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Structured Agile Project                 Management Processes                         Hiren R. Doshi                  hire...
Introductions Over 17 years of corporate Software Development  experience Owner, Agile Coach and Consultant @  PracticeA...
Agenda Traditional Software Development Methodology Agile Manifesto & Principles Scrum Framework Case Study Overlayin...
Traditional SDLC © 2011 PracticeAgile
© 2011 PracticeAgile
Traditional SDLC Commonly known as  “Waterfall” Detailed requirement  gathering, Designing,  Implementing, Testing and  ...
Pros of traditional SDLC process Clear project objectives Stable project requirements Progress of system is measurable...
Challenges with SDLC Late changing requirements are not welcome All requirement have to be generated upfront Difficult ...
Agile Adoption                        VersionOne -2010 State of Agile Development Survey Results © 2011 PracticeAgile
VersionOne -2010 State of Agile Development Survey Results    © 2011 PracticeAgile
VersionOne -2010 State of Agile Development Survey Results© 2011 PracticeAgile
Agile Methodology Iterative way of development producing incremental delivery  of working software in time-boxed interval...
How is Agile different from Traditionalapproaches? The paradigm shift                        © Hiren Doshi - PracticeAgile...
Traditional vs Agile Feedback                        © Hiren Doshi - PracticeAgile © 2011 PracticeAgile
The Agile Manifesto (Agile Values)          Individuals and            Interactions    Over   Processes and Tools         ...
12 Principles of the Agile Manifesto     1. Satisfy the customer through early and        continuous delivery     2. Welco...
12 Principles of the Agile Manifestocont..7. Working software is the primary measure of    progress8. Maintain constant pa...
Agile is Mainstream!                        VersionOne -2010 State of Agile Development Survey Results © 2011 PracticeAgile
Scrum© Hiren Doshi - PracticeAgile
Scrum                                                 Daily StandupProduct Owner               The Team                   ...
Avoid miniature waterfalls       Rather than doing all of one            thing at a time...                               ...
The sprint should look like …                                     Sprint 1           Analysis Analysis Analysis Analysis A...
VersionOne -2010 State of Agile Development Survey Results© 2011 PracticeAgile
Barriers to further Agile Adoption © 2011 PracticeAgile   VersionOne -2010 State of Agile Development Survey Results
Greatest concern about Adopting Agile © 2011 PracticeAgile   VersionOne -2010 State of Agile Development Survey Results
Agile techniques employed © 2011 PracticeAgile   VersionOne -2010 State of Agile Development Survey Results
© 2011 PracticeAgileVersionOne -2010 State of Agile Development Survey Results
© 2011 PracticeAgile   VersionOne -2010 State of Agile Development Survey Results
Case Study: Transitioning 150+ team toAgile Transformation• The reason to move to Agile• Approach• Cultural Changes• Recru...
Structured Agile Project                 Management Processes                                Hiren R Doshi                ...
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Agile Talk at CSI Chapter, Mumbai

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Transcript of "Agile Talk at CSI Chapter, Mumbai"

  1. 1. Structured Agile Project Management Processes Hiren R. Doshi hirendoshi@practiceagile.com© 2011 PracticeAgile
  2. 2. Introductions Over 17 years of corporate Software Development experience Owner, Agile Coach and Consultant @ PracticeAgile.com Active blogger on www.practiceagile.com Certifications - PMP, CSP, CSM, Lean Six Sigma Green Belt M.S Computer Science, UMASShirendoshi@practiceagile.comCell: +91 9619322001LinkedIn: http://in.linkedin.com/in/doshih © 2011 PracticeAgile
  3. 3. Agenda Traditional Software Development Methodology Agile Manifesto & Principles Scrum Framework Case Study Overlaying CMMI on Agile Practices © Hiren Doshi - PracticeAgile © 2011 PracticeAgile
  4. 4. Traditional SDLC © 2011 PracticeAgile
  5. 5. © 2011 PracticeAgile
  6. 6. Traditional SDLC Commonly known as “Waterfall” Detailed requirement gathering, Designing, Implementing, Testing and Deploying. Follow a well defined documented process It’s supremely logical – think before you build, document everything, follow the plan. © 2011 PracticeAgile
  7. 7. Pros of traditional SDLC process Clear project objectives Stable project requirements Progress of system is measurable Strict sign-off at each stage Well Documented process, follows checkpoint model. PRD, SRS, High level design, Test Plan, Test cases, Documentation © 2011 PracticeAgile
  8. 8. Challenges with SDLC Late changing requirements are not welcome All requirement have to be generated upfront Difficult to keep up with the competition Integration errors which can result in unpredictable process. Growing defect backlog Manual and Regression testing © 2011 PracticeAgile
  9. 9. Agile Adoption VersionOne -2010 State of Agile Development Survey Results © 2011 PracticeAgile
  10. 10. VersionOne -2010 State of Agile Development Survey Results © 2011 PracticeAgile
  11. 11. VersionOne -2010 State of Agile Development Survey Results© 2011 PracticeAgile
  12. 12. Agile Methodology Iterative way of development producing incremental delivery of working software in time-boxed interval of 2 to 4 weeks Iteration Iteration Iteration Iteration 1 2 3 n Is primarily a mechanism for continuous feedback from customers to successively refine and deliver a software system. © Hiren Doshi - PracticeAgile © 2011 PracticeAgile
  13. 13. How is Agile different from Traditionalapproaches? The paradigm shift © Hiren Doshi - PracticeAgile Source: www.dsdm.org © 2011 PracticeAgile
  14. 14. Traditional vs Agile Feedback © Hiren Doshi - PracticeAgile © 2011 PracticeAgile
  15. 15. The Agile Manifesto (Agile Values) Individuals and Interactions Over Processes and Tools Comprehensive Working Software Over Documentation Customer Over Contract negotiation Collaboration Responding to Over Following a plan change © 2011 PracticeAgile
  16. 16. 12 Principles of the Agile Manifesto 1. Satisfy the customer through early and continuous delivery 2. Welcome changing requirements, even late in development 3. Deliver working software frequently 4. Business people and developers work together daily 5. Build projects around motivated individuals 6. Convey information via face-to-face conversation © 2011 PracticeAgile
  17. 17. 12 Principles of the Agile Manifestocont..7. Working software is the primary measure of progress8. Maintain constant pace indefinitely9. Give continuous attention to technical excellence10. Simplify: maximizing the amount of work not done11. Teams self-organize12. Teams retrospect and tune behavior - Inspect & Adapt © 2011 PracticeAgile
  18. 18. Agile is Mainstream! VersionOne -2010 State of Agile Development Survey Results © 2011 PracticeAgile
  19. 19. Scrum© Hiren Doshi - PracticeAgile
  20. 20. Scrum Daily StandupProduct Owner The Team Sprint Demo Sprint Goal 2 to 4 Weeks Login Sprint Backlog Order InventoryProduct Backlog Scrum Master Reporting Sprint Retrospective © 2011 PracticeAgile
  21. 21. Avoid miniature waterfalls Rather than doing all of one thing at a time... ...Scrum teams do a little of everything all the timeSource: “The New New Product Development Game” by Takeuchiand Nonaka. Harvard Business Review, January 1986. © 2011 PracticeAgile
  22. 22. The sprint should look like … Sprint 1 Analysis Analysis Analysis Analysis Analysis Analysis Analysis Design Design Design Design Design Design Design Dev Dev Dev Dev Dev Dev Dev Deploy Deploy Deploy Deploy Deploy Deploy Deploy Testing Testing Testing Testing Testing Testing Testing Rapid cycle – minimal testing lag © 2011 PracticeAgile
  23. 23. VersionOne -2010 State of Agile Development Survey Results© 2011 PracticeAgile
  24. 24. Barriers to further Agile Adoption © 2011 PracticeAgile VersionOne -2010 State of Agile Development Survey Results
  25. 25. Greatest concern about Adopting Agile © 2011 PracticeAgile VersionOne -2010 State of Agile Development Survey Results
  26. 26. Agile techniques employed © 2011 PracticeAgile VersionOne -2010 State of Agile Development Survey Results
  27. 27. © 2011 PracticeAgileVersionOne -2010 State of Agile Development Survey Results
  28. 28. © 2011 PracticeAgile VersionOne -2010 State of Agile Development Survey Results
  29. 29. Case Study: Transitioning 150+ team toAgile Transformation• The reason to move to Agile• Approach• Cultural Changes• Recruiting Specialists• Investment in Hardware, Software, Tools• Training & Roll-out.• Scrum of Scrums © 2011 PracticeAgile
  30. 30. Structured Agile Project Management Processes Hiren R Doshi Enterprise Agile / Scrum Coach hirendoshi@practiceagile.com Cell - +91 9619322001 © Hiren Doshi - PracticeAgile© 2011 PracticeAgile
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