strategy game production 1 9112017 instructor michael lott

strategy game production 1 9/11/2017 instructor: michael lott

class overview last week: in review • your week • backlogs this week: organize scrum • the standup • team norms gantt charts strategy 1 -3

last week what is going on in your world? top challenge?

backlogs what did you experience in this effort? what was the easiest aspect? what was most difficult?

backlog observations • improved organization • improved consistency • attention to detail is key • excel techniques?

who has worked in scrum? describe your experience

why scrum? • • time boxed • urgency without panic digestible & demonstrable • short sprints • tenable focused & flexible • goal-based • feature centric progressive • continual achievement • collaborative

scrum simply the basic jargon • • • roles (3) ceremonies (4) artifacts (3)

scrum roles key players in scrum 1. 2. 3. the product owner • vision holder • aka: the customer the scrum master • servant • team rep the dev team • cross-functional • multi-disciplined

scrum roles include the stakeholders! 1. 2. 3. stake holders • investors • c-staff the product owner the scrum team • self-organizing A. B. the scrum master the dev team taking liberties roles demystified https: //www. scrumalliance. org/agile-resources/scrum-roles-demystified

scrum ceremonies key events in scrum 1. daily stand-ups 2. sprint planning 3. sprint reviews 4. sprint retrospectives ceremonies in detail https: //www. scrumalliance. org/community/articles/2014/september/ittos-of-agilescrum-ceremonies

scrum artifacts the tangibles in scrum 1. product increments 2. product backlog 3. sprint backlogs

scrum artifacts the tangibles in scrum 1. 2. 3. 4. 5. product increment product backlog sprint backlog team norms team charters taking liberties ceremonies in detail https: //www. scrumalliance. org/community/articles/2015/march/how-to-create-agileteam-working-agreements

self-organizing what does agile mean by “self-organizing” teams? how does that even work?

the self-organizing team norms • the scrum master is a shepherd • team norms • a contract from, with and for the team • aka team agreement • how team norms work • valuable to the team= supported by the team • visible to the team= memorable to the team • respected by the team = trusted by the team a how to guide https: //www. scrumalliance. org/community/articles/2015/march/how-to-create-agile-team-working-agreements

the agile manifesto 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 interactionsover processes and tools working softwareover comprehensive documentation customer collaborationover 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 the left more.

team norms topics what are some norms that could benefit a team example: meetings – • we will arrive on time and will keep the team informed otherwise

exercise: team norms on topics of your choosing 1. divide into 3 teams 2. establish team 2 norms 3. in 10 -minutes 4. present to the class ~example~ meetings we will arrive on time and will keep the team informed otherwise

what is a stand-up? what is it? why use is how do you do it?

the stand-up rules of engagement 1. 2. 3. 4. 5. 6. don’t sit, stand! gather at the board 15 -minutes max, daily don’t wait, start on time scrum master facilitates everyone speaks • 7. speak “to” the team state • • • done doing blockers the challenges • • • brevity focus order consistency follow-through adding value for all best practices https: //sprint. ly/blog/scrum-meetingbest-practices/

exercise: the stand-up lets go through a stand-up 1. stand up! 2. designate a 1. 2. scrum master time keeper 3. state: done, doing & blockers 4. speak to the team

what is waterfall? why waterfall when we’ve got agile?

the gantt charts are the standard • this is a waterfall method • good for the long view • good as a visual gut check • aid to organize & prioritize simple gantt: pong

gantt at a glance the project forecast • the trident • scope (backlog) • talent (staff) • time (estimated) • tweakable • digestible a visual barameter • start simple • keep it simple projected scenarios scope / talent / time

assignment backlogs to gantt charts space invaders gantt 1. evaluate the game 2. create a 2 -column spreadsheet adapt to suit the backlog apply a 1 -day per task estimate establish milestone/sprint every 5 -days add qa with a 5 -day task estimate • • 3. take 2 passes 1. 2. sheet/pass 1 - single owner per category sheet/pass 2 – add owners to condense the overall timeline 1. 4. (no more than 3 per discipline) due: saturday @ midnight example: https: //drive. google. com/open? id=0 b 6 vfwcfe 5 nbadejozmnlqkdjsmm

reading recap thoughts on strategy chapters 1 -3 • what resonated with you • what did not? strategic management made simple terry schmidt

strategy by the book convert problems into clear objectives problems are opportunities

strategy by the book convert problems into clear objectives systems thinking approach working as a cohesive unit toward a common goal

strategy by the book convert problems into clear objectives. systems thinking approach… working as a cohesive unit toward a common goal think/plan/act/review this is where producers start to run ahead of the team… think it through

strategy by the book convert problems into clear objectives. systems thinking approach… working as a cohesive unit toward a common goal think/plan/act/review 6 dangerous planning mistakes 1. 2. 3. 4. 5. 6. tolerate vague objectives ignoring context using limiting tools/processes neglecting stakeholders one-shot planning mismanaging team dynamics

strategy by the book convert problems into clear objectives. systems thinking approach… working as a cohesive unit toward a common goal think/plan/act/review six dangerous planning mistakes 4 critical, strategic questions log frames? You choose, but the 4 questions stand: 1. what and why 2. how do we measure success 3. what assumptions exist 4. how do we get there?

strategy by the book convert problems into clear objectives. systems thinking approach… working as a cohesive unit toward a common goal think/plan/act/review six dangerous planning mistakes four critical, strategic questions bottom up thinking: if/then craft solid objectives with clear expectations speak in no uncertain terms

strategy by the book convert problems into clear objectives. systems thinking approach… working as a cohesive unit toward a common goal think/plan/act/review six dangerous planning mistakes four critical, strategic questions bottom up thinking: if/then measuring success quantity quality time

assignment: read chapter 5 what and why 1. read chapter 5 2. consider: • what does/doesn’t resonate with you • how does this apply today 3. discuss in slack • @ #producers-c 8 4. due: 9. 17. 2017 strategic management made simple terry schmidt

recap scrum in practice 1. team norms 2. stand-ups 3. gantt charts assignments • gantts - (due 9. 16. 2017) • reading - (due 9. 18. 2017) recommendations scrum roles demystified ceremonies in detail self-organizing: a how to guide gantt charts • sample 1 • sample 2

next week planning • • feature stories feature roadmaps task estimation sprint planning

10 -for: top challenges in 10 -minutes describe a production challenge faced by cohort 8 last week consider • benefit to your peers • state: solved or unresolved • state: advise or alternative contribute • ask clarifying questions • offer positive solutions talking team dynamics

game over!