vault backup: 2025-01-15 10:18:04

.obsidian/workspace.json

@@ -631,15 +631,15 @@
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5 Media/0 Books/More Effective Agile by Steve McConnell.md

@@ -21,6 +21,11 @@ status: not_started
 > - If I implemented one idea from this book right now, which one would it be?
 > - How would I describe the book to someone else?
 
+
+
+> [!Quote] Inspect, Adapt & Grow
+> Contents
+
 ---
 ## Ideas and Thoughts
 
@@ -42,6 +47,16 @@ status: not_started
 - Who is product owner? 
 - What roles do we want?
 
+### What's Really Different About Agile?
+Main Benefits of Agile vs Sequential:
+- Short release cycles allow for more timely and less expensive correction of defects and faster feedback loops, meaning you can learn and adapt faster. 
+- End-to-End development in small batches allows for testing and faster feedback loops
+- Just-in-time planning doesn't waste time creating plans that are then thrown away.
+- Just-in-time requirements results in less time invested upfront for requirements that might eventually be discarded
+- Continuous automated testing is very powerful
+- Frequent, structured collaboration: daily scrum, sprint planning, sprint retrospective
+- focus on empirical, responsive improvement model allows the team to learn and grow fast.
+
 ### More effective Agile beginnings: Scrum
 
 The main common failure is not to use SCRUM in its entirety, but only implement certain parts. Scrum is already broken down to the minimum processes, everything you take away in addition will break the system (might not apply to power scrum users, but certainly to beginners).
@@ -64,8 +79,17 @@ The main common failure is not to use SCRUM in its entirety, but only implement
 - **Emphasis on Horizontal Slices Rather than Vertical Slices**: Vertical slices refer to end-to-end functionality across the technology stack. horizontal slices on the other hand do not produce any demonstrable business-level functionality. Focusing on vertical slices supports better feedback loops and earlier delivery of business value. 
 - **Separate Development Teams and Test Teams**: A common holdover from sequential development. Scrum team needs cross-functional expertise to operate effectively.
 - **Unclear Definition of Done (DoD)**: When something is marked as done, the team should have confidence that it is actually done, meaning no more work remains for that item in order to add it to the production release.
-- **Not Driving to a Releasable Level of Quality Each Sprint**: Excessive schedule pressure is that team puts focus on appearance of progress above actual progress
+- **Not Driving to a Releasable Level of Quality Each Sprint**: Excessive schedule pressure is that team puts focus on appearance of progress above actual progress. Another example is skipping the testing, in order to get more actual code done (also related to DoD). Successful agile teams drive each story to production level before tackling the next one.
+- **Retrospectives not held**: when feeling overwhelmed by the amount of work, teams often skip retrospectives. This is a huge mistake! Without it you don't learn from planning and commitment mistakes leading to the same problem over and over again.
+- **Retrospectives not Implemented in the next sprint**: doing the retrospectives, but not applying the learnings. This means you cannot progress.
+- **Scrum And**: You don't need more than scrum to start.
+- **Ineffective Scrum Master**: Scrum master is responsible for avoiding these failure modes.
+	- No scrum master
+	- Scrum Master is supporting too many teams
+	- Dual Scrum Master prioritizes development work over Scrum work
+	- Scrum Master does not understand Scrum well enough to coach the team and project stakeholders
 
+All points above share that they usually diverge from pure Scrum, meaning they implement "Scrum, but...". Further all attributes demand high discipline practices, meaning if the system is not properly set-up the people tend to drift away from it. The scrum master is responsible for ensuring those practices and the meetings (sprint planning, daily scrum, sprint review and sprint retrospective) provide structural support as well as social support to stick to the scrum.
 
 ### Enjoy the Fruits of Your Labor
 The agile mindset is about decriminalising mistakes and develop a Growth Mindset. Use mistakes as learning opportunities, Inspect and Adapt, and gradually become better.

Temporary/Agile Implementation Plan.md

@@ -12,6 +12,11 @@ tags:
 #### Product Owner
 The product owner is responsible for the requirements definition. The right requirements and their appropriate prioritization is crucial for the success of a project. Therefore it is very important to hire excellent personnell for this role, since it has a high leverage. See [[More Effective Agile by Steve McConnell#Most common Challenges|Most common Challenges with product owners]] for more details.
 
+### Meetings
+#### Sprint Planning
+#### Daily Standup
+
+#### Retrospectives
 ### Work Units
 - Stories should be completable within a single sprint:
 	- The team should decompose its stories so that no single story consumes more than half the team for half the sprint; most stories should be smaller.
@@ -20,4 +25,14 @@ The product owner is responsible for the requirements definition. The right requ
 
 ---
 ## Current faults discovered
-- Excessive schedule pressure --> focus on appear
+- Excessive schedule pressure --> focus on appearance of progress above actual progress (see [[More Effective Agile by Steve McConnell|More Effective Agile]], page 51)
+
+
+## Core Culture Values
+- Open mistake and learning mentality: includes retrospection after sprints: could I have done more, should I have done less? Is the quality release quality?
+- Commitment mentality: every team member is included in the planning and commits personally to what they can reasonably do in the next sprint.
+
+## Risks associated with Scrum at OneSec
+- We don't understand scrum well enough to properly implement it. Or to properly coach the entire team how to stick to the rules
+- [[Floris]] cannot give away responsibility to the team.
+- Not following it a 100% --> do "Scrum, but..."