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Scrum was influenced by ideas of timeboxing and iterative development. [16] Regular timeboxed units known as sprints form the basic unit of development. [17] A typical length for a sprint is less than 30 days. [18] [19] Sprint planning, sprint retrospective and sprint review meetings are timeboxed. [18]
The scrum team assesses progress in time-boxed, stand-up meetings of up to 15 minutes, called daily scrums. At the end of the sprint, the team holds two further meetings: one sprint review to demonstrate the work for stakeholders and solicit feedback, and one internal sprint retrospective.
Scrum has daily meetings (the daily scrum) for the team to reflect and assess progress towards the sprint goal. [8] This meeting is intended to be brief – less than 15 minutes – so any in-depth discussions about impediments are deferred until after the event is complete.
Planning poker, also called Scrum poker, is a consensus-based, gamified technique for estimating, mostly used for timeboxing in Agile principles.In planning poker, members of the group make estimates by playing numbered cards face-down to the table, instead of speaking them aloud.
An adaptive team has difficulty describing exactly what will happen in the future. The further away a date is, the more vague an adaptive method is about what will happen on that date. An adaptive team cannot report exactly what tasks they will do next week, but only which features they plan for next month.
The concept sprint is a fast five-day process for cross-functional teams to brainstorm, define, and model new approaches to business issue. [ 10 ] [ 11 ] Another common variant is the Service Design Sprint , an approach to Design Sprints created in 2014 that uses Service Design tools and mechanics to tackle service innovation.
The term is also used in software engineering, where a retrospective is a meeting held by a project team at the end of a project or process (often after an iteration) to discuss what was successful about the project or time period covered by that retrospective, what could be improved, and how to incorporate the successes and improvements in ...
Oftentimes, a team will find that, even after identifying their MVP, they have too much work for their expected capacity. In such cases, the team could then use the MoSCoW method to select which features (or stories, if that is the subset of epics in their organisation) are Must have , Should have , and so on; the minimum marketable features ...