305 gwb _ssp_2008_agile_it
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This document discusses the Agile IT organization and the Agile Manifesto. It contrasts traditional software development approaches that value processes and tools, comprehensive documentation, and detailed contract negotiation against the Agile approach that values individuals and interactions, working software, customer collaboration, and responding to change. The Agile Manifesto is presented which describes that while processes, documentation, and plans have value, it values individuals, working software, customer collaboration, and responding to change more. It then lists the original signers of the Agile Manifesto.
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Agile Development Methodologies
Three Communities
Project stakeholders (Customers)
Development organization management
Developers
The Agile Manifesto
Indivduals 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.
The Agile Principles
1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
2. Welcome changing requirements, even late in development. Agilel processes harness change for the customer’s competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of monthsm with a preference for the shorter time scale.
From the Agile Alliance: www.agilealliance.com
More Agile Principles
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 most efficient and effective method of conveying information to, and within a development team is face-to-face conversation.
Still more Agile Principles
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development.
9. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
10. Continuous attention to technical excellence and good design enhances agility.
Even more Agile Principles
11. Simplicity – the art of maximizing the amount of work not done – is essential.
12. The best architectures, requirements, and designs emerge from self-organizing teams.
13. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
Major Agile Methodologies
Scrum
Extreme Programming
Version of the Unified Process
Evo
Crystal family of methodologies
Scrum
Single team of three to nine
Multiple teams each with three to nine members each.
Representatives from teams meet daily.
Common project room
Daily stand-up meeting
Iteration Is thirty calendar days
Emphasis on empirical rather than defined process.
May be easily combined with other methodologies to provide greater specification of specific activities.
The Scrum Lifecycle
Lifecycle has four phases:
Pre-game
Planning
Staging
The Game
Development
Release
Development may iterate, typically 3 to 8 times.
Called sprints lasting one month each
Scrum Planning
Purpose:
Establish vision
Set expectations
Secure funding and other needed resources
Activities
Write vision
Develop budget
Form initial Product Backlog
Estimate items
Exploratory design and prototypes
Scrum Staging
Purpose:
Identify more requirements
Prioritize for first iteration
Activities
Planning
Exploratory design and prototypes
Scrum Development
Purpose:.
Methodology Selection Strategy
This document discusses methodology selection strategy for systems analysis and design. It explains that there is no single framework appropriate for every software project, and the methodology needs to be adapted to the specific team and product. It outlines important factors to consider like clarity of requirements, technology familiarity, system complexity, schedule constraints. The methodology should guide the team's process but allow flexibility. The success of the methodology is measured by timely delivery of quality product increments that satisfy stakeholders.
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www.nataliewarnert.com
Lean Business Analysis and UX Runway: Managing Value by Reducing Waste (Natal...
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what the various Agile adoption issues and steps to successfully implement agile in any organization.
Overview of Agile theory
This document provides an overview of agile introduction concepts including:
- Principles of the agile manifesto which focus on individuals, collaboration, responding to change, and delivering working software.
- The 12 principles of agile which emphasize customer satisfaction, welcoming changing requirements, frequent delivery, collaboration between business and development, trust, face-to-face communication, working software, sustainability, technical excellence, simplicity, self-organizing teams, and continuous improvement.
- Differences between what is wished for versus what must be accepted in agile including changing customer needs, discovering solutions, and changing requirements.
Don't go Agile unless you know why
This document discusses going Agile and provides context around why it may be beneficial. It outlines the key principles of the Agile Manifesto which values individuals and interactions, working software, customer collaboration, and responding to change over processes, tools, documentation, contract negotiation, and following a plan. It then provides an overview of common Agile practices for requirements, design, construction, testing, process, and organization. It suggests using practices like test-driven development to increase quality but challenges include dependencies on other practices, needing a testable codebase, and requiring testing expertise. The document prompts thinking about how to introduce practices to get the most feedback.
How to Use Social for IT Project Management
Jive's Gia Lyons and Thomas Reuters' Ellen Anderson did a deep dive on how a social intranet can enable employees to easily collaborate and deliver quality work—to boost performance.
In this presentation, Ellen Anderson shares how her team uses a social intranet for IT project management and to address obstacles to high performance (including lack of collaboration and ability to share). Learn how Ellen drives projects forward with Thomson Reuters' intranet.
Learn more at http://bit.ly/1aTo6Vq
Are You Really Agile?
The document discusses Agile principles and practices, including:
- The Agile Manifesto values individuals and interactions, working software, customer collaboration, and responding to change over processes, tools, documentation, contract negotiation, and following a plan.
- Agile aims to increase business value through time-to-market reductions, quality improvements, and productivity gains while reducing costs and increasing predictability.
- The seven fundamental Agile practices are: charter, stakeholder involvement, collaboration, iteration, testing, prioritization, and reflection/adaptation.
- An Agile leader needs to get things done by being innovative, strategic, and tactical while working through others with excitement, empathy, and consensus.
Agile Project Management
I have given this presentation at Barcamp in Bangalore and Pune, at IIM Bangalore and at the PMI Chapter in Pune.
SQuADpresentation2014 vpdf
Presentation to Software Quality Assurance of Denver on the topic, "What is it Software Testers do?". Heat maps answer the question three ways 1) Certification programs describe what testers ought to know, 2) job postings list job skills, and 3) testing conference proceedings list the topics testers think are hot.
Five Big Ideas Rehaping Project Delivery
Integrated Project Delivery (IPD) is the hot topic in the architecture, engineering and construction community. Why? It has to do with five game-changing ideas.
Five Big Ideas For Proj Delivery
The document discusses five big ideas for reshaping project delivery using lean principles:
1. Collaborate really collaborate by finding common purpose and aligning rewards through all phases of design, planning and execution.
2. Increase relatedness among all project participants through building relationships and listening to create coherent teams.
3. View projects as networks of commitments where coordination happens through conversations to make and keep commitments.
4. Optimize at the project level rather than subcontractor or task levels by pursuing planning reliability before productivity and organizing in cross-functional teams.
5. Tightly couple action with learning by designing work for learning through experimentation, feedback, and analysis to continuously improve.
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305 gwb _ssp_2008_agile_it
- 2. The Agile IT Organization Concurrent 4A, SSP May 30th, 2008 Boston Geoffrey Bilder Director of Strategic Initiatives
- 3. Analysis Design Implementation Testing
- 4. Analysis Design Implementation Testing Time ∞
- 5. Analysis Implementation Time ∞
- 7. • processes and tools • comprehensive documentation • detailed contract negotiation • follow a plan
- 9. 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 following a plan Customer collaboration OVER contract negotiation Responding to change OVER comprehensive documentation That is, while there is value in the items on the right, we value the items on the left more. http://agilemanifesto.org/
- 10. Kent Beck Mike Beedle Arie van Bennekum Alistair Cockburn Ward Cunningham Martin Fowler James Grenning Jim Highsmith Andrew Hunt Ron Jeffries Jon Kern Brian Marick Robert C. Martin Steve Mellor Ken Schwaber Jeff Sutherland Dave Thomas
- 11. Analysis Design Implementation Testing
- 13. Time ∞
- 14. Time ∞
- 15. • Larry Belmont, American Institute of Physics • Bruce Rosenblum, Inera, Inc. • James Brackett, Milliman, Inc. • Leigh Dodds, Ingenta