The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
The papers for publication in The International Journal of Engineering& Science are selected through rigorous peer reviews to ensure originality, timeliness, relevance, and readability.
International Journal of Engineering Research and Development (IJERD)IJERD Editor
This document discusses applying agile software development methodology in a dynamic business environment. It begins by defining the traditional software development life cycle and some common development methodologies. It then discusses the principles of agile development, focusing on the Agile Manifesto and Scrum methodology. Some key benefits of agile development discussed include continuous customer feedback, developing products faster through iterative releases, managing change through prioritized backlogs, and continuous risk management through short iterations. Overall, the document argues that agile methods allow for more flexibility and rapid response to changes that are needed in dynamic business environments.
Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud ...David Rico
This is a presentation on "Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud Computing Projects," which are emerging models for managing high-risk, time-sensitive R&D-oriented new product development (NPD) projects with demanding customers and fast-changing market conditions (at the enterprise, portfolio, and program levels). It establishes the context, provide a definition, and describe the value-system for lean and agile program and project management. It provides a brief survey and comparative analysis of the pros and cons of emerging lean and agile frameworks such as Enterprise Scrum, LeSS, DaD, SAFe, and RAGE. Then it describes the Scaled Agile Academy's Scaled Agile Framework (SAFe) in greater detail (which is the de facto international standard for scaling the use of agile methods to the enterprise, portfolio, and program levels for both systems and software development). SAFe is hybrid model best known for "blending" megatrends such as lean and agile principles into a single unified framework, establishing an authoritative foundation for scaling agile methods to large-scale private and public sector programs, and unifying East (lean) and West (agile) into a common language for systems and software development that is both lean "and" agile. In addition to SAFe case studies, late-breaking developments on the use of "Continuous Delivery," "DevOps," and bleeding-edge "Unstructured Web Databases" at Google and Amazon to automate large sections of the enterprise value stream will be discussed (which has been successfully used by some of the world's largest firms to boost organizational productivity by one or two orders of magnitude). This briefing has been warmly received by multiple U.S. government agencies, contractors, and PMI audiences throughout Baltimore-Washington, DC.
The document discusses the agile approach to software development. It defines agile as an iterative development method where requirements evolve through collaboration between cross-functional teams. The key principles of agile include satisfying customers, welcoming changing requirements, frequent delivery, collaboration between business and development, trusting motivated individuals, face-to-face communication, working software as a measure of progress, sustainable development, and continuous improvement. The impact of agile is on people taking cross-functional roles, flexible processes over documentation, and delivering working versions of software that can adapt to changes.
This is a session on Lean Principles for Agile Teams presented at ERUC in October 2013. This is the deck used with the LEGO building block exercise PDF.
This document provides an overview of microservices, including:
- What microservices are and how they differ from monolithic architectures and SOA.
- Common microservice design patterns like aggregator, proxy, chained, and asynchronous messaging.
- Operational challenges of microservices like infrastructure, load balancing, monitoring.
- How microservices compare to SOA in terms of independence, scalability, and technology diversity.
- Key security considerations for microservices related to network access, authentication, and operational complexity.
The Values and Principles of Agile Software DevelopmentBrad Appleton
The document discusses the values and principles of agile software development. It begins by introducing the presenter and their experience and background. It then outlines the core values of agile development as defined in the Agile Manifesto: individuals and interactions, working software, customer collaboration, and responding to change. The document continues by explaining that principles guide behavior towards upholding these values. It proceeds to define several key agile principles in more detail, including continuous delivery of customer value, welcoming change, and collaborating daily across functions.
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
The papers for publication in The International Journal of Engineering& Science are selected through rigorous peer reviews to ensure originality, timeliness, relevance, and readability.
International Journal of Engineering Research and Development (IJERD)IJERD Editor
This document discusses applying agile software development methodology in a dynamic business environment. It begins by defining the traditional software development life cycle and some common development methodologies. It then discusses the principles of agile development, focusing on the Agile Manifesto and Scrum methodology. Some key benefits of agile development discussed include continuous customer feedback, developing products faster through iterative releases, managing change through prioritized backlogs, and continuous risk management through short iterations. Overall, the document argues that agile methods allow for more flexibility and rapid response to changes that are needed in dynamic business environments.
Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud ...David Rico
This is a presentation on "Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud Computing Projects," which are emerging models for managing high-risk, time-sensitive R&D-oriented new product development (NPD) projects with demanding customers and fast-changing market conditions (at the enterprise, portfolio, and program levels). It establishes the context, provide a definition, and describe the value-system for lean and agile program and project management. It provides a brief survey and comparative analysis of the pros and cons of emerging lean and agile frameworks such as Enterprise Scrum, LeSS, DaD, SAFe, and RAGE. Then it describes the Scaled Agile Academy's Scaled Agile Framework (SAFe) in greater detail (which is the de facto international standard for scaling the use of agile methods to the enterprise, portfolio, and program levels for both systems and software development). SAFe is hybrid model best known for "blending" megatrends such as lean and agile principles into a single unified framework, establishing an authoritative foundation for scaling agile methods to large-scale private and public sector programs, and unifying East (lean) and West (agile) into a common language for systems and software development that is both lean "and" agile. In addition to SAFe case studies, late-breaking developments on the use of "Continuous Delivery," "DevOps," and bleeding-edge "Unstructured Web Databases" at Google and Amazon to automate large sections of the enterprise value stream will be discussed (which has been successfully used by some of the world's largest firms to boost organizational productivity by one or two orders of magnitude). This briefing has been warmly received by multiple U.S. government agencies, contractors, and PMI audiences throughout Baltimore-Washington, DC.
The document discusses the agile approach to software development. It defines agile as an iterative development method where requirements evolve through collaboration between cross-functional teams. The key principles of agile include satisfying customers, welcoming changing requirements, frequent delivery, collaboration between business and development, trusting motivated individuals, face-to-face communication, working software as a measure of progress, sustainable development, and continuous improvement. The impact of agile is on people taking cross-functional roles, flexible processes over documentation, and delivering working versions of software that can adapt to changes.
This is a session on Lean Principles for Agile Teams presented at ERUC in October 2013. This is the deck used with the LEGO building block exercise PDF.
This document provides an overview of microservices, including:
- What microservices are and how they differ from monolithic architectures and SOA.
- Common microservice design patterns like aggregator, proxy, chained, and asynchronous messaging.
- Operational challenges of microservices like infrastructure, load balancing, monitoring.
- How microservices compare to SOA in terms of independence, scalability, and technology diversity.
- Key security considerations for microservices related to network access, authentication, and operational complexity.
The Values and Principles of Agile Software DevelopmentBrad Appleton
The document discusses the values and principles of agile software development. It begins by introducing the presenter and their experience and background. It then outlines the core values of agile development as defined in the Agile Manifesto: individuals and interactions, working software, customer collaboration, and responding to change. The document continues by explaining that principles guide behavior towards upholding these values. It proceeds to define several key agile principles in more detail, including continuous delivery of customer value, welcoming change, and collaborating daily across functions.
Agile projects are for delivering packaged software tooDavid Harmer
How we use agile methods and "Use Cases" to deliver projects more effectively. We contend that the coding and configuration required by packaged systems is comparable to development, making their implementation amenable to agile techniques. Here we explain how and why.
Agile methods promise to deliver projects quicker so that benefits can be realized sooner; and you can use agile techniques for delivering packaged software too...
1) The document discusses an agile approach to architecture in software development that focuses on individuals, interactions, working software, and responding to change over rigid processes and comprehensive documentation.
2) It argues that treating architecture as a role filled by few rather than a shared perspective can be dangerous, and that agile principles like small cross-functional teams, test-driven development, and value-driven prioritization allow architecture to help manage complexity and risks.
3) Applying agile concepts to architecture can help teams deliver value early while reducing risks and avoiding overengineering.
Agile development focuses on individuals and interactions, working software, customer collaboration, and responding to change. It values adaptability, incremental delivery, and close communication between developers and business stakeholders. Popular agile methods include eXtreme Programming (XP), Scrum, Dynamic Systems Development Method (DSDM), and Agile Unified Process (AUP). They emphasize iterative development, minimal planning, rapid delivery of working software, and flexibility to changing requirements.
DevOps aims to break down silos between development and operations teams through increased collaboration. It promotes automating processes across the entire application lifecycle. Achieving a DevOps "nirvana" requires a change in organizational culture, including tearing down silos, implementing transparency, and gaining executive support for continuous improvement. Barriers include resistance to changed roles and security concerns, but benefits include reduced costs, faster delivery, and improved collaboration.
Building an Agile framework that fits your organisationKurt Solarte
The document discusses strategies for scaling agile practices within large organizations. It provides an overview of IBM's transformation to agility at scale, including challenges faced and key principles learned. The presentation emphasizes adopting an incremental approach, addressing people, processes, and tools, and establishing governance to manage uncertainty and variance as an organization's agile adoption matures. It also provides examples of metrics that can be used to measure agile project and program performance.
An Introduction to Agile Software DevelopmentSerena Software
Agile software development stresses rapid iterations, small and frequent releases, and evolving requirements facilitated by direct user involvement in the development process. Serena’s application lifecycle management tools provide a framework to visualize scope, orchestrate mundane and repetitive development tasks, and enforce process. Unlike agile-specific products offered by agile-only vendors, Serena products are methodology neutral and can be applied equally well to agile as well as more traditional serial development processes, so they can support all the development activities within an enterprise.
The document discusses key aspects of Agile software development including the Agile Manifesto, values, principles, practices, and approaches. It describes that the Agile Manifesto was created in 2001 and emphasizes individuals, working software, customer collaboration, and responding to change. Common Agile practices mentioned include daily stand-ups, early feedback, user story creation, retrospectives, and continuous integration. Specific Agile approaches like Scrum, Kanban, and Extreme Programming are also summarized.
This document provides an introduction and overview of Scrum and agile development practices. It discusses the history and principles of Scrum, the roles involved including Product Owner, Development Team, and Scrum Master. The document also outlines the Scrum events like daily stand-ups, sprints, and retrospectives and artifacts like product backlog, sprint backlog and burn-down charts used in Scrum.
The document discusses the Scaled Agile Framework (SAFe). It provides an overview of the key aspects of SAFe including:
- The Team, Program, Value Stream, and Portfolio levels which describe the structure for agile teams, programs, large solutions, and organization-wide alignment.
- The Foundation which establishes principles, mindsets, and roles to support SAFe implementation.
- The Spanning Palette which contains roles, artifacts, and practices that can be used across levels.
- An overview of roles, activities, and practices at the Team and Program levels such as iterations, program increments, and continuous delivery.
Agile Architecture Agile Dev Practices 2013 KeynoteAdam Boczek
The document discusses the concept of "Agile Architecture" and whether it is an oxymoron. It explores Agile Architecture as an architectural process, flavor, or behavior. The author argues that Agile Architecture should mean "Architectural Intelligence" - the ability of a system to monitor, optimize, and heal itself through techniques like event sourcing and simplification. This would allow for operational intelligence, adaptive strategies, and automatic error removal.
The document discusses various concepts related to user interface (UI) design including UI architecture, design patterns, and principles. It covers topics such as the definition of a UI, common UI elements like windows and icons, levels of UI design, steps in the design process, common design models, concepts like simplicity and customization, and design patterns like MVC, MVP, and MVVM. The goal of UI design is to create an interface that is intuitive for users to interact with a software system through tasks like inputting and viewing output.
Adam boczek 2015 agile architecture in 10 steps v1.0iasaglobal
This document outlines a 10 step process for developing agile architecture. It begins by discussing how innovation drives business and the need for supporting IT architecture. The 10 steps include: identifying business domains; creating a business entity model; defining a ubiquitous language; defining an initial process architecture; modeling core business processes; defining vertical requirements; defining bounded contexts; creating a BD/QA relevancy matrix; defining solution strategies; and defining building blocks. The goal is to develop an architecture that reduces risks, supports business agility, and focuses on simplicity through transparency, abstractions and partitioning.
Agile Upstream and Downstream Webinar - EnglishCollabNet
Enterprises continue to struggle with scaling agile planning across their varied development teams. As the chart above shows less than 20% have been able to scale agile planning. Still further, only 13% of workgroups have connected their upfront agile planning to their subsequent software development and delivery tools and practices. This leads to isolated high performing teams doing great work, but the enterprise continuing to struggle with the overall delivery of projects and products on time.
This webinar will show you CollabNet’s unique ability to bring these upstream and downstream practices together in a consistent repeatable manner, providing teams the ability to trace not only the work but the output of the work throughout the lifecycle and share that information with the business stakeholders.
Key Takeaways:
Understand the difference between agile upstream and agile downstream.
How CollabNet’s TeamForge platform can link together upstream and downstream agile.
Best practices for scaling agile development upstream and downstream across the enterprise.
How to gain visibility across the enterprise on how these teams are doing and how they can best collaborate with one another.
The tension between agile and architecturePeter Hendriks
Agile and architecture are often considered cats and dogs. Many "classic" software architecture methods are considered an enemy of agile principles: often describing heavyweight, upfront documents and decisions, and a hierarchy with architects wielding all technical decision power and responsibility.
Although there are some new "agile architecture" concepts out there, these typically only address small parts of the problem and often require significant skill to practice correctly. There is even the notion that architecture is not needed anymore when applying agile practices.
But what is "architecture" anyway? This infodeck gives an overview on architecture as a concept, a process and a role. It is delivered as stand-alone slides, and should be useful for anyone involved in building software systems.
Day 1: ICT Strategic Planning, Mr. Soufiane Ben Moussa, CTO, House of Commons...wepc2016
The challenges parliaments face are not simply ones of technology adoption; many are strategic and need to be addressed at a systemic level. To resolve this challenge, there needs to be a stronger focus on articulating, addressing and resolving the strategic barriers.
This document discusses moving IT organizations from project-level agility to enterprise-wide agility. It outlines the history and maturation of agile practices at the project level over the past 20 years. However, true agility now requires addressing the entire application portfolio and IT enterprise through practices like COSM that span projects, applications, and the enterprise. COSM integrates agile development with portfolio management, architecture, and governance to achieve adaptive and aligned IT.
The document provides an overview of Agile development methods. It discusses what Agile is, why it is important, and how difficult it can be to implement. Specifically, it defines Agile as an iterative approach that emphasizes adaptation, incremental delivery, and collaboration. It then summarizes the Scrum framework, noting its core roles, meetings, and iterative process for completing work in short cycles.
The document is a brochure that summarizes HPE ALM Octane, a new product release from HPE that is designed to support Mode 2 application development teams adopting Agile and Lean methodologies. It provides an overview of the key capabilities of HPE ALM Octane like planning, defining, building, testing, and tracking features to help teams drive innovation and enhance customer satisfaction. The brochure also discusses how HPE ALM Octane integrates with other HPE products and supports both on-premise and cloud-based delivery options.
Agile software development is a group of software development methods in which requirements and solutions evolve through collaboration between self-organizing, cross-functional teams. It promotes adaptive planning, evolutionary development, early delivery, continuous improvement, and encourages rapid and flexible response to change.
The Agile development model is also a type of Incremental model. Software is developed in incremental, rapid cycles. This results in small incremental releases with each release building on previous functionality. Each release is thoroughly tested to ensure software quality is maintained. It is used for time critical applications.
A MAPPING MODEL FOR TRANSFORMING TRADITIONAL SOFTWARE DEVELOPMENT METHODS TO ...ijseajournal
Agility is bringing in responsibility and ownership in individuals, which will eventually bring out effectiveness and efficiency in deliverables. Agile model is growing in the market at very good pace.Companies are drifting from traditional Software Development Life Cycle models to Agile Environment for the purpose of attaining quality and for the sake of saving cost and time. Nimbleness nature of Agile is helpful in frequent releases so as to satisfy the customer by providing frequent dual feedback. In Traditional models, life cycle is properly defined and also phases are elaborated by specifying needed input
and output parameters. On the other hand, in Agile environment, phases are specific to methodologies of Agile - Extreme Programming etc. In this paper a common life cycle approach is proposed that is applicable for different kinds of teams. The paper aims to describe a mapping function for mapping of traditional methods to Agile method.
Agile projects are for delivering packaged software tooDavid Harmer
How we use agile methods and "Use Cases" to deliver projects more effectively. We contend that the coding and configuration required by packaged systems is comparable to development, making their implementation amenable to agile techniques. Here we explain how and why.
Agile methods promise to deliver projects quicker so that benefits can be realized sooner; and you can use agile techniques for delivering packaged software too...
1) The document discusses an agile approach to architecture in software development that focuses on individuals, interactions, working software, and responding to change over rigid processes and comprehensive documentation.
2) It argues that treating architecture as a role filled by few rather than a shared perspective can be dangerous, and that agile principles like small cross-functional teams, test-driven development, and value-driven prioritization allow architecture to help manage complexity and risks.
3) Applying agile concepts to architecture can help teams deliver value early while reducing risks and avoiding overengineering.
Agile development focuses on individuals and interactions, working software, customer collaboration, and responding to change. It values adaptability, incremental delivery, and close communication between developers and business stakeholders. Popular agile methods include eXtreme Programming (XP), Scrum, Dynamic Systems Development Method (DSDM), and Agile Unified Process (AUP). They emphasize iterative development, minimal planning, rapid delivery of working software, and flexibility to changing requirements.
DevOps aims to break down silos between development and operations teams through increased collaboration. It promotes automating processes across the entire application lifecycle. Achieving a DevOps "nirvana" requires a change in organizational culture, including tearing down silos, implementing transparency, and gaining executive support for continuous improvement. Barriers include resistance to changed roles and security concerns, but benefits include reduced costs, faster delivery, and improved collaboration.
Building an Agile framework that fits your organisationKurt Solarte
The document discusses strategies for scaling agile practices within large organizations. It provides an overview of IBM's transformation to agility at scale, including challenges faced and key principles learned. The presentation emphasizes adopting an incremental approach, addressing people, processes, and tools, and establishing governance to manage uncertainty and variance as an organization's agile adoption matures. It also provides examples of metrics that can be used to measure agile project and program performance.
An Introduction to Agile Software DevelopmentSerena Software
Agile software development stresses rapid iterations, small and frequent releases, and evolving requirements facilitated by direct user involvement in the development process. Serena’s application lifecycle management tools provide a framework to visualize scope, orchestrate mundane and repetitive development tasks, and enforce process. Unlike agile-specific products offered by agile-only vendors, Serena products are methodology neutral and can be applied equally well to agile as well as more traditional serial development processes, so they can support all the development activities within an enterprise.
The document discusses key aspects of Agile software development including the Agile Manifesto, values, principles, practices, and approaches. It describes that the Agile Manifesto was created in 2001 and emphasizes individuals, working software, customer collaboration, and responding to change. Common Agile practices mentioned include daily stand-ups, early feedback, user story creation, retrospectives, and continuous integration. Specific Agile approaches like Scrum, Kanban, and Extreme Programming are also summarized.
This document provides an introduction and overview of Scrum and agile development practices. It discusses the history and principles of Scrum, the roles involved including Product Owner, Development Team, and Scrum Master. The document also outlines the Scrum events like daily stand-ups, sprints, and retrospectives and artifacts like product backlog, sprint backlog and burn-down charts used in Scrum.
The document discusses the Scaled Agile Framework (SAFe). It provides an overview of the key aspects of SAFe including:
- The Team, Program, Value Stream, and Portfolio levels which describe the structure for agile teams, programs, large solutions, and organization-wide alignment.
- The Foundation which establishes principles, mindsets, and roles to support SAFe implementation.
- The Spanning Palette which contains roles, artifacts, and practices that can be used across levels.
- An overview of roles, activities, and practices at the Team and Program levels such as iterations, program increments, and continuous delivery.
Agile Architecture Agile Dev Practices 2013 KeynoteAdam Boczek
The document discusses the concept of "Agile Architecture" and whether it is an oxymoron. It explores Agile Architecture as an architectural process, flavor, or behavior. The author argues that Agile Architecture should mean "Architectural Intelligence" - the ability of a system to monitor, optimize, and heal itself through techniques like event sourcing and simplification. This would allow for operational intelligence, adaptive strategies, and automatic error removal.
The document discusses various concepts related to user interface (UI) design including UI architecture, design patterns, and principles. It covers topics such as the definition of a UI, common UI elements like windows and icons, levels of UI design, steps in the design process, common design models, concepts like simplicity and customization, and design patterns like MVC, MVP, and MVVM. The goal of UI design is to create an interface that is intuitive for users to interact with a software system through tasks like inputting and viewing output.
Adam boczek 2015 agile architecture in 10 steps v1.0iasaglobal
This document outlines a 10 step process for developing agile architecture. It begins by discussing how innovation drives business and the need for supporting IT architecture. The 10 steps include: identifying business domains; creating a business entity model; defining a ubiquitous language; defining an initial process architecture; modeling core business processes; defining vertical requirements; defining bounded contexts; creating a BD/QA relevancy matrix; defining solution strategies; and defining building blocks. The goal is to develop an architecture that reduces risks, supports business agility, and focuses on simplicity through transparency, abstractions and partitioning.
Agile Upstream and Downstream Webinar - EnglishCollabNet
Enterprises continue to struggle with scaling agile planning across their varied development teams. As the chart above shows less than 20% have been able to scale agile planning. Still further, only 13% of workgroups have connected their upfront agile planning to their subsequent software development and delivery tools and practices. This leads to isolated high performing teams doing great work, but the enterprise continuing to struggle with the overall delivery of projects and products on time.
This webinar will show you CollabNet’s unique ability to bring these upstream and downstream practices together in a consistent repeatable manner, providing teams the ability to trace not only the work but the output of the work throughout the lifecycle and share that information with the business stakeholders.
Key Takeaways:
Understand the difference between agile upstream and agile downstream.
How CollabNet’s TeamForge platform can link together upstream and downstream agile.
Best practices for scaling agile development upstream and downstream across the enterprise.
How to gain visibility across the enterprise on how these teams are doing and how they can best collaborate with one another.
The tension between agile and architecturePeter Hendriks
Agile and architecture are often considered cats and dogs. Many "classic" software architecture methods are considered an enemy of agile principles: often describing heavyweight, upfront documents and decisions, and a hierarchy with architects wielding all technical decision power and responsibility.
Although there are some new "agile architecture" concepts out there, these typically only address small parts of the problem and often require significant skill to practice correctly. There is even the notion that architecture is not needed anymore when applying agile practices.
But what is "architecture" anyway? This infodeck gives an overview on architecture as a concept, a process and a role. It is delivered as stand-alone slides, and should be useful for anyone involved in building software systems.
Day 1: ICT Strategic Planning, Mr. Soufiane Ben Moussa, CTO, House of Commons...wepc2016
The challenges parliaments face are not simply ones of technology adoption; many are strategic and need to be addressed at a systemic level. To resolve this challenge, there needs to be a stronger focus on articulating, addressing and resolving the strategic barriers.
This document discusses moving IT organizations from project-level agility to enterprise-wide agility. It outlines the history and maturation of agile practices at the project level over the past 20 years. However, true agility now requires addressing the entire application portfolio and IT enterprise through practices like COSM that span projects, applications, and the enterprise. COSM integrates agile development with portfolio management, architecture, and governance to achieve adaptive and aligned IT.
The document provides an overview of Agile development methods. It discusses what Agile is, why it is important, and how difficult it can be to implement. Specifically, it defines Agile as an iterative approach that emphasizes adaptation, incremental delivery, and collaboration. It then summarizes the Scrum framework, noting its core roles, meetings, and iterative process for completing work in short cycles.
The document is a brochure that summarizes HPE ALM Octane, a new product release from HPE that is designed to support Mode 2 application development teams adopting Agile and Lean methodologies. It provides an overview of the key capabilities of HPE ALM Octane like planning, defining, building, testing, and tracking features to help teams drive innovation and enhance customer satisfaction. The brochure also discusses how HPE ALM Octane integrates with other HPE products and supports both on-premise and cloud-based delivery options.
Agile software development is a group of software development methods in which requirements and solutions evolve through collaboration between self-organizing, cross-functional teams. It promotes adaptive planning, evolutionary development, early delivery, continuous improvement, and encourages rapid and flexible response to change.
The Agile development model is also a type of Incremental model. Software is developed in incremental, rapid cycles. This results in small incremental releases with each release building on previous functionality. Each release is thoroughly tested to ensure software quality is maintained. It is used for time critical applications.
A MAPPING MODEL FOR TRANSFORMING TRADITIONAL SOFTWARE DEVELOPMENT METHODS TO ...ijseajournal
Agility is bringing in responsibility and ownership in individuals, which will eventually bring out effectiveness and efficiency in deliverables. Agile model is growing in the market at very good pace.Companies are drifting from traditional Software Development Life Cycle models to Agile Environment for the purpose of attaining quality and for the sake of saving cost and time. Nimbleness nature of Agile is helpful in frequent releases so as to satisfy the customer by providing frequent dual feedback. In Traditional models, life cycle is properly defined and also phases are elaborated by specifying needed input
and output parameters. On the other hand, in Agile environment, phases are specific to methodologies of Agile - Extreme Programming etc. In this paper a common life cycle approach is proposed that is applicable for different kinds of teams. The paper aims to describe a mapping function for mapping of traditional methods to Agile method.
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.
Agile Methodology For Software DevelopmentDiane Allen
Here are the key advantages and disadvantages of using an Agile Scrum methodology for software development projects:
Advantages:
- Iterative approach allows for frequent delivery of working software and ability to adapt to changes more easily.
- Self-organizing cross-functional teams are better able to respond to changing priorities and requirements.
- Daily stand-up meetings promote regular communication and status updates.
- Sprints provide a fixed timebox to focus effort and keep projects on track.
Disadvantages:
- Upfront planning is reduced which can impact scheduling and budgeting if not managed properly.
- Testing and documentation may be reduced as focus is on working software over documentation.
- Requires buy-in and
The document provides an overview of agile software development. It defines agile development as a collaborative approach where requirements and solutions evolve through self-organizing cross-functional teams. The document outlines several agile methodologies introduced in the Agile Manifesto in 2001 including Scrum, Extreme Programming, Crystal, FDD, and DSDM. It also discusses lean practices as part of the agile development approach and compares agile to traditional waterfall models. Finally, it covers advantages and disadvantages of the agile model and considerations for when it is best applied.
This document discusses approaches to implementing agile project management processes for distributed teams across multiple locations. It describes two case studies where distributed agile was successfully used. In the first case study, agile allowed for more frequent releases, reduced defects, and leveraged global talent. Best practices like daily stand-ups, estimation games, and tools like JIRA were used. The second case study involved a larger team across more locations developing mobile apps. Skill-based team structures and automated processes helped ensure success. Both cases saw benefits like improved velocity, faster turnaround, and time to market.
This document discusses approaches to implementing agile project management processes for distributed teams across multiple locations. It describes two case studies where distributed agile was successfully used. In the first case study, agile allowed for more frequent releases, reduced defects, and leveraged global talent. Best practices like daily stand-ups, estimation games, and tools like JIRA were used. The second case study involved a larger team across more locations developing mobile apps. Specialized teams and automated processes in tools allowed complex work to be completed successfully using distributed agile. Both cases saw benefits like improved velocity, faster turnaround, and time to market.
This document discusses extending agile methodologies to large, distributed projects. It argues that with some modifications, agile practices can be applied successfully to complex projects. Some key extensions discussed are establishing an agile architecture team, using "super leads" to oversee multiple agile teams, and emphasizing light-weight documentation. The advantages of taking an agile approach to large projects include gaining an early market edge, improving quality through incremental releases, better managing risks, and ensuring the delivered product meets customer needs.
The document describes a cloud-based project management tool called Unleash that allows for a hybrid approach to project management combining elements of agile and waterfall methodologies. Unleash allows teams to manage projects, programs, portfolios and products on the cloud. It also facilitates collaboration and creation of an environment where teams can emphasize faster product creation using a mix of agile and waterfall techniques as needed. The authors contend this approach allows for better results than using the traditional methods alone. It provides flexibility to use either approach and adjust the level of agility during a project as required.
Industries across the globe are burgeoning. Stiff
competition has permeated every stratum among
enterprises. To sustain themselves in such an environment,
companies are seeking new and improved methods by which
they can revamp their business and also their existing
production processes. With the emphasis firmly resting on the requirement for
more robust processes, companies are transforming their
project plans drastically. Now, the buzz and objective is to
move on to a more adaptive process that ushers in change
and provides results. Moreover, businesses need a process
that offers enhanced flexibility which can alter the very
nature of the process itself.
Different Methodologies Used By Programming TeamsNicole Gomez
The document discusses different programming team methodologies including:
- System development life cycle (SDLC), which is used for large projects and includes waterfall models. It takes time but ensures high quality.
- Agile methodology, designed for small projects, combines methods for faster development that changes with customer needs.
- Extreme programming allows close communication between developers and customers so the software can change rapidly based on customer feedback.
Overall agile methodologies seem to have advantages over SDLC and extreme programming by allowing faster development that can change with customer desires.
More organizations are recognizing the many benefits that Agile delivers.
As organizations start embracing the approach, there are gaps in understanding about what it is, what it involves and what value it brings.
What is Agile Development is the first in a series of Agile eBooks from Intelliware Development intended to help eliminate those gaps.
The document provides an overview of the Waterfall and Agile methodologies for software development. It describes the linear stages of the Waterfall methodology and compares it to the iterative approach of Agile. Some key principles of Agile include adapting to change, valuing individuals and interactions, and working software over documentation. The document also summarizes several popular Agile methods like Extreme Programming, Scrum, Crystal Methods, and Feature Driven Development.
Agile project management is becoming a key skill within the software industry. As more businesses adopt agile, they are seeking dedicated agile project management methods to help them. Individuals with agile certifications in project management can therefore command a premium in the jobs market. Read on to find out more about agile and project management and professional certification.
This document provides an overview of agile project management. It discusses the history and origins of agile, including the Agile Manifesto. The Scrum methodology is described, including its events, artifacts, and team roles. The document also addresses how project managers fit into agile projects and considerations for determining if agile is appropriate. The presenter is introduced as an experienced project manager seeking to educate others on agile principles and practices.
Discover Agile Software Development: a flexible, customer-centric approach that promotes iterative delivery and continuous improvement in software development.
The document discusses how a user experience team adapted their user-centered design practices to better fit an agile development process. They needed to conduct usability tests, interviews, and field studies in a way that worked within short agile iterations. To do so, they adjusted the timing and level of detail of these investigations, and how they reported findings. This allowed them to uncover and address usability issues more quickly by incorporating fixes into each iterative release. The adaptations described could benefit other teams using iterative development processes.
This document provides an overview of scrum as an agile framework for IT projects. It first defines what a project is and discusses different software development life cycles (SDLC) models like waterfall, V-shaped, prototyping, spiral, iterative, and agile. It then focuses on agile development, describing the agile manifesto, principles, and iron triangle. Finally, it introduces scrum as a common agile method and notes that scrum will be discussed in more detail in part 2 of the document.
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2. WHAT IS AGILE?
AN OPEN METHODOLOGY, AN ENABLER OF SELF-
GOVERNANCE OR A FACILITATOR OF CONTROLLED CHAOS?
Agile: “the quality of being
Agile; readiness for motion;
nimbleness, activity, dexteri-
ty in motion”.
Evolving from Lean manufac-
turing first, Agile has been a
trend in the software deve-
lopment industry for the past
decade. Its promises of in-
creased delivery results has
been an appealing factor for
many companies who have
decided to implement a reac-
tive mindset for sustainable
user-focused projects.
The Agile manifesto (Agile-
manifesto.org) inaugurated
over a decade ago the need
to focus on the basics of sof-
tware development with a
human slant. The four prin-
ciples came like a wave over
the traditional way that sof-
tware was developed in the
21st century.
As a incremental and itera-
tive development, it is also
multifaceted. The founder
of the Agile Alliance, Jim Hi-
ghsmith, creator of the Adap-
tive Software Development
method, has defined the Agile
hallmarks as follows:
1.The ability to deliver so-
mething useful and of value
to the client.
2. Committed stakeholders.
3. Leadership-collaboration
style.
4. Build competent, collabo-
rative teams.
5. Team decision making.
6. Use short timeboxed itera-
tions for quick delivery.
7. Encourage adaptability.
8. Champion technical excel-
lence.
9. Focus on delivery activi-
ties, not process-compliance
activities.
The emphasis of Agile is on
accelerated development and
deployment with low risk of
change and budget due to
its emphasis on empirical
processes and constant vi-
sibility of work progress. It
also demands open sharing
of information in a levelled
hierarcy.
Agile is often positioned as
an opponent of or replace-
ment for the traditional Wa-
terfall project management
methodology. Waterfall is, by
definition, a managed and he-
avily controlled process that
privileges a linear, sequential
process. It determines requi-
rements well in advance and
is primarily rational.
On the other hand, Agile is an
opportunistic feedback-loop
“free” methodology that em-
phasizes simultaneous and
overlapping processes.
Agile also aims to avoid the
creation of silos, with requi-
rements being cast “over the
wall” between development
team and product/project
management teams. Reviews
are held often and with as lit-
tle bureaucracy overhead as
possible.
IN AN AGE OF INCRE-
ASING COMPETITIVE-
NESS IN THE WORLD
OF SOFT WARE DE-
PLOYMENT, A PROCESS
FRAMEWORK THAT
ALLOWED COMPA-
NIES TO REACT MORE
SWIFTLY TO RAPID RE-
QUIREMENT CHANGES
WAS CREATED: AGILE.
HOWEVER, ITS REPER-
CUSSIONS IN THE SOF-
T WARE DEVELOPMENT
WORLD AT LARGE POSE
NEW CHALLENGES TO
COMPANIES.
02 AGILE LOCALIZATION FUNDAMENTALS - AN INTEGRATED APPROACH
3. WORKSHOP CONTENTS
Agile has established itself as the premier methodology framework for software development process. Scrum, XP,
Lean, and many other variations of the Agile methodology all rely on the same basic principles: release iteratively, work
in a more integrated way, speed up delivery through user-focus. It’s flexible enough that you can adapt it to your needs,
yet it provides enough a framework solid enough in order to control the “creative chaos” at its core.
The focus of this half-day workshop will be to introduce practical and hands-on strategies and techniques for in-house
localization teams working in the software development industry. In order to be able to respond to the fast-paced
delivery required in Agile software development environments. By the end of the workshop, you will have a broader
perspective on how to implement your Localization process in the ever-changing tide of requirements and customer
expectations – and still make every word count.
PART I Centripetal Forces: Agile Principles
• Agile: what it can mean for you
• Defining Agile Localization
• Assessing critical value stream issues
• Establishing vertical collaboration
PART II The Domino Effect: Localization Requirements in an Agile Process
• Using Personas to define your audience
• Source Text versus Master Locale
• Identify design critical issues
• Optimize estimations
• Establishing acceptance criteria
• Optimize resource management
PART III Chain Lightning: Story-Based Internationalization
• Auditing design for optimal localization
• Auditing source text localizability methodology
• Making the most out of style guides and terminology
• Adapting and optimizing text for translation
• Agile translation management
PART IV Critical Mass: Testing and Deployment
• Manual testing versus continuous integration
• Drafting localization test cases
• Testing strategies
4. IMAGE 1
In an Agile process, like Scrum, or Kaizen,
all stakeholders are affected by the actions
and outcomes of the team. Localization
plays an essential role in this synergy.
IMAGE 2
An abriged version of the Agile Manifesto
basic principles.
AGILE LOCALIZATION
A STRATEGIC PEER
Localization is frequently linked to the end-of-chain stage, interspersing time
constraints with role diffuseness, leading to severe quality compromises in
most cases. Since Agile demands constant proactiveness, responsiveness
and the ability to adapt to changing situations, the production process is ef-
fectively never over as long as the project is on-going, which means that late
requirement change is an expected and even a desirable cog in a chain that
relies on communication and stable interchange of information. While mono-
lithic development and requirement unspecificity often compromise results in
traditional development structures, Agile’s focus on productivity and decom-
posable work items enables a richer and more quality-oriented development
process.
In this sense, Localization is an essential partner. Corporate-wide linguistic
strategy is a must in this case and Localization departments can help drive
this effort by supplying much-needed geopolitical assessments and asses-
sing the effort behind localizing a given product in a given language.
.
“GRAND PRINCIPLES THAT GENERATE NO ACTION ARE MERE VA-
POR. CONVERSELY, SPECIFIC PRACTICES IN THE ABSENCE OF
GUIDING PRINCIPLES ARE OFTEN INAPPROPRIATELY USED.”
(JIM HIGHSMITH, AGILE PROJECT MANAGEMENT: CREATING INNOVATIVE PRO-
DUCTS, 2ND ED.)
Localization is often thought of as a more or less sophisticated translation
management process applied to software localization. Not only is this untrue,
it is dangerous in Agile environments.
From a design point of view, localization must be one of the stakeholders in
the User Story if it is determined that it affects any kind of text resources in
the application, either directly (i.e. text changes) or indirectly (i.e. impact on UI
design or graphic arrangement). From a maintenance point of view, this relies
on pre-planning and resource assignment from an early stage. Localization is
the primary link between a software application and its international marke-
tability, and should be taken into account as early as possibly in the software
development process.
1
04 AGILE LOCALIZATION FUNDAMENTALS - AN INTEGRATED APPROACH
2
5. THE BASIC PRINCIPLES OF THE AGILE MANIFESTO
Individuals and interactions over processes and tools
“Build projects around motivated individuals. The most effi-
cient and effective method of conveying information to and
within a development team is face-to-face conversation.”
Working software over comprehensive documentation
“Deliver working software frequently, from a
couple of weeks to a couple of months, with a
preference to the shorter timescale.”
Responding to change over following a plan
“Welcome changing requirements, even late in
development. Agile processes harness change for
the customer’s competitive advantage. “
01
02
03
6. For companies in transition from waterfall to Agile, User Stories
can follow an acceptance criteria and function like small, mana-
geable requirements. For all the emphasis on de-regulation and
adaptivity, Agile is actually a fairly well-bound field with a set of
principles that can be replicated throughout projects.
Drafting User Stories
A user story describes functio-
nality that will be valuable to
either a user or purchaser of a
system or software. User stories
are composed of three aspects:
• a written description of the story used for planning
• talks about the story that serve to flesh out [its] details
• tests that convey and document details and that can be used
to determine when a story is complete.
User Stories Applied - For Agile Software (Mike Cohn)
Any User Story implemented in a product has several compo-
nents that demand different expertise from a multi-specialized
team, which can be either contained in different departments
or, optimally, working exclusively together on given parts of the
product. In this setting, product localization is a concern from
the get-go thanks to constant involvement with the core deve-
lopment team and product stakeholders. Project management
duties are distributed and the Product Owner’s vision is instru-
mental in the whole process.
Agile Roles
The naming of roles often varies between different Agile me-
thodologies. There are three basic actors: the Customer, the
Developer and the Team Facilitator. For Scrum, the Customer
can be a combination of the Product Owner and the end-custo-
mer. They specify the infal requirements. Specifically, the Pro-
duct Owner creates “the project’s initial overall requirements,
return on investment (ROI) objectives, and release plans [and]
is responsible for using the Product Backlog to ensure that the
most valuable functionality is produced first and built upon”
(Agile Project Management with Scrum, Ken Schwaber).
Meanwhile, the “Scrum Master drives the scrum activity, espe-
cially in the beginning of the project [...] to counteract obstacles
to task completion. [...] As a fa-
cilitator, the Scrum Master will
keep the various scrum activi-
ties on task by invoking the ap-
propriate rules and procedures.”
(Scrum Project Management,
Kim H. Pries, Jon M. Quigley).
Iterations and Reviews
“An iteration typically lasts one to four weeks and has four di-
stinct phases: Planning, Development, Review, Retrospective.
During the Planning phase, the Product Backlog items to be
developed during the iteration are selected, and the goal of
the iteration is formulated. During Development, each require-
ment selected for the iteration goes through definition, coding,
and two types of testing.
Automated unit tests are written to confirm the new code wor-
ks as designed. Once unit testing is complete, acceptance or
business testing occurs to confirm that the requirement meets
the functional needs of the user.
During the Development phase there is also a daily status me-
eting known as the daily standup. In this meeting, each team
member states what they did the previous day, what they are
going to do today, and identifies any existing or foreseeable
roadblocks.
When the iteration nears completion, a review meeting is held
with all stakeholders to demonstrate the new software and
receive feedback on it and the functionality that has been de-
veloped. The last phase, or Retrospective, is a postmortem for
the team to discuss how the process could be improved.” (Agi-
le Excellence for Product Managers, Greg Cohen).
THE TRADITIONAL WATERFALL METHOD
TENDS TO RELY ON DELIVERABLE HANDED
DOWN THE PRODUCT DELIVERY CHAIN LATE
IN THE PROCESS. ITERATIVE DEVELOPMENT
CANNOT RELY ON THIS PARADIGM.
THE LIFE OF A USER STORY
ACTORS AND STAKEHOLDERS IN AN AGILE PROJECT
06 AGILE LOCALIZATION FUNDAMENTALS - AN INTEGRATED APPROACH
7. IMAGE 1
A standard Agile workflow.
Source: http://en.wikipedia.org/wiki/File:Agile_
Software_Development_methodology.svg
IMAGE 2
Roles in the typical Agile team. Note that
the Technical Owner is sometimes the
Software Architect or Team Lead
Source: http://www.netobjectives.com/blogs/
product-development-team-and-voice-
customer
1
2
8. DESIGN
LOCALIZATION AND DESIGN ARE
NOT SEPARATE WORLDS.
08 AGILE LOCALIZATION FUNDAMENTALS - AN INTEGRATED APPROACH
BELOW
The process of drafting User Personas as
applicable to localization requirements.
IMAGE 2
String typology of a typical software project.
Text is an essential part of a complete multimedia
system that includes image and text. Visually and
linguistically, text plays a major role in the user’s
perception of a product. The most refined and so-
phisticated UX can be wrecked by careless localiza-
tion and haunted by issues and bugs. Fonts are lost,
carefully complimentary labels suddenly ap- pear
juxtaposed, HTML is improperly adapted to target
locales.
Therefore, internationalization is key to a consi-
stent user experience in a multilingual product. In-
ternationalization defines the set of processes and
techniques that are implicated in making a product
capable of adaptation to different cultures. This
is where UX implementation is at its trickiest. No
sound internationalization- friendly design can be
adequately implemented without an accurate stu-
dy of localization prioritization. Define which lan-
guages and cultures you want to localize into and
include both immediate priorities and future plans.
This will enable you to optimize layouts for cultural-
ly-sensitive graphics and indications or – optimally
– to change requirements in the light of new market
strategies.
Discuss with the Product
Owners on the User
Personas used in the
project. Synchronize
expectations and focus targets.
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USER PERSONAS
Research on the focused
users and their experience
and cultural background.
Interact with software
users (if possible, with
interviews or surveys).
Synchronize with
Marketing.
Draft specs for
User Personas based
on linguistic ability and
goals and attitudes.
Draft guidelines
for Personas based
on methodology:
Quantitative (large
sample of interviews)
or Qualitative (small-scale
research).
Draft the Persona with
description, photo,
domain-specific data,
like literacy,
language proficiency
and previous experience.
Bring the persona to life:
think of it as psychological
profile.
Sync with Product Owner.
Update internal
style guide and
localization requirements.
Use - Repeat - Iterate.
10. HOW FREQUENTLY SHOULD
WE HAVE LOCALIZED BUILDS?
For testing purposes, the stock
answer is “as often as the master
builds”. Invest on MT for pseudo-
localization in order to test inter-
nationalization requirements early.
For release, agree with the product
owner on the frequency for exter-
nal testing.
SHOULD LOCALIZATION BE A
PART OF THE BURNDOWN CHART?
Localization is not a service, but
an accountable effort held in the
sprint’s overall development. LSP
effort should also be tracked, pre-
ferably as Tasks under the relevant
User Stories,. This will enable you
to predict effort and get metrics for
internal and LSP evaluation.
SHOULD WE USE AN AGILE
PROCESS FOR TERMINOLOGY?
It depends on the project nature.
Terminology is never frozen, but
it should be optimally standardi-
zed with devoted effort before the
translation stage. Get customer
feedback and define approving ro-
les clearly. Automate tool-based
terminology extraction.
BETWEEN HAND-OFFS, INTERNAL REVIEWS, AND
LOCALIZED BUILDS, THE TRUTH LIES.
HERE ARE SOME OF THE MOST OFTEN ASKED QUE-
STIONS IN AGILE LOCALIZATION.
SHOULD WE ESTIMATE BA-
SED ON DEVELOPER EFFORT?
Never. Even the simplest GUI im-
plementation can have major re-
percussions in the internationa-
lization front. A combo box can
require a complex layout restruc-
turing in builds for right-to-left
scripts. Audit User Stories inde-
pendently and communicate often.
SHOULD WE RELEASE LOCALIZED
VERSIONS SIMULTANEOUSLY OR
PRIORITIZED? In most cases, the
testing done for the Master Loca-
les spots most of the internatio-
nalization issues that abound in
the localized versions. Test and
release simultaneously whenever
possible. The global market does
not wait for latecomers.
HOW OFTEN SHOULD WE SEND
HANDOFFS TO OUR LSP? In gene-
ral, it is more cost effective to do re-
gular deliveries than sending mul-
tiple small translations projects.
A more complex workflow with a
first-run translation and second-
stage correction is also possible.
Use MT to leverage testing with
pseudo-localized builds.
10 AGILE LOCALIZATION FUNDAMENTALS - AN INTEGRATED APPROACH
11. SHOULD WE INTEGRATE LSP IN
REVIEW MEETINGS?
No. However, Sprint Review reports
can be drafted with key information
on specific issues that propped up
during the sprint (delays, language
quality issues, bad file handling).
Similarly, informal meetings can
be held with the LSP throughout
the sprint. These are essential per-
formance and reporting aids and
should be handled systematically.
SHOULDWETRAILDEVELOPMENT
IN SEPARATE ITERATIONS? A de-
lay in sprint assignment can be
useful and benefit the language
quality for immature workflows. It
depends on the internally agreed
Acceptance Criteria. However, be
aware that this directly affects si-
multaneous shipping and the ove-
rall testing for the entire project. If
at all possible, localization should
be handled within the iteration.
HOW SHOULD THE ACCEPTANCE
CRITERIA INTEGRATE USER OPI-
NION?
The beauty of iterative deve-
lopment is that change requi-
rement is an integral and even
desirable part of the software de-
velopment cycle. The Acceptan-
ce Criteria can be redefined with
user opinion after the initial itera-
tions. Prioritize feedback based on
agreed User Personas.
13. TERMINOLOGY
OR, THE ART OF
CONSISTENCY.
MAXIMIZE YOUR
TRANSLATILIBITY.
Use consistent, simple, and task- focused
terminology.
Use plain language (in advanced workflows,
this can be complemented by implementing
Simplified English as source for transcrea-
tion).
Space for culture-adapted text should not in-
troduce inconsistencies.
Idiomatic expressions should be concep-
tualized and consistent (e.g. interjections,
expressions, proverbs should be tagged as
such and used in a consistent context).
Avoid incomprehensible technical jargon.
Use plain language (in advanced workflows,
this can be complemented by implementing
Simplified English as source for transcrea-
tion). Avoid excessive wordiness. Use pri-
marily short sentences with only one or two
phrases.
Avoid repetitive text and branding.
Conciseness is essential in order to convey
your message effectively. Use “more” when
comparing and avoid stacking or hyphena-
ting words in your messages. Punctuation
should be used sparingly.
Always use the full form for new terms show-
ing in the interface.
Present the abbreviation or acronym in pa-
rentheses following the fully spelled-out
form. Avoid contractions and abbreviations.
14. 14 AGILE LOCALIZATION FUNDAMENTALS - AN INTEGRATED APPROACH
1
2
3
When creating a test strategy, you have to accurately define the QA
processes and their integration in the lifecycle. An early involvement
and understanding of specs, requirements and the product scope will
feed the production of an accurate test matrix, complete with pre-as-
sumed configurations and locales, starts at the User Story creation
level, where the product scope actually materializes.
At its drafting, the User Story already needs to already integrate loca-
lizability and internationalization concerns, by way of specific lingui-
stic and functional testing. These criteria are an integral part of the
final acceptance process and the successful implementation of the
User Story must be predicated on its fulfilment.
Regression must be mitigated through unit testing and automation
as early as possible. Given the tight timelines involved in Agile deve-
lopment, preliminary localizability testing must be done in advance
before the implementation of the User Story in order to reduce effort
with later regression and workflow adjustments.
AGILE TESTINGQA IS NOT AN OPTION WITH RAPID DEVELOPMENT.
LEARN HOW TO ESTABLISH LOCALIZATION TESTING
STRATEGY.
WHEN CREATING A
TEST STRATEGY, YOU
HAVE TO ACCURATELY
DEFINE THE Q A PRO-
CESSES AND THEIR
INTEGRATION IN THE
LIFECYCLE. AN EARLY
INVOLVEMENT AND
UNDERSTANDING OF
SPECS, REQUIREMENTS
AND THE PRODUCT
SCOPE WILL FEED
THE PRODUCTION OF
AN ACCURATE TEST
MATRIX, COMPLETE
WITH PRE-ASSUMED
CONFIGURATIONS AND
LOCALES, STARTS AT
THE USER STORY CRE-
ATION LEVEL, WHERE
THE PRODUCT SCOPE
ACTUALLY MATERIA-
LIZES.
COSMETIC TESTING
Truncated strings
Content design
Branding consistency
Layout
Excessive text
FUNCTIONALITY TESTING
Installation procedure consistent
Menus and hotkeys duplicate
Functionality replicable in all languages
Input correctness
Correct character encoding
LINGUISTIC TESTING
Capitalization
Cultural adequacy
Spellchecking
Style/register
Terminology
15. The implementation of different testing methodologies
depends on the resource availability and the project
needs. On the tool level, an integrated test and deve-
lopment environment, as well as common issue tracking
systems, is a pre-requirement for valid reporting, as well
as the configuration and implementation of specific au-
tomatic testing.
Specifically, automation is essential on the source code
level, where the semantics of string implementation are
initially checked. In a test-driven development envi-
ronment, development unit tests are routinely run du-
ring program compiling and building, and can already
provide reports on missing and incorrectly implemen-
ted application strings. Automation can also assist with
specific user interface issues, as well as functional text
issues such as script rendering, blacklists and hotkeys.
Agile focuses on usability that brings value to the end-
user, so localization testing should primarily focus on
helping to deliver this value, as it is defined in the pro-
duct scope by the stakeholders. In a continuous de-
ployment environment, the emphasis should rely on
preventing the occurrence of problems and reducing
regression costs, so pre-planning, early engagement
and a solid communication flow are key to the testing
process. Testing is not a separate focus, but rather an
essential component of everyday methodology, and the
organic feedback loop between result, assessment and
adjustment enforced by Agile can be a powerful tool for
producing quality multilingual software prepared for the
demands of a global market.
BELOW
An example of an Agile test strategy.
PAGE OPPOSITE
As the iteration progresses, testing spikes as different types of testing kick in for different
project priorities.
16. Alberto Ferreira
Charlottenstrasse 15
Friedrichshafen
Germany
t +49 15 222 486 556 t twitter.com/AViralhadas
e alberto.viralhadas@gmail.com
GET IN TOUCH
PROJECT MANAGEMENT.
LOCALIZATION RESEARCH.
CULTURAL ACCESSIBILITY.
GLOBAL SERVICES FOR A GLOBAL WORLD.
LOCATION
Currently based in Bodensee,
Germany.