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Certified ScrumMaster
www.agilecrossing.com
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Certified ScrumMaster Course Instructor – Roger Brown CST, CSC
Training Transition
Transformation
All slides © 2011 - 2014 Roger W. Brown 2
Course Objectives
You will learn about
The Scrum framework
Common Scrum practices
ScrumMaster responsibilities and skills
And you will be eligible to take the ScrumMaster Certification Exam
3
Scrum Certification Options
Theory Practice Guide
Scrum Alliance is the largest,
most established, influential
professional membership organization in the Agile
world. As part of a growing
community of more than
350,000 members worldwide,
our members are helping us achieve our mission of
"Transforming the World of Work."
www.ScrumAlliance.org
4
CSM Class Backlog
Class Vision Scrum
Foundations Scrum
Execution
Smooth Flow
Scrum Planning
User Stories
Prioritization
Estimation
ScrumMaster Duties
Team Dynamics Close
Technical Practices
Scrum Framework
ScrumMaster Tools
Agility
Class Project
Must
Should
Could
5
Agility
• Scrum implements the Lean principle of
continuous improvement
• Scrum success relies on “Empirical
Process Control” for a continuous
learning cycle we call “Inspect and
Adapt”
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Continuous Improvement
Plan
Do Check
Act
Deming Cycle
Empirical Process Control Transparency, Inspect
and Adapt
Certified ScrumMaster
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Agile Software Development
Dedicated Team Incremental Iterative Frequent Delivery Fully Visible Production Quality Value Driven
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notes
8
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Scrum Framework
• Scrum has 4 meetings and 3 artifacts
• Scrum has 3 roles that share the
responsibility of creating value in small
increments
• The roles complement each other to
create a balanced team
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Scrum Framework
Potentially Shippable Product
Increment
Sprint Backlog
Product Backlog
Release
Planning
Sprint
Planning
Sprint
Review Sprint
Retrospective
Daily
Scrum
1-4
weeks
Story Time
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The Scrum Team
Desired Features
Product Owner
Development Team
Product
ScrumMaster
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Product Owner
Maximizes the value of the work done
o Sets Vision o Manages Product Backlog o Elaborates Features o Reviews Work o Reports Release Progress
Certified ScrumMaster
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Development Team Member
o 7 ± 2 o Cross functional o Full-time o Self-organizing o Empowered
Develops the product with high quality
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ScrumMaster
o Facilitator o Mentor o Coach o Leader o Change Agent
Helps the team improve flow
and throughput The ScrumMaster is the
Heart of Collaboration
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notes
15 16
Scrum Foundations
• Agile implements Lean principles and
dynamics.
• Scrum is one form of Agile, designed
initially for software development but
applicable to other kinds of work.
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Product Development Value Stream
Product Discovery
Product Definition
Product Development
Product Delivery
Product Operation
Support
Scrum/XP
Lean Startup
Lean UX
DevOps Kanban
Scrum is one of several complementary frameworks used to increase organizational agility
Business success comes from maximizing value/time.
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Manifesto for Agile Software Development 2001
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
www.agilemanifesto.org
Agile Manifesto
Certified ScrumMaster
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notes
19 20
Scrum Execution
• Scrum organizes work into 1-4 week time
boxes called Sprints
• Each Sprint has 4 primary meetings
• The bulk of the time is spent creating
value in the form of a product
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Sprint Time Box
S1
1-4 weeks
Steady cadence, fixed length Abnormal Termination If the Sprint Goal cannot or should not be reached for
unexpected reasons, stop and plan a new Sprint
Focus No one can change the Sprint plan except the Scrum Team to add or
remove a PBI
S2 S3 S4
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Sprint Planning Meeting
Product Backlog
Sprint Backlog
Pri
ori
ty
Goal 1: What? • Which PBIs can will comprise our forecast? • What is our Sprint Goal? Ex. Build the shopping cart
Goal 2: How? • Design an implementation plan, often by decomposing into tasks • Double check our forecast
Attended by • Product Owner,
Development Team, ScrumMaster
• Other interested stakeholders
Time-box to 1 hour per week
of Sprint
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Daily Scrum
15 Min
The Three Questions What did you do yesterday? What do you plan to do today? Is anything blocking you?
24
Task Board
Sprint Burndown
Information Radiators
Item
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Sprint Review
• Purpose • Get feedback from the Stakeholders
• Demonstrate the completed stories
• Review progress and adjust future
• Identify new/changed features
• Attendees • Product Owner, Development Team, ScrumMaster
• Any other stakeholders
Preparation • Who will show what? • Deploy to a preview server • Any documentation needed? • Update and show release burnup chart
2 Hours
Show actual running
code!
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Sprint Retrospective
• Scrum Team meets privately
• Goal is process improvement
• Format
• Review results of previous experiments
• Gather Data
Reflect on what worked well, what didn’t
• Generate Insights
Discuss results and new ideas
• Decide Action Items
Consider adopting new practices
Stop doing things that are not working
1.5 Hours
Stop Start Continue
Keep it interesting • Appreciations • Food • Variety
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New! Story Time
Development Team spends 5-10% of Sprint with the Product Owner preparing for the next Sprint
• Reviewing candidate stories
• Getting details and acceptance criteria
• Some technical design
• Estimate new stories
• Considering new ideas
1-2 hours Mid-Sprint Also known as the Backlog Grooming
Meeting
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Sprint Timeline
Sprint 1 Sprint 2
Re
leas
e P
lan
nin
g Sp
rin
t P
lan
nin
g St
ory
Tim
e
Spri
nt
Re
vie
w\R
etr
osp
ect
ive
Continuous Elaboration of Product Backlog Items
Sprint N
Spri
nt
Pla
nn
ing
Sto
ry T
ime
Sp
rin
t R
evi
ew
\Re
tro
spe
ctiv
e
Spri
nt
Pla
nn
ing
Sto
ry T
ime
Sp
rin
t R
evi
ew
\Re
tro
spe
ctiv
e R
ele
ase
…
Daily Scrum is held every day except Review/Retrospective day.
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notes
29 30
Scrum Planning
• Scrum planning is continuous
• Scrum planning happens at 5 levels, each
with a different time horizon
• Progress is tracked using a simple burnup
chart
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Value Driven
Estimates
Features
Schedule Cost
Plan
Driven
The Plan creates
cost/schedule estimates
Waterfall
The Vision creates
feature estimates
Schedule Cost
Features
Value / Vision
Driven
Agile
Source: Sliger and Broderick “The Software Manager’s Bridge to Agility”
Constraints
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5 Levels of Planning
Strategy
Portfolio
Vision
Roadmap
Release
Sprint
Day
P1 P2 P3 P4 P5
Product Backlog
Release 1 Release 2 Release 3
s1 s2 s3 s4 … sN
Scru
m P
lan
nin
g
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Product Vision
• The Big Picture of how the product creates value
• Aligns team and business to the same goal
What is the name? Who is the target customer? What are the key benefits? What are the differentiating features?
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Product Roadmap
First sub-setting of Product Backlog for a long product development time frame
• How many releases?
• When?
• What is included in each?
R1
R2
R3
Continuing Education for Professionals
Undergraduate Degrees
Graduate Degrees
The roadmap will be reviewed and updated as things change
Online University
Product Backlog
Releases
35
Release Planning Meeting
Share the Vision
Create Prioritized Backlog
Forecast Team Velocity
Forecast Release
1-2 days
Release = a series of Sprints resulting in a marketable release of value. 36
Visual Progress
Release Backlog
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Q1 Release
Q2 Release
Q3 Release
How much will we complete?
How much is done so far?
Progress is reported in units of actual product ready for
delivery
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notes
37 38
User Stories
• The Product Backlog is the primary
source of work to be completed and
value to be delivered
• User Stories are simple descriptions of
desired functionality
• Stories are elaborated just-in-time for
implementation
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Product Backlog
• Dynamic set of items to be done
• Prioritized
• Constantly in flux as the situation changes
Story
Story
Story
Spike
Story
Refactor
Story
Defect
Process Change
items are removed
priorities change
items are added
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Backlog Hierarchy
Epic User Story Task Task Task Task
User Story Task Task Task Task
User Story Task Task Task Task
Product Backlog
Sprint Backlog
Business Goal
Planning Implementation
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User Story Template
As a <user role>, I can <do something> so that <I get some value>.
Card – Conversation - Confirmation
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Sample User Stories
As a student, I can get a degree on-line so that I do not have to move near a college campus
As an online student, I can print a copy of my transcript to show an employer
As a degree candidate, I can see which courses I still need to satisfy my major so I can plan my next term
As a professor, I can get student test summary reports so that I can assess my teaching effectiveness
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Where are the details?
(front)
Story 6: Course Catalog Demo As a prospective student, I can browse the course catalog to see if the classes I am interested in are available.
(back)
Story 6 Acceptance Criteria [ ] Has full catalog browse and search controls [ ] Show available dates in summary list [ ] Item click leads to class detail page [ ] Show class star ratings only, no comments [ ] Replace “Register for Course” button with “Join Now!” that links to sign-up page
Automated Tests
Speclet • formula • UI design • business rules
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notes
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Prioritization
• Priorities help the Scrum Team decide
what to do next
• Priorities help with long term planning
• Prioritization can be done in many ways,
based on many criteria
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Prioritization - MoSCoW
o Business value
o New knowledge
o Risk/Complexity
o Desirability
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Story Map
Epic
I can browse by
department
I can search by subject
I can register
I can read content
I can browse by
title
I can unregister
I can browse by professor
I can join a waitlist
I can take tests
I can search by date offered
I can search by major
I can take classes on-line
Browse Search Register Attend Reports
I can do homework
I can print my
transcript
I can see my grade for a class
I can browse by popularity
Theme
Must
Should
Could
Pri
ori
ty
Smaller stories give more options for prioritizing for max value
I can print my
schedule
I can print my report
card
I can chat with
classmates
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notes
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Certified ScrumMaster
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Estimation
• Agile estimation is done at both the high
level and the low level
• Estimates are used for planning and for
tracking progress
• Estimates are done quickly, by the
Development Team
• Estimates are not commitments
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Why Estimate?
Story Points • High Level
• Compare one story to another
• Forecast Releases and Sprints
Task Hours • Low Level
• 1-8 hours for a Story element
• Refine Sprint plan
• Track Sprint progress
1 2 3 5 8 13
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Estimation Basics
Quick
Story 1: Home Page As a prospective student, I can view the college services so that I can decide if I want to apply.
2 Story 17: Major Progress
As a degree candidate, I can see which courses I still need to satisfy my major so I can plan my next term
5
Quick
Relative
Guess
Done by Team
More than 2x effort required
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Affinity Estimating
Groups of 2-3 people choose some stories
Put in column with similar sized stories
Team members
can move stories
Visual grouping for quick comparisons
1 2 3 5 8 13 20
Start with numbers
or arrange by size
first
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Velocity
5
12
27
32
36 38
40 37 38
40
0
5
10
15
20
25
30
35
40
45
1 2 3 4 5 6 7 8 9 10
Sto
ry P
oin
ts C
om
ple
ted
Sprint
Team Velocity
How many story points can the Team complete in a Sprint?
Varies by circumstance, increases with
experience
Aggregates Team dynamics and organizational
factors
Is measured, not “managed”
Velocity is sum of estimates of
stories completed
Measurement is more reliable
than estimation 54
The Elements of Agile Planning
Product Backlog
Must
Should
Could
Won’t in this
Release
s1
s2
s3
…
sN
Release as often as possible
Newsworthy Release Event
Tim
e
Sprints
Priorities Which items are most valuable?
Velocity How much can the team complete in a Sprint?
Estimates How much effort is expected for each item?
Product Backlog What functionality Is needed for financial success?
Release Forecast (volume):
1. How long will it take? Number of Sprints = Total Backlog/Average Velocity 2. How much can we do? Percent of Backlog = Total Backlog/(Average Velocity * Number of Sprints)
Release = a series of Sprints resulting in a marketable delivery of value.
Certified ScrumMaster
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notes
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ScrumMaster Duties
• The ScrumMaster is responsible for the
health and growth of the Scrum Team
• The ScrumMaster is a productivity
multiplier for the team and has
responsibilities across multiple
dimensions
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ScrumMaster Scope
Level Skill Set
Performing Change Agent Servant Leader Coach
Norming Mediator Mentor
Forming Protector Facilitator
Co
mp
ete
ncie
s
Team
Matu
rity
Org
an
izati
on
al
Reach
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Facilitator
• Keep meetings productive and short
• Achieve consensus
• Keep the charts and data
• Run errands
Forming
59
Protector
• External parties not honoring the Scrum rules
• Team Members distracted by external events
• Team not keeping to their agreements
• Dev Team overcommits based on Product Owner pressure
• Team gets complacent
Forming 60
Mentor
• Mentor your Team and Product Owner
• Scrum glossary http://www.innolution.com/resources/glossary
• Teach others in Scrum
• Forums • http://groups.google.com/group/scrumalliance
• http://groups.yahoo.com/group/scrumdevelopment/
• Certified ScrumMasters group on LinkedIn
• Self-study
• Local Scrum Groups
• Scrum Gatherings
Norming
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Mediator
• Interpersonal conflicts
• Working with other teams and SMs
• Building bridges across departments
• Proactive management of impediments
Norming 62
Coach
• Lead people to their own solutions
• Aware of the bigger picture
• Able to mentor individuals
• Knows when • to be prescriptive • to nudge • to keep distance
It’s better to be paying attention than to have all
the answers - Ward Cunningham
Performing
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Servant Leader
• Lead vs. Manage
• Lead to make others better
• Increase teamwork and personal involvement
• Lead by example
See Robert K. Greenleaf Performing 64
Change Agent
Patience is advised. “A dead ScrumMaster is no help to anyone.”
- Ken Schwaber
Satir Change Model Performing
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Day in the Life of a ScrumMaster
Manage impediments Facilitate meetings Mediate and negotiate Teach Scrum Manage the process Assist the Product Owner
Observe and coach Team Encourage excellence Protect Team from distractions Build relationships Promote Organizational Agility Administer
ScrumMaster 7 Team Members Productivity
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Managing Impediments
• Technical
• Process
• Interpersonal
• Structural
• Cultural
ha
rde
r
Categories
Approaches
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notes
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Class Project
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notes
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Team Dynamics
• Teams go through stages
• Scrum uses motivators that are more
effective than traditional financial
motivators
• Scrum defines a set of core values to
guide team collaboration
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Tuckman's Team Development Model
Storming Leader mediates
and focuses
Forming Team is dependent
on the leader
Norming
Leader facilitates
Performing Leader delegates
and oversees
• Teams go through four stages
• Teams can regress when
membership changes
• A mature team may need no
leadership
Time
Effe
ctiv
en
ess
The leader’s goal is to make the team
self-reliant and then move on
72
Motivation
• Financial rewards often give poor results • Intrinsic vs. extrinsic motivation • People are motivated by
• autonomy • mastery • purpose
See Dan Pink, TED.com and Drive
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Scrum’s Values
All work performed in Scrum needs a firm basis of values to serve as a foundation for the team's
process and principles. Through the use of teamwork and continuous improvement, Scrum both creates these values and relies on them.
Focus. Because we focus on only a few things at a time, we work well together and produce
excellent work. We deliver valuable items sooner.
Courage. Because we are not alone, we feel supported and have more resources at our
disposal. This gives us the courage to undertake greater challenges.
Openness. As we work together, we practice expressing how we're doing, and what's in our way. We learn that it is good to express concerns, so that they can be addressed.
Commitment. Because we have great control over our own destiny, we become more
committed to success.
Respect. As we work together, sharing successes and failures, we come to respect each other,
and to help each other become worthy of respect.
If an organization will let Scrum do its work, they will discover the benefits from Scrum and will begin
to understand why these values are both needed by Scrum, and engendered by Scrum.
www.agileatlas.org/atlas/scrum
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notes
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Smooth Flow
• Scrum works best when the Team
achieves a smooth flow of work
• Scrum dynamics are based on the
mathematics of queuing theory that we
use to manage the Internet
• Defining Ready and Done will
dramatically reduce time waste
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Pull Systems
Push systems overwhelm capacity, creating turbulence, rework, waste and delay
Pull systems have a steady flow that provides predictability
Push
♫
77
Small Batches
Small batches move through
a system quicker
Single-piece-flow reduces the wait time
and moves risk to the
margin
Minimize work in progress
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Backlog Grooming
Product Owner spends 30% of their time working on the Product Backlog
• Identify new stories
• Splitting epics and stories
• Updating Release Plan with current velocity data
• Adjusting priorities
• Preparing next stories
• Designing user experience
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Definition of Ready
PO negotiate with the Development Team - What they need for each story - When they need it
Sample Right size Screen sketches Acceptance criteria Dependent stories? Speclets INVEST
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Definition of Done
• When estimating size, consider all the work needed to complete the story
• The Definition of Done may evolve over time
Unit tested to 90% coverage Code reviewed Acceptance tests pass UI Tested User Help updated Scales to 1 Million Users Meets current response time targets
Sample
May also have one
for sprints and
releases
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Sprint Flow
Sprint N Sprint N+1
Candidate Stories for N+1 (1.5 x velocity)
Definition of Ready
Screen Designs for N+1 (LoFi)
Continuous Product Backlog Grooming
Story Time Sprint Planning
Definition of Done
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notes
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ScrumMaster Tools
• Some tips on managing impediments
• Listening skills are key to success
• Knowing how to ask powerful questions
will help you coach the Team
• Modeling desired behavior and use of
language can have a strong influence on
your Team
• Pointers to more tools
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Listening
Level I – Internal Listening
How can I make this about me?
Level II – Focused Listening
Connected to what they are saying
Level III – Global Listening Also hearing tone, posture,
surrounding environment
Source: Co-Active Coaching, Whitworth, et al.
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Powerful Questions
• Open-ended
• Value neutral
• Lead to discovery
• Reveal underlying assumptions
When in doubt, Ask the Team!
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“Art of the Possible”
The Power of Positive Language
Yes, and …
creativeemergence.typepad.com
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notes
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Technical Practices
• Agile technical practices enhance Team
success
• Agile Testing Basics
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Agile Development Practices
• Co-location
• Pair Programming
• Refactoring
• Automated Acceptance
Testing
• Test-Driven Development
• Continuous Integration
• Exploratory Spikes
• Legacy System
Strategies
• Evolutionary Design
• Agile Architecture
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The Testing Pyramid
Manual Tests through UI
Automation Suites
Unit Tests
Automated UI Tests
Automated Acceptance
Tests
Unit Tests
Exploratory
testing
Traditional (find defects)
Agile (prevent defects)
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Single Piece Flow
Do This
Don’t Do This
Smaller batches,
higher throughput
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notes
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Closing
• You are ready for the exam
• Open questions will be answered in
follow-up email
• Feedback
94
Closing
o Parking Lot
o Class Evaluation
o Class Picture
o Exam Reminder
o Follow-up Support
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Instructor
Roger Brown
• Agile Coach
• Scrum Alliance
• Contact Web: www.agilecrossing.com
Email: roger@agilecrossing.com
Twitter: @rwbrown
Blog: www.agileCoachJournal.com
LinkedIn: http://www.linkedin.com/in/rogerwbrown
V 5.8.1
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