the dbt framework 1 - career insights · pmo in support of the pmo plan and strategy are reviewed...
TRANSCRIPT
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The DBT Framework 1.9
BY KEJI GIWA
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Programme Office
Program Plan
Prioritisation
Budget
Project Plan
Plan / Actual / Tolerance
Milestones
Stage PlanTeam Plan
• Tasks
• Sub Tasks
Team Plan
• Tasks
• Sub Tasks
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DBT Project GovernanceTool Project Governance Template
Purpose To create a decision framework for the PMO office and project managed by the PMO office. This consists of:
Structure and People
The governance committee, project sponsors, PMO office and project team.
RACI
Define who is responsible, accountable, who needs to be informed and consulted.
When Project governance strategy must be identified and agreed during the Strategy and Initiation stage and implemented during
the Plan and Assemble stage.
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The DBT Governance Structure provides support for the
team to execute and deliver the project outcomes
As N
eed
ed
Weekly
Sponsors programs for overall business strategy
Programme Office
Adore SCaroline A
Executes project, works to resolve issues, provides regular updates and escalates issues as necessary
Directs the programs while there is still business value, change authority and project assurance
Daily
Project Portfolio / Project Workstream Leads
Project Managers
Project Sponsor
Board of
Directors
Project Work stream Team Manager
Business
Analyst
QA
Manager
Head of
SiteTech Lead
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5
Team roles & method of communicationGoverning
StructureGeneral Responsibilities Role Who Comms
Project Sponsor • Provide support and direction to the project team on deliverables and
actions
• Help remove organizational barriers
• Align with all other client and Tellallmyfriends work efforts
Executive members • Names here Monthly
Meetings
Programme Office
/Project Board /
Project Steering
Committee
• Accountable to Execs for deliverables and implementation
• Responsible for working with the team to set objectives and goals
• Accountable for risk mitigation, resource alignment, communication and
change leadership plans, and optimal working across workstreams
• Project Sponsors
• Senior Stakeholders
• Names here Weekly
meetings,
Status reports
Project Team • Responsible for execution of the plan toward meeting targeted
objectives, including scope, schedule and resources
• Facilitate alignment and optimal working across team structures and
functional workstreams
• Responsible for ensuring that the solution satisfactorily meets the
agreed-upon success criteria for the project
• Escalation point for any issue that cannot be satisfactorily resolved
within the workstream
• Responsible for risk mitigation, resource alignment, communication and
change leadership plans, and optimal working across workstreams
• Project Lead
• Project Manager
• Workstream Leads
• Members of the
extended Team (when
required)
• Names here Daily
meetings,
Status reports
Supporting Teams • Provide necessary organization support from finance, HR, operations,
change leadership, client teams, or any other required function or role
• Names here As Needed
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6
Examples of roles and responsibilitiesRole Responsibility Named Individual
Project Steering Committee • Directing the project, change authority and project assurance Name here
Project Manager • Manage, monitor and control the project Name here
Business Analyst • Justify, translate and communicate business requirements Name here
Tech Lead • Implement, quality assure and deliver a fully functional system Name here
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Program Director / Manager A program manager is first and foremost a leader.
In fact, the program manager's main leadership duty is to turn chaos into clarity for the team. People need clear direction and circumstances that allow them to be successful. The program manager must establish such direction both within and outside the organization through a variety of means. Additionally, the program manager may have to accept calculated risk when he or she is unable to obtain clarity from the organization and then define clarity in his or her own terms
The primary difference between a program manager and a project manager can be summed up in the words create and comply. The program manager is responsible for creating the business environment culture the project manager complies with to execute.
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Project Manager
The project manager's role in
a nutshell, is the overall
responsibility for the
successful planning, execution,
monitoring, control and
closure of a project.
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Project Managers Toolkit
Approach
• Framework
• Governance
• Methodology
Control
• Business Case
• Stakeholder Analysis
• Communication Plan (RACI)
• Project Planning
• Resource Planning & Budgeting
• Checklist
• RAID
• Change Control
• Quality Control
• Configuration Management
Reporting
• Status Reporting
• Issue Reporting
• End Stage Reporting
• Highlight Reporting
• Exception Reporting
• Checkpoint Reporting
• Dashboard
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PMO Analyst - Worked with executive management to
develop the strategic direction of the PMO- Contributed to the develop of the PMO's strategic plan- Developed new processes- Performed process improvement activities
- Developed and delivered training- Participated in project selection activitiesPMO in support of the PMO plan and strategy are reviewed and continually improved upon. In this context, the PMO analyst is not so much invloved with project-related analysis but rather analysis related to the effectiveness and performance of the PMO as a business unit.
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Project Planner Develop and define project goals and objectives.
Monitor and analyze project effectiveness using qualitative and quantitative tools.
Recommend and implement modifications to improve effectiveness and attain project milestones.
Plan, coordinate and monitor activities of assigned projects to develop and implement procedures, processes and systems.
Educate employees in methods to ensure project continuity and completeness.
Develop detailed task lists and work effort assessment.
Prepare short and long-term resource allocation plans based on input from all key players and team members.
Oversee schedules and risk management plans and provide serious deviations warnings hindering project results.
Identify changes in work scope in the project plan.
Ensure to take appropriate planning measures with all clients to reassess, renegotiate and amend scope of work responsibilities, proposals, contracts and budgets.
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Project Coordinator Provide support to the Project Manager and Work Stream
Managers on all aspects of the project.
Ensure that the project team follow all governance and process as defined by PMO and to ensure that all reports are submitted on time and in the format required.
Be called upon by the Project Manager to undertake specific tasks other than those listed in the responsibilities below.
Responsibilities
Set up and maintain project control filesEstablish document control procedures and set-up and maintain project documentation management
Collect actuals data and forecasts and produce consolidated actual/accrual/forecast reports
Update central project plans, support Workstream Lead in maintaining their workstream plans and ensure alignment between workstream plans and central project plans
Administer or assist the quality review processAdminister change control process
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Program Management
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Program Management
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Program Management
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Our Programs
DBT
HMC
iOS Android Analytics
CI
Personality test
Interview Q & A
Video Tutorials
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Prince 2
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The Prince 2 Process
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Prince 2
RINCE2 (an acronym for PRojects IN
Controlled Environments) is a de facto process-based
method for effective project management. Used
extensively by the UK Government, PRINCE2 is also
widely recognised and used in the private sector, both in
the UK and internationally. The PRINCE2 method is in the
public domain, and offers non-proprietorial best practice
guidance on project management.
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Key features of Prince 2
Focus on business justification
Defined organisation structure for the project
management team
Product-based planning approach
Emphasis on dividing the project into manageable and
controllable stages
Flexibility that can be applied at a level appropriate to the
project.
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Prince 2Principles
• Business justification
• Learn from experience
• Roles and Responsibilities
• Manage by Stages
• Manage by exception
• Focus on products
• Tailor to suit the project environment
Processes
• Starting Up a Project (SU)
• Initiating a Project (IP)
• Directing a Project (DP)
• Controlling a Stage (CS)
• Managing Product Delivery (MP)
• Managing Stage Boundaries (SB)
• Closing a Project (CP)
Themes
• Business Case
• Organisation
• Quality
• Plans
• Risk
• Change
• Progress
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Live Hap
Happy After
The Relationship Framework
Dating
Courtship
Planning
Intro Engagement WeddingHoney moon
S S
S
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Live Hap
Close
The Prince 2 FrameworkSU
Initiate
Control
MP MP MP MP
S S
S
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The Prince 2’s Approach to Project Management
•Project Brief
•Project Governance
•Acceptance Criteria
•Stakeholder buy-in
•Authorise Initiation
Business Justification
•Business Case
•Requirement Specification
•Project Plan
•Risk Management Strategy
•Quality Management Strategy
•Configuration Management
•Progress Management & Control
Initiation•Manage By Stages
•Managed By Exception
•Control Documents
•Continuous Progress Reporting
•Quality Stage Reviews
•Project Delivery
Progress Monitoring & Control
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Live Hap
Close
The DBT FrameworkConceptualise
Strategise & Initiate
Plan, Assemble & Control
Analyse Design Develop Test Deploy
S S
S
S
Implement & Test
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WAGILE MethodologyConceptualis
e the Idea
Strategise &
Initiate
Plan,
Assemble &
Control
Deploy &
Close
Implement & Test
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WAGILE MethodologyConceptualise
the Idea
Strategise &
Initiate
Plan, Assemble &
Control
Deploy & Close
Implement & Test
Phase 1
Phase 2
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Process Flow
Conceptualise the Idea
Strategise & Initiate
Plan, Assemble & Control
Implement & Test
Deploy and Close
Directing the Project
M M M MAnalyse
Design
Develop
Test
Deploy
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PMO Framework
Conceptualize
the idea
Plan
& Assemble
Implement
& Test
Deploy, Close
& Support
Strategies &
Initiate
• Business Analyst, Project
Manager
• Project Sponsor
Who
Stage 2: Project is approved to begin, resources allocated, project team approved
• BA (Justifiable business
case), Project Manager
(initiates the projects),
Project Sponsor (authorises
the project)
Stage 1: Proposed concept is defined, outlined and approved for initiation
Stage 3: Plans approved, detailed project set up complete, resources secured, implementation begins
Function
• Definitive scope work (MOSCOW) based on
business value (IBV, MBV, LBV).
• Resource allocation and budgeting
• Definitive project plan
• Requirement spec / Product backlog
prioritisation, sprint planning meeting
• BA / Tech Lead
• Project Manager
• QA Manager
• Project Manager (project
planning, resource
allocation & budgeting)
• BA (req spec)
• Tech Lead
• QA Manager
• Waterfall / Agile using the SDLC - Deliverables,
System Test, Bug fixing, UAT, Defect
Management,, System Integration, Client Review
• Ensure project is completed as planned
• Submit Application
• Ensure any ongoing work is handed over
• Go live
Stage 4: Implement & Test
Results
Project brief (Terms of reference,
project charter) - Purpose outlined,
Business Case Outlined,
Authorise Initiation
PMO Toolkits & PMO office setup
Justifiable business case, Project plan ,
Comms plan, stakeholder analysis,
benefit review plan, project
management strategies
Project control & Reporting tools –
Approve project
• Define proposed project in concept, Prepare project
brief
• Assemble project team, capture previous lessons
• Select project approach & plan initiation stage
• Outline business case, preliminary risks, assumptions
•
• Create a justifiable business case
• Define scope, resources, timeline, budget and
tolerance for project
• Project Governance , stakeholder analysis,
communication plan
• Project plan, project controls, reporting tools,
resource planning and budgeting
• Project Manager, Tech Lead
• QA Manager , BA
• Project Sponsor
Plans aligned with project objectives
Plans sufficiently detailed to track &
manage progress and deliver benefits
Sprint planning & Burn down chart
Deliverables built incrementally
Start implementation
Full Functional Application
Development
UAT and Client Sign off
All deliverables accepted
Benefits secured, Open activities
transitioned
Lesson’s learnt, Project closure
Stage 5: All scoped deliverables complete
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MOSCOW
Burn Rate &
Project
Profitability
Detailed
Requirement
List
Resource
Allocation &
Budgeting
Define
Project
Approach
Analyse
Support
Checklist
Client Sign
Off
Dev >
Staging >
Live
Agree
Status /
Progress
Reporting
Process
Capture
Previous
Lessons
Project
Proposal
Project
Controls
Definitive
Project Plan
RAID Doc
Change
Control
Process
Client
Feedback
Process
Project
Governance
Lessons
Learned
Stakeholder
Analysis &
Comms PlanProject Brief
Agree
Checkpoint &
Quality
Review
1. Conceptualise
the Idea
2.
Strategise &
Initiate
3.
Plan,
Assemble &
Control
4.
Implement
&
Test
5.
Deploy, Close &
Support
Assemble
Project Team
Justifiable
Business
Case
Defining
Scope of
Work
Reporting
Tools
Project Plan
& Resource
Planning
Implement
SDLC
Approach
Benefit
Review Plan
Develop
Test
Design
Deploy
Supporting
Documentati
on
Follow On
Recommend
ation
Lessons
Learnt
Report
Phased
Release
Development
Immediate
Business
Value
Mid Term
Business
Value
Long Term
Business
Value
Process Flow
Waterfall Approach
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Burn Rate &
Project
Profitability
Detailed
Requirement
List
Resource
Allocation &
Budgeting
Define
Project
Approach
Product
Backlog
Prioritisation
Support
Checklist
Client Sign
Off
Dev >
Staging >
Live
Agree
Status /
Progress
Reporting
Process
Capture
Previous
Lessons
Project
Proposal
Project
Controls
Definitive
Project Plan
RAID Doc
Change
Control
Process
Client
Feedback
Process
Project
Governance
Lessons
Learned
Stakeholder
Analysis &
Comms PlanProject Brief
Agree
Checkpoint &
Quality
Review
1. Conceptualise
the Idea
2.
Strategise &
Initiate
3.
Plan,
Assemble &
Control
4.
Implement
&
Test
5.
Deploy, Close &
Support
Assemble
Project Team
Justifiable
Business
Case
Defining
Scope of
Work
Reporting
Tools
Project Plan
& Resource
Planning
Implement
SDLC
Approach
Benefit
Review Plan
Sprints
(Iterations)
Incremental
Deliverables
Sprint
Planning
Meeting
QA
Supporting
Documentati
on
Follow On
Recommend
ation
Lessons
Learnt
Report
UAT
Phased
Released Dev
Plan
Immediate
Business
Value
Mid Term
Business
Value
Long Term
Business
Value
Sprint
Reviews
Process Flow
Agile - Scrum
MOSCOW
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Using SDLC
Feasibility Analyse Design Develop Test Deploy Maintain
The approach is defined at the conceptualise stage of the framework and implemented at the Plan, Assemble and Control Stage.
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Waterfall
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Project Approach: WATERFALL APPROACH
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Software
Hardware
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Modules Senses
Sight - eyes
Smell - notse
Touch – hands & legs
Organs
Liver
Heart
kidney
Skeleton
Skeleton – hand
Skeleton - finger
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WAGILE MethodologyConceptualise
the Idea
Strategise &
Initiate
Plan, Assemble &
Control
Deploy & Close
Implement & Test
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WAGILE MethodologyConceptualise
the Idea
Strategise &
Initiate
Plan, Assemble &
Control
Deploy & Close
Implement & Test
Phase 1
Phase 2
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U S 1Fi
F2
F3
AGILE DEVELOPMENT PROCESS
User Story 8
User Story 7
User Story 6
User Story 5
User Story 4
User Story 3
User Story 2
User Story 1
Deliverables 1
Deliverables 2
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Scrum Development Process
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WAGILE MethodologyConceptualise
the Idea
Strategise &
Initiate
Plan, Assemble &
Control
Deploy & Close
Implement & Test
Phase 1
Phase 2
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WAGILE MethodologyConceptualise
the Idea
Strategise &
Initiate
Plan, Assemble &
Control
Deploy & Close
Implement & Test
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The Creator & Developer
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When Waterfall Goes Right
Defined Timeline: 9 Months
Modules Already exist and easy to define.
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When waterfall Goes Wrong
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Agile
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Must / IBV
End User Needs
Should / MBV
End User Wants
Could / LBV
End User Don’t Mind
Won’t / NBV
End User Don’t Want
End user requirements based on business
value
MOSCOW PRIORITISATION MODELLING IN LINE WITH BUSINESS VALUE (BV)
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Prioritising Requirements
InputBottom
LineBigger Picture
Business Value
Business Needs / Success Criteria
Opinions
Facts
End User / Use Led
User Requirements
Need
Want
Don’t Mind
Don’t Want
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SME – Subject Matter Experts
Identify staff responsible for implementing key stages of
the project with subject matter knowledge, expertise and
application
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Constant collaboration
Working across cross functional teams
Stakeholders / Clients / SME PM, BA & Product Owner
Designers & DevelopersQA Team
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Stakeholder Analysis
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Stakeholder Analysis
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Stakeholder Analysis
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Communication PlanProject
Sponsor
Project
Manager
BA UX Tech Lead Developer QA Tester
Justification A I R I C - - -
Analysis I A R C C I I I
Design I A C R C I - -
Implementation I I C C A R I I
QA I I I I I C A R
Deploy I A I I R C C I
RACI – Responsible, Accountable, Consult, Inform
Establish: Method of Communication & Frequency of Communication.
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Communication PlanMethod of
Communication
Frequency of
Communication
Project Sponsor Email / Conference Ad hoc
Project Steering Committee Email / Conference Fortnightly
Project Manager Weekly Status
Meeting
RACI – Responsible, Accountable, Consult, Inform
Establish: Method of Communication & Frequency of Communication.
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U S 1Fi
F2
F3
AGILE DEVELOPMENT PROCESS
User Story 8
User Story 7
User Story 6
User Story 5
User Story 4
User Story 3
User Story 2
User Story 1
Deliverables 1
Deliverables 2Teenage
Sprint
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VersionRelease
UAT
QA(Components,
Integration, System)
Back End Development
Software RequirementSpecification
User Story
User Journey
(Wireframes, Key screens)
Phase 1Core Functionality
Phase 2
Improved Functionality
Phase 3Additional Functionality
Prioritisation
Analysis
Test PlanTest Cases
1
2
3
4
5
6
7
8
Customer AcceptanceCriteria &
Expectations
Usability Validation
Usability Evaluation & GUI
FunctionalityCross Browser
TestingCross App Testing
Performance Testing
GUI TestingBrand Guidelines
GUI TestingBrand Guidelines
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Defining the Scope of the Project (MOSCOW)
Scope
Acceptance Criteria
Must
Must be implemented within the allocated time,
budget and resources
Quality Expectations
Should
Only to be implemented if there is spare time,
budget or resources from allocation
Could
Only to be implemented if allocated time, budget
or resources can be extended
Not In Scope
Won’t
Will not be implemented within the scope of work
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Must / IBV
End User Needs
Should / MBV
End User Wants
Could / LBV
End User Don’t Mind
Won’t / NBV
End User Don’t Want
End user requirements based on business
value
MOSCOW PRIORITISATION MODELLING IN LINE WITH BUSINESS VALUE (BV)
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Prioritising Requirements
InputBottom
LineBigger Picture
Business Value
Business Needs / Success Criteria
Opinions
Facts
End User / Use Led
User Requirements
Need
Want
Don’t Mind
Don’t Want
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Project Approach: Agile / Scrum Process
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Product BacklogI want to list stuff to sell to my friends
I want to list stiff to give away to my friends
I want to offer a service to my friends
I want to list stuff I need to my friends
I want to list stuff to contacts who are not on my friends list
I want to set miles radius when listing stuff
I want to follow a contact
I want to unfollow a contact
I want to filter my activity feed I want to contact a user via sms
I want to contact a user via call
I want to comment on a product
I want to contact a user via chat
I want to contact a user via email
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Agile / Scrum Process
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What’s working?
We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
1. Individuals and interactions over processes and tools
2. Working software over comprehensive documentation
3. Customer collaboration over contract negotiation
4. Responding to change over following a plan
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In a nutshell
Agile management or agile project management is an iterative method of determining requirements for software and for delivering projects in a highly flexible and interactive manner.
It requires empowered individuals from the relevant business, with supplier and customer input.
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Agile Risk Management Process
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Agile-Scrum
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SCRUM
• Scrum is an agile framework for completing complex projects. Scrum originally was formalized for software development projects, but works well for any complex, innovative scope of work. The possibilities are endless. The Scrum framework is deceptively simple.
• Scrum is an iterative, incremental framework for project management often seen in agile software development, a type of software engineering.
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SCRUM PRINCIPLES
The framework and terminology are simple in concept yet difficult to implement. Successful Scrum teams embrace the values upon which Scrum is based (paraphrased from the Agile Manifesto):
We value
Individuals and interactions over processes and tools
Completed functionality 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, the items on the left matter more.
True success with the Scrum framework comes from teams and organizations who understand these values and the principles that form the foundation of all agile processes.
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Constant collaboration
Working across cross functional teams
Stakeholders / Clients / SME PM, BA & Product Owner
Designers & DevelopersQA Team
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SCRUM ROLES Product Owner
A single individual responsible for the project and the overall
quality/success of the project. They manage the Product Backlog,
manages expectations of the project and has the final word on which
tasks are "done" during sprint review meetings.
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SCRUM ROLES
Scrum Development Team
The team which is responsible for the actual development of the project. Generally team size will be from 5-10 people and all of which will have their specialities, however as a whole will contain all of the expertise that would generally be found in several departments.
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SCRUM ROLES
Scrum Master
The Scrum Master facilitates the Scrum, they are responsible for keeping the process current, shields the team from external distractions and manages the process quality of the teams output.While the scrum master is responsible for these items along with many more, the scrum masteris not senior to the team and the team does not report to the Scrum Master, they are simply there to ensure the scrum runs effectively. They do not have authority to make business, technical or resource decisions as they may cloud that true role of Scrum master.
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FLOW OF SCRUM
1. Sprint Planning Meeting
2. Daily Scrum
3. Sprint Review Meeting
4. Sprint Retrospective Meeting
5. Backlog Refinement Meeting
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Iterative
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Incremental
Delivery
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FLOW OF SCRUM
Sprint Planning Meeting
Previous to starting the Sprint Planning Meeting, the Product Owner will have worked on producing a Product Backlog (see lingo). The planning meeting should generally be one full day split in two.
The first half has the development team concentrating solely on the product backlog and deciding on the tasks and committing to completing those tasks. The Product Backlog will be discussed through out the sprint.
The second half includes the development team and the Product Owner. The team decide how to build and also decide on tasks based on the Product Backlog and allocate the tasks to a Sprint Backlog (see lingo)
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FLOW OF SCRUM
Daily Scrum
This is a short (max 15 min) meeting which occurs every day of the sprint. It should generally be held where development takes place and all member should stand as to ensure it's quick. The main aim is to have each member answer 3 basic questions
"What have I done since the last scrum"
"What will I do before the next scrum"
"What issues are stopping my progress“
The Scrum Master is responsible for ensuring the meeting sticks to these items, and if something needs to be discussed more then that happens after the meeting.
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FLOW OF SCRUM
Sprint Review Meeting
The team show all "done" tasks to the Product Owner. Feed back will be given from the ProductOwner and they may decide to re-prioritize on-coming sprints. The Scrum master schedules the next Sprint Review Meeting.
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FLOW OF SCRUM
Sprint Retrospective Meeting
This is a formal meeting including the full team, including the Scrum Master, although the Project Owner is optional. The aim of the meeting is to talking through what went well and what didn't go well. The scrum Master is there to push the questions, however not there to provide the answers.
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FLOW OF SCRUM
Backlog Refinement Meeting
During this meeting the Project Owner has the opportunity to re organise the Product Backlog based on customer needs. This impact is then discussed.
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AGILE LINGO
Sprint Backlog: To-Do list for the sprint.Defined by the full team.Product Owner order's tasks priority.
Product Backlog: List of desired product features/bugs/issues.Owned and organized by the Product Owner.Items can be added by any one/any time.
Time Box:The amount of time task should take.
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DBT Requirement
Engineering Process
Sprint Planning Meeting
Use Case / Epic Stories
User Stories
Mockups
Business Rules
BDD / Gherkin Syntax
Functionalities / DFD
Non Functional Req
Wireframes
Keyscreens
Implement
Test
Release
HLR
Workshop
Requirement
Catalogue
Product
Planning
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