Agile Methodologies

Agile Methods and Approaches
– A Perspective
TechGig Webinar, Date: 29th
February, 2012
Niranjan Nerlige V, M.Tech (IIT- B), PMI-ACP, CSP,CSM
Founder ,Chief Consultant, Agile Coach and Trainer
Exelplus Services, Bangalore.
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NIRANJAN NERLIGE V, M.TECH(IIT-B), PMI-ACP, CSP, CSM
FOUNDER, AGILE COACH, CONSULTANT AND TRAINER
•His main interests are providing Consulting, Coaching, Mentoring and Training in Agile
Methodologies, Transitioning to Agile Successfully, Scrum Project Management, CMMI-Agile(Hybrid
Process Model adoption), Project Management, Software Estimation Techniques, Project Management
(Traditional and Agile).
•17 Years of Experience in Software Quality Assurance, Deployment of Software Development
Processes and 2.5 Years as a Consultant and Entrepreneur
•He is Agile Certified Practitioner (PMI-ACP) from PMI, Certified Scrum Master (CSM) and holds
Certified Scrum Professional (CSP) certification from Scrum Alliance.
•He has been a Consultant to eRevMax Software in Kolkota. He has coached, consulted on Scrum
implementation and conducted Scrum workshops in this organisation..
•He has been a Consultant and Trainer to Ion Idea for Agile –Scrum Process adoption and
development of Agile project management in-house tool
•Currently , He is
– Consultant, Agile Coach and Trainer to IpInfusion for Agile-CMMI implementation
– Consultant for Arbitron
– Regular trainer for Agile and Scrum project management in Yahoo .
– Regular Trainer for Oracle-Hyderabad in Agile
– Regular Trainer for Symphony Services in Agile, Estimation etc.
•Trained more than 1000 people in Agile Methodologies

Contents
• Why Agility?
• Business Case for Agility
• Traditional Approach v/s Agile Approach
• Agile Values
• Agile Benefits
• Current Applicability of Agile
• Agile Frameworks and approaches
– Scrum
– XP
– Kanban
– Lean – Agile
• Variations In Agile Methods – Selecting an Approaches
3

Changing Business Scenario - Rapidity
4
Mobile Phones 10-15 years back
Latest Mobile Phones
Markets are
very dynamic

Changing Business Scenario – Rapidity(Contd…)
5
TVs 10-15 years back
Latest TVs
End Users Needs are
changing very fast

Changing Business Scenario – Rapidity( Contd…)
6
The changing times of banking industry doing
Business

Why Agility?
7
Rapidity of Business
changes
Rapidity of Business
changes
need for agility to
respond more
effectively to change.
need for agility to
respond more
effectively to change.
Any Enterprise that aspires to respond in real time must have
the ability to be agile when needed
Any Enterprise that aspires to respond in real time must have
the ability to be agile when needed

Business Case for Agile
8
Agile methodologies
change the face of
software development
People Over ProcessesPeople Over Processes
ROI and time-to-market.
Increase in ROI as well as reduce
time-to-market. (incremental
working software)
Increase in ROI as well as reduce
time-to-market. (incremental
working software)
Customers see quality,
productivity and turn-
around time as a risk in
Offshore development
build trust and confidence as the
customer is part of the team -
(customer collaboration &
embracing change)
build trust and confidence as the
customer is part of the team -
(customer collaboration &
embracing change)
Agile Methods
Stresses customer satisfaction
Emphasizes team work - enable groupware style development
Allows agile programmers communicate with their customers and fellow
programmers quite regularly and empowers them to confidently respond to
changing customer requirements, even late in the life cycle
Stresses customer satisfaction
Emphasizes team work - enable groupware style development
Allows agile programmers communicate with their customers and fellow
programmers quite regularly and empowers them to confidently respond to
changing customer requirements, even late in the life cycle
Agile Methods are successful because, They

The Traditional Approach
10
Requirements
Gathering
Design
Development
Testing
Rework
Documentation,
Signoffs, Handoff
Documentation,
Signoffs, Handoff
Documentation,
Signoffs, Handoff
Documentation,
Signoffs, Handoff
Job Function A Job Function B Job Function C Job Function D Job Function E
Niranjan Nerlige V, Copy Right Protected
• Linear
• Sequential phases
• Directed teams
separated by specialty
(phase)
• Feedback at end
• Linear
• Sequential phases
• Directed teams
separated by specialty
(phase)
• Feedback at end

Agile: Incremental & Iterative Software Development
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Feature A
Design Develop Test Rework
Feature B
Feature C
Feature D
Feature E
Cross-Functional Team (Designers, Developers, Testers)
Benefits of iterative development:
• Early mitigation of high risks
• Early visible progress.
• Early feedback, user engagement,
and adaptation, leading to a system
that more nearly meets the needs of
the various stakeholders.
• Managed complexity – no
compounding of complexity by
postponing the implementation
phase.
• Learning within an iteration.
Benefits of iterative development:
• Early mitigation of high risks
• Early visible progress.
• Early feedback, user engagement,
and adaptation, leading to a system
that more nearly meets the needs of
the various stakeholders.
• Managed complexity – no
compounding of complexity by
postponing the implementation
phase.
• Learning within an iteration.

Agile Methods which are in Wide-Spread use are
• Extreme Programming (Kent Beck)
• Scrum (Ken Schwaber, Jeff Sutherland, Mike Beedle)
• Crystal (Alistair Cockburn)
• DSDM (Arie van Bennekum)
• Feature-Driven Development (Jeff De Luca)
• Lean Development (Bob Charette)
• Adaptive Software Development (Jim Highsmith
Agile Methods in Wide Spread Use
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Agile
Umbrella
Scrum XP RUPLeanDSDMFDD
More…
• Scrum (Ken Schwaber, Jeff Sutherland,
Mike Beedle)
• Feature-Driven Development (Jeff De
Luca)
• Adaptive Software Development (Jim
Highsmith)
• Scrum (Ken Schwaber, Jeff Sutherland,
Mike Beedle)
• Feature-Driven Development (Jeff De
Luca)
• Adaptive Software Development (Jim
Highsmith)
“All models are wrong, some are useful…..”
George Box, industrial statistician
“All models are wrong, some are useful…..”
George Box, industrial statistician

Benefits Of Agile Methods in
Software Development
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Business Value
14
100
90
80
70
60
50
40
30
20
10
0
BusinessValue%
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6
Source: Thanks to Pete Deemer

Uncertainty and Risk
15
100
90
80
70
60
50
40
30
20
10
0
UncertaintyandRisk%
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6
Source: Thanks to Pete Deemer

Where Agile Methods is being used for
16Niranjan Nerlige V, Copy Right Protected
• Large – Scale enterprise software projects
• Consumer software products
• US FDA approved software for X-Rays, MRIs
• High availability systems(99.99%)
• Financial Payment applications
• Large database applications
• Embedded systems
• CMMI Level 5 organizations
• Multi Location development
• Sustenance and Maintenance Projects
• Non-Software Projects

Antithesis of Agile Dynamics
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sequential progress; disparate roles;
accountability & ownership issues
Agile: Scrum -team moves as one unit
Term used in Japan in 1987 to
describe hyper-productive
development
Term used in Japan in 1987 to
describe hyper-productive
development

The Essence of Scrum
Definition of Scrum
“Scrum…is a framework within which you can employ various processes and
techniques…within which complex products can be developed”
-Ken Schawber, ScrumGuide,, May 2009
Definition of Scrum
“Scrum…is a framework within which you can employ various processes and
techniques…within which complex products can be developed”
-Ken Schawber, ScrumGuide,, May 2009

Scrum Basics
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Daily 15-minute
“Stand-up” Meeting
The Team
1-4 Weeks
Product Owner
1
2
3
4
5
6
7
8
Prioritized List
of Requirements
(product back log)
Team Makes
Commitment
for the Sprint (Sprint Backlog)
Sprint Review
Scrum
Master
Input from End-Users,
Customers, Team and
Other Stakeholders
Team Selects
How Much To
Commit To Do
By Sprint’s End
Potential Shippable
Product Increment

Benefits of Scrum
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Benefits of Scrum
•Targets Product Owner’s functions-of-value
•Focus on team communications
•Frequent demonstrations for early feedback from stakeholders
•Team spirit
•Sense of accomplishment
Benefits of Scrum
•Targets Product Owner’s functions-of-value
•Focus on team communications
•Frequent demonstrations for early feedback from stakeholders
•Team spirit
•Sense of accomplishment
Remember the following
•Sprint is not a “mini- waterfall”
•Must result in quality,, demonstrable value to Product Owner
•Beware of defect build-up (aka technical debt)
•Thinking “smaller” chunk of work aka “user stories” to
demonstrate in each sprint is challenging at times.
•Each sprint should have requirements, design, development, and
testing activities
Remember the following
•Sprint is not a “mini- waterfall”
•Must result in quality,, demonstrable value to Product Owner
•Beware of defect build-up (aka technical debt)
•Thinking “smaller” chunk of work aka “user stories” to
demonstrate in each sprint is challenging at times.
•Each sprint should have requirements, design, development, and
testing activities

Extreme Programming
• A collection of best practices – each done to the
“extreme”
• Sounds extreme, but very disciplined
• Created by Kent Beck, Ward Cunningham, Ron
Jeffries
• Adds specific engineering practices to Scrum’s
project management approach
• A tough target to hit but highly productive if
you do
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Scrum works well
as a wrapper
around Extreme
Programming
Scrum works well
as a wrapper
around Extreme
Programming

Extreme programming(XP)
• Twelve practices
– Based on what has worked on projects, taking them to extreme
• If something is good why not do it all the time?
• Small teams (under 20)
• Onsite customer presence
• Planning game
– Negotiate requirements in form of stories captured on index cards
• 2 to 3 weeks iteration
• Scales well for smaller team
– But, a competent smaller team is better than a large team following heavier
methodologies
• Deemphasizes documentation

XP Practices
Customer Practices
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On Site CustomerOn Site Customer
Small ReleasesSmall Releases
Quality Practices
MetaphorsMetaphors
Test Driven
development
Test Driven
development
Simple DesignSimple Design
RefactoringRefactoring
Pair ProgrammingPair Programming
Planning GamePlanning Game
Sustainable PaceSustainable Pace
Collective OwnershipCollective Ownership
Coding StandardsCoding Standards
Continuous
Integration
Continuous
Integration

Choose Extreme Programming if
• …you have loosely-defined or volatile requirements
• …you have or can develop strong engineering skills and practices
• …customers can be involved on a daily (hourly) basis
• …Suitable for small teams (Upto 12 Nos)- Small teams are more
flexible, and better able to adapt to change than fifty- or one-
hundred-person programming behemoths.
• … Strong Commitment to XP (from the top echelon of executives
all the way down and Customers)
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Kanban Cards Limit Excess Work In Progress
• Kanban literally means “visual
card,” “signboard,” or “billboard.”
• Toyota originally used Kanban
cards to limit the amount of
inventory tied up in “work in
progress” on a manufacturing
floor
• Not only is excess inventory
waste, time spent producing it is
time that could be expended
elsewhere
• Kanban cards act as a form of
“currency” representing how WIP
is allowed in a system.
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Why use Kanban in Software
Development?
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Time-boxed iterative development has challenges
Common problems include:
• Short time-boxes give more frequent opportunity to measure
progress and inspect software but force development items
to be smaller
• Smaller development items are often too small to be
valuable and difficult to identify
• Chances of sacrificing Quality often suffers as testers race to
complete work late in the development time-box
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Why use Kanban in Software Development?

Using a Kanban approach in
software drops time-boxed
iterations in favor of focusing on
continuous flow.
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Kanban in a nutshell
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Visualize the workflow
Split the work into pieces, write each item on a card and put on the wall
Use named columns to illustrate where each item is in the workflow.
Limit WIP (work in progress)
Assign explicit limits to how many items may be in progress at each workflow state.
Measure the lead time (average time to complete one item, sometimes called “cycle
time”),
Optimize the process to make lead time as small and predictable as possible
Visualize the workflow
Split the work into pieces, write each item on a card and put on the wall
Use named columns to illustrate where each item is in the workflow.
Limit WIP (work in progress)
Assign explicit limits to how many items may be in progress at each workflow state.
Measure the lead time (average time to complete one item, sometimes called “cycle
time”),
Optimize the process to make lead time as small and predictable as possible
This simple process flow has the
steps:
1.Analysis
2.Development
3.Test
4.Deployment
5.Done

Kanban – When to choose?
• Scrum, XP more rules to follow, whereas Kanban less rules to follow
• Beware of less rules, it shouldn’t drive you to “ whatever you can do”
• Used when time to completion is more important than time boxed
iterations
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Source: Scrum and Kanban by Henrik Kniberg

Kanban – How to choose
• Kanban is applied even for few people working in small projects , where as
Scrum requires 7 people and + 2 or -2 .
• More suitable in support environment where less people are involved
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Lean –Agile Software Development
37
Lean software
development is a
translation of
Lean manufacturing
and Lean IT principles
and practices to the
domain. Adapted from
the
Toyota Production System
, a pro-lean subculture
is emerging from
within the Agile
community.
Lean software
development is a
translation of
Lean manufacturing
and Lean IT principles
and practices to the
domain. Adapted from
the
Toyota Production System
, a pro-lean subculture
is emerging from
within the Agile
community.
Select the Minimum
Marketable features
that makes sense to
users and deploy
Select the Minimum
Marketable features
that makes sense to
users and deploy

Lean Principles applied on Software Development
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1) Eliminate waste
2) Amplify learning
3) Decide as late as possible
4) Deliver as fast as possible
5) Empower the team
6) Build integrity in
7) See the whole
1) Eliminate waste
2) Amplify learning
3) Decide as late as possible
4) Deliver as fast as possible
5) Empower the team
6) Build integrity in
7) See the whole
 Unnecessary code and functionality
 Delay in the software development process
 Unclear requirements
 Insufficient testing, leading to avoidable
process repetition
 Bureaucracy
 Slow internal communication
 Unnecessary code and functionality
 Delay in the software development process
 Unclear requirements
 Insufficient testing, leading to avoidable
process repetition
 Bureaucracy
 Slow internal communication
 Running tests as soon as the code is
written.
 Avoid writing adding more documentation
 Requirements gathering could be simplified
- UI screens
 Usage of short iteration cycles
 Running tests as soon as the code is
written.
 Avoid writing adding more documentation
 Requirements gathering could be simplified
- UI screens
 Usage of short iteration cycles
 Delay decisions as much as possible until
they can be made based on facts and not on
uncertain assumptions and predictions
 Delay decisions as much as possible until
they can be made based on facts and not on
uncertain assumptions and predictions
 The sooner the end product is delivered
without considerable defect, the sooner
feedback can be received, and incorporated
into the next iteration.
 The sooner the end product is delivered
without considerable defect, the sooner
feedback can be received, and incorporated
into the next iteration.
 The lean approach favors the aphorism
"find good people and let them do their own job
encouraging progress, catching errors, and
removing impediments, but not micro-
managing
 The lean approach favors the aphorism
"find good people and let them do their own job,
encouraging progress, catching errors, and
removing impediments, but not micro-
managing
 The complete and automated building
process should be accompanied by a
complete and automated suite of developer
and customer tests
 The complete and automated building
process should be accompanied by a
complete and automated suite of developer
and customer tests
 “Think big, act small, fail fast; learn rapidly” “Think big, act small, fail fast; learn rapidly”

Lean –Agile Software Development for an Enterprise Agility
•While Scrum is effective at the team level, Enterprise Agility requires an Enterprise
view.
•Trying to build an holistic view from pieces is not nearly as effective as driving from the
Enterprise to begin with.
•Lean provides guidance in both "optimizing the whole" as well as "respecting people" to
create a balance of effective team working on Enterprise goals . `
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While Scrum has caught on in the industry, many
companies are finding scaling it to be problematic

Lean –Agile Software Development for an Enterprise Agility
Lean Agile Software development to maximize realized business value, requires:
•Managing how product enhancements are initiated
•Giving guidance for product managers to work together to perform product
portfolio management
•Managing dependencies between the software development organization and
the other groups which it works with
•Managing dependencies across the software development organization
•Integrating development and QA roles to increase quality of software and
eliminate waste
•Deciding on engineering practice standards across software development teams
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/Scrum/ Agile

Summary - Selecting an Approach
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Factor XP Scrum Scrum-Lean Kanban Lean
thinking
Keeping team intact Prescribed Prescribed
Use time-boxed intervals Yes Yes Yes No
Prioritize users stories
across a team
Yes Yes Yes No
When to release completed
work
At the end
of selected
iteration
At the end
of selected
iteration
At the end of
selected iteration
Whenever at
the discretion
of team
Works in Support
Environment
No No No Yes Yes
Co-Located Teams No guidance No guidance Use fast-flexible-
flow to create
optimal flow
Manage with
appropriate
WIP limits
Use fast-
flexible-flow
to create
optimal flow
Support for the product-
management organization
No No Yes Partial Yes
Code Quality Yes Not
discussed
Use a workflow
that increases
quality
Use a
workflow that
increases
quality
Use a
workflow that
increases
quality

List of References
• Selecting a development Process by Mike Cohn, Mountain Goat Software
• Scrum and Kanban from Trenches by Henrik Kniberg
• Lean-Agile Software Development by Alan Shalloway, Guy Beaver and
James R.Trott
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Thank You For Your Time …………..
Niranjan Nerlige V, M.Tech ( IIT, Bombay), PMI-ACP, CSP ,CSM
Founder, Chief Consultant , Trainer and Agile Coach
Exelplus Services
A1, Samhita Vista, 1st Main,
Pai Lay Out, Bangalore-560016
Mobile: 99000 55943
E-Mail: niranjan@exelplus.com
Website: www.exelplus.com
Global Excellence Through Innovative solutions
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