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Agile series - About Agile
 

Agile series - About Agile

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This presentation is part of the series of Agile presentations shared as part of the Agile training, workshops and coaching. Focus is on providing wholesome information about using Agile beyond the ...

This presentation is part of the series of Agile presentations shared as part of the Agile training, workshops and coaching. Focus is on providing wholesome information about using Agile beyond the skeleton frameworks.

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    Agile series - About Agile Agile series - About Agile Presentation Transcript

    • Agile Series – Agile Durgaprasad B. R Flow, Value, Feedback, Collaboration -
    • -
    • Scrum Product Owners Test Automation Lean Scrumban Scrum Master/ Project Manager Continuous Integration/ Deployment Web Application Development Lean Software Development Kanban XP/ Engineering Continuous Improvement Embedded Applications Agile HR Practices Agile Leadership Program Governance Coaching Legacy Systems Verification Projects Technical Support Agile Offshoring Agile Development Projects Sustenance Projects Practices -
    • Backlog 1. 2. 3. Agile Manifesto and Principles Being Agile Agile Methods -
    • Why Agile ? FUNDAMENTAL CHANGE or INCREASED ATTENTION TO FUNDAMENTALS ? -
    • Agile Timestamp 1970, Waterfall by Winston Royce 1995, Scrum by Ken Schwaber & Jeff Sutherlan d 1984, Borland’s Software Craftsman Approach 1986, iterative development HBR paper by Takeuchi and Nonaka 1994, DSDM (Dynamic Software Development Methodology) 1998, FDD by Jeff De luca 1997, Crystal Methodolo gies, Cockburn 2011, Declaratio n of Independ ence 2000, Extreme Programmin g, Beck 2000, Adaptive Software Development, Highsmith 2001, Agile Manifesto -
    • Signatories for Agile Manifesto Scrum: Crystal Clear: Mike Beedle Alistair Cockburn Ken Schwaber Jeff Sutherland Adaptive Software Development Jim Highsmith XP: Kent Back (TDD, Worked with Daimler Chrysler AG) Ward Cunningham Author/Consultants: James Grenning (Planning Poker) Martin Fowler (Continuous Integration) John Korn Ron Jeffries DSDM (Europe) Arie Van Bennekum Andrew Hunt Brian Murick Robert C Martin (Agile Alliance, Clean Code) Steve Mellor (UML, Model Driven Architecture) Dave Thomas -
    • Agile Manifesto 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. -
    • Others who joined the bandwagon Kanban: David J Anderson Scrum Mike Cohn (Scrum Alliance) The Lean Startup Eric Ries Others: Jurgen Appelo Ron Jeffreis (XP) Craig Larman (Agile Modeling) Scott Amber (Disciplined Agile Delivery) Ester Derby (Agile Organization, teams) Roman Pichler (Scrum) Israel Gat Lyssa Adkins (Agile Coaching) James Shore (Agile Development, Test Driven Development) Henrik Kniberg (Scrum, Kanban) Lean Software Development Mary Poppendick -
    • Agile Manifesto & Quality Agile manifesto does not mention about quality. But, it is an implied understanding that without quality Agile will not succeed. Excessive bugs /poor quality is a hurdle for any software methodology. -
    • Agile Manifesto 1. Individuals and interactions over processes and tools • • • • • • As per COCOMO estimation model, difference between the best people making software compared to software and tools is a factor of 10:1 Most of the activities are done by people and not tools Motivated team outperforms unmotivated super star team Free the team from interruptions and improve collaboration Good work life balance. Happy teams outperform overworked team Allow teams to generate ideas. Ideas generated by the team does not need to be sold back to the team -
    • Agile Manifesto 2. Working software over comprehensive documentation • • • • • Get early feedback and avoid going too far down the wrong track Avoid upfront requirement document, detailed design, test plan, test cases for requirements which are hazy and may change or get dropped Don’t document things till things are clear and required Documents don’t need to be comprehensive. They may be any form – document, mind map, flowchart, commented code Good Working software is the measure of the success, not just documents, status reports -
    • Agile Manifesto 3. Customer collaboration over contract negotiation • • • Need to be flexible and focus on getting things done than be punitive about things not done Build working relationship that helps all to addresses the changing needs as the context and time changes Don’t take rigid stand on commitments done when things were unknown -
    • Agile Manifesto 4. Responding to change over following a plan • • • • Focus on continuous planning than a fixed plan Responding to change includes continuous planning to accommodate change and prioritizing work items Agile keeps cost and schedule fixed and scope flexible Trade changes with lower priority work items in the backlog -
    • Agile Principles 1. 2. 3. 4. 5. Our highest priority is to satisfy the customers through early and continuous delivery of valuable software Welcome changing requirements, even late in development. Agile process harness change for the customers competitive advantage Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale Business people and developers must work together daily throughout the project Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done -
    • Agile Principles 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation 7. Working software is the primary measure of progress 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely 9. Continuous attention to technical excellence and good design enhances agility 10. Simplicity – the art of maximizing the amount of work not done – is essential -
    • Agile Principles 11. The best architectures, requirements, and designs emerge from self-organizing teams 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly -
    • Declaration of Independence (DOI) • • In 2005, Cofounders of Agile Leadership Network (ALN) created a DOI DOI focuses on the project management side of agile projects. DOI is aimed at leaders. -
    • Declaration of Independence (DOI) Agile and adaptive approaches for linking people, projects and value We are a community of project leaders that are highly successful at delivering results. To achieve these results: • We increase return on investment by making continuous flow of value our focus • We deliver reliable results by engaging customers in frequent interactions and shared ownership • We expect uncertainty and manage for it through iterations, anticipation, and adaptation • We unleash creativity and innovation by recognizing that individuals are the ultimate source of value and creating an environment where thy can make a difference • We boost performance through group accountability for results and shared responsibility for team effectiveness • We improve effectiveness and reliability through situationally specific strategies, processes and practices -
    • Backlog 1. 2. 3. Agile Manifesto and Principles Being Agile Agile Methods -
    • Being Agile Method Tools & Best Practices Mindset Being Agile User Stories, Product Backlog Empowered Team Pair Programming Self Organizing Team Flow, Display Boards Collaboration Metaphors Transparency Coding Standards Servant Leadership Test Automation Commitment Continuous Integration Technical Excellence Continuous Deployment …… ……. For sustainable success, Agile needs a combination of top leadership XP Scrum Kanban DFDM Lean Crystal Clear RUP commitment and a culture of continuous improvement -
    • Being Agile • • • Methods Tools Best / Common Practices Agile Mindset The World has been trying to copy the wrong things - Mike Rother (Toyota Kata) -
    • Agile • • • • • Agile is about culture, values than process Agile consists of nothing more than values and principles given in Agile manifesto Authors did not agree on standardizing the methods. But, agreed on common values and principles. Agile wisely remains silent about specifics allowing innovations & improvements Over the years, common practices has emerged Agile treats Software Development as sprint, not marathon. -
    • Agile Development Scrum, XP and kanban are the most popular practices. Organizations pick and choose good practices from a buffet of practices. Some examples: • • • • • • • User Stories for Requirements, estimations, release planning (XP) Sprints, Cross functional teams(Scrum) Retrospectives from Crystal / DSDM Dashboard, Flow from Kanban -
    • Backlog 1. 2. 3. Agile Manifesto and Principles Being Agile Agile Methods -
    • About Agile methods Some Agile methods (WHAT) originated even before Agile Manifesto (WHY) was written • • Scrum @ Esssel corporation in 1993 • Agile manifesto and properties emerged from existing methods in 2001 (Scrum, XP, DSDM, Crystal) • Some agile methods emerged after Agile manifesto was written (Kanban, Scrumban) Try to understand “WHY” before the “What” -
    • Agile Methods enable Continuous “Flow” Team Feedback, Approvals, Change Requests, $$$$ Rapid, Incremental, High priority value delivery Customer Its all about     Flow Value Feedback Collaboration -
    • Agile Methods • eXtreme Programming (XP) • Scrum • Kanban • Scrumban • Behaviour Driven Development (BDD) • Feature Driven Development (FDD) • Crystal Clear • Dynamic Systems Development Method (DSDM) • ….. Cowboy coding !!! -
    • Which Agile Method? Cannot compare hammer or a screw driver. • • • • If it is a nail use hammer and if it is a screw you use a screw driver Though Scrum is the most popular, there are other methods like “Kanban” which are ideal for particular type of projects, team and context Start with some framework, and internalize it to your needs, but adhere to the Agile manifesto -
    • Why Agile ? FUNDAMENTAL CHANGE or INCREASED ATTENTION TO FUNDAMENTALS ? -
    • Next step….. -
    • Scrum Product Owners Test Automation Lean Scrumban Scrum Master/ Project Manager Continuous Integration/ Deployment Web Application Development Lean Software Development Kanban XP/ Engineering Continuous Improvement Embedded Applications Agile HR Practices Agile Leadership Program Governance Coaching Legacy Systems Verification Projects Technical Support Agile Offshoring Agile Development Projects Sustenance Projects Practices -
    • Thank You Durgaprasad B. R prasadbr@hotmail.com Cell - +91 9845558474 -