Agile Full Course 2025 | Agile Tutorial for Beginners | Agile Methodology Explained | Simplilearn

Summary

Simplilearn offers a comprehensive Agile Full Course for 2025, perfect for beginners and those looking to enhance their skills. The course covers the fundamentals of Agile, including its importance, key principles, popular frameworks like Scrum, and essential roles such as Scrum Master and Product Owner. Participants will gain practical insights into agile ceremonies like Sprint Planning and Retrospectives, and best practices for real-world implementation. The course also highlights the advantages of Agile over the Waterfall model through relatable industry examples, ensuring learners gain confidence to tackle any Agile project.

Highlights

• Agile is crucial for modern project management due to its flexibility and adaptability! 💡
• The course goes deep into Agile principles and frameworks like Scrum and Kanban! 📚
• Real-world examples from companies like Cisco using Agile for better efficiency! 🏢
• Interactive learning with role-playing and simulations for hands-on experience! 🎭
• Simplilearn offers a free two-year membership with the Scrum Alliance! 🎟️

Key Takeaways

• Agile methodology is all about flexibility, collaboration, and continuous improvement! 🌟
• Forget waterfall; Agile is the new star, offering iterative development and quicker results! 🚀
• Simplilearn's course covers all Agile essentials, from Scrum to Kanban! 🎓
• Becoming a Scrum Master can boost your career and has a 100% money-back guarantee if you don't pass! 💼
• Agile helps industries like healthcare and banking improve efficiency and satisfaction! ❤️

Overview

The Agile Full Course 2025 by Simplilearn is a deep dive into Agile methodologies, suitable for novices and those seeking advanced knowledge. The program kicks off by defining Agile and explaining its significance in modern project management. It covers popular frameworks such as Scrum, assessing the roles crucial for effective Scrum teams, like Scrum Masters, Product Owners, and development team members.

A fascinating part of the course is the breakdown of Agile ceremonies, such as Sprint Planning and Retrospectives. These are essential for maintaining an effective Agile environment. Learners will better understand how Agile supports project adaptation and stakeholder satisfaction, providing the tools needed for real-world Agile applications.

Furthermore, the course illustrates the shift from traditional Waterfall methodologies to Agile, using Cisco's transition as a case study. This shift resulted in reduced defects and improved product efficiency and serves as a robust example of Agile's impact. Participants will leave equipped with best practices that prepare them for Agile certification and successful project execution.

Chapters

• 00:00 - 00:30: Introduction to Agile The chapter serves as an introduction to Agile, aiming to cater to both newcomers and those looking to enhance their skills further. It covers the essence of Agile and its critical importance in the current context, outlining foundational principles and popular frameworks such as Scrum. Key roles within Agile teams, such as Scrum Masters, Product Owners, and Development Teams, are also discussed. Additionally, essential Agile ceremonies, including Sprint planning and retrospectives, are highlighted to give a comprehensive overview of Agile practices.
• 00:30 - 01:00: Course Overview In the 'Course Overview' chapter, the focus is on mastering agile practices for real-world projects. The chapter promises to boost the viewer's confidence in handling any agile project. Additionally, it offers information about a professional scrum Master certification training, which guarantees success on the first attempt and includes joining live cohorts for extensive 16-hour sessions.
• 01:00 - 01:30: Interactive Learning The chapter titled "Interactive Learning" introduces a training program led by certified scrum trainers known globally. The program includes interactive components such as role plays, simulations, and case studies to enhance the learning experience. Participants are offered complimentary access to Agility and Scrum-related courses and receive a two-year membership with Scrum Alliance. Additionally, they can earn 20 Professional Development Units (PDUs) and 16 Scrum Educational Units (SEUs). The program promises a full money-back guarantee, prompting potential learners to enroll promptly. The transcript suggests finding further details in the description box or a pinned comment. The chapter concludes by indicating that a character named Alex has just graduated, suggesting he might be a potential enrollee or protagonist in upcoming events.
• 01:30 - 02:00: Alex's Story - Introduction to Agile Concepts Alex receives an interview offer from Star Trek Technologies for a software engineer position. Excited and eager, he starts preparing for the interview. During his preparation, Alex encounters the term 'downtime', which he doesn't understand. Seeking help, he contacts his uncle John, who is a software engineer, to explain the concept to him.
• 02:00 - 02:30: Understanding Waterfall Model The chapter explores the waterfall model, a traditional approach to software development used by companies like Cisco for its subscription billing platform (SBP). Initially developed with this model, the platform underwent significant improvements after transitioning to an agile methodology. This highlights the evolution in software development practices aimed at enhancing product performance and deployment timelines. The chapter emphasizes the structured, sequential phases inherent in the waterfall method, contrasting it with the flexibility of agile approaches.
• 02:30 - 03:00: Introduction to Agile Methodology The chapter introduces Agile Methodology by comparing it with the traditional Waterfall model. It highlights the improvements in efficiency and defect reduction offered by Agile practices. John explains that in the traditional Waterfall model, development phases are completed sequentially, which contrasts with Agile's iterative approach. Notably, defects were reduced by 40%, and defect removal efficiency increased by 14%, underscoring the advantages of Agile over the traditional model.
• 03:00 - 03:30: History of Agile The chapter discusses the limitations of the waterfall model in software development, particularly highlighting the challenges in adding or updating features due to the need for downtime. It explains how applying changes in a waterfall-based product may lead to irrelevant results or even product failure. The waterfall model is described as the traditional, earliest model where each phase's output serves as the input for the next, involving a series of sequential steps with specific functions.
• 03:30 - 04:00: Agile Manifesto The Agile Manifesto chapter discusses the drawbacks of traditional project management methods, such as the waterfall model, where deliverables are dependent on the completion of sequential phases. It highlights the limitations of having pre-known prerequisites and static technology, as well as the challenge of ambiguous requirements due to delayed software delivery. In contrast, Agile methodology emphasizes flexibility and the ability to accommodate changes throughout the project, with an iterative approach that allows for incremental delivery of final software versions.
• 04:00 - 04:30: Challenges in Agile Methodologies This chapter discusses the risks associated with the waterfall model in software development, particularly in handling changes which require full revisions of the software. It uses the example of a tap-and-pay machine which must validate funds before initiating a transaction. This system waits for validation to be processed before any transaction can begin. During a conversation, Alex raises a question to Uncle John, indicating an inquiry into possible alternatives or improvements.
• 04:30 - 05:00: Scaling Agile The chapter discusses the drawbacks of the waterfall model and how Agile methodology was introduced to address these issues. Agile allows for the product development process to be broken into microservices or phases, enabling faster execution and deployment of changes. This methodology minimizes dependencies on other tasks, reducing the likelihood of product failure. Agile-based products are not confined to a strict timeframe, offering more flexibility in development.
• 05:00 - 05:30: Safe Framework The chapter discusses the drawbacks of the waterfall model, highlighting its dependency on sequential processes that lead to downtime when changes are deployed. In contrast, agile development allows for the deployment of changes with minimal downtime. Agile products undergo continuous development through an agile life cycle, enabling their deployment in real working environments for client and stakeholder reviews. This ensures that deliverables and functionalities meet their expectations.
• 05:30 - 06:00: Principles and Practices of Safe The chapter focuses on the principles and practices of safe product launch and agile methodology. It emphasizes the importance of satisfying consumer needs by efficiently using resources, avoiding risks, and minimizing deviations. The methodology involves launching a trial beta version of the software to allow end-users to experience and help refine the product. Examples given include Adobe Photoshop and Adobe Illustrator, illustrating how trial versions contribute to refining and reviewing products before their official launch.
• 06:00 - 06:30: Team and Technical Agility Alex asks Uncle John if companies are currently implementing agile in their workspaces. John confirms that they are transitioning to agile methodologies due to their flexibility and advantages over traditional systems. In the case of Sony, adopting agile in their interactive environment led to a significant difference, notably reducing planning time by 28% and minimizing downtime.
• 06:30 - 07:00: Role of Continuous Learning The chapter discusses the potential financial benefits of implementing Agile methodologies, proposing a cost-saving of $30 million annually. It questions what differentiates Agile from the traditional Waterfall Model, presenting multiple-choice answers. The highlighted difference is that Agile breaks down processes into several phases. Additionally, it encourages interaction by inviting answers from the audience, with incentives such as Amazon gift vouchers for participation. The chapter emphasizes the aim of Agile technology.
• 07:00 - 07:30: Lean Agile Leadership The chapter discusses how Lean-Agile leadership meets consumer requirements in rapidly changing environments. It contrasts Agile with traditional practices like the waterfall model, emphasizing Agile's flexibility and its status as a preferred methodology for development teams looking to innovate and adapt to change.
• 07:30 - 08:00: Essential Safe Configurations This chapter discusses the essential configurations needed for continuous delivery within agile methodologies, focusing on collaboration, flexibility, and iterative environments. It emphasizes understanding agile as an approach that evolves with changing requirements and highlights how development teams across industries can deliver new features more rapidly through effective agile practices.
• 08:00 - 08:30: Advantages and Disadvantages of Safe The chapter titled 'Advantages and Disadvantages of Safe' begins by exploring the history of agile methodology. It discusses how understanding the historical context can help us better appreciate the principles and positive impacts of agile in modern development practices. The chapter indicates that traditionally, the all approach was satisfactory as it delivered the necessary value, but it required teams to adhere strictly to the initial requirements and scope of work without accommodating any changes during the project.
• 08:30 - 09:00: Introduction to Agile Manifesto The chapter introduces the Agile Manifesto, contrasting it with the traditional waterfall methodology. It explains that under the waterfall approach, a fixed plan is followed, which could be problematic given the ever-changing industry scenarios. The waterfall method prioritizes bringing a full product to market, potentially taking years to complete, which does not allow for quick responses to changes.
• 09:00 - 09:30: 12 Principles of Agile Development The chapter discusses the origins and rise of Agile Development, highlighting its role in problem resolution and adapting to changing market requirements. It mentions the introduction of various development methods like Scrum, Rapid Application Development, Extreme Programming, DSDM, Feature Driven Development, and Pragmatic Programming. Although Agile methodologies were officially introduced in 2001, their roots trace back to the spring of 2000.
• 09:30 - 10:00: Implications of Agile Values A group of 17 software developers convened in Oregon to discuss accelerating software development. They identified two key opportunities: reducing the time to market to enhance product-market fit and quickly obtaining user feedback to confirm and improve new software's usefulness.
• 10:00 - 10:30: Real-world Applications of Agile The chapter titled 'Real-world Applications of Agile' discusses the origin of the Agile Manifesto. It describes how a group of 17 developers convened at a ski resort in Snowbird, Utah, to create what is now known as the Agile Manifesto. The manifesto outlines four key values: prioritizing individuals and interactions over processes and tools, valuing working software over comprehensive documentation, emphasizing customer collaboration over contract negotiation, and responding to change over following a fixed plan.
• 10:30 - 11:00: Scrum Meetings and Importance The chapter discusses the rise in popularity and adoption of Agile methodology across organizations worldwide. It emphasizes the flexibility that Agile introduced into systems, making it a preferred choice over traditional plans. However, despite yielding positive results, Agile faced certain challenges and issues that needed addressing.
• 11:00 - 11:30: Advantages of Scrum Meetings The chapter discusses the challenges faced in implementing Agile methodologies, particularly Scrum, in large and complex projects. It highlights the issues with scalability and the lack of experience in handling such scenarios. The focus is on understanding the difficulties practitioners encounter when trying to scale Agile processes effectively.
• 11:30 - 12:00: Facilitation and Execution in Scrum This chapter discusses the facilitation and execution within the Scrum framework, focusing on the complexities and challenges of scaling agile methodologies in larger, more complex organizations. It highlights the coordination, collaboration, and dependency management necessary when teams are distributed across different locations.
• 12:00 - 12:30: Conclusion of Agile Learning The conclusion of Agile Learning emphasizes the challenges faced by geographically distributed teams. A clear understanding of Sprint objectives and the broader goals are crucial. Additionally, there is a focus on aligning the entire organization and managing commitments to ensure that the products or services produced meet the required standards. This underscores the critical need for alignment within the organization.

Agile Full Course 2025 | Agile Tutorial for Beginners | Agile Methodology Explained | Simplilearn Transcription

• 00:00 - 00:30 welcome to Agile full course by simply learn whether you're just new to Agile or looking to take your skills to the next level this course has everything you need we'll explore what agile is and why is it so crucial you'll also dive into key principles of agile popular Frameworks like scrum and the roles that makes agile team successful like scrum Master product owners and development teams we'll also walk you through essential agile ceremonies including Sprint planning and rospective plus you
• 00:30 - 01:00 learn best practices for implementing agile in real world projects and by the end of this video you will be confident in tackling any agile project so let's dive in and become agile experts together before we comment just a quick info for you if you are interested in elevating your career and becoming a professional scrum Master our best rated certified scrum Master certification training is your ticket to success we guarantee you will pass on the first attempt as you join one of our 20 plus life coh each month for 16 hours of
• 01:00 - 01:30 Interactive Learning led by globally renowned certified scrum trainers you'll also engage in Hands-On learning through role play simulation and case studies and gain complimentary access to Agile and scrum courses enjoy two-year membership with scrum Alliance ear 20 pdus and 16 seus and benefit from our 100% money back guarantee so hurry up and enroll now and find the course link mentioned in the description box and in the pin comment so let's get started Alex has just completed his graduation
• 01:30 - 02:00 from Stanford University one fine day he receives a mail from Star Trek Technologies for an interview for the designation of a software engineer as referred by the university Alex was really happy and excited about this and starts preparing for his interview next week while he was preparing Alex came across the term downtime Alex has no idea what is a downtime he decided to seek help from his uncle John a software engineer John explained that downtime is
• 02:00 - 02:30 a specific time frame allocated to deploy or update changes for a software product in a real-time environment and this happens because most of the softwares we use today are developed using the waterfall model for example Cisco one of the popular leaders in it and networking globally is using agile methodology for their subscription billing platform SBP as it was originally developed using the waterfall model after adopting the agile methodology Cisco's product improved its
• 02:30 - 03:00 overall efficiency where defects were reduced by 40% compared to the previous releases and defect removal efficiency increased by 14% upon explaining what downtime is John further added that downtime is a small part of the waterfall model it is the traditional way of developing softwares using a softwar development life cycle where the whole product is treated as one single unit and the development of one phase starts only after the completion of the previous phase
• 03:00 - 03:30 adding new features or updating the existing feature in a waterfall modelbased product needs a specific time frame known as downtime to avoid disturbance in the workflow of an organization where applying changes in a waterfall based product might produce irrelevant results or product failure the waterfall model is the earliest or the traditional model used for software development where the output of one phase acts as the input for the preceding phase consisting of a series of steps where each phase has specific
• 03:30 - 04:00 deliverables that act as the input for the next phase as it avoids overlapping of phases as these phases are dependent on each other this method is simple and easy to understand where prerequisites are pre-known documented earlier and Technology remains static where there is no need for ambiguous requirements due to the delay in software delivery in contrast the final version is available only after completing the entire software life cycle process with any deviations if available changes in the
• 04:00 - 04:30 waterfall model contain high risk as changes include a new revised version of the entire software running the entire series of steps again and again for example a tap and pay machine where the machine first validates whether the customer's account is funded with sufficient funds or not and then initiates the transaction for money transfer unless the validation is processed the transaction cannot be initiated Alex was curious and asked Uncle John is there any way way to
• 04:30 - 05:00 overcome the drawbacks of the waterfall model John replies yes agile methodology was introduced to overcome the problems faced in the waterfall model where agile based products are developed by breaking the entire product process into microservices or phases which is faster to execute and deploy changes on the go there is no need to worry about other or previous tasks while working on one particular phase avoiding product failure agile based products don't require any particular time frame
• 05:00 - 05:30 downtime to deploy changes unlike the waterfall model where the whole product is treated as one single unit and each process is dependent on the preceding processes where deploying changes leads to downtime how agile products are developed agile based products are developed using the agile life cycle at first the developed product is implemented in an actual working environment for reviews from clients and stakeholders to check its deliverables and functionality
• 05:30 - 06:00 after client reviews the official product is launched in a realtime working environment where agile methodology focuses on satisfying the consumer needs by efficiently utilizing the resources and avoiding additional risks or deviations in the product for example providing a trial beta version of the software for the enduser to experience the software towards its deliverables and results will be helpful in refining and reviewing the product like Adobe Photoshop Adobe Illustrator
• 06:00 - 06:30 Etc after understanding all about agile methodology Alex asks Uncle John are companies implementing agile in their workspace nowadays John replies yes companies are moving towards agile methodology due to its flexibility and advantages over traditional systems by adopting agile for their Sony interactive environment Sony noticed a major difference where there was a reduced planning Time by 28% with their framework and downtime was reduced to the ma maximum which made the company
• 06:30 - 07:00 save $30 million a year so here's a question for you what makes agile different from waterfall Model A it is dependent on microservices B Agile consumes more time C the process is broken down into several phases d none of the above please give it a thought and post your answers in the comment section below three lucky winners will receive Amazon gift vouchers agile method techology aims to
• 07:00 - 07:30 meet the consumer's requirements to the maximum in deploying changes in a rapidly developing environment where agile and investo principles brings an Innovative set of rules and protocols to help developers overcome the challenges faced in the traditional practices waterfall model making agile flexible and today as all of us know agile has become an well-known development methodology and the approach of choice for many development teams especially those trying to create an environment of
• 07:30 - 08:00 continuous delivery when we think of agile we often think of high levels of collaboration and flexibility as well as iterative environment in which requirements evolve alongside the changing needs so as a result we also tend to conceptualize agile as an approach that helps development teams across various Industries deliver new features faster but but how do we get there what does
• 08:00 - 08:30 history of agile enti and how can knowing the history of agile help us better understand the methodology and its positive impact on today's development World let us look at it so now historically if you see the aall approach was fine it was delivering the required value but it required teams to stick to the requirements and scope of work set out at the very beginning of the project and not make any changes or
• 08:30 - 09:00 additions along the way as the project progresses and following that fixed plan could prove trouble sometimes comparing to the scenarios which we had earlier versus today the trouble is more challenges more so reason being waterfall methodology prioritized bringing a complete product to Market meaning it could take years before teams finish the project in hand the scenarios of change Del lay in responding to
• 09:00 - 09:30 problem resolution meeting changing Market requirements were challenging which led to introduction of vile methodologies so the various development methods like scrum rapid application development extreme programming dsdm feature driven development and pragmatic program were introduced so it all started early I think in 2001 it was introduced however it all started in the spring of of 2000
• 09:30 - 10:00 when a group of 17 software developers in Oregon to discuss how they could speed up development in order to bring new software to Market faster so they recognized two key opportunities that achieving this goal would make possible so reducing the time to the benefits for those users in order to resolve the product Market fit and development problems secondly getting feedback from users quickly to confirm the usefulness of new software and continue to improve
• 10:00 - 10:30 on it accordingly so further these group of 17 developers met again at a ski resort in Snowbird Utah us so they created popularly known as agile Manifesto so which laid out four key values so which says individuals and interactions or process and tools working software or comprehensive documentation customer collaboration or contract negotiation responding to change or
• 10:30 - 11:00 following the plan are valued more now further between the time when it was introduced till today agile has become popular and Adoption of that has increased reason being the flexibility the agile brought into the system so several organization across the world started using it but what happened further so agile gave the result but there was a challenge so there were some issues that agile pH to handle
• 11:00 - 11:30 widespread usage that is mainly Whenever there is a scalability requirements so what is that scalability challenges it is quite obvious how can an implementation of agile for large and more complex project and how hard the process to scale agile so this was not clear the very reason the challenge which come across which the practitioners actually faced was one is lack of experience with agile
• 11:30 - 12:00 methodologies little understanding of Frameworks methods and how to implement them next large scale coordination so when I say specific project a small project it was easy implementation of agile and then going forward all the Frameworks what I mentioned earlier it was easy but the moment you want to do scaling to the bigger organization the complex environment the coordination collaboration dependency management between usually distributed teams
• 12:00 - 12:30 geographically distributed teams was challenging and thirdly having a clear understanding of what needs to be completed in the Sprints and what the bigger picture is so fourth aligning the entire organization and managing commitments so definitely organization required a alignment the products or Services which are being produced by the project needs an alignment so the need of of alignment
• 12:30 - 13:00 was basically to ensure the organization gets the value out of whatever they have invested so fifth unrealistic expectation with respect to speed of delivery so unable to respond to this particular scenario so that organization can able to respond quickly so it was not happening so time to benefits I I was mentioning about so generally earlier we used to speak about time to Market but today it has been replaced by time to benefits how quickly the value
• 13:00 - 13:30 of that particular product or Services introduced to the market is realized by the users that is very important so the framework of scaling agile there are various different Frameworks so some of the most effective ways to scale agile would be large scale scrum which is called as LS scaled agile framework disciplined agile scrum at scale Nexus scrum the Spotify model so when I say less the large scale scrum it
• 13:30 - 14:00 is a way of scaling agile and scaling scrum to large and big product development groups it has been used since 2005 in different software and Hardware products in Industries such as Banking and Telecom so when it comes to scaled agile framework so it is a set of organizations and workflow patterns intended to guide Enterprise in scaling lean and agile practices so it is made freely available by scaled
• 14:00 - 14:30 aile link which retains the copyrights and registered trademarks so the disciplined agile delivery which is also called as dad is a software development portion of the disciplined agile toolkit so D enables teams to make simplified process decisions around incremental and iterative solution delivery so D Builds on many practices by Advocates of agile software development including scrum
• 14:30 - 15:00 agile modeling lean softw development and others so scrum at scale so scrum originally if you look at outline in the scrum guide is a framework for developing delivering and sustaining complex products by a single team so since its inceptions its usage was extended to the creation of products processes services and systems that require the efforts of multiple teams whereas scrum scale was created to
• 15:00 - 15:30 efficiently coordinate this new ecosystem of teams it achieves this goal through setting up a minimum viable bureaucracy via scale-free architecture now coming to next one the Nexus scrum so this consist of multiple cross functional scrum team working together to deliver a potentially releasable integrated uh increment at least by the end of each print based on dependencies the teams May self organize and select
• 15:30 - 16:00 the most appropriate members to do specific work so lastly the Spotify model which is basically people driven autonomous framework for scaling agile while emphasizing the importance of culture and network this methodology uses squads tribes chapters guilds the foundation of which is Squad which acts like scrum team so further let us look at the our Focus area of this particular video is basically what is scaled agile
• 16:00 - 16:30 framework so scaled agile framework as I mentioned earlier consists of collection of principles best practices and processes that would enable large organization to adopt agile methodologies so it would help them deliver products and services of the highest quality faster so safe is best suited for complex projects that involves several large teams at the projects program and portfolio levels the current version of
• 16:30 - 17:00 safe is version five which has seven core competencies based on which it can help organizations the large organization in specific so safe has certain core values which are basically alignment built-in quality transparency and program execution so when I say alignment so I was mentioning about aligning with business uh requirement business strategies so it is needed to
• 17:00 - 17:30 keep Pace with fast changing disruptive competitive forces and geographically distributed teams while empowered agile teams are good even great but the responsibility for strategy and Alignment cannot rest with the combined opinions of the teams no matter how good they are instead alignment must rely on Enterprises business objective so it also need to requir to keep up with the change the competition and then the
• 17:30 - 18:00 Dynamics across in the environment where organization is doing their business so next is buil-in quality so buil-in quality is basically to ensure that every element and every increment of the solutions reflect quality standards throughout the development life cycle so quality is not added later building quality is prerequisite of lean and flow
• 18:00 - 18:30 without it the organization will likely operate with large batches of unverified unvalidated work which leads to the product or Services which is not okay and also that would lead towards excessive rework which is not good and slower velocities which is not allow the organization to respond quickly to the Dynamics of the market so third one is transparency so transparency which basically need to enable teams to rely on each other there should be trust
• 18:30 - 19:00 which needs to be built So based on which high performance can happen so wherever the trust exists so when the business and development can confidently rely on each other to act with Integrity particularly in terms of responding quickly or to work out on a solution for resolving something which is actually not allowing things to move forward so without trust no one can build high performance teams and programs so the confidence needed to make reasonable
• 19:00 - 19:30 commitments is very very essential so fourth is program execution so safe focuses on working systems and business outcomes which mainly for example for teams to execute and continuously deliver value safe places an intense focus on working systems and business outcomes so this is because while many Enterprises start the transformation with individual agile teams they often become frustrated as even
• 19:30 - 20:00 those teams struggle to deliver more substantial amount of solution value reliability and efficiently so delivering Solutions with better value reliability and efficiency Effectiveness is very very essential and here we're speaking about ensuring the scalability to the bigger organization so program management plays a very important role so that requires lot of communication collaboration so without better
• 20:00 - 20:30 execution of that without handling it better things cannot go the way it is required so various competencies safe recommends so safe competencies involves team and Technical agility agile product delivery Enterprises solution delivery lean portfolio management organizational agility continuous learning culture and then lean agile leadership so when I say
• 20:30 - 21:00 team and Technical agility so agile teams are high performing and cross functional Business Solutions are built by business and Technical teams delighting customer with high quality output so this requires an able team which understand agile Frameworks which follows it which complies with it and also technically sound so agile product delivery which actually refers to the scenario where the customer is at the center of organization ation product strategy so development is based on
• 21:00 - 21:30 Cadence and releases on demand exploring Integrity deploying and innovating continuously then Enterprise solution delivery so building big system with the help of lean coordinating and aligning the entire supply chain evolving the live system continuously requires to ensure the visibility of entire Enterprises and providing solution accordingly lean portfolio management which basically focuses on aligning the
• 21:30 - 22:00 strategy funding and execution optimizing operations across the portfolio decentralized decision making powered by lightweight governance then organizational agility a lean agile mindset is created across the Enterprise it is very essential for example I working in a project I have an attrition if HR does not understand my Project Dynamics and if they are not agile me as a project organization become AEL will not help similarly the one the
• 22:00 - 22:30 procurement similarly the processes so very essential for all the organization units to become agile so that business operations are able to complement contribute that speed or the change what is required so opportunities and threats are addressed quickly so risks are identified and addressed quickly so they are worked on it so risk management can become easier with the involvement of right stakeholders continuous learning culture so in this
• 22:30 - 23:00 scenario everyone learns and grows together exploration and creativity are a very important part of organization where there should be Innovation creation execution maybe I think I come across certain terms like intelligent risk taking so learning through failures failure should lead towards inquiry not towards blaming so this these are all the things which are more and more discussed when we want to make an organization a learning organization
• 23:00 - 23:30 The Continuous Improvement of solutions services and processes is everyone's responsibility then lean agile leadership so by modeling desired behaviors inspiring others aligning words actions and mindset to lean agile principles and values lead change and guide others so this requires lot of accountability and ensuring the correct information well informed individuals to take forward
• 23:30 - 24:00 things now how does safe work so safe considering those competencies what we looked at the seven competencies so let us see what happens in each of the competencies how does safe work using these competencies so firstly let us look at team and Technical agility which basically uh involves an agile team of 5 to 11 members which helps defining build test and deploy products so this is done by dividing the task
• 24:00 - 24:30 into small easier to manage time box iterations right then scrum team led by the scrum master and supported by product owner plan and then deliver the product in increments so further after delivery they have a retrospective to determine how the iterations went and how it can be improved this is incorporated into next iterations planning phase so the method you used here could be scrum or kban so both are popular the
• 24:30 - 25:00 combination of this can be used so scrum basically helps in ensuring that things moves in iterations and everything is visible and delivered whereas Conan supports in terms of making it more visible and able to manage it better so agile product delivery so a large organization usually consist of several agile teams each led by their respective scrub Masters so these teams together represent Agile Release trains
• 25:00 - 25:30 also called as art so they usually involve 50 to 125 people so art are cross functional and involve everyone who understand customer needs and can help with building and delivering the solution required so art uses an agile delivery practices like the one used by the teams to deliver value to the customers so it uses time box iterations called programming increments or pis
• 25:30 - 26:00 which usually involves four to five iterations all the teams they get together to plan their work during Pi planning events so they should work together they should have full visibility while doing it so three major components which are required when we do a gel product delivery is release train engineer then project management and then system architect so release train engineer represents the coach of the art facilitated the pi planning process the
• 26:00 - 26:30 project management provides the vision for the project and pack log of the tasks system architect provides architectural guidance for the process and then the teams then make plans regarding what they would be able to deliver so the program board is also drawn up to determine dependencies between the teams which also goes through program iterations the pis as I mentioned earlier here then after every iterations the art
• 26:30 - 27:00 shows the integrated output to all teams through a system demo so after the pi is complete all team get together to retrospect event called the inspect and adap events so further a continuous delivery pipeline is set up based on the art DeVos practices are also used to ensure values available on demand I think the term devop is becoming more and more popular today which actually providing that visibility
• 27:00 - 27:30 need for collaboration need for cultural transformation so which helps in terms of bringing that agility across the organization as well as learning organization so one of the principles of devops itself says continuous learning there should be continuous experimentation and learning risk taking intelligence risk taking and also we come across speaking the concepts like seman Army concept like introducing failures into exis systems and learn
• 27:30 - 28:00 what can fail and what is the solution for it and that can help in terms of becoming more resilient and reliable system so devops has become popular and Adoption of that discussion on that is become more common across the organizations so next Enterprise solution delivery so Enterprise solution delivery let us look at a scenarios where a single art may not be able to deliver an appropriate solution a solution train which coordinates
• 28:00 - 28:30 multiple arts and suppliers would be able to provide Solutions in large and complex scenarios so meaning consideration of Enterprise as a whole seeing end to endend organization entire visibility so basically what is that we are trying to achieve so alignment we discussed about which requires the objective of organization because organization is investing so whatever we do at various different level should complement to each other rather than contradicting so that complimenting thought or complimenting visibility can
• 28:30 - 29:00 happen only when someone has a bigger visibility Enterprise World Outlook then uh the three major components that are required in Enterprise solution delivery would be solution Management Solutions architect and solution train engineer the solution management holds content Authority or what needs to be built solution architect handles the architecture across the Parts Solution train engineer enables coaching and
• 29:00 - 29:30 facilitating of solutions train events so next is lean portfolio management so lean portfolio management provides ways of creating and combining strategic themes and portfolio Vision this enables solution development to be aligned with Enterprise strategy so the moment I say lean firstly we should keep in mind that it's about creating value to the stakeholders that is first thing
• 29:30 - 30:00 second thing is elimination of waste now when I link this to strategy when I link towards the organization's directions what it sets and while going in the directions I should ensure no defects are actually moved downstreams or are eliminated when it goes to Downstream so customer should see the value it is very important and identification of all the contributions of waste has to be done and eliminated ated so this ensures there's a value in
• 30:00 - 30:30 organizations value stream which also ensures that these value streams remain funded so funding plays a very important role so next is organizational agility so when I say organizational agility it should ensure the organizations various business units in the organizations should be with that dynamics of agility which organization is going through which organization is moving through as I mentioned earlier if if you have a project where you have you
• 30:30 - 31:00 have adopted agile methodologies it's quite obvious for your pace for your flexibility for your speed other business units which are working with you to support you should also complement to that they cannot become slower they cannot have their own pace of doing things like in your project you have a procurement you have a recruitment you have some claims to be cleared from a CH maybe you're dependent on certain tools and environments now if these are not a if these are not responding in the same flexibility or
• 31:00 - 31:30 same speed what the agile project team requires then obviously things will not flow further now when I say agile obviously we introduce products or Services quickly to the environment now someone needs to manage we have operations now can operations manage the products or Services which they are not aware of now even there the agility is required as I keep introducing the new products or services to the environment operations should also be well informed informed and educated about it so that they can monitor and
• 31:30 - 32:00 manage them effectively and efficiently if they fail I think users will not have a good experience your product or Services may have a great features functionalities but however if Whenever there is a quy about that product features or functionality Whenever there is an issue the incident which user actually calls the first point of contact for any users would be the operations the moment operations fails to respond with the right clarifications or right resolution quickly then obviously user experience
• 32:00 - 32:30 will result in not a good way I think customer satisfaction or customer Delight will be at stake so operation should become aile so rest of the business units which are supporting like funding we spoke about if funding is not done in agile way obviously the things cannot move smoother or easier so everything across organization should become agile organizational agility has to be ensured so enabling portfolio with strategic agility making change in the direction depending
• 32:30 - 33:00 on the scenario then encouraging the growth of lean thinking people and agile teams so people should be working towards ensuring creating value always every task every transaction is what they do should be enabled through it so they should also know whatever we are doing how this particular task or the work or the results what I am creating results in value addition or value creation to the organ organization does it really align to the organization's requirement
• 33:00 - 33:30 is it fulfilling maybe customer as a stakeholder or my own organization the business unit which is actually investing on this project so in that context or in that perspective everyone should be aware of that alignment the directions The Vision then focusing on value and helping with organizing and reorganizing building an environment for the flow of value across the organization so everyone should realize value so value is what value can be
• 33:30 - 34:00 defined in the perspective of every individual's background and every individual's requirement because it's a perceived one so there may be real thing what we have created but perception is different so the perceived versus what is actually created should be as closer as possible so zero deviation is expectation but difficult but however it should have a tendency towards it it should actually be very near to that pursued reality but two things in one is that I create a features and functionality for my product or Services
• 34:00 - 34:30 which fulfills customer requirements customer may not know not well educated not aware of it and don't know how to realize that value how to know how these features and functionalities can be used so now if you educate that customer the user how to use it what are the values it can create and do some exercise in terms of educating training coaching customer can visualize it and understand that that is one possibility second thing is his customer is very matured and our product does not have features and functionality
• 34:30 - 35:00 required so these are the two scenarios which requires lot of interactions and engagement so that increasing in terms of usage of product and services and realizing those values so this has to be encouraged more and more so further continuous learning culture so when we say learning it's quite obvious organization should keep maturing individuals in organization should keep maturing in terms of capabilities in terms of ability to do new things
• 35:00 - 35:30 innovate the knowledge the capability skills competencies so that can be possible only through learning so learning should be continuous so this ensures an atmosphere of innovation and constant Improvement until organizations becomes a learning organization so meaning at every level each individuals each professionals each Engineers each Executives invest their time in learning they learn through what they are doing
• 35:30 - 36:00 they go through formal training they bring in that formal training learning into the actions here forther they learn so continuous experimentation creating an hypothesis working on those hypothesis aligning that to the requirement of organizations and seeing how is it complimenting to the organization's requirement so seeing through this are very essential so the organization which is having the culture of continuous learning can sustain and grow grow continually there is no
• 36:00 - 36:30 question of looking back if organization has a scenario of not learning they will fade away they may fail to exist so it is very much required to understand the market dynamics continuous learning there capabilities and skill enhancement continuous learning year Innovations and making things better continuous learning so continuous learning helps organization to be there in the industry and continue with the competition so next lean agile leadership so it's quite obvious
• 36:30 - 37:00 leadership plays very important role it's about guiding it's about owning it's about showing directions it's about ensuring everyone does the task everybody is motivated so the leaders must embody teach and exhibit lean and agile principles and values so firstly they should understand what it is they should be aware of it they should have an exposure to it they should have full awareness of it as I was learning about continuous learning
• 37:00 - 37:30 culture in the previous point so leaders should do that first so only then I think the followers will actually have learning adopted to themselves and things move smoother and better and this should happen across the organization so by doing this it is quite obvious organization can become better agile organization is complemented to achieve the objectives and goals what they wanted to accomplish and uh there is a safe configurations
• 37:30 - 38:00 which one needs to ensure which involves essential safe R solution safe portfolio safe and full safe so when I say essential safe it acts as the foundation for all safe configurations and is the easiest starting point for implementation so large solution safe it is used for building large and complex Solutions whereas portfolio safe provides principles and strategies that
• 38:00 - 38:30 can enable business agility in an Enterprise so when I say portfolio it should be understood as portfolio of an organization as a whole the service portfolio the product portfolio the business portfolio so understanding of that and complimenting to that is very essential so full safe is a comprehensive configuration that includes all competencies and ensures business agility so advantages and disadvantages of safe so advantages involves enabling
• 38:30 - 39:00 decentralized decision making it eases collaboration across cross functional teams it ensures decisions are made with strategic objectives in mind so disadvantages include additional layers of oversight which makes it resemble the waterfall approach the top- down approach can limit understanding of the software life cycle and cause bad planning so visibility providing that visibility is very
• 39:00 - 39:30 essential then larger planning cycles and roles that are fixed in development Cycles introduction to Agile Manifesto the agile Manifesto is a seminal document in the field of software development created in 2001 by 17 software developers who sought to outline a more flexible and efficient approach to project management and development it emphasizes individuals and interactions working software customer collaboration and responding to change over traditional processes
• 39:30 - 40:00 documentation contract negotiation and plan following this Manifesto has since become the foundation for agile methodologies promoting a flexible team oriented approach that values adaptability and customer satisfaction above rigid adherence to plans with the manifesto in mind let's start exploring the the four core values of agile the four core values of agile focus on people and results rather than rigid processes individuals and interactions over processes and tools prioritizing
• 40:00 - 40:30 teamwork and communication above strict adherence to tools and processes imagine a team deciding together how to solve a problem instead of just following a manual it's like choosing a group discussion over filling out forms working software over comprehensive documentation valuing functional software that meets user needs over detailed paperwork think of it as cooking a meal that tastes good and serves its purpose rather than writing a detailed recipe book book before the meal is even made customer collaboration
• 40:30 - 41:00 over contract negotiation emphasizing ongoing engagement with customers rather than sticking strictly to initial agreements it's like working with a home builder who listens and adapts to your changing needs during construction instead of sticking strictly to the original plan responding to change over following a plan being open to change and adapting plans as needed instead of rigidly following a set path picture a road trip where you're open to taking a more scenic route based on new information rather than sticking to the
• 41:00 - 41:30 fastest route Google Maps suggested initially these values guide the agile methodology towards flexibility efficiency and customer satisfaction the 12 principles of agile software development the 12 principles of agile software development as outlined in the agile Manifesto advocate for customer satisfaction through early and continuous software delivery prioritizes getting a functional product to the customer as soon as possible possible then updating it regularly example A
• 41:30 - 42:00 Team releases a basic version of an app to meet initial user needs then adds new features based on feedback welcoming changing requirements even late in development it is time consuming to handle large and complicated work when managing project activities therefore a better strategy is to break the task into manageable sizable chunks in addition it would be simpler for the team members to see possible bottlenecks and deal with delays if the clients were always kept informed for example if
• 42:00 - 42:30 users need a new feature because their needs have changed the development team Works to Incorporated even if it wasn't in the original plan frequent delivery of working software according to the agile methodology working software is frequently delivered in a shorter amount of time team members must consistently raise their performance standards as a result of this iterative process for example delivering updates every two weeks to continuously improve and adjust the software based on user input
• 42:30 - 43:00 business people and developers must work together daily throughout the project in order to ensure that the business and development sites of the project can communicate effectively and more importantly collaborate a bridge between them must be built to facilitate an intellectual exchange that both parties can agree on make use of the same tools you would have used in managing remote teams for example regular meetings between the client and the team to discuss the Project's Direction and adapt as necessary build projects around
• 43:00 - 43:30 motivated individuals give them the environment and support they need and trust them to get the job done the project manager must establish a supportive and stimulating environment where team members are free to express their ideas and make recommendations for enhancing the output of the group this results in a massive Improvement in their General performance eventually aiding the project for example allowing a developer to choose their tools or method of working to solve the problem can lead to more Innovative and effective Solutions the most efficient
• 43:30 - 44:00 and effective method of conveying information to and within a development team is face-to-face conversation efficient communication among the parties concerned is stressed strongly in the agile Manifesto thanks to improvements in communication Technologies it's now simpler instead of having a quick conference in the office all participants can now meet via video conferencing for example solving misunderstandings or clarifying require ments through direct discussion rather than through emails or reports working
• 44:00 - 44:30 software is the primary measure of progress delivering a functional product that pleases the consumer is the single determinant that can guarantee success before agile numerous success metrics decreased the quality of the finished product for example a team focuses on delivering a basic but operational piece of software first rather than ensuring every document is perfect atel processes promote sustainable devel velopment the sponsors developers and users should be
• 44:30 - 45:00 able to maintain a constant Pace indefinitely burnout will occur if you work on a project for a long time it's inevitable avoid placing too much of a workload on your employees the value of your project will be affected so assemble the best team for the job that will work hard but refrain from overworking themselves and endangering the Project's quality for example instead of pushing for long hours to meet an unrealistic deadline the team sets a realistic timeline that allows for steady progress without overtime
• 45:00 - 45:30 continuous attention to technical excellence and good design enhances agility any agile team's main goal should be to provide value to the client therefore a multikill team that can manage all the projects technical components and offers the chance for continual Improvement is crucial for example regularly refactoring code to improve its structure without changing its external Behavior Simplicity the art of maximizing the amount of work not done is essential you should avoid
• 45:30 - 46:00 adding extraneous complexity to a project if you want to complete it swiftly you can accomplish this in various ways including by using AER tools which eliminate busy work and offer you more significant influence over all project related decisions for example developers decide not to add a feature that only a few users would use keeping the system more straightforward and easier to maintain the best architectures requirements and Designs emerge from from self-organizing teams simply said a self-organized Workforce
• 46:00 - 46:30 with decision-making autonomy would function better since each team member would be responsible for meeting client expectations rather than a loan project manager for example a team decides who will work on what tasks based on each member strengths and current workload rather than having a manager assigned tasks at regular intervals the team reflects on how to become more effective T tunes and adjusts Its Behavior accordingly agile techniques are constructed on the notion of iteration
• 46:30 - 47:00 where teams consistently enhance their game by learning from their previous wrongdoings project managers should Inspire team meetings where everyone evaluates their work and discusses how to develop their management and technical skills for example at the end of each development cycle the team needs to discuss what they can change to work more efficiently in the next cycle with core values at principles in mind let's have a look at implications of elel values and princip the implications of agile values and principles revolve around fostering a
• 47:00 - 47:30 culture of flexibility collaboration and continuous Improvement they lead to enhanced adaptability to change allowing teams and businesses to respond swiftly to Market shifts and customer needs increased customer satisfaction by prioritizing customer feedback and delivering value early and often improved product quality through iterative development and a focus on technical Excellence more efficient and motivated teams due to empowerment and a focus on individuals and interactions
• 47:30 - 48:00 these points underline how adopting agile can transform organizational workflows and outcomes now let's see some real world applications of a innovation in tech companies like Spotify utilize agile to Foster Innovation rapidly testing and deploying new features adapting to Market changes Netflix applies agile principles to quickly adapt to user preferences and technological advancements maintaining its market leader position banking sector agility banks have adopted agile
• 48:00 - 48:30 to improve their Digital Services making customer transactions smoother and more secure Healthcare efficiency elel methodologies help Healthcare Providers streamline operations and improve patient care through faster more responsive Services manufacturing flexibility even in manufacturing agile enables companies to respond swiftly to Market demands and supply chain challenges and there you have it folks why do we need scrum meeting alignment ensures everyone is on the same page
• 48:30 - 49:00 regarding project goals and progress transparency promotes transparency by sharing individual accomplishments plans and obstacles collaboration Fosters collaboration among team members by identifying dependencies and opportunities for assistance adaptation allows teams to adapt and adjust their plans based on Daily Progress and emerging challenges efficiency helps in identifying and addressing issues ues early preventing delays and ensuring smooth project flow moving forward let's
• 49:00 - 49:30 dive into advantages of scrum meeting improved communication enhances communication among team members by providing a dedicated forum for updates and discussions enhanced collaboration promotes collaboration and knowledge sharing among team members leading to better problem solving and decision making increase productivity enables teams to stay focused and accountable for daily tasks leading to improved productivity and and progress quick issue resolution facilitates early
• 49:30 - 50:00 identification and resolution of obstacles preventing them from becoming significant impediments to progress iterative Improvement supports iterative Improvement by providing regular opportunities for reflection and adaptation next let's see standard questions of scrum meeting question one what did you do yesterday question two what will you do today question three are there any obstacles or impediment in your way moving forward let's see facilitation and execution in scrum scrum Master's role facilitates the
• 50:00 - 50:30 meeting ensuring it stays focused and On Track Time boxing keeps the meeting short and concise typically around 15 minutes or less adapting format allows teams to modify the format or questions to better suit their needs and context staying standing encourages participants to stand during the meeting to maintain focus and keep it brief let's conclude this video conclusion value proposition the daily scrum meeting is a valuable tool for agile teams promoting alignment
• 50:30 - 51:00 transparency collaboration and continuous Improvement integration with agile principles it aligns closely with agile principles of frequent communication adaptation and collaboration making it an essential practice within agile methodologies like scrum by incorporating these teams can gain a comprehensive understanding of the purpose benefits execution and continuous Improvement aspects of the daily scrum meeting within the Agile development framework it's a pleasure to welcome you to our new video discussing
• 51:00 - 51:30 the top 10 tools for product management in this video we will discuss what considerations should be taken before choosing a tool for product management and then we will look out at the top tools for product management but before we start let's brush up on your knowledge so here's a question for you all what does a tool stand for do let us know in the comments below software for product management is an administrative tool used to produce and enhance a company's Goods rapidly
• 51:30 - 52:00 and effectively along with successfully enhancing business profits these tools allow product managers and their teams to gather fresh Concepts and develop detailed strategies to turn them into actual products although these Technologies are typically utilized by product managers and product teams they also give other departments such as marketing and sales additional Clarity and insight into product development product man management is used for product analysis development tracking and Road mapping whenever we concern
• 52:00 - 52:30 tools for product managers we often mean the basic handful of tools that the majority of us use daily these product management tools typically consist of software for product analytics development tracking and Road mapping however a product manager's duties go beyond simply Gathering product perspicuity surveying the backlog and evaluating the product plan whether you are a beginner or an exp experienced product manager you should utilize the right tool to ensure you are not
• 52:30 - 53:00 overlooking a crucial aspect of your job product managers are frequently in charge of organizing the examination choice and purchase of product Management Solutions for usage inside their company it might be challenging to choose the best product management solution though now let's move ahead in our session and know what considerations should be taken before choosing tools for product management depending on the requirements of the business each product firm will have a unique collection of tools in its accumulation
• 53:00 - 53:30 the set of tools that the product team employs to manage their operations is known as product management tool accumulation these tools are frequently integrated where they perform well together and complement one another the product development efforts May succeed or fail greatly depending on the choice of product management tools so to have a successful product there should be some considerations to follow up on before choosing a management tool so let's take a look at the concerns one must heed
• 53:30 - 54:00 before choosing a product management tool the very first consideration that should be taken is to recognize the demands of your product management staff making a charter with a list of questions for your new product management tool is an intelligent method to assess the requirements of your product management team the charter will Aid in outlining particular demands and may be used as a benchmark for assessing items the next next consideration that should be considered is to do some product research it's time to research
• 54:00 - 54:30 the various product possibilities after you have a clearer idea of your demands and criteria for a product reading product reviews and seeing product demonstrations are the most significant ways to accomplish this you will have a deeper grasp of the features and how each product functions by doing the research for the product moving on we have to consider items depending on product needs following your research it's time to analyze the items in light
• 54:30 - 55:00 of your unique needs start by grading each item according to how effectively it satisfies your needs to rank the various items you may add a column to each need to rank the various items this stage will enable you to evaluate and contrast several Solutions and decide which product management Suite is best for your team the next consideration is to aim to stay within your budget when looking at product Management Solutions budget is always an important
• 55:00 - 55:30 consideration but if you work for a startup or a smaller firm it's much more crucial keep in mind that some of the top Goods could have steep asking prices as well as ongoing costs the simplest method to achieve this is to set a predetermined budget for your product tool and use it as a guide when weighing various possibilities then we have to make sure that the tool is with effortless use make sure the tool tool you use is simple to use before you buy it although
• 55:30 - 56:00 it should be obvious certain Technologies are quite complex and need users to undergo many days of training the technology that works best for you and your team will be the one that you find simple to use many tools allow you to try them out for free so you may decide whether to buy them before you use them the next consideration is reporting in real time find a product tool that offers realtime reporting to save time creating reports that reflect the product's current condition will gather
• 56:00 - 56:30 data from many parts of the product management systems moving on we have a reputable interface although there are a lot of tools available some of them appear somewhat dated expandability needs to be your main Criterion When selecting a tool opting for something attractive looking doesn't hurt either the last consideration that should be taken is security scalability is great but if your data isn't secure neither is the Integrity of your product examine
• 56:30 - 57:00 the security features that your desired tool supplier offers to keep your client data private and isolated from everyone else's choose a different dedicated hosting platform let's proceed in our session and know what top tools are used for product management how do you assess and determine which tools are best for your team consider your firm and product size and development stage as a starting point a tiny firm with one product product manager for instance probably won't require or have the funds for
• 57:00 - 57:30 numerous tools you could pick a few applications that provide a wide range of Integrations and features a huge organization on the other hand would require specific tools created for complex work streams and several teams the very first functioning of product management is user tracking and Analysis user tracking enables you to follow online visitors while they browse your website anonymously and Via a variety of methods a product manager's research creation process includes user
• 57:30 - 58:00 tracking in terms of analysis a wide range of tools is accessible for tracking and Gathering data about the demands of the user for the product these tools may be quite useful for gathering information and understanding how users of your software or visitors to your website interact with your offerings and content platforms for product analytics collect and assist you in analyzing what those customers do but cly what they say and think you'll want a product management platform such as
• 58:00 - 58:30 done dun that provides distinct analytics and insight into how customers utilize your product user tracking and analytics can be done using pendo the tool used for user tracking and analytics is pendo pendo assists businesses in determining who is using the features and products they are developing you can find out which features people like and don't like as well as how they move across your product range range with the help of our product analytics tools Additionally you
• 58:30 - 59:00 may examine how product adoption differs depending on an account user job or their attitude their objective is to provide product teams with the knowledge they need to do their duties more effectively and make daily decisions with less difficulty although inapp messaging provides our customers a method to quickly and simply put these insights into action product analytics are fascinating and Powerful in the end your capacity to experiment and influence behavior change within your product is what will help you grow your
• 59:00 - 59:30 company and give your consumers better experiences apart from pendo the other tools that can be used for user tracking and analytics are amplitude gain sight and Google analytics the next functionality for product management is product strategy and Road mapping so product strategy and Road mapping is a basic exercise in product management even though PMS are renowned for their adaptability mapping out your course reveals the type of stakeholder negotiating abilities and data-driven
• 59:30 - 60:00 planning that make product management so successful our knowledge of PM's experiences indicates that product board goes toward the making things easier side aha is also practical and founded on reliable theoretical understandings of how product managers operate when choosing your road mapping tool remember that product managers are reportedly trusted by air table air focus and Road Monk the tool used for product strategy and Road mapping is product board
• 60:00 - 60:30 product board is used to prioritize features create road maps collect customer input and validate Concepts all the tools required to create a user centered product the road mapping capabilities of product board are noteworthy depending on how you operate you can organize product features into release Sprint period or now next later buckets and you may customize road maps for different audiences for instance you may develop road maps that are customer centered or that are expressly Geared
• 60:30 - 61:00 for leadership the other tools used for product strategy and road map development are product plan Road Monk and air Focus moving on to the next functionality of product management is flowcharting even while not all product managers utilize flowchart and diagram software it is still an excellent approach to do a task that many PMS ignore but really shouldn't you and your organization will benefit from having a greater understanding of the whole
• 61:00 - 61:30 client experience with your business after creating a customer Journey map a correctly made Journey map will display every interaction a person has with your business from their initial visit to your website or their first phone contact from a sales representative through their eventual purchase and use of your product the tool used for flowcharting is Microsoft Vio VI's flow charting and diagramming capabilities can be useful for outlining any particular elements of a user's workflow or experience with your product the
• 61:30 - 62:00 flowcharts you generate using these tools may help you get insights into how to strategically prioritize your product road map since they provide a visual representation of that workflow or experience rather than just a list of the stages your client will take apart from Microsoft Phio omnigraffle is the other good tool that can be used for flowcharting in product management now let's move ahead and know the other functionalities and tools for product management the other functionality of
• 62:00 - 62:30 product management is presentation a key communication skill for a product manager is the ability to present it is a component of conveying the product strategy to the company and the team developing the product additionally it is a component of consumer communication we frequently draw attention to the poor performance of roadmap presentation tools however this does not imply that note or PowerPoint shouldn't occupy a significant position in your toolbox for
• 62:30 - 63:00 product management for Distributing your highlevel goals ideas and plans within your company and to external audiences like clients presentation decks may be quite helpful for instance vision boards may be a potent tool for selling a group of executive stakeholders the vision of your product additionally using presentations to teach salespeople or educate industry analysts about your product may be quite successful the best tool for presentation is Microsoft PowerPoint one of the most
• 63:00 - 63:30 often used tools for presentations is Powerpoint it is a component of the Microsoft Office package and is usable for domestic commercial and academic uses PowerPoint dominated the presentation industry and was most well known for its templates and usability this program enables anybody from amateurs to experts to create presentations utilizing text Graphics video audio and data tables you may deliver the presentation as you like by using a range of animations and
• 63:30 - 64:00 transitions other than PowerPoint keyote Google slide and SlideShare are tools that can also be used for presentations moving on to the next functionality of product management it's prototyping and wireframing design teams experiment by turning their ideas into physical prototypes which might range from paper to digital to capture Design Concepts and user testing teams create prototypes with varying levels of realism you may improve and evaluate your ideas using
• 64:00 - 64:30 prototypes allowing your company to release the proper items you must put a lot of effort into demonstrating that your product concept can be realized before bringing it to fruition more Technologies are emerging as a result of the growing significance of user design and easy consumer Journeys they also employ techniques to minimize discomfort and streamline the delivery process the number of web-based apps available ailable has increased due to this popularity some nevertheless are a little questionable in terms of
• 64:30 - 65:00 usefulness most people are using multipurpose applications that may be used for prototyping designing and whiteboarding if you're searching for a versatile tool that is also great for prototyping we may suggest figma the best tool used for prototyping and wire framing is balsamic balsamic wireframes is a quick low Fidelity UI wireframing tool that simulates sketch on a whiteboard or notepad while using a computer it effectively pushes you to put your
• 65:00 - 65:30 attention on structure and substance rather than wasting time on early debates about colors and details with wireframes you may quickly produce new ideas discard the subpar ones and identify the best Solutions the Alternatives of balsamic for prototyping and wireframing are sketch Invision and Adobe XD the next function of product management is product development product development involves bringing a new thing or item to Market or enhancing
• 65:30 - 66:00 already available Goods to boost sales a product is initially merely a sample for a firm to become something that can be sold on the market a lot of time and money must be invested the idea design development and marketing of newly developed or freshly renamed goods or services are all phases in the process known as product development sometimes known as new product management the entire process of creating a product from conception through Market launch is
• 66:00 - 66:30 referred to as product development product research makes the difference between a product's success and failure both at launch and throughout the product life cycle by helping you understand the requirements and desires of your consumers and keeping an eye on the competitive landscape and environment of your product the best tool used for product development is Rally the foundation of value stream management is Rally by enabling Business Leaders to address challenging issues
• 66:30 - 67:00 like how to prioritize capabilities related to development how capabilities relate to development outcomes how to track capabilities progress from planning to delivery and how to find Opportunities to optimize flow Rally's Insight contributes to Value stream management rally is used by value streams to make complicated processes transparent and enable Swift business pivots based on datadriven choices the alternative to rally for product development is azure moving on we have
• 67:00 - 67:30 project management as the next functionality of product management a project manager oversees several projects that are necessary to achieve the various goals that a product manager sets for it in terms of vision goals and business trajectory the project manager is therefore more of a man of action whereas the product manager is more of a master strategist making a distinction between project projects and products might be helpful though product management and project management are
• 67:30 - 68:00 two different jobs still there would be some interactive work no product manager can operate without zero work support of a project manager the tool used for project management is jira jira brings teams together for everything from agile software development and customer service to startups and companies jira assists teams in planning assigning tracking reporting and managing work jira software the top solution for agile teams helps software teams develop
• 68:00 - 68:30 better a workflow is the first step in managing projects and tasks in project management software workflows outline your procedure and make task tracking possible for your team visualize your process so that your team is aware of the status of tasks and projects projects frequently contain checkpoints or Milestones that must be met to maintain the overall Project's Direction versions are milestones in jira Work Management after creating versions you may group work into several versions
• 68:30 - 69:00 other than jira pivotal monday.com and diagrams. net are the tools that are used for project management so moving on from project management collaboration is the next functionality of product management working in the product sector offers some of the most intriguing opportunities for cross functional collaboration although there are difficulties which we'll discuss momentarily it exposes everyone engaged to every step of the product development and launch process ux designers have the
• 69:00 - 69:30 chance to learn more about marketing and Engineers have the chance to learn more about ux design the tool used for collaboration for product management is Trello Trello is one of the more powerful project management applications that aims to improve teamwork inside and between departments Trello allows you to manage several projects and arrange various activities by allowing you to create boards lists and cards to get a clear picture of everything that is
• 69:30 - 70:00 happening you may also set up calendars make checklists and assigned productivity indicators Trello has built-in automation for the best processes and the least amount of manual effort like many other top products today Trello is an essential component of your product management stack since the job of the product manager involves coordinating a lot of various moving elements the alternatives for Trello for collaboration are are goto meeting Dropbox and zoom the next functionality of product management is user experience
• 70:00 - 70:30 and testing in the field of product management the phrase user testing is frequently used usability testing is frequently used interchangeably with user testing during the user testing phase of the design process you analyze your product or service using actual customers to develop user centered designs through this technique you may learn how your target market behaves when using your product giving you useful information for the development
• 70:30 - 71:00 process the best tool used for user experience in testing is Adobe Target Adobe Target is a rule-based testing and targeting tool that can be integrated with analytics and provide reports for marketing offers customization and ux testing this feature enables marketers to determine which offers experiences and messages are engaging customers it has a user interface integrated best practices and Powerful features for tracking site traffic it allows for more
• 71:00 - 71:30 conversion and properly filters results according to its self-learning algorithmic methodology the tailoring of consumer interactions across all marketing channels and business contact points may also be automated other tools that can be used for user experience and testing are Helio hot jar and ux cam in the end the last functionality of product management is customer feedback and service getting feedback from customers involves talking to them and asking them what
• 71:30 - 72:00 they think of a good or service to properly comprehend their behavior and demands it is crucial to pay attention to their thoughts and feelings it is crucial for product managers because before you can offer a helpful solution you must embrace your people and understand the suffering caused by their issues it's helpful to have a defined goal before pursuing a certain feedback technique outlining your learning OB objectives can help you concentrate on your study and choose which potential or current clients you should contact this
• 72:00 - 72:30 is particularly important if your product or service appeals to a wide range of demographics and this is because various client segments may experience your product in drastically different ways therefore it's crucial to be specific about who you want to talk to and what you hope to discover about their needs and expectations the tool used for customer feedback and service is Survey Monkey following are the features of Survey Monkey that may help product managers
• 72:30 - 73:00 with customer feedbacks and surveys obtain viewpoints and get insightful wisdom for every audience it is simple to build polls quizzes and surveys obtain comments using a web link email mobile chat social media and other channels get sophisticated analytic tools and automatically examine your data your data may be exported or integrated with your preferred apps make smarter decisions based on facts by
• 73:00 - 73:30 utilizing your insights and Alternatives type form Google forms and formstack other than Survey Monkey the tools that can be used for customer feedback and surveys are type forms Google forms and form stack with this we have come to the end of this session but before winding up let's take a look at the bonus tools for you that serves multiple purposes in terms of product management the very first tool is slack to strengthen product organization slack
• 73:30 - 74:00 has emerged as the most crucial tool slack is utilized to cut down on pointless meetings facilitate teamwork make information widely available and involve our consumers in the creation of new products by acting as a central Communication reporting and file Center the software boost efficiency for both small and big teams slack connect streamlines communication by bringing everyone into your virtual headquarters to complete tasks breaking down organizational walls from debating the
• 74:00 - 74:30 finer points of a contract to analyzing the most recent drawings from your creative agency slack connect enables realtime collaboration moving on we have canva branding image creation is as easy as dragging and dropping using canva it will just take a few minutes to do what used to take a lot of work whether you decide to utilize your logo social media accounts or a hashtag the transparency option in canva also makes branding your
• 74:30 - 75:00 product seem slick and unobtrusive to the viewer you can maintain brand management with canva for teams while enabling anybody on your team to generate on brand visuals even without design skills your team may quickly create and distribute branded designs using the thousands of professionally created templates at your disposal even if you have little to no experience with graphic design canva enables you to generate that content fast and effortlessly but before winding up here's a question for you all which of
• 75:00 - 75:30 these tools have you used before do let us know in the comments section below and if you have any queries regarding tools for product management look at a time in the late '90s what was happening with software development firms so they used to follow waterfall methodologies so there used to be expression like sir you have a problem so what happened so our client want a new feature to the software we are already Midway creating the software we can't add the feature so what does it
• 75:30 - 76:00 mean so there is a scenario where the change is asked so why change change may be because of adding certain features removing certain features modifying certain things already given what is wrong in that why can't we do the change so now Point here is not about doing the change itself it's about the effort additionally takes cost money in terms of which is going out the effort then uh the scope which is going to change at
• 76:00 - 76:30 the same time you also need to put more efforts which will delay the project so now is it okay so '90s it was okay today is it okay a big question mark so why is that not okay so we need to understand that very clearly right I knew we should not have used the waterfall methodology for development so is that an issue with the waterfall methodology so answer is no if it is today's scenario answer would be yes if it is '90s answer would
• 76:30 - 77:00 be no so what changed in this 20 years or 15 years the Dynamics of the market changed the behavior of consumers changed so if you look at anyone who is using any product it may be a software product or a hardware uh like if you mobile phone or a television or any application mobile application or application used on your systems the upgradation of the new features and functionality of that is improved more and more and consumer wants it more and
• 77:00 - 77:30 you have a very less time to respond that is one thing second thing there is lot of competition if you do not respond quickly competition will take over so for you to sustain and grow it is very essential that you understand this Dynamics and you need to respond quickly which was bit difficult when it comes to approach what is called waterfall model now how do we address this so what is that water model is all about why is it difficult for us so the methodology where waterfall model is used involves
• 77:30 - 78:00 teams following a series of steps and only going forward after the previous steps are completed so there is a wait time involved so until the previous steps are completed only then I can move to the next so it is a slower thing it would take certain longer duration so it is best used in the scenarios where the teams are small and the project is expected to move move in a predictable manner so predictability is very important when we follow waterfall methodology predictability the variation
• 78:00 - 78:30 should be as lesser as possible so what is the predictability I'm speaking about as I create this product as I results comes up if it takes 6 months one year 2 years 3 years it's okay so this is how the product would look like the predictability how the product would look like how that particular output would come so when is that going to come is it okay if I bring that result after 2 years is that okay so if everything is okay that way without very less without any variations as such very less
• 78:30 - 79:00 variations then it's fine so because of following waterfall model uh what is that methodology what is that flow we need to understand that so requirements Gathering and documentation is the first thing what used to happen which is true in agel methodologies also but the main difference here is the requirements Gathering and documentation happens in detail a comprehensive one now once the is signed off only then it is moved to the design now based on that requirement which is gathered which is full
• 79:00 - 79:30 comprehensive then the design will happen based on that the consideration of process the products the people the environment then the design happens which is again a detailed design now once the implementation starts if you find any deviations the correction needs to be done since the design is in detail the deviation possibili as less as possible but the challenge comes up when the Dynamics in the market when the Dynamics of customer changes customer
• 79:30 - 80:00 ask for change then you may require to do the change now when you want to do the change you may require to do that change only after understanding what would be the impact of this change in the entire output which you're going to create which is very comprehensive one so because of this it consumes time it consumes extra effort so it may be a scenario where the scope of work is reduced as well even after that this exercise has to be done which will delay the project so this was okay so when
• 80:00 - 80:30 this model when things were done things were taken up for changes it was okay because the consumer Behavior as I mentioned there is a lot of wait time for the consumers also so there was less competition but today it is not I need to go quicker so because of this what are the disadvantages which has came up to the consumers or to the organization who actually follow waterfall methodologies in today's scenario so what could be those so making changes would be difficult as I mentioned earlier so then it doesn't focus on
• 80:30 - 81:00 inducer client customer perspective value so today I think more and more we're speaking about creating a value in the consumer perspective customer perspective and the time it takes for Consumer to realize the value how long it takes the more it delays in realizing the values by the consumer there is a delay in terms of making your product impression better in the consumer's mind so competition will take over so your existence will be in bigger threat so testing phase is delayed until most of
• 81:00 - 81:30 the project is completed because it has to follow step by step wait the things to complete and then testing happen then measuring the progress within the stages is difficult so why is it difficult measuring the progress within the stages because the deliverables or the metrics what are defined are defined to measure at a milestone and at a end of the phase to understand whether everything is delivered as part of it now let us look at how agile is going to help us to address these disadvantages mentioned in
• 81:30 - 82:00 what fall model so what is agile the basic meaning of agile is to move faster be flexible respond to change Etc but to accomplish this there are a lot of methodologies now there is something called agile Manifesto and 12 principles of agile which we need to understand so following this accomplishing this can only help us in becoming agile so in 2001 agile was introduced so that's where the term agile came into picture where people start realizing what is
• 82:00 - 82:30 agile and why should we adopt that agile methodologies so while it was introduced so agile Manifesto was also released it's a set of principles used in project management and software development so basically there are four points which we need to understand very correctly very clearly so that we can able to understand what is agile is all about right it enables team to deliver value to their customers with is so agile team deliver work in small but usable increments then evaluation of the
• 82:30 - 83:00 requirements plans and results takes place continuously this allows teams to respond to changes quickly now change was one of the scenario what we were speaking about now responding to change quickly is one of the disadvantages what we spoke about and here it is addressed it is considered to address that is very important now when we respond to change quickly it is not that I just quickly responded but I did not address that problem or that scenario it is very essential to address that scenario as well effectively and efficiently so now
• 83:00 - 83:30 agile is a concept right so it has a detailed Manifesto based on which all the agile methodologies are created so what is this agile Manifesto is all about so it is created it was created during February 2001 so which details out the values and principles of agile processes which says there are some values which is mentioned in the left which has more weightage compared to the one which is in the right now when we say this for example let us take let us go one by one individuals and
• 83:30 - 84:00 interactions over process and tools so are we saying we don't value the process and tools that is not the case now let us look at what were the typical issues or challenges anyone would have expressed regarding the processes so delay maybe bureaucracy and they cannot have a flexibility to move faster so basically delays because of the appro approval which is not happening because of the processes now how do we address this so can I eliminate the process itself answer is no because in the
• 84:00 - 84:30 absence of tools and processes none of the things which we can do easily can exist so it should be there process and tool should be there the way it should be defined it should also ensure there is individuals and interactions encourage to have that individuals and interactions while having the processing tools so next is working products or comprehensive documentation so when we say comprehensive documentation as I mentioned in the waterfall methodology during the
• 84:30 - 85:00 requirement Gathering during designing there is a detailed documentation which is made so which take lot of efforts in creating those now while delivering the challenge what anyone was faced was the change which is coming up and making changes to these documentations which is an additional effort now if you have a working products if I have a bigger product in that a module of that I keep creating every small small modules of it and start integrating to the base model now I will only focus on that documentation for that particular model
• 85:00 - 85:30 working piece which I'm going to create in the next iterations then my documentation changes are less and also the way I'm making the documentation is initially I would have a full skeleton of the entire product which I'm going to create the road map and upon that I'm going to making the detail documentation for that only for that working piece rather than the full product itself then these working piece documentation which which I'm going to create as I create the working pieces I'm also getting the feedback because I'm doing the interactions with the users the
• 85:30 - 86:00 consumers the end users so I get the feedback I keep making the changes quickly and then documentation will become accordingly the small pieces of documentation which happens with those small small small working modules which are created and those are Consolidated over a period of time by the time the product ends you have a comprehensive documentation the project ends you have a comprehensive documentation so it uh saves lot of time so documentation is important but the way we accomplish the documentation is one by one not in one
• 86:00 - 86:30 go next is customer collaboration or contract negotiation so any engagement or any relationship or any business can it happen in the absence of contract answer is no there should be a contract now how this contract should be when we want to fall in agile it should allow the customer collaboration why are we collaborating to understand what customer is required to understand what customer needs is fulfilled right so now this requires a lot of flexibility in the contract itself so that commercial
• 86:30 - 87:00 is one area which gets impacted and there should be guidelines for that also in the contract so that during the collaboration during the change during the effort being put customer is also informed what is a change which is going to happen in terms of commercials as well as time and everything so that it is documented in the contract so there is no confusion responding to change or following a plan now we cannot have a rigid plan as we were speaking about waterfall methodology so I we need to go like this only So based on the scenarios changes so we require to change your
• 87:00 - 87:30 directions and move faster so responding to change requires a specific flexibility which is required in the plan so that I don't have a plan which is very rigid and that provides some flexibility that's how I can able to create my plan so that I can able to move or respond to that specific scenarios which are changing so this is called agile Manifesto and this agile Manifesto has 12 principles associated with this now keeping this agile Manifesto and 12 principles all the
• 87:30 - 88:00 agile methodologies have created their own approaches and framework now let us look at what are those 12 principles the agile principles so agile principles so here are some of principles that need to be followed to make a processes agile so first principle is about customer satisfaction so one need to satisfy the customer through early and quick delivery of the product now someone who is hungry if you give them a water or a food immediately a piece of bread at
• 88:00 - 88:30 least there is some satisfaction there is some realization yes I got it what I need so energy is back so it is very much required to ensure seeing things in a customer perspective and customer is satisfied so customer satisfaction is not a result of the survey what I do it's about how I deal with the consumer what is that impact the perceptions I'm building with the consumer and what do I know about my customer do I really understand the pulse of my customer how Associated am I how close am I how am I
• 88:30 - 89:00 collaborating with the customer that will help you to understand how satisfied your customer is it is very essential to consider customer satisfaction and the second principle would be welcome change so changing needs need to be addressed even late in the development process so change can happen anytime now these changes should not become a challenge so there should be a flexibility in your design itself which will bring in so that is the reason I think when you move faster so it doesn't mean that you eliminate or
• 89:00 - 89:30 you just keep introducing the defects and move faster no that is not allowed so whenever there is a change in the feature Whenever there is a change to some specific product functionality accommodating that should become easier whatever the methodology I follow that should help me in terms of accommodating so I should be welcoming changes it's okay for me to have the change so that is not a challenge anymore for me so principle three deliver frequently so ensure software is delivered frequently focusing on shorter time scales as I was
• 89:30 - 90:00 mentioning while discussing the manifesto point like I keep creating a smaller piece of product modules so that I keep putting into the base model and integrating those and ultimately once all the features functionalities are integrated we have a product with all the features and functionality so this needs to happen more frequently so the release of those working p should happen more frequently more repeatedly so that customer is seeing those working piece and experiencing and giving their feedbacks
• 90:00 - 90:30 so quick changes to those working piece making that will become easier then work together so when as a work together it is very essential that developers and business individuals need to work together through the course of project which means involvement of customers involvement of suppliers involvement of your own team everyone should work together each one should understand each other's perspective view if there is no proper understanding about each other's perspective view it is quite obvious
• 90:30 - 91:00 what was expected what was delivered would not match so there should be correct understanding to have that correct understanding one should work together collaborate so they should speak Express it is very important so feedback has to be given by consumers regularly similarly organization who is doing the project should also keep giving the feedbacks to the suppliers to make necessary changes and once it works together in a Unison I think that would help in terms of bringing out the results the way it is required that would help customer to get the value
• 91:00 - 91:30 motivated team so projects need to build around motivated individuals and they must be trusted to get the job done means when will the team get motivated when the work what they doing is acknowledged when the work what they doing the results are seen experienced and then feedback is given there is an opportunity for Learning and contribution there contribution is acknowledged only then team is motivated when there is a motivated team when team feels there is someone with whom they
• 91:30 - 92:00 can look up to is quite obvious team will also come up with certain set of innovation in their mind giving their feedback as well involving themsel in terms of getting the results what is required so it is always essential to ensure the team which is involved in creating the products is always motivated so I think when we say team the conflict also come across there may be a clash between the various different thoughts and preferences so one cannot just shy away being a manager one cannot
• 92:00 - 92:30 shy away from it he or she should involve sit with the team resolve those put things in the right direction so right interpersonal skills are very important here next face tof face interactions so which helps in terms of most efficient means of communication which helps in terms of giving a proper Clarity in terms of what is required so that I sent an email I expect the person to do it that is not the case what we're discussing about so more and more interactions which should happen face to face so that each other understand what requires to be done and there is a quick
• 92:30 - 93:00 feedback which can happen when that particular interactions conversation which keeps happening so one can understand other perspective view as well and working software so it is a primarily the deliverable which you're speaking about which has to come regularly so more and more working piece as it comes customer can give feedback based on their experience on this working piece instead of just imagining something and then giving the feedback back so it should not look like an hypothesis or something which is in the Dreamland so I told something the person
• 93:00 - 93:30 who heard visualize something else it should not end up that way instead of that give the working piece expect the consumer the user to give the feedback so that it helps in terms of creating that particular product ultimately which is usable and which is going to create value to the consumers so next is constant pace so agile process promotes sustainable development so it should not I did it and I sleep I did it and then I'm waiting for something else no there should be frequent deliverables which is
• 93:30 - 94:00 happening so there should be constant moment from left to right from beginning to end so that the deliverables which are expected keeps happening so that consumers or users are realizing the value of it so it should be constant Pace the velocity the speed which needs to be adopted then good design agility can be improved by focusing on technical excellence and good design so when we say technical excellence and good design it is very essential to understand inside towards what is that product being delivered inside towards what is
• 94:00 - 94:30 the technology being used Insight towards the processes the capabilities skills so all this comes together when people sit together and focus on creating that product or services so they are putting the effort towards designing it appropriately so that that will fit for purpose so since things are moved step by step in terms of creating a working piece the detailed designing of that small working piece would happen which can happen quicker as well and since these are going and fitting into
• 94:30 - 95:00 the architecture which is basically open architecture kind of scenarios what we speaking about so all those modules what you create you keep plugging into it so that you are designing that small piece was quicker so instead of Designing the entire system as a whole in detail you're just creating that small small pieces and fitting into that architecture which is open so pluggable so that gives flexibility as well and changes to the design will become easier if it's not working and the agility helps in accomplishing that Simplicity the amount of work that's not being done
• 95:00 - 95:30 needs to be minimized meaning when we say Simplicity doesn't mean less right so the appropriate number of tasks the minimum number of task which needs to be done and mostly I think all nonv value adding activities and processes would be removed it has to be removed so the more optimiz more simpler in terms of handling things is always good so that only those what is required to be done are done so it is very clearly visible and there will be Clarity self organization so when we say self-organized teams who is not capable
• 95:30 - 96:00 of everything but when you look at a team as a whole each one has different different skills many skills not one or two skills many skills which they are complimenting to each other so they come together they discuss together they focus on the architectures requirements and design and address it together so team is also owning the ownership is one thing when it comes to picture when we say team so here since team is actually taking up that ownership and organizing themsel to accomplish the results the products what is required so then
• 96:00 - 96:30 obviously the results will happen the way it is needed and they will become accountable as a team so they cannot have a blaming scenario where because of one or two members it is happening they should collaborate better they should be self organizing what should happen so next is reflect and adjust so when are we going to reflect reflect upon what is that happening learn understand keep learning it having a reflection to that what is happening means responding to that so that Improvement can happen quicker Effectiveness can be improved by the team regularly reflecting on it so
• 96:30 - 97:00 team is also understanding team is also having that accountability to ensure that necessary adjustments necessary actions are taken to make those changes and Corrections quickly so these are about 12 principles so which supports which helps that accomplishment of Manifesto points the four Manifesto points what is mentioned so keeping these four Manifesto points four values which is mentioned in Manifesto and then 12 principles so keeping these in mind
• 97:00 - 97:30 any agile methodologies have their own approaches and they accomplish all of this so further let us look at some of the uh advantages what would be there when following agile so we looked at the disadvantages what we have when we follow waterfall so did we overcome those the disadvantages what we had in the waterfall did we overcome that using agile so what are the advantages of agile so agile is helpful in terms of handling large amounts of interactions between client and project team because
• 97:30 - 98:00 it is throwing lights on it the importance of interactions the importance of collaboration the what is that self organized teams it is spoken more and more then improve transparency to caims in every phase of the project how this transparency because customer is seeing those products the products with features and functionalities are seen they're experiencing it and based on that they're given the feedback there is nothing something hidden like when I go with waterfall till the end of the project customer don't know what is
• 98:00 - 98:30 going to come out as a whole but here since the working piece is given regularly customer is seeing it the users are using it and giving their feedback so interactions increased so visibility towards what we are creating a results is more right then the delivery of the output is predictable and can sometime be earlier than expected because we know what is being delivered more and more Clarity users are obtaining at the same time the team which is creating is obtaining because of it the pulse of the customer the
• 98:30 - 99:00 directions are clear accommodating changes which was a challenges in it was a big challenge in waterfall methodology has become easier here so then the cost of the project are predictable and follow a rigid schedule so it is very easy to handle the schedules because more and more you interact and move iterations or in creation of small small working piece of a product working module of the product so now as you progress in that you understood the environment better you understood the clients better the customers better the expectation better
• 99:00 - 99:30 and moving faster so that will become easier for you now you have become predictable You can predict easily what is that going to happen ultimately so more and more visibility you start getting so handling things will become easier so then it allows for changes to refin and reprioritize the product backlog so when I say product backlog we need to understand the various different user stories what is return return to deliver so that is a list of deliverables product backlog what are there since we already know what are the
• 99:30 - 100:00 things needs to be created so this helps in terms of prioritizing those changing the priorities based on the change scenario and then taking the pace taking the speed accordingly the client can provide the priority of features allowing the team to ensure maximum project value so since it is visible what are the user stories what are the epex written what is that order priorities order of priority what we kept now the change scenario obviously tells us do we really need to change this priority of which feature has to be
• 100:00 - 100:30 done first so that will become easier because you have the list only changing that order in the list and then going forward accordingly integration is not an issue because we have the base model which can integrate all of this together with no issues now then by focusing on needs of the users the team can deliver value to the customers so users are involved more often so user pulse is understood what user requires is clearly understood so delivering that value to the customer will become more easier and simpler so then project is broken into
• 100:30 - 101:00 smaller units with high quality development testing and collaboration because you have the flexibility so since you have better visibility you can able to do this and you move one by one iteration by iterations you progress further so those were the advantages of adopting agile now keeping that agile Manifesto and 12 principles of Manifesto so what are the types of typical agile methodologies would come across so there are few which we're going to look at as part of it which we need to know so
• 101:00 - 101:30 these agile methodologies definitely considers the agile Manifesto points and then they demonstrate it in their own way now agile methodology perspective let us go one by one so some of them to look at the first one is XP that is Extreme programming so this is the framework that enables teams to create high quality software and improves their quality of life so it enables software development with appropriate engineering
• 101:30 - 102:00 practices so and then when is it applicable so it is applicable to the scenario where changing software requirements to handle risks caused due to new technology while working with a small extended development team to use technology to allow automated unit and functional tests so that is about extreme programming so so next let us look at kban so kban is a methodology which is used to design manage and
• 102:00 - 102:30 improve the flow of system it is actually called as pull system so visual system so everything which is actually put on a board and it is visible to everyone what work need to be done what is in progress who has to do it is very clearly visible so organizations can visualize their flow of work and the limiting their work in progress so what is limiting what is stopping is clearly visible so generally if I look at whenever I'll just take a scenario of a meeting and minutes of meeting which always discuss about it now when there
• 102:30 - 103:00 is a minutes of meeting shared with many people who have participated in the meeting there are certain action items given to them for example now these action items will have a Target day to complete and accordingly those needs to be closed now when the next meeting happens when you look at that action item status majority of them are not addressed what could be the reason is that people are not sensitive about answering or addressing those so more than that the prioritization changes so
• 103:00 - 103:30 one important thing we need to understand how kban works here is it is a visual system compared to that minutes of meeting which is not visible to us always the kban board is visible to us always so one which is visible to us always makes us put a conscious effort to close it because our name is indicated on the board the work need to be completed is mentioned against our name then we need to take it up and then close it so it pushes it it we will put a conscious effort because it is visible and I cannot build any stories telling
• 103:30 - 104:00 that why I did not do why did I not consider this as a priority rather than consider something else as a priority so this Con St of addresses it and then it's also called as pull system because people pull the work from it and then complete right so where is this applicable it can be used in situations where work arrives in an unpredictable fashion so that means it gives a lot of flexibility in terms of adopting to the changes which are happening the Dynamics environment so it is also used to deploy
• 104:00 - 104:30 work immediately without waiting for other work items so since it is visible I think things can go smoother easier so that people are owning it rather than just dising it so now let us look at lean so when we say lean it is very important for us to understand that value is always in customer perspective and elimination of waste these are the two things is mainly spoken about so lean is a set of tools and principles that aims to identify and remove waste
• 104:30 - 105:00 to increase the speed of process development it focuses on maximizing the value to the client ensuring waste is minimized so when you look at visualize of processes process interfaces and the flow so the interface certain way so unless the output of one process or procedures getting into another process so that flow should be smoother like many pipes connected together and water is Flowing so let us assume series of pipes which is of around 1 ft in terms
• 105:00 - 105:30 of diameter of each of the pipes water is flowing in between if you have a pipe which is of half a feet now what happens to the downstream after that half ft pipe the entire capacity in the downstream even though it has 1 ft diameter pipe it leads to the waste underutilized capacity because this has become bottleneck now such bottleneck such the one which contributes to the waste has to be eliminated that is very important so value should be seen in the
• 105:30 - 106:00 consumer perspective and that value would happen only through the series value streams then in this value stream the identification of the constraints and bottlenecks and elimination of waste now what are the contributors of waste so waiting time more often changing things moving from one place to another place allowing defects to flow which leads towards rework so all this likewise many things which actually end up in giving the wayte so one has to
• 106:00 - 106:30 visualize understand realize what are those non- valuing activities and eliminating those is very important right so now when is it applicable lean principles apply to any sector where there is waste of any form so it can be applied easily so one needs to know that so it should effort which needs to be put with the objective to accomplish so your ability to move faster your ability to create that product which is more efficient so only you can achieve it the
• 106:30 - 107:00 effective results can happen only when there is a lesser delays or lesser waste nonv valuating activities that needs to be understood and eliminate those so next one of the popular methodology would be scrum so scrum is a framework that is used by teams to establish a hypothesis trying it out reflect on the experience and adjust it is used to enable teams to incorporate practices from other Frameworks depending on the team's requirement it's a simple
• 107:00 - 107:30 framework which speaks about a product owner a scrum Master a self-organizing team so some of the terminologies what it uses is Sprint daily scrum product backlog Sprint backlog so it's very essential to understand this framework simpler and able to adopt it is also very easy when is it applicable it is used when cross functional teams are working on product development when work is split into more than one 2 to 4 week
• 107:30 - 108:00 iterations so these iterations are called as Sprints Small Time boxed iterations so this will also help in terms of accomplishing the results provides that flexibility and able to move faster then Crystal so Crystal is an approach to the software uh development that focuses on people and their interactions rather than tool TOs and processes it is aimed to streamline processes and improve optimization it works on principle that projects are
• 108:00 - 108:30 unique and dynamic each requiring its specific methods so where is it applicable it focuses on strengthening teams communication it also focuses on continuous integration active user involvement and configurable processes so these are the few agile methodologies which are there which are more popular More however we can come across many other methodologies like safe Agile which is a scaled scenario for more complex projects so likewise we have many
• 108:30 - 109:00 methodologies uh which organizations adopt and these are few for us to understand there are two main approaches to project management the traditional waterfall approach and the agile approach originally agile developed as a way to better manage software development projects agile emerged in the late 1990 specifically in response to the challenges encountered when managing software development projects using the traditional waterfall
• 109:00 - 109:30 approach specifically addressing the burdens of heavy documentation and frequent changes in requirements agile techniques and best practices began to emerge and gain prominence in software development projects this led to a meeting in February 2001 in Park City Utah where 17 leading software developers wrote what has become known as the agile Manifesto let's review the agile Manifesto for software development
• 109:30 - 110:00 together 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
• 110:00 - 110:30 the left more before you take your agile scrum Foundation certification exam I recommend you memorize these four lines we call them the statement of value and you can see that on the right hand side those are items that are more relevant for the traditional or waterfall approach and on the left you have those things that are more agile in nature let's review each of these four
• 110:30 - 111:00 lines individuals and interactions over processes and tools clearly any project requires processes and tools however individuals and their interactions deliver better results when the emphasis is not on the processes and the tools working software over comprehensive documentation documentation here refers to things like status reports progress reports detailed specifications which do not really
• 111:00 - 111:30 demonstrate any real progress or value therefore the emphasis is on working software that can be delivered and demonstrated customer collaboration over contract negotiation organizations need to be flexible and accommodating rather than following detailed definitions listed in contracts responding to change over following the plan in agile small pieces of working software are delivered to the
• 111:30 - 112:00 customer incrementally and the customer is involved in the project from the beginning to the end so an agile we are responsive to the customer and willing to make even midcourse Corrections in order to deliver to the customer the value that the customer wants remember you will be tested on these four lines so again I urge you to memorize them in fact knowing these four lines and having a feel for what they
• 112:00 - 112:30 mean will actually help you get to the correct answer on many questions in the exam here we can see what it might look like to manage a project using the waterfall approach you can see that the system and software requirements would need to be identified and documented upfront that would be followed by the necessary analysis and program design work then comes the actual coding and testing that's Then followed by the handoff to the customer or two
• 112:30 - 113:00 operations as you can see there is a heavy upfront cost of documentation as well as the status reporting that would need to be done during the course of the project you can also see that it would be difficult to respond to change in this kind of an approach in fact the Standish group issued a study that showed that software development projects using the agile approach succeed three times more often than when using the waterfall approach
• 113:00 - 113:30 the sish group defined project success as being on time on budget and delivering all of the planed features the study summarized as follows the agile process is the universal remedy for software development project failure software applications developed through the agile process have three times the success rate of the traditional waterfall method and a much lower percentage of time and cost
• 113:30 - 114:00 overruns now let's talk about strum versus agile firstly let's have a look at methodologies now agile is a set of principles that are iterative and incremental agile has a number of different methodologies you can choose from there's XP Crystal Canan even scrum for that matter let's talk about scrum now scrum is an implementation of the concepts of agile so basically most of
• 114:00 - 114:30 the important components of a child can be applied to scrum as well it provides the customer with incremental builds that are delivered to the customer in the span of 2 to 4 weeks an organization can be agile but not practice crumb however an organization cannot practice crumb without being agile next up let's have a look at projects agile is more suited towards projects that have a spa development
• 114:30 - 115:00 team that consists of experts whereas on the side of scrum it's usually better suited for projects that are subject to a large amount of change and that rapidly next we have leadership now for aile a project head takes care of all the tasks and has a very important role Ro to play in the process of a j a project head represents the entire team and is responsible for getting issues
• 115:00 - 115:30 resolved by assigning them to the appropriate members of the team in scrum there's no leader there's a scrum master who can overall guide the scrum process but the team addresses issues by themselves it usually involves cross functional and self-organizing teams next up we have flexibility agile is relatively more rigid than scrum and cannot handle changes with these it also requires a lot of upfront
• 115:30 - 116:00 development process and changes within the organization with scrum you can enable team delivery agile requires frequent deliveries so that they can get feedback from the end user this in turn will help make the product better the product is delivered as well as updated on a regular basis with scrum after a Sprint feedback from the client for a build is provided to the team scrum invols daily scrum
• 116:00 - 116:30 meetings to review and get feedback to determine the next steps of the project the next Sprint is only planned by the team after the current Sprint is complete next we have collaboration with agile collaboration involves face-to-face interactions with team members of other cross functional teams for scrum daily standup meetings take place with specific roles like scrum Master product owner and the scrum
• 116:30 - 117:00 team and finally we have design with the Gile the design as well as its execution it's relatively simple with scrum the design and its execution can be Innovative and experimental so you might be wondering which one should you choose now among both these options there's one thing that will remain common agile now what you can decide upon is which agile
• 117:00 - 117:30 methodology you'll be choosing is it lean is it Canan or is it scrum now if you do want to know more about how scrum and can ban are different from one another you can check out our video scrum versus Canan Canan comes from the Japanese word can bam which l literally means signboard like scrum Canan is a popular agile framework that is a visual system
• 117:30 - 118:00 by which the work can be managed with ease as it progresses can ban uses something known as the can ban board to make these things possible with this you can easily identify bottlenecks and then fix them cost effectively at optimal speeds the main focus with Canan is transparency since everything related to the tasks are on the board everyone can keep themselves updated it also ensures the
• 118:00 - 118:30 teams focus on their current tasks until they're done this limits the amount of work that's in progress so on the can ban board work is divided into smaller more manageable pieces the work that's needed to be done is written on on a note or card and placed on a board columns on the board help represent where each item is with
• 118:30 - 119:00 respect to the workflow now let's have a look at what these are in detail let's find out how Canan works now the board consists of three major components there's the to-do list which represents items that need to be completed the ongoing column which represents items that are being currently worked on and the completed or the done column now these represent tasks or items that have already been
• 119:00 - 119:30 completed now although this is a physical representation of the board several organizations use software versions of the board that replaces the sticky notes with cards that can be moved from one column to another as work progresses now an example of such a software is Trello so if you want to learn more more about Trello you can check out the link I'll be adding to the live chat in a moment at this point you guys must have
• 119:30 - 120:00 realized how similar these two Frameworks sound so let's run through some more of their similarities let's find out how they are similar firstly they both have principles of lean and agile which means reduction of waste and both both of them are time boxed and iterative approaches that enable product delivery in an incremental manner both these Frameworks aim to
• 120:00 - 120:30 reduce the amount of work in progress this forces the teams to ensure that they focus on a smaller set of tasks this also makes blockers and bottlenecks a little more visible in both cases the work is divided into smaller more manageable units both of these Frameworks use pull scheduling now this means the products are only Built based on demand rather
• 120:30 - 121:00 than for costs transparency plays a major role in both these Frameworks by helping them Drive process Improvement and in both cases the release plan is continuously optimized and finally both these methods aim to deliver releasable software often and earlier than expected so now that we've reached Midway let me ask you guys a question do you guys use scrum or camand
• 121:00 - 121:30 in your workplace or do you use these software for personal reasons what exactly do you use these for let me know in the live chat now let's have a look at how these two Frameworks are different from one another firstly let's have a look at Cadence Cadence refers to the amount of time in a Sprint or before a release so when it comes to scrum the entire project is divided into time constrained
• 121:30 - 122:00 iterations that is into smaller manageable units but when it comes to can ban it's even driven the next criteria we're going to have a look at is release methodology in scrum releases take place after each Sprint which usually takes two to 4 weeks to complete for Canan releases take place in the form of continuous delivery they happen in such
• 122:00 - 122:30 a way that changes like new features configuration changes bug fixes and experiments get to the users in a safe quick and sustainable manner next up let's have a look at how changes are addressed in both these Frameworks in scrum no change can be made while the Sprint is in progress once it's complete changes can be considered in the Sprint plan and then added to the Sprint
• 122:30 - 123:00 backlog with Canan changes can be made at any time and incorporated into the workflow now let's consider the metric that's being measured in scrum for planning and process Improvement velocity which is the measure of the work that can be completed by a team in a Sprint is the key metric in Canan lead time is the key metric this represents the period of time between a new task appearance in your workflow and its final departure from
• 123:00 - 123:30 the system next let's have a look at how teams work in these Frameworks in scrum you need a cross functional team to achieve your goals in a Sprint in Canan cross functional teams are optional but specialized teams that focus on particular aspects of the workflow are required now let's talk about new additions in scrum just like handling
• 123:30 - 124:00 changes you can't add any items between a Sprint or an iteration in can ban new items can be added to the board as long as there's capacity available for it now let's have a look at the job roles Within These Frameworks scrum has three major job job roles product owner scrum master and scrum team with Canan you don't have any specific job
• 124:00 - 124:30 roles now let's talk about representation or moreover let's talk about how data can be represented with scrum the Board needs to be reset once a particular Sprint is complete with Canan the board stays persistent throughout the entirety of the project and finally let's have a look at project link with scrum it's better suited for longer
• 124:30 - 125:00 projects and with Canan projects that can be completed in a shorter period of time are better so which one should you choose now selecting from these two methods is mainly based on the requirements of the team do you expect your project to be shorter do you want to make change Es at any time you don't want to set up job specific roles then can ban is the framework for you or do you want a long running project with
• 125:00 - 125:30 different job roles and involving cross functional teams scrum is the answer for you based on the differences we discussed in the last topic you can make an informed decision now let's have a look at some of the popular companies around the world that employ both these Frameworks some of the compan companies that have successfully implemented scrum are Facebook General electronics and Adobe companies that have implemented gban are seens BBC and sap so are you
• 125:30 - 126:00 interested in becoming an agile scrum professional here we have certified scrum Master CSM certification training course so hurry up and enroll Now find the course Link in the description box what I want to do team is I want to before we get into the user stories I want to go to the Whiteboard and I want to just give you a little bit more information that might help us in
• 126:00 - 126:30 organizing our discussion that we're about to embark on here so a word that is not in our slides is themes themes are epics and user stories grouped together you know similar epics and user stories grouped together for planning purposes so an epic is Big um you would never do an epic in or pardon me a theme in a
• 126:30 - 127:00 Sprint it's too big um so it's used for planning purposes below that I would put epics epics are low priority large user stories meaning that an epic will eventually have to be disaggregated into multiple user Stories the reason it would be low priority is because if it w if an epic
• 127:00 - 127:30 was higher up on the product backlog um it would have to be more detailed that's when you would break it down so epics are usually going to live at the lower uh priority levels of a product backlog and as user stories are completed and the Epic rises in priority it will eventually be broken down in to um more manageable user stories so great big low priority user stories then we have user stories themselves user
• 127:30 - 128:00 stories are functions or features that the product owner wants to have developed a user story turns into working software that provides value to the customer and um and the product owner is the customer voice the product owner is the one who would accept or reject completed user stories and then there are
• 128:00 - 128:30 tasks and a reminder when we were talking about the Sprint planning meeting we said the Sprint planning meeting is uh got two parts to it the first part is selecting all of the user stories that are going to be included in the Sprint and then disag gating each of those user stories into tasks that's done in the Sprint planning meeting and then those tasks are the things that are actually then done when
• 128:30 - 129:00 the uh work of the Sprint begins user stories can be estimated in story points or ideal days most teams favor story points they might start with ideal days but they will then usually end up going to story point um tasks are uh estimated in I ideal time which is usually ours okay so now
• 129:00 - 129:30 back to our slides so at the top left a used case could be an example of a user story so it's something that um the user wants to do and how the system should support it um like um a use case could be um select and pay for items in a catalog now that could actually be an epics or
• 129:30 - 130:00 maybe a theme because maybe it would get disaggregated into log on screen uh catalog uh shopping cart and checkout but the so the use case could either be a standalone user story or it could actually be uh a number of user stories um that would result from it below that requirement it could be a functional requirement a technical task or even a bug fix so I'm going to go back to the
• 130:00 - 130:30 Whiteboard and a product backlog is going to have a lot of user stories that come from the customer right whatever the customer wants then but the team may know that it has to do some development work in order for the user stories to even be able to work you know there's some system level non-functional requirements that need to be done and so there could be Tech user stories and then can you see this low I
• 130:30 - 131:00 can't see your chats but then there could also be defect user stories there could even be RIS user stories now what could happen is that um the product owner ranks these in priori so this one first then that one then that one and the team says well the only thing is is that um we have to do some development work before we can actually do user story too and so what we really
• 131:00 - 131:30 need to do is insert that before the uh the second priority user story and so the priority of the user stories in the product backlog while it might start with just being you know simple functional user stories coming from the uh product owner it will evolve until it includes some other things that are also considerations when it comes to uh
• 131:30 - 132:00 priorities because of you know successor predecessor relationships dependencies and things like that are um considerations a user story be uh back to the the uh screen um bottom left now the user story um can use a fictitious user or a Persona to help uh the team or the the team and the product owner to get an
• 132:00 - 132:30 idea of okay who's going to be doing this function uh what are they going to need in order to be able to complete the function Etc so you try and um come up with an actual well a fictitious but a person who's actually doing it to kind of get out of the realm of you know listing requirements and you know specs and things like that and say okay what's the user experience need to look like top right template a portion of a user story is um let me back up so a user
• 132:30 - 133:00 story card um is usually going to contain um a brief description of the user story using some kind of a metall language format like we're suggesting right here as a user or Persona I want this feature so that I can so not unlike our um estimating session here as a
• 133:00 - 133:30 frequent traveler I want to eat grapes so I can be healthier in the one that we uh didn't do uh the inventory system as a customer okay there's a a user I want to get cash back so I don't have to wait in line at the bank okay here's another user story as a consumer I want the shopping cart functionality to easily purchase items
• 133:30 - 134:00 online and maybe that could be customer as well um as an executive right as a suit I want to generate a sales report so I know which departments need to improve their productivity as a buyer so you can see I I tried to come up with these different roles right here as executive buyer sales rep Etc um and that's the format as a type of user I want some kind of goal um or
• 134:00 - 134:30 feature and uh so that's some kind of a reason um the below that connect connect the dots by writing all of the user stories necessary to uncover the entire use case so like we were talking about right here if you want to be able to purchase items online from a catalog that might be uh multiple user stories in order to support that use case and so of course um we would
• 134:30 - 135:00 want to be able to connect the dots and see where all the user stories fit in into the overall goal of the project or release and the stories um excuse me um are grouped to form an epic or higher level stories so epic or theme um stories can then be split into child stories or task and so that's what we were covering before right so you have
• 135:00 - 135:30 um themes up at the top that's the biggest grouping if you will used primarily for um you know high level planning purposes so you have your themes then you have your epics which are large user stories um low priority and they're going to have to be broken down into smaller user stories like in the question that we had at the end of the the last section where um the product
• 135:30 - 136:00 owner needed something done and the team said well based on the size of this user story it's going to take three Sprints to do well a user story has to be small enough to be completed within a single Sprint so a Sprint can contain more than one user story but a user story cannot span Sprints so that feature or function that was in the question was probably more like an epic it was something that would need to be uh disaggregated into
• 136:00 - 136:30 smaller user stories or perhaps it was more of a use case that would need more than one user story in order to actually deliver the overall use case let's see as a product supervisor I want to see an unfinished part list at the end of the day so that I can reallocate work the next day great user story description well done verage um did you hear that team as a
• 136:30 - 137:00 product supervisor I want to see an unfinished part list at the end of the day so I can reallocate work the next day that is a well-crafted description of a user story now here are some things that I want you to memorize you were hoping I was done with the memorization part so I want you to um remember that we have to invest in our user
• 137:00 - 137:30 stories and I was going over to the Whiteboard and I didn't change cameras so let me do that I recommend um you know figuring out how you memorize best so that you can if um well not if you wanted to what I recommend is being able to write out all of this stuff on plain white scrap paper in about 14 minutes because that's the amount of free time you have in the tutorial when you're at
• 137:30 - 138:00 the uh or when you're taking the test um exen does a little bit different you maybe won't have a tutorial the only time you'd have a tutorial is if you were at a center taking a test um exen has other options like you can do a paper based test um uh where you get a third party you know a bu or somebody who will agree to sort of proor the test for you or you can do it on your laptop all by yourself and they have software that watches you while you're taking the
• 138:00 - 138:30 test and they require you to take the laptop and do like a 360 so that um they can verify that you don't have any cheat sheets up on the wall or anything like that but the point is is um you got to have this memorized um whether you're going to dump it out on the paper or not um when I took the test um I actually did the paper based option um and that was because of some kind time constraints and it was the quickest way to get me into the test and so I didn't
• 138:30 - 139:00 write out any of the stuff I'd memorized but I had it memorized and I had it memorized well enough that I could kind of recall it in my mind's eye okay so we're talking about user stories and you have to invest in your user stories you know I like memorizing things by creating these charts that have the first letter of the word or phrase that you're memorizing in a separate column and then
• 139:00 - 139:30 I make up a story you know that uh um reminds me that I've got to have I in vest this one is pretty easy probably just invest Works um but so let's go over that I stands for independent independent meaning that each user story stands on its own um you don't have when we're doing scrum you don't do a user
• 139:30 - 140:00 story that won't result in working software we just talked about the description of user stories right so it's a user that needs some kind of functionality for some kind of a reason and they're all independent will they work together of course they'll work together if that's a necessity but um if you developed a log on screen you could demonstrate working software for the login screen there might be another user story that is um you know has to do with
• 140:00 - 140:30 displaying uh the catalog and being able to flag or select items that you want to purchase but there'd be working software for that would they work together yes but each user story would complete um or result in some kind of working software and they have to be independent negotiable negotiable in the way the user story is going to be implemented the product owner doesn't
• 140:30 - 141:00 dictate to the team the team doesn't say it it's only this way and we don't want to hear anything from you so there are discussions about the size and implementation for each user user story so the product owner can't make it so detailed that there's no room for discussion and the possibility of you know the team coming up with Solutions other than what the product owner was attempting to dictate um v stands for
• 141:00 - 141:30 valuable meaning each user story has to create value for the customer or the end user e it has to be estimable as an estimat except estimat is not really a word it's estimable um and asses for small has to be small enough to be done in a single Sprint if we're doing two week Sprints has to be able to be done in two weeks or less if we're doing four-week
• 141:30 - 142:00 sprints it could be a larger user story but it would still uh have to be done in four weeks or less and then the last one the t is testable every user story needs to be testable and it needs to be testable at two levels remember our triangle needs to be testable at the intrinsic quality level unit test Etc and also testable at the extrinsic level which is the customer point of view which is acceptance so every user story uh has to be
• 142:00 - 142:30 testable okay so that's invest and so let's add that to our list of things to memorize invest and then the next one we have here is um the three C's of a user story so the first C team is card so user stories should be able to be written on a 4x6 in index card or
• 142:30 - 143:00 some uh media similar to that card the the second C is conversation the user story card is the item that is used for the team and the product owner to talk and discuss in
• 143:00 - 143:30 order to make sure that the product owner and the team are on the same page when it comes to what is actually supposed to be developed and um uh what you know so what it's supposed to look like at the end which leads us to the third one which is confirmation each user story essentially has to have acceptance tests um in it itself so card 4x6 conversation that's
• 143:30 - 144:00 the starting point that's where uh the team and the product owner discuss and then eventually there will be acceptance tests included on the user story card um in order to be used during the Sprint review to um assure that it's it's acceptable that there's confirmation okay so oh let's add that to the memorization list
• 144:00 - 144:30 so three C's all right now I've got an example here of a user story card so we're looking right here and if you were to go out on the internet and search um user story cards um they would be similar there would be some differences of course um but typically what you're going to have is you're going to have a title or
• 144:30 - 145:00 a name for the user story and then there's going to be some kind of unique identifier like user story 321 then there will be the description like we just talked about as a librarian I want to have the facility of searching a book by different criteria so that I will save time while serving a customer then there might be some other descriptive words or links to other information that might be necessary and
• 145:00 - 145:30 then there would be acceptance criteria or tests sometimes these get included on the back of the card but the point is is that they are on the chord on the card rather then there will be an estimate of size it could be ideal days or story points as I mentioned most teams do story points that's more likely what you'll be tested on as opposed to um ideal days but you know we'll cover both
• 145:30 - 146:00 so you understand uh the differences um there is probably it's not listed here but there's probably going to be a um value point assignment this is where the product owner uh kind of determines in a relative way the value of the stories just like we were doing in planning poker the product owner might say well this story is twice
• 146:00 - 146:30 as valuable as uh this other one comparing them together and this is what um these value points are what's used to uh prioritize the user stories that's supposed to be a v as in value points and then typically there's also going to be a indication sometimes it's just by colors um it could be words uh that has to do with um you know where the story came from did it come from the customer
• 146:30 - 147:00 that would be considered a functional requirement um if it came from the team that would be from the technical domain I'm trying to write where from uh you know it's not me team it's the mouse clearly it's hard to uh do that that's from where from um here it's got uh customer tech you could also have defect you
• 147:00 - 147:30 could maybe have risk um and then there's also going to be an X Factor um which would be some kind of word probably like um stable um erratic um incomplete something like that to uh so the team is designating the user story in uh respect to the amount of uncertainty or risk that's associated with that user story
• 147:30 - 148:00 and because all of that's a part of the story right the story is going to be turned into working software there may need to be uh some efforts to actually figure out how to actually do that user story so that's the X Factor um over to the right here on the same chart we have some comments about um if you are using a software
• 148:00 - 148:30 package excuse me like Trello or jira or something like that excuse me the user story cards will generally be able to contain more information using you know dynamic links and things like that um could even include things like responsible team member or depending on how you're doing it you would break the user Story down into tasks and you might have team members assigned to various tasks for the user
• 148:30 - 149:00 story um okay so that's typically what a user story card is like sometimes they're cards sometimes they're like on sticky notes and they're put up on a can band board if you're using can band to track the project if you have a story that is too large to be completed in a Sprint it's going to have to be subdivided or we call it disaggregation into um smaller user stories and there's uh three ways
• 149:00 - 149:30 that we're proposing here that you could go about doing that you could split it based on operational boundaries for example as an operator one needs to manage reservations which could be split for example there could be one portion that is uh that has to do with making a reservation another one that has to do with modifying it and yet another one that has to do with cancelling it so um that could be split into in this construct here three separate user
• 149:30 - 150:00 stories you could also separate based on exceptions or crosscutting concerns for example in the beginning develop only one main path like accept repayment for a loan then address exceptions like what if a person um overpay then um come up with a user story that recognizes that and processes a refund and or gives the option of allocating
• 150:00 - 150:30 the overpayment to a future payment or something like that and then also um um adds on other concerns like the tech access restrictions or record name of operator so maybe um you know when you're working on uh accepting payments or processing refunds it's going to check on um who the operator is or track that so that if at a later time you know who was it that gave this uh refund here well you could
• 150:30 - 151:00 look and see you know okay the the operator's name was recorded or maybe you put some restrictions so that maybe not everybody um is allowed to do a refund and so you would have levels of users that have different privileges okay and then down at the bottom split Based on data boundaries for an example you know as an accountant when needs to enter balance sheet
• 151:00 - 151:30 information um which could then be split into summary information and separately um uh receivable details or you know maybe you could have AP you know so you could have different portions of the overall um balance sheet um activities that need to be done so enter AR enter AP Etc make sense so just to kind of uh
• 151:30 - 152:00 prompt you give you some ideas about what to do um in a scrum project if you have the scenario arise where a user story is being estimated by the team and it won't fit into a Sprint it's too big now when it comes to determining value for user stories this is primarily owned by the uh product owner right and it always comes back the money but money
• 152:00 - 152:30 you know the value can be looked at from different points of view so new Revenue obviously you know getting new customers and having them buy stuff um well below that there's another consideration incremental Revenue uh so somebody's in the process of placing an order uh um maybe there are some premium features that could be add-ons at that point in time um or maybe added later on so you have an existing customer who
• 152:30 - 153:00 actually buys um more of or enhanced parts of the existing thing they already purchased or are in the process of purchasing retained value so this is um you know retaining customers so that they don't go to a competitor and then the bottom one is operational efficiency you know how could things be done to speed up the
• 153:00 - 153:30 process of whatever it is um so that the cost of delivering uh the product is reduced so this then leads us to a discussion about priorities recognizing that there are some priority concerns that come from both the customer domain as well as the technical domain and there are some prioritization
• 153:30 - 154:00 models um if we look right here there is value based prioritization and the hierarchy of that would be high value followed by high risk followed by high value and then low risk followed by low value and then low risk so you know we might have written this a little bit differently but that's value based prioritization and this is primarily the product owner with maybe some input from the team just simply
• 154:00 - 154:30 deciding um what he or she wants done most listening to the team say well you know there's some you know greater risks with this user story than that and so you'd probably want to uh persuade the product owner to take care of high-risk stuff first um because that would have an a uh oh excuse me sorry an impact on the future things that need to be done there's the C the Cano model uh
• 154:30 - 155:00 which looks at each of the user stories and classifies them as being mandatory linear or exciters and the mandatory items are those user stories that are musts and they'll never move Beyond move the customer or the end user Beyond neutral it's if they're not there it creates dissatisfaction if the the you the
• 155:00 - 155:30 product owner and the team has done a good job in identifying what are the mandatory or threshold items um you would see that um um it just gets it to neutral that's what's expected for the product linear items um users stories are those user stories that as they are implemented progressively throughout the project and added to the feature set it will linear increase customer satisfaction and it
• 155:30 - 156:00 can be you know in their absence dissatisfaction all the way up to high implementation creating a great deal of satisfaction for the customer and then the third category is exciters and delighters um and those are features or functions those are user stories that are not mandatory and the absence of them will never result in satisfaction going below neutral but by adding them um you could create excitement and
• 156:00 - 156:30 Delight for the customer these would typically be things that are features that would be included in a premium version of the product or maybe add-ons that are promoted you know at the point of sale you know if you thought about this because it'll really help you or whatever so that's the canal model and then there's weager relative waiting method and um this is all using numbers
• 156:30 - 157:00 so each feature is given a value for its benefit and it's penalty given a value for penalty meaning what's the pain if that feature or function is not included and then there is um um the cost side and the risk side and then those are all calculated together and that results
• 157:00 - 157:30 in excuse me a ranking or a hierarchy which gives you the uh priority for the uh user stories um we also talked about Moscow didn't we did we talk about Moscow uh Moscow is another prioritization model must could I said that differently must should could won't Moscow mscw must should could won't and we talked about that one thank
• 157:30 - 158:00 you for that confirmation does it seem like a long time ago or is it just me I know it was just last weekend but it's like last year okay so now let's talk about velocity um uh Priyanka that is exactly right um so velocity is the capacity of the team to complete work in a single
• 158:00 - 158:30 iteration so the team has estimated the user stories uh for size or ideal days and um the Sprints are going to be three week weeks in duration obviously not user stories can be completed in a single Sprint and be done with the project well I guess maybe I shouldn't say Obviously when I'm saying that I'm thinking well maybe you had a very small short duration project so you could but
• 158:30 - 159:00 the point is is that uh it's the team's capacity to um complete work in a given Sprint and it is an observation it's not a prediction so if we're working on Sprint five and we're working on determining what our velocity is then um it would be the average of the previous four
• 159:00 - 159:30 Sprints if there were any uh outliers you you would disregard those um and so it's an observation if we look over to question or uh box number two here velocity is used to deal with um determining how many user stories we are going to include in a given Sprint and also how
• 159:30 - 160:00 many Sprints are we going to need to create a release or a set of user stories and here's an example in box number three a team completed five user stories that were sized 5 38 13 and two two user stories each sized five were left half complete what is the
• 160:00 - 160:30 velocity of the team and the answer is either going to be 31 or 36 31 is the sum of the completed user stories um if you were 36 you were claiming half of the the two that were five uh so that would be a total of 10 so you claim half of it which would be five would take you to 36 but it's not going to be 36 because the only thing that counts
• 160:30 - 161:00 towards progress is working software so even if the team had finished nine out of 10 story points for a user story meaning it's almost done and then the Sprint ends that doesn't get counted towards velocity and you don't mess around with velocity um you can mess around with your estimating and you can mess around with um you know what user stories are going
• 161:00 - 161:30 to be completed in a Sprint but you don't the the velocity is not variable it is what it is based on past performance when it comes to levels of planning we have What's called the planning onion and let me walk you through this here up at the the broadest area is the vision level so the vision level that's the suits right they're the ones that have the strategy and
• 161:30 - 162:00 objectives for the company and where it's going and so they have that overall big vision for the uh company which is likely going to include products and each product should have a road map my example of that website that I'm uh working on has uh three versions um which make up the product road map version one is the free site version two is the membership site and version three
• 162:00 - 162:30 is the um uh the pay referral commissions uh uh version of the site and the product road map is then supported by releases so for my project I have three releas es so all of the user stories needed for the free version are in release one all of the additional user stories that are needed for the um uh
• 162:30 - 163:00 paid version the subscriber version uh and then also for version three those are all releases three releases and then for each Sprint we will be pulling user stories from the release that we're working on a release is likely to take multiple Sprints and um and then the Sprints are populated by the individual user stories which are then disaggregated into Tas and we do the excuse me the daily
• 163:00 - 163:30 scrum which is the daily level of planning and coordination so we call that the planning onion we already kind of talked about the release and road map um concept here so let's just review this quickly um priories high level epics and determine goals and releases so we'll use epics and themes in order to group things together you know what should be included in what release so what are the
• 163:30 - 164:00 goals for the releases then the first bullet point establish goals of release based on market demand regulatory needs or customer expectations for each release you want to estimate the target stories repeat until the target stories are assigned and iteration length I should that's it's blending some things here um be able to estimate velocity and then uh assign stories to the Sprints so we keep estimating the
• 164:00 - 164:30 user stories and we keep organizing uh that until we can do that we can come up with an iteration length or Sprint length and then figure out what our velocity for each Sprint is and then uh assign stories to the uh the Sprints uh the the next bullet down iterate until the user stories and release date meets conditions of satisfaction so that's a definition of done or acceptance for the release and try not to pack too much
• 164:30 - 165:00 into a release backlog so um just like you would not want to pack too many user stories into a Sprint you want to have the timelines appropriate and uh what are included in the uh events uh make sense okay so here's a bit more about release planning on this slide here um
• 165:00 - 165:30 you've got the product backlog here on the left and then we might come up with a release plan which could be flipped and could be looked at uh horizontally and you probably plan um about three releases in advance um or at least you're doing more of the detailed planning on that uh because things are going to emerge when we do you know Sprint one that's going to help in Sprint two and things that happen in
• 165:30 - 166:00 Sprints one and two that are going to help um release three and then you've got um you know your subsequent releases where we're just doing very high level planning it's called rolling wave planning where we do detailed planning for things in the future in tandem with doing high level planning for things in uh the future did I say that right detailed planning for things in the near term in tandem with high LEL planning for things in the future um and we talked about deciding
• 166:00 - 166:30 as late as possible I believe meaning that it's better to actually plan the later uh releases uh for purposes of uh making sure we have more information uh the most information available okay so estimation let's start at the top left the principles behind estimation understand the cone of uncertainty which is an estimate or best
• 166:30 - 167:00 guess to begin with and then progressively becomes more accurate in fact let's just take a break and look at the cone of uncertainty so at the very beginning of a project there's going to be a high level of uncertainty um if I were to draw this part I would make it a little bit more like this so clearly you're going to drisk the
• 167:00 - 167:30 project as early as you can and then eventually all risk disappears when the project is done risk is uncertainty okay below that the only estimate that matters is the one given by the team supported by this uh comment here nothing is impossible for the one who doesn't have to do it so the product
• 167:30 - 168:00 owner is like team come on you can do this the team's like no we know what our velocity is no the product owner says I'm telling you there's no way that that can't be done I know you can do it I trust you I believe in you but the product owner doesn't have to do have to do the work okay top right overestimation and underestimation is always going to be an issue that we deal with it's more likely that we will underestimate than
• 168:00 - 168:30 overestimate and by looking at our velocity from iteration or Sprint to Sprint um there could be some information that is um showing us that we're underestimating for example meaning um we're thinking we you know the user stories are smaller than they are and that we can get you know a certain number done in the Sprint and then there's a fail well that would mean then that would be discussed during the
• 168:30 - 169:00 retrospective and then we would do something different going forward which might include doing some reestimating scrum estimating is not necessarily more difficult however scrum exposes bad estimates sooner which is a good thing when we were doing our um uh planning poker you can see that um the first time as a team you know we didn't know each other we didn't know everybody's thoughts and concerns and
• 169:00 - 169:30 those kinds of things you know get shared and absorbed as a project goes on and so there's a higher awareness of that so um what we would say is that um using estimation techniques scrum estimation techniques might be um more inaccurate at the beginning of a project but they will quickly become very accurate as the um project advances
• 169:30 - 170:00 forward let's see is there a question here can velocity be increased over a period of time for the project yes it can now it's not that it can't it will increase if the team is learning how to work together better and better you would expect that if I can just use my mouse here if we were tracking velocity so this would be um points completed over here uh let me
• 170:00 - 170:30 just do pts for points and down here is time and we go from Sprint to Sprint right you would expect that maybe you know the first couple of Sprints the team would be learning how to work together and there would be a steep curve and then it would kind of flatten out and maybe have you know a slow rise going forward as the team emerges as a
• 170:30 - 171:00 high performing team they get better at their cross uh functional Behavior you know somebody's shck the team just keeps chugging along um other things you know just um oh sorry there I bumped the thing on my screen there um um so the team you know learns how to work better together and you know their estimates become more accurate Etc and
• 171:00 - 171:30 you would expect a high per a high performing team to have a uh a result like this for velocity where there's quick Improvement and then it kind of stabilizes and then begins to tick upwards okay we talked about the cone of uncertainty let's talk about ideal time um when we do estimating for user stories um we do it in ideal days when
• 171:30 - 172:00 we do estimating for tasks we do it in ideal time which means ours I think that's on the Whiteboard or it was on the Whiteboard oh it was on it um so ideal time is the amount of time it takes to complete a piece of work but that's based on the notion
• 172:00 - 172:30 that the team member or members are available to do just the work with no distractions or anything at all so assuming that um prian could sit down at a keyboard and code for eight hours without taking a break for lunch no phone calls no discussions no meetings of any kind just work eight hours how much could be done in that eight hours
• 172:30 - 173:00 by Priyanka that's what ideal time is but the thing of it is is that there is no such thing as somebody being able to spend every minute of every day only doing work there will be um distractions so it has to be converted into a lapse time now we don't convert it to a lapse time at the user story level but we do convert it to a lapse time when we are dealing at the task
• 173:00 - 173:30 level and what that looks like is you know for each team member you're going to have to do it separately because some team members have more distractions than others some might have other duties that pull them away um whatever the case may be um you determine how much time in a given day a team member is available to do work so say it's 5 hours out of eight for one maybe it's six hours out of
• 173:30 - 174:00 eight for another maybe it's four out of eight but you figure out what it is and then you take the average and that average availability is used then to convert Ideal Time into elapse time um I should have C C this box here because we talked about this as well um and then I already mentioned this here only considers actual work time not the distractions so that's the concept of Ideal time when it comes to story points
• 174:00 - 174:30 it's different than that they are a measure of size relative to each other so we were doing planning poker this morning where um we were looking at grapes versus apples and then we were looking at had oranges and and what else do we have watermelons and coconuts and we weren't trying to figure out how much time it would take to eat grapes as opposed to how much time it would uh take to eat a coconut it's clear that
• 174:30 - 175:00 it's going to take longer to eat a coconut because there's more effort involved so we have a sense that it's going to take more time but comparing the coconut to our Baseline of two right we came up with a baseline of two for the smallest user Story We compare eating coconuts to that Baseline and we say okay you know what it's going to take more effort to uh eat the coconut than it is to eat grapes or
• 175:00 - 175:30 apples um so you can do it like we did you can also triangulate um for example when we did our planning project this morning or this morning for me rather at the beginning um oh that's not it that is the daily standup here it is if I had said Team I want you to pick a small user story a medium user story and a large user story um and then we would then compare
• 175:30 - 176:00 other stories to those three and so we would kind of triangulate on it um let's say that we did uh you know two was small U I'm sorry I'm saying that wrong grapes was small apples were medium and coconuts were large well if we then looked at Orange and we said well you know orange is um smaller than Apples but bigger than grapes so we would know this would fit in between grapes and
• 176:00 - 176:30 apples um and so let's say you know we had apples at five and grapes at two then we would say an orange is probably going to be three and the values you know now I used um in our example the modified Fibonacci series uh what we do in scrum and agel if we're using story points we're going to use um a nonlinear scale for the
• 176:30 - 177:00 values so down at the bottom here there's the modified Fibonacci Sequence the way the Fibonacci sequence works by the way um um it's the the value is the sum of the two on the right so let me break this right here because this is a modified Fibonacci so 13 is 5 + 8 8 is 3 + 5 5 is 2+ 3 and 3
• 177:00 - 177:30 is 1 + 2 if we were doing the real Fibonacci series this wouldn't be 20 it would be 13 + 8 which would be 21 um and I don't know why some use modified Fibonacci and others not but that's just kind kind of a common thing to do if you're doing planning poker you give everybody seven cards 1 2 3 5 8 13 and 20 um another nonlinear scale is doubling
• 177:30 - 178:00 12486 um you typically don't go too far to the left with the values because um that either means that you're being too granular or you've got stories that are probably too big and they need to be disaggregated now somebody just chatted here um should some buffer time be included in the actual estimates um let me answer that question first by going back to Ideal time and then I'm going to come back to story points and
• 178:00 - 178:30 answer the question when we're estimating in ideal time we don't add a special amount of time that we would call a buffer we just allow for the distractions and the interruptions which could look like a buffer right you're saying you know um you know Priyanka if um based on your duties in the organization and our uh work day of eight hours you're typically available to be doing your project work five out
• 178:30 - 179:00 of those eight hours so when we are converting ideal time to elapse time um you know we will be building in extra time based on distractions and interruptions we would not call it a buffer but that's essentially what we're doing now when it comes to user stories that we're using story points it is different um the points are for the entire amount of the work and why might
• 179:00 - 179:30 we need to have some extra time for a user story well it's likely going to be driven by uncertainty there might be other uh things that impact it but that's the main thing sorry team so when the team is estimating the size of the user story they will be including in their discussion and estimates any extra time or buffer time that would be needed for uh that user
• 179:30 - 180:00 story to be completed so do we accommodate um uncertainty when we're using story points yes we're looking at the The X Factor and if we've got an unstable user story then we're probably going to um say say you know this is going to be a bigger user story than one that's similar but has a a much lesser level of uncertainty um so that's the story
• 180:00 - 180:30 points let's compare the two um Ideal Time uses things like hours and days which is easier to explain outside the team right the suits like things in days and hours everybody's estimate may be different not a bad thing it's easier to do at the beginning because we're oriented to think about time um and it does kind of shine a light on wasted time story points um are harder to explain outside
• 180:30 - 181:00 the team um you know the suit says well um how long is it going to take to do user story 301 and our answer is um well that's a 10 user story Point user story and the suit saying what does does that mean tell me how long it's going to take um so the suits have to be converted to uh uh story points now here's the thing it's a lot easier to get consensus when
• 181:00 - 181:30 we're estimating in story points and once we get good at it it's going to be much faster we have to remember it's not comparable across teams so you know a team working together will have its own kind of system them for sizing the stories and another team that might even be working on the same project will have a CO a whole different uh scheme and so if the velocity of one team is 25 and
• 181:30 - 182:00 the velocity of another is 50 it doesn't mean that the team with the velocity of 50 is able to do more work than the teams whose velocity is 25 and we did um when we got our day going um we started with um um uh a planning poker exercise and so you know we used all of the team members so we selected the team the product owner was there to answer any questions um the
• 182:00 - 182:30 team discussed each of the story cards and then um decided what their vote was going to be and then everybody voted at once if there were outliers they were discussed and um the reasons for that uh those variances those outliers um were then part of the discussion and then we did another round of voting and we would keep doing that until we had our estimates converge or we reached consensus on that okay so advantages of planning
• 182:30 - 183:00 poker it's fun it's quick it gets the whole team involved the the team understands um a little bit about all of the stories everybody contributes his or her expertise and the discussion during the estimation provides Clarity in the direction approach and even a bit of design if we were in the same room team and we were doing a planning poker activity like we did uh at the beginning of our day uh together um we would be
• 183:00 - 183:30 able to you know model it a little bit better or if we tried to unmute everybody but you could hear the background noise I've tried doing it it doesn't really work but you get the idea that if the teams discussing and things like that you would actually get to the point where um your estimates would converge and the team would say okay this user story size is you know whatever it is okay so we need to wrap things up for the day so we are ending right here and that means tomorrow when we get together
• 183:30 - 184:00 we're going to be doing slide 20 we're starting with that which is Affinity estimating and let's see Affinity estimating we go through that we're going to talk about tracking progress using um information radiators and then we're going to talk about what we do when we find variances between the plan and the actual results and then we'll have our quiz so we're almost finished um I think
• 184:00 - 184:30 we're good on time so are you interested in becoming an agile scrum professional here we have certified scrum Master CSM certification training course so hurry up and enroll Now find the C Link in the description box now let us look at a typical scenario of an organization where the need of user stories would come in so looking at this scenario so an organization would have a scenario where the existing products are sold very well in the market and uh they may
• 184:30 - 185:00 think about introducing new product or they may think about introducing a new feature or functionality to the existing product so the scenario what we are considering is it says our previous product sold really well in the market now let's think about new products so we'll need to make sure we can understand the requirements and fulfill their requirements now how do you do this so how are you going to understand the consumer requirements user requirements and how is that going to help the user to accomplish their requirement and fulfill the need
• 185:00 - 185:30 whatever it's required to be fulfilled so user story helps one who understand the user stories would look at the perspective of the users and these user stories provides those Insight towards what user would exist so as we go through we will understand in the perspective of the users the requirements and how user stories helps in terms of fulfilling those requirements this requires certain amount of visualization let us see what it is so what are user stories user
• 185:30 - 186:00 stories are an agile software development project management tool that provides users with simple natural language explanations of one or more features written from the end users perspectives so for a given product we may have many end users so we may develop an application within an organization and use that application for an organization that is one scenario second scenario is
• 186:00 - 186:30 we create a product we sell it and employes of our customer organization will become users of those products these are the two scenarios so having these scenarios what kind of product it is what is the objective of this product which is going to fulfill so let me assume an HR application which is used for submission of claims from the employees so what is that requirement so these application should accept the claims submission from the employees of the organization and then that needs to
• 186:30 - 187:00 be processed and the claims needs to be uh cleared now what will happen now the user Community if you visualize there is an user as an employee of an organization who submit claims so there is an user in the finance perspective who is going to deposit the money similarly there is an user who is going to approve so many such user interfaces we will see the existence of the roles of users we will see who would be using these particular applications so in their perspective there should be an
• 187:00 - 187:30 interface provided there should be some privileges provided through which they would do their transactions and activities when we raise the user stories we don't write them in detail so a user story doesn't go in detail it just mentions how certain type of work will bring value to end user so what is this role specific end user would be doing at that particular role in this particular product what is the transactions involved so the end user in
• 187:30 - 188:00 this case could mean external end user or even internal customer or colleagues within the organization so looking at these points if I look at the same application HR claim processing application who are this internal users the employees of organization so who are these external maybe the people who sold this particular application to our organization so they have installed it they manage it there is an Administration role for this particular product that is a role similarly another
• 188:00 - 188:30 set of uh internal users maybe someone who is like from Finance from HR so in each of these roles perspective this particular product should provide the interface and then there should be a transaction in their perspective which is very important so users story should explain this in very brief so that it helps in terms of visualizing what kind of interface has to be provided and why would this particular role use it that is very important so user stories also
• 188:30 - 189:00 form the building block of a Gil Frameworks like epics and initiatives so what is this epics what is this initiatives let us look at it now epics refers to the group of user stories where the large amount of work broken down into user stories so many user stories together forms epics which will provide certain Insight towards how these user stories are connected with each other so similarly initiative refers to combination of multiple epics
• 189:00 - 189:30 forming that initiatives so which is very essential to group so managing perspective it will become easy and also looking at the objective what is that particular group of user stories group of epics are going to accomplish so user stories can also help ensuring that team work to goals of the organization through epics and initiatives it should be looking at that objective exactly what is the directions we are getting into and how these combination of user stories so as an employee I'm submitting
• 189:30 - 190:00 my claims so what is that required in that users perspective there should be story so I as a finance person I'm going to clear these claims I'm going to pay the money deposit the money so that is that particular role needs certain interfaces and that visualization require how this interactions happens so user story should help in terms of understanding those so the requirements for making user story a reality are added later after discussing with the team so we made an user story we created
• 190:00 - 190:30 an user story it doesn't end there so there needs to be a discussion which happens further to decide yes it is a valid user story so this will also helps in terms of prioritization which needs to be taken up first so user stories are recorded on post notes or or an index card or a project management software and this would help in terms of prioritization or for tracking as well so what is the advantages of user stories so advantages of user story involves it helps in delivering high
• 190:30 - 191:00 quality content because what is required to be accomplished in the user perspective that will be very clear EES collaboration with team members because finalization on the user stories and understanding of the user requirements would happen after discussing with the team members each one would give their own viewpoints and prioritization of particular user story or keeping a specific user story or not considering that user story would
• 191:00 - 191:30 be based on the feedback which team provides this cannot happen in terms of having team members together and speaking about it helps understanding users better so user roles are discussed users requirement is discussed and what is that they're going to accomplish through this user uh interface that is also discussed so user role is understood user requirement is clearly understood by writing an user story this will also help in improving transparency because since the collaboration is
• 191:30 - 192:00 happening since the user story is not just taken just like that the discussion happens and that will have an interaction and collaboration so definitely improves transparency so now it reduces risks so when I say risk it's obviously uncertainty so it reduces risk because the clarity one would have about the requirement of users so accordingly the features functionality of the product are defined so that they can fulfill those user
• 192:00 - 192:30 requirements then supports iterative developments as I mentioned earlier the collaboration the transparency everyone working together and in the agile perspective users stories epics and initiatives gets into the specific iterations only after this discussion with the team members and after prioritizing it so the user story will be there in the product backlogs which will be prioritized based on that particular scenario of requirement in agile scenario so as when we say agile
• 192:30 - 193:00 it's quite obvious we need to be flexible to the changing scenarios so since we're working together and when we go for an iterative mode of approach is quite obvious we're going for it to get adopting to the changing scenario so that we can select that particular features functionality by pulling that particular epic or user story as a priority in the given list so that prioritization making will also become easier focuses on oal Communications means lot of interactions happens while
• 193:00 - 193:30 discussing on user stories so since people are doing it o so there is some Personal Touch also established good collaboration can get established so a story also provides that visibility because of that people working together in a collaborative manner in invest in user stories so what is invest so investing in user stories so what does that mean so it is a concept that helps creating meaningful user stories so it stands for independent negotiable
• 193:30 - 194:00 valuable esteemable sized appropriately testable so when I say independent so whenever we write the user story that should be selfcontained if at all possible to avoid dependencies on other user stories so it should be independent of one another so that each of them can be developed and delivered separately so negotiable so when we say negotiable user stories can always be
• 194:00 - 194:30 changed or ritten so at any given point in time so we should be able to do the modifications required so that should support the flexibility associated with the agile methodologies so since requirements often evolve changes and this changes comes for various different reasons so how do we change this user stories or modify this so that it can fit into the requirement so that adaption can happen to the changing requirements so story should be
• 194:30 - 195:00 discussible and should be open for negotiation for any change scenarios so next valuable when I say valuable it's quite obvious we're speaking about value what is being created for the users or consumers so a user story would represent the goal or an objective an end user who is going to look for means value is always in the consumer perspective so now I created certain features functionality is fine but did that really create the value to the
• 195:00 - 195:30 consumers so the value realization plays an important role So Stories must ensure there's a value being added to the consumers and customers or users always otherwise user story doesn't make any sense so estimable so when we say estimable one should always be able to estimate the size of the user story so sometimes developers may not have the experience required to size the particular situations or needed for an user story reasons may be anything it may be not having specific Insight
• 195:30 - 196:00 towards it or don't know how to estimate there may be someone specific who needs to understand the scenarios and then come and discuss reasons may be anything so stories if they cannot estimate then it will become difficult in terms of handling it better so it should give some visualization so it should be estimable and can be divided into tasks so now small means sized appropriately so user story should not be very big or should not be too small and then uh how
• 196:00 - 196:30 do we decide on this size so now when we say any user story that can be completed by a developer in single iterations then can we call it as Tu Bic quite obviously that is an indicative so user story should be subdivided into two or more small stories into multiple pieces multiple stories small small stories so that it can be handled better so story should not be too big and should be completed within 40 hours or 3 to 4 days this numbers are indicative so not
• 196:30 - 197:00 necessarily you should be fixing with this num so just an indicative to show you that what would be the focus when I say us the story in what is that effort it would take to accomplish that now testable so when we say user story is testable one has to ensure that development is complete and has been done correctly so means one once you create a user story so that needs to be articulated in such a way so that it becomes measurable when I a testable
• 197:00 - 197:30 obviously there should be metrics a Target metrics which can be created which will help me to State yes this particular requirement is accomplished so they should have an acceptance criteria that can be tested to check if they fulfill the customers need so then how to write user story this is very important uh point to look at so how to write the user story so writing user stories comes up with a specific template with a simple language so what is it so now as a role I want to so that
• 197:30 - 198:00 so you keep filling it so typically role means what the specific user role who would be using that particular product and their requirements which are being fulfilled so that is the role the name of the role we are going to put it here so the role refers to an individual that would be interfacing or interacting with the system now uh want to when we say want to the want or action which represents the behavior of the systems
• 198:00 - 198:30 so what is that it's supposed to do this action would be unique to each user stories now so that this refers to the benefits or results that nonfunctional and external to the system as a result what would happen what is that we are trying to accomplish out of it so let us look at an example how does it look like as a CEO I want to track my subordinates progress to ensure organizations goals are met similarly if we take the reference to those examples what we
• 198:30 - 199:00 discussed earlier like we took the example of HR portal so claim processing requirement now this can be same user story as an employee of an organization what can I write so as an employee of this organization I want to submit my claims online so that claim processing will become smoother easier faster without any errors so that can also be an user story so it gives certain visualization what kind of users are there and what is that they need so the moment you write
• 199:00 - 199:30 the user stories you should visualize that rule it is very important so there is three CES of user stories which we uh call it as card then uh conversation and then confirmation so when we say card card card provides a written description of the user story so what do I mean by written description of the user story so same thing the user story what we just saw as an example so that can be written on a card so this will help in planning
• 199:30 - 200:00 and estimating so what that will also gives that visualization of users and their requirement so that that can be articulated further and also estimated so that it can uh looked in the perspective of invest what is invest what we discussed so it is independent it is negotiable it is valuable it is estimable it is sized appropriately means it's not should not be too big too small the examples what we saw was
• 200:00 - 200:30 appropriate and testable so now when we see this particular user story is it fulfilling all those points what we discussed in invest that is very important now this card whatever the description is provided should elaborate on that very clearly so then further what happens conversation after the user story is written in a card and given and it is shared with every individuals who is participating in that conversation so
• 200:30 - 201:00 then there will be discussion so conversation represents discussion between users team product owners so this helps in terms of whatever the user story is written is it making sense is it in line with the user's expectation and at the same time whatever the understanding we have maybe as a product owner or the team member a developer is my understanding correct then user perspective so whatever the user story is written is that user story is speaking about the requirement which
• 201:00 - 201:30 needs to be fulfilled as they require so this helps to build a shared understanding between all those individuals so that there is no confusion further so once people Converse together once the stakeholders Converse together then you will confirm confirmation so this represents the condition that need to be satisfied to ensure that the Story meets all requirements so you are confirming so all the stakeholders are agreeing to
• 201:30 - 202:00 that so firstly to summarize this 3 C's refers to card conversation confirmation card provides the user stories which actually represents as we took an examples which will capture that so that it also fulfills the thought of invest then uh conversation is required to understand what is this user story is speaking about is that a real requirement so confirmation further in terms of confirmation from users as well as all the stakeholders before you go and develop or execute that so what is
• 202:00 - 202:30 life cycle of user story so when we say life cycle so we may require to understand a life cycle starts when you conceptualize when you visualize when you say this is what we may required to accomplish they should be conceiving someone should conceive that idea so it may be related to a problem it may be related to a specific product for an opportunity what is seen so whatsoever the reason it is there is a scenario where something is conceived trigger may be a problem trigger may be some issues
• 202:30 - 203:00 what is being faced trigger may be an opportunity what is seen so then the initiative the trigger which actually pushed towards creation of the requirements and user stories so the life cycle of user stories starts from there so how does it go so it involves right from the point pending to to-do then discussion then developing confirming and then finished so when I say pending I'm basically saying user
• 203:00 - 203:30 stories in their most basic forms where they are created after communicating with the user and the project team these acts as the reminder for further discussion so first level of understanding on user stories in the basic form so which will help in terms of further discussion and taking a call on that so will there be a possibility that this user stories will be modified as we progress answer is yes and no both so it may be modified but discussion is
• 203:30 - 204:00 further which goes on uh from this basic understanding of that particular user story so further discussion is to elaborate on that make sense out of it and confirm so then after discussion with the stakeholders users stories that need to be addressed are decided and put into Sprints so in between the point where we said pending to too so in between this there is a lot of discussion so where decision is happening here so decided and put into
• 204:00 - 204:30 Sprints means there is a prioritization also which is happening so now discussion at this stage user confirms users confirms the requirement and acceptance criterias so acceptance criterias helps in terms of once you test that particular user story after executing you will check based on these acceptance criteria so that you can conclude the requirement is fulfilled the end users are shown a preview of upcoming features so that
• 204:30 - 205:00 they understand yes this is what we were expecting they can provide their feedbacks necessary feedbacks or insights whatever is required to be provided so then once the discussion is complete the team would be able to design and Implement features to fulfill user requirements so once user concludes yes this is what we were expecting and there is a sign off during the discussion then features are developed and implemented so that it can goes to that product which can be used so then
• 205:00 - 205:30 after developing confirming so the end user confirms the user story features are confirmed to testing environments Alpha versions and acceptance criterias are looked at before saying yes it is confirmed user is accepting so that will happen as part of confirming means that features or functionality what was written in user story so that specific users are using it and concluding or acknowledging yes this is fulfilling our requirement and this is according to the acceptance criteria what we discussed
• 205:30 - 206:00 and agreed so that is very important so we write a user story fine but users are not agreeing to it that is not a good scenario to be with user should accept and confirm then finished so the user story is completed at this stage for new require ments or new features a new user story must be created any new features or new functionality I'm required to add to this particular product then I would write another user story and the same life cycle starts continues and this is
• 206:00 - 206:30 not an ending thing so as I keep modifying the features as I add new features and I as I look at improving the performances so I keep writing the user stories now one question keeps coming to me so we write a user story while fulfilling the requirements fine as a specific user I want this easy to narrate that so how are you going to look at a scenario where there is an improvement of something so whenever we are going to discuss about Improvement of something it is quite obvious we need
• 206:30 - 207:00 to look at it what is that Improvement user is looking at now when I am uh submitting a particular request or accessing something it is taking some time means there is some delay now user experience can be enhanced by reducing that particular time that is Improvement as a user the user story basic user story doesn't change but in the performance perspective you may require to visualize that so problem statement has to come in accordingly user story
• 207:00 - 207:30 has to be articulated then once the user story is written it is required to put the user story mapping so user story mapping represents and arranges user stories that help with understanding the systems functionalities the systems backlog planning releases and providing value to the customers so typically this involves arranging or organizing user stories based on the priority along the horizontal axis so will horizontally
• 207:30 - 208:00 when you move so you will say which one is the priority which user stories are priority first thing which I need to focus on so vertical Arrangements represents how in the given specific user Story how the activities perspective task perspective subtask perspective further down how it gets elaborated to improving the levels how it goes forward so now let us look at an user story mapping with an example of let me say net banking services provided
• 208:00 - 208:30 by a bank for account holders when I say net banking service it is quite obvious it is also has to be provided through having a product uh which banking application would use so but here we need to visualize the users Journey while accessing the net banking portal viewing the Account Details paying bills like utility bills doing lot of transactions within that particular portal net banking access the moment they do like generating statements or
• 208:30 - 209:00 transferring money to one of the benef beneficiaries Etc so the all this transactions what is being done so in this user story map let us see how does it look like so few activities are considered here like uh logging into the account means net banking portal will come in then one would input their credentials and then they login now that journey of the users in a specific activity what they do is visualized Now
• 209:00 - 209:30 log to account in the sense obviously one has to go to that portal so go to login page then enter credentials login ID and password so once that login ID and password is entered obviously there is a process engine which runs behind to provide the ne access now if that credentials are not uh working or if I don't remember it reset password is an option immediately now as I go through further from this subtask in all the
• 209:30 - 210:00 particular colums which I have given you as you go through this as I deep dive into it further it goes on so until the person gets an access to the account and then start doing the transactions it goes up to that level so I can keep writing the subtask further so manage account so you would go to account page once you access it then you'll select the specific account because you may have many different account types which is there with the bank you may be having one or many so in the scenario you have more than one obviously you will select that account and Account Details will be
• 210:00 - 210:30 displayed to you so this user will not do but user will get that so we are visualizing that and further after Account Details are displayed what user would do then further you would keep visualizing that so some of the transaction like generate statement transferring money so even for that the steps are written so going to statement page then selecting the account for which you need a statement then selecting the period from when to when the statement one is requiring and then
• 210:30 - 211:00 uh further clicking on it and downloading that particular statement or choosing an options mentioning that I need this in an email or I need an OD copy of this so similarly transferring money so you will go to that specific page where you to transfer the money so you may have the beneficiary there in the list already added if you have added earlier or newly you're adding a beneficiary so there are various types of transfers like so International transfer you will have local domestic transfer you will have within a bank uh
• 211:00 - 211:30 accounts being within the same bank bank a two consumers so from me if I'm a consumer transferring money to another consumer of the same bank and vice versa that is one of the options second is a bank consumer having an transferring a money to some other bank account of someone else that is another scenario or transferring money for my own account in another bank so various different scenarios you come across so then limitation are depending on what kind of
• 211:30 - 212:00 beneficiaries are these what is the limitations and how are you going to authenticate them so the moment I visualize a specific transaction and activities of user stories what are the things and user can do then I can keep writing mapping this to each of those flow and see how the flow happens so this flow helps me to bring in all those features and functionality and also prioritizing them so can I say the beneficiary option would be the basic thing which consumer would give I think
• 212:00 - 212:30 initially if I go back when actually net banking features were provided by the bank the basic thing was just viewing the account that was the given statement download was given otherwise there was no opportunity to transfer money there was no opportunity to do something beyond that so now as we see today the lot of flexibility has brought in with lot of new features functionalities in the net banking or mobile banking options so they evolve so as they evolve it is quite obvious we may require to keep adding those features functionality
• 212:30 - 213:00 by rating the user stories this is how the enhancement happens so overall if you look at user story mapping helps in terms of understanding not just the user story of one transaction Associated transaction in the user story what happens throughout the the journey that will help so this will also support to understand and visualize what needs to be created to ultimately give that access to the user so the end to end flow should be visualized and also needs to be prioritization and has to be
• 213:00 - 213:30 looked at as well now what are the advantages of user story mapping so the advantages wise helps with prioritizing work as I explained in the example similarly the focus is on user value the moment I click on on web page www.abc bank.com now the bank page will come I will have an interface of login I'll will go and click on login now from the point I open a browser and input that URL and then click on login and login
• 213:30 - 214:00 page comes in how long it takes so there are many things which is involved the browser things are involved the system from which the person is accessing is involved so removing that part so thinking that both of them working well and what should be the response from the server where this particular website is hosted that experience needs to be looked at so that's how you look at user value in the transaction now once I put a credentials now how quickly the authentication happens what are the checks the bank portal does to ensure
• 214:00 - 214:30 that the person who is logging in as is a genuine user is it just a password is there any capture codes is there any OTP sent or is there any secret code the person has to put in so likewise many things are involved while giving that experience to the user so and today's user if you just put in various different checks points they understand because they are well educated so why all those things like capture or OTP scenario scheming so these are came in
• 214:30 - 215:00 because more and more informed the people has become then their ability to hack also improved so more and more levels added to ensure that only that genuine user will enter the user account similarly when you visualize any product and user journey in the user's interest what are the things which is going to create value that needs to be understood so only that experience will help for the user to realize the benefit then road blocks are highlighted so as
• 215:00 - 215:30 we visualize this journey so this will tell me so what would stop me to move forward is there any concerns is there any constraints like for example if you want to activate a beneficiary but for some limited period you can can only send the limited amount of money why is that done by chance if the beneficiary is added by that individual who is not a genuine user so we are actually holding it right so by the time that freezing time whatever is given so by the time the message goes to the actual consumer
• 215:30 - 216:00 telling that there is a user activated like this and if at all if it is not a genuine user obviously the person can call to the bank saying that this is not the uh beneficiary which I have added there's something which is not correct so they are giving that space so how did they visualize this has to be done so as we looked at the Journey of adding a beneficiary it's quite obvious when beneficiary is added if by chance someone who is not authorized adds it so who is going to disbenefit obviously user will be dis benefited so that
• 216:00 - 216:30 blocks that constraints are visualized similarly in making or creating that features functionality what should be the basic features or in the product should be ready only then I can add this feature that will be visible right so roadblocks will be highlighted and that those will be made visible so that easy for you to move forward prioritizing and ensuring that it goes in the flow required to accomplish that value so then ensuring team unity because everyone will have an visualization user
• 216:30 - 217:00 stories and mapping reads a lot of discussion brings the people to have a common understanding so obviously that Unity the collaboration would come in focus on constant Improvement so Improvement is is the key whatever you do you you have just adopted a waterfall methodology you have just adopted an aile you write user stories you write a pics you write bringing that various different methods to do something whatever you do whether it's product or a service or a process
• 217:00 - 217:30 or specific uh transactions task reports whatever we make so all that should help in terms of identifying the opportunities for improvement and making that improvements that is very important agile project management as a name suggests is a flexible approach to building a project in agile project management the project is broken down into several stages or Sprints agile does not work on the principle of delivering the final product at the end
• 217:30 - 218:00 of the project it works on delivering sections of a project or mini projects the process of project management in the case of agile is agile based so there won't be any central control of project manager as it was there in the traditional way of working before we move forth let's have a look at the Agile development cycle agile methodologies consist of several small Cycles or Sprints at the end of each stage we get a mini project there's a product backlog that explains new features changes in the existing features and several other improvements
• 218:00 - 218:30 in the project then we have a Sprint backlog which has a list of tasks that are to be completed during each Sprint the Sprint consists of planning designing execution testing and deployment stages and at the end of each Sprint a mini project is delivered with every Sprint new features are added to the product which plays a significant role in the overall project growth after all the Sprints and early validation in the development a final deliverable has a fewer chances of failure let's now have a look at some reasons why
• 218:30 - 219:00 Industries have started moving towards agile project management the first reason is high product quality when we talk about high product quality we refer to the build of the product as per stakeholders demands testing is performed at Short intervals of time wherever needed to ensure high quality of the product then another reason is customer satisfaction whatever is done in the project is known by the customer the deliveries don't take longer durations as they used to take in the case of traditional ways the changes may be provided by the customer in the execution phase of the project third
• 219:00 - 219:30 reason is reduced risk since the project is divided into Sprints so if the risk affects one Sprint it doesn't mean whole of the project will be at risk the process of risk analysis continues to take place with all the other processes another significant reason for agile project management is better and faster return on investment the project is now developed in several Sprints and each Sprint has its own version therefore the project becomes Market ready after a few Sprints only since the projects can now
• 219:30 - 220:00 be released with ease and in shorter duration this helps the organization to stay ahead in competition with respect to other organizations which have still not moved to Agile methodology now we shall check the principles of agile project management there are 10 princip principles for successful agile project management the first principle is the satisfaction of the customer by delivering the project fast and with least number of Errors the next principle refers to decreasing the amount of time between the phase of planning and delivery the third
• 220:00 - 220:30 principle states that the team of managers and developers work together and increase the productivity of their work the next principle states that the changes requested by the stakeholders can be taken into consideration and worked upon during the development phase as well the fifth principal pays attention to the factor of coordination among the team members then the sixth principle refers to the process of monitoring and tracking the progress of the project at the end of each Sprint and making amendments wherever needed moving on the next principle states that
• 220:30 - 221:00 there must be a feeling of trust and support towards the team to complete the Project's objectives the next principle emphasizes on face-to-face conversations with the development team the face-to-face conversation helps in both solving problems and easy knowledge sharing then the ninth principle emphasizes on finding Solutions and maximizing the amount of work done with Simplicity this ensures timely completion of tasks by all the team members the last principle states that scrum tools like monday.com or Zoho
• 221:00 - 221:30 Sprints must be used to simplify the complicated codes which further helps in Saving Time why product backlog is important the product backlog is a fundamental component in agile and scrum methodologies serving as a dynamic prioritized list of features enhancements bug fixes and other changes that are needed to improve a product prioritization the team can prioritize tasks based on the product's requirements and the value they bring to
• 221:30 - 222:00 stakeholders transparency the product backlog offers a clear view of upcoming work ensuring everyone understands the Project's Direction and goals flexibility it allows for the easy integration of changes and new ideas into the product development process focus with a well-defined list of tasks the team can concentrate on completing the most valuable ones first efficiency it enables the team to select work from
• 222:00 - 222:30 the backlog as they have capacity optimizing workflow and productivity instead of being overloaded with tasks let's understand what is a product backlog in agile the product backlog in agile is like a big to-do list for a project specifically for those projects managed using agile methodologies which are approaches to software development that emphasize flexibility collaboration and customer feedback imagine you're planning a big party which represents
• 222:30 - 223:00 the final product your to-do list the product backlog includes everything you need to do to make the Party happen this list might include tasks like send out invitations buy decorations plan them menu and so on each task is important for the party to be successful in the context of a software project this list includes all the features functions requirements enhancements and fixes that need to be addressed to make the final
• 223:00 - 223:30 product meet the customers's needs these items are typically listed in order of priority with the most important or urgent items at the top of the list the team working on the project will regularly review this list often in a meeting called the backlog grooming session but what is backlog grooming let's understand what is backlog grooming backlock grooming is a term commonly used in agile software development imagine you're planning a trip and you have a list of things you
• 223:30 - 224:00 want to do or places you want to visit your list might include things like booking flights reserving accommodations and planning activities now think of this list as your backlog in agile terms it's a list of tasks or features that need to be completed for a project nlop grooming is like going through this list regularly to make sure it's organized prioritized and ready to be worked on here's how it works reviewing and adding
• 224:00 - 224:30 items you start by looking at the items on your list backlog and making sure they're still relevant and needed if there are new ideas or requirements you add them to the list prioritizing not all tasks are equally important you need to decide which ones should be done first so you prioritize the items on your list based on factors like customer needs project deadlines or business value breaking down tasks some items on
• 224:30 - 225:00 your list might be big and complex it's easier to work on smaller manageable tasks in backlog grooming you might break down big tasks into smaller ones so they can be completed more easily estimating effort it's important to have an idea of how much time and effort each task will take during backlog grooming you might discuss and estimate the effort required for each item this helps with planning and resource allocation
• 225:00 - 225:30 ensuring Clarity everyone involved in the project should have a clear understanding of what each task entails backlog grooming provides an opportunity to clarify any doubts or questions about the items on the list keep it it up to date backlog grooming isn't a one-time thing it's an ongoing process you should regularly review and update the backlog as the project progresses and new information becomes available all right so after that as the project progresses
• 225:30 - 226:00 the team selects items from the top of the product backlog to work on during each development cycle called a Sprint now what is Sprint a Sprint is a time box period usually one four weeks during which the development team works on a set of items from the product backlog to create a potentially shippable product increment Sprints provide a focused concentrated effort to deliver valuable work within a short time frame at the
• 226:00 - 226:30 beginning of each Sprint the team selects a set of items from the product backlog based on their priority and capacity to form the Sprint backlog they commit to completing these items by the end of the Sprint once the Sprint is over they review the work and present it to the stakeholders usually the customer or client for feedback all right now let's understand what's in a product backlog a product backlog serves as a comprehensive checklist for a project team outlining all the tasks required to
• 226:30 - 227:00 enhance the product's quality it encompasses various elements user stories brief narratives detailing desired features from the perspective of the end user structure as as a type of user I want an action so that a benefit value bugs issues any flaws or malfunctions within the product are documented here for resolution tasks these entail specific actions necessary
• 227:00 - 227:30 for fulfilling a user story or rectifying a bu enhancements suggestions for improving the products functionality or value not necessarily related to troubleshooting technical work tasks related to enhancing the product's technical aspects such as code-based refinement or software component updates knowledge acquisition activities aimed at empowering the team with essential insights or skills for making informed
• 227:30 - 228:00 decisions such as research or exploration tasks and there you have it we've explored the ins and outs of the product backlog in agel by understanding its importance and how to manage it through backlog grooming you're well equipped to steer your projects toward success we shall now see the steps in agile project management the goal of agile methodology is to produce shorter development life cycles and more frequent product releases than traditional waterfall project management
• 228:00 - 228:30 so we will now check six steps in agile project methodology the first step in the process is Project planning project planning includes feasibility study development of scope breaking the project into executable tasks or Sprints and then estimating the amount of time needed to complete those Sprints the second step is the step of road map creation a road map is a plan of action that shows how a project shall evolve over time a list of all the features that the final product should have is created and the steps to achieve those features are taken the next important
• 228:30 - 229:00 step is release planning since we are doing the project keeping in mind the agile project methodology the project will complete and Sprints that means there will be the release of features at the end of each cycle and unlike the traditional waterfall model the development Cycles will be smaller the fourth step in agile project management is Sprint planning the Sprints are made keeping in mind what all is to be accomplished in that particular Step At the beginning of each Sprint the goal of that Sprint is decided and steps to
• 229:00 - 229:30 achieve that goal are taken the next step in the process emphasizes on daily meetings there are short meetings every day to discuss if the team was able to finish the task for each Sprint and check if there are any amendments that that are required each team member talks about what they achieved in the last Sprint and what are they going to work on in the next Sprint the last step is the step of Sprint review and retrospective there are two meetings after each Sprint first meeting is for the Sprint review this meeting is with
• 229:30 - 230:00 the stakeholders to show them the finished product this helps both sides to build a relationship and discuss if there are any issues in the end product the second meeting is for having a Sprint retrospective this meeting involves the stakeholders to discuss us what went well and what went wrong during the Sprint Sprint retrospective takes place after the Sprint review and before the next Sprint planning now when we know the steps needed for agile project methodology we must understand some agile project management Frameworks
• 230:00 - 230:30 there are several Frameworks available today here we will be discussing some of the most popular Frameworks the first framework we will discuss is the Canon framework Canan framework is a well-known framework for implementing agile software development in the case of canbin framework work items are represented on the canman board which helps all the team members to see the state of every piece of work at any time canman board not only helps in visualizing the work but also optimizing the workflow among the team the next
• 230:30 - 231:00 framework we will discuss today is the scrum framework scrum framework is a popular framework for managing complex knowledge work like in the field of research and Advanced Technologies scrum is a simple framework that helps team work together and learn through their experiences gained while working on a problem the third framework we will see today is the hybrid framework the hybrid framework is a combination of agile methodology and non-agile methodology in the case of a hybrid framework planning
• 231:00 - 231:30 is done using the traditional way of project management while the execution and delivery is done using the agile methodology since the hybrid is a combination of the two it handles the requirement changes and delivers the product in different stages the fourth and the last framework we will see is the lean framework the lean framework works on the principle of providing maximum customer value and creating zero waste it focuses on optimizing the flow of products all through the value stream this helps in eliminating waste all
• 231:30 - 232:00 through the process and create processes that requires less human efforts this also simplifies the process of information management and makes it more accurate finally let's have a look at some companies that have opted for agile project management today around 22% of the organizations worldwide have all their teams working on the principle of agile project methodology did you know that IDC has confirmed 30 to 35% of IT projects still fail the major reason
• 232:00 - 232:30 behind the failure of software development projects is due to poor communication poor management by senior authorities employer resistance and insufficient funding to avoid these problems businesses prefer customer Centric Innovation techniques such as design thinking and agile methodology these Concepts have similar techniques such as Gathering user feedback following an iterative approach of the model that results in a better idea with such benefits designers avoid
• 232:30 - 233:00 errors and result in faster and reliable output however these two concepts are not interchangeable hi welcome to Simply learns YouTube channel today we'll be discussing the design thing thinking and Agile development let us see how these two techniques can be implemented together now without further Ado let's get started with the tutorial design thinking and agile today we will be looking at what is design thinking what
• 233:00 - 233:30 is agile design thinking explained design thinking and agile so the first topic what is design thinking design thinking is extremely helpful in solving problems that are IL defined or unknown it is an iterative method that helps resolve user issues or redefines problems with the best Solutions next let us understand what is agile agile is a set of methods and practices that
• 233:30 - 234:00 focuses on iterative development also requirements and solutions are optained due to self-organizing cross functional teams collaborating moving further let us understand understand what is design thinking in detail design thinking requires designers to step into their customer shoes and try to find a solution to their problem with empathy the process also helps resolve user issues by redefining problems and providing the best
• 234:00 - 234:30 Solutions design thinking covers five stages they are empathy Define ideate prototype and testing let's talk about empathy first the initial step to follow in the design thinking process is to pay attention to the client's requirements a designer or its team should consider the user requirements in short they should step into their shoes and try to find the solution to their problem in the best
• 234:30 - 235:00 way possible without the empathy stage the design process lacks all important user Centric quality which helps a designer reach the success stage rather than failing next comes the defined stage the defined stage will encourage the team to gather useful techniques in order to solve challenges with the least difficulty an individual will start to progress to the third stage that is the id8 stage by asking relevant questions
• 235:00 - 235:30 to encourage the person to develop ideas and solutions next is the id8 stage this phase gives priority to creativity and ideation in this stage the designers will be performing ideation sessions and searching for new ideas in simple words the phase focuses on creative and curious activi such as brainstorming activity next is the Prototype stage in this phase we can experiment and modify the errors found in the product this
• 235:30 - 236:00 phase is a mini version of the product it validates Solutions and tries to resolve obstacles this stage has two prototypes one is low Fidelity and the other one is medium fidelity finally comes testing this stage gives importance to user feedback based on the prototypes we have created basically in this stage the user's feedback on the Prototype stage is considered and improvements are made that was all about the five stages in design thinking
• 236:00 - 236:30 process moving forward let us see how design thinking and agile can be implemented together while design thinking and agile are applied separately the two strategies can be implemented together as well a majority of it companies have begun to utilize agile in conjunction with design thinking whereas agile methodology is a practice of solving problems and design thinking is an approach to find user problems for teams looking to leverage
• 236:30 - 237:00 agile and design thinking for the first time here are a few recommendations to focus on let us see the first topic begin at a small level it means focus on high value low risk opportunities in order to earn better Solutions using design thinking and agile together then with better results take on more challenging initiatives next is invest in your research it means ensure the entire design team understand the end
• 237:00 - 237:30 user Suppose there are any existing data start by testing some ideas start the design thinking process by building a map of the user's Journey as as a result it encourages team members to focus on empathize phase and discover new Solutions next focus on a clearly defined problem statement with Sprint start design thinking in Sprint zero encorage the entire team to understand
• 237:30 - 238:00 the problem statement and build a useful design framework then build a production team culture form a core design and development team teams such as decision makers ux researcher designer visual designer scrum Master developers and quality analysts do not exceed the team to more than 10 members and make sure every professional has an equal
• 238:00 - 238:30 say create an environment that supports collaboration across departments like a successful design solution next is optimal use of design thinking use design thinking during the first stage of project development and then apply it whenever an important feature has to be developed next comes design patterns and maintain a good user experience this stage helps in minimizing design and development time design patterns work as
• 238:30 - 239:00 building blocks encouraging team members to remove lower level design decisions the patterns created should be accepted by the entire team and should be easily implemented finally comes periodic testing based on the characteristics of the project set up a testing schedule the time can be scheduled once in 4 days or once during the Sprint test simple prototypes to eliminate errors and understand the viability of IDs during
• 239:00 - 239:30 the early stages test the working software and evaluate the result for a better output so are you interested in becoming an agile scrum professional here we have certified scrum Master CSM certification train course so hurry up and enroll Now find the C Link in the description box so this would help the people who actually needs to know something some important details about agile and Associated details so that can help them to understand the agile and
• 239:30 - 240:00 agile methodologies the tools related to Agile better so explain agile in brief if this is the question what would be the typical answer so the term agile refers to ability to move quickly and easily by becoming more flexible and adaptable so most of the times I've have seen people say whenever I ask the question what is aile they say agile is a methodology the term agile itself is not a methodology it actually refers to this flexibility adaptability so all
• 240:00 - 240:30 those methodologies which are there defined for agile for example scrum so they have an approach towards to become agile and do the projects in agile way so this requires adaption and Adoption of continual changing scenarios in modern dynamic business environment which means the flexibility and adaptability is required because of the changing business environment the Dynamics to quickly adopt to the change to become flexible agile approaches are required it is very essential for
• 240:30 - 241:00 organization to become agile for their sustenance and growth there are various agile methods and practices that focuses on iterative development typically any agile methodologies follows iterative approaches requirements and solutions are obtained through self-organizing cross functional teams collaborating so collaboration is very important any of the agel methodologies we come across we speak about cross functional self-organizing teams so this is the basic details one should know when they hear the term
• 241:00 - 241:30 agile so question number two explain the difference between a traditional waterfall model and agile testing so when we say agile and waterfall it has two different Dynamics all together so agile model is a continuous iteration life cycle model for developing and testing software whereas waterfall is linear sequential life cycle model for developing and testing the software so similarly the rigidity so
• 241:30 - 242:00 agile methodologies is flexible way of building the software which provides lot of flexibility Whenever there is a change adopting to the change will become very easy adapting and adopting for the change scenario whereas in waterfall methodology it is veryit difficult it is rigid because it's very much structured any changes which comes in adopting that and changing things to according to the change Dynamics requires changing many things which makes it very tedious and rigid so thirdly collaboration so agile model is
• 242:00 - 242:30 highly collaborative that's what it approach considers mainly towards software development where involvement all the members involvement of all the members like customers uh uh maybe the team members the project managers so their active involvement is very much required so that things can be handled better so whereas waterfall model generally don't insist on that so it is least flexible and follow sequence of steps which are predefined and that doesn't allow the
• 242:30 - 243:00 team to collaborate even the collaboration happens it will have a limitation because everything is defined and one has to follow it and comply to it there is no opportunity or options to change anything so easy easily when it comes to Waterfall model then processes the entire process of development is divided into iterations which are of short period so that in each of these iterations the working model working piece of that product will come out so in waterfall approach the software
• 243:00 - 243:30 development process is broken down into several phases sequential phases linear phases so things which has to be delivered in each of the faes are very well defined and accordingly it happens so changes changes may be made even after the initial planning is completed in agile approaches or in agile whenever whoever follow agile it is easy to adopt to that change scenario whereas in waterfall approaches development requirements cannot be changed once the project development begin it will become
• 243:30 - 244:00 difficult because everything is defined in a comprehensive way detailed so that small changes may impact other parts of the the products or descriptions which is defined so software development is a collection of many different projects which can happen in agile whereas waterfall software development is completed as a single project or deliverable so testing testing is performed in same iterations as programming or building so within that iterations since we build the working product all the testing will be done
• 244:00 - 244:30 within that so that one would be fully informed about the product which is being developed in the iterations so that users can give the feedback quickly whereas testing phase is separate in water approaches but however testing can be built in parallel in waterfall also if it is planned that way but still it does not give that flexibility as it is there in the agel because the product will not be available to the users to give their feedback so that necessary Corrections cannot be made so whatever testing
• 244:30 - 245:00 reveals in waterfall methodologies the corrections will be done by the team limiting to their understanding whereas in agile since users are very closely involved working model is ready so the feedback is straight from the users in their perspective so that Corrections can be made and ultimate product will be very much useful to the people who are going to use that product ultimately so question number three what are some important parts of agile process so here are some of the important principles that need to be
• 245:00 - 245:30 followed to make a process of agile so one is customer satisfaction so very much important one has to ensure customer is satisfied customer sees the product gives the feedback the use it gives the feedback necessary Corrections are made in time so that quick delivery of the product can be made according to the requirement of the customers which would result in high customer satisfaction then changing needs so agile welcome changes so any changing
• 245:30 - 246:00 needs will be addressed even late in the development processes in the entire life cycle of the project wherever the change comes in taking that changes making that necessary changes will be easier when it comes to Agile delivery frequently so ensuring software is delivered frequently focusing on shorter time scales which is very well uh understood the full clarity of the product and the working piece of the product will come out of the iterations so as I mentioned
• 246:00 - 246:30 earlier as well quick feedback from the users will also obtain so that products which are delivered will be as per the customer requirement so agile approaches helps that way work together so agile Manifesto emphasizes on working together collaboration so that each one of them contributes so developers and business individuals has to work together through the course of the project so that necessary outcome can be created so motivated team so projects
• 246:30 - 247:00 need to be built around motivated individuals and they must be trusted to get the job done so as I mentioned in the previous Point collaboration is very important so we cannot ignore team as well who actually actively involved in creation of those products so they should be motivated and their active involvement is very much required face tof face conversation is most efficient means of communication so since theel methodologies whatever is defined actually emphasises on having
• 247:00 - 247:30 the face Toof face conversation collaborating better uh contributing proactively and involvement proactivity is very essential so conversation communication plays a very important role so working software working software is a primary measure of progress which will be delivered in each of the iterations so that users can give the necessary feedbacks so constant piece agile process promotes sustainable development because all the products which are being developed used feedback obtained are in real time so people
• 247:30 - 248:00 actually know what is being produced and what is that they can expect as it progresses so Clarity is also one of the things and that pace has to be maintained and agile approach which is helps to accomplish it so good design agility can be improved by focusing on technical excellence and good design as you progress as the changes comes in as you adapt and adopt so since it has the flexibility technically as well as process wise as well as any of the
• 248:00 - 248:30 configuration wise it is easy to do the necessary changes and have the design which is required to accomplish the ultimate results Simplicity the amount of work that's not being done needs to be minimized so we say Simplicity is the ultimate sophistication means what is that required to be done consider only that not anything else above or below that so whatever we may require to do focusing on that the minimum thing what need to be done will be done and has to
• 248:30 - 249:00 be done when one follows AEL approach self-organized the team is self-organized so self organized teams provides best architectures requirements and design because they having various different capabilities come together contribute together with their capability with a different capability multi skilled as well will be present in the self-organized team reflect and adjust Effectiveness can be improved by the team regularly reflecting on it
• 249:00 - 249:30 because as I mentioned earlier in every iterations there are feedback obtained testing is being done in each of the iterations as it progresses so this will help us in uh terms of providing the Insight towards how is it progressing so that will help help in quickly doing the necessary Corrections which are required to be done so next uh question number four explain iterative and incremental development in a job so incremental development when we say the process is divided into many small workable
• 249:30 - 250:00 increments so which can be done one after the other each successive increment Builds on the top of the work done in the previous increments over time functionalities are added based on what was already created so iterative development involves the development of system by following repeated Cycles or iterations based on the results from the most recent iterations of the process changes are made this helps the project evolve over time so the term evolve is the one which
• 250:00 - 250:30 one should keep in mind it is not that I'm just going that is my destination yes definitely that is a destination while progressing there are a lot of variations which happens those variations has to be considered and accordingly the necessary deviations or Corrections adjustments has to made and things to be progressed further which is very important because of this iterative approach it helps to become adaptable and flexible to adjust to these varying conditions so that's where project
• 250:30 - 251:00 should evolve it cannot go in a straight line it has to evolve based on the variations while progressing towards the destination or the results what we are supposed to accomplish so agile definitely iterative plus incremental so agile involves consideration and creation of working product in an iterations which is part of the overall final products the consolidation of all the products which are produced in each of the iterations will become part of the ultimate results ultimate product
• 251:00 - 251:30 each iteration is an enhanced working increment of the final product this process continues until all the products functionalities are satisfied so organizations and user can use and experience the product and provide feedback that can be incorporated into next iterations so each iterations when the working product is produced those things are used by the users experience uh they will look at the
• 251:30 - 252:00 features and functionality and based on the requirement what they're supposed to fulfill they may also give the feedback for necessary Corrections or they add new requirement to it because the minimum requirements what is being fulfilled by this product maybe some requirements which are not expressed earlier there is an opportunity to express at this point in time to State we can involve some of the features of these kind in the next iteration so that we can able to make this product better so such kind such a conversation the incremental iterative approach helps or
• 252:00 - 252:30 allows or provides that opportunity to express so causing product road maps to be built produced tested and confirmed before the next iterations so that's where before we move to next iterations there will be better Clarity in terms of what is produced what we are supposed to produce further and what is that modification we supposed to do so that product can ultimately fulfill the requirements so question number five what are the different types of agile methodologies so there are various kinds
• 252:30 - 253:00 of agile methodologies some of them are briefed here so let us go through them one by one extreme programming so it is a framework that enables team te to create high quality software and improves their quality of life it enables software development with appropriate engineering practices so next is Canan this method is used to design manage and improve the flow of systems organizations can visualize their flow
• 253:00 - 253:30 of work limiting their work in progress so basically kban comes from the Toyota system so here when we use the term workflow the work in progress so this this will help in terms of monitoring what is happening what work is in progress what work is completed and it uses a visualized system so one can see it what is happening so it also enables the individuals who are doing it to know what is that pending against them and
• 253:30 - 254:00 they can pick it up pull it up and then complete it lean lean is a set of tools and principles that aims to identify and remove waste to increase the speed of process development it focuses on maximizing value of the to the client ensuring waste is minimized so lean principles lean approaches says the flow in a flow if there is any bottleneck that needs to be removed so this bottleneck would limit the flow and that
• 254:00 - 254:30 would add towards the waste so identification of the waste the the reason for the creation of the waste or who is a contributor of the waste and eliminating those causes and moving forward this will help in smoothening the flow at the same time improving the system for better outcome so that's where Len is become popular and well acknowledged so scrum is a framework that is used by teams to establish a hypothesis try out reflect
• 254:30 - 255:00 on experience and adjustments it is used to enable teams to incorporate practices from other Frameworks depending on the team's requirement so that's about scrum scrum is bit popular and it is mostly used for smaller projects the bigger the project more complex I think scrum would not help but scrum is very popular uh in software development organizations so where uh it has a simple uh uh five
• 255:00 - 255:30 events three roles and uh three artifacts so it helps uh to adopt and uh adapt to the changing conditions and it has become a proven practice now Crystal is an approach to software development that focuses on people and their interactions rather than tools and processes it is aimed to streamline processes and improve optimization it works on principle that projects are unique and dynamic so next question what are the principles of agile testing so
• 255:30 - 256:00 testing continuously to ensure the product improves continuously so as we know when we progress when we adopt when we follow agile approaches there is a reason because we need to Able we should be able to respond to that changes quickly we should be able to understand what is going right what is not quickly and do the necessary correction then and there itself so testing continuously become very important because as we
• 256:00 - 256:30 develop as we test we can reveal any of the issues any of the defects in the product what we develop so that it reveals so obtain feedback continuously to ensure the product meets business business requirements so looking at the performance does this features functionality of the product is helpful to accomplish that business requirement so this feedback comes from the customers and users when we produce at working piece of the uh product so all team roles testing development Etc need
• 256:30 - 257:00 to be involved in testing process so one cannot work in isolation there should be very uh good collaboration people from various different teams working together complimenting to each other very essential to become a jck so the active involvement of business teams and representatives can provide quick feedback for each iterations so clean and simplified code ensures it is defect free during iterations the documentation created must be limited into a particular iterations so when we speak about
• 257:00 - 257:30 waterfall approach the documentation will be very comprehensive for the entire project but the moment we speak about agile the documentation will get limited to what is being produced in the iterations which is very important what is being produced in iterations and that is based on the actually what is produced something I planned in for that iterations some changes happen we developed it created it there is a feedback which is coming up documentation is limited to that so Corrections which can be made to the
• 257:30 - 258:00 documentation will be easier and quicker so along with development and implementation testing is done to ensure the product is defect free continuous involvement of users ensures the final product matches a requirement which is Ultimate need so question number seven what are some agile metrics that need to be focused on so some of the popular metrics which are used are measuring burn down of deliverables which is usually
• 258:00 - 258:30 represented using burnd down charts similarly we have burnup chart also where uh as we complete the task the height of the bar keeps increasing in burnup charts but most popular is burn down so that what is to be delivered will be easily visible so the velocity lead time cycle time code quality code covered in unit test deployment success rate net promote
• 258:30 - 259:00 score so these are the basic metrics which are really needed when we are speaking about the velocity and speed at the same time how quickly we are able to produce what is supposed to be done and plan are we going accordingly or not so this will help in terms of uh making our job as per the need so metrics has to be selected very carefully so metric is not just a number it should have an interpretation and that interpretation should actually complement to the
• 259:00 - 259:30 business needs and requirements so metric should have an clear description of what is this measurement is all about and what is that we're going to understand from that measuring that Matrix so next is what is Canan so Canan system is visual system which helps better management of work as work moves through processes so it is it visualizes and provides visibility into the process workflows and works passing through the processes So when you say is a v it is a
• 259:30 - 260:00 visual system so there will be board or a display system where each of the tasks which needs to be accomplished are displayed there and the person who is who supposed to complete it and what is the status of it so people would look at it pull the work and complete it so since people pull that work it is also called as pull system so because the new works are pulled in taken up from the list for execution and move them from in progress status to done so Conan since
• 260:00 - 260:30 it is a visual system it also makes people more conscious about what is spending against them what work is pulled that is also visible so there there is no reason for anyone to say that I did not do this because of XYZ reasons since it is visible it is my job since I pull that task it is my job my ownership to complete it it becomes like that so that discipline comes into place so tracking the work will also become easier as the workflow is clearly visible and put on the display board
• 260:30 - 261:00 modern organization can also use the digital display systems we're seeing this more adoption in uh many many organizations today because it the value of using it the contribution of it is seen by organization and can on playing it roles in the organization and it's very essential to have this practice so the goal is identification of constraints that is potential bottleneck in the process and ensure they are addressed this ensures that the workflow becomes smoother and more efficient I
• 261:00 - 261:30 think I mentioned the reasons question number nine what are some popular agile tools so some of the tools which we keep hearing uh today when whenever uh people say we do Agile is uh some of this are L here like jitb jira software Trello Zoho yic verizone one and many more I think uh before we choose a tool it is very important for anyone to understand what is that they require first and what tool
• 261:30 - 262:00 can help them in terms of accomplishing it so it requires a lot of uh uh analysis uh assessment on the tools and the comparison with what is being done in the organization and how this tool would suit that organization's requirement is very essential so tool is not first the requirements the need analysis and then what tools best suit the environment that is the step only then selecting the tool makes sense however studying the tools and comparing
• 262:00 - 262:30 the tools and the features functionality will also help defining uh what needs to be there in place in the organization when they become agile or adopt and adopt certain practic what are the obstacles to the agile process so some of the obstacles that one could face are not having the appropriate or sufficient tools and Technologies so it is quite obvious organization struggle not having the right tools and Technologies as I
• 262:30 - 263:00 mentioned earlier it is very important to understand what is our need first and what tools suits best at the same time I also mentioned study the tools and Technologies and what do do they offer and what do we have do we really need that additional things the Gap whatever we find do we really need those in our environment is that Dynamics is there in our environment that needs to be understood the lack of active involvement from the customer so when we say agile involvement of all the stakeholders are very very important
• 263:00 - 263:30 because the changing needs comes from users and customers whenever the iteration is complete working pieces is delivered if customer doesn't respond or explain or provide the feedback then moving towards the next iterations will become difficult it is very essential the active involvement of the stakeholders and very important stakeholders is users and customers the team members lacking in skills and capability so one has to ensure the team members are groomed with the right capability and that should be
• 263:30 - 264:00 evaluated on a continual basis so that organization can handle things in agile way and contribute towards the projects what is being done and become a job some some of the obstacles further if you can look at is the inability to design system based on unseen requirements so this unseen requirement is very Dynamic so when they will crop up we will not know but however the systems what we designed should able to provide that uh
• 264:00 - 264:30 opportunity whenever such variations happens you can able to easily adopt or invol or take that particular new requirement and plug in so otherwise one cannot become so rigid there should be flexibility adapting the agile culture to the organization so culture plays an very important role so a lot of resistance would come across to adopt the new way of doing things people may not appreciate uh the agile way of doing things so it requires a lot of uh effort
• 264:30 - 265:00 motivation and uh making people to understand why the organization has taken up uh the task to make it agile and building a culture where people would think in agile way and contribute to the organization question number 11 differentiate between agile and scrum so the term agile as I mentioned earlier refers to ability to move quickly and easily by becoming more flexible and adoptable whereas uh scrum is an agile methodology which enables organization
• 265:00 - 265:30 so organization can become agile so agile Manifesto and 12 principles acts as guidelines to become agile whereas the scrum is used in the projects where requirements are constantly changing aligning to Agile Manifesto and 12 principles they should follow what is told in Manifesto and principles so agile Manifesto mentions about the required collaboration interactions to become agile whereas
• 265:30 - 266:00 scrum defines the roles the scrum Master the product owner and cross functional self-organizing teams who are involved in making the project delivering the project in agile so agile manifest also mentions about the required focus on working software and focus on change whereas a scrum approach enables teams to react to changes quickly so means how to become flexible what is that we need to consider to become flexible is defined
• 266:00 - 266:30 in Manifesto means stressed on it whereas scrum follows with that approach one can become easily flexible so delivery the manifesto provide necessary guidelines on frequent delivery of software so where scrum with the Sprints it build builds are delivered to users regularly and upheld agile principles so collaboration agile Manifesto stresses upon individuals interactions and customer collaboration so scrum does it
• 266:30 - 267:00 through various events like daily standup meeting and other scrum events like Sprint meeting Sprint retrospective whereas people sitting and discussing about writing an user story the epics or selecting the product from the product backlog to the Sprint backlog so various events which happens in scrum demonstrating that point which is stressed in agile Manifesto about individuals interactions and customer collaboration are demonstrated with various different events in scrum
• 267:00 - 267:30 methodology so next question what are some popular agile certifications so some of the popular agel certifications are PMI ACP certification which is offered by pm my us scrum Master certification then certified scrum Master Prince to Agile certification then scrum product owner certification so next we will move to scenario based questions so before we uh go and answer the scenario based
• 267:30 - 268:00 questions let us look at the scenario what the scenario says the manager X was having the discussion with the team about the upcoming event the event was scheduled to conduct the online marketing campaign to increase the sales due to increased competition and rapidly changing customer behaviors the campaign is very crucial and organization has decided to do it more often this is done through the online platform the organization has the
• 268:00 - 268:30 requirement of integration with organization's website with all the features and functionalities the various roles involved in the marketing campaign are marketing manager marketing team campaign coordinators creators of content and brochers for campaign and the participants of the campaign all of these roles should have access to platform through registration so that they can have the required access and make the marketing campaign successful besides marketing manager has sto the
• 268:30 - 269:00 reports needs to be generated which depicts the number of campaigns conducted responses registrations conversations Etc so this scenario speaking about about uh the marketing uh challenges or problems what organization has and through that problem statement they wanted to ensure to the marketing campaign and also they want to have an online platform uh to Ure to make this marketing campaign successful and also speaks about the various different roles
• 269:00 - 269:30 involved in this so let us look at what are the typical questions which would come across in such scenarios so first question says can you write a user story from the perspective of marketing manager and participant so firstly we need to understand what is this user story is All About so in the perspective of marketing manager is something anyway we will look at it what it is but user story is the one which depicts the requirements assuming the role as a
• 269:30 - 270:00 specific role I need to do this I want to have this it gives it an explanation so that one can easily understand about that requirement what need of consumers or what need need of business this particular features functionality is going to fulfill so let us say what is that user story uh relating to marketing manager and uh participants so yes why not here are few examples marketing manager us a story says as a marketing manager I need to assign the activities
• 270:00 - 270:30 Tas to the team members so now whenever we develop that platform there should be an access to marketing manager and marketing manager can able to assign the activities to the team members so what feature that particular platform should have has to be defined and designed accordingly and this is the requirement the participant perspective as a participant I need to register for the campaign so now there should be registration page obviously and then whatever the process needs to be followed to create that registration for the participant that needs to be made
• 270:30 - 271:00 and this simple us of story helps you to visualize what features functionality has to be there when we go and create that product and services so this will help understanding the requirement thoroughly and creating the designing the features accordingly and visualizing the flow as well so next question is agile the best approach to make a marketing campaign and why so now
• 271:00 - 271:30 question arises should when we do marketing campaign why should I follow aile why not I do just like that why do we need agile what is that essential need because already I mentioned the need of agility uh requires I mean whenever there is an adaptability whenever there's dynamics of changes whenever I want to become uh someone who can able to become competitive because competition is also responding to the Dynamics of the market quickly I should be there in that business so obviously
• 271:30 - 272:00 uh does uh this question make sense the can this marketing campaign can be done in the agile way so obviously yes because the agile approach is the best way to go with for marketing camp campaign reason being the rapidly changing behaviors of the consumers which has to be understood and detail should be put in their perspective and accordingly the features has to be provided so always in the consumer perspective customer perspective secondly with increased competition the organization has to
• 272:00 - 272:30 consider the unique differentiator to sustain and grow there should be uniqueness that needs to be understood and that requires exercising continuously and uh creating the products accordingly so this marketing campaign would help to understand that so next question what are the typical product backlog items so for this what could be the typical backlog items means the list of user stories list of epics which can help in terms of defining the features and functionality the typical backlog items
• 272:30 - 273:00 may include the features like registration page login page campaign contains platform to conduct campaign assess requirements so likewise we can keep writing so user stories helps us to list what is that we may require to develop in this product so this requires a lot of collaboration and discussion only then I think uh that will become more visible next question is what are the sum considerations made while selecting the items for product backlog while selecting the backlog item to each
• 273:00 - 273:30 iterations from the product backlog the backlog item has to be prioritized definition of done for those items to be selected value delivered Improvement considerations Etc has to be made so prioritization is very very important what features functionality I should develop first and how it makes sense to my business how users will be helped how customer will get benefited so these will help in terms of having those features functionality developed in such
• 273:30 - 274:00 an order where for that moment that features and functionality are available we're not just jumping into everything and doing it one by one in a order in a prioritized list so it is very essential to prioritize defining uh the definition of done and selecting the items accordingly and then what value delivers understanding that and improving next question is the involvement of marketing manager required during the project and why it's quite obvious marketing manager
• 274:00 - 274:30 involvement is very essential because it is a marketing campaign yes the involvement of marketing manager is very important and crucial and it is a role who will have the full visibility into the requirement to be fulfilled and on ground realities besides one cannot become agile without the active involvement and collaboration of customer users with aile teams thank you for completing our Gile full course by simply learn you have gained invaluable skills that are in high demand and you'll continue to apply what you have learned and you'll find yourself well
• 274:30 - 275:00 prepared to guide teams to success in any project thank you for watching if you're like this video do hit the notification Bell for more videos by simply learn
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