Agile Requirements
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The document discusses the history of software requirements and the evolution from waterfall to agile approaches. Waterfall led to high failure rates due to incomplete, changing requirements and lack of user involvement. Agile methods address these issues by starting with prioritized backlogs of user stories, collaborating with users in sprints to refine requirements and build shippable software incrementally, and accepting that requirements will change. Agile focuses on individuals, interactions, working software and responding to change over processes, tools, documentation and plans.
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Orange & Bronze is an offshore product and software development firm in the Philippines, is one of the first companies in Asia to use and advocate Agile Software Development, and has been using it since our inception in 2005, back when Agile was still an emerging movement. O&B offers training courses for Agile with Scrum and XP - these classes were developed and are taught by some of the Philippines' well-known and respected Agile / Scrum coaches and practitioners, and uses the format trusted by some of the best companies in the Philippines.
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Agile is an iterative approach to software development that builds software incrementally from the start instead of trying to deliver all at once. It focuses on customer satisfaction, welcoming changing requirements, frequent delivery of working software from weeks to months, motivated individuals, working software as progress measure, simplicity, and face-to-face conversation. In agile, design and implementation are central and requirements and design are developed incrementally through iterations rather than separately as in traditional models like Waterfall. An example compares how two teams developing a web browser, one using agile and one using waterfall, handle changing requirements, with the agile team better able to adapt.
What is agile?
This document provides an overview of agile methodology. It begins with an introduction to the author and their background. It then discusses what agile is, the history and development of agile practices, the 12 principles of the agile manifesto, advantages and disadvantages of agile, how agile addresses software requirements, and common agile methodologies like Scrum, Kanban, and Extreme Programming that are used to implement agile. The document aims to explain agile in simple terms and provide context around its origins and framework.
Understanding-Agile &Scrum.pdf
This document provides an overview of agile principles and methodologies. It defines agile as an iterative approach to incremental software development. The key aspects covered include:
- The Agile Manifesto which established 12 principles including customer satisfaction, welcoming changing requirements, frequent delivery, and business/development collaboration.
- Scrum, the most commonly used agile framework, which uses short sprints, daily stand-ups, sprint planning and retrospectives.
- Lean principles like continuous improvement, empowered teams, and visual controls.
- Scaling agile using frameworks like SAFe which coordinate multiple teams through program increment planning and scrums of scrums.
- Hybrid models that blend agile with other
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Bryan Tew presented "Agile for Product People." Bryan Tew is an Agile trainer and coach for DavisBase consulting (http://www.davisbase.org/).
Web engineering
The document discusses web engineering and defines it as an agile yet disciplined framework for building industry-quality web applications. It explains that an agile approach is needed to cope with rapidly changing business needs and requirements. A generic web framework is presented that includes activities like communication, planning, modeling, construction, and deployment. The framework needs to be adapted for each project based on factors like the problem, team, and organization. Core agile principles are also outlined, emphasizing customer satisfaction, frequent delivery, collaboration, motivation, and simplicity. While tools and technology are important, they must be used within the context of an agile framework and proven methods.
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Agile and its impact to Project Management 022218.pptx
This document provides an introduction to Agile project management. It discusses the history and evolution of Agile, including the Agile Manifesto. It then describes several common Agile methodologies like Scrum, Kanban, and Extreme Programming. The document also introduces key Agile concepts like iterative development, user stories, and velocity. It discusses how project scheduling, cost estimation, and DevOps relate to Agile. Finally, it provides an overview of the Scaled Agile Framework (SAFe) for implementing Agile at an enterprise level.
Are we there yet? Rev up your productivity with project management tools
This document summarizes a pre-conference workshop on project management tools held at the CARL Conference on April 4, 2014. The schedule included an introduction to project management case studies, a discussion of project management theory and best practices, a workshop to plan a project using paper and pencils, and a software showroom and test drive of various project management software options. Speakers included representatives from California Maritime Academy, William Jessup University, and Golden Gate University.
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This document summarizes a pre-conference workshop on project management tools held at the CARL Conference on April 4, 2014. The schedule included an introduction to project management case studies, a discussion of project management theory and best practices, a workshop to plan a project using paper and pencils, and a software showroom and test drive of various project management software options. Speakers included representatives from California Maritime Academy, William Jessup University, and Golden Gate University.
Applying both of waterfall and iterative development
This document discusses applying both waterfall and iterative development models to a project to develop a tool with minimum functionality in a short time for an operating lease business. It identifies challenges of growing business needs, lack of standardized processes and manual data entry. An assessment is proposed to clarify requirements and scope. Both waterfall and iterative development models are described. The document recommends using iterative development within the waterfall model to allow for prototyping, user feedback and flexibility to changes. Key success factors include collaborative teams, monitoring progress daily, and continual improvement between iterations. Lessons focus on managing risks, quality processes and using story point estimation.
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Agile Requirements
- 2. BACKLOG History Of Software Requirements A Little On The Agile Process Telling Stories - Agile Requirements
- 3. THE JOURNEY - WATERFALL Original software development was mostly a “hack away until it works” effort. Waterfall was born of the desire to better manage complex projects. Analyse Design Build Test Release Welcome to the 1970s!
- 4. SLIPPERY RESULTS Software project failure* exceptionally high at 61%. The main reasons for failure include: • Incomplete or Changing Requirements • Lack of User Involvement or Bad Communication • Delivered Late or Over Budget.
- 5. OLD REQUIREMENTS Using Waterfall We Try To: • Capture Detail About Requirements All At Once Before We Start. • Often Performed Independently of Eventual Delivery Team. • Estimate Project Effort and Cost Off Requirements. • Restrict Change by Penalising For It (and we still fail!)
- 7. A NEW WAY During the 1980s and 1990s approaches changed. The goal: to fix what was wrong with IT project delivery. The result: lots of new great ways to do project delivery. The problem: which one to use?! In 2001 a group came together in Utah and bought many disciplines together and produced the Agile Manifesto.
- 8. AGILE MANIFESTO We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.
- 9. AGILE APPROACH Using Agile We: • Start with a set of Stories in a Backlog. • Collaboratively prioritise and refine Stories for build. • Work using defined periods of time (a Sprint). • Extract Tasks from Stories to complete in a Sprint. • Accept that requirements can and do change. • Always have shippable software.
- 10. AGILE REQUIREMENTS (STORIES) Story Detail and Size (Points).
- 11. AGILE REQUIREMENTS (STORIES) Acceptance Criteria.
- 12. AGILE REQUIREMENTS (STORIES) Way Too Big… it’s an…
- 13. SCRUM BOARD
- 14. BURN DOWN
- 15. Are we Done? (that’s a Scrum joke)
- 16. References (1) REVIEW OF TRADITIONAL PROJECT FAILURE RATES http://www.it-cortex.com/Stat_Failure_Rate.htm (2) AGILE REQUIREMENTS BASICS http://www.mountaingoatsoftware.com/topics/user-stories