Agile Project Management: Principles, Scrum Framework, and Best Practices, Exams of Advanced Education

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Google 05 (Agile Project Management) Project

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The Agile values refer to the following four statements: - Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan 1 of the Agile 12 principles: - Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2 of the Agile 12 principles: - Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 3 of the Agile 12 principles: - Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4 of the Agile 12 principles: - Business people and developers must work together daily throughout the project. 5 of the Agile 12 principles: - Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6 of the Agile 12 principles: - The most efficient and effective method of conveying information to and within a development is face-to-face conversation. 7 of the Agile 12 principles: - Working software is the primary measure of progress. 8 of the Agile 12 principles: - Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 9 of the Agile 12 principles: - Continuous attention to technical excellence and good design enhances agility. 10 of the Agile 12 principles: - Simplicity—the art of maximizing the amount of work not done—is essential.

11 of the Agile 12 principles: - The best architectures, requirements, and designs emerge from self-organizing teams. 12 of the Agile 12 principles: - At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. VUCA (Way to find out what kind of project management is suitable for the project) is an acronym that stands for: - volatility, uncertainty, complexity, and ambiguity. What is Scrum? - Scrum is an Agile project management methodology involving a small team led by a Scrum master, whose main job is to remove all obstacles to getting work done. Work is done in short cycles called sprints, and the team meets daily to discuss current tasks and any roadblocks that need clearing. The Scrum Guide defines Scrum as: - A framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value. The three pillars of Scrum are: - Transparency Inspection Adaptation The five values of Scrum are: - Courage Commitment Focus Openness Respect Scrum Team roles are: - Scrum Master, Product Owner, and Development Team The Scrum Master acts as a - The Scrum Master acts as a coach to the Scrum Team— they encourage the team to build the product in the time frame. They also support the team by creating a collaborative environment so the project's goals are achieved. The Scrum Master's duties include: - Coaching the team members in self-management and cross-functionality

Helping the Scrum Team focus on creating high-value Increments that meet the Definition of Done (an agreed upon set of items that must be completed before a project or user story can be considered complete) Causing the removal of impediments to the Scrum Team's progress Ensuring that all Scrum events take place and are positive, productive, and kept within the timebox (a Scrum concept that refers to the estimated duration for an event) The Product Owner's duties include: - Developing and explicitly communicating the Product Goal Creating and clearly communicating Product Backlog items (The Product Backlog contains all of the features, requirements, and activities associated with deliverables to achieve the goal of the project.) Ensuring that the Product Backlog is transparent, visible, and understood The Development Team's duties include: - Creating a plan for the Sprint, the Sprint Backlog (the set of Product Backlog items that are selected to be completed during the upcoming Sprint) Instilling quality by adhering to a Definition of Done Adapting their plan each day toward the Sprint Goal Holding each other accountable as professionals Executing sprints by designing, building, and testing Product Backlog items in increments Scrum Master vs. project manager - Unlike a traditional project manager, Scrum Masters do not take on the management of changes in scope or priorities. Additionally, Scrum Masters do not maintain traditional project artifacts like Gantt charts. Product Owner vs. project manager - In traditional project management, scope management is the primary responsibility of the project manager. But in Scrum, the definition and management of product scope falls to the Product Owner. Conversely, the Product Owner isn't responsible for team performance—they aren't considered to be a manager.

What is a the Product Backlog in scrum? - The Product Backlog is an ordered list of what needs to be done to improve a product. It is the single authoritative source for items the Scrum Team works on. During Product Backlog refinement, items are broken down and further defined by adding details. These details can vary, but often include such attributes as description, value, order, estimate, and size. What are user stories? - User stories are short, simple descriptions of a deliverable told from the perspective of the user. Creating user stories helps the team develop a solution that is always centered around the user's needs and overall experience. The typical template for a user story looks like this: - As a , I want this so that I can get this . When writing user stories, you will need to include the following components: - User persona. Definition of Done. Tasks. Any feedback already provided. What is an Epic? - An Epic is a big chunk of work which can be divided into smaller user stories. Some examples of Agile estimation techniques are: (To estimate the effort) - Planning Poker™ Dot Voting The Bucket System Large/Uncertain/Small Ordering Method Affinity Mapping The two most common units used to help teams estimate user stories in Agile projects. - T-shirt sizes and story points What is a relative estimation? - Relative estimation means to compare the effort estimated for completing a backlog item to the effort estimated for another backlog item. What is Fibonacci sequence? - a series of numbers in which each number ( Fibonacci number ) is the sum of the two preceding numbers. The simplest is the series 1, 1, 2, 3, 5, 8, etc.

The Five Scrum Events - Sprint Planning · Daily Scrum · Sprint Review · Sprint Retrospective · The Sprint. What are Sprints in Scrum? - Sprints are the heartbeat of Scrum, where ideas are turned into value. They are fixed length events of one month or less to create consistency. A new Sprint starts immediately after the conclusion of the previous Sprint. What si Velocity in Srcum? - Velocity is a measure of how many points a team burns down during a single sprint on average. What is a Product Increment? - The Product Increment is what is produced after a given Sprint and is considered releasable. What is a minimum viable product (MVP)? - A minimum viable product (MVP) is a version of a product with just enough features to satisfy early customers Pitfalls to avoid during a Sprint Retrospectives: - Avoid too many gimmicks. Try not to only focus on the negative. Avoid changing processes after each retrospective. Best practices for a Sprint Retrospectives: - Ask open-ended, probing questions. Consider diverse styles of communication and participation. Cover the many aspects of the Sprint when conducting a retrospective. Consider reflecting periodically on Scrum theory and values by asking specific questions. What is backlog refinement? - In their very first Sprint, your team will make a rough guess as to how many items they can complete just to get started. Once a few Sprints have been completed, your team will have a good measure of their velocity, and they will use that number to determine which items to include in their Sprint Backlog. This process is called backlog refinement. As a Product Owner, you need to organize and visualize your Backlog. What is an example of a tool that would make this task easier? - Asana, Jira or Trello

What is a value roadmap? - A value roadmap is a guide that shows where to go, how to get there and what to accomplish along the way to maximize value. It lays out specific routes to value and defines the critical capabilities needed to succeed. What is a product roadmap? - A product roadmap is a plan of action for how a product or solution will evolve over time. Product owners use roadmaps to outline future product functionality and when new features will be released. Some pitfalls to avoid around roadmaps to avoid: - Letting stakeholders think the roadmap is set and unchangeable. This may cause stakeholders to impede teams' ability to adapt in response to new information, as well as put a lot of pressure on teams to achieve deadlines no matter what it takes. Spending too much time fine-tuning delivery dates versus keeping them rough and improving specificity as the dates get closer. Putting all the work into creating the roadmap rather than producing the deliverables. Best practices to help you get the most from your roadmaps: - Make it highly noticeable to the team and refer to it frequently. Clearly indicate the highest priority items. If possible, clearly indicate the highest value items. Make it visible to your wider stakeholder group so that they can use it for their planning. Conduct regular reviews of the roadmap with sponsors, stakeholders, and the team to ensure that it is still providing the blueprint for the project. How do you decide to actually make a change? - Identify the "decider." It is best to have a single person—generally the Product Owner or a senior stakeholder—in the role of decider to ensure consistency and accountability. Develop and share what factors are important to the decision, and gather supporting data that will help the decider make the decision. Openly discuss the benefits and costs of the decision. Identify areas of uncertainty and capture assumptions. Document the decision.

(If the change was not approved during the decision stage, you should still document the information and logic used to make the decision.)