Agile Process Introduction

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Introduce the Agile process

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Agile Process Introduction

  1. 1. AGILE PROCESS INTRODUCTION Author: Nguyen Phuc Hai Created date: 1/7/2008
  2. 2. Agenda Introduction Software Development Process Software Development Life Cycle Waterfall model Iterative model Rational Unified Process (RUP) Agile Development Process (ADP) Scrum process
  3. 3. Software Development Process Software Development Life Cycle Waterfall model Iterative model Rational Unified Process (RUP) Agile Development Process (ADP)
  4. 4. Why we need process
  5. 5. Software Development Life Cycle
  6. 6. Software Development Process Software Development Life Cycle Waterfall model Iterative model Rational Unified Process (RUP) Agile Development Process (ADP)
  7. 7. Introduction
  8. 8. Definitions The waterfall model is a sequential software development model (a process for the creation of software) in which development is seen as flowing steadily downwards through the phases of requirements, analysis, design, implementation, testing and maintenance.
  9. 9. Waterfall usage Advantages High reliable product Reduce risk Clear scope and contract Disadvantages Much over cost, resource and schedule Lack of product can apply Waterfall (except small and short-duration projects) Specific skill sets are required for each phase
  10. 10. Software Development Process Software Development Life Cycle Waterfall Model Iterative Model Rational Unified Process (RUP) Agile Development Process (ADP)
  11. 11. Introduction
  12. 12. Definitions Iterative and Incremental development is a cyclical software development process developed in response to the weaknesses of the waterfall model. Iterative development slices the deliverable business value (system functionality) into iterations. In each iteration a slice of functionality is delivered through cross-discipline work, starting from the model/requirements through to the testing/deployment
  13. 13. Usage Advantages: Optimize cost, schedule and resource than waterfall model Incrementally delivery business value Continuously improve product quality (requirements, design, code, test) via regularly feedback and learning knowledge
  14. 14. Software Development Process Software Development Life Cycle Waterfall Model Iterative Model Rational Unified Process (RUP) Agile Development Process (ADP)
  15. 15. Iterative Model Graph
  16. 16. Phases and Iterations RUP life cycle organizes the tasks via phases and iterations. RUP has four phases: Inception Elaboration Construction Transition
  17. 17. Static Structure of the Process The process describes who is doing what, when and how. RUP uses the 4 modeling elements: Workers, the ‘who’ Artifacts, the ‘what’ Activities, the ‘how’ Workflows, the ‘when’
  18. 18. Software Development Process Software Development Life Cycle Waterfall Model Iterative Model Rational Unified Process (RUP) Agile Development Process (ADP) Agile Manifesto Agile Principles
  19. 19. Manifesto of ADP Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan
  20. 20. Principles of Agile Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
  21. 21. Principles of Agile (continue) 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. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
  22. 22. Principles of Agile Working software 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. Continuous attention to technical excellence and good design enhances agility.
  23. 23. Principles of Agile Simplicity--the art of maximizing the amount of work not done--is essential. The best architectures, requirements, and designs emerge from self-organizing teams. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
  24. 24. Sequence of iterations
  25. 25. Scrum Process What is Scrum Introduction Applying Scrum Preconditions to Scrum Scrum roles How to scrum
  26. 26. What is Scrum
  27. 27. Applying Scrum Scrum is not silver bullet
  28. 28. Applying Scrum Adopt all Scrum practices
  29. 29. Applying Scrum Top-Bottom or Bottom-Up? Combine both approaches properly
  30. 30. Scrum Process What is Scrum Preconditions to Scrum Scrum roles Scrum ceremonies
  31. 31. Transparency
  32. 32. Ethics
  33. 33. Team work
  34. 34. Freedom
  35. 35. Open communication
  36. 36. Stakeholder engagement
  37. 37. Maturity
  38. 38. Scrum Process What is Scrum Preconditions to Scrum Scrum roles Product Owner Scrum Master Team Scrum ceremonies Scrum artifacts
  39. 39. Product Owner Product owner has the following responsibilities: Define the features of the product; Decide on release date and content; Be responsible for the profitability of the product (ROI); Prioritize features according to market value; Adjust features and priority every 30 days, as needed; Accept or reject work results.
  40. 40. Scrum Master The Scrum Master is a facilitative team leader working closing with the Product Owner. He must: Ensure that the team is fully functional and productive; Enable close cooperation across all roles and functions; Remove barriers; Shield the team from external interferences; and Ensure that the process is followed, including issuing invitations to Daily Scrum, Sprint Review and Sprint Planning meetings.
  41. 41. Scrum Master (continue) The Scrum Master has three primary responsibilities in addition to leading the Daily Scrum meeting: Needs to know what tasks have been completed, what tasks have started, any new tasks that have been discovered, and any estimates that may have changed. The Scrum Master must also look carefully at the number of open tasks in progress. Needs to surface dependencies and blocks which are impediments to the Scrum. They need to be prioritized and tracked.
  42. 42. Scrum Master (continue) Last but not least, the Scrum Master may notice personal problems or conflicts within the Scrum that need resolution. These need to be clarified by the Scrum Master and be resolved by dialogue within the team, or the Scrum Master may need help from management or the Human Resources.
  43. 43. Team Is cross-functional, with seven (plus/minus two) members; Selects the Sprint goal and specifies work results; Has the right to do everything within the boundaries of the project guidelines to reach the Sprint goal; Organizes itself and its work; and Demos work results to the Product Owner
  44. 44. Scrum Process What is Scrum Preconditions to Scrum Scrum roles Scrum ceremonies Sprint Planning Meeting Daily Scrum Meeting Sprint Review Meeting Scrum artifacts
  45. 45. Sprint Planning Meeting Preparation for a Scrum sprint begins when the Product Owner develops a plan for a product or a project. The team reviews the estimates for features on the Product Backlog and confirms that they are as accurate as possible Be used to develop a detailed plan for the iteration Be time-boxed to a maximum of four hours.
  46. 46. Daily Scrum Meeting Be the fifteen-minute meeting designed to clarify the state of the Scrum. Each team member speaks to three questions: What did I do yesterday What did I do today, and What impediments got in my way? Only team members who have committed to deliver work to the Scrum are allowed to speak. The goal is to get a global snapshot of the project, discover any new dependencies, address any personal needs of committed individuals, and adjust the work plan in real time to the needs of the day.
  47. 47. Daily Scrum Meeting Pig and chicken issue in Scrum
  48. 48. Sprint Review Meeting Be held at the end of each Sprint. Product Owner determines which items on the Product Backlog have been completed in the Sprint, and discusses with the Scrum team and stakeholders how best to reprioritize the Product Backlog for the next sprint Be time-boxed to a maximum of four hours.
  49. 49. Scrum Process What is Scrum Preconditions to Scrum Scrum roles Scrum ceremonies Scrum artifacts Product Backlog Sprint Backlog Burn-down Chart
  50. 50. Product Backlog A single list of features prioritized by value delivered to the customer. The Product Backlog includes business and technical requirements needed to build the product. The highest priority items in the Product Backlog need to be broken down into small enough chunks to be estimable and testable. Features that will be implemented further out in time can be less detailed.
  51. 51. Product Backlog Sprint Backlog may change for several reasons: The development team gains a better understanding of work to be done as time progresses and may find that they need to add new tasks to the Sprint Backlog. Defects may be identified and logged as additional tasks. The Product Owner may work with the team during the Sprint to help refine team understanding of the Sprint goal. The Scrum Master and Team may decide that minor adjustments that do not lengthen the Sprint are appropriate to optimize customer value.
  52. 52. Product Backlog Example
  53. 53. Sprint Backlog The list of tasks that the Scrum team is committing that they will complete in the current sprint. Items on the sprint backlog are drawn from the Product Backlog, by the team based on the priorities set by the Product Owner and the team's perception of the time it will take to complete the various features.
  54. 54. Sprint Backlog Example
  55. 55. Burn-down Chart The Burn-down Chart is used as a tool to guide the development team to successful completion of a Sprint on time. Shows the cumulative work remaining in a Sprint, day- by-day. The total of all Sprint Backlog estimates of work remaining to be completed is the cumulative backlog. When tasks are completed as the Sprint proceeds, the Scrum Master recalculates the remaining work to be done and the Sprint Backlog decreases, or burns down over time. It the cumulative Sprint Backlog is zero at the end of the Sprint, the Sprint is successful.
  56. 56. Burn-down Chart Example
  57. 57. References
  58. 58. References Software Development Process, http://en.wikipedia.org/wiki/Software_developme nt_process Waterfall Model, http://en.wikipedia.org/wiki/Waterfall_model RUP, Best Practices for Software Development Team, http://www.ibm.com/developerworks/rational/libr ary/content/03July/1000/1251/1251_bestpracti ces_TP026B.pdf Agile Manifesto, http://agilemanifesto.org/
  59. 59. References Darrel Norton, Scrum overview http://codebetter.com/blogs/darrell.norton/pages /50339.aspx ScrumAlliance, http://www.scrumalliance.org/ Implementing Scrum, http://www.implementingscrum.com
  60. 60. References Pictures are gotten from: http://www.agileadvice.com/archives/2006/09/yet_ another_big.html http://www.agilemodeling.com/essays/agileModeling RUP.htm http://www.notetech.com/images/software_lifecycle.jp g

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