Business Analyst

Discovery and analysis of information,
Investigating Stakeholders needs,
Determine underlying issues and identify opportunities

Understand the current state of the organization as a whole or the certain subset that is impacted by the problem. Where are we?

Define the desired future state.  Where do we want to go? Why do we want to go there?

Determine how to get from present state to future state.
Understand what capabilities existed till now, what capability need to exist in the future in order to get to the desired future state, Provide recommendations on the road map that needs to be followed to get from present state to future state.

Defining Business Analysis and the steps of Business Analysis

Business Analysis is the practice of enabling change in an organizational context, by defining needs and recommending solutions that deliver value to stakeholders. The set of tasks and techniques that are used to perform business analysis are defined in A Guide to the Business Analysis Body of Knowledge® (BABOK®Guide).


1. Determine problems and identify the business needs
-Notice a problem
-Someone brings attention to a problem (stakeholder or executive) that there is an issue and need call for an action.
- What opportunity is currently available by comparing our goals to current situation and identify gaps, look for root cause analysis to understand the underlying issue so that we can fix it.

2. Identify and recommend viable solutions to meet needs
-Interview different stakeholders, SMEs and come up with potential viable solution.


3. Elicit, document and manage stakeholder requirements to meet business and project objectives
- come to a consensus as to what needs to be done

4. Facilitate implementation of the product, service or the end result of the project or program

The impact of Outsourcing

Recognizing the lack of expertise and to reduce cost, organizations have outsourced to specialized IT services with the belief that specialized providers will be able to deliver higher quality at lower cost often working in the countries where cost are lower. This means the IT Systems are designed, developed  and delivered using staff employed by external supplier. The external supplier gains an additional customer and an opportunity to make a profit from contractual agreement.

The customer who outsourced is not concerned about staffing, infrastructure and support issues since they pay the specialized provider for delivery of the required services.


to be continued......

Business Analysis Origin

Business Operations and management decision making have been focused on development of new services and projects.  The focus has been what IT can do to harness business opportunities while enhancing portfolio of products and services. In addition, assess what needs to change in the organization to fully benefit from the new or enhanced IT system.

Organizations can reach out to customers, connect the system with supplies and provide global operations support with flexible communication. This allows organizations to focus on their key core processes and competencies in which they have the specialization without the distractions in areas where they do not have specialized skills.

Organizations can gain considerable market share by investing in IT Architecture that support delivery and business growth.  Absence of good information systems prevents an organization from developing competitive advantage.  IT Systems do not deliver the predicted benefits with projects continuing to overrun their budget by significant amt and poor communication between business and technical experts.  This has resulted in need for in-depth business analysis.

How to keep your project under budget.

Keep the project under budget: The fundamental things that we can do as a project manager to make sure we do manage and control the budget,
Set your budget correctly at the start and make sure we manage and control the budget and make sure we deliver the project on budget or atleast under budget.
Setting up the budget correctly at the start. During the initiation phase, we are doing a planning estimate and budgetary estimate. After initiation phase, get feasiability study done, business case approved when we can be precise of what the project is going to be and start a portion of execution and contengenct that you hold yourself as .
Good estimate are key. We should run 3 different type of estimate.
Top down estimates, parametric estimate, we use past projects, different parameters that the projects should deliver, (how many systems we have to integrate with, how many end users will be using the applications) * amt of effort the task requires to achieve that deliverable and that gives the top- down estimates.
Bottom Up estimates: Get the experts who have done before and have them list the number of activities to achieve this deliverable. Sum up to the bottom of the list.
Organize the task for top down and bottom up into schedule, assign resources, blow the tasks across time, see how they integrate and add up the estimates the project schedule has given me.
Corrolate the three estimates and get the better feel for the variance between them and the variance of what that budget is going to
Identify Risks: With the whole project team we identify the risks in the beginning will help you to kick off in the right direction with accurate and realistic budget from the stakeholders and project team members.  It's important to identify the risk in the start of the project and periodically revisit that risk to register the project and have the whole team identify the risk. Immediately after the project kick-off we need to monitor and manage budget closely,

Monitor and manage it frequently thro' execution phase.
the team: We need to get the team who actually invested into the budget itself. The team members should buyinto the estimates they are putting together, own the accountability to deliver them on budget and time and watch their individual task leading on to achieving the deliverables for each project.  The team is the key part to magae the project so that we acn be on or under budget.
get what you inspect: The team is out there who owns the estimates and  are open and honest about what they are doing and their progress. They are owning  the estimate, we still need to inspect it. You never get what you expect if we no not inspect, probing questions to the project team, try to uncover more risk items which could cost, putting the risk items in the register, managing them and mitigating risk so that they do not occur and minimize the risks if they do occur.

basics: The basics to ensure we are hitting the budget is about monitoring and control, it is the weekly status reporting. It is showing progress against task.
getting fancy, talking to the team members on a weekly basis about how it is going and if they are not achieving what they setout to achieve with the  estimates expected then ask what else do we need to get them back on track. Working with the team members, going out there every day esuring that they are achieving their objectives, reporting on that the status report and nearly putting up in foront of the project team to see how they are doing on task for all to see, they will be motivated to achieve their objective on the effort estimates they
ask for. if they achieve that, you got your budget.
 Getting fancy: is about doing the earn value calculation, the budgeted cost, your work schedule against actual cost and work schedule, the schedule variance, the cost variance, the schedule variance index, the cost variance index to show people how you are tracking the project and what we intend to achieve in terms of the cost estimates

Dail Scrum Meeting

4. Daily Scrum Meeting
Our team has already conducted a backlog and Sprint Planning Meeting.  This team meet each morning like most Scrum team in the team room.  If we have

people to serve on a role, obviously they must adjust that. Team Room:

Committed Backlog Items                   Not Started                      In Progress                    Completed

Task board looks messy but it is for their use.

ScrumMaster: Hello, as your ScrumMaster, I'm here to help you with your daily Scrum Meeting. We do this at the same time, same place, each day, standing

up for 15 minutes.

Team Member: so, what is the ajenda. We only have 15 mins.

Scrum Master:  At this meeting, each of you will report to the rest o the team your answers to the three questions.

Quiz1: Scrum Master

Which of the following are explicitly defined questions in the Dail Scrum Meeting?
Yes A. What will I do today ( Or before the next Scrum meeting)?
No B. What are my actuals compared to my estimates ( in hours or days)?
Yes C. What impedes me ( blocks my progress, reduces my effectiveness, etc.)?
No D. What time is the next Daily Scrum Meeting?
Yes E. What did I do yesterday ( or since the last Scrum meeting)?

ScrumMaster: As a self-organizing team you're collectively  responsible for collaborating with each other, and this meeting can help remind you to do that.
To help with that , there are three suggested questions:
Daily Scrum three questions:
A. What will I do today ( Or before the next Scrum meeting)?
B.What impedes me ( blocks my progress, reduces my effectiveness, etc.)?
C.What did I do yesterday ( or since the last Scrum meeting)?
I'll start. Yesterday I went to the facilities Department to get better blinds for the team room windows because you guys said you couldn't see your screens

on sunny days.  Also yesterday I dropped by to visit Sammy Seagull-- that sales manager who keeps asking a couple of you for special fovors-- to show him

where his request are on the product backlog and how to reach the product owner about moving them up.  I think he knew that, but he didn't realize the

effects of distracting the team were so visible to everyone now that we're doing two week iterations.
Today I'll be with you here in the team room because a couple of you said you wanted help learning Test Driven Development.
My impediments today...Sometimes I know what needs to be done, but struggle with the courage to do it. I'm finding it difficult to persuade the other

ScrumMasters to contibute to the organizational impediments list we posted on the wall. (7 obstacles to Enterprise Agility by Michael James)

Team Member 1: Hi team, Yesterday I finished mapping the legacy database schema....at least the parts that we'll need for the View Grades PBI. I'm not a

database expert, but I got a lot of help from Peter, who is.  So, now we both know it. We checked each other's work, so I'm going to move this task to

"completed". 
Today I will start on the code to read the grades from the legacy database, writing tests at the same time, as I've started learning. I've like to pair program

with Andy on this.

Quiz 2: Has the team member finished her report to the team?
Yes A. No. She did not report her impediments yet.
No B. Yes. She said when she did yesterday, and what she will do today. She even showed us how they relate to the Sprint goals on the taskboard.

ScrumMaster: You forgot to answer the third question! Tell us whether you have any impediments.

Team Member 1: I was just getting to that. I'm uncertain whether the automated tests should go all the way to the database tables written by the legacy

system, or if I should just use mock objects.

Team Member 2: I've got some ideas about that. I'll work with you on it.

Quiz 3: Team member
Test Driven Development (TDD) involves creating tests and code nearly simultaneously, while constantly improving the design.  Many Agile

developersdevelopers believe TDD helps ensure correct implementation while reducing the cost of change. Id TDD part of Scrum.
No A. Yes. Scrum is a complete methodology containing everything you need to succeed.
Yes B. No Scrum is only a management framework. It does not specify particular technical practices.

Team Member 2: Wait a minute. our Product Owner isn't here.

ScrumMaster:  Yes, today the product Owner is out sharing our product vision with the CEO.

TeamMember2: I thought the product Owner was supposed to be at every Daily Scrum.  Even though we've got other business expertise on the team, the

product Owner is the final arbiter of requirements questions.

Team Member 3: I thought the product owner was not allowed at the daily Scrum.  We'll never know our true potential for self organization if someone who

outranks us in the company watches our every move.

Team Member 1: Yeah! Plus if we can't function one day without the product Owner, the organization might delegate the role to someone with no real

vision or authority, just because they're less busy. Atleast our product can influence the CEO.  Would you rather have clueless Clyde or Myopic Myron?

ScrumMaster: While the Product owner has an explicit role in the other meetings, Scrum's rules all the Product Owner to either attend, or not attend, the

daily scrum.  as with Many issues, Scrum leaves this for the team to decide.

Team member1: Are we on topic for the daily Scrum

Team Member 2: No. probabily not. This should probably be a sidebar.

ScrumMaster; Let's keep a list of sidebar topics so whoevr's interested can discuss after the meeting.
SIDEBAR:
* Team agreement whether to require Product Owner at Daily Scrum

Quiz 4: ScrumMaster
Which is the timebox for the Daily Scrum Meeting?
No A. As long as necessary
No B. 1 hour
Yes C 15 mins

TeamMember 2:
 Yesterday, I did the page layout for the View Grades PBI, with help from Andy, who checked my work. Today I'd like to write the related HTML and

stylesheet.

Team Member 3: I'll Pai program with you. We're still cleaning up the mess from the last time we wrote code without pair programming.

Team Member 2: My only impediment is that I wanted to show our page layout to the product Owner for feedback, and he's not here.  I'll add a task to

make sure it doesn't get forgotten.

Quiz5: Team member
Many people feel pair programming reduces errors and increases maintainability. What is pair programming?
Yes A. Two people share one workstation, typically taking turns typing while others pay attention and helps.
No B. One person checks in code so another person can review it later, leaving a clear audit trail to the 'single wringable nect' when errors are discovered.
No. C. Code is wtritten two lines at a time to reduce errors.

TeamMember 3:  Ok Team. What I did, What I will do, and what impedes me. I spent yesterday pair programming with Tim on the Update Grades PBI,

using Test Driven Development (TDD). As you all know, that includes writing few lines of failing test code, then writing few lines of the product code, then

refactoring to improve the design without changing behavior and then we did the whole process again.

Failing Tests
Write tests ->Write Product Code -> Refactor code -> Write tests

Team Member 4: Tim and I went through that cycle many times yesterday. Finally getting the normal use case done. Tim helped me find an error condition:

we corrupt the database if the legacy system tries to write the same record at the same time. So I'm adding a new task for us to handle the database

contention. 
Today I 'd like to keep working on this if it's OK with you guys.
I do have one impediment today: I have to leave work early to get my dad from the airport.

Team Member 5:  Hi Team. As Carla Said, I spent most of yesterday pair programming with her on the Update Grade PBI. As a traditional tester, I'm not

very familiar with programming. But since Carla was describing her thoughts as writing the code, I found I could contribute a lot. I was able to point out

edge cases she wouldn't have thought of, write some of the automated tests, and spot messy code so we could refactor it.
Today I want to keep working with Carla on the database contention issue with Update Grades.
As far as impediments: I'm an introvert. I'm still getting accustomed to the amount of interaction expected on the Scrum team.  Sometime I need to retreat

to my old office to take a break.

Team Member 6: Ok team. What I did, What I will do, and what impedes me.  Yesterday I got our new continuous Integration server running.  It reruns all

the tests everytime we make a code change and alert us instantly about regression failures.
Today I plan to plug our old tests into our new continuous Integration process.

Hey, where is Eddie anyway? Eddie's in space-time continuum.

Eddie: Hi guys, sorry I'm late again. Did I miss anything?

Quiz 6:
Other than Eddie, who is responsible for the integeity of Eddie's agreements with his team?
Yes A. The team, and the ScrumMaster must help create the circumstances for the team to take this responsibility. This may include techniques such as

nudging people and modeling behavior.

No B. The ScrumMaster, The ScrumMaster manages the team.

No C. The product Owner. The product owner is in charge.

Team member:  Eddie, I know you were up all night working on the build file by yourself, and you probably thinks this speeds us up. But, we see product

development primarily as knowledge creation, not just construction.When you work in isolations and miss meetings like this one, it actually slows us down

in the long run.
Let's talk about this offline, in another sidebar. I'll try to mediate.

ScrumMaster: We've got some sidebar topics here that some of you want to stay and talk about afterwards.

The daily Scrum is over.

Quiz 7.
The daily Scrum is one technique to encourage team collaboration. Which physical arrangement encourages collaboration the most?

Yes A. Standing in an unobstructed circle, without laptops or phones.

No B. In a typical conference room, with large comfortible chairs encouraging people to stay longer.

No C. In a typical classroom set up, with all chairs facing the front of the room.

Quiz 8.
What is a good size for a Sprint task?
No A. 2-3 people 2-3 days, so that every Product Backlog Item equals one Sprint Task.
Yes B. One person day or less, so other team members can easily defect when a task is stuck.

Quiz 9
During Sprint Execution, a Scrum Team uses 'information radiators' such as  the taskboard or sometimes Sprint Burndown Chart.  Who are these for?

Yes A. The team, so they can take responsibility for their own work habits.
No B. Outside managers, so they can intervene as soon as they don't like how a Sprint is going.

Quiz 10
Martin Fowler's book refactoring: Improving the Design of Existing Code helped popularize  the term "refactoring". The term is often misused. What does

this term mean when applied to source code?
Yes A. Improving internal structure only e.g. removing duplicate code.
No B. Improving functional behavioronly, e.g. fixing bugs
No C. Improving both internal structure and functional behavior.

Quiz 11
Some scrum team fully embrace Agile technical practices. How often do these teams integrate their work and rerun the regression tests?
Yes A. Continuously as things change; potentially many times per day
No B. Once per day ( or night)
No C. Only at the end of each Sprint

Quiz 12
When is Sprint execution completed?
No A. When all tasks are complete.
No. B. It depends
Yes. C. When the timebox expires.
No. When all committed Product backlog Items meet their definition of "done"

Sprint Planning Meeting with sample role play by Collabnet

3. Sprint Planning meeting 
Notes from the video: I have tried to type the contents in this video as part of my reference.  Please check the video link.

Team has already conducted backlog refinement meeting. Now we are ready for Sprint Planning meeting. 
Team Room
Scrum Master: Hello. As your ScrumMaster, I'll be facilitating our sprint planning meeting. During this meeting the product owner and the development

team will agree to sprint goals and will negotiate which items from the product backlog will be committed to the sprint backlog.  We have a 4 hour timebox

to plan  in a 2 weeks sprint. Any questions?
typically on 1st wk Monday 9am to 1pm
--(Two week sprint (wk 1 M-F and wk 2-M-F)
--Wk -1Monday- Sprint planning meeting (4 hours- 9 am to 1 pm), wk 2 Wed Backlog Refinement Meeting ( 2 hours 1-3pm), Sprint review meeting 2nd
--Friday (2 hrs 10-12) noon and again 2nd week Friday (2 hours 1-3pm).)

Quiz 1 (scrum master)
What's the difference between the product backlog and the sprint backlog?
No A. There is no difference
No B. The product backlog contains features, while sprint backlog contains bugs.
Yes C. The product backlog contains everything we might ever work on, while sprint backlog contains just the things we'll work on during one sprint.

Scrum Master: Also during this meeting, the team will come up with an initial list of tasks necessary to complete the committed PBIs.
_________________________________________________________
|Committed backlog items       Not started  In Progress completed           |
|_________________________________________________________|

Quiz 2: Scrum Master
Should the team expect to know all the tasks necessary to complete the committed PBIs during the Sprint Planning Meeting?
Yes A. No. According to Agile Management with Scrum, only 60% of the tasks are likely to be identified during the Sprint Planning Meeting.  Other tasks,

such as unanticipated dependencies, will be discovered during Sprint execution.
No B. Yes. The most important thing is to make sure everyone is busy every hour of the entire Sprint.

Scrum Master: In the original scrum book, this is a 2 part meeting. Sprint Planning Part 1 is for committing the product Backlog Items (PBIs), and Sprint

Planning Part 2 is for coming up with tasks.  This is important for multi-team Scrum. Since we are only one team and the product owner is available the

whole meeting, we can mix up the two parts.  Product Owner, is the product proritized the way you want it?

Product Owner: Well, mostly.  I just realized that GPA is more important than Attendance.

As a student, I see my grades online so that I don't have to wait until  get to school to know whether I'm passing. Acceptance Criteria/Done.
                      View Grades, current semester: As a student, I can see my grades online so that I don't have to wait until I get to school to know whether I'm

passing.
                        As a teacher, I can update grades online so I no longer depend on administrators to do it for me.
                GPA
                Attendance
                Event Calendar
                Alumni Archives
               Scholarship award
               Report Card
               View Grades, previous semester: As a student, I can see my old grades because I lost my report card.

Product Owner continued: That's more like it. Fortunately we got the Product Backlog into good shape during the last Product Backlog Refinement Meeting.

Team Member:  How long is the Sprint that we are planning?

Quiz 3:  Team member
What is the longest allowable iteration, or Sprint, in Scrum?
Yes A. 30. days, or one month calendar month
No  B. Six weeks
No  C. It depends how much work was committed to the Sprint.

Scrum Master: we do two weeks Sprints on this team.

Team Member: two weeks? So we'll do the testing in another sprint?

Quiz4
No A. Yes. We cannot learn how to code and test in one Sprint.
Yes B   No. In

Scrum Master Continued: Scrum teams attempt to build a potentially shippable product incremenat every sprint.  This requires every Sprint to have a mix of

analysis, design, implementation, testing,integration and even deployment.

Team Member: How will we get all that done in two weeks?

Scrum Master: During Backlog Refinement, we divided the original epics into smaller user stories, representing thin vertical slices. We'll still have to work

together during the sprint more than a traditional team. That's why we go to the team room. Also remember it's my job to prevent other people from

interrupting you with unrelated work.

Product Owner: If anyone asks you to do anything unrelated to our Sprint goals, send them to me so we can add it to the Product Backlog. I won't interrupt

your Sprint unless it's an emergency.

Quiz: 5
How can one Scrum team build a potentially shippable product increment within one Sprint?
Yes A. By agreeing to a smaller amount of feature scope at the Sprint Planning Meeting, allowing more time for integration, testing, and fixing during each

Sprint.
Yes B. By using modern software engineering approaches such as test-driven development (TDD), continuous integration, merciless refactoring
Yes C. By improved collaboration techniques: pair programming, working in a team room, and eliminating "over the wall" hand offs.
Yes D. By full-time allocation to one team, focusing on only one set of sprint goals.
Yes E. By checking code in multiple times per day, and by reducing or eliminating branches in the version control system
Yes F. By organizing teams around features rather than architectual components.
No G. They cannot do it. It's too difficult to code and test in one sprint.

Quiz 6
A 30-day Sprint uses a 1-day timebox for the Sprint Planning Meeting. How long should the Sprint should the Sprint Planning Meeting be for two weeks

Sprint?
No A. 1 day
No B. 15 minutes
Yes C. 4 hours
No D. 1 hour

ScrumMaster: Don't forget the timebox, guys.  You have 4 hours to plan a two week Sprint.

Team Member: What are our goals for this Sprint.

Product owner: This Sprint I'd be happy to see some rudimentary capabilities with grading.

Team Member: This is the product Owner's top prority item. Do the rest of you think we could do this in our two-week Sprint?

Product Owner:View Grades, Current Semester:
                           As a student, I can see my grades online so that I don't have to wait until I get to school to know whether I'm passing.
                          Acceptance criteria: Columns align neatly on Fingerfly 4.1 and IPhone
                          Effort: SMALL

Team member: What's our definition of done?

Quiz7: ScrumMaster
To avoid technical debt, what should the team write down in their definition of done?
Yes A. All previous regression tests pass.
Yes B. Regression tests for new functionality run automatically with every build.
Yes C. Code has been written by pairs, or at least reviewed by other team members.
No D. Nothing.  It is not helpful to write down important agreements
Yes E. Duplicate code has been removed through refactoring
Yes F Messy and poorly designed code has been cleaned up through refactoring.
Yes G. Manual, exploratory testing has been conducted.
Yes H. Checkout and build are fully reproducible, typically with one or two commands.

ScrumMaster: Done is properly tested, refactored, potentially shippable

Team Member: I think I get it. We're building a product increment which could be shipped if the product Owner decided it has enough features.

Product Owner: I can live with something that works properly. The complexity can be folded in later.

Team Member: Does everyone agree the View Grades, current semester PBI will require some testing tasks?

Committed Backlog Items                                                                       Not Started
View Grades, Current Semester:
 As a student, I can see my grades online so that I don't have
to wait until I get to school to know whether I'm passing.
Acceptance criteria: Columns align neatly on Fingerfly 4.1 and IPhone
Effort: SMALL

Quiz 8: Team Member
Do you agree the PBI will need some testing tasks?
Yes A. Yes. If the team learns to use Test Driven Development (TDD), some of this will be handled implicitly and repeatably. Manual exploratory testing is

also important.

No B. No. Testing should be done at the end of the project.  There's always enough time at the end of the project.

Scrum Master: ( adds Test to not Started)
Committed Backlog Items                                                                       Not Started
View Grades, Current Semester:                                                                   Test
 As a student, I can see my grades online so that I don't have
to wait until I get to school to know whether I'm passing.
Acceptance criteria: Columns align neatly on Fingerfly 4.1 and IPhone
Effort: SMALL

Team Member: Also, we have to decide how to access the grades database,
Committed Backlog Items                                                                       Not Started
View Grades, Current Semester:                                                                   Test, grades database
 As a student, I can see my grades online so that I don't have
to wait until I get to school to know whether I'm passing.
Acceptance criteria: Columns align neatly on Fingerfly 4.1 and IPhone
Effort: SMALL

Team Member: It will take a little design  work to lay out the page.

ScrumMaster: ( adds Page layout)
Committed Backlog Items                                                                              Not Started
View Grades, Current Semester:                                                                   Test, grades database,
 As a student, I can see my grades online so that I don't have                        Page Layout
to wait until I get to school to know whether I'm passing.
Acceptance criteria: Columns align neatly on Fingerfly 4.1 and IPhone
Effort: SMALL

Team Member -1: What about the code?

Team Member -2: Write code using test driven development (TDD) and pair programming

Team Member -1: Our Test driven Development (TDD) skills aren't that good yet.  This will take a bit longer than our old way of working.

ScrumMaster:  Yes, initially it will feel like going slower. If you commit as a team to use Agile engineering practices consistently, you'll eventually be faster

from a business perspective.  Using craftmanship to build innovative products is not about how fast you type code. What other tasks are missing to het this

into a potentially shippable state?

Team Member: Integrate with authentication system, Get feedback from Product owner on page design, update app server to latest version, borrow jphone

from the lab, continuous integration server

Committed Backlog Items                                                                       Not Started
View Grades, Current Semester:                                                                   Test, grades database, Integrate, Page layout, code, feedback, documentation,
 As a student, I can see my grades online so that I don't have                       App server, jphone, Ci server
to wait until I get to school to know whether I'm passing.
Acceptance criteria: Columns align neatly on Fingerfly 4.1 and IPhone
Effort: SMALL

Team Member: Still think we can do this in two weeks, without compromising our definition of done and without working overtime?
 Team: Yes
Team Member: Anyone think we can't do it?

Quiz 9: Team
Who is responsible for committing to work in the Sprint Planning Meeting?
No A. The Project Manager
No B. The ScrumMaster
Yes C. Team

Team: Cool! what about the next one?

Product Manager: Update Grade, current semester
                             As a teacher, I can update grades online so I no longer depend on administrators to do it for me.
                             Effort: medium

ScrumMaster: As we discussed during the Backlog Refinement Meeting, this one's tougher.  Now our product must write our records to the database

without breaking the legacy system.

Team: Write tests proving we don't break the legacy system, Write tests proving the legacy system doesn't break us. analyze the legacy database schema.

Write code using Test driven Development (TDD) and pair programming, write HTML/CSS for update form, get feedback from real teacher, Add link from

the display list to the update form

Committed Backlog Items                                                                       Not Started
View Grades, Current Semester:                                                                   Test, grades database, Integrate, Page layout, code, feedback, documentation,
 As a student, I can see my grades online so that I don't have                       App server, jphone, Ci server
to wait until I get to school to know whether I'm passing.
Acceptance criteria: Columns align neatly on Fingerfly 4.1 and IPhone
Effort: SMALL
Update Grade, current semester                                                                       Write tests proving we don't break the legacy system                                         
As a teacher, I can update grades online so I no longer depend on                    Write tests proving the legacy system doesn't break us   
administrators to do it for me.                                                                           analyze the legacy database schema, Write code usingTDD
Effort: medium                                                                                                   and Pair programming, Write HTML/CSS for Update form
                                                                                                                           Get feedback from teacher, Add link to update form


Team Member: Can we do both of the PBIs in 2 week without compromising definition of done and without working overtime?

Team: Yes

Team Member: Anyone think we can't do it?

Product Owner: What about attendance? I would love to see that working.

Team: No

Team Member: We think this is enough work for one sprint.  Anyway, Attendance isn't related to Sprint goal you declared.

Scrum Master: A Lean principle behind Scrum is to limit Work in progress (WIP).  Humans don't multitask efficiently.  Too much Work in progress (WIP)

actually slows things down.

Quiz10: Scrum Master
Which is a better measure of progress?
No A. How much work has been started.
Yes B. How much work has been finished.

Team Member: That's a lot of tasks. Should we decide which individuals are doing which tasks now?

Scrum Master: We tried that before, and discovered it led to less fluid collaboration than deciding during Sprint execution.

Team Member: Yeah, I signed up for too much in the beginning, and I was embarrased to ask the rest of you for help.

Product Owner: After that, in our Sprint Retrospective Meeting. we decided team members should wait until the last responsible moment to volunteer for

tasks.

ScrumMaster: One last check. Are you committed to these four PBIs as a team, even if it turns out to require different tasks?

Team Member: Yes, if you'll protect us from people asking us to do other things.

ScrumMaster: I'll protect you from people asking you to do other things.

Team Member: Then we'll commit.

Team: Yes!

Product Owner: I'll be available during the Sprint to make the final call about requirements questions. If you like, I can also attend your Daily Scrum

Meetings.

ScrumMaster: I declare the Sprint Planning Meeting over!

Quiz11: Sprint Master
How Many Sprints are planned during a Sprint Planning Meeting?
No A. All the Sprints left in the project. We know more on the first day of a project then we will know in the future.
Yes B. One Sprint only. Once the team has established a consistent velocity, the Product Owner can use this velocity to make longer range forcasts and

release plans.
No C. Four Sprints.

Quiz 12: Sprint Master
Who must attend the Sprint Planning Meeting?
Yes A. product Owner
Yes B. Scrum development Team
Yes C. Scrum Master
No D. Outside Stakeholders
No. E The manager of the team members.

Quiz13: Scrum Master
What does the team attempt to do during its very first Sprint?
Yes A. Analyze, design, build, integrate, and test a potentially shippable product increment, even if its features are initially simple and small.
No  B. Analyze requirements only
No    C. Analyze requirements, and put together infrastucture only.

Quiz 14: Scrum Master
Which of the following are true regarding Product Backlog Items (PBIs) and tasks?
Yes A. A PBI is more about what than the how. A task is more about the how.
Yes B. A well-formed PBI represents distinct business value, ideally from the customer's perspective. A task is just a step by the team to create that value.
Yes C. A task should be no bigger than one day of work.
Yes D. Some Scrum Teams who have learnt how to define small enough pBIs no longer finds tasks necessary
Yes E. A product backlog should contain well forms PBIs and not tasks.

https://www.youtube.com/watch?v=wPvG9NZNUa4