Agile vs Waterfall Project management

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The basics of Agile and Waterfall Project management methodologies. Description when each approach can be applied.

Advices How to create a Product backlog and how to colect requirements. Sprint planning, Burndown chart, Demonstration, Retrospective, Tasks board examples.

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  • In February 2001, 17 software developers met at the one resort, to discuss lightweight development methods. They published the Manifesto for Agile Software Development to define the approach now known as agile software development. Some of the manifesto's authors formed the Agile Alliance, a nonprofit organization that promotes software development according to the manifesto's principles.The Agile Manifesto reads, in its entirety, as follows:We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.[1]
  • In rugby football, a scrum refers to the manner of restarting the game after a minor infraction. In rugby, one team needs to cover a variety of responsibilities. This team works towards a common goal, continuously, in parallel, and under circumstances that could, and do, change rapidly. In rugby, the Scrum team needs to cover ground together. The clock never stops, teams never switch sides, and the ball can only be thrown backwards or sideways, forcing the team to move together in a line across the field.
  • Agile vs Waterfall Project management

    1. 1. ABOUT ME KOSTIANTYN TREFIAK CERTIFIED PROJECT MANAGER, PMP PRODUCT OWNER BUSINESS ANALYST CMS/WEB 2.0/E-COMMERCE E-MAIL: KOSTIANTYN.TREFIAK@GMAIL.COM
    2. 2. WATERFALL MODEL THE WATERFALL MODEL IS A SEQUENTIAL DESIGN PROCESS Testing and Build Maintenance System design Development Requirements
    3. 3. WATERFALL ARTIFACTS WATERFALL PROCESS REQUIRES TONS OF DOCS! Software requirement specification Software architecture document Software QA Plan Test results report
    4. 4. PLANNING AND SYSTEM DESIGN TAKES A LOT OF EFFORT AND TIME Requirements Architecture and design Development Testing Build 2013 2013 2014 2015 2016
    5. 5. CHANGE REQUESTS MAY OCCUR DURING LATE PHASES Requirements Architecture design Development Testing Build 2013 2013 2013 2014 2015
    6. 6. CHANGES HAVE SIGNIFICANT IMPACT ON PROJECT SUCCESS EACH DOCUMENT MIGHT BE CHANGED
    7. 7. IT’S HARD TO MAKE DECISIONS ON THE LATE PHASES Meet customer needs Meet project terms
    8. 8. WATERFALL CAN BE APPLIED IN EXTREMELY DIFFICULT PROJECTS NUCLEAR POWER PLANT, SPACE SHIPS, MEDICINE
    9. 9. AND IN SMALL PROJECTS AS WELL
    10. 10. EXAMPLE CREATE A SIMPLE WEB-SITE IN MS PROJECT SOFTWARE
    11. 11. AGILE MANIFESTO • INDIVIDUALS AND INTERACTIONS OVER PROCESSES AND TOOLS • WORKING SOFTWARE OVER COMPREHENSIVE DOCUMENTATION • CUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION • RESPONDING TO CHANGE OVER FOLLOWING A PLAN
    12. 12. WHAT IS AGILE PM? AGILE SOFTWARE DEVELOPMENT IS A GROUP OF SOFTWARE DEVELOPMENT METHODS BASED ON ITERATIVE AND INCREMENTAL DEVELOPMENT
    13. 13. INCREMENTAL DEVELOPMENT A SHIPPABLE SOFTWARE AFTER EACH ITERATION
    14. 14. SCRUM - AGILE SOFTWARE DEVELOPMENT METHODOLOGY
    15. 15. THE MAIN AGILE ARTIFACTS Product backlog Sprint backlog Sprint demonstration Retrospective
    16. 16. SCRUM KEY ROLES
    17. 17. PRODUCT BACKLOG - IS AN ORDERED LIST OF "REQUIREMENTS" THAT IS MAINTAINED FOR A PRODUCT
    18. 18. REQUIREMENTS TYPES • THEME - IS A COLLECTION OF USER STORIES • EPIC - IS JUST A LABEL WE APPLY TO A LARGE STORY • USER STORY - IS SIMPLY SOMETHING A USER WANTS
    19. 19. USER STORY EXAMPLE: • AS A CUSTOMER I WANT TO ADD A PRODUCT IN CART • AS A CUSTOMER I WANT TO PAY VIA PAYPAL • AS A CUSTOMER I WANT TO HAVE DHL SHIPPING OPTION • AS A CUSTOMER I WANT TO ADD ITEMS IN WISH LIST • AS A SALES PERSON I WANT TO SEE THE MOST POPULAR ITEMS IN WISH LISTS
    20. 20. HOW TO CREATE A PRODUCT BACKLOG Workshop Interview Questionnaire Prototyping Observation
    21. 21. TIPS AND TRICKS • FOCUS ON WIDE RANGE RATHER ON DEEP ANALYSIS • ENSURE THAT PRODUCT BACKLOG COVERS ALL APPLICATION • DON’T FORGET ABOUT NON-FUNCTIONAL REQUIREMENTS • PERFORMANCE • QUALITY • SCALABILITY
    22. 22. PRIORITIZE BACKLOG M.O.S.C.O.W FEATURE BUYING BUSINESS VALUE BASED TECHNOLOGY RISK BASED WALKING SKELETON
    23. 23. M.O.S.C.O.W Must haveM Should haveS Could haveC Won’t have this timeW
    24. 24. USER STORY DETALIZATION SMALL AND DETAILED STORIES ON THE TOP LARGE SIZE AND ROUGH STORIES ON THE BOTTOM
    25. 25. USER STORIES DETALIZATION LEVEL • ACCEPTANCE TESTS • USE CASES • PROTOTYPES • VISUALIZATION
    26. 26. THE PRODUCT BACKLOG EXAMPLE:
    27. 27. ACCEPTANCE TEST EXAMPLE: AS A USER I CAN REQUEST MY PASSWORD RECOVERY ACCEPTANCE TESTS: 1. ERROR MESSAGE WHEN USER IS NOT FOUND 2. ERROR MESSAGE WHEN USER NAME HAS IMPROPRIATE SYMBOLS 3. IF I ENTER VALID E-MAIL OR USER NAME – THE MAIL WITH PASSWORD RECOVERY LINK IS SENT 4. THE LINK ON THE EMAIL ADDRESS REFERS ON A PASSWORD RECOVERY PAGE (SEPARATE US)
    28. 28. SPRINT AN ITERATION OF WORK DURING WHICH AN INCREMENT OF PRODUCT FUNCTIONALITY IS IMPLEMENTED. DURATION 2-4 WEEKS
    29. 29. SPRINT PLANNING
    30. 30. DON’T FORGET TO SET SPRINT GOALS!
    31. 31. TEAM VELOCITY IS HOW MUCH PRODUCT BACKLOG EFFORT A TEAM CAN HANDLE IN ONE SPRINT. CAN BE MEASURED BY: • STORY POINTS • IDEAL MEN DAYS • US AMOUNT THE BEST METHOD TO ESTIMATE VELOCITY IS BASED ON PREVIOUS ITERATIONS VELOCITY
    32. 32. VELOCITY BASED APPROACH • TEAM ESTIMATE IT’S VELOCITY • FEATURES WITH THE HIGHEST PRIORITY IS DISCUSSED AND ESTIMATED • THE PROCEDURE GO ON UNTIL SPRINT BACKLOG IS FULFILLED
    33. 33. SPRINT PLANNING ATTENDEES • PRODUCT OWNER • SCRUM MASTER • TEAM
    34. 34. USER STORY ESTIMATION TECHNIQUES • PLANNING POKER • TEAM ESTIMATION GAME
    35. 35. PLANNING POKER
    36. 36. PLANNING POKER RULES • PRODUCT OWNER READ USER STORY AND ACCEPTANCE TESTS • TEAM IS ASKING QUESTION AND SPLIT US TO TASKS • IF EVERYTHING IS CLEAR TEAM SHOW ESTIMATION CARDS • IF VARIANCE BETWEEN ESTIMATES IS TOO BIG , SCRUM MASTER ASKS WHY IT HAPPENED • GAME IS REPEATED
    37. 37. TEAM ESTIMATION GAME
    38. 38. DAILY SCRUM MEETINGS 3 QUESTIONS TO ASK: • WHAT DID I ACCOMPLISH YESTERDAY? • WHAT WILL I DO TODAY? • WHAT OBSTACLES ARE IMPEDING MY PROGRESS?
    39. 39. SCRUM BOARD
    40. 40. REAL ONE
    41. 41. SCRUM BURNDOWN CHART
    42. 42. WE ARE LATE!
    43. 43. WE ARE UNDER SCHEDULE
    44. 44. DEMONSTRATION • EVERYBODY IS WELCOME • TEAM MEMBER DEMONSTRATES US DVELOPED BY HIMSELF • CUSTOMER ACCEPT A PRODUCT
    45. 45. MEASURE FOCUS FACTOR FOCUS FACTOR = ACTUAL VELOCITY / CAPACITY CAPACITY = TEAM MEMBERS AMOUNT X 40 HOURS X WEEKS AMOUNT
    46. 46. RETROSPECTIVE MEETING
    47. 47. SELECT 2-5 THE MOST IMPORTANT IMPROVEMENTS • SET RESPONSIBLE PERSON PER EACH ONE • PUT IMPROVEMENTS ON THE NEXT TASK BOARD • DON’T FORGET TO INCLUDE ESTIMATES IN THE NEXT SPRINT PLANNING
    48. 48. QUESTIONS?

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