Agile project management is a contemporary approach to managing software development projects that values interacting with skilled individuals, delivering working software products, establishing close customer interaction, and adopting quick changes. Some popular agile methodologies include eXtreme Programming, Scrum, Feature Driven Development, and Lean Software Development. The goals of agile project management include executing projects faster and developing software with higher customer satisfaction through regular adaptation, constant collaboration, and iterative development processes.
[To download this complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
This introduction to Agile and Scrum is a presentation that provides a high-level overview of Agile and Scrum methodologies. The presentation is aimed at individuals who may have heard of Agile and Scrum but are not familiar with the concepts or principles.
The presentation begins with an introduction of the basic principles and values of Agile and Scrum, which includes an explanation of the Agile philosophy and principles, and an overview of the Scrum framework and its origins. It also discusses the benefits and drawbacks of Agile and Scrum and compares them to traditional project management methodologies.
The key roles and responsibilities within a Scrum team are discussed next, including the three key roles of Scrum Master, Product Owner, and Development Team. An explanation on how these roles interact with each other and the wider organization is provided.
The Scrum framework and its key components, including an overview of Sprints, Backlog, and Artifacts are also explained. The Scrum events, including Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective, are also covered.
Lastly, successful examples of how Agile and Scrum are used in various industries, such as software development, marketing, and education are presented. Discussions on how Agile and Scrum can be adapted to fit the needs of different projects and organizations are also provided.
By the end of the Agile and Scrum PPT presentation, attendees would have a solid foundation in Agile and Scrum methodologies, including a basic understanding of the principles and values, the Scrum framework and its key components, and the roles and responsibilities of the Scrum team. They would be equipped with the necessary knowledge to apply Agile and Scrum to their own work.
LEARNING OBJECTIVES
1. Understand the basic principles, values, benefits and drawbacks of Agile and Scrum.
2. Understand the key roles of the Scrum team, and the Scrum framework and its key components.
3. Understand how Agile and Scrum can be applied to various industries and projects and adapted to fit different situations.
** PMP® Training: https://www.edureka.co/pmp **
This Edureka tutorial on Project Management Tools & Techniques will give you the list of various tools and techniques, used by the project managers for delivering a successful project. This PPT will help you to learn to the following topics:
1. Project Management Methodologies
2. When to use Project Management Techniques?
3. How to choose the right PM Tools & Techniques?
4. Various Project Management Tools
[To download this complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
This introduction to Agile and Scrum is a presentation that provides a high-level overview of Agile and Scrum methodologies. The presentation is aimed at individuals who may have heard of Agile and Scrum but are not familiar with the concepts or principles.
The presentation begins with an introduction of the basic principles and values of Agile and Scrum, which includes an explanation of the Agile philosophy and principles, and an overview of the Scrum framework and its origins. It also discusses the benefits and drawbacks of Agile and Scrum and compares them to traditional project management methodologies.
The key roles and responsibilities within a Scrum team are discussed next, including the three key roles of Scrum Master, Product Owner, and Development Team. An explanation on how these roles interact with each other and the wider organization is provided.
The Scrum framework and its key components, including an overview of Sprints, Backlog, and Artifacts are also explained. The Scrum events, including Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective, are also covered.
Lastly, successful examples of how Agile and Scrum are used in various industries, such as software development, marketing, and education are presented. Discussions on how Agile and Scrum can be adapted to fit the needs of different projects and organizations are also provided.
By the end of the Agile and Scrum PPT presentation, attendees would have a solid foundation in Agile and Scrum methodologies, including a basic understanding of the principles and values, the Scrum framework and its key components, and the roles and responsibilities of the Scrum team. They would be equipped with the necessary knowledge to apply Agile and Scrum to their own work.
LEARNING OBJECTIVES
1. Understand the basic principles, values, benefits and drawbacks of Agile and Scrum.
2. Understand the key roles of the Scrum team, and the Scrum framework and its key components.
3. Understand how Agile and Scrum can be applied to various industries and projects and adapted to fit different situations.
** PMP® Training: https://www.edureka.co/pmp **
This Edureka tutorial on Project Management Tools & Techniques will give you the list of various tools and techniques, used by the project managers for delivering a successful project. This PPT will help you to learn to the following topics:
1. Project Management Methodologies
2. When to use Project Management Techniques?
3. How to choose the right PM Tools & Techniques?
4. Various Project Management Tools
Join BostonPHP and Michael Bourque as he presents the concept of Scrum and shows why so many people are now deploying scrum to their development projects. Michael will take us through the process and talk about how his company, Parametric Technology Inc. (PTC) , is successfully applying Scrum.
Personally designed, Professional Scrum Master (PSM-I) courseware.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Agile methodology is a framework for modern software development.
What is the philosophy behind Agile?
How does it differ from traditional project management strategies like waterfall?
What are the stages, meetings, tools, and team roles?
What is Scrum?
Scrum 101 Learning Objectives:
1. Waterfall project methodology basics - what is waterfall and where did it come from?
2. Agile umbrella practices and frameworks - what is agile? what isn't agile? Where does Scrum fit in?
3. Scrum empirical theory - emperical vs. theoretical
4. Parts of the Scrum framework - roles, events / ceremonies, artifacts and rules
5. Features of cultures that use Scrum
This slide is a discussion of Traditional Project Management V Agile Project Management. Where and how both fits in, why should we go for Agile Project Management, What is Agile etc. is dealt in detail,
The "2017 Scrum by Picture" is something you can call Scrum Guide illustrated. It is based on the newest version of "Scrum Guide".
You will find the theory, scrum values, scrum team, scrum events including sprint, sprint planning, daily scrum, review and retrospective as well as scrum artifacts. All of those is explained in easy to follow, illustrated nicely presentation, which can assist you to catch the idea behind Scrum.
Feel free to share "2017 Scrum by Picture" with your Scrum friends.
What is Agile Project Management? | Agile Project Management | Invensis Learn...Invensis Learning
( *** PRINCE2 Agile Certification Training: https://bit.ly/2KIz6Oh *** )
( *** AgilePM Certification Training: https://bit.ly/2V3QhMf *** )
This presentation on What is Agile Project Management? explains the need for blending Agile concepts with control and governance of Project Management, also explains how it can be done.
Areas Covered:
1. Need for Agile Project Management
2. Understanding Principles of Agile & Project Management
3. What is Agile Project Management?
4. Difference Between Agile & Waterfall
5. Challenges if Agile Project Management
6. Understanding Agile Frameworks
7. Agile Project Management Career Paths
#AgileProjectManagement #InvensisLearning
Subscribe to our channel: https://bit.ly/3dmqNQS
Click here to check upcoming webinars on Agile Project Manager: https://goo.gl/M9v8oP
About Invensis Learning:
Invensis Learning is a pioneer in providing globally-recognized certification training courses for individuals and enterprises worldwide. We have trained and certified 15,000+ professionals from 50+ courses through multiple training delivery modes.
Invensis Learning provides live online certification training on Agile Project Management, there are two career paths one can opt for.
1. AgilePM certification by APMG: https://bit.ly/2V3QhMf
2. PRINCE2 Agile certification by AXELOS: https://bit.ly/2KIz6Oh
Upon enrolment, you will get lifetime access to a Learning Management System which will contain all class resources like recordings and Ppts, along with access to Agile Project Management webinars.
BECOME A CERTIFIED AGILE PROJECT MANAGER!
For more information please visit our website: https://www.invensislearning.com
Follow Us on:
Facebook: https://www.facebook.com/invensislearn/
LinkedIn: https://www.linkedin.com/company/inve...
Twitter: https://twitter.com/invensiselearn/
Learn the basics of the agile way-of-life that has helped many companies realize their potential in the market. The agile secret sauce was once a thing that was only enjoyed by software organizations on the East and West coasts, but is now invading Indianapolis -- increasing productivity, making teams empowered (and happier!), and helping managers focus less on the taskmaster role and more on the important stuff.
Introduction to Agile Project Management and ScrumVoximate
Brief introduction to Agile Project Management and Scrum covering user stories, story points, use of Fibonacci sequence values for story points, release planning, sprints, capacity, velocity, sprint commit meetings, sprint review meetings, and burndown charts. Explains the importance of returning the product to a potentially shippable state at the end of each sprint to reduce the accumulation of technical debt and keep the assessment of project progress realistic. Summarizes the roles in Scrum of the Product Owner (who writes or facilitates the writing by customers of user stories), the ScrumMaster (who manages the Scrum), and the Team (who do the work). Discusses values and best practices in Agile/Extreme Programming ("XP") values. Explains daily standup meeting in which people share what they did yesterday, what they're doing today, and any blocking issues they're encountering. Summarizes common problems with waterfall project management including a serialized process, longer time to market, isolation of developers from customer needs, plans falling out of synch with reality, lack of visibility into rate of progress, features being slashed late in the development cycle to bring in release dates, long time to project completion, late feedback from customers, projects falling behind schedule, and projects missing their market window or being killed before launch. Summaries problems with monolithic product requirements documents including length, lack of readability, disconnection from customer needs, and lack of clarity about which features are for which customers.
Agile Project Management - An introduction to Agile and the new PMI-ACPDimitri Ponomareff
The PMI-ACP recognizes knowledge of agile principles, practices and tools and techniques across agile methodologies. If you use agile practices in your projects, or your organization is adopting agile approaches to project management, then this PDM will provide a full overview about this new PMI certification while exploring key agile principles, practices and techniques. If you always wanted to learn more about agile, this presenter is a certified Agile practitioner, trainer and coach so you will receive up to date information about the state of Agile and how it can most help you in your organization or your career.
Join BostonPHP and Michael Bourque as he presents the concept of Scrum and shows why so many people are now deploying scrum to their development projects. Michael will take us through the process and talk about how his company, Parametric Technology Inc. (PTC) , is successfully applying Scrum.
Personally designed, Professional Scrum Master (PSM-I) courseware.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Agile methodology is a framework for modern software development.
What is the philosophy behind Agile?
How does it differ from traditional project management strategies like waterfall?
What are the stages, meetings, tools, and team roles?
What is Scrum?
Scrum 101 Learning Objectives:
1. Waterfall project methodology basics - what is waterfall and where did it come from?
2. Agile umbrella practices and frameworks - what is agile? what isn't agile? Where does Scrum fit in?
3. Scrum empirical theory - emperical vs. theoretical
4. Parts of the Scrum framework - roles, events / ceremonies, artifacts and rules
5. Features of cultures that use Scrum
This slide is a discussion of Traditional Project Management V Agile Project Management. Where and how both fits in, why should we go for Agile Project Management, What is Agile etc. is dealt in detail,
The "2017 Scrum by Picture" is something you can call Scrum Guide illustrated. It is based on the newest version of "Scrum Guide".
You will find the theory, scrum values, scrum team, scrum events including sprint, sprint planning, daily scrum, review and retrospective as well as scrum artifacts. All of those is explained in easy to follow, illustrated nicely presentation, which can assist you to catch the idea behind Scrum.
Feel free to share "2017 Scrum by Picture" with your Scrum friends.
What is Agile Project Management? | Agile Project Management | Invensis Learn...Invensis Learning
( *** PRINCE2 Agile Certification Training: https://bit.ly/2KIz6Oh *** )
( *** AgilePM Certification Training: https://bit.ly/2V3QhMf *** )
This presentation on What is Agile Project Management? explains the need for blending Agile concepts with control and governance of Project Management, also explains how it can be done.
Areas Covered:
1. Need for Agile Project Management
2. Understanding Principles of Agile & Project Management
3. What is Agile Project Management?
4. Difference Between Agile & Waterfall
5. Challenges if Agile Project Management
6. Understanding Agile Frameworks
7. Agile Project Management Career Paths
#AgileProjectManagement #InvensisLearning
Subscribe to our channel: https://bit.ly/3dmqNQS
Click here to check upcoming webinars on Agile Project Manager: https://goo.gl/M9v8oP
About Invensis Learning:
Invensis Learning is a pioneer in providing globally-recognized certification training courses for individuals and enterprises worldwide. We have trained and certified 15,000+ professionals from 50+ courses through multiple training delivery modes.
Invensis Learning provides live online certification training on Agile Project Management, there are two career paths one can opt for.
1. AgilePM certification by APMG: https://bit.ly/2V3QhMf
2. PRINCE2 Agile certification by AXELOS: https://bit.ly/2KIz6Oh
Upon enrolment, you will get lifetime access to a Learning Management System which will contain all class resources like recordings and Ppts, along with access to Agile Project Management webinars.
BECOME A CERTIFIED AGILE PROJECT MANAGER!
For more information please visit our website: https://www.invensislearning.com
Follow Us on:
Facebook: https://www.facebook.com/invensislearn/
LinkedIn: https://www.linkedin.com/company/inve...
Twitter: https://twitter.com/invensiselearn/
Learn the basics of the agile way-of-life that has helped many companies realize their potential in the market. The agile secret sauce was once a thing that was only enjoyed by software organizations on the East and West coasts, but is now invading Indianapolis -- increasing productivity, making teams empowered (and happier!), and helping managers focus less on the taskmaster role and more on the important stuff.
Introduction to Agile Project Management and ScrumVoximate
Brief introduction to Agile Project Management and Scrum covering user stories, story points, use of Fibonacci sequence values for story points, release planning, sprints, capacity, velocity, sprint commit meetings, sprint review meetings, and burndown charts. Explains the importance of returning the product to a potentially shippable state at the end of each sprint to reduce the accumulation of technical debt and keep the assessment of project progress realistic. Summarizes the roles in Scrum of the Product Owner (who writes or facilitates the writing by customers of user stories), the ScrumMaster (who manages the Scrum), and the Team (who do the work). Discusses values and best practices in Agile/Extreme Programming ("XP") values. Explains daily standup meeting in which people share what they did yesterday, what they're doing today, and any blocking issues they're encountering. Summarizes common problems with waterfall project management including a serialized process, longer time to market, isolation of developers from customer needs, plans falling out of synch with reality, lack of visibility into rate of progress, features being slashed late in the development cycle to bring in release dates, long time to project completion, late feedback from customers, projects falling behind schedule, and projects missing their market window or being killed before launch. Summaries problems with monolithic product requirements documents including length, lack of readability, disconnection from customer needs, and lack of clarity about which features are for which customers.
Agile Project Management - An introduction to Agile and the new PMI-ACPDimitri Ponomareff
The PMI-ACP recognizes knowledge of agile principles, practices and tools and techniques across agile methodologies. If you use agile practices in your projects, or your organization is adopting agile approaches to project management, then this PDM will provide a full overview about this new PMI certification while exploring key agile principles, practices and techniques. If you always wanted to learn more about agile, this presenter is a certified Agile practitioner, trainer and coach so you will receive up to date information about the state of Agile and how it can most help you in your organization or your career.
Mobile App Development- Project Management ProcessBagaria Swati
Are you looking to build new capabilities or extend capabilities of existing business software to enhance productivity and profitability.
Key performance metrics are:
1. application scope management
2. project status and dependencies
3. prompt action for defect containment and defect resolution
4. schedule variance and budget variance analysis
Follow a well-defined and mature application development process based on business case analysis.
Who Manages a Project?
Highly-trained Project Managers at
CodeMyMobile manage the complete
application development lifecycle with a
focus on efficiency. Our experienced
project managers lead planning,
coordination, communication and control
of activities pertaining to technology
initiatives, ensuring that project outcomes
are in line with our customers’ business
objectives and comply with overall time,
cost and quality success criteria.
Responsibilities of the Project Manager:
Manage the project goals, scope and project
teams to ensure overall project success,
including customer satisfaction.
Develop and proactively manage project plans,
including scheduling, identification of risks,
contingency plans, issues management, and
allocation of available resources.
Project Control & Risk Management:
Monitor progress against the overall project
plan, leading the team toward successful
milestone completion.
Identify, communicate and manage project
issues and risks, notifying and/or escalating
appropriately to the customer or internally.
An Overview of PRINCE2
PRINCE2® means PRojects IN Controlled Environment. PRINCE2® is a process-based approach for project management providing an easily tailored and scalable method for the management of all types of projects. The method is the de-facto standard for project management in the UK and is practised worldwide.
This presentation covers following PRINCE2 aspects.
Elements of PRINCE2
Seven Principles of PRINCE2
Seven Themes of PRINCE2
Seven Processes of PRINCE2
We at projectingIT prepare the delegates to appear for the APMG PRINCE2 Foundation and Practitioner Level Project Management Certification and pass it successfully.
Delegates will be provided with a project scenario and the course will use PRINCE2 to run the project. Templates will be provided to prepare the project documentation. The delegates will learn the key concepts in project management such as business case, project planning, scheduling, reporting, monitoring and controlling, risk and change management, project organization, step-by-step process for managing projects.
PRINCE2 Foundation Qualification Overview
Multiple choice format
75 questions per paper
5 questions to be trial and not counted in scores
35 marks required (out of 70 available) to pass - 50%
PRINCE2 Practitioner Exam Qualification Overview
Objective testing format
9 questions per paper with 12 marks available per question i.e. 108 marks total
Duration is 2.5 hours
Open book exam (Official PRINCE2 Manual only)
59 marks required (out of 108 available) to pass - 55%
Register today to get a quote or call us to know about PRINCE2 course.
and speak to one of our executives about the benefits of PRINCE2 and why you should do this course from us!
Visit us on www.projectingit.com to know more about us.
Introduction to Agile Project Planning and Project ManagementMike Cottmeyer
Agile introduces a number of tools and techniques designed to help the team figure out how much software we can build for the time we have, and the amount of money our customer is willing to spend. This talk will introduce the fundamental concepts necessary to break down and estimate our product backlog, how to organize delivery of that backlog for early risk reduction and rapid customer feedback, and how to get stable throughput and predictability as you mature your agile practices. This talk is for those looking to understand how (and why) agile methods lead to better business outcomes.
PRINCE2 Foundation Training Manual by Frank TurleyFrank Turley
Written by Frank Turley - The PRINCE2 Coach : Twitter @PRINCE2_Coach
- Contact me if you have any questions studying PRINCE2
The main objective of this book is to provide an easy to read and understand PRINCE2® manual to help you understand PRINCE2 and pass the PRINCE2 exam. ·. This is the only PRINCE2 Training Manual or book that is focused on the Foundation syllabus and therefore the only book you need to refer to learn PRINCE2 & pass the Foundation exam.·
The official PRINCE2 Manual for the Project Manager is an excellent reference manual but can be rather difficult to pick up and read if you are new to project management or PRINCE2. This is why this book has already become the #1 book for people who are preparing for the PRINCE2 Foundation Exam.
How is our Training Manual different from the official PRINCE2 manual?·
It is a training manual while the OGC manual is a reference manual·
It provides lots of examples of Management Products (easier to understand)
It is 100% focused on the PRINCE2 Foundation syllabus and Exam·
It use examples to·help explain new PRINCE2 terms (easy to understand)·
It is written like a training manual and therefore very easy to read·
It provides an overview of the type of questions to expect (chapter by chapter)
It is available in PDF format making it easy to search and find what you need.·
etc...·
Agile Project Management Methods of IT ProjectsGlen Alleman
Agile project management methodologies used to develop, deploy, or acquire information technology systems have begun to enter the vocabulary of modern organizations. Much in the same way lightweight and agile manufacturing or business management processes have over the past few years. This chapter is about applying Agile methods in an environment that may be more familiar with high ceremony project management methods – methods that might be considered heavy weight in terms of today’s agile vocabulary.
A novel risk management model in the Scrum and extreme programming hybrid me...IJECEIAES
Risk management in software development has always been one of the necessities of software project management. The logical nature of software projects and products has caused several challenges and risks in these projects. On the other hand, with the emergence of agile methodologies, especially Scrum, and extreme programming (XP) methodologies, in recent years, this issue has become more serious. This is mainly because emphasizing limited documentation in these methodologies has caused these methods to pay little attention to some aspects of project management, particularly risk management. Concentrating on this challenge, the current study has proposed a risk management model in the hybrid methodology, combining Scrum and XP. Using this model in a case study shows this model's success in achieving risk management purposes. The results of this study indicate an appropriate reduction in the number of reworks, change requests, identified risks, and occurred risks. Moreover, the number of eliminated risks and team productivity have increased.
In this presentation we will talk about effective ways, overview and concept of “Managing IT Projects”.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Definition of Project, Difference between Project and Program, PMLC, Project Management Life Cycle, Project Manager Vs Line Managers, Challenges in International Projects
A PROPOSED HYBRID AGILE FRAMEWORK MODEL FOR MOBILE APPLICATIONS DEVELOPMENT ijseajournal
With the increasing in mobile application systems and a high competition between companies, that led to
increase in the number of mobile application projects.
Mobile software development is a group of process for creating software for mobile devices with limited
resources like small screen, low-power. The development of mobile applications is a big challenging
because of rapidly changing business requirements and technical constraints for mobile systems. So,
developers faced the challenge of a dynamic environment and the Changing of mobile application
requirements. Moreover, Mobile applications should adapt appropriate software development methods that
act in response efficiently to these challenges.
However, at the moment, there is limited knowledge about the suitability of different software practices for
the development of mobile applications. According to many researchers ,Agile methodologies was found to
be most suitable for mobile development projects as they are short time, require flexibility, reduces waste
and time to market.
Finally, in this research we are looking for a suitable process model that conforms to the requirement of
mobile application, we are going to investigate agile development methods to find a way, making the
development of mobile application easy and compatible with mobile device features.
Agile methodologies in_project_managementPravin Asar
In today's unpredictable markets, companies are feeling the squeeze to achieve more with fewer resources in shorter periods of time. In addition to controlling operational costs, IT is looking to increase the value of information to make the business more profitable. So, necessity to complete and develop projects with changeable requirement ,short period of time ,easily to manage risk , adaptability to changing market requirements has become undeniable main principles for each organization ‘s approach .While traditional methodologies or heavy weight with huge bulk of documentation and long term for planning and designing significantly affects the speed of developing process and customer satisfaction. Hence, using innovative methods for building project are important matter which has introduced in the recent years. Light weight methodologies evolve to meet changing technologies and new demands from users in dynamic business environment.
As a result, agile methodologies and practices emerged as an explicit attempt to more formally embrace higher rates of requirements change.
Agile development methodologies claim to go a step further in overcoming the limitations of traditional one and coping with high speed and high changes on relationships with customers and responsiveness to changes of business processes.
This paper is an evaluation of the agile development methodologies. Furthermore, it includes a discussion about the critical success factors of the agile methodologies, reasons for its failure. A case-study gives a real-world success story.
Integrating Scrum development process with UX design flowjournalBEEI
Nowadays, Agile software development practices are being widely adapted all over the world. Scrum is one of the most known Agile models, it satisfies the business needs and put the main focus on the product. One common challenge for the development of customer-facing products is having a good user experience. This paper presents integrating Scrum development process with user experience design flow. In this study, papers relating to the topic of user experience (UX) process integration with Agile development process, how to measure it and how to improve it, from the year 2010 onwards are reviewed. This is to identify how organizations can integrate UX design flow and Scrum development and get the benefits of both. The conducted review identifies a number of limitations in the existing integrations efforts. A proposed process model to resolve these limitations is presented. Along with our experience in implementing it on an ongoing software development project. The results of applying this process, its impact on the project outcomes quality and the employees’ satisfaction with the process are discussed. The goal of this study is to aid organizations in integrating UX design into their development process.
Perspectives on the adherance to scrum rules in software project managementnooriasukmaningtyas
Adapting users need to fulfill their requirements and delivering products to be on time within the planned cost, is critical matter that all software project managers (SPM) put the highest priority for it while considering the users satisfaction at the same time. Agile methodology is one of the solutions provided by software engineers (SE), to get the customers involved in the system development life cycle (SDLC) to avoid the risk nonconformance cost. Yet SPM’s still facing the nonconformance costs and the dynamic changes, and the root cause of the issue is not pointed on to find a solution for it. This undertaking research aimed at determining whether software developers understand scrum rules. In addition, how does this knowledge gab affect the software projects success from the project management perspective. Furthermore, the engagement studied the impact of lack of enough knowledge on the topic to project delivery. The collected data from the qualitative and quantitative methods, which was conducted with scrum teams who worked in the health information system (HIS), Educational solutions, and Governmental solutions has showed deviations in organizational practices and team conflicting, competition, and pressure as well as declined product quality.
Project Management Discipline - Brown Bag CXB V03 Jun 2009 SANcj_barbosa
Brown bag session (aka lunch and learning) to show the need for a disciplined approach to project management and to encourage other colleagues to continue a series of presentations on this theme.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
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.
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.
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
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2. Heatmap utilization for testing
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4. Demo
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Orchestrator execution result
Defect reporting
SAP heatmap example with demo
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2. - Introduction
- Definition of Project Management
- Project Management in Software Development
- Definition of Agile Project Management
- Overview of Agile Project Management
- Agile Project Management Environment
- Traditional Versus Agile Project Management
- Agile Methodologies:
- Extreme Programming (XP)
- Dynamic System Development Method (DSDM)
- Scrum
- Feature Driven Development (FDD)
- Adaptive Software Development (ASD)
- Lean Software Development
- Crystal Methodologies
- Behavior Driven Development(BDD)
- Advantages & Disadvantages
- Conclusion
Yeditepe University – Production & Operations Management 2
Content
Kamuran KOÇAK
3. Agile project management is a contemporary approach or methodology for
managing software development projects. Some of the most popular conferences on
software development in the last decade have been those devoted to agile methods.
One of the goals of Agile project management is to serve as a methodology for executing
projects faster and developing software with higher customer satisfaction. [1]
Yeditepe University – Production & Operations Management 3
Introduction
Kamuran KOÇAK
[1] Sone, S.P. (June 2008). Mapping Agile Management Practices to Project Management Challanges for Software
Development - Faculty of Argosy University/Washington DC, pp. 16
4. Agile project management is based on four major values:
(a) interacting with skilled individuals
(b) delivering working software products
(c) establishing close interaction with customers
(d) adopting changes in a quick manner
The advent of Agile project management for software development projects was a reaction to traditional
or waterfall project management techniques, which were associated with longer delivery cycles and
higher project failure rates. The use of Agile project management methodologies to solve project
management challenges is increasing, while the use of traditional methods for software development is
in decline [1]
Yeditepe University – Production & Operations Management 4
Introduction
Kamuran KOÇAK
[1] Sone, S.P. (June 2008). Mapping Agile Management Practices to Project Management Challanges for Software
Development - Faculty of Argosy University/Washington DC, pp. 16
5. What is Project Management?
Project: Something that is contemplated, devised, or planned; a plan; a scheme; an
undertaking.
Management: The act or manner of managing; handling, direction, or control.
then project management could therefore be defined as ‘the act of managing or
controlling something that is contemplated, devised, or planned.’ [2]
Yeditepe University – Production & Operations Management 5
Definition of Project Management
Kamuran KOÇAK
[2] O'Sheedy, DG 2012, 'A study of agile project management methods used for IT implementation projects in small and
medium-sized enterprises', DBA thesis, Southern Cross University, Lismore, NSW.
6. According to the project management standards PRINCE 2 (Projects In Controlled Environments)
method and PMBOK (Project Management Book of Knowledge)
The PRINCE2 standard (OGC 2002, p. 7) defines a project as:
A management environment that is created for the purpose of delivering one or more business
products according to a specified Business Case.
Second Definition:
A temporary organization that is needed to produce a unique and predefined outcome or
result at a prespecified time using predetermined resources. [3]
Yeditepe University – Production & Operations Management 6
Definition of Project Management
Kamuran KOÇAK
[3] OGC (2002), Managing Projects with PRINCE2, The Stationary Office London.
7. The PMBOK has an extended definition of a project, though the main
points are defined as such:
A project is a temporary endeavor undertaken to create a unique product, service, or
result. The temporary nature of projects indicates a definite beginning and end. The end is
reached when the project’s objectives have been achieved or when the project is terminated
because its objectives will not or cannot be met, or when the need for the project no longer
exists...
Definition follows as:
Project management is the application of knowledge, skills, tools, and techniques to
project activities to meet the project requirements. [4]
Yeditepe University – Production & Operations Management 7
Definition of Project Management
Kamuran KOÇAK
[4] Project Management Institute (1996). A Guide to the Project Management Body of Knowledge, PMI Publishing Division,
Sylvia/North Carolina.
8. Yeditepe University – Production & Operations Management 8
Definition of Project Management
Kamuran KOÇAK
The British Standard for project management BS6079 (1996) defined project management as:
• The planning, monitoring and control of all aspects of a project and the motivation of all
those involved in it to achieve the project objectives on time and to the specified cost,
quality and performance. [5]
Over time Wysocki has extended parameters as: Scope, Quality, Cost, Time and Resources.
“These constraints form an interdependent set - a change in one constraint can require a
change in another constraint in order to restore the equilibrium of the project. In this
context, the set of five parameters form a system that must remain in balance for the project
to be in balance’’ [6]
[5] Atkinson, R. (1999). Project Management: cost, time and quality, two best guesses and a phenomenon, its time to
accept other success criteria. International Journal of Project Management Vol. 17, No. 6, pp. 337-342
[6] Tetteh, I. (2014). Use of Project Management Methods. Master Thesis, Masaryk University, pp. 23-24
Figure 1. PM Triangle (Source: Atkinson, 1999)
Figure 2. PM Triangle (Source: Tetteh, 2014)
9. [7] Cockburn, A., Highsmith, J. (2001). Agile Software Development: The People Factor, Computer, pp. 131-133
Yeditepe University – Production & Operations Management 9
Project Management in Software Development
Kamuran KOÇAK
Software is inherently challenging because of its constant change. Processes and tools cannot
accommodate all of these changes, so people have to pick up the slack. Valuing people over process allows
for more creativity in solutions. It implies that even the best process cannot compensate for the
shortcomings of individuals.
Documentation, while valuable, takes time to write and maintain. However, it is less valuable than a
working product. While some Agile Methods promote proto typing, others encourage building simple, but
completely functional products quickly as possible. [7]
10. Yeditepe University – Production & Operations Management 10
Project Management in Software Development
Kamuran KOÇAK
Software engineering, as a discipline, confronts two key challenges that separate it from other
engineering disciplines. Software, a conceptual and often intangible product, changes and evolves at a
much higher rate than integrated circuits or steel. While software is changeable, there is an increased
cost the later in a project lifecycle the change occurs [8]. This is true to a lesser degree in tangible
products since measurable tests of the requirements and design can be more readily applied. Recognition
of this fact has lead to the emergence of a set of Agile Methods that embrace change and manage the
related risks [9]
[8] Highsmith, J. and A. Cockburn (2001). “Agile Software Development, The Business of Innovation,” Computer,
September 2001, pp. 120-122.
[9] Beck, K. (2000). eXtreme Programming Explained. AddisonWesley.
11. Yeditepe University – Production & Operations Management 11
Definition of Agile Project Management
Kamuran KOÇAK
Agile Project Management is:
• Regular adaptation to changing circumstances, including changing requirements
• Constant collaboration in project teams and with clients
• Iterative development processes
Intaver (2008) also claims that the adoption of agile methods should focus on the
adaptation process in the organisational aspects. Thus, the agile underlying values
upgraded to the organisational level can be embodied by iterative decision-making
process based on learning from the outcomes of previous decisions and strategic
flexibility or avoidance of irreversible decisions. [10]
[10] Zhang, Y., Shen, H.L. (2010). An Exploratory Study of Organisational Adaptation to Agile Project
Management, Umea School of Business, pp. 16
12. Yeditepe University – Production & Operations Management 12
Definition of Agile Project Management
Kamuran KOÇAK
According to Agile Manifesto:
We are uncovering better ways of developing:
Individuals and interactions over processes and tools
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on [11]
[11] Arefin M.M.S. (2010). Improvement of ‘‘the new agile process or disributed projects’’,
Master Thesis ,Chalmers University, pp. 5-6
13. Yeditepe University – Production & Operations Management 13
Definition of Agile Project Management
Kamuran KOÇAK
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. Agile processes harness change for the customer’s
competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter
timescale.
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. [11]
[11] Arefin M.M.S. (2010). Improvement of ‘‘the new agile process or disributed projects’’,
Master Thesis ,Chalmers University, pp. 5-6
14. Yeditepe University – Production & Operations Management 14
Definition of Agile Project Management
Kamuran KOÇAK
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.
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] Arefin M.M.S. (2010). Improvement of ‘‘the new agile process or disributed projects’’,
Master Thesis ,Chalmers University, pp. 5-6
15. Yeditepe University – Production & Operations Management 15
Overview of Agile Project Management
Kamuran KOÇAK
Customer involvement is promoted in all agile methods. A customer representative is expected to be
available and to be “committed, knowledgeable, collaborative, representative, and empowered” [12].
Allowing the customer to use the product quickly is a form of customer collaboration. It also allows the
customer to change his or her mind. Thus, instead of writing contracts, which would then need to be
change, the customer instead is encouraged to actively participate in the development effort.
[12] Boehm, B., “Get Ready for Agile Methods, with Care,” Computer, January 2002, pp. 64-69.
16. Yeditepe University – Production & Operations Management 16
Overview of Agile Project Management
Kamuran KOÇAK
Finally, responding to change is considered more important than dogmatically following a plan because
a plan is only as good as when it was initially written. If things change, then the plan must as well.
But, changes can often happen faster than the plan can be modified. This is not to imply that Agile
Methods assume a “hacking mentality” where code is just written without consideration of any plan.
Instead, it means that any plan must be lightweight and easily modifiable. The “plan” might simply be a
set of post-it notes on a whiteboard (as is used in SCRUM [13]).
[13] Derbier, G., “Agile Development in the Old Economy,” Proceedings of the Agile Development Conference,
June 2003, pp. 125-131.
17. Yeditepe University – Production & Operations Management 17
Agile Project Management Environment
Kamuran KOÇAK
Chin (2004, p.3)[14] defines the agile project management with the following equation:
Agile Project Management Environment = [Uncertainty + Unique Expertise] x Speed
Project uncertainty is the primary factor that entails agile project management method. Chin (2004,p.4) discusses
two types of uncertainty: internal uncertainty and external uncertainty. Internal uncertainty “involves things under
the project umbrella that can be more or less controlled by the project manager, including scope, schedule and
cost” whereas external uncertainty “involves those factors not under the project umbrella, such as industry's
business environment, the competition and high-level business strategy decisions” [15]
[14] Chin, G. (2004). Agile Project Management: how to succeed in the face of changing project requirements.
New York: Amacom Publishers.
[15] Zhang, Y., Shen, H.L. (2010). An Exploratory Study of Organisational Adaptation to Agile Project Management,
Umea School of Business, pp. 14
Figure 3. Applicability of agile project management method (Source: Zhang, 2010)
18. Yeditepe University – Production & Operations Management 18
Agile Project Management Environment
Kamuran KOÇAK
[15] Zhang, Y., Shen, H.L. (2010). An Exploratory Study of Organisational Adaptation to Agile Project
Management, Umea School of Business, pp. 13
Figure 4. Uncertainties at agile project management environment (Source: Zhang, 2010)
19. Yeditepe University – Production & Operations Management 19
Traditional Versus Agile Project Management
Kamuran KOÇAK
[16]
[16] Nerur, S. Mahapatra, R., Mangalaraj, G. (2005). Challanges of Migration to Agile Methods, Communications
of the ACM May 2005/Vol. 48, No. 5 pp. 4-5
Figure 5. Traditional and agile project management comparison (Source: Nerur, 2005)
20. Yeditepe University – Production & Operations Management 20
Kamuran KOÇAK
Key Issues To
Migrating to Agile :
[16]
[16] Nerur, S. Mahapatra, R., Mangalaraj, G. (2005). Challanges of Migration to Agile Methods, Communications
of the ACM May 2005/Vol. 48, No. 5 pp. 4-5
Traditional Versus Agile Project Management
Figure 6. Key issues to migrating to Agile (Source: Nerur, 2005)
21. Yeditepe University – Production & Operations Management 21
Agile Methodologies
Kamuran KOÇAK
Main Agile Project Management Methodologies:
• Extreme Programming (XP)
• Dynamic System Development Method (DSDM)
• Scrum
• Feature Driven Development (FDD)
• Adaptive Software Development (ASD)
• Lean Software Development
• Crystal Methodologies
• Behavior Driven Development(BDD)
22. Yeditepe University – Production & Operations Management 22
Extreme Programming
Kamuran KOÇAK
Perhaps the most recognizable Agile Method, eXtreme Programming (XP), has the overriding goal to get
the project at hand done by following principles that work.
The life cycle of XP consists of five phases: Exploration, Planning, Iterations to Release, Productionizing,
Maintenance, and Death. [17]
The Exploration phase typically takes a few weeks to a few months for customers to provide
requirements for the first release. At the same time, the project team becomes familiar with the
technology, tools, and practices they will use on the project.
[17] Coram, M. & Bohner, S. (2005). The Impact of Agile Methods on Software Project Management,
Virginia Polytechnical Institute and State University Blacksburg, Virginia pp. 2
23. Yeditepe University – Production & Operations Management 23
Extreme Programming
Kamuran KOÇAK
In the Planning phase, the project team spends several days working with the customer to prioritize the
capabilities needed for the first release. The developers estimate effort required and the team lead
draws up a release schedule not to exceed two months.
The Iterations to Release phase goes through several iterations to produce the first release. Each
iteration takes one to four weeks, and at the end of each, the functional tests are executed. Completion
of the last iteration marks ready for Productionizing.
In the Productionizing phase, the project team conducts additional performance testing and checking to
ensure the release meets the customer requirements. New changes may be introduced here and the
decision must be made whether they should be included in the current release. If they are not placed in
the current release, they will be recorded for later implementation in subsequent releases. This phase
concludes with the release delivered to the customer.
[17] Coram, M. & Bohner, S. (2005). The Impact of Agile Methods on Software Project Management,
Virginia Polytechnical Institute and State University Blacksburg, Virginia pp. 2
24. Yeditepe University – Production & Operations Management 24
Extreme Programming
Kamuran KOÇAK
In the Maintenance phase, the team produces new iterations of the software product to implement
changes and new feature requests raised in the previous phase. These include corrective, perfective, and
adaptive changes incurred during maintenance.
As the software approaches obsolescence, and customers have fewer feasible features to implement,
the Death phase entails completing all necessary documentation and the disposition the system is
planned. This phase occurs when the value proposition for evolving the system further no longer exists
(too expensive to change and low investment value).
[17] Coram, M. & Bohner, S. (2005). The Impact of Agile Methods on Software Project Management,
Virginia Polytechnical Institute and State University Blacksburg, Virginia pp. 2
25. Yeditepe University – Production & Operations Management 25
Dynamic System Development Method
Kamuran KOÇAK
One key aspect that distinguishes the DSDM approach is that it fixes time and resources first and then
adjusts the amount of functionality accordingly. This resources-first process consists of five phases:
Feasibility Study, Business Study, Functional Model Iteration, Design and Build Iteration, and
Implementation. The last three phases are iterative and incremental – restricting iterations within time-
boxes (pre-defined periods of time, where the iteration must end within the time-box).
In the Feasibility Study phase, the project is assessed, and the decision on whether or not DSDM is
appropriate for the effort. A feasibility report and a development plan are produced over a few weeks.
In the business study phase, key characteristics of the business and technology are assessed culminating
in a system architecture definition and an outline prototyping plan. The architecture definition is the
initial version of the system definition and it may change as the project proceeds. The prototyping plan
outlines the prototyping strategy and the configuration management approach.
[17] Coram, M. & Bohner, S. (2005). The Impact of Agile Methods on Software Project Management,
Virginia Polytechnical Institute and State University Blacksburg, Virginia pp. 2
26. Yeditepe University – Production & Operations Management 26
Dynamic System Development Method
Kamuran KOÇAK
During the functional model iteration phase, the project evolves through functional iterations where
each iteration involves some enhancements and the increments are directed toward the final system.
This phase entails four products that reflect the process: prioritized list of functions, functional
prototype(s) review documents, non-functional requirements and risk analysis of further development.
The design and build iteration produces the system that meets the minimum set of requirements and
iterate the system based on the customer’s comments. Systematically, through a series of iterations and
increments, the software is elaborated and refined in a consumable form for the customer to review.
In the implementation phase the system is formally transferred to the actual product. The system is
delivered to the customer and any subsequent increments are planned.
[17] Coram, M. & Bohner, S. (2005). The Impact of Agile Methods on Software Project Management,
Virginia Polytechnical Institute and State University Blacksburg, Virginia pp. 2
27. Yeditepe University – Production & Operations Management 27
Scrum
Kamuran KOÇAK
Scrum is another agile development methodology developed by Jeff Sutherland and formalized by Ken
Schwaber.
The roles involved in this process are Product Owner, Scrum Master, and the team. The Product Owner is
responsible for maintaining the correct business perspective. The Scrum Master works with the Product
Owner and facilitates the team. The team should contains seven (plus/minus two) members. [18]
[18] Hoda, R., Noble, J., Marshall S. (2008). Agile Project Management, New Zealand Computer Science Research
Student Conference, pp. 2
28. Yeditepe University – Production & Operations Management 28
Scrum
Kamuran KOÇAK
Activities include sprint planning, sprint review, and scrum meeting. A sprint is usually 2 to 4 weeks of
development time where a set of selected stories are worked on. The sprint review reviews the previous
sprint in terms of tasks achieved and the next sprint details are defined. The Scrum Master leads a daily
15 minutes meeting where each member briefly describes their tasks and concerns.
The artifacts produced are named Product Backlog, Sprint Backlog, and Burndown Chart. The product
backlog is a list of product features prioritized by value delivered to the customer and is maintained by
the Product Owner. The sprint backlog refers to the development tasks that are needed in order to
implement a feature and is a subset of the product backlog. The burndown chart shows the total work
remaining in a sprint. [18]
[18] Hoda, R., Noble, J., Marshall S. (2008). Agile Project Management, New Zealand Computer Science Research
Student Conference, pp. 2
29. Yeditepe University – Production & Operations Management 29
Feature Driven Development (FDD)
Kamuran KOÇAK
Unlike the other methodologies, the FDD approach does not cover the entire software development
process but rather focuses on the design and building phases.
The first three phases are done at the beginning of the project. The last two phases are the iterative part
of the process which supports the agile development with quick adaptations to late changes in
requirements and business needs. The FDD approach includes frequent and tangible deliverables, along
with accurate monitoring of the progress of the report.
FDD consists of five sequential steps:
[19] Awad, M.A. (2005) A Comparison Between Agile and Traditional Software Methodologies.
University of Western Australia, pp. 18-19
Figure 7. Feature Driven Development Steps (Source: Awad, 2005)
30. Yeditepe University – Production & Operations Management 30
Feature Driven Development (FDD)
Kamuran KOÇAK
• Develop an Overall Model - A high level walkthrough of the system scope and its context is performed by the
domain expert to the team members and chief architect. Documented requirements such as use cases or functional
specifications are developed.
• Build a Features List - A categorized list of features to support the requirements is produced
• Plan by Feature - The development team orders the feature sets according to their priority and dependencies and
assigned to chief programmers. Furthermore, the classes identified in the first phase are assigned to class owners
(individual developers). Also schedule and milestones are set for the feature sets.
• Design by Feature & Build by Feature - Features are selected from the feature set and feature teams needed to
develop these features are chosen by the class owners. The design by feature and build by feature are iterative
procedures during which the team produces the sequence diagrams for the assigned features. These diagrams are
passed on to the developers who implement the items necessary to support the design for a particular feature.
There can be multiple feature teams concurrently designing and building their own set of features. The code
developed is then unit tested and inspected. After a successful iteration, the completed features are promoted to
the main build.
[19] Awad, M.A. (2005) A Comparison Between Agile and Traditional Software Methodologies.
University of Western Australia, pp. 18-19
31. Yeditepe University – Production & Operations Management 31
Adaptive Software Development (ASD)
Kamuran KOÇAK
Adaptive Software Development (ASD), developed by James A. Highsmith, offers an agile and
adaptive approach to high-speed and high-change software projects [19]. It is not possible to plan
successfully in a fast moving and unpredictable business environment. In ASD, the static plan-design
life cycle is replaced by a dynamic speculate-collaborate-learn life cycle.
[19] Awad, M.A. (2005) A Comparison Between Agile and Traditional Software Methodologies.
University of Western Australia, pp. 21-22
32. Yeditepe University – Production & Operations Management 32
Adaptive Software Development (ASD)
Kamuran KOÇAK
ASD focal point is on three non-linear and overlapping phases:
• Speculate - To define the project mission, make clear the realization about what is unclear.
• Collaborate – Highlights the importance of teamwork for developing highchange systems
• Learn – This phase stresses the need to admit and react to mistakes, and that requirements may well
change during development.
[19] Awad, M.A. (2005) A Comparison Between Agile and Traditional Software Methodologies.
University of Western Australia, pp. 21-22
Figure 8. Adaptive Software Development phases (Source: Awad, 2005)
33. Yeditepe University – Production & Operations Management 33
Lean Software Development
Kamuran KOÇAK
“The Toyota way” is the 4P’s: Philosophy, Process, People/Partners and Problem Solving. The main
Philosophy is to add value to customers and society.
Andersson states the following principles for software Kanban :
• Visualize the workflow
• Limit work in progress
• Manage flow
• Make process policies explicit
• Improve collaboratively (using models and the scientific method)
[20] Jonsson, H. (2012). Lean Software Development: A Systematic Review, Research Methodology Course Mini
Conference (IRCSE’12), November, Västerås, Sweden pp. 3-4
34. Yeditepe University – Production & Operations Management 34
Crystal Methodologies
Kamuran KOÇAK
The Crystal methodologies are a set of processes that can be applied to different projects depending on the size and
the complexity of a project. The framework in Figure 9 includes the factors that influence the selection of a
particular methodology.
The X-axis indicates staff size while the Y axis represents the system criticality. The more critical the project, the
more rigorous and formal processes are required. Crystal methods define four levels of critically: Life (L): A system
failure is critical and may cause loss of life. Essential money (E): A system failure may cause loss of money.
Discretionary money (D): A system failure may cause loss of money but can be fixed by referring to the system’s user
manual. Comfort (C): A system failure may cause a loss of customer comfort.
[21] Qasaimeh, M. (2008). Comparing Agile Software Processes Based on the Software Development Project Requirements ,
Concordia University, Canada, pp. 3
Figure 9. Crystal Methodology Productivity versus Tolerance graph (Source: Nerur, 2005)
35. Yeditepe University – Production & Operations Management 35
Behavior Driven Development
Kamuran KOÇAK
Three Principles of Behavior Driven Development:
• Enough is enough: we should do just enough up-front analysis and design to get us
started, any more is wasted effort.
• Deliver stakeholder value: we should only do what delivers value or increases our
ability to deliver value.
• It is all behavior: at each level of granularity we can use the same language to describe
the behavior of the system
The requirements of the system are expressed as user stories and extended
with acceptance criteria in the form of scenarios. These scenarios are then automated where
feasible to form the automated acceptance tests required for ATDD. The design and implementation
of the functionality required by stories takes place in TDD cycles
[22] Lopes, J. H. (2012). Evaluation of Behavior-Driven Development, Thesis, Delft University of Technology,
Netherlands pp. 9-10
36. Yeditepe University – Production & Operations Management 36
Advantages - Disadvantages
Kamuran KOÇAK
[23] Sharon, I. (2009). Decision Framework for Selecting a Suitable Software Development Process, Thesis ,
Delft University of Technology, pp 44-47
Figure 10. Comparison Table for Advantages and Diadvantages of XP Process (Source: Sharon, 2009)
37. Yeditepe University – Production & Operations Management 37
Advantages - Disadvantages
Kamuran KOÇAK
[23] Sharon, I. (2009). Decision Framework for Selecting a Suitable Software Development Process, Thesis ,
Delft University of Technology, pp 44-47
Figure 11. Comparison Table for Advantages and Diadvantages of Scrum Process (Source: Sharon, 2009)
38. Yeditepe University – Production & Operations Management 38
Advantages - Disadvantages
Kamuran KOÇAK
[23] Sharon, I. (2009). Decision Framework for Selecting a Suitable Software Development Process, Thesis ,
Delft University of Technology, pp 44-47
Figure 12. Comparison Table for Advantages and Diadvantages of DSDM Process (Source: Sharon, 2009)
39. Yeditepe University – Production & Operations Management 39
Advantages - Disadvantages
Kamuran KOÇAK
[23] Sharon, I. (2009). Decision Framework for Selecting a Suitable Software Development Process, Thesis ,
Delft University of Technology, pp 44-47
Figure 13. Comparison Table for Advantages and Diadvantages of FDD Process (Source: Sharon, 2009)
40. Yeditepe University – Production & Operations Management 40
Conclusion
Kamuran KOÇAK
Agile Methods offer a reasonable approach for the high degree of change and uncertainty in today’s software
development. There are proven principles employed in Agile Methods that, when applied singularly under the right
circumstances, result in lower risk projects and ultimately better productivity and quality (e.g., smaller teams result in
lower risks due to the better communications). Additionally, when these are combined with other agile principles,
there can be a synergy that provides even more traction on the project goals (e.g., small teams and pair programming
result in fewer errors and less rework).
Since ungoverned software change can often be very costly, a methodology that addresses change can be a very
useful tool for a project manager. However, Agile Methods are not appropriate for all projects. A project manager must
consider the characteristics of the project to ensure that an Agile Method is appropriate. The impact on the people,
the process, and the project must all be considered. For example, if a team of largely junior members is applied to a
project that has very well understood requirements, and a mature software process is already in place in the
organizations, there are three characteristics that argue against applying Agile Methods as a whole. However, the
principle of small team might still be appropriate to reduce risks.
[17] Coram, M. & Bohner, S. (2005). The Impact of Agile Methods on Software Project Management,
Virginia Polytechnical Institute and State University Blacksburg, Virginia pp. 2
41. Yeditepe University – Production & Operations Management 41
Conclusion
Kamuran KOÇAK
Specific challenges with using an Agile Method can be offset by adding back some formality. For example, if migration
to a separate maintenance group is required, documentation could be written by the development group as part of
the transition.
Agile Methods offer software project managers an alternative development and management methodology that
provides good support for projects with ill-defined or rapidly changing requirements. Even on project that are
questionable for the application of the entire Agile Method, underlying agile principles may still be effective. Project
managers should consider its usage for such projects assuming that they have a team capable of using it and can
implement the required processes. Otherwise, more traditional approaches may be more appropriate. to reduce risks.
[17] Coram, M. & Bohner, S. (2005). The Impact of Agile Methods on Software Project Management,
Virginia Polytechnical Institute and State University Blacksburg, Virginia pp. 2
42. Yeditepe University – Production & Operations Management 42
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