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Agile Software Development at UPT DEGI | Nov, 2015

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Agile Software Development at UPT DEGI | Nov, 2015

  1. 1. Agile So)ware Development (Scrum Framework) by Eduardo Ribeiro V 1.0
  2. 2. Again… Noooo! Same jokes, ugly draws and slides!
  3. 3. Overview •  What is Agile? •  Agile Manifesto •  12 Principles behind the Agile Manifesto •  TradiQonal vs. Agile •  Agile Umbrella •  Why we use (or should use) it? •  What is Scrum? –  Incremental != IteraQve –  Scrum Principles and Values –  Scrum Team & Roles –  Scrum Ceremonies –  Scrum Framework –  Scrum ArQfacts –  User Stories Context –  INVEST Acronym –  Why we esQmate? –  Poker Planning –  DoD and DoR –  Visibility of Progress
  4. 4. What is Agile “Agile is an “iteraQve” and “incremental” so)ware development methodology were its main focus is on client saQsfacQon through conQnuous delivery.”
  5. 5. Agile Manifesto
  6. 6. 12 Principles behind the Agile Manifesto •  Our highest priority is to sa#sfy the customer through early and con#nuous delivery of valuable so)ware. •  Welcome changing requirements, even late in development. Agile processes harness change for the customer's compeQQve advantage. •  Deliver working so)ware frequently, from a couple of weeks to a couple of months, with a preference to the shorter #mescale. •  Business people and developers must work together daily throughout the project. •  Build projects around mo#vated individuals. Give them the environment and support they need, and trust them to get the job done. •  The most efficient and effecQve method of conveying informaQon to and within a development team is face-to-face conversa#on. •  Working so:ware is the primary measure of progress. •  Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. •  ConQnuous a`enQon to technical excellence and good design enhances agility. •  Simplicity the art of maximizing the amount of work not done is essenQal. •  The best architectures, requirements, and designs emerge from self-organizing teams. •  At regular intervals, the team reflects on how to become more effec#ve, then tunes and adjusts its behavior accordingly.
  7. 7. TradiQonal vs. Agile
  8. 8. Agile Umbrella Crystal Clear Feature Driven Development (FDD) Dynamic System Development Method (DSDM) Lean So:ware Development Kanban Scrum Extreme Programming (XP) Adap#ve So:ware Development (ASD) Behavior Driven Development (BDD)
  9. 9. Why we use (or should use) it? •  Reduced risk •  Earlier ROI/ value •  Increased visibility of progress •  Increased predictability •  Increased producQvity •  Reduced waste •  More producQve & happy teams
  10. 10. What is Scrum?
  11. 11. Incremental != IteraQve
  13. 13. Empirical Process Control Transparency: •  Transparency allows all facets of any Scrum process to be observed by anyone. Inspec#on: •  Use of a common Scrum Board and other informaQon radiators. Adapta#on: •  AdaptaQon happens as the Scrum Core Team and Stakeholders learn through transparency and inspecQon and then adapt by making improvements in the work they are doing.
  14. 14. Self-OrganizaQon
  15. 15. CollaboraQon
  16. 16. Value Base-PrioriQzaQon
  17. 17. Time-Boxing
  18. 18. IteraQve Development
  19. 19. Values •  Focus - Because we focus on only a few things at a Qme, we work well together and produce excellent work. We deliver valuable items sooner. •  Courage - Because we work as a team, we feel supported and have more resources at our disposal. This gives us the courage to undertake greater challenges. •  Openness - As we work together, we express how we're doing, what's in our way, and our concerns so they can be addressed. •  Commitment - Because we have great control over our own desQny, we are more commi`ed to success. •  Respect - As we work together, sharing successes and failures, we come to respect each other and to help each other become worthy of respect.
  20. 20. TEAM & ROLES Scrum
  21. 21. Scrum Team
  22. 22. Scrum Master
  23. 23. Product Owner
  24. 24. CEREMONIES Scrum
  25. 25. Grooming the Product Backlog
  26. 26. Sprint Planning
  27. 27. Daily Stand Up
  28. 28. Sprint Review or Demo & RetrospecQve
  29. 29. PROCESS Scrum
  30. 30. Scrum Framework
  31. 31. ARTIFACTS Scrum
  32. 32. User Stories Context As a … (user of the system) I want … (feature or problem to be solved) So that … (benefit of story being completed) The “so that” part is incredibly valuable as it focuses people on the real reason behind this story.
  33. 33. INVEST Acronym
  34. 34. Why we EsQmate?
  35. 35. Poker Planning
  36. 36. DOD AND DOR Scrum
  37. 37. DefiniQon of Done aka DoD •  The team agrees on, and displays prominently somewhere in the team room, a list of criteria which must be met before a product increment "o)en a user story" is considered "done". •  On a feature level, the acceptance criteria should be agreed up front BEFORE the User Story is submi`ed to acceptance.
  38. 38. DefiniQon of Ready aka DoR •  By analogy with the "DefiniQon of Done", the team makes explicit and visible the criteria (generally based on the INVEST matrix) that a user story must meet prior to being accepted into the upcoming iteraQon. •  On a feature level, the acceptance criteria should be agreed up front BEFORE code is wri`en.
  39. 39. Visibility of Progress •  Team has a duty to radiate informaQon outwards! •  It also helps reduce interrupQons! –  Scrum and Kanban Physical Boards –  Big visible charts (Ex: CFS’s, Burn Down, Etc) –  On-line Tools (Ex: Rally Dev) –  Daily reporQng
  40. 40. Examples
  41. 41. Thank you! Any quesQon?