Digital Business System Information Systems PDF

LLSMF2903 – Digital Business System : Information Systems and IT project Management Digital Systems for Management 1. Enterprise systems in Organizations Business organizations have become very complex, and their business needs ca...

LLSMF2903 – Digital Business System : Information Systems and IT project Management Digital Systems for Management 1. Enterprise systems in Organizations Business organizations have become very complex, and their business needs can no longer be supported by one single information system →Information system is essential for the success of the organization today Information system provides a high level of computer automation to support several business functions (Examples : Accounting, Marketing, …) 1.1 Management Pyramid with information requirements Structured : Operational > Management > Strategic a) Unstructured = not formal data (Ex : social network) →Long-Term (5 years) b) Semi-structured = information + formal data (50% formal data + 50% human decisions) →Medium Term c) Structured = data putted in a DB →Short Term Odoo has no strategic level 2. Information Silos and Systems Integration Organizations need to be agile and flexible and will require their information systems to have integrated data, applications, and resources from across the organization (→no more Information Silos with non-integrated system) To compete effectively, organizations must be customer focused →This requires cross- functional integration among the accounting, marketing and other departments of the organization. 2.1 Move from Silos Architecture to Integration System Silo Architecture = Each system has his own DB →No integration (=no communication) and we have to repeat the data for each system Integration System = There is only one DB which manages everything and each system is in a big system where each modules communicate together. 1  3. Information Systems – Integrated Systems (IS) : Introduction Information systems such as ERP/E-business integrate various functional aspects of the organization as well as systems within the organization of its partners and suppliers The goal of an information system is to make the information flow dynamic and immediate, therefore, increasing its usefulness and value. This is a 4-Tiers Architecture where the 4 tiers (=couches) are : a) Clients = the browser b) Internet c) Modules of your Integrated system d) DB 3.1 Business Processes and IS A crucial role of IS in business is to change its business processes (=BP) (=any activity of the company). When implementing an IS system, organizations have 2 choices : a) Change BP to match the software b) Modify the IS software to match the BP Odoo is here to simplify BP with the help of the machines →pass from a AS-IS to a TO-BE 3.2 Move from an AS-IS to a TO-BE – Business Processes re-engineering AS-IS This slide’s graphic illustrates the process of purchasing a book prior to reengineering, including the steps if a book is not available. It emphasizes the sequential nature of the task. Besides the time taken for this process, what are other disadvantages of this traditional business process? 2  TO-BE Using Internet technology makes it possible to redesign the process for purchasing a book so that it requires fewer steps and consumes fewer resources. This graphic illustrates the book purchasing process after reengineering as an online process. The new process and technology has reduced numerous stages to four or five 3.3 Information Systems components Hardware Servers and peripherals Software process Operating systems and DB Information Organizational data from internal and external sources Process BP, procedures and policies People End users and IT staff We can classify in function of the cost for the company : People > Information > Process > Hardware = Software 3.4 Information Systems – Architecture The Architecture of an IS influences the cost, the maintenance and the use of the system →the best is a flexible architecture which allows for scalability as needs change and grow →Dynamic which can change 3.4.1 Logical Architecture VS Physical Architecture Logical Architecture – Explanations The logical Architecture is the system on paper. It is typically the way that we elect the Odoo modules and the way that we integrate them →These modules will be fulfil with the BP Develop information systems that allow organizations to share data with all its stakeholders based on need and authorization. Management needs to change organizational structures, processes, and employee roles and responsibilities. 3 Physical Architecture – Explanations It is the system itself = where the system is running = Material that we have behind the logical Architecture Physical = 3 -Tiers Architecture where the 3 tiers are : a) Machines b) App Server with modules c) DB server 3.4.2 Enterprise Application Architecture 1) Supply chain Management (SCM) We can integrate the system of the supplier Odoo is bad in SCM Manage relationships with suppliers (purchasing, logistic, …) Manage shared information about orders, inventory,.. 2) Customer Relationship Management (CRM) Here it is professional customer We can also integrate the system of customer Coordinate BP that deal with customers in sales, marketing and customer service 3.5 Data warehouse Data warehouse is here to centralize the DB together 4  3.6 Benefits and Limitations of an IS Benefits Limitations Increased Revenue and Growth High Initial Set-up Costs Leveling the Competitive Environment Power and Interdepartmental Conflicts (due to the sharing of information) Enhanced Information Visibility Long-term and Intangible ROI (Usually several years) Increased Standardization Creativity Limitations (Restricts Creativity and Independence) Benefits of an IS – System benefits and Business benefits 1) Improvements in maintenance and support as IT staff is centralized. 2) Consistency of the user interface across various applications means less employee training, better productivity, and cross-functional job movements. 3) Security of data and applications is enhanced due to better controls and centralization of hardware. 4) Increasing agility of the organization in terms of responding to changes in environment for growth and maintaining market share. 5) Information sharing helps collaboration between units. 6) Linking and exchanging information in real-time with supply-chain partners improves efficiency. 7) Better customer service due to quicker information flow across departments. 8) Efficiency of business processes are enhanced due to the re-engineering of business processes. Limitations of an IS – Systems limitations and Business limitations 1) Complexity of installing, configuring, and maintaining the system increases, thus requiring specialized IT staff, hardware, and network facilities 2) Consolidation of IT hardware, software, and people resources can be cumbersome and difficult to attain. 3) Data conversion and transformation from an old system to a new one can be a tedious and complex process. 4) Retraining of IT staff and end users of the new system can produce resistance and reduce productivity. 5) Retraining of all employees with the new system can be costly and time consuming. 6) Change of business roles and department boundaries can create upheaval and resistance to the new system. 5 3.7 Difference between IS and other software 6  System Integration 1. Silos Architecture ➔We don’t want it anymore Silos are basically compartmentalized operating units isolated from their environment Silos Architecture – Horizontal Silos Classification of organizations into departments like Accounting and Human Resources, reflects the breaking of complex tasks into smaller manageable tasks that could be assigned to a group of people who could then be held responsible. Silos Architecture – Vertical Silos Organizations also divided roles in hierarchical layers from strategic planning to management control and operation control. a) CEO + Presidents → Long-Term strategy b) Midlevel management →focus on tactical issues and on the execution of organizational policy c) Lower management level → focus on the day-to-day operations of the company (Function As organizations get big and complex If we combine Horizontal and Vertical structure Financial/accounting = Tactical level Inventory/Sales/Purchases = Functional operations 1.1 BP and Silos Architecture The problem of functional silos gave birth to business process re-engineering (BPR). ➔ The cross-functional business process can involve people and resources from various functional departments working together, sharing information at any level of the organization. It also breaks the functional silos by opening up the informational flows from one department to another 7  2. Steps in Integration Systems Step 1 Resource categorization The establishment of IT support for an integrated system environment is necessary to avoid problems in supporting and maintaining the integrated system. Step 2 Compliance and Develop a single sign-on policy because all employees and standards external partners will need access to an integrated system from anywhere, anytime. Step 3 Legacy systems support Develop a policy in support of older legacy applications. Step 4 Middleware tools Essential for integration in the short term if existing applications must be used by the organization. Step 5 Authentication and Single sign-on policy for application and data access because authorization policies all employees and external partners will need access to an integrated system from anywhere, anytime. Step 6 Centralized IT services The IT staff needs to be able to support all applications and and support platforms with a centralized IT help desk support. Step 7 Bach-up, recovery and A good back-up and recovery system is essential if there is a security system failure or a major disaster. a) Back-up→one-day-ago (Ex : USB-key) b) Recovery → in real time = if the system goes down, the recovery is all the mechanism to put on the system again without loosing data Step 8 Hardware and software Develop organization standards and policy on acquisition of standardization new hardware and software which is aligned with organization IT strategy. 8  Enterprise Systems Architecture IS Architecture is organized in layers or tiers to manage system complexity in order to provide scalability and flexibility 1. Different types of Architecture ➔In any system there is a DB 1.1 Physical Architecture 1.2 2-Tiers Architecture = Clients Server Architecture 1.3 3-Tiers Architecture Most of the ERP implementations follow a 3-Tiers architecture which consists of : 1) Client tier (=Presentation layer) →clients applications, specific software on our own machines 2) Application tier →machines where we have physically the Odoo muddles 3) Data tier 3-Tiers Architecture – Benefits 1) Scalability →the system can grow easily 2) Reliability →to prevent problems there are real time back-ups (=copy) for the system if it crash (=mirror) 3) Flexibilit →because partitionning 4) Maintability →Support and maintenance cost are less on one server (Update, upgrade, …) 5) Reusability →we can reuse the modules on another system 6) Security →IT staff has more control system to provide higher security 3-Tiers-Architecture – Limitations 1) Very expensive and complex → time consuming (not easy to implement) 9  1.4 4-Tiers Architecture = Web Architecture Web or 4-Tiers Architecture is the most prevalent today (reliable, flexible and scalable architecture). It is the same than 3-tiers architecture but we have a new layer (=Web Server) 1) Clients (most of the time a browser Ex : Firefox, …) 2) Web servers = Internet Allows user the ability to access and analyse information through their web browser 3) Application Servers Consists of a web application servers and reporting tool where BP and end-users interact with the system 4) DB Servers = Data Tier Focus is on structure of all organizational data and its relationships with both internal and external systems. 4-Tiers Architecture – Benefits 1) Larger number of users because we are on the web 2) Easy to integrate ERP applications with the existing system because all the system use Internet technology 3) Server centric → everything is installed on the server (all the modules are on the servers in the web and you don’t have to install anything on your machines). Server centric allows to secure end-user access to ERP application (we didn’t have to deal with the security on our own machines = centralized security) 4-Tiers Architecture – Limitations 1) Client-centric Architecture →offers lack security, Centralize security is bad when a cracker access to the modules, he has access to all the DB 10  2. Components of the Enterprise Systems Architecture Logical = focus on the managers Physical = focus on the IT specialists Components – System = Physical Architecture Defines the architecture through the physical components of hardware, software and networking angle. 2.1 Functional modules Components – Functional = Logical Architecture Define the ERP modules that support the various business functions of the organization (Examples : Accounting, Human Resources, …). The key role of an IS is to provide support for such business functions as Accounting, sales, … Vendors (Odoo, Oracle, Sap, …) provide modules that support the major functional areas of a business Functional modules – Overview of modules 1) Production Helps in the planning and optimizing of the manufacturing capacity using historical production data and sales forecasting. 2) Purchasing Streamlines (=rationalise) the procurement process for raw materials and other necessary supplies. 3) Inventory Management Facilitates the processes of maintaining the appropriate level of stock in a warehouse 4) Manufacturing Implements functions of order placement, order scheduling, shipping, and invoicing. 5) Finance Can gather financial data from various functional departments and generate valuable financial reports 6) Human Resources Streamlines the management of human resources and human capitals 7) Miscellaneous modules Nontraditional modules such as business intelligence, self-service, project management, and e-commerce 11  3. Service-Oriented Architectures (SOA) Breaks the business tier into smaller, distinct units of services, collectively supporting an ERP functional module →Allows message interaction between any service consumer and service provider because a consumer from a device using any operating system in any language can use this service ✓ Web Architecture –>having one machine with all the modules) ✓ Service-oriented Architecture →our system is composed of modules but physically located on different machines ➔Distributed Architecture We continue to see all these modules as one system →that works by the same way than Web-Architecture exept that the modules are distributed all around the world We install Service-Oriented Architecture because : a) Cost →less expensive to have server in Asia than in Belgium b) Security →better in other countries c) More adaptability →if not satisfied by a server SOA is a software development model based on a contract between a consumer (client) and a provider (server) ✓ The consumer = our machines ✓ Service is done by Web protocol like TCP, … SOA – Benefits 1) The application layer is completely distributed across different platform 2) Complete location independence of business logic 3) Services can exist anywhere 4) We can change the server after 6 months if it doesn’t fit 5) Each module has a specific security 6) Dynamic search and connectivity to other services →In real time the new module will be connected to the other 7) Reliability →we have a mirror of our module at another place 8) Reduce hardware acquisition costs →didn’t have to buy new computer, new server, … to install our system SOA – Limitations / drawbacks 1) Costly and time consuming because complex 2) Complex security and need to be sophisticated 3) Performance can be inconsistent 4) Costs can be high because services needs to be junked every often 12  Development Life Cycle 1. What is life cycle ? A life cycle is the project, the building of an IS, between the starting point to the end point. During a Lige cycle we have different phases → at the end of each phase, we have to deliver something and to validate all the checklist. Each phase is called a milestone (=checklist) 2. Systems Development Life Cycle (SDLC) A SDLC can comport a lot of phases. In a big project, we have complex problems that are broken up that we can manage each phases, each problems one by one →2 main kind of methods 1) Waterfall model (=Sequential model) 2) Agile method 2.1 Waterfall model = Sequential model = Traditional IS (ERP) Life cycle We do the phases sequentially one by one after the previous has been done. The idea is not to go back to phase 1 when we are at phase 2 →we run forwards (If we want to go back during the project we have to do an agile process) Accomplish one stage at a time and requires formal milestone approvals prior to moving to the next stage In Waterfall method, we don’t have feedback After the operation, we can use the system Good for big project that we control Traditional life cycle – STEPS 1) Scope and commitment stage It is basically feasibility studies to determine if that project is feasible (budget ? time ?, …) Develop a LT vision for the new system and a short-term implementation plan →make the planning. Make a short list of the possible system and ask them a quote (Ex : Doo, SAP, …) a) Gap analysis→evaluation of the functions provided by the system compared with the operational processes necessary to run your business (Ex : Odoo is not good with supplier, …) b) Physical Scope → Establishes which sites will be addressed, the geographical locations of the sites, and the number of users c) BRP (Business process reengineering) Scope → What will be the BP inside the system that we have to be reorganized, redefined ? It is typically for a Vanilla implementation (see page) d) Technical Scope→ Do we have to modify the system ? e) Resource scope → do we have the budget, the time to do the project ? f) Implementation Scope → which modules we are going to implement because each module cost something ? 13 2) Analysis and design (=Analyse du cahier des charges) ✓ Description of each thing we do ✓ Analyse of user requirements ✓ Make the mapping between the existing BP and what it would become in the Odoo or SPA system (pass from AS-IS to TO-BE) →Analyse the user, the business needs that we have to implement ✓ Propose change management plan to make the people accept the new system (especially in Vanilla implementation) ✓ Data conversion and System conversion. ✓ Training of employees to the new system (cost a lot) 3) Acquisition and development Acquisition = to purchase the system and the modules itself without changing the code (for Vanilla implementation) →prepare the end-user to the new system Development = the way that we are going to go inside the code (for Chocolate implementation) The system needs to be configured with proper security 4) Implementation It is the installation of the new system in our organization = the deployment There are 4 ways to make the system conversion that we can combine a) Phased Install in one area of our organization after another area, … Install the first module of the system then the second, then the third until the all system is used b) Pilot For a part of the organization it is the new system and for the other part it is the old system. It is like a test to go to all the organization if it is good c) Parallel During some time we run both systems together in parallel. It is safe because back- up but cost a lot because replication of the activities d) Big Bang Really cheap but dangerous. Using the new system at a defined datum and no possibility to go back to the old system 5) Operation It is when the system is completely live and during that stage we have to do knowledge transfer to make sure that all the new skills will stay in the enterprise. Managing the new updates of the system 14  2.2 Agile method ✓ We do Loop and no phase by phase but we do iterations by loops. When we want to adjust the project, we do it in the next iteration ✓ It is for smaller project ✓ The role of Agile is not to have Waterfall anymore where we do step by step in a linear way (where every step is scheduled at the beginning of the project) ✓ Agile method starts with smaller sets of requirements → Agile = Iteration (VS linear) an iteration is max 1 month (VS Waterfall where one step could be 6 months) ✓ At every month we have to deliver something even a prototype ✓ Agile is more used to get feedback because we have the possibility to adapt the project after 1 month (VS Waterfall where no feedback) Agile Method – SCRUM method (see after for more details) ✓ SCRUM is one method of agile but we have thousands of methods which are agile ✓ SCRUM is for small team between 3 and 7 people ✓ SCRUM is a succession of iteration →we do the SCRUM loop several time ✓ PDCA loop + 15 minutes meeting everyday to react for the next day ✓ Select only a part of the product blacklog and we do it fully to deliver a release in max 1 month 15  3. Implementation plan Implementation plan – Different methods 1) Comprehensive (=exhaustive) When we implement directly all the modules, we cover every BP, every department Requires a high level of BPR 2) Vanilla implementation We chose the modules in respect with our business and we don’t change the modules If some modules doesn’t fit at 100% with our needs, we will ask to our employees to change their BP ➔Adaptation of the employee to the system Cause problems →resistance from the people because they must change their way to work 3) Chocolate implementation (Inverse of Vanilla) To fit to the system, we go inside the code of the module and we change some part of the code of the modules ➔Adaptation of the modules to match our BP We need developer, IT staff to do that (difficult for PME) Cause problems →if we have access to the next version of the modules, we have to redo the development to change the new version (VS Vanilla where we migrate automatically to the new version) 4) Middle-of-the road Combination of Vanilla and Chocolate →for some modules we don’t change it and for other we will do it 4. Role of change management (CM) Change management = the way to help the users goign from As Is to To Be with the introduction of the new system / This will make some problems →acceptation System failures often occur when the attention is not paid to change management from the beginning stages A vision for CM needs to be articulated from the first stage and then revised, monitored, and implemented on a constant basis. Support of the top management as well as skills of the change management team are essential for successful implementation Change Management – Business processes reengineering ➔Business process (BP) Re-engineering is related to Change Management but for BP →It is the way to go from the As As to the To be situation with a change in the Business Processes in the organization with the arrival of the new system ✓ BPR is more present in Vanilla implementation when we don’t change the code but the people must adapt to the system ✓ There is often a resistance to change because people have to change their way of working 16 Change management – Managing Scope Creep (=plantes grimpantes) If a key element of the functionality does not work well during this process, there may be a need to make changes to the original scope The scope will grow if we don’t master the project and it is not the same budget, same perimeter, same timing, … that we have established. The creeps (=clients, employees, …) ask for modifications and we can adopt that but that will grow the scope Scope creep is not for waterfall method because there is no adaptability in this method →better in Agile method to readapt the project but we need to pay more obviously 5. Project Management A clear project plan and reporting structure will better ensure that the project receives the attention and accountability needed to be successful. The project owners, a project steering committee, and project executive must develop the hierarchy and determine responsibilities. 5.1 Triangle of constraints in a project A project is a compromise between the 4 constraints 4 constraints : 1) Quality of the perimeter (=what we have to do) →express in %, the level we want to reach (often 100%) 2) Time of the project 3) Resources (Ex : budget) 4) Scope = Requirements (=cahier des charges) If the perimeter grow, that’s not the same project because we have to change Quality, time and ressources (Ex : Mons Station, RER, …) 17  5.2 Project organization – Prince 2 method Each member of the project team will need to know what is expected of them, who they will report to, and what they will be evaluated on. Defining roles, often used as job descriptions on a project, will be the responsibility of the project management office. Prince 2 method – Roles and Responsibilities ✓ Owner = people that own the project and that pay for it. Determine overall policy, scope of the project, … ✓ Project executive (=Project manager)= guy who is responsible to conduct the full project (people that are paying by the owner) →Oversees the project on daily basis ✓ Steering committee (=comité de pilotage) = advisory board for the project composed by external experts It is chaired by the Chair person (=president of the steering committee) who oversees the activities of the steering committee ✓ Project Management office = it is like a supervision office where every team leader is participating (meeting every week). Composed of : 1) Project manager 2) Different teams involved in the project a. Cross functional b. Information technology c. Change management The project team leader provides leadership and overall direction for the implementation and will inform the project manager of any issues in the project teams ✓ Application steward = work with the other business owners to develop an overall business direction of the system. In big project we have Ombudsman (=mediator) when we have problem with some people to negotiate to solve conflicts Prince 2 method – The Project management office (PMO) Provides the input to management and coordinate team activities. Very important with all the team leaders from every teams to avoid that the Project Manager become a dictator. Manage the day-to- day aspects of the project. Composed of several project teams : a) Functional team = Business Team → Knowledgeable staff from each area. a) Cross functional → The integration team will consist of the module or project team leads from the business modules and the development leads. b) Change management b) Infrastructure team → Implements hardware and software c) Development team → Modify the software to meet the goals. d) Conversion team → Convert the legacy data to the new system. e) Reporting team → Develops a reporting framework and initial set of reports to be included in the system implementation f) Change management team → Training and communications plan for the project. 18  IT project Management Process 1. Project characteristics 1) Objectives Clearly define the set of goals 2) Start and end points →Life cycle with SP and EP Not a continuous activity (=unique because we deliver the project at the end). If we redo the project for a new version it is a new project 3) Uniqueness 4) Constraints (=Triangle of constraints with comprise) See before 2. Defining IT project Management It is the way to manage risk, to deal with objectives, to take into account the constraints, and to deliver a product that respect the needs of the users and the owners (who are paying the project). Project management is the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations (=hidden needs) from a project 2.1 2 kinds of skills in a project – Management & Engineering Skills in project – Manager ✓ Planning, coordinating, leading, controlling ✓ Focused on people, teams, product and work Skills in project – IT Engineering ✓ Analyzing, designing, building, testing ✓ Focused on the quality of the technical solution 2.2 Stages in project control Chaos = don’t take a project management method, you just do thing, no control, no planning 19 3. Method of IT project management 3.1 IT process Basics – Building blocks in Project management method In any PM method, we will have different building blocks A milestone is a deadline →we cannot go to another phase if we don’t deliver a milestone Life cycle with 4 phases and so 4 milestones (=deadlines). The number of phase depends on the project In each phase we have workflow to explain what is going on each phase in details The time aspect of the process is enacted through phases, iterations, and milestones (end of phase objectives). Progressing by meeting milestones helps minimize wasted resources since they are allocated only on a firm basis. Workflow detail ✓ Grouping of activities that are performed in close collaboration to accomplish some result ✓ Unit of planning ✓ Typically performed either in parallel or iteratively, with the output from one activity serving as the input to another activity ✓ Used to group activities to provide a higher level of abstraction and to improve the comprehensibility of workflows Roles, activities, artifacts Role : Who Activities : How Artifacts : What A role performs certain activities and is responsible for certain artifacts 20  3.2 Project Management 101 : PCDA Loop That is for Agile method (see before) Do this cycle in max 1 month 3.3 Project management Body of knowledge – PMBOCK method This has become the main beacon, the main reference for project managers in general. Not only for IT In PMBOCK we have different disciplines (=knowledges areas). Each knowledge are is a sub field of project management : 1) Project integration management (integration of the different parts of the project) 2) Project scope management 3) Project time management 4) Project cost management 5) Project quality management 6) Project HR management 7) Project communication management 8) Project risk management 9) Project procurement management ➔In each knowledge area we have different activities, different processes. Each process will be regroup in a process group Processes are combined together in 5 process groups (=they are the phases of the PMBOCK method) 21  Controlling is during the all project Executing some processes that come from knowledge areas 3.4 Agile processes Method 1 and 3 are too big, people want to work with smaller thing with immediate feedbacks Agile is a paradigm not a method Agile processes – Agile Values We have come to value : Individuals and interactions over process and tools Working software over comprehensive documents Customer collaboration over contract negotiation Responding to change over following a plan Agile method insist on this part Waterfall method manage all these things while taking into account also the other part 3.4.1 SCRUM method – An agile process SCRUM is an agile methodology, lightweight process for managing and controlling software and product development in rapidly changing environments. ✓ It is iterative = set of things we have to do repetitively on iteration ✓ It is team-bases approach by improving communication 22 SCRUM method – The roles 1) Product Owner ✓ Knows what needs to be build and in what sequence this should be done ✓ Writes the essential functionalities and prioritize them ✓ Plans for the next release →Decide what it will be in the next iteration ✓ Can be someone it the team or outside 2) SCRUM Master (not the team leader) ✓ Responsible for enacting scrum values and practices ✓ Main job is to coach the team (to be sure that members follow the SCRUM method), facilitate the process and remove impediments 3) SCRUM Team Typically 5-10 people with different backgrounds (cross-functional) who are responsible for the development of the project Team is self-organizing →they can manage themselves Membership can change only between sprints and not during it SCRUM method – Artifacts Artifacts = material that the team have to create in addition to the software product for the client 1) Product backlog It is a list of user stories (=the requirements) which describe the requirements for a system →Don’t have to be directly correct because we can change it It is written by the product Owner ✓ User story = As (person), I want (tasks) ✓ Estimation = estimated amount that the team need to complete a user story ✓ Priority = order of the development of user story 2) Sprint backlog It is a subset of product backlog to be completed within a sprint It is created during the Sprint planning meeting Should be updated every day In each iteration, the product owner has to define the sprint goals and choose some user story into the sprint backlog (the number of user story has to be appropriated to the length of the iteration) 3) Burn down Charts It is a chart to compare remaining effort and remaining time until release date 23 SCRUM method – Ceremonies A sprint is 2-4 weeks-long interation during which specific work has to be completed and made ready for the review. There is no outside influence during a sprint. Each sprint begins with the sprint planning meeting Here it is the all SCRUM process with the 4 ceremonies : 1) Sprint planning meeting Collaborative meeting in the beginning of each sprint between the product owner, the SCRUM master and the SCRUM team Takes 8 hours and consists of 2 parts : a) 1st part : The product owner describes what he wants to be built for the next sprint (=choose which user story take and explained it to the team). Asking questions to drive away ambiguity b) 2nd part : With only the SCRUM master and team (because more technical) who discuss how to build the product →Take user story and decomposed it into tasks and estimate the time needed. 2) Daily SCRUM meeting Very short (15 min) which is held every day before the team starts working with only the SCRUM master and the team Every team member should answer 3 questions : a) What did you do yesterday ? b) What will you do today ? c) What is blocking the process ? 3) Sprint review meeting Held at the end of each sprint where the SCRUM team shows what they accomplished during the sprint to the product owner who declares which products backlog items are done 4) Sprint retrospective meeting Held at the end of each sprint and after the sprint review meeting This is the opportunity for the SCRUM team to improve by discussing ➔All ceremonies are done within one sprint 24 25