- The Product Owner discusses the objective that the Sprint should achieve and the Product Backlog items that, if completed in the Sprint, would achieve the Sprint Goal.
- Goal vs Objective
- During Sprint Planning the Scrum Team also crafts a Sprint Goal. The Sprint Goal is an objective that will be met within the Sprint through the implementation of the Product Backlog, and it provides guidance to the Development Team on why it is building the Increment.
- The Product Owner propose an objective for discussion; the Scrum Team reach a consensus and turn the objective into the Sprint Goal. The Development Team commits to the Sprint Goal.
- The Sprint Goal is an objective set for the Sprint that can be met through the implementation of Product Backlog. It provides guidance to the Development Team on why it is building the Increment. It is created during the Sprint Planning meeting. The Sprint Goal gives the Development Team some flexibility regarding the functionality implemented within the Sprint. The selected Product Backlog items deliver one coherent function, which can be the Sprint Goal. The Sprint Goal can be any other coherence that causes the Development Team to work together rather than on separate initiatives.
- One coherent function as the Sprint Goal to work together
- As the Development Team works, it keeps the Sprint Goal in mind. In order to satisfy the Sprint Goal, it implements functionality and technology. If the work turns out to be different than the Development Team expected, they collaborate with the Product Owner to negotiate the scope of Sprint Backlog within the Sprint.
- The scope of Sprint Backlog
- These strengths continue operating in single, several, many, and networks of teams that develop, release, operate and sustain the work and work products of thousands of people.
- A work product is a tangible or intangible output that is completed as part of a project.
- A deliverable is a tangible or intangible output of a project that is delivered to a customer.
- Artifacts are either final or intermediate work products that are produced and used during a project. Artifacts are used to capture and convey project information
- To participate in Daily Scrum vs To present in Daily Scrum
- Professional Scrum Master
- Exam Tips
- Practice Questions
“I can tell you I came up with that word (Agile) because I was familiar with the book Agile Competitors and Virtual Organisations. We had proposed Adaptive, Essential, Lean and Lightweight.
– We did not want to use Adaptive because Jim Highsmith had given this to one of his works.
– Essential sounded overly proud.
– Lean had already been taken.
– Nobody wanted to be a lightweight.
We did this late in the second day and it took only a few minutes to decide on this.” ~ Mike Beedle
- Scrum Theory and Principles
- The New New Product Development Game
- A Leader’s Framework for Decision Making
- The Leader’s Guide to Radical Management: Reinventing the Workplace for the 21st Century
- Agile Project Management with Scrum (Developer Best Practices)
- The Art of Agile Development: Pragmatic Guide to Agile Software Development
- The Pragmatic Programmer: From Journeyman to Master
- The Scrum Framework
- Cross-functional, Self-organizing Teams
- The Five Dysfunctions of a Team: A Leadership Fable
- Drive: The Surprising Truth About What Motivates Us
- Peopleware: Productive Projects and Teams
- Extreme Ownership: How U.S. Navy SEALs Lead and Win
- Scrum and XP from the Trenches (Enterprise Software Development)
- Practices of an Agile Developer: Working in the Real World
- Maximizing Value
- The Professional Product Owner: Leveraging Scrum as a Competitive Advantage
- Software in 30 Days: How Agile Managers Beat the Odds, Delight Their Customers, and Leave Competitors in the Dust
- The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses
- Product Backlog Management
- Emergent Architecture
- Test First Development
- ALM – Application Lifecycle Management
- The New New Product Development Game
- History: The Agile Manifesto
- Mike Beedle
- “I can tell you I came up with that word (Agile) because I was familiar with the book Agile Competitors and Virtual Organisations. We had proposed Adaptive, Essential, Lean and Lightweight. We did not want to use Adaptive because Jim Highsmith had given this to one of his works. Essential sounded overly proud. Lean had already been taken. Nobody wanted to be a lightweight. We did this late in the second day and it took only a few minutes to decide on this.”
- Agile Leaders
After attending a 40-hour instructor-led course and 60 hours of study, Bruce passed the PMI-ACP Exam today. This is the second milestone for Bruce’s learning plan of 2018.
The following is the preparation list for this exam:
- PMI-ACP Certification ExamPrep Course from Advanced Business Consulting Inc.
- Pluralsight Online Courses
- RMC PMI-ACP Exam Prep
- PMI Agile Practice Guide
- Agile Project Management with Scrum by Ken Schwaber
- Exploring Scrum: The Fundamentals Paperback by Dan Rawsthorne, Doug Shimp
- User Stories Applied: For Agile Software Development by Cohn, Mike
- User Story Mapping: Discover the Whole Story, Build the Right Product by by Jeff Patton
Agile is a mindset for a high-performance team with commitments to willingly respond or harness changes and continuously deliver valuable products for customer’s satisfaction and competitive advantages through collaboration with them.
A high-performance team is cross-functional and self-organizing. Continuous delivery suggests delivering products iteratively and incrementally; that is, to deliver products with added values in a short timescale frequently or in a sustainable pace.
- Lean Thinking
- Agile Mindset
- Methodology (Approaches or Methods)
- Scrum (Scrum Guide 2017)