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vault backup: 2025-01-14 18:39:04

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Claudio Fritsche
2025-01-14 18:39:04 +01:00
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.obsidian/workspace.json vendored
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5 Media/0 Books/More Effective Agile by Steve McConnell.md
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@@ -57,7 +57,14 @@ The main common failure is not to use SCRUM in its entirety, but only implement
- PO's agenda differs from the business's: team works towards a different goal than the business
- PO does not represent typical users --> for example: PO is a power user of the software
- PO refuses to abide by scrum rules --> change requirements mid sprint, or other disruptions
- **Insufficient Product Backlog refinement**: the backlog is the developer's food and you never want to starve your development team. The PO's job is to update the backlog continously and keep it high quality..
- **Insufficient Product Backlog refinement**: the backlog is the developer's food and you never want to starve your development team. The PO's job is to update the backlog continuously and keep it high quality. Split too long stories into 2, write down details of other stories to create nice work packages for the developers,
- **Stories Too large**: should be completable within a single sprint. For a team of recommended size (3-9) aim for 6-12 stories per sprint. The maximum story size should consume max half the team for max half the sprint, most stories should be smaller
- **Daily Standup not held daily**: Stick to it, no matter what. Focus on the 3 questions: what did you do yesterday, what do you do today, what is blocking progress? Keep it time boxed to 15 minutes --> max 2 minutes or so per person.
- **Overly long sprints**: Most sprints are 2 weeks. 3 weeks or longer is too risky because of: planning mistakes, too optimistic commitments, procrastination and so on.
- **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
### Enjoy the Fruits of Your Labor

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Temporary/Agile Implementation Plan.md
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## Scrum
### Roles
#### 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.
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.
### 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.
- The team should aim to complete 6-12 stories per sprint (assuming recommended team size (3-9))
---
## Current faults discovered
- Excessive schedule pressure --> focus on appear