The document summarizes the Scrum agile software development lifecycle, which consists of three phases: pre-game, development iterations, and post-game. The pre-game phase includes pre-planning, architecture/design, and sprint planning. The development phase involves iterative sprints of 1-4 weeks. Each sprint includes analysis, design, coding, testing, and daily scrums. The post-game phase involves product integration, testing, documentation, training, and deployment. The overall process is iterative and incremental, with working software delivered in each sprint.
CP7301 Software Process and Project Management notesAAKASH S
UNIT I DEVELOPMENT LIFE CYCLE PROCESSES 9
Overview of software development life cycle – introduction to processes – Personal Software
Process (PSP) – Team software process (TSP) – Unified processes – agile processes –
choosing the right process Tutorial: Software development using PSP
20
UNIT II REQUIREMENTS MANAGEMENT 9
Functional requirements and quality attributes – elicitation techniques – Quality Attribute
Workshops (QAW) – analysis, prioritization, and trade-off – Architecture Centric
Development Method (ACDM) – requirements documentation and specification – change
management – traceability of requirements
Tutorial: Conduct QAW, elicit, analyze, prioritize, and document requirements using ACDM
UNIT III ESTIMATION, PLANNING, AND TRACKING 9
Identifying and prioritizing risks – risk mitigation plans – estimation techniques – use case
points – function points – COCOMO II – top-down estimation – bottom-up estimation – work
breakdown structure – macro and micro plans – planning poker – wideband delphi –
documenting the plan – tracking the plan – earned value method (EVM)
Tutorial: Estimation, planning, and tracking exercises
UNIT IV CONFIGURATION AND QUALITY MANAGEMENT 9
identifying artifacts to be configured – naming conventions and version control –
configuration control – quality assurance techniques – peer reviews – Fegan inspection –
unit, integration, system, and acceptance testing – test data and test cases – bug tracking –
causal analysis
Tutorial: version control exercises, development of test cases, causal analysis of defects
UNIT V SOFTWARE PROCESS DEFINITION AND MANAGEMENT 9
Process elements – process architecture – relationship between elements – process
modeling – process definition techniques – ETVX (entry-task-validation-exit) – process
baselining – process assessment and improvement – CMMI – Six Sigma
Tutorial: process measurement exercises, process definition using ETVX
Comparing Software Quality Assurance Techniques And ActivitiesLemia Algmri
about the different quality assurance (QA) techniques and activities and their effectiveness in dealing with different types of problems , in addition to their cost and their applicability under different environments and development phases.
All software engineering works toward a single goal: to produce high-quality software
Software quality assurance (SQA) is an umbrella activity that is applied throughout the software process.
The SQA activities and technical review help us in ensuring the quality of software product
CP7301 Software Process and Project Management notesAAKASH S
UNIT I DEVELOPMENT LIFE CYCLE PROCESSES 9
Overview of software development life cycle – introduction to processes – Personal Software
Process (PSP) – Team software process (TSP) – Unified processes – agile processes –
choosing the right process Tutorial: Software development using PSP
20
UNIT II REQUIREMENTS MANAGEMENT 9
Functional requirements and quality attributes – elicitation techniques – Quality Attribute
Workshops (QAW) – analysis, prioritization, and trade-off – Architecture Centric
Development Method (ACDM) – requirements documentation and specification – change
management – traceability of requirements
Tutorial: Conduct QAW, elicit, analyze, prioritize, and document requirements using ACDM
UNIT III ESTIMATION, PLANNING, AND TRACKING 9
Identifying and prioritizing risks – risk mitigation plans – estimation techniques – use case
points – function points – COCOMO II – top-down estimation – bottom-up estimation – work
breakdown structure – macro and micro plans – planning poker – wideband delphi –
documenting the plan – tracking the plan – earned value method (EVM)
Tutorial: Estimation, planning, and tracking exercises
UNIT IV CONFIGURATION AND QUALITY MANAGEMENT 9
identifying artifacts to be configured – naming conventions and version control –
configuration control – quality assurance techniques – peer reviews – Fegan inspection –
unit, integration, system, and acceptance testing – test data and test cases – bug tracking –
causal analysis
Tutorial: version control exercises, development of test cases, causal analysis of defects
UNIT V SOFTWARE PROCESS DEFINITION AND MANAGEMENT 9
Process elements – process architecture – relationship between elements – process
modeling – process definition techniques – ETVX (entry-task-validation-exit) – process
baselining – process assessment and improvement – CMMI – Six Sigma
Tutorial: process measurement exercises, process definition using ETVX
Comparing Software Quality Assurance Techniques And ActivitiesLemia Algmri
about the different quality assurance (QA) techniques and activities and their effectiveness in dealing with different types of problems , in addition to their cost and their applicability under different environments and development phases.
All software engineering works toward a single goal: to produce high-quality software
Software quality assurance (SQA) is an umbrella activity that is applied throughout the software process.
The SQA activities and technical review help us in ensuring the quality of software product
Mostly people ask what is system development life cycle so, you can read the 7 stages of system development life cycle step by step from IPHS Technologies
In this technique, test cases are developed using the use cases of the system. A use case encompass the various actors and their interactions with the system. Use cases cover the complete transactions from start to finish. These test cases depict the actual use of software by the end user.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
20240608 QFM019 Engineering Leadership Reading List May 2024
Agile lifecycle handbook by bhawani nandan prasad
1. Agile Lifecycle Handbook By Bhawani Nandan Prasad (MBA – Marketing and Strategy, B.E. Comp Sc)
Introduction
Agile denotes “the quality of being agile; readiness for motion; nimbleness, activity, dexterity in
motion”, implying light weight along with faster and nimbler software development process. Agile
methodology is aimed at rapidly growing and volatile internet software industry as well as the
mobile application environment.
Agile is concerned with producing software that meets the user's needs within the shortest possible
time. The user is usually involved in the iterative production process. Agile software processes are
characterized by accelerated delivery of working software at any stage in the development process.
The emphasis is on customer collaboration, communication and teamwork. Thus requirements may
change anywhere in the process and the process is adaptive to the change
Agile software life cycle is an iterative process where software is ready at each iteration but can
always be improved by further iteration. There is minimal documentation and maximum emphasis
on direct face-to-face communication. Agile software is adaptable to fast changes and is ideal for
small teams who have to deliver workable software within a very short deadline.
Existing Agile Methods
Given below are some of the popular methodologies that seem to represent the Agile methodology:
Extreme Programming
Scrum (this document focuses on Scrum methodology)
Crystal Family of methodologies
Feature Driven Development
Rational Unified Process
Dynamic Systems Development Method
Adaptive Software Development
Open Source Software Development
2. Overview of Scrum Lifecycle
Scrum Lifecycle consists of three phases:
1. Pre-game: This in turn consists of the following sub-phases:
a. Pre-Planning
b. Architecture/High Level Design
c. Sprint Planning
2. Development iterations:
The development phases consist of Sprints that are iterative cycles. One Sprint lasts
between 1 week to 1 month. There may be 3 to 8 sprints in a software development process
before a system is ready for distribution.
3. Post-game: This in turn consists of sub-phases as follows:
a. Product Integration
b. System Testing
c. Documentation
3. The Scrum Lifecycle
1.1. Pre-Planning Phase
1.1.1. Purpose
The Planning Phase focuses on identifying a viable project and the strategy for its execution.
1.1.2. Entry Criteria
Need to identify viable projects
1.1.3. Inputs
Opportunities available at hand
1.1.4. Outputs
Selection of Projects
High Level Problem Statement
Product backlog for the selected Product
1.1.5. Exit Criteria
Selection of system to be developed
1.1.6. Tasks
The projects are prioritized and selected by the key stakeholders including management, the
customer, users, Sprint Manager as follows:
o Define the business opportunities
o Identify Viable project
o Assess feasibilities. Just enough feasibility study done to decide yes or no on the
project
o Prioritize projects based on the potential gains and other aspects
o Select Projects that are of higher priority
Other decisions made at this phase includes the following:
o Whether to build new system or modify existing system
o the development team and its location
Garnering support and funding for the project
Starting to build the team
4. 1.2. Architecture/High Level Design
1.2.1. Purpose
In the architecture phase, the high level design of the system including the architecture shall be
planned based on the Product Backlog.
A design review meeting is held to go over the proposals for implementation and decisions are
made. In addition, preliminary plans for the contents of releases are prepared.
1.2.2. Entry Criteria
Selection of system to be developed
1.2.3. Inputs
Selection of Projects
1.2.4. Outputs
Product Backlog updates
Generalized use cases that captures the intentions of a user
Architecture and High Level Design
High Level Activity diagram
High level workflow
Standards, Conventions, Technology, Resources
High Level estimates
1.2.5. Exit Criteria
Approved Architecture and High Level Design
1.2.6. Tasks
This phase involves the following tasks by the Sprint team:
Define high level scope
Define Technology stack
High level analyses and Design
Setting up the environment
Estimating the project at high level
5. 1.3. Sprint Planning
1.3.1. Purpose
The Sprint Planning meeting is carried out for each sprint with the purpose of defining the Sprint
backlog for the next Sprint.
1.3.2. Entry Criteria
Need to plan for the next Sprint
1.3.3. Inputs
Product Backlog
1.3.4. Outputs
Updated Product backlog
Sprint Goal and Sprint Backlog finalized for the next sprint
Estimates and Plan for the next sprint
1.3.5. Exit Criteria
Approved plan for the next Sprint
1.3.6. Tasks
The Scrum Manager along with Scrum team shall review the latest Product Backlog. During
this process, new items may be added or existing items modified or deleted in the Product
Backlog. The priority may be revised.
Based on the updated priority, a set of items shall be selected for the next sprint and
commitment taken from the Sprint team. This establishes the Sprint Goals and the Sprint
Backlog for the next Sprint.
The following are assessed for the next sprint:
o Assess resource requirements
o Risk and Issues Management
o Training needs
Just enough Analysis and Design shall be performed by the Scrum team so as to give good
estimates.
The Scrum Manager prepares the plan for the next sprint
Finally, seek necessary approvals from the management, customer and users on the Sprint
Backlog for the next Sprint.
1.3.7. Verification
Review and Approval of Sprint Backlog
6. 1.4. Development Iterations
1.4.1. Purpose
During Development iterations, high-quality working software is incrementally delivered that
meets the changing needs of our stakeholders. Each iteration is called a Sprint.
Each sprint consists of traditional phases – Requirements, Analysis, Design, Evolution and Delivery.
Each Sprint involves development or enhancements of new functionality. One Sprint lasts between
1 week to 1 month. There may be 3 to 8 sprints in a software development process before a system
is ready for distribution.
1.4.2. Entry Criteria
Approved plan for the next Sprint
1.4.3. Inputs
Updated Product backlog
Sprint Goal and Sprint Backlog
Sprint Plan
1.4.4. Outputs
Agile class diagrams depicting data layer objects
Agile class diagrams depicting business layer objects
Agile sequence diagrams for complex logic
User interface mock-ups and flows
Working Code
Defects and their status
1.4.5. Exit Criteria
Working Code is complete
1.4.6. Tasks
All stakeholders collaborate during this phase to reduce the risk through fast feedback cycle.
Analysis and Design is carried out Just in time. This involves the following steps:
o Refine the requirements (The requirements evolve throughout the project)
o Refine the Architecture and design of the system (The architecture and design
evolves during the sprint development).
o Model shall be done in a manner that you can always come back later
o All stakeholders shall actively participates
o Issues are intended to be resolved just in time
The functionality is coded in the order of priority. This may be accomplished through
practices such as follows:
o Active stakeholder participation
o Test Driven development
o Pair programming
o Accomplished in iterations
7. o Develop Incrementally
o Code refactoring
The quality is assured through guidance like coding convention and other guidelines.
Confirmatory testing: The developers shall perform development testing to confirm the
design and the users shall perform agile acceptance testing to confirm the requirements.
This isn't the complete testing because we are producing working software on a regular
basis.
Independent Testing: This involves the following:
o System Testing/Function Testing. This is performed by test professionals who are
good at finding defects which the developers have missed.
o User Testing
Majority of testing is done during each construction cycle so that the testing in the release
iteration is smaller.
Daily Scrum meetings that are conducted by the Scrum Master and attended by Product
owner and Scrum team. The management can also participate in the Scrum meetings.
During this meeting, the following are reviewed:
o Assess Velocity to check the progress
o Work completed
o Issues and Risks
o Work planned for the next days
8. 1.5. Post Game (or Release Iteration)
1.5.1. Purpose
During the release iteration(s), also known as the "end game", the system is transitioned into
production. Not that for complex systems the end game may prove to be several iterations, although
if you've done system and user testing during construction iterations this likely won't be the case
1.5.2. Entry Criteria
Working Code is complete
1.5.3. Inputs
Working Code
1.5.4. Outputs
Integrated and tested Code
User documentation
Deployment of code
Scrum Review Checklist
1.5.5. Exit Criteria
1.5.6. Tasks
Product Integration. This involves integrating the code with the previous build.
Final testing of the system. Final system and acceptance testing should be performed at
this point, although the majority of testing should be done during construction iterations.
Rework the code
User documentation. Some documentation may have been written during construction
iterations, but it typically isn't finalized until the system release itself has been finalized to
avoid unnecessary rework. Documentation is produced if the stakeholder is willing to pay
for it.
Training. Train end users, operations staff, and support staff to work effectively with our
system
Deploy the System
Daily Scrum meetings that are conducted by the Scrum Master and attended by Product
owner and Scrum team. The management can also participate in the Scrum meetings.
1.6. Sprint Review meeting
This is held on the last day of a Sprint. In this meeting, the Scrum team and Scrum master present
the result (i.e. the working product increment) of the Sprint to the management, customers, users
and the Product Owner.
The review meeting may bring out new Backlog items and even change the direction of the system
being built.
These meetings are informal.
9. Scrum master reviews whether project is carried out in accordance with Scrum values, practices and
rules and it progresses as planned. The following checklist is used for the purpose:
Scrum Review Checklist
10. Scrum in a nutshell Metrics
Stage
Event/
Meeting
Led/
Facilitated
by
Participants Frequency Artifacts
1 Strategy *
Product
Owner
Key
stakeholders
(Customer and
Users), Sr
Executive
Once a
year
Vision
Statement *
2
Define
Product
Roadmap *
Product
Owner
Key
stakeholders
(Customer and
Users)
Twice a
year
Product
Roadmap *
Themes *
3
Release
Planning
Meeting *
Product
Owner
Development
team,
SCRUM Master
(Optional)
Once a
quarter
Product Backlog
Epics
User Stories
4
Sprint
Planning
Meeting
Product
Owner
Development
team,
SCRUM Master
At
beginning
of sprint
Sprint Backlog
User Stories
Tasks
5
Daily
SCRUM
SCRUM
Master
Development
team, Product
Owner (as
desired)
Daily
Task Board
Sprint Burndown
Chart
6
Spring
Review (End
Meeting #1)
Product
Owner
Key
stakeholders
(Customer and
Users),
Development
team
At end of
Sprint
Potentially
shippable
increment, User
acceptance
7
Sprint
Retrospective
(End Meeting
#2)
SCRUM
Master
Development
team,
At end of
Sprint
Release
Burndown Chart