Capstone Project 2

1.
AGILE MANIFESTO
➢ Agile Manifesto is what are the values and Principles to be considered while
working in Agile.
➢ It is nothing but a document that outlines the 4 basic Values of Agile and 12
Principles of Agile.
➢ It’s not only for Scrum but also for all the frameworks that come under Agile like
Scrum, XP, Kanban…
AGILE MANIFESTO
We are committed to discovering new ways to better deliver our products.
In doing so, we value:
Individuals and Interactions Working Products

Over Over
Processes and Tools Comprehensive Documentation
Customer Collaboration Responding to Feedback

Over Over
Contract negotiation Following a plan
AGILE PRINCIPLES
1.Our highest priority is to satisfy the customer through early and continuous delivery
2.welcome changing requirements,even late in development
3.Deliver Working Product frequently
4. Business-people and cross-discipline teams must work together daily
5.Build projects around motivated individuals and trust them to get the job done
6. The most effective and efficient method of conveying information is face-to-face
conversation
7.Working product is primary measure of progress
8.Maintain a sustainable pace indefinitely
9. Give continuous attention to technical excellence
10.Simplicity- the art of maximizing the amount of work done is essential
11. Teams self-organize
12.Teams regularly reflect and adjust to become more effective
User Story No: 1 Tasks: 2 Priority: Highest
AS A DELIVERY BOY
I WANT TO REGISTER IN SCRUM FOODS
SO THAT I CAN DELIVER ORDERS
BV: 500 CP: 02
ACCEPTANCE CRITERIA
Registration Screen
Text Boxes for User Name, Password, Nation ID,
Mobile No, Email, Address, Phone Number.
Click on Register Button.
Send Successful Notification to the user
AS A RESTAURANT OWNER
I WANT TO VIEW ORDERS
SO THAT I CAN VIEW THE LIST OF ORDERS
BV: 500 CP: 02
ACCEPTANCE CRITERIA
View Order, Display List of orders in the tabular Form

AS A CUSTOMER
I WANT TO ADD THE ADDRESS
SO THAT I CAN GET THE ORDER TO MY ADDRESS
BV: 500 CP: 02
ACCEPTANCE CRITERIA
Text Box to enter.
Business Rules: Within the radius of 5 km
AS A CUSTOMER
I WANT TO SELECT THE PAYMENT MODE
SO THAT I CAN MAKE PAYMENT OF MY CHOICE
BV: 500 CP: 3
ACCEPTANCE CRITERIA
Display payment modes, radio buttons to select

payment modes, payments button.
Business Rule. Can select only one payment mode

AS AN ADMIN
I WANT TO VIEW THE RESTAURANTS
SO THAT I CAN APPROVE THEIR REGISTRATION
BV: 500 CP: 2
ACCEPTANCE CRITERIA
Register in the platform with the details
User Story No: 6 Tasks: 1 Priority:Low
AS A CUSTOMER
I WANT TO VIEW THE PRICE
SO THAT I CAN ORDER THE FOOD
BV: 50 CP: 1
ACCEPTANCE CRITERIA
Display price in the list of menu items
AS A CUSTOMER
I WANT TO VIEW THE CONTACT NUMBER OF
DELIVERY BOY
SO THAT I CAN CONTACT DELIVERY BOY FOR THE
STATUS
BV: 50 CP: 1
ACCEPTANCE CRITERIA
1. Display delivery boy mobile number

2. Display delivery boy name in tracking field
3. Display delivery boy picture
User Story No: 8 Tasks: 2 Priority:Medium
I WANT TO PROVIDE TIME SLOTS
SO THAT CUSTOMER CAN CHECK OPENING AND
CLOSING HOURS
BV: 100 CP: 2
ACCEPTANCE CRITERIA
1. Click on restaurant dashboard
2. Add from time to time
3. Click on submit
4. Display updated successfully
User Story No: 9 Tasks: 2 Priority:High
AS A Business OWNER
I WANT TO VIEW RESTAURANT REVENUE REPORT
SO THAT I CAN VIEW THE RESTAURANT’S
REVENUE
BV: 200 CP: 3
ACCEPTANCE CRITERIA
Select Reports
Select Revenue Reports
Select to and from date
Select Region (can select all)
Generate Report
Download Report in EXCEL
User Story No: 10 Tasks: 3 Priority:High
AS A REG ADMIN
I WANT TO MANAGE REGIONAL RESTAURANTS
SO THAT, I CAN TRACK THE PERFORMANCE OF
REGIONAL RESTAURANTS.
BV: 200 CP: 3
ACCEPTANCE CRITERIA
CLICK ON PERFORMANCE OF RESTAURANTS
SELECT FROM DATE TO DATE
CLICK ON GENERATE REPORT WHICH INCLUDES
RESTAURANTS ID, NAME, REVENUE
CLICK ON DOWNLOAD REPORT SHOULD BE IN
EXCEL
AS ADMIN
I WANT TO SEE THE REGIONAL REVENUE REPORTS,
SO THAT I CAN VIEW THE REGIONAL
PERFORMANCE
BV: 100 CP: 3
ACCEPTANCE CRITERIA
Select regional dropdown
View performance of each rest of that region in tabular
form which includes rest name, revenue, generated
Download in excel or PD
User Story No: 12 Tasks: 2 Priority: High
AS A CUSTOMER
I WANT TO CHAT WITH REG ADMIN
SO THAT I CAN REQUEST FOR REFUND
BV: 200 CP: 2
ACCEPTANCE CRITERIA
1)BR-ALL MANDATORY
2)TEXT BOX FIELDS
3)DISPLAY ORDER ID
4)TEXT BOX,FOR DESCRIPTION
5)SUBMIT BUTTON
6)GENERATE ISSUE ID
7)DISPLAY SUCCESSFUL
AS A HUNGRY USER
I WANT TO BROWSE NEARBY RESTAURANTS
SO THAT I CAN ORDER THE FOOD
BV: 200 CP: 2
ACCEPTANCE CRITERIA
1)Each restaurant entry displays its name, cuisine type,
and rating
2)This list can be sorted by distance or rating
AS A CUSTOMER
I WANT TO BROWSE DIFFERENT RESTAURANTS AND
MENUS
SO THAT I CAN FIND A PLACE TO ORDER FOOD
BV: 200 CP: 2
ACCEPTANCE CRITERIA
1)The menu includes dishes , prices and descriptions
2)Show the restaurant is open or closed
AS A CUSTOMER
I WANT TO BROWSE FOR SPECIFIC DISHES AND
CUISINES
BV: 200 CP: 2
ACCEPTANCE CRITERIA
1)App displays relevant restaurant and dishes matching
the query
AS A CUSTOMER
I WANT TO FILTER RESTAURANTS
BV: 200 CP: 2
ACCEPTANCE CRITERIA
1)Filter restaurants by cuisine type and dietary
options(vegan, veg,nonveg,egg)
AS A CUSTOMER
I WANT TO TRACK MY ORDER
SO THAT I KNOW THE TIME OF DELIVERY
BV: 200 CP: 2
ACCEPTANCE CRITERIA
1)App shows real time update on the order status
2)Display estimated delivery time
AS A USER
I WANT TO RATE AND REVIEW RESTAURANTS
SO THAT I CAN RATE AND REVIEW THE
RESTAURANTS I HAVE VISITED
BV: 200 CP: 2
ACCEPTANCE CRITERIA
1)Can see reviews from other users to help me make
dining decisions
AS A USER
I WANT TO SAVE FAVOURITE RESTAURANTS AND
DISHES
SO THAT I CAN ORDER FROM MY FAVOURITES
BV: 200 CP: 2
ACCEPTANCE CRITERIA
1)Access my list of favourites easily for future orders
AS A USER
I WANT TO VIEW PAST ORDER HISTORY
SO THAT I CAN ORDER AGAIN
BV: 200 CP: 2
ACCEPTANCE CRITERIA
1)Can see the details such as order items, total cost and
order date
User Story No:20 Tasks: 3 Priority: High
AS A USER
I WANT TO RECEIVE NOTIFICATIONS
SO THAT I CAN RECEIVE UPDATES
BV: 200 CP: 2
ACCEPTANCE CRITERIA
1)Notifications for order confirmation
2)Notification for dispatch
3)Notification for delivery
Priority:
User Story No:21 Tasks: 1 MEDIUM
AS A CUSTOMER
I WANT TO CONTACT CUSTOMER SUPPORT
SO THAT I CAN SUBMIT QUERIES OR ISSUES
BV: 200 CP: 2
ACCEPTANCE CRITERIA
1)Customer support section with contact information
I WANT TO RECEIVE AND MANAGE ORDERS
SO THAT I CAN UPDATE ORDER STATUS
BV: 200 CP: 2
ACCEPTANCE CRITERIA
1)Manage order status
2)Notify restaurants about incoming orders
I WANT TO ACCESS TO CUSTOMER REVIEWS
SO THAT I CAN VIEW AND RESPOND TO CUSTOMER
REVIEWS
BV: 200 CP: 2
ACCEPTANCE CRITERIA
1)Owners can address feedback
2)Owners can improve their services
User Story No:24 Tasks: 1 Priority: Medium
AS A CUSTOMER
I WANT TO APPLY PROMOCODES AND DISCOUNTS
SO THAT I CAN ORDER AT LOWER PRICE
BV: 100 CP: 4
ACCEPTANCE CRITERIA
1)Active Promocodes
User Story No:25 Tasks: 1 Priority: Medium
AS A CUSTOMER
I WANT TO APPLY PROMOCODES AND DISCOUNTS
SO THAT I CAN ORDER AT LOWER PRICE
BV: 100 CP: 4
ACCEPTANCE CRITERIA
1)Active Promocodes
User Story No:26 Tasks: 7 Priority: HIGH
AS A DELIVERY BOY
I WANT TO VIEW THE ORDERS
SO THAT I ACCEPT THE ORDER
BV: 200 CP: 4
ACCEPTANCE CRITERIA
1)Order visibility
2)Real-time updates
3)Order details
4)Order filtering and sorting
5)Order map view
6)Order navigation
7)Order completion and confirmation
AS A DELIVERY BOY
I WANT TO LOGIN
SO THAT I CAN ACCEPT THE ORDER
BV: 200 CP: 4
ACCEPTANCE CRITERIA
1)User Authentication
2)Error Handling
3)Password security
4)Multi-factor Authentication
5)Compatibility and Usability
Priority:
AS A DELIVERY BOY
I WANT TO VIEW FEEDBACK
SO THAT I CAN KNOW THE CUSTOMERS FEEDBACK
BV: 200 CP: 4
ACCEPTANCE CRITERIA
1)Access to feed back system
2)Feedback Visibility
3)Feedback sorting and filtering
4)Response Mechanism
5)User Support
Priority:
AS A ADMIN
BV: 200 CP: 4
ACCEPTANCE CRITERIA
5)User Support
Priority:
BV: 200 CP: 4
ACCEPTANCE CRITERIA
5)User Support
AS A ADMIN
I WANT TO KNOW THE ISSUES
SO THAT I CAN RESOLVE THEM
BV:100 CP: 3
ACCEPTANCE CRITERIA
1)Display issue section
2)Sorting and filtering of issues list
3)Editing and modifying the issues
AS A REGIONAL ADMIN
I WANT TO KNOW THE ISSUES
SO THAT I CAN RESOLVE THEM
BV: 200 CP: 4
ACCEPTANCE CRITERIA
1)Display issue section
2)Sorting and filtering of issues list
3)Editing and modifying the issues
I WANT TO VIEW REVENUE GENERATED
SO THAT I VIEW RESTAURANTS REVENUE
BV: 200 CP: 4
ACCEPTANCE CRITERIA
Select Reports
Select Revenue Reports
Select to and from date
Select Region (can select all)
Generate Report
Download Report in EXCEL
I WANT TO KNOW DELIVERY BOY
SO THAT I VERIFY THE DELIVERY BOY
BV: 200 CP: 4
ACCEPTANCE CRITERIA
ID proof
Punctuality and reliability
AS A CUSTOMER
I WANT TO VIEW THE CONTACT NUMBER OF
DELIVERY BOY
SO THAT I CAN CONTACT DELIVERY BOY FOR THE
STATUS
BV: 50 CP: 1
ACCEPTANCE CRITERIA
1. Display delivery boy mobile number

2. Display delivery boy name in tracking field
3. Display delivery boy picture
I WANT TO PROVIDE TIME SLOTS
SO THAT CUSTOMER CAN CHECK OPENING AND
CLOSING HOURS
BV: 100 CP: 2
ACCEPTANCE CRITERIA
1. Click on restaurant dashboard
2. Add from time to time
3. Click on submit
4. Display updated successfully
AS A USER
I WANT TO RECEIVE NOTIFICATIONS
SO THAT I CAN RECEIVE UPDATES
BV: 200 CP: 2
ACCEPTANCE CRITERIA
1)Notifications for order confirmation
2)Notification for dispatch
3)Notification for delivery
Priority:
AS A CUSTOMER
I WANT TO CONTACT CUSTOMER SUPPORT
SO THAT I CAN SUBMIT QUERIES OR ISSUES
BV: 200 CP: 2
ACCEPTANCE CRITERIA
1)Customer support section with contact information
Priority:
AS A CUSTOMER
I WANT TO VIEW THE ORDER
SO THAT I CAN CANCEL IT
BV: 100 CP: 3
ACCEPTANCE CRITERIA
Order status
Method of cancellation
Refund policy
Time frame
AS A REGIONAL ADMIN
I WANT TO TRACK THE DELIVERY
SO THAT I CAN VIEW THE STATUS OF THE DELIVERY
BV: 100 CP: 3
ACCEPTANCE CRITERIA
Real time tracking
Security and data privacy
User friendly Interface
3.Epic is a large user story or a collection of related user stories that represents a
significant feature or functionality. Epics are high level, often spanning multiple sprints or
iterations, and they provide a way to organize and prioritize work in a product backlog.
2 Epics
1.Ratings and reviews:
As a user,I want to view ratings and reviews for restaurants on scrum foods, so that I
can make informed decisions about where to order food from.
As a user, I want to provide ratings and reviews for restaurants on scrum foods, so that I
can share my experiences with other users and contribute to the community.
Acceptance Criteria
● Users can view average ratings and reviews for each restaurant on the
restaurants details page
● Users can read detailed reviews and comments left by the other customers
● Users can sort and filter reviews based on criteria such as rating and relevance
● Users can rate the restaurants and leave a review after placing the order
● User can edit or delete their own reviews within a specified timeframe
● Reviews are displayed in a way that provides helpful insights to other users
● The rating and review system maintains the integrity and authenticity of user
feedback
2.Epic: Real-Time Order Tracking for Food Delivery App
Description:
The real-time order tracking epic aims to provide users with a seamless and transparent
experience by allowing them to track the status and ___location of their food orders in
real-time. This feature enhances customer satisfaction, reduces support inquiries, and
improves overall user engagement.
User Stories:
As a customer, I want to see the live status of my order.

● Display the current status of the order, such as "order confirmed,"
"preparing," "out for delivery," and "delivered."
● Provide real-time updates as the order progresses through various stages.
As a customer, I want to track the ___location of my delivery.
● Integrate GPS or ___location services to show the delivery partner's real-time
___location on a map.
● Allow customers to view the estimated time of arrival (ETA) based on the
delivery partner's ___location.
As a customer, I want to receive notifications for order updates.
● Send push notifications or SMS updates to inform customers about order
confirmation, preparation, and delivery status changes.
● Provide delivery partner details, including name, contact information, and
a profile picture.
As a customer, I want to contact the delivery partner directly.
● Enable in-app chat or call functionality to allow customers to communicate
with the assigned delivery partner.
● Ensure privacy by using masked phone numbers or secure messaging
channels.
As a customer, I want to view the delivery route.
● Display the delivery route on the map, showing the path the delivery
partner will take to reach the destination.
● Allow customers to track the progress of the delivery in real-time along the
route.
As a customer, I want to provide feedback on the delivery experience.
● Allow customers to rate the delivery partner and overall delivery
experience after the order is delivered.
● Implement a feedback system with written comments to gather valuable
insights.
As a customer, I want to see estimated delivery time adjustments.
● Account for real-time traffic conditions and other factors that may affect the
delivery time.
● Update the estimated delivery time accordingly and inform the customer
promptly.
As a customer, I want to have a seamless tracking experience across platforms.
● Ensure the real-time order tracking feature is available and consistent on
all supported platforms (e.g., mobile app, web).
As an admin, I want to monitor order tracking performance.
● Provide analytics and reporting on order tracking metrics, such as average
delivery time and customer satisfaction ratings.
● Use data to identify areas for improvement and optimize the delivery
process.
Acceptance Criteria:
Real-Time Order Updates:
● The app should provide real-time updates on the status of the user's order,
such as "Order received," "Preparing," "Out for delivery," and "Delivered."
Order Location Tracking:
● The app should display the live ___location of the delivery driver while en
route to the user's address.
● The map should update at regular intervals to reflect the driver's
movement accurately.
Estimated Delivery Time:
● The app should provide an accurate estimated time of delivery (ETA)

based on the driver's current ___location, distance to the delivery address,
and traffic conditions.
Delivery Notifications:
● Users should receive push notifications or in-app alerts for significant

order updates, such as when the order is dispatched for delivery or when
it is near the delivery address.
Map Zoom and Interaction:
● Users should be able to zoom in and out on the map to view the delivery
driver's route more closely.
● The map should support standard interactions, such as panning and
rotating, to improve the user experience.
Delivery Status History:
● Users should have access to the delivery status history, allowing them to
see the timeline of their order from placement to delivery completion.
Accuracy and Reliability:
● The real-time tracking information should be accurate and reliable,

providing users with the most up-to-date data available.
● The system should handle ___location updates efficiently, minimizing delays
or inaccuracies.
Privacy and Security:
● The real-time tracking feature should adhere to data privacy regulations

and ensure that user ___location data is handled securely and used only for
order tracking purposes.
Compatibility:
● The real-time order tracking should work smoothly across various

platforms, including iOS and Android devices, as well as web browsers.
Opt-Out Option:
● Users should have the option to disable real-time order tracking if they prefer not
to share their ___location information.
User Education:
● Provide clear instructions or tooltips to educate users on how to use the real-time
order tracking feature effectively.
Support for Multiple Orders:
● If a user places multiple orders, the app should allow them to track each order
individually with its own status and ___location updates.
By meeting these acceptance criteria, the food delivery app can successfully implement
real-time order tracking, providing users with a transparent and convenient way to
monitor their orders from the moment they are placed until they are delivered to their
doorstep.
4)Difference between BV and CP
● Business Value (BV):

● Business Value refers to the perceived or quantifiable worth or benefit that
a specific task, feature, or requirement brings to the business or project.
● It is typically determined based on factors such as revenue generation,
cost savings, customer satisfaction, market competitiveness, strategic
alignment, and other business-related criteria.
● Business Value helps prioritize tasks or features based on their
importance to the overall project goals and objectives.
● Examples of Business Value considerations: Increased revenue, improved
user experience, compliance with industry regulations, competitive
advantage.
Techniques used: Moscow, Currency notes technique
MoSCoW:
The MoSCoW technique is a prioritization and requirements management technique

used in project management and software development. It helps stakeholders and
project teams prioritize and categorize requirements or tasks based on their importance
and urgency. The acronym "MoSCoW" stands for the four categories into which
requirements or tasks are typically classified:
● Must Have: These are critical requirements or tasks that are essential for the
project's success. Without these, the project would likely fail to meet its
objectives.
● Should Have: These are important requirements or tasks that are not absolutely
critical but significantly contribute to the project's value. They are high-priority
items that should be included if possible.
● Could Have: These are desirable requirements or tasks that would enhance the
project but are not essential. They are often considered nice-to-have features
that can be addressed if time and resources allow.
● Won't Have (this time): These are requirements or tasks that are deliberately
deprioritized and will not be included in the current phase of the project. They
may be considered for future iterations or versions.
The MoSCoW technique helps project teams and stakeholders make informed
decisions about what should be included in a project based on the available resources,
constraints, and objectives. It facilitates open communication between stakeholders,
ensures that the most critical aspects are addressed first, and allows for flexibility in
project scope as priorities change.
Here's an example of how the MoSCoW technique might be used in a software
development project:
● Must Have: User authentication, basic user profile management, core

functionality of the application.
● Should Have: Advanced user settings, integration with third-party services,
improved user interface design.
● Could Have: Additional language support, social media sharing features,
enhanced search functionality.
● Won't Have (this time): Gamification features, integration with legacy systems,
complex data visualization.
By categorizing requirements or tasks using the MoSCoW technique, project teams can
focus on delivering the most critical and valuable components of a project while
providing a clear framework for managing priorities and expectations.
● Complexity Points (CP):

● Complexity Points, also known as story points or function points, are a
measure of the relative complexity or effort required to complete a task,
feature, or requirement.
● They are used to estimate the effort, time, and resources needed to
implement a specific item.
● Complexity Points are often assigned based on factors such as technical
difficulty, development effort, integration challenges, and other technical or
development-related criteria.
● Complexity Points help in assessing the workload and resource allocation
needed for different tasks or features.
● Examples of Complexity Points considerations: Integration with legacy
systems, technical dependencies, data migration, algorithmic complexity.
Techniques used: Planning poker
Planning poker:
Planning Poker is a consensus-based technique commonly used in Agile and Scrum

methodologies for estimating the effort or complexity of user stories or tasks. It helps
teams collaborate and arrive at a shared understanding of the work involved in a
particular item. The term "CP" in your question likely stands for "Complexity Points,"
which are used in Planning Poker to represent the relative effort or complexity of a task.
Here's how the Planning Poker technique works:
Preparation:
● The team gathers to estimate the effort or complexity of user stories or

tasks that need to be completed in a sprint or iteration.
Estimation Cards:
● Estimation cards are used, each containing a number representing a
predefined range of Complexity Points (e.g., 0, 1, 2, 3, 5, 8, 13, 20, 40,
100).
● The cards are often designed such that the numbers increase non-linearly,
reflecting that as tasks become more complex, the uncertainty in
estimates also increases.
Facilitator:
● A facilitator (often the Scrum Master or Agile Coach) leads the session
and explains the process to the team.
Estimation Process:
● For each user story or task, the team discusses the requirements,
assumptions, and any relevant information.
● Each team member selects an estimation card representing their
individual view of the Complexity Points required to complete the task. The
card is kept face down.
Reveal and Discussion:
● After everyone has selected a card, all team members reveal their chosen
cards simultaneously.
● If there's a wide variation in estimates, team members have a discussion
to share their reasoning and insights. This helps clarify assumptions and
leads to a shared understanding.
Re-Estimation and Consensus:
● After the discussion, team members may revise their estimates by

selecting a different card based on the insights gained.
● The process of discussion and re-estimation continues until a consensus
is reached. The goal is to align the team's estimates.
Repeat for Each Task:
● The process is repeated for each user story or task in the backlog.
Final Estimate:
● The final estimate for each user story or task is often determined by the
mode or median of the estimates chosen by the team members.
Planning Poker helps mitigate individual biases and provides a collaborative and
transparent way to estimate work. It encourages discussions, helps identify potential
challenges, and allows the team to make informed decisions about how much work can
be taken on in a sprint or iteration
In summary, Business Value focuses on the business impact and significance of tasks
or features, while Complexity Points focus on the technical effort and complexity
involved in implementing those tasks or features. Both concepts are valuable in project
management and software development, as they help prioritize and plan work based on
both business goals and technical constraints.
SPRINT:
In the context of software development and project management, a sprint is a

time-boxed, iterative development period during which a specific set of tasks and goals
are worked on by a development team. Sprint is a core concept in Agile methodologies,
such as Scrum, which emphasizes flexibility, collaboration, and delivering value to the
customer in shorter cycles.
Here are the key characteristics and components of a sprint:
● Time Frame: A sprint typically has a fixed duration, often ranging from 1 to 4
weeks. The duration is consistent across all sprints to provide a predictable
cadence for development and planning.
● Goals and Objectives: At the beginning of each sprint, the development team,
along with stakeholders, selects a set of user stories, features, or tasks to work
on during that sprint. These items are collectively referred to as the sprint
backlog.
● Planning: During sprint planning, the development team breaks down the
selected items from the product backlog into smaller tasks and estimates the
effort required for each task. The team commits to completing these tasks within
the sprint duration.
● Daily Stand-ups: Throughout the sprint, the team holds daily stand-up meetings
(also known as daily scrums) to discuss progress, obstacles, and plans. Each
team member shares what they've accomplished, what they're working on, and
any challenges they're facing. These meetings foster communication and
collaboration.
● Development: The development team works on the tasks identified in the sprint
backlog. They collaborate closely, often using techniques like pair programming
and frequent code reviews to ensure high-quality work.
● Continuous Integration: Developers integrate their code changes into the main
codebase regularly, ensuring that the software remains functional and stable
throughout the sprint.
● Testing: Testing is an integral part of a sprint. Automated tests are run to validate
code changes, and manual testing may be conducted to ensure the quality of the
software.
● Review and Demo: At the end of the sprint, the development team conducts a
sprint review and demo. They showcase the completed work to stakeholders,
gathering feedback and validation. This helps ensure that the delivered features
align with expectations.
● Retrospective: Following the review and demo, the team holds a sprint
retrospective. They reflect on what went well during the sprint, what could be
improved, and actions to take in the next sprint. The retrospective encourages
continuous improvement.
● Incremental Development: Each sprint results in a potentially shippable product
increment, meaning that at the end of each sprint, a new version of the software
is available with additional features or improvements.
● Adaptability: Agile methodologies emphasize adaptability and the ability to
respond to changing requirements. If new priorities or insights emerge,
adjustments can be made in subsequent sprints.
Sprints allow development teams to iteratively deliver value to customers and

stakeholders in a controlled and predictable manner. By breaking down the work into
manageable chunks and continuously seeking feedback, Agile teams can enhance
collaboration, reduce risk, and improve the overall quality of the software being
developed.
Product Backlog and Sprint backlog:
The Product Backlog is a dynamic, prioritized list of all the features, user stories,
enhancements, bug fixes, and other work items that need to be addressed over the
course of a project. It represents the entire scope of the product's development and is
managed by the Product Owner. The Product Backlog is continually refined and
updated based on feedback, changing requirements, and new insights.
The Sprint Backlog is a subset of the Product Backlog that represents the work that the
development team commits to completing during a specific time period called a "Sprint."
A Sprint is a fixed-duration iteration, usually lasting two to four weeks, in which the team
works on a set of items from the Product Backlog. The Sprint Backlog is created during
the Sprint Planning meeting, where the development team selects a set of items to work
on based on their capacity and the priorities set by the Product Owner.
S.No. Product Backlog Sprint Backlog
1 Anything that needed to Anything that needed to fulfill the

accomplish the project vision sprint goal
2 Product owner owns Development team owns
3 Contains requirements, A subset of product backlog items

tasks,defects. defined as a priority by the
product owner
4 Everyone contributes to the Sprint planning meeting is to

product catalog refine the sprint backlog items
5 Product backlog evolves and NO changes are allowed to the

changes will be done by the PO sprint backlog items once the
through the product life cycle sprint has started
6 Product backlog refinement Sprint planning meeting is to

meeting is to refine the product refine the sprint backlog items
backlog
7 Release burndown metric is Sprint burndown metric is used

used
8 Estimation is done at a user Estimation is done at activity or

story level task level
9 Daily stand up meeting does Daily stand up meeting discusses

not discuss product backlog the sprint backlog in accordance
items with sprint goal
Impediments Log:
An impediment log, also known as an issue log or obstacle log, is a document or tool
used in Agile software development to track and manage obstacles, bottlenecks, or any
factors that impede the progress of a project or team.
2 Impediments:
● Delivery partner shortage in a specific region

● Technical issue causing intermittent order processing failure
Delivery partner shortage in a specific region:
Login ID 1
Description Delivery partner storage in specific region
Impact Delays in order deliveries and increases customer dissatisfaction
Priority High (due to its impact on customer experience)
Assigned to Operations team and HR team
Status Open
Action taken The operations team is actively recruiting new delivery partners
in the region. The HR team is working on fast-tracking the
onboarding process.
Resolution Delivery partner recruitment efforts are ongoing and the HR

team is streamlining the onboarding process to expedite new
hires. Regular updates are being provided in team meetings.
Technical issue causing intermittent order processing failure
Login ID 2
Description Technical issue causing intermittent order processing failures
Impact Delays in order processing and potential revenue loss
Priority High (due to its impact on revenue and customer experience)
Assigned to Tech team and QA team
Status In progress
Action taken The tech team has identified the root cause and is working on a
fix. The QA team is conducting extensive testing to ensure the
issue is resolved
Resolution The tech team has implemented a fix and conducted through
testing. The issue has been resolved, and orders are now
processing smoothly.
VELOCITY OF THE TEAM:
Velocity refers to the measure of the amount of work a development team can complete
during a sprint.
The calculation of velocity is performed by the development team itself, as they are
responsible for estimating the effort required to complete each user story or backlog
item.
Story point estimation:

Story point estimation is a technique used in agile software development to estimate the
effort required for a specific task or user story. It's a relative measure of complexity
rather than a fixed time unit. Team members assign story points based on their
understanding of the work involved, considering factors like complexity, effort, and
uncertainty.
The actual time a story point represents can vary from team to team. For some, it might
equate to hours, while for others, it might represent days. It's important to establish a
consistent baseline within the team so that story point estimates can be used effectively
for planning and prioritization.
Tracking completed work:
Tracking completed work in Agile development typically involves calculating the total
story points completed by the team over a specific time frame, usually a sprint or
iteration. Here's how you can calculate completed work:
● Identify Completed Stories: At the end of the sprint or iteration, review the user
stories or tasks that were completed and accepted as done.
● Sum Story Points: Add up the story points assigned to all the completed user
stories. Exclude any story points that were not fully finished or accepted during
the sprint.
● Calculate Total Completed Work: The sum of story points completed
represents the total completed work for that sprint.
This completed work can be used to calculate the team's velocity for that specific sprint,
as mentioned in the previous response. It provides insights into the team's capacity and
helps with future sprint planning and estimation.
Summing story points:

Summing story points involves adding up the numerical values assigned to individual
user stories or tasks during the estimation process in Agile development. Story points
are used to represent the effort, complexity, and size of a piece of work relative to other
items on the backlog. Here's how you can sum story points:
● List Completed User Stories: Gather a list of user stories or tasks that have
been completed during a specific sprint or iteration.
● Identify Story Point Values: Each user story or task should have a story point
value assigned to it during the estimation process. These values are usually
relative, such as 1, 2, 3, 5, 8, 13, etc., representing increasing levels of
complexity or effort.
● Add Up Story Point Values: Sum up the story point values for all the completed
user stories or tasks. For example, if you completed user stories with story point
values of 3, 5, and 8, the sum would be 16.
The sum of story points provides a quantitative measure of the work completed by the
team during a sprint. This sum is often used to calculate the team's velocity, which helps
in future sprint planning and estimation.
Average velocity:
Average velocity in Agile development refers to the average amount of work, measured
in story points, that a team completes during a series of sprints or iterations. It's a key
metric used for planning and estimating future work. Here's how to calculate average
velocity:
● Select a Time Frame: Choose a specific number of past sprints or iterations for
which you want to calculate the average velocity. For example, you might choose
the last 5 sprints.
● Sum Completed Story Points: Add up the total story points completed by the
team in each of the selected sprints. This will give you the total completed work
for the chosen time frame.
● Calculate Average: Divide the total completed story points by the number of
sprints or iterations you selected. This will give you the average velocity for that
period.
Formula: Average Velocity = Total Completed Story Points / Number of Sprints
Use for Planning: The average velocity can serve as a guideline for future sprint
planning. It helps the team estimate how much work they can commit to in upcoming
iterations based on their historical performance.
Keep in mind that average velocity is a rough estimate and can fluctuate based on
various factors. It's important to consider the team's capacity, any changes in team
composition, and improvements in estimation accuracy over time.
SPRINT BURNDOWN CHART:

PRODUCT BURNDOWN CHART
PRODUCT GROOMING:
Product grooming, also known as backlog grooming or refinement, is a crucial activity in
Agile development that involves preparing and refining items in the product backlog to
ensure they are well-understood, prioritized, and ready for development. Let's break
down the process step by step:
● Setting the Context: At the beginning of the backlog grooming process, the
team and relevant stakeholders come together to understand the overall goals
and objectives of the project. This helps set the context for the work to be done
and aligns everyone's understanding.
● Backlog Review: The product owner and the development team review the
items in the product backlog. This involves assessing the user stories, tasks, and
other items to ensure they are accurate, up-to-date, and still relevant to the
project's goals.
● Prioritization: During backlog grooming, the team collaboratively prioritizes the
backlog items based on their value to the product and the needs of the users or
customers. This helps ensure that the most important and valuable work is
addressed first.
● Refinement and Estimation: In this step, the backlog items are refined to
provide clear and detailed descriptions. The team breaks down user stories into
smaller tasks and discusses the technical requirements. Estimation involves
assigning story points or other sizing metrics to each item, indicating the relative
effort needed for implementation.
● Dependency Analysis: The team examines potential dependencies between
backlog items. Identifying and understanding dependencies helps in planning the
order of implementation and managing potential bottlenecks.
● Acceptance Criteria: Well-defined acceptance criteria are established for each
backlog item. These criteria outline the conditions that must be met for the item
to be considered complete and ready for delivery. Clear acceptance criteria help
prevent misunderstandings and ensure a shared understanding of what is
expected.
● Backlog Grooming Meetings: These are recurring meetings where the product
owner and the development team come together to perform the activities
mentioned above. These meetings often occur before sprint planning sessions to
ensure that the upcoming sprint backlog is well-prepared.
Backlog grooming is an iterative process that helps maintain a healthy and

well-organized product backlog. It ensures that the development team always has a
prioritized list of well-defined, estimated, and ready-to-develop items. This, in turn,
supports the efficient planning and execution of sprints and helps the team deliver value
to customers in a more predictable and effective manner.
Criteria Product Owner Scrum Master
Nature of Work Collaborates with all the Acts as a team coach and
stakeholders and brings is responsible for
the vision of a product into maintaining the quality of
the product backlog the product
Responsibilities Responsible for completing Ensures the scrum

the project on time.Acts as framework is followed and
an intermediary between helps the development
development team and the team create a quality
customers product
Accountability Responsible for project Accountable for the quality

backlog and the timely of the entire project and for
completion of the product giving updates to the
and for providing updates management about the
to the clients and completion of the product
stakeholders
Reporting Reports to top Reports to top

management and clients management about the
efficiency of the team and
the quality of the product
Qualities Communication and the Thorough knowledge of

leadership skills, creativity, scrum theory and
critical thinking and a sharp practices. Being able to
mind are key assets for lead the team but without
any product owner the sense of authority
Explain all Meetings Conducted in Scrum Project
Sprint Planning: This meeting kicks off each sprint, which is a time-boxed
iteration of work, usually spanning 2-4 weeks. During this meeting, the Scrum
team, including the Product Owner, Scrum Master, and Development Team,
collaborates to determine which backlog items (user stories, features, etc.) will be
worked on in the upcoming sprint. The team also breaks down these items into
tasks and estimates the effort required.
Daily Stand-up (Daily Scrum): Held daily during the sprint, this short meeting
aims to facilitate quick and focused communication among team members. Each
team member answers three key questions: What did I accomplish since the last
stand-up? What will I work on until the next stand-up? Are there any obstacles or
impediments in my way? This meeting helps keep everyone aligned and
informed about the progress and challenges.
Sprint Review: At the end of each sprint, the team holds a review meeting to
showcase the work completed during the sprint to stakeholders, customers, and
the Product Owner. The team demonstrates the potentially shippable product
increment and gathers feedback. Based on this feedback, the Product Owner
can update the backlog.
Sprint Retrospective: Also held at the end of each sprint, the retrospective is a
dedicated time for the team to reflect on their processes and practices. The team
discusses what went well, what could be improved, and any potential changes
they'd like to make in the next sprint to enhance their efficiency and
effectiveness.
Backlog Refinement (Grooming): While not officially part of the Scrum events,
backlog refinement is an important ongoing activity. During these sessions, the
team and the Product Owner review and refine backlog items, adding details,
clarifications, and estimates to make them ready for inclusion in future sprints.
Product Backlog Refinement: This meeting focuses on refining the product

backlog items. The team and the Product Owner discuss and clarify
requirements, priorities, and any changes needed in the backlog items. This
ensures that the backlog is well-prepared for upcoming sprints.
Release planning:This meeting occurs at the start of the project or major
release and involves the product owner, development team, and stakeholders. It
aims to discuss and plan the high level scope, timeline, and goals for the project.
Ad hoc meetings:These meetings may be schedules as needed to address

specific topics or issues, such as resolving impediments, discuss technical
challenges, or conducting additional planning or collaboration sessions
Explain Sprint Size and Scrum Size
Sprint Size:
In Scrum, a "sprint" is a time-boxed iteration during which the development team

works to deliver a potentially shippable product increment. The length of a sprint
is referred to as the "sprint duration" and is usually fixed throughout the project.
Common sprint durations are 1 to 4 weeks. The choice of sprint duration
depends on factors such as team velocity, project complexity, and business
needs. A shorter sprint encourages more frequent opportunities for feedback and
adaptation, while a longer sprint provides more time for development.
Scrum Team Size:
The Scrum team size refers to the number of individuals who collectively
contribute to the development of the product. A Scrum team consists of three key
roles: the Product Owner, the Scrum Master, and the Development Team. The
Development Team, in particular, is responsible for creating the product
increment. Scrum recommends that the Development Team size be kept small,
typically between 3 to 9 members, to facilitate effective communication,
collaboration, and decision-making.
Explain DOR and DOD

Definition of Ready (DOR):
The Definition of Ready outlines the criteria that a product backlog item (user
story, feature, task, etc.) should meet before it is considered ready to be taken
into a sprint for development. The DOR ensures that the item is well-defined,
understood, and prepared for efficient development. The specific criteria in the
DOR can vary from team to team, but commonly include elements such as:
● Clear description and acceptance criteria: The item's requirements are

clearly stated, and the conditions for its successful completion are
well-defined.
● Dependencies identified: Any dependencies on external factors, teams, or
resources are identified and addressed.
● Estimable: The team has enough information to provide a reasonable
estimate of the effort required.
● Testable: It's possible to determine whether the item has been
successfully implemented through testing.
● Minimal ambiguity: The item's details are clear, and any uncertainties are
resolved.
Definition of Done (DOD):
The Definition of Done outlines the criteria that must be met for a product
increment or backlog item to be considered complete and potentially shippable.
The DOD ensures that the team maintains a consistent level of quality and
completeness in their work. The specific criteria in the DOD can vary based on
the team's standards, the nature of the project, and the industry, but commonly
include elements such as:
● Code complete: All development work is finished, including coding,

testing, and integration.
● Peer-reviewed: Code has been reviewed by other team members for
quality and adherence to coding standards.
● Automated tests passed: Automated tests (unit tests, integration tests,
etc.) have been successfully executed and passed.
● Functional requirements met: The item meets all specified acceptance
criteria and functional requirements.
● Documentation updated: Any necessary documentation, user guides, or
technical documentation has been updated.
Explain Prioritization Techniques and MVP
Prioritization Techniques:
Prioritization techniques are methods used to determine the order in which tasks,
features, or items should be addressed in a project. These techniques help teams
allocate resources effectively and focus on delivering the most valuable work first. Some
common prioritization techniques include:
MoSCoW: This technique categorizes items into Must have, Should have, Could
have, and Won't have categories. It helps clarify essential features from those
that are optional or lower priority.
Weighted Shortest Job First (WSJF): WSJF assigns a priority score to each
item based on factors like business value, time sensitivity, and risk. Items with
higher scores are considered more important to work on.
Kano Model: This model categorizes features into Basic Needs, Performance
Needs, and Delighters. It helps prioritize based on how features impact user
satisfaction.
Value vs. Effort Matrix: Items are plotted on a matrix based on their potential
value and effort required. This helps identify quick wins and high-value tasks.
Relative Prioritization: Teams compare items pairwise to determine which is

more important. This helps create a relative ranking of items.
Buy a Feature: Stakeholders are given a budget to 'buy' features, which helps
prioritize features based on how much value they see in them.
Minimum Viable Product (MVP):

An MVP is the smallest version of a product that includes just enough features to
provide value to early adopters and gather feedback. The MVP approach helps validate
assumptions, learn from users, and iteratively build upon a product's foundation. It
involves:
● Core Functionality: An MVP focuses on delivering the core functionalities that

address the primary needs or pain points of the target users.
● Minimal Features: The MVP omits non-essential features to avoid unnecessary
complexity and expedite development.
● Testing Hypotheses: The MVP tests assumptions and hypotheses about user
behavior, market demand, and product viability.
● Iterative Development: Based on user feedback, the product is refined and
expanded in subsequent iterations, gradually adding more features.
● Early Value: The MVP allows the product to be released faster, gaining valuable
insights and attracting early adopters.
Difference between Business Analyst and Product Owner
Aspect Business analyst Product owner
Role focus Understand business Define, prioritize, and

needs, processes, and convey requirements for
requirements. the product.
Requirement gathering Gathers and documents Creates user stories and

detailed business defines product features.
requirements.
Problem solving Identifies problems, Drives the product vision,

inefficiencies, and strategy, and value
suggests improvements. proposition.
Communication Acts as a liaison between Collaborates with

business stakeholders and stakeholders, customers,
development teams. and the development team.
Documentation Creates documentation of Manages the product

business rules, workflows, backlog and maintains
and requirements. clear user stories.
Scope Definition Helps define the scope of Defines the scope of

projects based on business product features and
needs. enhancements.
Vision and strategy Focuses on specific project Has a holistic vision for the
or process improvements. product and its strategic
direction.
Backlog management Not typically responsible Manages and prioritizes

for managing a product the product backlog items.
backlog.
Prioritization Does not have a primary Prioritizes features based

role in prioritizing features. on business value, user
needs, and market trends.
Decision making Provides input but not Makes final decisions on

responsible for final product features,
product decisions. enhancements, and
priorities.
Iterative Development May or may not be Actively participates in

involved in iterative sprint planning, reviews,
development cycles. and retrospectives.
Collaboration Collaborates with business Collaborates closely with

stakeholders and stakeholders, customers,
development teams. and the development team.
Acceptance Ensures business Ensures user stories meet

requirements are met. acceptance criteria and
align with product vision.
Leadership and Strategy Focuses on tactical Focuses on strategic
solutions and leadership and product
improvements. direction.
Continuous improvement Contributes to process Incorporates user feedback

improvements and for ongoing product
business efficiency. enhancement.
A Priyanka Allaka Priyanka

Product Owner Hyderabad, India,
500086
9963303229
[email protected]
ㅡ
Experienced Product Owner with a successful track record of driving
Skills
product development and delivery in cross-functional Agile teams using Agile
development principles. Proficient in Scrum project management
methodologies, I excel in guiding teams through iterative development cycles
to ensure efficient and effective product releases. I am adept at utilizing
Excel/Google Sheets and PowerPoint to analyze data and create compelling
presentations that communicate product vision and strategy. Also, my skill
set includes crafting detailed user stories and creating comprehensive
product roadmaps that align with business objectives. I am highly proficient
in utilizing JIRA as a project management tool to facilitate seamless
collaboration, track progress, and ensure timely delivery. A strong problem
solver, I am dedicated to identifying challenges early and devising innovative
solutions to keep projects on track and my exceptional communication and
presentation skills enable me to clearly articulate complex concepts and
ideas to both technical and non-technical stakeholders. I am committed to
fostering open lines of communication within teams and across departments
to foster a collaborative and productive environment. With a keen eye for
detail and a passion for achieving excellence, I am eager to contribute my
expertise and leadership skills to a dynamic organization, driving products
from conception to successful market launch.
ㅡ
Experience Microsoft / Product Owner
Feb 2020 - PRESENT, Hyderabad
➢ Created user story acceptance criteria to get buy-in from
stakeholders and refined those stories with Scrum teams.
➢ Owned the planning and scheduling of two-week sprints and
articulated the product vision to engineering, resulting in hitting
98% of the product goals defined at the beginning of the year in
2021.
➢ Managed and re-prioritized the product backlog, resulting in coming
under budget by an average of 40 lakhs on projects.
➢ Directed vendor relationship and 30% of contracts, including
execution and financial payments.
Apple / Agile Product Owner

May 2018 - Jan 2020, Hyderabad
➢ Acted as the liaison between product, IT, and sales teams to
understand customer demand for new features and prioritize the
product roadmap.
➢ Owned the product roadmap and met 96% of all feature deadlines
by identifying and mitigating any engineering roadblocks.
➢ Developed 6 different user stories for a new subscription product,
leading to focused marketing copy and an ROI increase of 16%.
➢ Fostered open communication between executive stakeholders,

engineering, and marketing, resulting in a speed improvement of the
feature development life-cycle by 22% year over year.
➢ Led a team of 1 full-time employee and 3 contractors.
Google / Associate Product Owner

May 2016 - April 2018, Bangalore
➢ Assisted in backlog management, refining user stories and
maintaining clear acceptance criteria to ensure smooth
development processes.
➢ Collaborated with Scrum Masters to facilitate sprint planning,
backlog grooming, and sprint reviews, adhering to Agile
methodologies.
➢ Conducted user acceptance testing (UAT) and gathered feedback
from stakeholders to ensure product quality and alignment with
requirements.
➢ Supported the Product Owner in market research and competitive
analysis, contributing insights for strategic decision-making.
ㅡ
Certifications
➢ Agile Certified Practitioner (PMI-ACP)
➢ Certified Scrum Product Owner (CSPO)
ㅡ
Education JNTU Kakinada / B.Tech Civil Engineering
September 2010 - April 2014, Kakinada

Capstone Project 2

Uploaded by

Capstone Project 2

Uploaded by

1.

Individuals and Interactions Working Products

Customer Collaboration Responding to Feedback

BV: 500 CP: 02

User Story No: 2 Tasks: 2 Priority: Highest

BV: 500 CP: 02

View Order, Display List of orders in the tabular Form

BV: 500 CP: 02

Text Box to enter.

Business Rules: Within the radius of 5 km

User Story No: 4 Tasks: 2 Priority: Highest

BV: 500 CP: 3

Display payment modes, radio buttons to select

Business Rule. Can select only one payment mode

BV: 500 CP: 2

Register in the platform with the details

User Story No: 6 Tasks: 1 Priority:Low

1. Display delivery boy mobile number

User Story No: 8 Tasks: 2 Priority:Medium

BV: 100 CP: 2

BV: 200 CP: 3

User Story No: 10 Tasks: 3 Priority:High

BV: 200 CP: 3

BV: 100 CP: 3

User Story No: 12 Tasks: 2 Priority: High

BV: 200 CP: 2

BV: 200 CP: 2

User Story No: 14 Tasks: 2 Priority: High

BV: 200 CP: 2

BV: 200 CP: 2

User Story No: 16 Tasks: 1 Priority: High

BV: 200 CP: 2

BV: 200 CP: 2

User Story No: 18 Tasks: 1 Priority: High

BV: 200 CP: 2

BV: 200 CP: 2

User Story No: 19 Tasks: 1 Priority: High

BV: 200 CP: 2

BV: 200 CP: 2

BV: 200 CP: 2

BV: 200 CP: 2

User Story No:23 Tasks: 2 Priority: High

BV: 200 CP: 2

User Story No:24 Tasks: 1 Priority: Medium

BV: 100 CP: 4

BV: 100 CP: 4

User Story No:26 Tasks: 7 Priority: HIGH

BV: 200 CP: 4

BV: 200 CP: 4

BV: 200 CP: 4

BV: 200 CP: 4

BV: 200 CP: 4

User Story No:32 Tasks: 3 Priority: HIGH

BV: 200 CP: 4

BV: 200 CP: 4

User Story No:34 Tasks: 2 Priority: HIGH

BV: 200 CP: 4

1. Display delivery boy mobile number

User Story No: 36 Tasks: 2 Priority:Medium

BV: 100 CP: 2

BV: 200 CP: 2

BV: 200 CP: 2

BV: 100 CP: 3

User Story No:40 Tasks: 4 Priority: HIGH

BV: 100 CP: 3

​ As a customer, I want to see the live status of my order.

Real-Time Order Updates:

Order Location Tracking:

Estimated Delivery Time:

● The app should provide an accurate estimated time of delivery (ETA)

● Users should receive push notifications or in-app alerts for significant

Map Zoom and Interaction:

Delivery Status History:

Accuracy and Reliability:

● The real-time tracking information should be accurate and reliable,

● The real-time tracking feature should adhere to data privacy regulations

As a customer, I want to see the live status of my order.