Nowadays, all organization works on the principle of Agile methodology, there might be many people like me who don't even know the meaning of Agile and Scrum Master.
I have made the docs from the source available on the internet with all due respect have copied the URL LINK.
The motive behind posting this is you can get an Agile understanding in one document.
Thanks
Industries across the globe are burgeoning. Stiff
competition has permeated every stratum among
enterprises. To sustain themselves in such an environment,
companies are seeking new and improved methods by which
they can revamp their business and also their existing
production processes. With the emphasis firmly resting on the requirement for
more robust processes, companies are transforming their
project plans drastically. Now, the buzz and objective is to
move on to a more adaptive process that ushers in change
and provides results. Moreover, businesses need a process
that offers enhanced flexibility which can alter the very
nature of the process itself.
Agile is a very popular project management method. It is especially useful in managing rapid deployment of new product features in measured cycles. SharePoint 2013 can be leveraged as a platform for managing Agile
We know clients' demands drive product development, which is precisely why a custom software development company can't afford to let processes and documentation slow down their time to market. Agile comes to rescue in these times and helps solve the problem by determining what clients need. It's all about working software over complicated documentation, getting stakeholders involved, getting customers on board, and being transparent about the process.
Nowadays, all organization works on the principle of Agile methodology, there might be many people like me who don't even know the meaning of Agile and Scrum Master.
I have made the docs from the source available on the internet with all due respect have copied the URL LINK.
The motive behind posting this is you can get an Agile understanding in one document.
Thanks
Industries across the globe are burgeoning. Stiff
competition has permeated every stratum among
enterprises. To sustain themselves in such an environment,
companies are seeking new and improved methods by which
they can revamp their business and also their existing
production processes. With the emphasis firmly resting on the requirement for
more robust processes, companies are transforming their
project plans drastically. Now, the buzz and objective is to
move on to a more adaptive process that ushers in change
and provides results. Moreover, businesses need a process
that offers enhanced flexibility which can alter the very
nature of the process itself.
Agile is a very popular project management method. It is especially useful in managing rapid deployment of new product features in measured cycles. SharePoint 2013 can be leveraged as a platform for managing Agile
We know clients' demands drive product development, which is precisely why a custom software development company can't afford to let processes and documentation slow down their time to market. Agile comes to rescue in these times and helps solve the problem by determining what clients need. It's all about working software over complicated documentation, getting stakeholders involved, getting customers on board, and being transparent about the process.
A fair analysis of the Agile Methodology. A quick comparison of Agile and Waterfall to clear up misconceptions about the two. Scalability is a major issue with Agile and is worth considering if you're not a large software company.
The process of adopting Agile in any organization is challenging in many ways. It is especially challenging in larger organizations because of complex infrastructures, numerous legacy systems and mature organizational cultures. These larger organizations often underestimate the difficulty of getting Agile right.
This presentation will focus on the common challenges of Agile adoption. Tips are provided to help improve the chances of Agile adoption success.
Agile software development is a group of software development methods in which requirements and solutions evolve through collaboration between self-organizing, cross-functional teams. It promotes adaptive planning, evolutionary development, early delivery, continuous improvement, and encourages rapid and flexible response to change.
The Agile development model is also a type of Incremental model. Software is developed in incremental, rapid cycles. This results in small incremental releases with each release building on previous functionality. Each release is thoroughly tested to ensure software quality is maintained. It is used for time critical applications.
There are dozens of myths about Agile development. But before jumping into specific misconceptions, let’s have a look at some common business challenges:
For senior-level execs: do you value revenue growth or cost containment?
For project managers: do you value team efficiency or effectiveness?
For developers: do you value code quantity or quality?
In each scenario, you probably struggled to make a choice given that your two options were not mutually exclusive.
Posing the question this way creates a false dilemma since you likely value both options but to varying degrees. So the better question is, of the two options, which do you value more?
Why agile project management is better than waterfallOrangescrum
Agile project management is increasingly preferred over Waterfall today. However, agile project management is advisable for the small teams and startups with less number of people involved in projects. http://blog.orangescrum.com/
In many ways, the Agile Manifesto gives us a road-map and lays a firm foundation for efficient software development.
There are naysayers among those who swear by traditional methods; but these criticisms do not hold water because the
entire agile movement rests on robust methodologies and concepts. So what does this augur for the future? No one can
tell with certainty.
Agility encompasses believing and relying on one's ability to respond to unpredictable events, rather than banking on the
competence to indulge in pre-planning. At the end of the day, the methodologies remind us that even though we create
and work with software, the human element, and the resultant collaboration it enhances, is all too important in the larger
scheme of things.
A fair analysis of the Agile Methodology. A quick comparison of Agile and Waterfall to clear up misconceptions about the two. Scalability is a major issue with Agile and is worth considering if you're not a large software company.
The process of adopting Agile in any organization is challenging in many ways. It is especially challenging in larger organizations because of complex infrastructures, numerous legacy systems and mature organizational cultures. These larger organizations often underestimate the difficulty of getting Agile right.
This presentation will focus on the common challenges of Agile adoption. Tips are provided to help improve the chances of Agile adoption success.
Agile software development is a group of software development methods in which requirements and solutions evolve through collaboration between self-organizing, cross-functional teams. It promotes adaptive planning, evolutionary development, early delivery, continuous improvement, and encourages rapid and flexible response to change.
The Agile development model is also a type of Incremental model. Software is developed in incremental, rapid cycles. This results in small incremental releases with each release building on previous functionality. Each release is thoroughly tested to ensure software quality is maintained. It is used for time critical applications.
There are dozens of myths about Agile development. But before jumping into specific misconceptions, let’s have a look at some common business challenges:
For senior-level execs: do you value revenue growth or cost containment?
For project managers: do you value team efficiency or effectiveness?
For developers: do you value code quantity or quality?
In each scenario, you probably struggled to make a choice given that your two options were not mutually exclusive.
Posing the question this way creates a false dilemma since you likely value both options but to varying degrees. So the better question is, of the two options, which do you value more?
Why agile project management is better than waterfallOrangescrum
Agile project management is increasingly preferred over Waterfall today. However, agile project management is advisable for the small teams and startups with less number of people involved in projects. http://blog.orangescrum.com/
In many ways, the Agile Manifesto gives us a road-map and lays a firm foundation for efficient software development.
There are naysayers among those who swear by traditional methods; but these criticisms do not hold water because the
entire agile movement rests on robust methodologies and concepts. So what does this augur for the future? No one can
tell with certainty.
Agility encompasses believing and relying on one's ability to respond to unpredictable events, rather than banking on the
competence to indulge in pre-planning. At the end of the day, the methodologies remind us that even though we create
and work with software, the human element, and the resultant collaboration it enhances, is all too important in the larger
scheme of things.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdfPaige Cruz
Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
Le nuove frontiere dell'AI nell'RPA con UiPath Autopilot™UiPathCommunity
In questo evento online gratuito, organizzato dalla Community Italiana di UiPath, potrai esplorare le nuove funzionalità di Autopilot, il tool che integra l'Intelligenza Artificiale nei processi di sviluppo e utilizzo delle Automazioni.
📕 Vedremo insieme alcuni esempi dell'utilizzo di Autopilot in diversi tool della Suite UiPath:
Autopilot per Studio Web
Autopilot per Studio
Autopilot per Apps
Clipboard AI
GenAI applicata alla Document Understanding
👨🏫👨💻 Speakers:
Stefano Negro, UiPath MVPx3, RPA Tech Lead @ BSP Consultant
Flavio Martinelli, UiPath MVP 2023, Technical Account Manager @UiPath
Andrei Tasca, RPA Solutions Team Lead @NTT Data
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Generative AI Deep Dive: Advancing from Proof of Concept to ProductionAggregage
Join Maher Hanafi, VP of Engineering at Betterworks, in this new session where he'll share a practical framework to transform Gen AI prototypes into impactful products! He'll delve into the complexities of data collection and management, model selection and optimization, and ensuring security, scalability, and responsible use.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
SAP Sapphire 2024 - ASUG301 building better apps with SAP Fiori.pdfPeter Spielvogel
Building better applications for business users with SAP Fiori.
• What is SAP Fiori and why it matters to you
• How a better user experience drives measurable business benefits
• How to get started with SAP Fiori today
• How SAP Fiori elements accelerates application development
• How SAP Build Code includes SAP Fiori tools and other generative artificial intelligence capabilities
• How SAP Fiori paves the way for using AI in SAP apps
Welocme to ViralQR, your best QR code generator.ViralQR
Welcome to ViralQR, your best QR code generator available on the market!
At ViralQR, we design static and dynamic QR codes. Our mission is to make business operations easier and customer engagement more powerful through the use of QR technology. Be it a small-scale business or a huge enterprise, our easy-to-use platform provides multiple choices that can be tailored according to your company's branding and marketing strategies.
Our Vision
We are here to make the process of creating QR codes easy and smooth, thus enhancing customer interaction and making business more fluid. We very strongly believe in the ability of QR codes to change the world for businesses in their interaction with customers and are set on making that technology accessible and usable far and wide.
Our Achievements
Ever since its inception, we have successfully served many clients by offering QR codes in their marketing, service delivery, and collection of feedback across various industries. Our platform has been recognized for its ease of use and amazing features, which helped a business to make QR codes.
Our Services
At ViralQR, here is a comprehensive suite of services that caters to your very needs:
Static QR Codes: Create free static QR codes. These QR codes are able to store significant information such as URLs, vCards, plain text, emails and SMS, Wi-Fi credentials, and Bitcoin addresses.
Dynamic QR codes: These also have all the advanced features but are subscription-based. They can directly link to PDF files, images, micro-landing pages, social accounts, review forms, business pages, and applications. In addition, they can be branded with CTAs, frames, patterns, colors, and logos to enhance your branding.
Pricing and Packages
Additionally, there is a 14-day free offer to ViralQR, which is an exceptional opportunity for new users to take a feel of this platform. One can easily subscribe from there and experience the full dynamic of using QR codes. The subscription plans are not only meant for business; they are priced very flexibly so that literally every business could afford to benefit from our service.
Why choose us?
ViralQR will provide services for marketing, advertising, catering, retail, and the like. The QR codes can be posted on fliers, packaging, merchandise, and banners, as well as to substitute for cash and cards in a restaurant or coffee shop. With QR codes integrated into your business, improve customer engagement and streamline operations.
Comprehensive Analytics
Subscribers of ViralQR receive detailed analytics and tracking tools in light of having a view of the core values of QR code performance. Our analytics dashboard shows aggregate views and unique views, as well as detailed information about each impression, including time, device, browser, and estimated location by city and country.
So, thank you for choosing ViralQR; we have an offer of nothing but the best in terms of QR code services to meet business diversity!
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
3. 3
OVERVIEW
This handbook is meant to be a quick-starter guide to Agile Project
Management. It is meant for the following people:
Someone who is looking for a quick overview
on what Agile is and why it is awesome.
Someone who needs help getting their
head around Agile project management.
Someone who is scared to introduce
Agile on their next project.
Someone who needs help selling Agile
to their boss or client.
This guide is not meant to be the end-all-be-all to agile. Far from it. It is
meant to give busy people an overview of the framework and its
benefits in 15 minutes or less. The resources section lists recommended
books and companies that can provide more robust training on how to
implement it.
4. 4
WHO AM I?
And who am I to be writing about Agile?
My name is Emerson Taymor and I’m one
of the co-founders of Philosophie.
We build better solutions to digital problems. We help startups,
agencies and big companies with design and development. And we
practice agile. Over the years, I’ve seen waterfall and agile projects
succeed and fail. I’ve learned what makes them successful, and I’ve
fallen in love with the agile way. I hope to share some of what I have
learned within this short handbook.
Feel free to reach out with any questions you might have.
Thanks,
Emerson
emerson@philosophie.is
415-516-8341
@etaymor
linkedin.com/in/etaymor/
5. 5
AN AGILE OVERVIEW
Agile is a way to manage projects. It can be used for virtually
anything, but it was founded in software development. This
handbook focuses on agile for software development, but many of
the principles can be expanded to other fields.
Agile breaks down larger projects into small, manageable chunks
called iterations. At the end of each iteration (which generally takes
place over a consistent time interval) something of value is
produced. The product produced during each iteration should be
able to be put into the world to gain feedback from users or
stakeholders.
Unlike Waterfall project management, which is strictly sequenced:
you don’t start design until research is done and you don’t start
development until the designs are signed off on; agile has designers,
developers and business people working together simultaneously.
6. 6
AGILE GOALS
As made popular by the “Agile Manifesto”, agile values:
Individuals and interactions over
processes and tools
Working software over comprehensive
documentation
Customer collaboration over contract
negotiation
Agile realizes that software (and marketing) projects are inherently
unpredictable. Over the course of any project there are likely to be
changes. Be it market changes or feature changes as the product
comes to life. Agile embraces this unpredictability. By breaking
down projects into small chunks, it makes it easy to prioritize and
add or drop features mid project. Something that is impossible in
traditional waterfall projects.
Responding to change over following a
plan
7. 7
THE 12 PRINCIPLES
1. Our highest priority is to satisfy the customer
through early and continuous delivery of
valuable software.
2. Deliver working software frequently, from a
couple of week to a couple of months, with a
preference to the shorter timescale.
3. Welcome changing requirements, even late in
development. Agile’s processes harness change
for the customer’s competitive advantage.
4. Business people and developers must work
together daily throughout the project.
8. 8
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.
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.
9. 9
10. Simplicity — the art of maximizing the amount of
work not done — is essential.
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.
11. 11
WHY AGILE ROCKS
SPEED TO MARKET
FLEXIBILITY
RISK MANAGEMENT
Agile lets you get your concept to your users as quickly as possible.
During every sprint an agile project delivers something of value. At
any point, you may determine you want to launch what has been
delivered and start building a user base or testing your hypothesis.
Agile is based on accommodating change. Software projects
consistently change. As a product comes to life or the market expands,
you should be able to react and update the product accordingly. Agile
also realizes that great ideas are bound to come mid-project and being
locked into a scope doesn’t let you take advantage of these
realizations.
Incremental releases means that the product can be used early in the
process by stakeholders and users. This lets you identify issues and
feature deficits early in the process. Being adaptable to change means
it isn’t a problem to change the scope midway through the project,
something that would be impossible in a waterfall style project.
12. 12
COST CONTROL
Unlike a fixed budget project, agile is flexible with regard to scope.
More often than not, our clients realize features they originally
requested are no longer necessary. This allows them to launch sooner
and pay less. Agile isn’t about paying a lot with uncertainty, it’s about
paying for only what you need. Need to stick within a budget? No
problem! We can rearrange the product backlog so that critical new
features are implemented at the expense of less important features,
not your budget.
QUALITY
Agile integrates testing throughout the process. Consistently delivering
tested software means higher overall quality and less time spent on
QAing the full application.
RIGHT PRODUCT
Incremental releases let you test your product early and often. Even if
you don’t release it to the public, it’s much easier to locate flaws and
things that can be improved when you have an actual product to play
with vs a series of designs.
Agile lets you see, feel and use a project consistently throughout the
project. You don’t see things in compartmentalized silos; you see how
things work together.
TRANSPARENCY
13. 13
AGILE MISCONCEPTIONS
IT’S DIFFERENT
“I’ve never used agile before and I’m scared it will be too hard to get
my whole team on board with it.”
We’ve heard it before. Too many times. And we realize agile may be
new to you and your company. But while it might take a slight rewiring
of how stakeholders think about projects from the onset-- and how
designers and developers are used to working at your firm-- it quickly
becomes apparent that projects consistently run smoother on agile.
And better results are produced.
Plus, you likely can admit that waterfall isn’t the perfect process.
While it might feel like it is more under control because everything is
mapped out from the beginning, projects undoubtedly take longer
than they need to and cost more than they should. Waterfall also
doesn’t allow the flexibility to change things mid-project as new
insights come to life.
14. 14
FIXED BUDGET
“I have a fixed budget. That doesn’t work with Agile!”
Au contraire! Nothing about agile says it can’t meet a strict budget.
Agile gives you dedicated resources. Generally, there is a fixed cost to a
sprint that includes X team members. An agile team can estimate
approximately how long it will take to complete the goals that you
have outlined and that will give you a budget. As the project evolves
and you choose to add a new feature, agile lets you drop a similarly
sized feature so that you can stick to the initial budget.
IT’S UNPREDICTABLE
Agile can be unpredictable. But all projects are unpredictable. It is
impossible to know exactly what your end users want. Agile embraces
this unpredictability and leverages it to produce better results.
DEVELOPERS MAKE ALL THE FEATURES
Another common misconception of agile is that the developers get to
choose what is important and what is implemented when. That could
not be further from the truth. Before each sprint begins there is a
comprehensive sprint planning meeting where all the key
stakeholders determine which features will be implemented in that
sprint. This meeting includes developers, designers, business people
and anyone else involved in the product. Not just developers
determining what to build willy-nilly.
15. 15
IT DOESN’T CONSIDER THE LONG-TERM
Some people believe that because agile focuses on short-iterative
releases it doesn’t take into account the long-term needs and goals.
Agile actually benefits the long term. At a minimum, it is just a
different means to get to the end. By having something that you can
actually test earlier in the process, it lets you make better decisions for
the long-term.
IT REQUIRES MORE TEAMWORK
Agile requires collaboration between designers and developers.
Fortunately, most designers and developers love to collaborate. While
there can be a bit more upfront work to get everyone on the same
page, the end result is a better product, faster and for less money.
17. 17
THE AGILE LIFECYCLE
There are many different flavors of agile. Ultimately, it is up to your
team to come up with the best process for you. Generally they all
follow a short life cycle, which repeats during each iteration. This
guide focuses on Scrum, but many of the features are universal.
Scrum projects are broken down into short iterations (generally 1 - 3
weeks) called sprints. The lifecycle of each sprint includes:
1. PLANNING 2. EXECUTION
3. REVIEW 4. RINSE & REPEAT
18. 18
KICKOFF/SPRINT PLANNING
Each scrum project begins with a kick-off meeting. The first meeting is
generally the most extensive as the initial project backlog needs to be
created and the project team introduced. Additionally, before each of
the future sprints there is a sprint planning meeting.
First, the kick-off meeting. The kick-off meeting’s goals are:
1. An overview of the project and the goals.
2. Who will be working on the project.
3. Determining the point person for client
sign-off.
4. Creating the project backlog.
5. Determining which features to work on.
6. Getting on the same page.
19. 19
PROJECT BACKLOG
Behind every project is a project backlog. The project backlog is a list
of all the product features generally defined by “user stories”. User
stories define everything potential users want to do on the site.
They are defined for each of the user groups on the site and are
structured like:
AS A [type of user],
I WANT TO [do this thing],
SO THAT I CAN [accomplish this goal].
20. 20
There are many tools to keep track of your project backlog, both
analog and digital options. The important thing is that the backlog is
always accessible and easy to track. In its most basic form it might be
post-it notes on a wall. In fact, one of the best ways to create the initial
project backlog is to write all of the user stories on post it notes during
the kick-off meeting. Post-it notes are easy to rearrange so make a
perfect analog solution to creating a backlog. If you prefer keeping
things online, there are a number of tools listed in the Resources
section.
After all the user stories have been dreamed up, they are ranked in
order of priority. Part of this ranking is also grouping stories together.
Some stories will naturally lend themselves to being built with others,
which will expedite the process.
Remember that the project backlog is always fluid and never locked in.
The project lead will be in charge of reprioritizing the backlog between
sprints. And if new features are dreamed up or requested by users,
they are encouraged to be added to the backlog. The one exception to
the fluid backlog is during a sprint. While the sprint is in session, it is
important to not add features. That keeps the team focused and makes
sure that the project can be properly tracked.
21. 21
FEATURE ESTIMATION
To be able to estimate what can get done per sprint and how long the
full project will take, it is necessary to estimate how long each user
story will take. Because one of the major challenges in development is
accurately predicting how long things will take to get done, agile uses
relative estimation.
Features are rated on a 1, 2 or 3 point scale. More precise estimation is
more challenging and ends up less accurate. It is easy to compare
things relatively on a scale of 3. And if something is particularly
challenging that you don’t think it fits within the “3 point” bucket, it
should be broken down into smaller features that can each fit into the
respective buckets.
There are a number of ways to handle feature estimation. It can be as
simple as just talking about it or it can be slightly more complex using
“planning poker”.
It’s also important to determine the sprint velocity of the team working
on the project. That is how many “points” the team can complete per
sprint. This velocity is averaged over time. And in typical average time
value- the more sprints you do, the estimates and velocity become
more and more accurate. That is to say that in some sprints you may
not hit your goal number and other sprints you may exceed it. Over the
course of a standard project, this averages out.
22. 22
THE SPRINT
Agile projects are broken down into small, consistent time intervals.
These intervals are referred to as sprints. They can be as short as a few
days and generally are no longer than 3 - 4 weeks.
We typically work in 1 - 3 week sprints depending on the extent of the
overall project. During a sprint there is a dedicated team that includes
designers, developers and business people working together.
Before each sprint, there is a sprint planning meeting (often combined
with the sprint review meeting). This meeting determines what the
goals are for that sprint. Based on the team velocity, a set of features
are pulled from the top of the backlog. During the sprint, no features
are added and the sprint goals don’t change. The only exception to
this is if the team finishes a sprint early. Client communication is
generally limited to the daily standup results, but some firms allow for
an open dialog via a chatroom.
23. 23
DAILY STANDUP
Every morning of the sprint the project team gets together for a short
(under 15 minute) meeting. This meeting takes place at the same time
every day and includes everyone on the project. Everyone stands up
for the meeting to keep everyone focused and to keep the meeting
short. Often a timer is set so that the meeting does not run long.
Each person on the team is tasked to answer 3 simple questions:
These three questions allow for complete transparency. Everyone on
the team is in the loop, and the answers make people accountable for
what they say they will deliver. The results of this meeting are typically
shared with the client. This daily communication makes sure that if
something is holding up the team, they can get a response quickly.
1. What did you do yesterday?
2. What are you going to do today?
3. Do you need any help or are there any
blockers in the way?
24. 24
SPRINT REVIEW MEETING
At the end of every sprint something of value is produced. Something
that theoretically could be launched. The sprint review meeting brings
together the project team and other project stakeholders like the client
to present the work that was completed.
The sprint review always starts with a functional demo. A conversation
then takes place on how it can be improved and if there needs to be
any reprioritizing of the project backlog. Then the team collectively
plans out the next sprint.
25. 25
KEYS TO SUCCESS
COMMUNICATION
Any project benefits from good communication. Agile projects are no
exception. If you haven’t run an agile project before, communication is
especially important. Being kept in the loop about what is ahead of
schedule and what is behind schedule can help alleviate concerns
with unpredictability. A transparent process keeps people at ease and
lets them focus on what is important: delivering the best possible
product to their users.
DEDICATED TEAMS
Agile works best with a dedicated team of people who are willing and
want to collaborate. The better the collaboration, the better the
product.
GOOD PLANNING
For an agile project to succeed, it requires good planning. This doesn’t
mean planning everything down to the day or week like in a
traditional waterfall project, but it does mean thinking through the
project ahead of time: coming up with a robust project backlog and
estimating features as best you can.
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GET AFTER IT
Agile is meant to improve your life, not complicate it. It is meant to
help you release your products faster, better and for less money. It is
meant to be less risky than waterfall. It is meant to help teams work
together better to generate their best work. Give it a whirl. Start with
a small project that you can handle, and I bet you will enjoy it.
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SPRINT
A sprint is a set amount of time where the work is accomplished.
PROJECT BACKLOG
The project backlog contains all of the user stories (or features) for the
project ranked by priority. Each story has an estimated value of 1 to 3
points.
FEATURE ESTIMATION
Feature Estimation is the process of estimating how long each user
story will take. You assign each story a relative point value of 1 to 3
points. If it is likely to take longer than 3 points, you break it down into
smaller chunks.
PLANNING POKER (SCRUM POKER)
Planning Poker is a technique used for feature estimation. One issue
with feature estimation is that by speaking the recommended point
value, people may influence others in the group. Planning Poker
solves this by using cards that are flipped over simultaneously.
DAILY STANDUP
Every day at the same time, the entire project team stands up and has
a short meeting to review what was accomplished and what will be
worked on.
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USER STORIES
User Stories are one to two sentences that describe what a specific type
of user needs to do to accomplish a goal on the site. They are
formatted like:
As a [user type] I want to [do what] so that I can [purpose]
WATERFALL
Waterfall is a traditional type of project management that is
sequenced. For example, once you complete the designs, you start
development.
BURNDOWN CHART
A burndown chart is a graphical chart that is used to show the amount
of work left vs time left.
VELOCITY
Sprint velocity is how much work a project team can get done per
sprint. It is typically used to estimate how many features can be
accomplished each sprint (based on the feature points)
SCRUM
Scrum is one flavor of agile development that focuses more on the
management of the project as opposed to on what is accomplished.
SCRUMMASTER
The scrummaster is a member of the team that facilitates the meetings.
Their goal is to remove any impediments that the team has.
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THE AGILE SAMURAI
pragprog.com/book/jtrap/the-agile-samurai
One of my favorite books on Agile: it provides not only a great overiew,
but also an in-depth look at how to run agile properly and
successfully.
THE AGILE MANIFESTO
agilemanifesto.org
The founding fathers of Agile.
AGILE & LEAN SOFTWARE DEVELOPMENT LINKED GROUP
linkedin.com/groups/Agile-Lean-Software-Development-37631
Good discussions and Q&A
THE LEAN STARTUP
theleanstartup.com
Book and website dedicated to Lean thinking. Agile and the Lean
methodology complement each other perfectly.
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PIVOTAL TRACKER
www.pivotaltracker.com
The popular tracking tool that helps you manage your Agile projects.
The feature set is robust, but the User Interface could be improved to
make this a go-to tool.
TRELLO
www.trello.com
A simple online tool to help you manage the project backlog. Trill is
like a set of digital post-it notes that you can easily rearrange.
ASANA
www.asana.com
Another popular management tool. Asana offers a more thorough
feature set than Trello, but the interface is not as intuitive.
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