This document provides an introduction to agile software development. It defines agile as an ability to adapt to change. Agile software development is based on values in the Agile Manifesto that emphasize individuals, collaboration, responding to change, and working software over processes, tools, documentation, and comprehensive planning. Key agile concepts are explained such as user stories, daily meetings, personas, incremental and iterative development. Agile roles and an adaptive, value-driven leadership style are also outlined.

1. AGILE SOFTWARE
DEVELOPMENT
INTRODUCTION
20 MAR 2022
AHMED BADR

2. AGENDA
• WHAT IS AGILE?
• WHAT IS AGILE SOFTWARE DEVELOPMENT?
• THE AGILE MANIFESTO
• 12 PRINCIPLES ARE BASED ON THE AGILE MANIFESTO.
• WHAT ABOUT AGILE PROJECT MANAGEMENT OR AGILE BUSINESS ANALYSIS?
• KEY AGILE CONCEPTS
• AGILE RULES
• AGILE IS VALUE DRIVEN
• AGILE LEADERSHIP STYLE

3. WHAT IS AGILE?
• AGILE IS THE ABILITY TO CREATE AND
RESPOND TO CHANGE. IT IS A WAY OF
DEALING WITH, AND ULTIMATELY
SUCCEEDING IN, AN UNCERTAIN AND
TURBULENT ENVIRONMENT.
• THE AUTHORS OF THE AGILE MANIFESTO
CHOSE “AGILE” AS THE LABEL FOR THIS
WHOLE IDEA BECAUSE THAT
WORD REPRESENTED THE ADAPTIVENESS
AND RESPONSE TO CHANGE WHICH WAS
SO IMPORTANT TO THEIR APPROACH.

4. WHAT IS AGILE SOFTWARE DEVELOPMENT?
• AGILE DEVELOPMENT IS A SET OF METHODS AND PRACTICES WHERE SOLUTIONS
EVOLVE THROUGH COLLABORATION BETWEEN SELF-ORGANIZING, CROSS-
FUNCTIONAL TEAMS.
• AGILE SOFTWARE DEVELOPMENT IS AN UMBRELLA TERM FOR A SET OF
FRAMEWORKS AND PRACTICES BASED ON THE VALUES AND PRINCIPLES
EXPRESSED IN THE MANIFESTO FOR AGILE SOFTWARE DEVELOPMENT

5. THE 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

6. 12 PRINCIPLES ARE BASED ON THE AGILE
MANIFESTO.
No Principle No Principle
1 Our highest priority is to satisfy the
customer through early and
continuous delivery of valuable
software.
5 Build projects around motivated
individuals. Give them the environment
and support they need, and trust them
to get the job done.
2 Welcome changing requirements,
even late in development. Agile
processes harness change for the
customer’s competitive advantage.
6 The most efficient and effective method
of conveying information to and within
a development team is face-to-face
conversation.
3 Deliver working software frequently,
from a couple of weeks to a couple
of months, with a preference to the
shorter timescale.
7 Working software is the primary
measure of progress.
4 Business people and developers
must work together daily throughout
the project.
8 Agile processes promote sustainable
development. The sponsors,
developers, and users should be able to
maintain a constant pace indefinitely.

7. 12 PRINCIPLES ARE BASED ON THE AGILE
MANIFESTO.
No Principle No Principle
9 Continuous attention to technical
excellence and good design
enhances agility.
11 The best architectures, requirements,
and designs emerge from self-
organizing teams.
10 Simplicity–the art of maximizing the
amount of work not done–is
essential.
12 At regular intervals, the team reflects
on how to become more effective, then
tunes and adjusts its behavior
accordingly.
https://www.agilealliance.org/agile101/12-principles-behind-the-agile-manifesto/

8. WHAT ABOUT AGILE PROJECT MANAGEMENT
OR AGILE BUSINESS ANALYSIS?
• WHEN YOU WANT TO UNDERSTAND AGILE PROJECT MANAGEMENT, ASK “HOW MIGHT
WE PERFORM PROJECT MANAGEMENT IN A WAY THAT ALLOWS US TO CREATE AND
RESPOND TO CHANGE AND DEAL WITH UNCERTAINTY?” AGILE ALLIANCE AND
PROJECT MANAGEMENT INSTITUTE (PMI) EXPLORED THIS QUESTION THROUGH A
JOINT EFFORT TO CREATE THE AGILE PRACTICE GUIDE (AVAILABLE TO AGILE
ALLIANCE MEMBERS).
• WHEN YOU WANT TO UNDERSTAND AGILE BUSINESS ANALYSIS, ASK “HOW MIGHT WE
PERFORM BUSINESS ANALYSIS IN A WAY THAT ALLOWS US TO CREATE AND RESPOND
TO CHANGE AND DEAL WITH UNCERTAINTY?” AGILE ALLIANCE AND INTERNATIONAL
INSTITUTE OF BUSINESS ANALYSIS (IIBA) EXPLORED THIS QUESTION THROUGH A
JOINT EFFORT TO CREATE THE AGILE EXTENSION TO THE BUSINESS ANALYSIS BODY
OF KNOWLEDGE (AVAILABLE TO AGILE ALLIANCE MEMBERS).

9. KEY AGILE CONCEPTS
• USER STORIES: IN CONSULTATION WITH THE CUSTOMER OR PRODUCT OWNER, THE TEAM
DIVIDES UP THE WORK TO BE DONE INTO FUNCTIONAL INCREMENTS CALLED “USER STORIES.”
EACH USER STORY IS EXPECTED TO YIELD A CONTRIBUTION TO THE VALUE OF THE OVERALL
PRODUCT. (SEE MORE)
• DAILY MEETING: EACH DAY AT THE SAME TIME, THE TEAM MEETS SO AS TO BRING EVERYONE
UP TO DATE ON THE INFORMATION THAT IS VITAL FOR COORDINATION: EACH TEAM MEMBERS
BRIEFLY DESCRIBES ANY “COMPLETED” CONTRIBUTIONS AND ANY OBSTACLES THAT STAND IN
THEIR WAY. (SEE MORE)
• PERSONAS: WHEN THE PROJECT CALLS FOR IT – FOR INSTANCE WHEN USER EXPERIENCE IS A
MAJOR FACTOR IN PROJECT OUTCOMES – THE TEAM CRAFTS DETAILED, SYNTHETIC
BIOGRAPHIES OF FICTITIOUS USERS OF THE FUTURE PRODUCT: THESE ARE CALLED
“PERSONAS.” (SEE MORE)

10. KEY AGILE CONCEPTS
• TEAM: A “TEAM” IN THE AGILE SENSE IS A SMALL GROUP OF PEOPLE, ASSIGNED TO
THE SAME PROJECT OR EFFORT, NEARLY ALL OF THEM ON A FULL-TIME BASIS. A
SMALL MINORITY OF TEAM MEMBERS MAY BE PART-TIME CONTRIBUTORS, OR MAY
HAVE COMPETING RESPONSIBILITIES. (SEE MORE)
• INCREMENTAL DEVELOPMENT: NEARLY ALL AGILE TEAMS FAVOR AN INCREMENTAL
DEVELOPMENT STRATEGY; IN AN AGILE CONTEXT, THIS MEANS THAT EACH
SUCCESSIVE VERSION OF THE PRODUCT IS USABLE, AND EACH BUILDS UPON THE
PREVIOUS VERSION BY ADDING. (SEE MORE)
• ITERATIVE DEVELOPMENT: AGILE PROJECTS ARE ITERATIVE INSOFAR AS THEY
INSURE-VISIBLE FUNCTIONALITY TENTIONALLY ALLOW FOR “REPEATING” SOFTWARE
DEVELOPMENT ACTIVITIES, AND FOR POTENTIALLY “REVISITING” THE SAME WORK
PRODUCTS. (SEE MORE)

11. KEY AGILE CONCEPTS
• MILESTONE RETROSPECTIVE: ONCE A PROJECT HAS BEEN UNDERWAY FOR SOME
TIME, OR AT THE END OF THE PROJECT, ALL OF THE TEAM’S PERMANENT
MEMBERS (NOT JUST THE DEVELOPERS) INVESTS FROM ONE TO THREE DAYS IN A
DETAILED ANALYSIS OF THE PROJECT’S SIGNIFICANT EVENTS. (SEE MORE)

12. AGILE ROLES
• COMMON AGILE ROLES
• SCRUM MASTER: RESPONSIBLE FOR ENABLING
SMOOTH FUNCTIONING OF THE TEAM AND
REMOVING OBSTACLES
• AGILE COACH: PROVIDES GUIDANCE AND
MONITORING ON AGILE PRACTICE
• PRODUCT OWNER: RESPONSIBLE FOR
ILLUMINATING BUSINESS NEEDS AND VISION
• TEAM MEMBER: INVOLVED IN THE DAILY WORK
OF BUILDING THE SOLUTION
• PROJECT MANAGER: COORDINATES ACTIVATES
WITH MORE ESTABLISHED ROLES
NOTE:- ROLE VARY SOME WHAT DEPENDING ON
THE METHODOLOGY.
Scrum
Master
Product
Owner
Agile Coash
Team
Project
Manager

13. AGILE IS VALUE DRIVEN
Plan
Drive
n
Constrains
Estimation
s
Value
Drive
n
Schedule
Cost
Scope
Scope
Schedule
Cost
Predictive Process
(Waterfall)
Adaptive Process
(Agile)

14. LEADERSHIP STYLE