The document outlines the principles and practices of Agile software development, emphasizing the shift from traditional waterfall methods to a more flexible, collaborative approach represented by the Agile Manifesto. It details the roles within an Agile team, including the Product Owner, Scrum Master, and Development Team, highlighting their responsibilities and the importance of communication and collaboration. Key practices such as whole team involvement, short releases, and customer collaboration are discussed to illustrate how Agile promotes efficiency and responsiveness in software projects.

1. Agile Software Development
Session 1

2. Content:
1. Why Agile?
 Traditional Development
 Waterfall problems
2. In search of Structure
 The Scrum Team -> Jazz Band
3. What is Agile?
4. Agile Manifesto
5. What is a Feature?
6. Application of Agile Software Development
 Whole Team
7. Roles
1. Product Owner
2. Scrum Master
3. Development Team
8. Helpful Links

3. Traditional Development (Waterfall)
Requirements
Design
Implementation
Verification
Maintenance

4. Waterfall Problems
 Longer time to market; developers isolated
from customer needs.
 Planning far in advance causes the plans to be no
longer matching the reality by the time they’re
implemented.
 Lack of visibility into rate of progress.
 Customers get access to new features infrequently
and after long delay so they can only provide
feedback “too late”. That occurs because the process
doesn’t allow for rapid incremental learning.

6. In search of Structure
 Rather than being a classical orchestra with its
deterministic score, a software development project
is like a Jazz session in which conductor and team
mix outlined structures and patterns with
improvisation and interaction.
 But how? How can we avoid improvisation turning
into anarchy and chaos? If there is no generic master
plan, and if we condemn too much structure, are
there any guidelines to follow?

7. What is Agile?
 A small group of people got together in 2001 to
discuss their feelings that the traditional approach to
managing software development projects was failing
far too often, and there had to be a better way. They
came up with the agile manifesto [VALUES].
 “Agile is a mindset
defined by values guided
by principles and
manifested through many
different practices”

8. Agile Manifesto

9. Agile Manifesto
1. Individuals and interactions over processes
and tools
2. Working software over comprehensive
documentation
3. Customer collaboration over contract
negotiation
4. Responding to change over following a plan
 That is, while there is a value in the items on the
right, we value the items on the left more.

10. What is a Feature?
In agile development, a feature is a chunk of functionality that delivers
business value. Features can include additions or changes to existing
functionality. For planning purposes, some methodologies also use
the notion of "work items" that can include features, bug fixes,
documents, and other artifacts. But features are the main unit of
planning.
Ideally, a feature should adhere to the following criteria:
 It should provide business value
 It should be estimable - it must have enough definition for the
development team to provide an estimate of the work involved in
implementing it
 It should be small enough to fit within an iteration - therefore, if it
is too big, it should be broken down further
 It should be testable - you should understand what automated or
manual test a feature should pass in order to be acceptable to the
customer

11. Application of Agile Software
Development
 Several of the basic practices of agile software
development are applied to some degree to most of
the agile methods.
 Practice means a specific activity that its application
supports the principle of the development approach.
 The basic practices:
1. Whole team
2. Short releases
3. Time estimations
4. Measures
5. Customer collaboration
6. Test-driven development
7. Pair programming
8. Refactoring

12. Whole Team
 communicate in a face-to-face fashion as much as possible.
 The practice is applied in several ways:
1. The development team is located in a collaborative
workspace which supports communication.
2. All team members participate in all the product
presentations to the customer. The customer
requirements are active in the actual planning process.
 In the Whole Team concept each team member has an
additional role besides that of developer to ensures that all
team members are involved in all parts of the developed
software.
 The distribution of responsibilities in the form of roles helps to
control and manage these responsibilities involved in software
development.
 Cross-functional
 Self-organizing

13. Product Owner
• Manage Economics
• Participate in
Planning
• Groom the Product
Backlog
• Define acceptance
criteria and verify
that they are met
• Collaborate with
the development
team.
• Collaborate with
the stakeholders
Scrum Master
• Coach
• Servant Leader
• Process Authority
• Interference Shield
• Impediment
Remover
• Change agent
Development Team
• T-shaped skills
• Musketeer Attitude
• Transparent
Communication
• Right Sized
• Focused and
Committed
• Working at a
Sustainable pace
over time

14. Product
Owner
focused on
Building the right
product
Development
Team
Building the
product right
Scrum
Master
Helping everyone
understand the
Scrum values,
principles, and
practices
focused on
focused on

15. Role Scheme
Leading
Group
Coach
Tracker
Methodologist
Customer
Group
User
Evaluator
Customer
Acceptance
Tester
Code Group
Designer
Unit Tester
Continuous
Integrator
Code Reviewer
Maintenance
Group
Presenter
Documenter
Installer

16. 1- Product Owner
1. Manage Economics
 Release-Level Economics
• continuously makes trade-offs in scope, date, budget, and quality as a
stream of economically important information arrives during product
development.
• might conclude that shipping the product early instead of continuing
with the original plan if the cost to create the rest of the items is greater
than the value they deliver.
• might conclude canceling the development effort even if things are going
well in some cases like the country changes its laws, making it
unprofitable or perhaps illegal for us to sell the product.
 Sprint-Level Economics
 ensuring that a good return on investment (ROI) is delivered from each
sprint.
 Product Backlog Economics
 is responsible for prioritizing the product backlog.
Responsibilities:

17. 2. Participate in Planning
3. Groom the Product Backlog
4. Define acceptance criteria and verify that they
are met
5. Collaborate with the development team.
an engaged, committed, everyday role.
6. Collaborate with the stakeholders

18. 2- Scrum Master
1. Coach
 the good coach acts as “I’m not here to solve your problems for
you; instead, I’m here to help you solve your own problems.”
 coaches a new product owner by helping him understand and
perform his product owner responsibilities
 provides him with ongoing assistance for activities such as
grooming the product backlog.
 manage expectations, make sure the owner is providing the
team with what it needs, and listen to the owner’s complaints
and requests for change and translate those into actionable
improvements for the team.
2. Servant leader
A servant leader would never ask, “So, what are you going to do
for me today?”
Instead, a servant leader asks, “So, what can I do today to help
you and the team be more effective?”
Responsibilities:

19. 3. Process Authority
 doesn’t hire and fire
 cannot dictate to the team what tasks it should do or
how to do them.
 not responsible for making sure the work gets done.
 Instead, he helps the team define and adhere to its own
process for making sure the work gets done.
4. Interference Shield
protects the development team from outside
interference so that it can remain focused on delivering
business value every cycle.
5. Impediment Remover
6. Change Agent

20.  T-shaped Skills:
 Musketeer Attitude:
“All for one and one for all.”
1. The capable person of doing the work never
says “That’s not my job.”
2. The person without the skills might be
selected to do the job with skilled one to
create a team with greater aggregate
capabilities.
3. The team members can organize their work
to ensure a good flow through the sprint so
that no one team member is overburdened.
4. Each team member is fully engaged at all
times, even with speaking up with in the
issues, rather than saying “Not my job;
they know better than I do anyway.”
3- Development Team

21.  Transparent Communication:
 is important to avoid surprises and to build trust
among the team members.
 Having an individual in the team who frequently
surprises the team with his results, leads to the other
team members would not trusting this individual, and
in turn impede the team’s ability to self-organize and
meet its sprint goals.
 Right Sized:
 Agile favors small teams. Typically 5:9
 Focused and Committed
 Working at a Sustainable pace over time

22. Helpful Links:
 Agile: An Introduction
https://www.youtube.com/watch?v=OJflDE6OaSc
 http://scrumtrainingseries.com/
Attachments:
 https://www.dropbox.com/sh/1y28petl4g2zc4f/AA
DtQMrgPrVeIGTDPfSu-yrZa?dl=0