By Jeff Langr, Tim Ottinger
This entire set of playing cards is an vital source for agile groups. The deck of Agile in a Flash playing cards teaches management, teamwork, fresh programming, agile techniques to challenge fixing, and suggestions for training agile groups. group individuals can use the playing cards as reference fabric, ice breakers for conversations, reminders (taped to a wall or monitor), and resources of helpful suggestions and hard-won knowledge. The playing cards are:
Bite-sized! learn one perform or point at a time in a number of minutes.
shrewdpermanent! each one card has years of functional event at the back of it.
transportable! playing cards healthy simply on your pocket or backpack.
An necessary instrument for any agile workforce, and a must have for each agile trainer or Scrum Master.
The Agile in a Flash deck is damaged into 4 parts: making plans, crew, coding, and agile thoughts. front of every card is a brief checklist - a precis of the belongings you need to know and have in mind. The again offers extra element on all the bullet issues, and gives sage nuggets of data according to huge specialist adventure. Tape the playing cards on your wall, stick them in your display screen, and get agile fast.
Read Online or Download Agile in a Flash: Speed-Learning Agile Software Development (Pragmatic Programmers) PDF
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Additional resources for Agile in a Flash: Speed-Learning Agile Software Development (Pragmatic Programmers)
The customer uses acceptance tests (ATs) to define this criteria. These ATs exercise the system to demonstrate that the implemented story really works. When all ATs for a story pass, the customer knows that the story is truly done—the software does what they asked. Think of stories in a more ephemeral sense. Once you build the customer’s need (represented by the story) in code, the story has been heard. Only the working feature and the tests that document how it behaves remain. Rip up that card!
Here are some other options for putting those XL stories on a diet: ➤ “Fake it until you make it,” by stubbing dependencies on third-party systems or by injecting dummy data and doing data collection stories later. ➤ Split along CRUD (Create, Read, Update, Delete) boundaries. You don’t have to build “create” stories first! ➤ Use audit trails (or logs) to verify progress not visible to the user. Finally, ask your customer—don’t be surprised if they come up with an even better idea for breaking down your bloated stories!
Urgency in quadrants. Do significant urgent work first, followed by significant nonurgent work. Maximize return by doing items of highest value first or minimize risk by doing tasks with greatest risk first. Alternatively, prefer tasks that offer the greatest good to the greatest number. Work in a small fixed-length queue of tasks (based on velocity). If only three things can be done, which are the best three to do? What if it is only one? Create consensus with a bargaining system. Give stakeholders each three votes per iteration.