Professional scrum development with microsoft visual studio 2012 pdf free

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 

Others like their strongest communicator driving. Regardless, the Sprint Review should be down to earth and foster an environment of collaboration and discussion. The Scrum Team should be inquisitive, and all feedback should be welcomed and captured, preferably in the Product Backlog.

Later, the Product Owner can provide feedback on any of the captured PBIs regarding business value—or not. Inane ideas will eventually sink to the depths of the Product Backlog. These discussions can create valuable input for the next Sprint Planning meeting.

Paula the Product Owner kicks off the meeting with a review of the Sprint Goal and forecasted work. They do so in a storytelling way, with the developers playing different personas as they act out the user stories.

This is captured using the product TeamCompanion www. Paula may also update everyone present on progress toward a goal via a release burndown chart or other tool. In this meeting, the Scrum Team will inspect and adapt its own behaviors and practices, looking for opportunities to improve.

The exact time and location are up to the Scrum Team. The output of a Scrum Retrospective is a plan for implementing improvements. Improvements might also include changing the way the developers use their tools, or what tools they use. Some of these changes can be pretty major, so they should be executed only with the consensus of the full Scrum Team and a complete understanding of the ramifications of making the change. Any change made must still abide by the rules of Scrum. Change the person playing the Scrum Master role.

Relieve Scott of his duty while attributing the role to Dave. Change the team composition. Change the Sprint length. Change from two weeks to one week to increase agility.

If problems are identified, make sure solutions are also identified. Inspect and adapt! There are many techniques that a Scrum Team can use during a Sprint Retrospective meeting. There are other approaches to start the conversation, elicit feedback, and brainstorm solutions. Table lists some of the techniques that my fellow professional Scrum developers have employed successfully. Technique Description Timeline A timeline for the Sprint is marked on a wall, and team members add sticky notes to it to indicate good and bad events that occurred at that point in time.

Emotional Seismograph Similar to the timeline, but team members mark their emotional level as a point on a Y-axis throughout the Sprint. Sticky notes are clustered together, normalized, discussed, and mitigated as necessary. Team members add sticky notes to the respective board. Remember the Future Used to create a vision of what the team wants to achieve by inquiring about a future point in time that follows another future point in time where the hypothetical change was made.

The Speedboat and Sailboat are variations on this technique. Happiness Metric Similar to the emotional seismograph, but team members track their happiness levels throughout the Sprint using a scale of 1—5 with comments.

A chart is produced for the Sprint Retrospective meeting and the peaks and valleys are discussed. Perfection Game A technique used to maximize the value of ideas.

Team members rate an idea from 1—10 and provide positive feedback on how to make it a Fishbowl Arranging chairs in an inner and outer circle in order to attract team members to an empty chair in the inner circle the fishbowl and participate in the conversation. Team Radar The team defines the factors that is, communication, feedback, collaboration, etc. Circles and Soup A technique for helping identify what is and what is not the responsibility of the Scrum Team.

This is similar to the Circle of Concern and Circle of Influence technique. The good things that occurred should be encouraged to persist. Likewise, challenges in this Sprint should be seen as opportunities for victory in the next.

This continuous improvement mentality is foundational in a high-performance Scrum Team. They live it every day. Since not every team member is wired this way, encouragement and team building are important and should be part of the retrospective too, if required.

Everyone should see that the Development Team is more productive and happy. The entire Scrum Team would return to the large conference room after lunch and go through the basic questions.

To them, it just felt like a longer version of the Daily Scrum and a waste of time. He introduced new techniques to get everyone involved. He also ensured that any action items were implemented during the next Sprint. He called it his Scrum Master backlog. Product Backlog grooming Maintaining a well-groomed Product Backlog helps the development of a successful product. This is the time when the requirements and acceptance criteria are explored and revised. This estimate may change over time, as more is learned about the item.

Product Backlog grooming is a necessary and important part of Scrum. It is important to have the entire Development Team involved in grooming because the analysis and estimation will be more meaningful and accurate.

Because of these regular grooming sessions, Sprint Planning meetings have become more productive. Each artifact has clear ownership by a specific role. Each artifact is structured in a way that maximizes transparency of key information while providing opportunities for inspection and adaptation.

Their inclusion was considered too prescriptive. No technique will replace the importance of empiricism. In complex environments, such as software development, what will happen is unknown. The Scrum Team can only use what has happened to influence its decision making.

Product Backlog The Product Backlog is an ordered list of everything required of the software product. It is the single source of requirements for any potential changes to be made.

PBIs can also be sad things, like a bug to be fixed. PBIs can range from extremely important and urgent to silly and trivial. Because of this variety, I affectionately refer to the Product Backlog as a list of desirements. At some point, somebody, somewhere, for some reason desired each item in the Product Backlog.

It is never complete and will constantly change as requirements change. The Product Backlog will exist so long as the software product exists. The PBI should also be assigned a business value and ordered with the other items in the backlog.

The Development Team will need to eventually look at it and provide an estimate. This can be done at a Product Backlog grooming session or during Sprint Planning. Table lists the ways in which the Development Team interacts with the Product Backlog. Activity When Inspect it.

Any time Add a new PBI to it. Any time if allowed by the Product Owner Groom it. The answer is no. It can take any number of shapes or forms. Of all that I have seen, the user story practice is generally the best choice for teams doing Agile software development. This is primarily because user stories are lightweight and not technical. In a single sentence, the user story provides lots of context, as well as a value proposition.

To properly complete a user story, communication between the Scrum Team and knowledgeable stakeholders is required. The card is already done at this point. You have written a title and the description in user story format on a sticky note, an index card, or a software record.

This allows somebody to reference the user story during conversation, update it, estimate it, stack rank it, etc. Next, the conversation takes place with the customers, users, or domain experts. It can take place at any time with the Product Owner and the stakeholders and the Development Team as needed. If the Development Team is to be involved, it should take place at the Product Backlog grooming session, the Sprint Planning meeting, or the Sprint Review meeting.

Conversation that yields examples, especially executable and testable examples, is preferred over formal documents and mockups. Finally, the confirmation occurs. These criteria will help determine when the PBI is done. If and when the PBI gets forecasted for a Sprint, the Development Team will create the appropriate manual or automated acceptance tests to validate the acceptance criteria. Conditions can change rapidly, forcing a change to the PBI or its acceptance criteria. Time spent creating these kinds of artifacts ahead of time will often be wasted.

Even though you will always know more tomorrow than today, you should avoid falling into the trap of doing things at the last possible moment. There are many suitable techniques for decomposing stories. This is probably the most important characteristic. PBIs on the top, above the surface, are what the Development Team has forecasted for the current Sprint.

These items should be crystal clear, estimated, and ready to be worked. These are the items that will be in scope during upcoming Product Backlog grooming sessions. At the bottom of the iceberg, you will find all of the other PBIs that may or may not make it into a future release.

Some of these may only have a title or a vague description of the desired functionality. Some PBIs will remain in these cold, chilly depths for eternity, which is typical of most Product Backlogs. This should give the Product Owner enough insight to be able to order prioritize the PBI effectively. The Product Owner is responsible for the Product Backlog, including the clarity and precision of its contents.

He or she should also ensure that the Product Backlog is visible to all interested parties. Creating an effective Product Backlog can be very difficult. It can take a long time. It can become political. Everyone else can only view it. Sprint Backlog The Sprint Backlog contains the Product Backlog items forecasted to be developed during the Sprint and the plan tasks for developing them. The plan for developing them was agreed upon and recorded through collaboration of the Development Team.

Technically, the forecasted PBIs are also considered SBIs, so additional context will need to be provided when using that term in a conversation. The Development Team owns the Sprint Backlog. In other words, nobody except the members of the Development Team can add, edit, or remove tasks from the Sprint Backlog.

The Sprint Backlog should be kept up to date and visible to the Scrum Team. Remember that the Sprint Backlog primarily contains the how and not the what. Table lists the ways in which the Development Team interacts with the Sprint Backlog. Sprint Planning or any time afterward until Sprint Review Take ownership of a new task in it.

Any time as work demands Update status of a PBI or task in it. Any time as status changes Estimate work remaining for your tasks in it. Daily The entire Development Team should collaborate on the plan and create the tasks.

This will create a richer and more honest Sprint Backlog than if only one or two code gurus created the plan. A good approach is to start with a conversation in order to understand the PBI and discuss any potential plan.

The plan can evolve onto sticky notes or a whiteboard, and then finally to records in a software application like Team Foundation Server. This self-imposed requirement could drive the creation of several additional tasks for each PBI in the Sprint Backlog. Also, depending on how the last Sprint went, there d may be additional tasks related to improvements identified at the Retrospective meeting.

This can be done before or after the Daily Scrum, but not during. Most teams I work with prefer to re-estimate their tasks prior to the Daily Scrum, so that any follow-up meetings will have an accurate burndown chart to reference. It is more difficult to assess progress without this information. Tracking actual hours is counterproductive to obtaining the Sprint Goal. I would even call it wasteful. The worry is that once such a metric is created, it would be used in a command and control way.

For example, a manager might see that a set of UX design tasks took 28 hours and then use that as an estimate for future work, or as a stick to beat the designer with if her next set of tasks goes beyond that number—which it could, because software development is very difficult and full of risk. The Sprint Backlog will be empty at the start of a Sprint.

Even high-performance Scrum Teams need to change their plan sometimes. New tasks may have to be created mid-Sprint. When the time is right, the team should decide who will take on that task. The team will take many factors into account, including the background, experience, availability, and capacity of the developer. As the Development Team improves, it will learn to manage risk better, by taking on riskier work early.

The team will also become better at identifying the full spectrum of tasks, at least at a high level, during Sprint Planning. If Sprint burndown charts are being used, they will be more accurate, earlier in the Sprint. The trend lines, which predict when the Development Team will be done with their work, will also be more accurate. Observers of the burndown charts need to understand that the Development Team will know more tomorrow than they did today—so expect change.

The Scrum Master should be able to provide this education. When they were just starting out with Scrum, they would only get one or two PBIs planned out and delay the planning of the rest of the PBIs until the Sprint. They now estimate the tasks collaboratively and find that they are under as many times as they are over. They can live with that. The Increment Scrum is an iterative and incremental software development framework.

Think of it as a hands-on demo or lab environment. As the Development Team finishes a PBI, the demo environment is updated for people to play with the software. This is possible because the Increment contains only done PBIs.

The Product Owner may decide to wait until several related PBIs are completed release by feature , until a certain point in time release by date , as each PBI is done continuous deployment. It must be understandable by the Product Owner, the Scrum Master, and any stakeholders.

The definition can be influenced by organizational, product, and release standards and constraints. For all PBIs that have code, however, the team must create unit tests. There may be times when the Development Team will want to do more than the minimum.

This extra work is typically not worth the value that it adds to the software product. It is the soul of their entire development process. The definition can be changed only in between Sprints.

The Sprint Retrospective meeting provides the opportunity to discuss and change it if necessary. The professional Scrum developer The Scrum Guide does not provide guidance on how to develop a software product.

So what about the other 7 hours and 45 minutes of the day? What should the Development Team, and the individual developers, be doing during that time? The short answer is: the developers should be doing the right thing—even when nobody is looking. There are many longer answers. The contents of this book will hopefully reveal several answers to this question. Remember that developing software is a risky endeavor for both the developer and the customer. The process is a complex undertaking consisting of specifying, designing, coding, and testing.

More things can go wrong than right. Any small mistake or fault on either side can lead to wasted effort— if you are lucky. Some mistakes can lead to outright damage. Ideally the customer will share in these risks. This means that the customer and the developers understand that they are both equally responsible for identifying and mitigating these risks, as well as sharing responsibility if a risk evolves into a disaster of some sort.

They know that they must be resolute, forthright, transparent, and able to compromise in order to reach their goals. These qualities sound similar to those of the chivalrous knights from the Middle Ages —except for the compromising part. Being a career developer myself, I used to agree with that answer. Its updates will supersede this chapter. NET development teams have begun improving the way they plan, track, and manage their software development projects. No longer are they tracking code changes in meaningfully-named.

VSTS code name Burton integrated those pillars of software development and even tossed in reporting so everyone could stay informed. The game of software development had changed forever. It had gone professional. In its first iteration, this stack of tools was marketed as only providing support for the systems development life cycle SDLC. ALM combines business management with software engineering.

Scrum, or any other framework, process, or methodology, is encompassed by ALM. They introduced Microsoft Test Manager to allow teams to create and manage their testing effort. Hierarchical work items enabled a richer breakdown of the planned work. PBI work items could now be linked to multiple child Task work items.

It was during the product cycle that Microsoft gave us the Visual Studio Scrum 1. ALM is a proven set of tools and processes that help organizations manage the entire lifespan of application development, reduce cycle times, and eliminate waste.

It integrates different teams, platforms, and activities with the goal of enabling a continuous flow of business value. This lifecycle includes initiating the project, defining and refining requirements, design, coding, testing, releasing, deploying, and even operating, including monitoring. Newer, rewritten or commercial, off-the-shelf OTS software typically replaces it, along with a migration of the data.

Both can reduce risk and waste. On the other hand, some organizations and products have a very long lifecycle, such as custom line-of-business LOB systems. Delivering continuous value For the most part, our industry has emerged from building one-tier, two-tier, and n-tier applications that are internally managed by an organization. The world is demanding faster and faster cycle times, rapidly realizing the concept released to market.

Neno lives in Hamburg, Germany. Customer Reviews, including Product Star Ratings help customers to learn more about the product and decide whether it is the right product for them.

Instead, our system considers things like how recent a review is and if the reviewer bought the item on Amazon. It also analyzed reviews to verify trustworthiness. Enhance your purchase. Previous page. AddisonWesley Professional. Publication date. September 11, Print length. See all details. Next page. Sam Guckenheimer, Product Owner for the Microsoft Visual Studio product line strategy, acts as chief customer advocate, responsible for end-to-end external design of new Visual Studio releases.

He has 30 years’ experience as software architect, developer, tester, product manager, project manager, and executive. Don’t have a Kindle? It demonstrates the key concepts and techniques of ALM at first with a guide to the overall methodology, and then delves into architecture and testing – illust The growing HTML5 specifications promises to revolutionize the way web sites are developed with an impressive set of built-in client-side features.

Beginning Visual C Programming. Written for novice programmers who want to learn programming with C and the. NET framework, this book offers programming basics such as variables, flow control, and object oriented programming. It provides best-in-class tools that propel developers to create new apps or evolve existing ones, and it enables individuals and teams to deliver continuou Microsoft Visual C Step by Step.

Teach yourself how to build applications with Microsoft Visual C and Visual Studio – one step at a time. Ideal for those with fundamental programming skills, this tutorial provides practical, learn-by-doing exercises for mastering core C language features and creating working applications and components for Windows Professional Visual Studio Scrum software development – Wikipedia.

Agile Software Development with Scrum. The hybridization of Scrum with other software development methodologies is common as Scrum does not cover the Succeeding with Agile: Software Development Download our professional scrum development with microsoft visu eBooks for free and learn more about professional scrum development with microsoft visu.

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Professional Scrum Development With Microsoft replace.me – Free eBook and User Guide Download. Professional scrum development with microsoft visual studio 2012 pdf free

 

Please try again later. Verified Purchase. It gave me a good starting point, an overview of Agile, Scrum, some interesting history of MS using the tool and the methodology. Perhaps I should mention something very obvious: the book specifically describes MS in-house experience in project management, and while it is very interesting, this is not what you or I may be doing for living.

So what works for MS may or may not work for us. I think it should be expected from any book to give you an information, and then you should filter that information through your critical thinking, your life experience and your needs. This was my first intro into what TFS does even though the name changes since have resulted in a product now called Azure DevOps.

This book covers the time period from to and don’t think there is a similar book for releases since then.

As someone who normally uses TFS, rather than drives how it is used – I found this book to be extremely useful. In particular, since I started using the Team Foundation Service, I have become more interested in what features I can choose to use, enable and why.

I learned many tips while also getting a good understanding of fundementals. Excellent book for someone attempting to learn how to step up Visual Studio Team Foundation Server Succeeding with Agile: Software Development Download our professional scrum development with microsoft visu eBooks for free and learn more about professional scrum development with microsoft visu. These books contain exercises and tutorials to improve your practical skills, at all levels!

You can download PDF versions of the user’s guide, manuals and ebooks about professional scrum development with microsoft visu , you can also find and download for free A free online manual notices with beginner and intermediate, Downloads Documentation, You can download PDF files or DOC and PPT about professional scrum development with microsoft visu for free, but please respect copyrighted ebooks.

Professional scrum development with microsoft visu List of ebooks and manuels about Professional scrum development with microsoft visu Nr. Contact Us. Upload eBook. Privacy Policy. Teach yourself how to build applications with Microsoft Visual C and Visual Studio – one step at a time. Ideal for those with fundamental programming skills, this tutorial provides practical, learn-by-doing exercises for mastering core C language features and creating working applications and components for Windows Professional Visual Studio This expert Wrox guide is exactly what you need to get up and running quickly with Visual Studio Because of this separation of duties, the roles should be played by separate individuals.

This mitigates any chance of a conflict of interest. That said, smaller teams may find it necessary to combine roles. The Development Team refers to the subset of the Scrum Team that contains only the developers who will be developing the Increment. On the other hand, teams with more than 9 developers require too much coordination. However, if the Product Owner or Scrum Master is also a developer who will be executing development tasks during the Sprint, then you should count them.

Development Team members may have experience in software engineering, testing, architecture and design, graphic design, database administration, business analysis, technical writing, or other similar specialties. They should burn their business cards and focus on delivering value in the form of working software.

Also, there are no subteams in Scrum, such as testing or QA. The Development Team performs all of the work required to deliver the done increment of the software product.

Table lists the high-level activities that a Scrum Development Team will perform. Sprint Planning. Sprint Planning, Daily Scrum. Attend the Daily Scrum meeting. Daily Scrum. During the Sprint. During the Sprint as needed. Sprint Review. Sprint Retrospective. Continuously learn and improve. Our industry reinforces this.

Development Teams are cross-functional. This means that there is at least one developer on the team who has the necessary skill set to execute some type of work required for the Increment. Ideally, there will be more than one developer who has a required skill set. If not, then the team should strive to improve that by pairing and sharing, or by leveraging some other instructional techniques during development.

Having one single developer on a team with a key skill is a recipe for dysfunction. The composition of the Development Team does not change during the Sprint. This is typically the result of a decision made collaboratively during the Sprint Retrospective meeting. Any change to the team composition is a disruption. It will take time for the Velocity to normalize.

In other words, productivity will initially decrease for a time and then should hopefully increase. Velocity can be measured in the number, size, or business value of those items. Velocity of a single Sprint is not useful, but trending this number of several Sprints shows the general direction of productivity of a Development Team.

Once Velocity has normalized, it is useful in planning Sprints and releases. Dave, Wade, and Raj have solid C experience. This means the Product Owner not only knows the product, its domain, and its vision, but also the users.

Good Product Owners are in touch with the needs of the users. Just knowing how the product works and what to fix is not enough to be a competent Product Owner.

Fellow professional Scrum developer Jeroen van Menen explains the subtle difference: the customer is the one who buys the software, where the user is the one who uses it.

Therefore, the Product Owner must represent the needs of the user and drive value in his or her direction, rather than just trying to satisfy the person writing the check. There is only one Product Owner on a Scrum Team. This helps avoid confusion. The Product Owner is responsible for maximizing the value of the product through the work of the Development Team.

Interaction When Collaboratively plan the Sprint and forecast work. Sprint Planning meeting. Answer product and product domain questions. Groom the Product Backlog including estimation. Take on additional work. Collaboratively plan contingency work.

Demonstrate the Increment and adapt the Product Backlog. Sprint Review meeting. Sprint Retrospective meeting. High-performance Scrum Teams understand the separation of duties between the Product Owner and Development Team and have come to rely on each team member doing his or her part. Keeping the Product Owner focused on what to develop, the Development Team focused on how to develop it, and the Scrum Master focused on ensuring that everyone understands and follows the rules of Scrum is a recipe for success.

Passionate Product Owners tend to be engaging Product Owners. They continuously want what is best for their software product and, more importantly, the value provided to its users. This inspires her to constantly improve and evolve the capabilities of the website. Paula has been using Scrum for about three years. He or she ensures that the Product Owner and Development Team are functional and productive by providing necessary guidance and support.

The Scrum Master is also responsible for ensuring that Scrum is understood by all involved parties and that everyone plays by the rules. He or she is considered a manager, but of Scrum itself, not the project, the people, or the product. The Scrum Master has a softer side too. The ability of the Scrum Master to serve the team by removing impediments to their success is a vital piece of Scrum.

As a servant leader, the Scrum Master achieves results by giving priority attention to the needs of the team. Scrum Masters may also be of service to stakeholders and others in the organization, helping them understand the Scrum framework and expectations from the various players. Next best is a leader who is loved. Next, one who is feared.

The worst is one who is despised. Having a strong background in software development is not necessary, though it can be helpful at times. Scrum Masters must really know Scrum.

A good Scrum Master will also have good communication and interpersonal skills. He or she may have to facilitate interactions with other team members or enable cooperation across roles or functions. Keep this in mind when considering who might make a good Scrum Master. Table lists the ways in which the Scrum Master serves the Development Team. Unfortunately, this is a common reflex for an organization adopting Scrum. The expectation is that Roger will lead the change.

Service When Help facilitate Scrum events. Identify, document, and remove impediments. Provide training, coaching, and motivation. Coach the Development Team on self-organization. During the Sprint as needed Shield the Development Team from interruption and noise. Be relied upon less and less. Over time as the team improves. The duties of the Scrum Master may not require a full-time commitment.

High-performance teams recognize this and may select a Development Team member to play the part-time role of Scrum Master. This role may rotate between developers over time. Full-time Scrum Masters may get folded back into the Development Team, or part-time Scrum Masters may start getting busier as new Scrum Teams emerge in the organization. The Scrum Master role is more flexible than the other roles in this regard. Being a Scrum Master is a career choice for some.

Scott is an expert in Scrum and has years of practical, hands-on experience with various companies and teams. Stakeholders are very important. They represent the necessity for the software.

They also drive the vision and usability of the product by influencing the Product Backlog. In my experience, developers have a tendency to discount non-technical individuals. Stakeholders should not be ignored. That said, some stakeholders can take too much u interest in the development effort and its status, becoming a distraction.

In other words, stakeholders should almost always be kept out of the development process. If anyone has questions about the charts, the Scrum Master can educate them. The Scrum Master should strive to keep stakeholders out of the various Scrum events, with the exception of the Sprint Review meeting. Stakeholders should also not attend the Daily Scrum, as its purpose is to allow the Development Team to synchronize with each other on the upcoming work.

Interaction When Answer any questions the Development Team might have about items in the Product Backlog estimation, planning, etc. As founder of the company, Buzz brought with him many of his pilot buddies to serve as advisors. While they are not technical when it comes to software, they do have deep expertise in the domain of aviation, aircraft, models, and the community.

In addition to these experts, there are a number of other stakeholders who provide feedback on the web application. Some of these are die-hard users of the software—affectionately called the Fans of Tailspin. To that end, he insisted on setting up [email protected] email address to receive email feedback. These emails are routed to a support person who triages the content and works with Paula to add the item to the Product Backlog. Each event is time-boxed, which means that there is a fixed period of time to execute the activities within each event.

Figure illustrates how the events and related artifacts flow together. All events are a m formal opportunity to inspect and adapt something. If an inspection identifies any unacceptable deviation, an adjustment must be made to the product or process. These adjustments should be made as soon as possible to minimize further deviation.

Failure to include or attend any of the Scrum events results in reduced transparency and is a lost opportunity to inspect and adapt. It is a container for all of the other events. This means that the Sprint has begun when the Sprint Planning meeting commences. This is incorrect. If the application is software as a service SaaS , with demanding customers and several competitors, shorter sprints would be more desirable.

Both the customer and the Scrum Team need to collaborate to determine the ideal length of the Sprint. In Scrum, the Sprint is the outer container event for the other four events. This is a change from earlier Scrum guidance, which suggested that the Sprint began once Sprint Planning completed.

Once you start using Scrum, you are always in a Sprint—assuming the software still requires development. There should never be any breaks in between Sprints. Even with very short Sprints, the overhead of the inner events must be factored in, leaving even less time for actual software development. Ideally, the length of the Sprint does not change.

This will correct over time, as will its Velocity. Each Sprint is like a mini-project. The Sprint has a definition of what is to be developed. It also includes a flexible approach on how to develop it.

This will typically be more than just designing, coding, and testing. The Development Team may not decrease any quality goals in order to finish its work.

The resulting product Increment is produced and hopefully accepted by the Product Owner, who may also decide to release the Increment to production. The choice of which day of the week to start and end a Sprint is entirely up to the Scrum Team.

Some practitioners prefer Mondays or Fridays. Fellow professional Scrum developer Jose Luis Soria Teruel cautions against teams that try to always start a Sprint on a given day. The team can inadvertently give the day more importance than having a fixed Sprint length. Changing the Sprint length, even by a day, can affect cadence, Velocity, and the ability to achieve the Sprint Goal. This can occur if the product or organization needs to change direction immediately due to a technology or market reason.

Only the Product Owner has the authority to cancel a Sprint. He or she may do so under the advisement of others, including stakeholders, the Development Team, or the Scrum Master.

The Scrum Team should also re-estimate any undone work, returning it to the Product Backlog. The work done on partially completed PBIs depreciates quickly and may not have any value in the future. Needless to say, canceling a Sprint will generate waste. The team did not experience the productivity gains everyone anticipated.

When they hired Scott the Scrum Master , he recommended moving to two-week Sprints. Their average Velocity over the last six Sprints is The entire Scrum Team attends this meeting. The Development Team collaborates with the Product Owner on the scope of work that can be accomplished.

A groomed and ordered prioritized Product Backlog is required as an input for Sprint Planning. This forecasted work, along with a Sprint Goal and a plan for doing the work the Sprint Backlog , are the outputs. The Sprint Planning meeting is time-boxed, so everyone needs to be laser-focused. Distractions, such as non-topical conversations, should be minimized.

The length of the Sprint Planning meeting is a function of the length of the Sprint, as you can see in Table The order is decided by the Product Owner. If the consensus believes that they can deliver the item in this Sprint, the item is added to the forecast. The Development Team moves to the next item in the Product Backlog. If the Development Team completes their forecasted work early, they can collaborate with the Product Owner mid-Sprint to identify and develop an additional PBI.

Because of this, their Velocity may go up, and a larger forecast might occur at the next Sprint Planning meeting. The Development Team should never forecast more work than they know they can complete. Since software development is very difficult and full of risk, delivering all PBIs every Sprint is unrealistic.

It will take some time to get used to the new term. It may sound like a weasel word to some, but in the long run, its usage will be deemed more honest and transparent.

The Sprint Goal is an objective, in narrative format, that guides the Development Team as they develop the Increment. The Sprint Goal also provides stakeholders the ability to see a synopsis of what the Development Team is working on. This way, there is more cohesion with the goal and the PBIs that are developed during the Sprint.

This cohesion makes it easier to understand the value of the Increment and how it fits into the goals of the product or release. This approach can be difficult for teams who need to develop disparate features and bug fixes for a given Sprint. Nutrient Cycling in Agroecosystems Productivity and economics of lowland rice as influenced by incorporation of N-fixing tree biomass in mid-altitude subtropical Meghalaya, North East India.

Measuring and Monitoring Agile Development Status. You need to define an architectural design process for the LOB applications. Which three architectural goals and principles should you adopt? Each correct answer presents a complete solution. Choose three. Build to change, instead of building to last. Model to analyze and reduce risk. Consider the team velocity. Use models and visualizations as a communication and collaboration tool.

Baseline the architecture to ensure consistency and minimize deviation. Answer: A,B,D Explanation: Consider the following key principles when designing your architecture: Build to change instead of building to last. Consider how the application may need to change over time to address new requirements and challenges, and build in the flexibility to support this. Use design tools, modeling systems such as Unified Modeling Language UML , and visualizations where appropriate to help you capture requirements and architectural and design decisions, and to analyze their impact.

However, do not formalize the model to the extent that it suppresses the capability to iterate and adapt the design easily. Efficient communication of the design, the decisions you make, and ongoing changes to the design, is critical to good architecture. Use models, views, and other visualizations of the architecture to communicate and share your design efficiently with all the stakeholders, and to enable rapid communication of changes to the design. Identify key engineering decisions.

Use the information in this guide to understand the key engineering decisions and the areas where mistakes are most often made. Invest in getting these key decisions right the first time so that the design is more flexible and less likely to be broken by changes.

You have the list of product backlog items PBIs with assigned business values for the first release of the application. You will be working with an established scrum master and development team. You need to plan the release schedule based on your existing backlog.

Which three actions should you and the team perform? Each correct answer presents part of the solution. Ask the development team to decompose the PBIs into individual tasks and estimate hours.

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