1. Web App
1.1. BOSS
1.2. GA
1.2.1. Quản lý chung
1.2.1.1. Nhân viên
1.2.1.2. Bộ phận
1.2.1.2.1. Lịch làm việc của từng bộ phận
1.2.1.3. Nghỉ lễ
1.2.1.4. Lớp tiếng Nhật
1.2.1.4.1. Danh sách lớp
1.2.1.4.2. Thông tin chuyển lớp
1.2.1.5. Nghỉ phép
1.2.1.5.1. Hưởng lương
1.2.1.5.2. Không lương
1.2.1.6. Nghỉ chế độ
1.2.1.6.1. Nghị định 85
1.2.1.6.2. Nuôi con nhỏ
1.2.1.6.3. Nghỉ đám cưới, đám hỏi, ma chay
1.2.1.7. Đăng kí đi trễ, về sớm
1.2.1.8. Đăng kí thông tin khác
1.2.2. Quản lý chấm công
1.2.2.1. Danh sách dữ liệu thô
1.2.2.2. Danh sách dữ liệu đã xử lí
1.2.2.2.1. Đi trễ
1.2.2.2.2. Về sớm
1.2.2.2.3. Quên chấm
1.2.2.2.4. Đúng giờ
1.2.2.2.5. Tính số ngày công
1.2.3. Thiết lập
1.2.3.1. Nghỉ chế độ
1.2.3.2. Giờ làm bù sau khi học tiếng Nhật
1.2.3.3. Phân quyền
1.2.3.4. Thời gian trừ phép, lương
1.2.4. Thống kê
1.2.4.1. Danh sách người vắng nhiều nhất trong tháng/năm
1.2.4.2. Danh sách người vắng học tiếng Nhật nhiều nhất trong tháng/năm
1.2.4.3. Danh sách người đi làm đúng quy định trong tháng/năm
1.2.4.4. Danh sách người đi trễ nhiều nhất trong tháng/năm
1.2.4.5. Danh sách người về sớm nhiều nhất trong tháng/năm
1.2.5. Biểu đồ
1.2.5.1. Tình hình vắng học tiếng Nhật
1.2.5.2. Tình hình vắng của nhân viên
1.2.5.3. Tình hình đi trễ, về sớm của nhân viên trong năm
1.2.6. Thông tin chung
1.2.6.1. Về các chế độ của công ty
1.2.6.1.1. Nghỉ phép
1.2.6.1.2. Nghỉ sinh
1.2.6.1.3. Nghị định 85
1.2.6.1.4. Nuôi con nhỏ
1.2.6.1.5. Cưới hỏi, ma chay
1.2.6.2. Thông tin phần mềm
1.2.6.2.1. Mô tả công ty Brycen
1.2.6.2.2. Mô tả phần mềm
1.2.7. Thông tin cá nhân
1.2.7.1. Đi trễ
1.2.7.2. Về sớm
1.2.7.3. Quên chấm
1.2.7.4. Đúng giờ
1.2.7.5. Tính số ngày công
1.2.7.6. Vắng
1.2.7.7. Nghỉ phép
1.2.7.8. Nghỉ chế độ
1.3. Ngôn ngữ
1.3.1. Tiếng Việt
1.3.2. Tiếng Nhật
1.3.3. Tiếng Anh
1.4. Nhân viên
1.4.1. Quản lý chung
1.4.1.1. Nhân viên
1.4.1.2. Bộ phận
1.4.1.2.1. Lịch làm việc của từng bộ phận
1.4.1.3. Nghỉ lễ
1.4.1.4. Lớp tiếng Nhật
1.4.1.4.1. Danh sách lớp
1.4.1.4.2. Thông tin chuyển lớp
1.4.1.5. Nghỉ phép
1.4.1.5.1. Hưởng lương
1.4.1.5.2. Không lương
1.4.1.6. Nghỉ chế độ
1.4.1.6.1. Nghị định 85
1.4.1.6.2. Nuôi con nhỏ
1.4.1.6.3. Nghỉ đám cưới, đám hỏi, ma chay
1.4.1.7. Đăng kí đi trễ, về sớm
1.4.1.8. Đăng kí thông tin khác
1.4.2. Quản lý chấm công
1.4.2.1. Danh sách dữ liệu thô
1.4.2.2. Danh sách dữ liệu đã xử lí
1.4.2.2.1. Đi trễ
1.4.2.2.2. Về sớm
1.4.2.2.3. Quên chấm
1.4.2.2.4. Đúng giờ
1.4.2.2.5. Tính số ngày công
1.4.3. Thông tin chung
1.4.3.1. Về các chế độ của công ty
1.4.3.1.1. Nghỉ phép
1.4.3.1.2. Nghỉ sinh
1.4.3.1.3. Nghị định 85
1.4.3.1.4. Nuôi con nhỏ
1.4.3.1.5. Cưới hỏi, ma chay
1.4.3.2. Thông tin phần mềm
1.4.3.2.1. Mô tả công ty Brycen
1.4.3.2.2. Mô tả phần mềm
1.4.4. Thông tin cá nhân
1.4.4.1. Đi trễ
1.4.4.2. Về sớm
1.4.4.3. Quên chấm
1.4.4.4. Đúng giờ
1.4.4.5. Tính số ngày công
1.4.4.6. Vắng
1.4.4.7. Nghỉ phép
1.4.4.8. Nghỉ chế độ
1.4.5. Gửi phản hồi
2. Mobile App
3. Scrum
3.1. Scrum definition
3.1.1. Lightweight framework
3.1.2. Scrum require scrum master to foster an enviroment
3.1.2.1. PO orders the work in PB
3.1.2.2. ST turns a selection of the work into an Increment of value in during a Sprint
3.1.2.3. ST & stakeholders inspect the result and adjust for the next Sprint
3.1.2.4. Repeat
3.1.3. Ony define process, not detail
3.1.4. Guide relationship and interactions
3.2. Scrum theory
3.2.1. Empiricism
3.2.1.1. Experience
3.2.1.2. Make decisions based on what is observed
3.2.2. Lean thinking
3.2.2.1. Reduces waste
3.2.2.2. Focuses on the essentials
3.2.3. Iterative
3.2.4. Incremental approach to optimize predictability and control risk
3.2.5. Scrum combines 4 events
3.2.5.1. transparency
3.2.5.1.1. Emergent process and work must be visible: performing work person, receiving work person
3.2.5.1.2. Enabled inspection
3.2.5.2. inspection
3.2.5.2.1. frequently, diligently
3.2.5.2.2. Scrum provides cadence in the form of its five events
3.2.5.2.3. Enable adaptation
3.2.5.3. adaptation
3.2.5.3.1. The adjustment must be made as soon as possible to minimize further deviation
3.3. Scrum value
3.3.1. Commitment
3.3.1.1. ST commits to achieving its and to supporting each other
3.3.2. Focus
3.3.2.1. Their focus is on the work of Sprint to make the best possible process toward these goals
3.3.3. Openness
3.3.3.1. ST and its stakeholders are open about the work and the challenges
3.3.4. Respect
3.3.4.1. ST members respect each other to be capable, independent people, are respected from others
3.3.5. Courage
3.3.5.1. Courage to do right thing, to work on touch problems
3.4. Scrum Team
3.4.1. Fundamental unit of Scrum is a scrum team
3.4.2. Consists
3.4.2.1. Product Owner
3.4.2.1.1. Accountable for
3.4.2.1.2. Product Backlog management, which includes
3.4.2.1.3. May do above work or delegate the responsibility to others
3.4.2.1.4. Entire organization must respect their decisions
3.4.2.1.5. The PO is one person, not a commitee
3.4.2.1.6. If you want to change content, please convince PO
3.4.2.2. Scrum master
3.4.2.2.1. Accountable for establishing Scrum as defined in the Scrum Guide
3.4.2.2.2. Helping everyone understand Scrum theory and practice(ST & organization
3.4.2.2.3. Accountable for Scrum Team's effectiveness
3.4.2.2.4. True leaders who serve the Scrum Team and the larger organization
3.4.2.2.5. Servers the Scrum Team in serverals ways
3.4.2.2.6. Serves Product Owner in serverals ways
3.4.2.2.7. Serves Organization in serverals ways
3.4.2.3. Developers
3.4.2.3.1. Committed to creating any aspect of a usable Increment each Sprint
3.4.2.3.2. Accountable for
3.4.3. No sub-teams or hierarchies
3.4.4. A cohesive unit of professionals focused on one objective at a time, the Product Goal
3.4.5. Cross-functional: members have all the skills necessary to create value each Sprint
3.4.6. Self-managing: the internally decide who does that, when, and how
3.4.7. Small enough to remain nimble and large enough to complete significant work within a Sprint
3.4.7.1. Should: <= 10 people
3.4.7.2. If not, consider reorganizing into other scrum
3.4.7.2.1. Each focused on sameproduct: same Product Goal, Product Backlog, Product Owner
3.5. Scrum Event
3.5.1. The Sprint is a container for all other events
3.5.2. Each event is formal inspect and adapt Scrum artifacts
3.5.3. These event are specifically designed to enable the transparency required
3.5.4. Events are used in Scrum to create regularity and to minimize the need for meetings not defined in Scrum
3.6. Sprint
3.6.1. Sprint are heartbeat of Scrum, where ideas are turned into value
3.6.2. One month or less to create consistency
3.6.3. A new Sprint starts immediately after the conclusion of the previous Sprint
3.6.4. All the work to achieve the Product Goal: Sprint Planning, Daily Scrums, Sprint Review, Sprint Retrospective, happen within Sprints
3.6.5. During the Sprint
3.6.5.1. No changes are made that would endanger the Sprint Goal
3.6.5.2. Quality does not decrease
3.6.5.3. Product Backlog is refined as needed
3.6.5.4. Scope may be clarified and renegotiated with the Product Owner as more is learned
3.6.6. Sprint enable predictability by ensuring inspection and adaptation of progress toward a Product Goal as least 1 month
3.6.7. Various practices exist to forecast progress
3.6.7.1. Burn-downs
3.6.7.2. Burn-ups
3.6.7.3. Cumulative flows
3.6.8. In complex enviroment, unknown future, so using past to decision making
3.6.9. Sprint could be cancelled if the sprint goal becomes obsolete
3.6.10. Only the Product Owner has the authority to cancel sprint
3.7. Sprint Planning
3.7.1. Init Sprint
3.7.2. This resulting plan is created by the collaborative work of the entire ST
3.7.3. PO ensures that attendees are prepared to discuss the most important Product Backlog items and how they map to the Product Goal
3.7.4. ST may also invite other people to receiving advice
3.7.5. Topic 1: Why is this Sprint valuable
3.7.5.1. The PO proposes how the product could increase its value and utility in the current Sprint
3.7.5.2. The whole Scrum collaborates to define a Sprint Goal
3.7.5.3. Sprint Goal must be finalized prior to the end of Sprint Planning
3.7.6. Topic 2: What can be Done this Sprint
3.7.6.1. Through discuss with PO, Developers select items from Product Backlog to include in the current Sprint.
3.7.6.2. The Scrum Team may refine these item during this process, which increases understanding and confidence
3.7.6.3. Developers know about their pass performance, their upcoming capacity, more confident they will be in their Sprint forecasts
3.7.7. Topic 3: How will the chosen work get done
3.7.7.1. For each Product Backlog, The Developer plan the work necessary to create an Increment that meets the Definition of Done
3.7.7.2. Decomposing Product Backlog items into smaller work of oneday or less
3.7.7.3. How this is done is at sole discretion of the Developers
3.7.7.4. Sprint Goal: Product backlog is selected for the Sprint, plus the plan for delivering them are together referred to as the Sprint backlog
3.7.7.5. Sprint Planning is time boxed to a maximum of 8h for a one-month Sprint.
3.8. Daily Scrum
3.8.1. Inspect progress toward Sprint Goal and adapt the Sprint Backlog as necessary, adjusting the upcoming planned work
3.8.2. 15 minutes
3.8.3. Same time & place every working day of the Sprint
3.8.4. If PO or SM are actively working on items in the Sprint Backlog, the participate as Developers
3.8.5. Developers can select whatever structure and techniques they want
3.8.5.1. as long as their Daily Scrum focuses on progress toward the Sprint Goal and produces an actionable plan for the next day of work
3.8.5.2. Create focus and improves seft-management
3.8.6. Improve communications, identify impediments, promote quick decision-making, and consequently eliminate the need for other meetings
3.8.7. Daily Scrum is not the only time Developers are allowed to adjust their plan
3.8.7.1. Can meet when have problem
3.8.7.2. Can meet to adapting or re-planning the rest of the Sprint's work
3.9. Sprint Review
3.9.1. Inspect the outcome of the Sprint
3.9.2. Determine future adaptations
3.9.3. ST present the results of their work to key stakeholders and progress toward the Product Goal is discussed
3.9.4. ST & stakeholders review what was accomplished in the Sprint & what has change in their environment
3.9.5. Attendees collaborate on what to do next
3.9.6. Product Backlog may also be adjusted to meet new opportunities
3.9.7. Sprint review is a working session and ST should avoid limiting it to a presentation
3.9.8. Is the second to last event of the Sprint
3.9.9. 4h for one-month Sprint
3.10. Sprint Retrospective
3.10.1. To plan ways to increase quality and effectiveness
3.10.2. The ST inspects how the last Sprint went with regards to individuals, interactions, processes, tools, and their Definition of Done
3.10.3. Inspected elements often vary with the domain of work
3.10.4. Assumptions that led them astray are identified and their origins explored
3.10.4.1. Show problem
3.10.4.1.1. Why wrong
3.10.4.2. Show beauty
3.10.4.2.1. Why beauty
3.10.5. Identifies the most helpful changes to improve its effectiveness
3.10.5.1. The most impactful improvement are addressed as soon as possible
3.10.5.1.1. Add to Sprint Backlog for the next Sprint
3.10.6. Concludes the Sprint
3.10.7. 3h for one-month Sprint
3.11. Scrum Artifacts
3.11.1. Represent work or value
3.11.2. They are designed to maximize transparency of key information
3.11.2.1. Everyone inspecting them has them the same basis for adaptation
3.11.3. Each Artifact contains a commitment to ensure it provides infor that enhances transparency and focus against which progress can be measured:
3.11.3.1. For the Product backlog: Product Goal
3.11.3.2. For the Sprint backlog: Sprint Goal
3.11.3.3. For the Increment: Define of Done
3.12. Product Backlog
3.12.1. In an emergent, ordered list of what is needed to improve the product
3.12.2. This is single source of work undertaken by the Scrum Team
3.12.3. Product Backlog item that can be Done by ST within one Sprint are deems ready for selection in a Sprint Planning event
3.12.4. PB refinement is the act of breaking down and further defining PB into smaller
3.12.4.1. This is an ongoing activity to add detais
3.12.4.1.1. Description, order, size
3.12.4.1.2. Attributes often vary with the domain of work
3.12.5. Developers who will be doing the work are responsible for the sizing
3.12.5.1. PO may influence the Developers by helping them understand and select trade-offs
3.12.6. Commitment: Product Goal
3.12.6.1. Product Goal describes a future state of the product which can serve as a target for the ST to plan against
3.12.6.2. Product Goal is in the Product Backlog
3.12.6.3. The rest of the Product Backlog emerges to defines "What" will fulfill the Product Goal
3.12.6.4. Product Goal is the long-term objective for Scrum Team.
3.12.6.4.1. The must fulfill(or abandon) one object before taking on the next
3.13. Sprint backlog
3.13.1. Sprint Backlog is composed of the Sprint Goal(why)
3.13.1.1. The set of Product Backlog items selected for the Sprint(what)
3.13.1.1.1. as well as an actionable plan for delivering the Increment(how)
3.13.2. Sprint Backlog is a plan by and for the Developers
3.13.2.1. It is highly visible, real-time picture of the work that the Developers plan to accomplish during Sprint in order to achieve the Sprint Goal
3.13.2.2. Should enough detail that they can inspect their progress in the Daily Scrum
3.13.3. Commitment: Sprint Goal
3.13.3.1. Single object for the Sprint
3.13.3.2. Commitment by the Developers
3.13.3.3. The Sprint Goal also creates coherence and focus, encouraging the ST to work together rather than on separate initiatives
3.13.3.4. Sprint Goal is created during the Sprint planning event and then added to the Sprint Backlog
3.13.3.5. If work turn out to be different than they expected, they collaborate with PO to negotiate the scope of Sprint Goal within Sprint without affecting the Sprint Goal
3.14. Increment
3.14.1. An Increment is a concrete stepping stone toward the Product Goal
3.14.2. Each Increment is additive to all prior Increment and thoroughly verified
3.14.2.1. Ensuring that all increments work together
3.14.2.2. In order to provide value, the Increment must be usable
3.14.3. Multiple Increments may be created within a Sprint
3.14.4. The sum of the Increments is presented at the Sprint Review thus supporting empiricism
3.14.4.1. An Increment may be delivered to stakeholders prior to the end of the Sprint
3.14.4.2. The Sprint Review should never be considered a gate to releasing value
3.14.5. Work cannot be considered part of an Increment unless it meets the Definition of Done
3.14.6. Commitment: Definition of Done
3.14.6.1. DoD is a formal description of the state of the Increment when it meets the quality measures required for the product
3.14.6.2. The moment a Product Backlog item meets the Definition of Done, an Increment is born
3.14.6.3. The DoD creates transparency by providing every a shared understanding of what work was completed as part of the Increment
3.14.6.4. If DoD for an Increment is part of the organization, all ST must follow it as a minimum.
3.14.6.5. If DoD is not an organization standard, the ST must create a DoD appropriate for the product
3.14.6.6. The Developer are required to conform to the DoD
3.14.6.7. If there are multiple ST working together on a product, they must mutually define and comply with same DoD