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Yuval Yeret

Ideal Training for Enterprise-Scale Agility? « Scaling Software Agility - 0 views

scalingsoftwareagility.wordpress.com/...g-for-enterprise-scale-agility

shared by Yuval Yeret on 04 Jun 09 - Cached
  • training strategy for a significant enterprise that is contemplating an “all in” (immediate and across the entire company) enterprise scale transformation approach
  • for the enterprise, a combination of team-based and role-based training that would touch every practitioner is ideal
  • all team practitioners receive a minimum of two days of agile training, (agile team training for the each team in the enterprise)
  • ...11 more annotations...
  • an additional day or so of training for specialized roles of Product Owner, Project/Release Manager, and Agile/Scrum Master
  • All other executives and managers are invited to attend an overview course on scaling software agility
  • Agile for Teams –Essential, team-based training in a two day workshop
  • philosophy, principles, and benefits of agility, agile methods, iterative and release framework, roles, agile technical practices, and agile management practices (Scrum)
  • Agile Release and Project Management at Enterprise Scale – For Project Managers, Release Managers, Program and Portfolio Managers who have responsibility for helping deliver the product(s) to the marketplace. Topics include differences between traditional and agile product management, iteration framework, multi-level release planning and tracking, the agile release train, planning and executing the release planning event, and measuring enterprise progress.
  • Agile Product Owner in the Enterprise – For team-based product owners/candidates who will become responsible for backlog management, story writing, and iteration and release planning, and who will also be involved in the planning and coordination of larger scale software systems of systems built by teams of teams.
  • The Agile Master In The Enterprise – For potential agile team leads/future Scrum Masters who will be coaching agile teams and who will interact with other teams as well. Topics include: process facilitation, enterprise agility, mastering the iteration, team roles, release planning and tracking, agile leadership, empowerment and conflict management, and integration Scrums.
  • Agile Product Manager in the Enterprise – For enterprise product managers with product, product line, portfolio and business unit responsibilities. Topics include: what’s so different about agile, backlog and prioritization, relationship to product owners, PM’s role in release planning and management, visioning and the product roadmap.
  • Scaling Software Agility – Best Practices for Large Enterprises – For executives and key stakeholders in support, distribution, quality, internal IT, HR and all others whose roles will be impacted by the substantive changes that enterprise agile engenders. Part I – overview of agility highlighting lessons learned from the most common and effective agile methods Part II – seven team best practices of agility that natively scale to the enterprise level Part III – seven organizational capabilities that companies can master to achieve the full benefits of enterprise scale agility
  • The team member doesn’t need a CSM course, but he does need to know how to work in an agile environment.
  • what are the engineering practices need to support agile development? I’ve found that if developers only have their existing tools and practices, then they will continue to specify and develop waterfall-style within the sprints.
Yuval Yeret

Agile Game Development: The Project Manager Role - 0 views

www.agilegamedevelopment.com/...project-manager-role.html

agile manager

shared by Yuval Yeret on 01 Jun 09 - Cached
  • The Project Manager works with the Product Owner to insure that cost is always a consideration when evaluating the Product Backlog.
  • "Super Scrum Master"
  • Tracking costs, especially for production
  • ...6 more annotations...
  • Facilitate the Product Owner's role (backlog maintenance and meetings)
  • Among the Project Manager's responsibilities:
    • Yuval Yeret
      Yuval Yeret on 01 Jun 09
       
      sounds like what some organizations will call "Program Manager"
  • Tracking project risk
  • The Project Manager on a Scrum project has to be a Scrum expert and evangelist.
  • As each Scrum team on the project evolves their practices, the Project Manager will insure that they are continuing to work effectively with the other teams
  • One example of this would be the application of Test Driven Development and similar practices to build stability. It doesn't make sense for some teams to use TDD while others don't. The PM would have to step in and work with all the teams to insure that practices won't interfere or cancel each other out.
sagism

How to Develop a Great Scrum Master - 0 views

www.infoq.com/...hire-scrum-master

video scrum scrummaster coaching

shared by sagism on 14 Apr 15 - No Cached
  • sagism on 14 Apr 15
     
    Great talk from Angel Medinilla about the stages of evolution of scrumMasters
Yuval Yeret

Social, Agile, and Transformation: The ScrumMaster - A role or responsibility? - 0 views

ctotodevelopers.blogspot.com/...er-role-or-responsibility.html

agile scrum scrum_master

shared by Yuval Yeret on 24 Jun 09 - Cached
  • So if they needed the ScrumMaster role filled, then this was something they were prepared to train and assign to either a project manager or possibly a technical lead. The consensus of this team was, if you found a project manager skilled enough to have a real technical dialog with the development team, then this person could be trained and perform the ScrumMaster role.
  • The Scrum Alliance published a survey that has some supporting evidence. Over 60% of the 1100 people that responded to the survey had nine or more years of industry experience, 15% of them had twenty or more years of experience, and 35% had Masters degrees. Also, of the people who responded, 22% were project managers and another 21% were either Managers or Directors. So my simple translation is that practicing ScrumMasters are managers (project or other) with significant (10+) years of proven experience. Training and assigning this role to experienced project managers or software development managers seems like a viable approach to have the responsibility filled and having a dedicated ScrumMaster separate from these roles may not be necessary.
Yuval Yeret

Permanent Link to Feature Flow - Increasing velocity using Kanban - 1 views

blog.xebia.com/...feature-flow-1

lean kanban

shared by Yuval Yeret on 03 Jun 09 - Cached
  • team that had some problems getting their process right
  • their velocity was decreasing and spirits were low. Luckily we managed to change our process by changing some basic Scrum practices and replacing some of them with Lean practices, inspired by the new Kanban articles and presentations. Productivity is now higher than ever and we can now focus on what really matters: product quality and customer satisfaction.
  • one major issue: getting things done. The major symptom was the frustration of management and the team with the project. The first 3-week time box (sprint) ending with about 30% (!) of all features still in progress, when, of course, they should all have been done and ready for shipment.
  • ...9 more annotations...
  • existing solution to this problem was to lower the expected velocity each sprint, so the next sprint would be on-time. But at the end of next sprint, the same problem occurred, so the velocity was going down sprint after sprint.
  • pressure of the rest of the organisation for the team to keep up their tempo. This pressure from both sides was crushing morale.
  • The way this team reacted to pressure was to work harder. Most people would have 2 or 3 tasks in progress at the same time. When a developer would finish a task, the testers were too busy testing something else, so they could give the developer direct feedback. When the tester found an issue with a new feature, the developers were already working on something else, so the tester had to wait. Simply put, there was too much focus on working long and hard, not on cooperation and the stuff that actually matters: features.
  • most dysfunctional behaviour comes from the system people are in
  • biggest struggle of this team: pressure & predictability.
  • Most Scrum masters challenge the team to reach the same (or higher) velocity each sprint. This pressure should give a team focus to perform at its best. However, it can also go haywire if the team doesn't deliver. No focus, no pride, no happy customer
  • retrospectives were dismal and planning meetings were a huge burden. The teams' productivity dropped in the days after the sprint, finding new courage to start the next one. Because they had an ineffective work-process, the only outcome of each sprint was to lower the expected velocity, to make sure we would be predictable. Estimation and predictability are only a means to an end and since they were getting in the way of fixing the root cause (and were bringing down the team's spirit) I opted to cut out the planning sessions and sprint deadlines.
  • first change we made was to set a limit of 8 tasks on the 'in progress' column
  • We spent 3 weeks bringing the numbers of open tasks from 21 to 8, without picking up any new work. Of course the team struggled with this new limit. They were used to pick up new work whenever they were blocked somehow, this wasn't allowed any more
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