By Henrik Kniberg "Teams need to know Scrum basics. Verdi Heinz attached Scrum And Xp From The Trenches online pdf to [eBook] Scrum And Xp. Scrum and XP from the Trenches - 2nd edition This PDF is a 90 Page guide to Scrum and XP Project Management, written in a way that both Business and. Scrum and XP from the Trenches (Enterprise Software Development) [Henrik the author and purchase the paper book, like I did, or you can download the free .
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C4Media Inc. All rights reserved. C4Media, Publisher of caite.info This book is part of the InfoQ Enterprise Software Development series of books. InfoQ Homepage Guides Scrum and XP from the Trenches - 2nd Edition . If you enjoyed reading the free download version, please support the author and. ii | SCRUM AND XP FROM THE TRENCHES. Of the 30 people who said they were doing Scrum, only half said they were meeting the first principle of the Agile .
Fill in your details below or click an icon to log in: They also experimented with XP practices — different ways of doing continuous build, pair programming, test driven development, etc, and how to combine this with Scrum. This book aims to give you a head start by providing a detailed down-to-earth account of how one Swedish company implemented Scrum and XP with a team of approximately 40 people and how they continuously improved their process over a year's time. A good product starts with customer needs and thoughts how to fulfill those needs. I let Henrik end with another quote that sums up his agile experiences:
Instead I will comment on the annotations entered in the 2nd edition. Basically I wanted answers to the following questions:. Here we go. The product backlog was a file in Excel that almost only one person cared about, the product owner. A good product starts with customer needs and thoughts how to fulfill those needs. The backlog then is a cloud shared document that all in the team are involved in, and take responsibility for.
My thoughts: Therefore we use the priority pyramid to visualize our backlog. The sprint planning meeting kicks off the following sprint and a badly performed sprint planning leads to a poorly executed sprint, according to the saying: Still an important meeting, but not the most important in Scrum. More important are to conduct retrospectives regularly to be able to continuously improve the process, this is also called kaizen.
We have kaizen-meetings for all the teams 30 minutes every Friday to discuss the past week, what is working good, what needs to be improved etc. We keep track of our improvements using a Kaizen-board. Focus factor Then: This way of calculating is not used anymore! Instead, use data from past sprints. For example select the same amount of stories that was completed in the last sprint as a target for the upcoming. This is painful reading.
All the sprint planning meetings I have been in, that spent time on estimating and then trying to fit the scope that we wanted to do into the length of the sprint.
Definition of done Then: The product owner and the team agreed on a clear definition of done for each story. A concrete check list is used instead.
We have criterions for each of the columns in our team boards. Avatars Then: The name of the person working on the task was written on the sticky. Avatars are being used instead. Each team member pick something that represents them, print it and put it on magnets. We used to write names on the stickies. Since several persons usually works with one task during the flow through the process the stickies got messy towards the end.
Now we use magnets with pictures or the initials of the team members printed on them. Burn-down chart Then: Scrum was originally done for teams doing one-month sprints and using Excel to track the tasks.
The burn-down chart also produced in Excel was vital to see the progress of the sprint. Burn-down charts can be skipped. We never got burn-down charts to work properly, and we struggled a lot with it.
He has founded several Swedish software companies and is passionate about learning, teaching, and applying the art of software development.
Henrik takes a holistic approach and enjoys adopting different roles such as manager, developer, scrum master, teacher, and coach. More info here.
Join a community of over , senior developers. View an example. The tricky part to agile software development is that there is no manual telling you exactly how to do it. You have to experiment and continuously adapt the process until it suits your specific situation. They also experimented with XP practices — different ways of doing continuous build, pair programming, test driven development, etc, and how to combine this with Scrum.
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