Individuals and interactions over processes and toolsAGILE Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan Agile development methods focus rigorously on delivering business value early and continuously
WATERFALL AGILE Fixed Requirements Resources Time Value Plan Driven DrivenEstimated Resources Time Features
One of the criticisms of Analysis waterfall projects is that they Design tend to deliver what wasDevelopment originally requested in the Testing requirements document, not what the stakeholders discoverDeployment they actually need as theMaintenance project and system unfolds.
In the agile community, waterfall projects are sometimescompared to "fire and forget" weapons, for which youpainstakingly adjust a precise trajectory, press a fire button andhope for the best. Agile projects are likened to cruise missiles, capable ofcontinuous course correction as they fly and therefore much likelierto hit the targeted feature-set and date accurately.
Scrum is founded on empirical processcontrol theory or empiricism. Empiricism asserts that knowledgecomes from experience and making decisionsbased on what is known. Scrum employs an iterative, incrementalapproach to optimize predictability andcontrol risk. Three pillars uphold everyimplementation of empirical process control:transparency, inspection, and adaptation.
StrategyAgility is… Charter Funding Vision Release Estimation Release Plan Iteration Retrospective Iteration Daily Review Plan Acceptance Testing Standup Continuous Refactoring TDD Integration Collaboration Build Working Software
Holds the responsibility for maximizing the value of the product andthe work of the Development Team. Collects requirements from stakeholders and users. Sets priorities to the requirements by business value, risk, priority,and necessity and creates the Product Backlog. Manages the Product Backlog and is responsible for its content,availability, and ordering.
Holds the responsibility for ensuring that the Scrum theory,practices, and rules are understood and adhered to. Coaches the Development Team in self-organization and cross-functionality. Teaches and leads the Development Team to create high-valueproducts. Removes impediments to the Development Team’s progress. Facilitates Scrum events as requested or needed.
Hold the responsibility of developing and delivering a potentiallyreleasable Increment of “Done” product at the end of each Sprint. Organize and manage their own work. Report progress.
PRODUCT BACKLOG SPRINT BACKLOG INCREMENT
PRODUCT BACKLOG List of all features, functions, requirements, enhancementsand fixes that constitute the changes to be made to the productin future releases. Owned and managed by Product Owner Prioritized by business value Changes in business requirements, market conditions ortechnology may cause changes in the Product Backlog. Can change without affecting the active sprint.
SPRINT BACKLOG Set of Product Backlog items selected for the Sprint plus aplan for delivering the product Increment and realizing the SprintGoal Owned and managed by the Development Team At any point in time in a Sprint, the total work remaining inthe Sprint Backlog items can be summed & tracked using Burn-Down chart. Are not to be changed during the Sprint
INCREMENT Sum of all the Product Backlog items completed during aSprint and all previous Sprints. At the end of a Sprint, the new Increment must be “Done,”which means it must be in useable condition.
Sprint Planning MeetingThe team meets with the product owner to choose a set of work todeliver during a sprint
Sprint Planning Meeting Product Backlog Sprint Prioritization Select and declare Sprint Goal Team Capabilities Analyze and evaluate product backlog Select top most featuresBusiness Conditions Technology Sprint Planning Decide how to achieve Sprint goal Product Status Team decomposes selected features into Sprint Backlog Competition Estimate Sprint backlog in hours
The SprintTime Boxed effort Usually 2 weeks to 1 month long Can be longer or shorterDefined workload No changes once sprint begins If workload changes, sprint is restartedBegins with Sprint planning meetingInvolves Daily SCRUM, development, Product Backlog groomingEnds with demonstrable release
Daily SCRUMTime Boxed to 15 minutesRun by Scrum Master; Attended by allStakeholders usually do not speakTeam shares status and discuss issuesAnswer 3 questions What I did yesterday What I will do today What is on my wayTeam updates Sprint BacklogScrum Master updates impediments list
Sprint Review Time Boxed to 2 or 4 hours Run by Scrum Master; Attended by all Team demonstrates new functionality to the Product Owner andany other invited stakeholders Review if the Sprint goal was met Decide on what to do next
Sprint Retrospective Time Boxed to 1 or 2 hours Run by Scrum Master Attended by Team members and Product Owner Team discusses the just-concluded Sprint and determines whatcould be changed to improve the product and the process in thenext Sprint Team determines what do we want to stop doing? what do we want to keep doing? what do we want to start doing?
Sprint Planning Meeting 4 hours The Sprint 2 to 4 weeks Daily Scrum 15 minutes Sprint Review 2 or 4 hours Sprint Retrospective 1 or 2 hoursScrum meetings are time-boxed and occur on a regular schedule