Agile Session @ Universidade Portucalense

There is a common misconception that agile and CMMI cannot work together. CMMI is viewed as a documentation heavy, slow, process-driven model—the polar opposite of agile principles. The cost of documentation for an appraisal is viewed as another drawback. Join Ed Weller to see why a large organization chose to use the practices in the CMMI to complement agile, and a formal appraisal to improve and evaluate their performance. When mixing approaches that seem contradictory, the first step is to understand the benefits, drawbacks, and cost of each approach and then identify complementary additions. This includes myth busting the misperceptions about both agile and CMMI. The second step, using a formal CMMI appraisal to evaluate organizational performance, requires an understanding of the CMMI model that goes beyond a “checklist approach” requiring extensive documentation. Using lean principles, the appraisal team minimized “appraisal documentation” by using the day-to-day team output. Ed shows that agile and CMMI can be complementary due to executive leadership, lean implementation, and organization training, as demonstrated by a formal appraisal and business results.

The document provides an overview of Scrum, an agile framework for project management. It discusses the core components of Scrum including roles, artifacts, ceremonies, and values. The key roles are Product Owner, Scrum Master, and self-organizing Team. Projects progress through a series of sprints where work is pulled from the prioritized Product Backlog to the Sprint Backlog and completed work is demonstrated at Sprint Review meetings. Daily stand-up meetings and retrospective meetings aid in transparency and process improvement.

This document provides an introduction to the Scrum framework. It describes Scrum as an agile process that focuses on delivering high business value in short iterations called sprints. Key Scrum roles include the Product Owner who prioritizes features, the Scrum Master who facilitates the process, and cross-functional teams. Ceremonies like sprint planning, daily stand-ups, sprint reviews and retrospectives help teams self-organize their work.

This document provides an introduction to Scrum, an agile process framework commonly used for project management. It describes key Scrum concepts like sprints, ceremonies, roles and artifacts. The three main roles in Scrum are the Product Owner, Scrum Master, and development team. Projects using Scrum are broken into sprints, typically 2-4 weeks. Ceremonies include sprint planning, daily stand-ups, sprint reviews and retrospectives. Artifacts include the product backlog, sprint backlog and burn down charts. Scrum aims to rapidly deliver working software in short iterations with self-organizing teams.

CRITICAL Software presentation on RIPPLE conference, hosted and sponsored by BLIP in Oporto back in March 2014. The topic is focused on the alignment of Agile/Scrum within a CMMI Maturity Level 5 organization in Portugal.

The document discusses problems with traditional software development approaches and proposes an agile approach using Scrum. It outlines key principles of Scrum including short iterative development cycles, daily stand-ups, prioritized backlogs and frequent deliveries of working software. Scrum roles of Product Owner, Scrum Master and cross-functional team are defined along with common Scrum artifacts, meetings and metrics used. Challenges of adopting Scrum at an organizational level are also covered.

Scrum is a framework for developing complex products and systems. It employs an iterative, incremental approach with three roles - Product Owner, Scrum Master, and Team - and four meetings - Planning, Daily Scrum, Review, and Retrospective. The Product Owner prioritizes items in the Product Backlog and accepts or rejects work results. The cross-functional Team selects and delivers the highest priority backlog items within a Sprint. The Scrum Master helps the Team achieve their goals and shields them from distractions.

Scrum is an agile software development framework that focuses on self-organizing cross-functional teams, sprints of work lasting 2-4 weeks, daily stand-up meetings, and empirical process control. The key roles are the Product Owner who prioritizes features, the Scrum Master who facilitates the process, and the self-organizing Development Team. Scrum uses sprints, daily scrums, sprint planning meetings, sprint reviews, and retrospectives to deliver working software frequently in an iterative and incremental fashion.

The document discusses Agile software development methods. It defines Agile as iterative development methods that promote adaptive planning, evolutionary development, rapid response to change, and value interactions and collaboration over processes and tools. It describes common Agile frameworks like Scrum, which uses sprints, daily stand-ups, and artifacts like product backlogs to help teams self-organize and deliver working software frequently. The document contrasts traditional waterfall methods with Agile's emphasis on adaptability, collaboration, and rapid delivery of working software.

This document discusses Agile vs traditional project management methods. It provides an overview of Scrum, the most popular Agile framework, outlining its key roles, events and artifacts. Scrum emphasizes iterative development, early delivery of working software, transparency, collaboration and continuous improvement. It aims to eliminate waste and focus on delivering the highest business value. The document also discusses how Lean, Agile and Scrum philosophies relate, with all aiming to eliminate waste and increase customer value.

The document provides an introduction to Agile methodology and Scrum framework. It discusses the limitations of traditional waterfall approaches and how Agile and Scrum address those limitations through iterative development with frequent delivery and ability to adapt to changing requirements. The key aspects of Scrum like sprints, daily stand-ups, sprint planning, review and retrospective are explained to give an overview of how Scrum works in practice.

Scrum is an agile framework for managing projects that uses short cycles of work called sprints to incrementally deliver working software. There are three main roles in Scrum - the Product Owner prioritizes features in the Product Backlog, the Scrum Master facilitates the process, and the self-organizing Team works to complete the highest priority items each sprint. Key Scrum artifacts include the Product Backlog, Sprint Backlog, and Burn Down Chart. The main Scrum ceremonies are Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective meetings.

An explanation of Agile and how it relates to frameworks like Scrum. What is Agile: https://agile-mercurial.com/2019/01/28/what-is-agile-1-minute-explanation-video/ Blog: https://agile-mercurial.com YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg Twitter: https://twitter.com/agile_mercurial Tumblr: https://agilemercurial.tumblr.com/

Overview presentation showing 4 parts: 1- Agile methodology 2- Test Driven Development 3- Agile different implementations 4- Agile Project Planning and Architecture

This document provides an overview of Scrum, an agile project management framework. Some key points: - Scrum uses iterative "Sprints" typically lasting 2-4 weeks to develop software in short cycles. A product backlog is prioritized and tasks are broken down for each Sprint. - Self-organizing Scrum teams of 5-9 people work to complete the Sprint goals. Daily stand-up meetings provide status updates and help remove impediments. - At the end of each Sprint, working software is demonstrated and the product owner evaluates progress before prioritizing tasks for the next Sprint. - Scrum aims to improve productivity, adaptability and creativity compared to

The document outlines the scrum process for an offshore development team, including an overview of scrum methodology, roles like the product owner and scrum master, artifacts like the product backlog and sprint burndown chart, and activities in the sprint planning, daily standups, and retrospectives. It provides details on tailoring scrum for offshore teams and defining roles for the project manager, development team, and business analyst to work with the onshore client.

The document provides an overview of the Agile Scrum process. It describes traditional waterfall methodologies and how Agile and Scrum differ by being more iterative, collaborative with stakeholders, and able to adapt to changes. The Scrum framework involves three main roles - Product Owner, Scrum Master, and Team. It also describes the four main Scrum ceremonies - Sprint Planning Meeting, Daily Standup, Sprint Review, and Sprint Retrospective - as well as the typical artifacts like Product Backlog and Sprint Backlog.

This document provides an overview of scrum, an agile project management framework. It defines key scrum roles like the product owner, scrum master, and scrum team. It also outlines the scrum process which involves sprint planning meetings, daily stand-up meetings, and working in 2-4 week sprints to develop incremental deliverables. The document notes major companies that use scrum and the advantages of increased flexibility, quality, and clear project status, while also acknowledging potential disadvantages like lack of a final plan and challenges in change management.

The document provides an overview of the Agile SCRUM methodology. It defines Agile as lightweight iterative software development processes that emphasize collaboration and adaptation over rigid planning. Scrum is introduced as one of the most commonly used Agile frameworks. Key Scrum components are summarized as roles like Product Owner and Scrum Master, ceremonies like sprint planning and review meetings, and artifacts like the product and sprint backlogs. The document outlines the Scrum process, history, characteristics, and pros and cons.

Scrum is an agile framework that focuses on rapid delivery of working software in short cycles called sprints. It involves self-organizing cross-functional teams, prioritized backlogs and artifacts like product backlogs, sprint backlogs and increments. Key roles include the product owner who prioritizes features, the development team who work on delivering features and the scrum master who facilitates the process. Ceremonies like sprint planning, daily standups, sprint reviews and retrospectives help ensure transparency and process improvement.

The document provides an overview of the Agile methodology known as Scrum. It defines Scrum as an Agile process that allows teams to focus on delivering high business value in short iterations called sprints. The document outlines the key components of Scrum, including roles like Product Owner and Scrum Master, ceremonies like sprint planning and daily stand-ups, and artifacts like the product and sprint backlogs. It also discusses how Scrum teams self-organize to complete sprint goals and deliver working software incrementally in each sprint.

This document provides an overview of process models and agile development approaches. It discusses the Unified Process (UP) and its phases including inception, elaboration, and more. Agile methods like Scrum and Extreme Programming (XP) are also summarized. Scrum uses sprints, daily stand-ups, sprint reviews and retrospectives. XP practices pair programming, test-driven development, and frequent small releases. The document emphasizes that agile prioritizes individuals, working software, customer collaboration and responding to change over processes and tools.

The document discusses Scrum, an agile framework for managing complex projects. It describes Scrum's core components like sprints, roles, artifacts, and events. Sprints are short, timed iterations where self-organizing teams work on prioritized backlog items to create shippable increments. Key roles include the Product Owner who prioritizes features, and the Scrum Master who coaches the team. Artifacts include the Product and Sprint Backlogs and shippable increments. Events help the team inspect and adapt their process through planning, daily check-ins, reviews, and retrospectives. Many large companies have adopted Scrum to deliver working software frequently in response to changing requirements.

Scrum is an agile framework for managing software development projects, characterized by short development cycles called sprints, daily stand-up meetings, and emphasis on self-organizing cross-functional teams. Key roles include the product owner, who prioritizes features; the scrum master, who facilitates the process; and the development team. Scrum uses artifacts like the product backlog, sprint backlog, and burndown charts to track progress. Ceremonies like sprint planning, daily scrums, sprint reviews, and retrospectives promote inspection and adaptation.

The document provides an overview of the Agile-Scrum project development methodology. Some key points include: - Scrum uses short development cycles called sprints to deliver working software frequently in an iterative manner. - Self-organizing cross-functional teams work to deliver business value through working software at the end of each sprint. - Daily stand-up meetings are held for teams to synchronize their work. Sprint planning and reviews ensure alignment with stakeholders. - Key Scrum roles include the Product Owner who prioritizes backlog items, the Scrum Master who facilitates the process, and the Development Team. - Sprints use a product backlog, sprint backlog and burn-down charts to track

Scrum is an agile framework for managing product development that focuses on iterative delivery of value through collaboration between self-organizing cross-functional teams. Key aspects of Scrum include short "sprints" where work is defined and tracked on a sprint backlog, daily stand-up meetings, sprint planning and review sessions, and emphasizing working software over documentation. The framework defines three roles - Product Owner who prioritizes features, Scrum Master who facilitates the process, and a self-organizing Development Team.

The document discusses various best practices used in Agile project management. Some key Agile practices mentioned include iterations, customer-oriented approach, product backlog, user stories, Scrum meetings, and automated testing. It provides details on how each practice works and its benefits. For example, it notes that iterations allow teams to select work based on available hours, while product backlogs help prioritize and detail customer requirements to guide development work.

Detail Information about Agile Process Frameworks such as SCRUM and CMMI along with agile manifesto. Comparison between scrum and capability maturity model integration

This document provides an overview of Agile and Scrum methodologies for software development. It discusses key Agile principles like early delivery, flexibility, and collaboration. Scrum is presented as a framework for Agile development with roles like Product Owner, Scrum Master, and Team. Ceremonies like sprint planning, daily stand-ups, sprint reviews and retrospectives are covered. Artifacts like the product and sprint backlogs are also summarized. Examples of companies using Scrum are provided.

Scrum is a Agile framework which allows teams to work together in order to develop a product. Building complex products for customers is an naturally difficult task. In the Scrum methodology a sprint is the basic unit of development.

Scrum Workshop presentation done by Alex Rosales on Septembe 7, 2012 - Quang Trung Software City, HCMC, Vietnam

Agile is a software development methodology that uses short iterative cycles called sprints to develop software incrementally and align with changing business needs. It values early and continuous delivery of working software, welcoming changing requirements, self-organizing teams, and face-to-face conversations. Scrum is an agile framework that uses sprints, daily stand-ups, sprint reviews, and retrospectives in an empirical process of transparency, inspection, and adaptation. The product owner prioritizes the backlog and the scrum team works to complete items in each sprint.

This document provides an overview of Agile and Scrum frameworks. It begins with introductions and then discusses what Agile is, comparing it to the traditional Waterfall model. Key aspects of Scrum like roles, meetings, events and artifacts are explained. The document argues that Agile is not just for software teams and discusses how Atlassian uses Agile to promote innovation through a culture that provides employees freedom, time, collaboration, funding and experimentation.

Scrum Refresher you can run for your organisation or Scrum team. Scrum values, Scrum framework, Scrum roles. Copy what you need to your own presentation.

This document provides an introduction to the Scrum methodology for software development. It discusses the software crisis in the 1960s that led to the need for more formal development methodologies. Scrum is defined as an agile framework that uses short iterations called sprints, a product backlog of features, and core roles of a product owner, development team, and scrum master. The document outlines Scrum's empirical process of transparency, inspection, and adaptation and how it aims to deliver high quality working software through frequent inspection and adaptation.

This document provides an agenda and slides for a training on Agile Project Management. The training covers topics such as Scrum roles and processes, scaling Agile to multiple teams, user stories and estimation techniques, and empowering teams through delegation. Managing requirements and dependencies between teams when scaling Agile is also discussed. Examples from companies like Spotify, DeLaval, and Tele2 are used to illustrate how Agile principles can be applied at different levels from teams to programs.

This document provides an overview of how to plan and facilitate an agile retrospective meeting. It discusses setting up the context and goal, introducing a check-in for participants, focusing the discussion on improvements, gathering feedback through exercises like team radar and learning matrix, prioritizing actions, and closing the meeting with appreciation. The overall objective is continuous improvement through inspecting and adapting the team's processes.

Getting Things Done! outlines a method for staying organized and productive by clearing your mind, clarifying commitments, and keeping reminders organized in a regularly reviewed system. It recommends collecting all tasks in an inbox, processing emails by archiving, deferring or taking action on them, and prioritizing next actions. Key aspects include using a task list to determine what to do and when based on importance and productivity, capturing everything, trusting the system, categorizing tools like Outlook and OneNote, and automating what you can while focusing on the method over specific tools.

This document describes the story of VORTAL's adoption of Agile practices to support their software development work. It outlines the challenges they initially faced with large communication needs and delivery requirements. It then details how they implemented Scrum-based practices like daily standups and planning meetings to organize their team. Over 10 months they completed 14 releases using practices like continuous integration, peer review, and incremental design. The document concludes by describing how they have expanded their Agile team and processes to include over 250 engineers across multiple locations.

The document discusses wireless sensor networks and ambient intelligence. It begins by providing context on ambient intelligence, describing it as smart electronic environments that are sensitive and responsive to people. It then discusses key challenges for ambient intelligence, including social and political concerns about privacy and trust. Finally, it outlines several technological areas important for ambient intelligence, such as ubiquitous computing, and emphasizes the importance of putting users at the center of system design.

The document discusses ambient intelligence and its key technological areas. Ambient intelligence refers to smart electronic environments that are sensitive and responsive to people's presence. It involves embedding electronics in everyday objects to allow for natural interaction. The technologies discussed include embedded computing, wearable computing, ubiquitous computing, and context awareness. The document emphasizes that users should be at the center of ambient intelligence systems and discusses principles for putting people first through usability and social frameworks. It provides examples of ambient intelligence solutions from QUiiQ including home automation.

This document tells the story of a curious child named Suzzie who has a conversation with a loaf of bread. The bread shares some values with Suzzie like sharing, gratitude, tradition, family, friendship, and fun. It encourages Suzzie to remember these values and says goodbye until breakfast.