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1. Agile & Scrum : An Introduction
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2.  Introduction to Agile
 Twelve Principles of Agile Software
 Agile Manifesto
 Why Transition to Agile?
 Scrum Agile Process
 Scrum Process Overview
•Scrum Roles
•Scrum Artifacts
•Story Point Estimations
•Scrum – Meetings & Time-boxes
•Scrum – Implementation Roadmap
•Risks and Concerns
•Offshore Development?
•Scrum Values

3.  What is Agile development?
Agile development is a relatively new way of approaching
the software development lifecycle
Agile stresses iterative development.

4. 1) Satisfy the customer through early and continuous delivery of valuable
software.
2) Welcome changing requirements, even late in development.
3) Deliver working software frequently, from a couple of weeks to a couple of
months.
4) Business people and developers must work together daily throughout the
project.
5) Build projects around motivated individuals. Give them the environment
and support they need, and trust them to get the job done.
6) The best method of communication is face-to-face conversation.

5. 7) Working software is the primary measure of progress.
8) The sponsors, developers, and users should be able to maintain a constant
pace.
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.
11) The best products emerge from self-organizing teams.
12) The team regularly reflects on how to become more effective, then tunes
and adjusts its behavior accordingly.

7. Agile development is not a “silver bullet” that solves all development problems. If
waterfall methodologies work well for an organization, it should consider sticking
with them. However, there are many advantages to agile development:
• Accelerate Time to Market – Deliver product
features in weeks instead of months or longer.
•Enhance Ability to Manage Changing Priorities
Business owners set priorities for each release.
•Increase Productivity – Collaboration is improved
between business owners and developers through
frequent communication.
•Manage Outsourced Agile Projects – Many
external vendors have made the move to Agile or
are claiming to. Managing them is difficult without
competency in Agile.

8. •Scrum is a management framework for incremental product development
using one or more cross-functional, self-organizing teams of about seven
people each.
•Scrum provides a structure of roles, meeting, rules and artifacts. Teams are
responsible for creating and adapting their processes within this framework.
•Scrum uses fixed-length iterations, called Sprints, which are typically two
weeks or 30 days long. Scrum teams attempt to build a potentially shippable
product increment every iteration.

9. •Product requirements are collected in a Backlog.
•A subset of those requirements is developed into a release called a Sprint that
is shipped every two to four weeks.
•A daily meeting is used to keep the whole process on track.

10. Product
OwnerProduct Owner
A representative from the business who owns the
requirements for the product and sets priorities for the
development team. The product owner dictates the
contents of each sprint and represents the interests of
business stakeholders.
Roles &
Responsibilities
Single person responsible for maximizing the return on
Investment (ROI) of the development effort.
Responsible for Product Vision.
Constantly re-prioritizes the Product Backlog, adjusting
any long-term expectations such as release plans.
Final Arbiter of requirement questions.
Accepts or Rejects each product increment.
Decides whether to ship.
Decides whether to continue development.
Considers Stake Holders interests.
Has a leadership Role.

11. Scrum Master
Replacing the traditional role of the project manager,
the Scrum Master is the coach of the development
team. Primary responsibility is to manage the scrum
process and remove impediments to success.
Roles &
Responsibilities
Facilitates the Scrum Process.
Helps resolve impediments.
Creates an environment conducive to team self
organization.
Captures empirical data to adjust forecasts.
Shields the team from external interference and
distractions to keep it in group flow.
Enforces time-boxes.
Keeps Scrum artifacts visible.
Promotes improved engineering practices.
Has a leadership Role.

12. Development
Team
Teams of developers turn Product Backlog into increments
of potentially shippable functionality every Sprint. Teams
are also self-organizing. The optimal size for a Team is
seven people, plus or minus two. The team should include
QA, BA, and even architects.
Roles &
Responsibilities
• Cross Functional (e.g. includes members with testing
skills, business analysts, coders, domain experts etc.).
• Self Organizing/Self managing, without externally
assigned roles.
• Negotiates commitments with the Product Owner, one
Sprint at a time.
• Has autonomy regarding how to reach commitments.
• Intensely Collaborative.
• Most effective when located in one team room,
particularly for the first few sprints.
• 7+2 members
• Has a leadership Role.

14. Agile Estimation
In Story sizing, team does a comparative analysis between
all of the stories for the project.
For each story to be sized, do the following as a
team(Product Owner, Core Scrum team including
developers, testers & scrum master).
Identify base stories.
Talk through the requirements of the story.
Discuss and jot down things you want to remember when
implementing this story.
Find some point of relative comparison.
Reach a consensus among entire team present as to the
size of the story as per definition of done.
Validate that your estimates are internally consistent
among stories as you go along.
Periodically ensure that all of the 1?s are about the same,
all of the 2?s match, etc.

16.  It is easy to misunderstand Agile methods. Many organizations implement
short waterfall cycles and think they are agile.
 Agile / Scrum requires heavy interaction from the product owner. If the
business isn’t committed, it won’t work.
 Agile also makes the development process more transparent to the business.
This can pose a risk if the business isn’t committed to the inevitable learning
curve.
 Agile challenges the notion that a project end date can be determined when it
starts. Teams need to establish velocity before target dates can be
committed. You don’t know what your team is capable of until you are at
least a few releases in. Then delivery dates can start to be estimated.

17.  Agile development stresses face-to-face communication and close
collaboration among developers.
 The onsite - offshore model needs a video communication support
for Agile development.
 Distributed scrums require the coordination of two or more Scrum
masters for daily meetings.

19. •http://www.scrum.org/
•http://agilemanifesto.org/
•http://www.mountaingoatsoftware.com/
•http://www.rallydev.com/