ML21167A321
| ML21167A321 | |
| Person / Time | |
|---|---|
| Issue date: | 06/16/2021 |
| From: | Jason Cai NRC/NMSS/DREFS/MRPB |
| To: | |
| Cai, June | |
| Shared Package | |
| ML21167A317 | List: |
| References | |
| Download: ML21167A321 (1) | |
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Compile a list of all tasks that need to be completed for a project.
At the NRC, this may include brie"ngs, external outreach, research, brainstorming options, preparing outlines and drafts, writing and revising documents, concurrence, etc.
AG I L E CO N C E P T APPLYING AGILE CONCEPTS TO NRC PROJECTS I M P L E M E N TAT I O N AT N R C SCRUM MASTER P I C K A N D C H O O S E F R O M T H E S E C O N C E P T S TO M E E T YO U R N E E D S !
PROJECT SPONSOR CROSSWALK TO IMPLEMENTATION A member of an agile development team that oversees day-to-day operations of the project, addresses obstacles, and ensures the team is following Agile principles.
DEVELOPMENT TEAM Identify a team member who facilitates communication with the Product Owner, ensures the process is followed, and removes roadblocks.
At the NRC, this role could be held by a project manager.
SPRINT A cross-functional team of experts who collectively are responsible for delivering the product.
A short mini project no longer than a month, during which a potentially releasable product increment is created. Sprints should have a consistent duration throughout a development effort.
The individual who has ultimate responsibility for the product development effort and management of the product backlog.
Assemble a team made up of staff from the affected of"ces with the needed knowledge and skills to complete the task. The group should be kept small (ideally 3-8 staff) and bring on others as consultants as needed.
Designate an individual who provides high-level oversight, manages the list of project tasks, ensures collaboration and outreach, and provides communications to higher levels of the organization.
At the NRC, this role could be held by a manager or senior technical advisor from the program area.
De"ne a short period of time during which the team will complete chosen tasks for the speci"c project phase.
A timed meeting during which the team de"nes a realistic list of tasks identi"ed to be completed during the Sprint.
Collaborate with the development team and product owner to determine the most valuable activities that can be completed during the next phase.
SPRINT PLANNING A list of all things that need to be done within the project.
PRODUCT BACKLOG Hold a quick, routine standup meeting to review status of tasks since the last meeting, and plan the next set of activities to be completed. Does not have to be daily, but frequency should be "xed.
STANDUP A daily 15-minute event where the Development Team coordinates activities and creates a plan for the next 24 hours2.777778e-4 days <br />0.00667 hours <br />3.968254e-5 weeks <br />9.132e-6 months <br /> of the Sprint.
An informal meeting held at the end of the Sprint to inspect the increment. Intended to elicit feedback and foster collaboration on the next things that could be done to optimize value.
SPRINT REVIEW Review the current status of the product, get feedback and alignment, and adjust course as needed prior to continuing with the product development.