Agile Network India- Ahmedabad Title: Waterfall & Agile- The Mindset in building scalable products by Chintan Shah Date: Jul 2023 Hosted by: Azilen Technologies

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Waterfall Model – World’s Costliest Mistake!
An average software project had a 10% success rate in the 1970s
System
Requirement
s
Software
Requirement
s
Analysis
Program
Design
Coding
Testing
Operations
System
Requirement
s
Software
Requirement
s
Analysis
Program
Design
Coding
Interpretation
of Royce’s Iterative
Waterfall Model
The first 90 percent of the code
accounts for the first 90% of
the development time.
The remaining 10 percent of
the code accounts for the
other 90% of the development
time
Royce’s
Iterative
Waterfall
Model

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PRODUCT SUCCESS
The Agile
Way!
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SCOPE
SCHEDULE BUDGET
Total Cost
(Not Quality)
Project Management Triangle
AGILE WATERFAL
L
LEAN
ADJUSTS
REQUIRES
GOAL
Spee
d
Trus
t
Scop
e
Predictabilit
y
Efficienc
y
Budge
t
Innovatio
n
Expertis
e
Schedul
e
Agile vs Waterfall vs Lean

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Product Success: The AGILE Way!
> > > >
> > > >
Rework + Re-
estimate
Knowledge
Loss
Progress
Tracking
Risk and
Uncertainty
Limited
Feedback Inadequate
Evolution
PRODUCT
SUCCESS
Business
Centricit
y
VISION
User
Centricit
y

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AGILE Principles
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Agile Requirement Gathering – Why it matters?
Requirement Prioritization
INVEST Principles & User Stories
Independent | Negotiable | Valuable | Estimable | Small | Testable |
Multi Layered Stories
Focus on Executable Requirements
Test first Design | Test Driven
Development
MoSCoW | Value vs Effort | Kano Model | Cost of
Delay
Value Delivery & Max. ROI
Business Vision | Product Delivery
Complexity Management
Scope Definition
Complexity Identification
Market Alignment
User Experience | Market Demand | Risk Mitigation
Competitive Advantage | Continuous Improvement

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Agile Prototyping
Sprint
Plannin
g
Daily
Scrum
Sprint
Backlog
Retrospectiv
e
Build
& Test Done?
Software
Development
Design
Feedbac
k
Feedbac
k
Short lead
Component
s
N
O
YE
S
Test ideas & encourage
Stakeholder discussion
Refine your software
& solidify the design
Seek feedback
Code is often usable for
the build
01
03
02
04

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Agile Teams & Stakeholder Collaboration Techniques
Early Inclusion
Involve in Product Backlogs
Explain Product Benefits
Inclusion in Priority Discussions
Regularly communicate Progress & Feedback
Collaborate during Release Planning
Ask for feedback during reviews
Business | Proj. Mgmt. | Hardware | Software | Quality |
Testing | Compliance | Operations | Security
AGILE RELEASE TRAIN
Solutio
n
Cross Functional
Agile Teams

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Growth & Adaptability
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Growth and Adaptability
What does Scalability mean?
Reach | # of users | Availability | Managing peak load
01
Difference between Scalability & Performance
Response Time of an App Vs Peak load
02
Year-on-year Projections
User Base | Infrastructure | Storage | Memory | CPU
03
Technical Decisions
Microservices vs Monolithic | Serviceability | Availability
04
Scale exaggerates issues
From 2-3 users to millions of users
05
Sprint backlog Planning
Sprint Goals | What is the acceptance criteria?
06
New feature prioritization and Technical Debt
Who is the user? | What is the priority?
07

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What is Waste &
How to avoid it?
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What is Waste & How to reduce it?
Avoid Partial features
Avoid Additional out of scope features
Knowledge lost / re-learning
Underutilization of people - skill / competency mapping
Handoffs
Avoid Multitasking
Defects - shift left
Focus on continuous Code quality / reviews - shift left
Re-work due to lack of clarity on requirement
Manual work in place of Automation

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Measuring Delivery
Performance
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Measuring Delivery Performance
High Performers Medium Performers Low Performers
Deployment Frequency
On demand (multiple
deploys per day)
Between once per week &
once per month
Between once per week &
once per month
Lead Time for Changes Less than one hour
Between one week and one
month
Between one week and one
month
MTTR Less than one hour Less than one day
Between one day and one
week
Change Failure Rate 0-15% 0-15% 31-45%
Source: Accelerate – Building and Scaling High Performing Technology Organizations by Nicole Forsgrem
Velocity is an input for Planning and not measurement of performance. We should measure delivery performance
based on following parameters:

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A high
Performing Culture
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A High Performing Culture
Version Control
Deployment Automation
Continuous Integration
Trunk-based Development
Test Automation
Test Data Management
Shift left on Security
Loosely Coupled Architecture
Empowering Teams
Monitoring
Proactive Notification
Continuous
Delivery
Software Delivery
Performance
Organization
Performance
Identity
Team
Culture
Less
Rework
Source: Accelerate – Building and Scaling High Performing Technology Organizations by Nicole Forsgrem

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