Adam Asch - Requirements:
Talking to Executives & Partners - What's the real behavior you want.
Q: Airplane - buildn me an airplane, how long will it take?
Iteration 1: picture! How long will it take now?
A picture is not a requirement - it's part of the requirement.
Chevy Volt car example... concept car vs. actual car.
Wireframes, greyscale - understand how things will look... then add colors etc. Sandwicher - in browser design.
Iteration 2: Build me a paper airplane with elevators that I can paint with my designs that can fly 10 feet?
User story -
[Cost/Time: XSm 1-4 iterations, Sm 4-7 iterations, Med , Large]
Wireframe: (Also Acceptance Criteria) | Task: (Unit of work)
Deployment Plan: (Also acceptance critiera) | Test: (Unit of work)
Little more requirements, build... little more requirements, build... little more.. etc.
Kelly Albrecht - AGILE
Malleability - Beta - Scope can change. Need a Solid Team.
Waterfall - inefficient, scope, timeline, milestones, contract together and client signs (scope change breaks contract, etc)
Participation - QA/planning, trust dev team when something comes up; flexibility
Todd Nienkirk - Consultancy Scrum
Traditionally: Products, internal teams and stakeholders.
Consultancies work with projects with external teams and stakeholders.
Argue about deliverables.
Scrum classic - products internally facing, stakeholders control all resources - done when done.
Consultancy scrum - projects, externally facing, clients and vendors control resources - not done until they say its done.
Project Owner to someone on client side whenever possible - client owns their project. (IN HOUSE if the client doesn't take the role)
Define MVP as soon as possible - have client understand your process.
A ready sized backlog is essential to defining the full scope of the project before work begins so negotiatiosn can happen early.
NEVER USE TERM MVP OR FAIL FAST IN FRONT OF THE CLIENT. Don't say 'fail' or 'minimal' - Say "Hypothesis", lets test that hypothesis.. what's the fastest thing we can deliver to test that hypothesis.
Written summary, work around client.. but have them included in meetings if possible.
Team pre-demos work as stories are completed to get client's feedback. Sprint demo is a formal acceptance the client has already seen.
Both the client and PO accept or reject stories.
"Pick two" budget, timeline, features
Budget is always one of the two even if the client says it isn't.
Timeline or Features
Staffing is fluid and variable - maintain a core team.
Essentilal to make sure time spent on a feature is limited to the intended complexity.
If something extends past the intended timeframe ad iscussion with the client is neeed to ensure we are spending time appropriately.
Meet client's emotional needs.
Appoint an account manager like point of contact who isn't purely project or business focused.
Continuous Integration, Pair Programming, Peer Reviews === Good Practices!
Contract and Scope of Work -
Allow for changes in plan, timing, features
Appropl vague desc of the project and features allow for change
document agreed-to changes
Emphasis on Strategy not tactics
Definition of "DONE" (piece of puzzle)
Know when to bring in the stakeholders for more information.
Intimate understanding of requirements, drivers, and goals of the project. Be involved in critical decisions, Attend demos, accept stories, test immediately.
Available for frequent communication.
Review backlog weekly to ensure stories are properly prioritied
Keep an eye on stories at the bottom of the backlog that may not be included in the release
Consultant PO should never be dual role of designer or developer (DON"T HAVE TIME)
Scrum master can be the Product Owner occasionally.