencies overlaps and impediments This article extends this traditional view on the Scrum of Scrums meeting lifting it from the operational context to a more strategic level involving stakeholders and relevant adjacent disciplines within the organization The scheme depicted below represents the common view of the Scrum of Scrums meeting the Scrum teams presumably working on the same project get together at their standups and then send their their delegees to another standup where they get together and discuss the cross program risks on a daily basis They then have to get back together with their teams This type of Scrum of Scrums meeting has not a united positive image in Agile circles Some argue that teams push problems up a hierarchy for someone else to remove if that s how it s supposed to be in an Agile working environment fostering self empowerment To a certain degree I can agree with this point of view especially since in my opinion the meta Scrum meeting has much more to offer There is more to come According to my own experience the Scrum of Scrums meeting can be more than just a synchronization and alignment meeting on the operational level In addition to the resolution of inter team impediments this meeting offers a perfect opportunity to discuss and decide upon more strategic issues In the scheme depicted below the Scrum of Scrums teams is extended at will with for instance a marketing sales manager portfolio manager system integrator service deployment manager etc Their Product Backlog typically represents the more strategic stuff such as the technical commercial roadmap product portfolio system release plan etc In a large scale organization with many products it is to be expected that the Lead Product Owner joins the club guiding the aggregate view across the various product backlogs Important information radiators for this Scrum of Scrums team are the project burndown burnup charts and the overall release plan based on estimated epics and remaining work In most of the time it is overkill for this meta Scrum team to have a standup meeting every day bi weekly meetings are normally enough Bridging the team level product level and portfolio level I ve found that organizations that align their existing organizational structures with this extended version of the Scrum of Scrums team do a better job of release planning and delivery of business value Connecting the team level with the project and portfolio level this Scrum of Scrums team is able to make underlined trade off decisions which help to prioritize the items on the individual backlogs In addition members of the Scrum of Scrums team may discuss high level valuation ROI project level costing tracking metrics etc So the Scrum of Scrums meetings can incorporate part of the regular PMO activities Long before the dispute about scaling agile started I have experimented with the extended version of Scrum of Scrums For me it is self evident to install this Scrum of Scrums team in every medium size organization with let s say 4 to 8 Scrum teams working in parallel on a product portfolio So for me there was no need to immerse myself in comprehensive Agile scaling models such as SAFe or LeSS introduction of Scrum of Scrums extending the basic Agile Scrum principles and using common sense was enough More than once I have witnessed a fruitful organization transformation after installation of a strategic Scrum of Scrums team Posted in Agile Mindset Scrum Practices Agility and Resilience two sides of the same coin Posted on February 11 2015 by erikphilippus Survival of the fittest is sometimes confused with the right of the strongest But it is not the strongest of the species nor the most intelligent that survives It is the one that is most adaptable to change In the struggle for survival the agile win out at the expense of their rivals because they succeed in adapting themselves best to their ever changing environment This lifesaving property of agility is based on resilience Robust systems can resist short term change but they are incapable of adapting to a change that persists whereas resilient systems can recover form a perturbation and still retain their basic structure and behavior These systems thrive when other systems fail Hence agile systems are survival worthy because they are able to perform in a resilient manner So what exactly is resiliency What is Resilience Resilience is a term that has been used for a long time and in several different ways The term was introduced into the English language in the early 17th Century from the Latin verb resilire meaning to rebound or recoil It was first used in to describe a property of timber and to explain why some types of wood were able to accommodate sudden and severe loads without breaking Almost four decades later a measure called the modulus of resilience was developed as a means of assessing the ability of materials to withstand severe conditions used to compare the strength of materials utilized in the construction of the Royal Navy s fighting ships Many years later resilience was used to describe the ability of an ecosystem to absorb changes and still exist Resilience was contrasted with stability defined as the ability of a system to return to its equilibrium state after a temporary disturbance But it was also argued that resilience and stability were two important properties of ecological systems In the early 1970s resilience began to be used as a synonym for stress resistance in psychological studies of children It soon became a frequently used term in psychology referring to the capacity to withstand traumatic situations and the ability to use a trauma as the start of something new Over the past two decades the term resilience has evolved from the disciplines of materials science the ecology and environmental studies to become a concept used liberally by policy makers engineers and academics Universities have established resilience institutes research programs and offer resilience degrees At the beginning of the 21st Century the business community has embraced the concept to explain why and how organizations must dynamically reinvent their business models and strategies to meet the demands of ever changing business environments and to capitalize on market trends Resilience Engineering As illustrated by the above brief history it is about the absence of resilience increasing the possibility of adverse outcomes as well as materials or systems where resilient was present and where adverse outcomes could be avoided The discussion about resilience versus robustness gave rise to the introduction of the phrase Resilience Engineering in the early 2000s as an alternative or a complement to the conventional view of safety of situations systems and materials This has marked a principal deviation from traditional risk management approaches based on hindsight error tabulation and calculation of failure probabilities The Resilience Engineering Association was established to help organizations to create processes that are robust yet flexible to revise risk models and to use resources proactively in the face of disruptions and economic pressures Failure is the flip side of success Especially in the relationship with agility the view on failure in resilience engineering is noteworthy Failures do not stand for a breakdown or malfunctioning of normal system functions but rather point at the adaptations necessary to cope with the real world complexity Success has been ascribed to the ability of groups individuals and organisations to anticipate the changing shape of risk before damage occurs failure is simply the absence of that It follows that resilience is the system s ability to absorb disturbances before it changes the variables and processes that control behavior Resilient Performance in Adversity and Prosperity The focus of resilience engineering is thus resilient performance rather resilience as a property or quality A system is resilient if it can adjust its functioning prior to during or following events changes disturbances and opportunities and thereby sustain required operations under both expected and unexpected conditions It is important to note that in this definition of a resilient system the focus is on the ability to perform as needed under a variety of conditions rather than just the ability to recover from threats and stresses In other words a resilient system is able to respond appropriately to both disturbances and opportunities The emphasis on opportunities is a clear indication that resilience is more than just protective safety Resilience is about how systems perform while resisting absorbing and responding even reinventing if required in response to fast and or disruptive change that cannot be avoided not just about how they remain safe When a system cannot take advantage of opportunities it is not in a much better position than a system that is unable to respond to turbulences and threats certainly not in the long run As we have witnessed the last decade several traditional organizations have demonstrated resiliency by experiencing a severe life threatening set back but then redefine their business models and reinventing itself around its core values Adaptive Capacity where the twain shall meet Agility and resiliency are two sides of a single coin called adaptive capacity They are highly correlated concepts and both crucial for adapting to challenges and disturbances for individuals as well as for teams organizations or even industries In line with the agile body of thought individual and group resiliency is based on a strong sense of a valued identity common purpose and shared beliefs Like agility resiliency is also associated with creative prompt responses to minimize the impact of surprises and jolts that are not avoided When we define agility as the capacity for moving quickly flexibly and decisively in anticipating initiating and taking advantage of opportunities and avoiding any negative consequences of change resilience will be a prerequisite for that capacity Hence it will not come as a surprise that in this article resilience is considered to be a major cornerstone of the agile mindset or even one of the fundamental ideas behind agility Agile Leadership a Requisite for Organizational Resiliency Mastering agile competencies by everyone in an organization is a necessity to respond to complex and unpredictable business changes Moreover the transformation of the organization culture to support the agile mindset requires servant leadership But there is more at it Embracing agility and bouncing back from unforeseen turbulence is a challenging and wonderful endeavor but the bad news is that all the new learning of the organization may reduce buffers that provided a safety net for more disruptive changes Without proper leadership the introduction of agility may lead to an increase the fragility of organizations and their business ecosystems along with the individuals and teams that ran them Adoption of the agile mindset within an organization requires resilience in itself and a common pitfall is that the adaptive capacity of the people affected is overwhelmed When your world is being rocked nothing substitutes for a clear sense of purpose and core identity a strong learning orientation a safe to fail environment and having transparant and honest relationship networks to call upon when needed Hence building adaptive capacity requires resolute leadership teamwork and commitment Personal Resilience Some people bounce back from adversity and misfortune while others fall apart Below are 5 tips to develop character strengths that make all the difference Pump up your positivity Resilient people tend to find some silver lining in even the worst of circumstances Live to learn The more you can leverage challenges as opportunities to grow and evolve the more resilient you are likely to be Open your heart Being of service to others is a powerful way of stoking resilience Take care of yourself Good health and a regular routine of healthy habits are foundational to both mental and emotional resilience Hang on to humor Playful humor enhances survival for many reasons Posted in Agile Mindset Scrum Practices Tagged Agility Resilience Predictability The Forbidden Fruit of Agile Posted on January 16 2015 by erikphilippus Predictability is very much playing on the minds of the Agile practitioners There is a spectrum of opinions with respect to the desirability or even the possibility to predict the progress of a project or the content of a future release Possibly this has to do with an antipathy for the the holy grail of the traditional software development methodology to move the horizon of predictability as far away as possible Some disillusioned Agilists even suggest to throw Scrum assets such as story points and team velocity into the garbage together with the project manager s crystal ball I believe this is an unfortunate and overwrought reaction ignoring the unique project planning instruments provided by the Agile way of working As I hope to expound in this article advanced Scrum practices may lay the groundwork for reliable and realistic release planning enhancing predictability and transparency of Agile projects Planning and estimation are two sides of the same coin Without any form of estimation planning will be the same as putting a blindfold on to play a game of darts Without prior estimation of the selected user stories sprint planning would be futile Even during the daily standup a team members will have some idea of the magnitude of the tasks and the effort involved before they give a resumé of what they will to do today And at the risk of having the Agile police coming after me I would like to go into bat for a wider application of Agile planning and estimation release and project planning The Unit of Estimation the Epic A much heard argument against Agile release planning is the requirement of a full blown product backlog comprising all the user stories for the upcoming release including all their estimations This is not the case On the contrary upfront definition of all detailed user stories would be plain Waterscrum Release planning is based on epics not user stories An epic has the same format of a user story but has a significant wider scope in most cases an epic represents a clearly delimited feature Apart from being too large for a single sprint an epic has not yet enough detail for a straightforward implementation The epic has to be refined into smaller user stories when the Product Owner decides the time has come for implementation To facilitate the estimation of epics it is recommended to introduce a formal epic description containing additional information about the epic for better understanding of the business rationale and the scope of the epic I always encourage the use of visual aids such as concept maps high level collaboration diagrams or use cases to explain the epic at the correct level of abstraction It should be clear that estimation of epics is not for newbies it requires experienced and skilled engineers with a prolonged hands on experience with relative estimation When multiple Scrum teams are working on the same project release epics will be estimated by an estimation team with technical leads from all Scrum teams as described in previous post using a single project wide estimation scale Stable Velocity and the Cone of Uncertainty Another prerequisite for reliable release planning is a stable velocity of all the teams involved For at least 10 consecutive sprints the observed velocity should have been in the same order of magnitude The variation in velocity has a direct relationship with the reliability of the release planning so it doesn t make sense to do release planning when the velocity shows a large deviation Consequently the average velocity must be stable which in turn requires a stable mature and well balanced Scrum teams working closely together in regular iterations The core of any Scrum team must remain constant over a prolonged period of time frequently changing the team composition is not only detrimental for team spirit cross functionality and self organization but also killing for realistic release planning Project Burn down Chart So we have mature teams with a stable velocity and a product backlog filled with clearly defined and roughly estimated epics The following simplified example taken from my Scrum training material illustrates how to apply these achievements in release planning Suppose we have two Scrum teams lined up do to a project The initial version of the product backlog contains only themes and epics a set of features described at a high level of abstraction The teams have discussed and investigated these epics and they have estimated the relative size of all epics sums up to roughly 500 storypoins During the estimation session both teams are using the same scale also applied to determine their historic velocity The total capacity of both teams is 50 storypoints indicating that for the realization of 500 storypoints a total of 10 sprints is needed Since the velocity is measured for sprints of 2 weeks the forecasted duration of the project is 20 weeks Based on these parameters the following project burndown chart can be constructed Of course this exercise provides only a rough indication of the project s scope deliverable and lead time The uncertainty is determined heavily by the quality and volatility of the initial product backlog the availability of relevant reference points for the estimation of the epics the familiarity of the team with the content of the project the presence of applicable expertise and experience etc Nevertheless according to the Scrum teams 500 storypoints is still a good guess Hence it is to be expected that unexpected stuff will pop up as in any project So after 4 sprints it doesn t come as a surprise that the status of our sample project is not all rosy As indicated by the project burndown chart sprint 3 has put a spanner in the works After 4 sprints there are still 350 storypoints to go and with an average velocity of 50 that would require another 7 sprints one more than anticipated Growing Insight Apart from the usual impediments such as technical setback sickness absence interference etc

    Original URL path: http://www.improvement-services.nl/blog/ (2015-12-05)
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  • AGILE SCRUM | Unknown Page | ImprovemenT BV
    Klanten Referenties Archief Artikelen Contact 404 Error HOUSTON WE HAVE A PROBLEM We can t seem to find what you re looking for Help us to find our way on your map Or please take us home I mprovemen T

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  • Professional Scrum Foundations: solide basis voor de Agile werkwijze
    introductie van Agile Scrum voor een ieder die aan de slag wil met Scrum of die de bestaande werkwijze wil optimaliseren Blended learning concept speciaal voor drukbezette professionals De Agile Scrum Foundation training van ImprovemenT is een uniek Scrum trainings traject gebaseerd op het blended learning concept Dit betekent dat u na het volgen van een intensieve interactieve Scrum training van twee dagdelen zelf aan de slag gaat onder de supervisie van een ervaren en gekwalificeerde Agile Scrum trainer coach Follow up voor het implementeren van de Scrum Methode Gedurende dit follow up traject kunt u bij de trainer terecht met vragen over het toepassen van de Scrum methode in uw eigen werkomgeving De Agile Scrum trainer van ImprovemenT heeft al gedurende vele jaren bij vele bedrijven het Agile gedachtengoed en de Scrum werkwijze ingevoerd dus hij kan terugvallen op een brede hands on ervaring met het implementeren van de Scrum methodiek in allerlei domeinen Zelfstudie traject voor officiële Scrum certificering Daarnaast omvat de follow up een begeleid zelfstudie traject waardoor u zich onder de hoede van de Agile Scrum trainer optimaal kunt voorbereiden op het officiele Professionele Scrum Master examen U ontvangt een zelfstudie gids stappenplan u krijgt toegang tot een gereserveerde pagina op de ImprovemenT website waar u al het benodigde studiemateriaal kunt downloaden en u krijgt een realistisch Scrum Master proefexamen toegestuurd waarop u na invulling feedback ontvangt Het zelfstudietraject vergt een investering van circa 10 uur Méér dan alleen Scrum Master certificering De Agile Scrum Foundation training besteed aandacht aan alle Scrum rollen dus naast de rol van Scrum Master komen ook de Product Owner en Development Teamlid volop aan de orde Ook wordt aandacht besteed aan de cruciale rol van het maangement U krijgt te horen hoe u Scrum succesvol kunt introduceren welke valkuilen u

    Original URL path: http://www.improvement-services.nl/professional-scrum-foundations.html (2015-12-05)
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  • Agile Scrum Foundation Trainingen | Content
    Inspection Adaptation Requirements versus User Stories Attributes of User Stories Product Backlog prioritization grooming Overview Scrum Roles Product Owner Scrum Master Development Team Scrum Meetings Sprint Planning Meeting Scrum Meeting Sprint Review Meeting Retrospective Ideal Sprint Length Sprint Burndown Charts Project Burndown Chart Spike Iterations Nul Sprint Release Sprint Scrum Topics INVEST in high quality user stories Multiple product teams Unexpected high priority items Maintenance and Bug fixing Team Dynamics and Team Formation Agile Leadership and Agile Decision Making Prioritization of Requirements Measurement of User Satisfaction Agile Testing Definition of Done and Product Quality Role and Responsibility of higher Management Scrum Under Siege Implementation of multidisciplinary Scrum Scrum for non software projects Scrum and Kanban Lean Manufacturing Sources of Waste Difference between Agile and Lean Lean Principles Kanban and Kaizen What is Kanban Work in Progress Kanban Workflow Kanban Board Combination of Scrum and Kanban ScrumBan Dealing with high urgency tasks Dealing with structural unplanned work Agile Project Planning Traditional Project Planning Relative Sizing of Effort Velocity Choosing the Right Estimation Scale Determination and Application of Team Velocity Planning Bias Anchoring Scrum Planning Poker Agile Release Planning Yesterday s Weather Multiproduct Multidisciplinairy Project Planning Agile Contracting Traditional Contracts fixed time

    Original URL path: http://www.improvement-services.nl/agile-scrum-foundation-training-content.html (2015-12-05)
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  • Scrum Training, Implementatie en Certificering Nederland
    up voor 475 p p Eerstvolgende training 17 december a s Ook beschikbaar als in house training Een Scrum training waar je wat aan hebt in je eigen werkomgeving Een pragmatisch opleidings traject waarmee u snel op de hoogte bent van alle Agile principes en de Scrum werk methode Een bevlogen en professionele trainer en coach met 35 jaar relevante hands on ervaring geeft ook na de trainingsdag antwoorden op alle praktijk vragen over de implementatie van de Scrum methode in uw eigen organisatie Deze blended learning Scrum training is ook geschikt voor mensen met geringe ICT kennis of werkzaam in een non software omgeving Follow up traject voor officiële Agile Scrum Certificering Uniek voor deze Professional Scrum Foundations training is de optie om na de trainingsdag onder supervisie van de trainer een zelfstudietraject te volgen waarmee u zich succesvol kunt prepareren op het officiële Agile Scrum Master certificerings examen U ontvangt een studiegids een realtistisch proefexamen feedback en toegang tot een archief met alle studiematerialen Gemiddelde waardering voor de ImprovemenT Scrum Trainingen 58 recensies AGENDA SCRUM TRAININGEN NEDERLAND 17 december 2015 13u 21u follow up IJsselstein 475 pp nog 3 plaatsen beschikbaar 19 januari 2016 13u 21u follow up

    Original URL path: http://www.improvement-services.nl/mobile/agile-scrum-foundation-training.html (2015-12-05)
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  • Scrum Master Training: hoog-rendement opleidingstraject voor Scrum Master certificering
    intensieve trainingsdag plus follow up met proefexamen De Scrum Training van ImprovemenT is gebaseerd op de jarenlange hands on ervaring van Erik Philippus met de begeleiding van allerlei bedrijven tijdens de implementatie van de Scrum manier van werken Deze expertise vertaalt zich niet alleen in een pragmatische no nonsense benadering van de opleiding tot Scrum Master maar geeft u tegelijkertjd toegang tot een scala van practische handvaten in het toepassen

    Original URL path: http://www.improvement-services.nl/mobile/scrum-master-training.html (2015-12-05)
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