Symetris conference given at DrupalCamp Ottawa 2016 outlining the important things to note when tackling a medium-sized project. Some projects aren't large enough to be considered big/complex, but aren't small enough to be considered easy/simple!
Should you upgrade your Drupal 7 website or migrate to Drupal 8? Symetris
You've invested in Drupal as the technology for your web platform. You're ready for the next phase in its evolution (like adding new features).
But you're wondering what's the best option between upgrading your current Drupal 7 installation or migrating to Drupal 8, and are not sure how to make that decision.
This session will compare the pros and cons of each path so that you can make a clear decision for your organization.
Laura Delnevo - Winning your clients' trust with Agile project managementcameronandwilding
Having worked with a wide variety of clients and projects, the underlining common denominator of success for me, as a project manager is happy satisfied and (hopefully) returning customers. Winning clients’ trust for me has become even smoother with Agile practises as, since I’ve embraced this methodology of working at Cameron and Wilding, I have noticed a few patterns of success across our projects with our clients such as the Telegraph Media Group, Sage Publications, The Economist that I’d like to share with you in today’s session.
Cameron & Wilding Ltd. http://www.cameronandwilding.com/
The document discusses various agile development methodologies. It defines agile development as delegating tasks, acknowledging change, and promoting feedback. Several specific agile methodologies are described, including extreme programming, Scrum, lean software development, feature driven development, agile unified process, Crystal, dynamic systems development method, and cowboy coding. The document provides information on principles, practices, and comparisons of these different agile methodologies.
Agile Development Methodology: 10 Important Principlesdsp
dsp look at 10 important principles of agile methodology, including high active user involvement, Pareto's Law, increased collaboration, and much more!
This document provides an introduction to Agile methodology, describing its principles and frameworks as an alternative to traditional waterfall project management. It outlines key differences such as iterative delivery of working software versus a single release at the end, as well as emphasis on collaboration, responding to change, and individual/team empowerment over rigid plans and processes. The Agile manifesto values individuals, working software, customer collaboration, and response to change over comprehensive documentation and contract negotiation. Common Agile frameworks like Scrum, Kanban, and XP are also introduced.
Webinar: How to Build Courses the Way Engineers Build SoftwareSarah E. Brown
http://learndot.servicerocket.com/better-agile-training
Using Agile Methodology to Predictably Build Better Customer Training
Developing courses is hard. It is time consuming and since software moves so fast, it is common for a course to be released and have the software change enough to make parts of the course irrelevant. What's even worse is that during this time, customer needs could have changed with the software, rendering a course nearly obsolete by the time it is delivered.
Should you upgrade your Drupal 7 website or migrate to Drupal 8? Symetris
You've invested in Drupal as the technology for your web platform. You're ready for the next phase in its evolution (like adding new features).
But you're wondering what's the best option between upgrading your current Drupal 7 installation or migrating to Drupal 8, and are not sure how to make that decision.
This session will compare the pros and cons of each path so that you can make a clear decision for your organization.
Laura Delnevo - Winning your clients' trust with Agile project managementcameronandwilding
Having worked with a wide variety of clients and projects, the underlining common denominator of success for me, as a project manager is happy satisfied and (hopefully) returning customers. Winning clients’ trust for me has become even smoother with Agile practises as, since I’ve embraced this methodology of working at Cameron and Wilding, I have noticed a few patterns of success across our projects with our clients such as the Telegraph Media Group, Sage Publications, The Economist that I’d like to share with you in today’s session.
Cameron & Wilding Ltd. http://www.cameronandwilding.com/
The document discusses various agile development methodologies. It defines agile development as delegating tasks, acknowledging change, and promoting feedback. Several specific agile methodologies are described, including extreme programming, Scrum, lean software development, feature driven development, agile unified process, Crystal, dynamic systems development method, and cowboy coding. The document provides information on principles, practices, and comparisons of these different agile methodologies.
Agile Development Methodology: 10 Important Principlesdsp
dsp look at 10 important principles of agile methodology, including high active user involvement, Pareto's Law, increased collaboration, and much more!
This document provides an introduction to Agile methodology, describing its principles and frameworks as an alternative to traditional waterfall project management. It outlines key differences such as iterative delivery of working software versus a single release at the end, as well as emphasis on collaboration, responding to change, and individual/team empowerment over rigid plans and processes. The Agile manifesto values individuals, working software, customer collaboration, and response to change over comprehensive documentation and contract negotiation. Common Agile frameworks like Scrum, Kanban, and XP are also introduced.
Webinar: How to Build Courses the Way Engineers Build SoftwareSarah E. Brown
http://learndot.servicerocket.com/better-agile-training
Using Agile Methodology to Predictably Build Better Customer Training
Developing courses is hard. It is time consuming and since software moves so fast, it is common for a course to be released and have the software change enough to make parts of the course irrelevant. What's even worse is that during this time, customer needs could have changed with the software, rendering a course nearly obsolete by the time it is delivered.
The document provides an overview of agile methodology and scrum framework. It begins with a short history of traditional waterfall software development processes and their limitations. It then introduces the agile manifesto and values, as well as the 12 agile principles. A key part of agile is iterative development with short sprints. Scrum is discussed as one of the major agile frameworks, outlining its ceremonies like sprint planning, daily standups, and retrospectives. Scrum roles of product owner, scrum master, and self-organizing team are also summarized.
For several years, we did numerous audits for small to big websites, small agencies and huge corporations, and always faced the same issues. What should you look for when running a website audit? What tools could help you? At which level of disaster you should advice your customer to recode entirely the website?
This session covers a methodology and set of tools to organize efficiently your Drupal websites audits
https://drupalcampkyiv.org/node/73
Integrating Agile and Traditional Projects in the EnterpriseTechWell
Is your organization using agile on some projects and classic waterfall on others? Are you concerned with integrating your agile projects into your current PMO, tool, and reporting structure? Are you afraid you might require two totally separate approaches? Steve Caseley believes you can support agile without having to introduce a new suite of tools. Project vision, release and sprint planning, product backlog management, and automated production of Scrum artifacts are all possible with your existing project management tools. Steve demonstrates how Microsoft Project and Project Online can provide full support for Scrum/agile projects. Having a framework based on existing tools is key, as it fully integrates your agile projects into established PMOs, ensuring consistency across your organization’s project portfolio independent of the delivery approach selected. Learn how to provide full support and manage all projects—both traditional and agile—in your portfolio in the same tool set.
The document discusses the differences between plan-based and agile software development methods, considerations for adopting agile methods offshore, and evaluating adopting agile at Jharna Software. Key points include: plan-based is sequential and predictive while agile is incremental, iterative and adaptive; communication barriers and support from onsite/offshore teams are important considerations for agile offshore; benefits of agile for Jharna include improved estimation and responsiveness but challenges include overcoming cultural mindsets and communication barriers due to specialized teams across time zones.
Agile is an iterative approach that incrementally builds a product from the start instead of delivering it all at once near the end like the Waterfall process. The Waterfall process has several drawbacks for complex or long-term projects with unstable requirements, including not producing working software until the end and being difficult to adjust scope or accommodate changes. People shift to Agile because it better manages uncertainty, improves quality, focuses on business value and users, engages stakeholders, provides transparency, allows for early and predictable delivery, and allows for changes with predictable costs and schedules. An Agile team is composed of cross-functional members.
Scrum is an agile software development process that addresses assumptions about software being difficult to predict, having emergent design qualities, and being complex. It was created by Schwaber and Beedle and aligns with the Agile Manifesto. The Scrum process involves sprints, daily stand-up meetings, and visible progression. It has advantages like improved decision making, less documentation needs, and daily updates, though it can be inaccurate for estimates, more suitable for smaller projects, and requires experienced teams.
A fair analysis of the Agile Methodology. A quick comparison of Agile and Waterfall to clear up misconceptions about the two. Scalability is a major issue with Agile and is worth considering if you're not a large software company.
The document discusses reasons why software development projects often fail, including unrealistic deadlines, poor estimation, requirement changes, immature architecture and design, lack of domain knowledge, too many assumptions, bad code quality, inadequate documentation or testing, and treating development like a "death march." It notes that treating software development as a simple equation of estimated effort divided by resources does not work. True success requires focusing on people, skills, quality, usefulness, and eliminating waste. Agile processes emphasize collaboration, eliminating waste, and adaptive planning over rigid processes. While Agile seems good, widespread adoption faces challenges as with any new technology or process.
The document provides an introduction to agile software development processes. It discusses the waterfall model and iterative and incremental model. It then defines agile as a collection of iterative development methodologies that are lightweight and value individuals, interactions, working software, and responding to change. The document outlines agile principles and practices like user stories, story points, test-driven development, pair programming, daily stand-up meetings, story boards, burn down charts, continuous integration, and retrospectives. It concludes with feedback from an agile team noting benefits like earlier defect detection but also challenges in applying new techniques and lack of product management involvement.
This document provides an introduction to Agile and Scrum methodologies. It begins with an overview of the presenter and their experience. It then contrasts the traditional waterfall approach with Agile, noting that Agile values individuals, collaboration, working software and responding to change. The Agile manifesto principles are outlined. Scrum is introduced as an Agile framework, describing its roles, ceremonies and artifacts like sprints and product backlogs. Key Scrum concepts like user stories, estimation, and definitions of done are defined. The document concludes by noting that simply doing Agile iterations is not enough and that teams must embrace Agile values like collaboration and continual improvement.
Intro agile development methodology abhilash chandranAbhilash Chandran
This document provides an overview of agile software development and the Scrum framework. It discusses the limitations of traditional waterfall models and how agile methods address these through iterative development, collaboration between cross-functional teams, and frequent delivery of working software. The key aspects of Scrum are described, including roles like the Product Owner and Scrum Master, meetings like Sprint Planning and Review, and artifacts like the Product Backlog and Sprint Task Board. Agile principles emphasize individuals and interactions, working software, customer collaboration, and responding to change.
In this Business Analysis Training, you will learn Agile Methodology. Topics covered in this session are:
• Agile Approach
• What is Agile?
• What does the Agile Manifesto Mean?
• Principles of Agile
• Central: Incremental and Iterative Development
• Agile Methods
• Scrum Lifecycle
• SCRUM team
• Agile Methods – Scrum
For more information, click on this link:
https://www.mindsmapped.com/courses/agile-and-scrum/introduction-to-agile/
This document provides an overview of the waterfall and agile project management models. It describes the linear sequential nature of the waterfall model where each phase must be completed before moving to the next. In contrast, the agile model is iterative with evolving requirements and collaboration between cross-functional teams. Key aspects of agile include the agile manifesto's focus on individuals, working software, customer collaboration, and response to change. The document discusses advantages of the agile model and outlines human resource project management processes like developing a plan, acquiring a team, and managing the team. It concludes that the best project methodology depends on the specific project and organization.
Agile Methodology Vs. Others by Sara BerradaAgile ME
This presentation compares and contrast the agile methodology for project management with the strategic, traditional and extreme project management methods. Furthermore, it will criticize and analyze the efficiency implementation of these ways in different industries and projects nowadays.
In addition, it will present the different requirements needed for each methodology to adopt it successfully. Finally, speaker will present some project examples, failure and success, of these methods to open the door for discussion.
Scrum is an agile framework for managing product development that focuses on iterative delivery of value through collaboration between self-organizing cross-functional teams. Key aspects of Scrum include short "sprints" where work is defined and tracked on a sprint backlog, daily stand-up meetings, sprint planning and review sessions, and emphasizing working software over documentation. The framework defines three roles - Product Owner who prioritizes features, Scrum Master who facilitates the process, and a self-organizing Development Team.
This document provides an overview of Agile project management concepts including Agile, Scrum, and the Agile dilemma. It defines Agile as a philosophy with values centered around individuals, interactions, working software, customer collaboration, and responding to change. Scrum is presented as a common Agile framework with roles of Product Owner, Scrum Master, and Development Team. Key Scrum events like the daily scrum and sprints are described. The document concludes that Agile is a product management rather than project management methodology.
The document discusses blended agile, which combines agile practices with more traditional methods. Blended agile is useful when an organization cannot immediately switch to a full agile approach. It allows gradual introduction of agile practices while integrating existing traditional methods. Examples of blended agile include using iterative cycles but planning requirements far in advance, having teams work together for only part of the day, and applying agile practices to less critical modules before more critical ones. The document provides advice on setting up a blended agile process and addressing potential conflicts between agile and traditional methods.
WIT lecture / Waterfall and Agile methodologiesJulija Melnika
This document summarizes and compares waterfall and agile methodologies. It begins by defining key terms like project, process, and product. It then provides an overview of the waterfall methodology and its sequential phases. It introduces agile as a philosophy emphasizing individuals, working software, customer collaboration, and response to change. Specific agile frameworks like Scrum and Kanban are then described in more detail, focusing on their roles, events, and principles. The key differences between waterfall and agile approaches are also highlighted.
The Business Case for DevOps - Justifying the JourneyXebiaLabs
Ting Cosper, IT Director at Freedom Mortgage, gives his presentation on building the case for DevOps within your organization at the DevOps Leaderships Summit in Boston MA.
Software Development Methodologies Pros, Cons, & Use Cases.pdfPolyxer Systems
Read this Blog to Find the perfect software development methodology for your project success. Explore pros, cons, & usage scenarios to make informed decisions.
The document provides an overview of agile methodology and scrum framework. It begins with a short history of traditional waterfall software development processes and their limitations. It then introduces the agile manifesto and values, as well as the 12 agile principles. A key part of agile is iterative development with short sprints. Scrum is discussed as one of the major agile frameworks, outlining its ceremonies like sprint planning, daily standups, and retrospectives. Scrum roles of product owner, scrum master, and self-organizing team are also summarized.
For several years, we did numerous audits for small to big websites, small agencies and huge corporations, and always faced the same issues. What should you look for when running a website audit? What tools could help you? At which level of disaster you should advice your customer to recode entirely the website?
This session covers a methodology and set of tools to organize efficiently your Drupal websites audits
https://drupalcampkyiv.org/node/73
Integrating Agile and Traditional Projects in the EnterpriseTechWell
Is your organization using agile on some projects and classic waterfall on others? Are you concerned with integrating your agile projects into your current PMO, tool, and reporting structure? Are you afraid you might require two totally separate approaches? Steve Caseley believes you can support agile without having to introduce a new suite of tools. Project vision, release and sprint planning, product backlog management, and automated production of Scrum artifacts are all possible with your existing project management tools. Steve demonstrates how Microsoft Project and Project Online can provide full support for Scrum/agile projects. Having a framework based on existing tools is key, as it fully integrates your agile projects into established PMOs, ensuring consistency across your organization’s project portfolio independent of the delivery approach selected. Learn how to provide full support and manage all projects—both traditional and agile—in your portfolio in the same tool set.
The document discusses the differences between plan-based and agile software development methods, considerations for adopting agile methods offshore, and evaluating adopting agile at Jharna Software. Key points include: plan-based is sequential and predictive while agile is incremental, iterative and adaptive; communication barriers and support from onsite/offshore teams are important considerations for agile offshore; benefits of agile for Jharna include improved estimation and responsiveness but challenges include overcoming cultural mindsets and communication barriers due to specialized teams across time zones.
Agile is an iterative approach that incrementally builds a product from the start instead of delivering it all at once near the end like the Waterfall process. The Waterfall process has several drawbacks for complex or long-term projects with unstable requirements, including not producing working software until the end and being difficult to adjust scope or accommodate changes. People shift to Agile because it better manages uncertainty, improves quality, focuses on business value and users, engages stakeholders, provides transparency, allows for early and predictable delivery, and allows for changes with predictable costs and schedules. An Agile team is composed of cross-functional members.
Scrum is an agile software development process that addresses assumptions about software being difficult to predict, having emergent design qualities, and being complex. It was created by Schwaber and Beedle and aligns with the Agile Manifesto. The Scrum process involves sprints, daily stand-up meetings, and visible progression. It has advantages like improved decision making, less documentation needs, and daily updates, though it can be inaccurate for estimates, more suitable for smaller projects, and requires experienced teams.
A fair analysis of the Agile Methodology. A quick comparison of Agile and Waterfall to clear up misconceptions about the two. Scalability is a major issue with Agile and is worth considering if you're not a large software company.
The document discusses reasons why software development projects often fail, including unrealistic deadlines, poor estimation, requirement changes, immature architecture and design, lack of domain knowledge, too many assumptions, bad code quality, inadequate documentation or testing, and treating development like a "death march." It notes that treating software development as a simple equation of estimated effort divided by resources does not work. True success requires focusing on people, skills, quality, usefulness, and eliminating waste. Agile processes emphasize collaboration, eliminating waste, and adaptive planning over rigid processes. While Agile seems good, widespread adoption faces challenges as with any new technology or process.
The document provides an introduction to agile software development processes. It discusses the waterfall model and iterative and incremental model. It then defines agile as a collection of iterative development methodologies that are lightweight and value individuals, interactions, working software, and responding to change. The document outlines agile principles and practices like user stories, story points, test-driven development, pair programming, daily stand-up meetings, story boards, burn down charts, continuous integration, and retrospectives. It concludes with feedback from an agile team noting benefits like earlier defect detection but also challenges in applying new techniques and lack of product management involvement.
This document provides an introduction to Agile and Scrum methodologies. It begins with an overview of the presenter and their experience. It then contrasts the traditional waterfall approach with Agile, noting that Agile values individuals, collaboration, working software and responding to change. The Agile manifesto principles are outlined. Scrum is introduced as an Agile framework, describing its roles, ceremonies and artifacts like sprints and product backlogs. Key Scrum concepts like user stories, estimation, and definitions of done are defined. The document concludes by noting that simply doing Agile iterations is not enough and that teams must embrace Agile values like collaboration and continual improvement.
Intro agile development methodology abhilash chandranAbhilash Chandran
This document provides an overview of agile software development and the Scrum framework. It discusses the limitations of traditional waterfall models and how agile methods address these through iterative development, collaboration between cross-functional teams, and frequent delivery of working software. The key aspects of Scrum are described, including roles like the Product Owner and Scrum Master, meetings like Sprint Planning and Review, and artifacts like the Product Backlog and Sprint Task Board. Agile principles emphasize individuals and interactions, working software, customer collaboration, and responding to change.
In this Business Analysis Training, you will learn Agile Methodology. Topics covered in this session are:
• Agile Approach
• What is Agile?
• What does the Agile Manifesto Mean?
• Principles of Agile
• Central: Incremental and Iterative Development
• Agile Methods
• Scrum Lifecycle
• SCRUM team
• Agile Methods – Scrum
For more information, click on this link:
https://www.mindsmapped.com/courses/agile-and-scrum/introduction-to-agile/
This document provides an overview of the waterfall and agile project management models. It describes the linear sequential nature of the waterfall model where each phase must be completed before moving to the next. In contrast, the agile model is iterative with evolving requirements and collaboration between cross-functional teams. Key aspects of agile include the agile manifesto's focus on individuals, working software, customer collaboration, and response to change. The document discusses advantages of the agile model and outlines human resource project management processes like developing a plan, acquiring a team, and managing the team. It concludes that the best project methodology depends on the specific project and organization.
Agile Methodology Vs. Others by Sara BerradaAgile ME
This presentation compares and contrast the agile methodology for project management with the strategic, traditional and extreme project management methods. Furthermore, it will criticize and analyze the efficiency implementation of these ways in different industries and projects nowadays.
In addition, it will present the different requirements needed for each methodology to adopt it successfully. Finally, speaker will present some project examples, failure and success, of these methods to open the door for discussion.
Scrum is an agile framework for managing product development that focuses on iterative delivery of value through collaboration between self-organizing cross-functional teams. Key aspects of Scrum include short "sprints" where work is defined and tracked on a sprint backlog, daily stand-up meetings, sprint planning and review sessions, and emphasizing working software over documentation. The framework defines three roles - Product Owner who prioritizes features, Scrum Master who facilitates the process, and a self-organizing Development Team.
This document provides an overview of Agile project management concepts including Agile, Scrum, and the Agile dilemma. It defines Agile as a philosophy with values centered around individuals, interactions, working software, customer collaboration, and responding to change. Scrum is presented as a common Agile framework with roles of Product Owner, Scrum Master, and Development Team. Key Scrum events like the daily scrum and sprints are described. The document concludes that Agile is a product management rather than project management methodology.
The document discusses blended agile, which combines agile practices with more traditional methods. Blended agile is useful when an organization cannot immediately switch to a full agile approach. It allows gradual introduction of agile practices while integrating existing traditional methods. Examples of blended agile include using iterative cycles but planning requirements far in advance, having teams work together for only part of the day, and applying agile practices to less critical modules before more critical ones. The document provides advice on setting up a blended agile process and addressing potential conflicts between agile and traditional methods.
WIT lecture / Waterfall and Agile methodologiesJulija Melnika
This document summarizes and compares waterfall and agile methodologies. It begins by defining key terms like project, process, and product. It then provides an overview of the waterfall methodology and its sequential phases. It introduces agile as a philosophy emphasizing individuals, working software, customer collaboration, and response to change. Specific agile frameworks like Scrum and Kanban are then described in more detail, focusing on their roles, events, and principles. The key differences between waterfall and agile approaches are also highlighted.
The Business Case for DevOps - Justifying the JourneyXebiaLabs
Ting Cosper, IT Director at Freedom Mortgage, gives his presentation on building the case for DevOps within your organization at the DevOps Leaderships Summit in Boston MA.
Software Development Methodologies Pros, Cons, & Use Cases.pdfPolyxer Systems
Read this Blog to Find the perfect software development methodology for your project success. Explore pros, cons, & usage scenarios to make informed decisions.
The document discusses various aspects of the design process for interactive systems, including design rules, usability engineering, and iterative design. It provides an overview of different types of design rules such as principles, standards, and guidelines. Specific examples of design rules like learnability, flexibility, and robustness are mentioned. Ben Shneiderman's eight golden rules of interface design are also summarized, which include consistency, informative feedback, error handling, and reducing memory load.
Applying both of waterfall and iterative developmentDeny Prasetia
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.
Microsoft Dynamics AX Implementation Stabilization Case Studiesmeritweb
Learn about the risks, challenges, and best practices for implementing Microsoft Dynamics AX in enterprise manufacturing and supply chain environments. Hear about a couple of our Microsoft Dynamics AX implementation stabilization case studies.
The document discusses various software development models including waterfall, RAD, spiral, V-model, incremental, agile, iterative models. It provides details on when each model should be used, advantages and disadvantages of each model. It also discusses software quality management, ISO 9000 certification, CMMI, six sigma and various software project planning topics like cost estimation models, COCOMO model etc. The key project planning activities covered are software estimation, scheduling, monitoring and risk management.
The document discusses several software development life cycle (SDLC) methodologies including waterfall, incremental, spiral, scrum/agile, rapid application development, and prototyping. Each methodology takes a different approach such as linear vs iterative processes, emphasis on planning vs flexibility, and when they are best applied based on factors like requirements stability, budget, and team experience.
Industry experts, Bob Prieto, veteran executive with Fluor and Parsons Brinckerhoff, and Hans Hoppe with Parsons, share valuable information on the failure points of Mega Projects and proven methods of managing these projects to beat the odds and succeed. It is estimated that 9 out of 10 projects that cost $1 billion dollars or more, go over budget. Learn how we as an industry can change those numbers and improve the way the world builds.
Agile software development focuses on iterative development, where requirements and solutions evolve through collaboration between self-organizing cross-functional teams. It advocates adaptive planning, evolutionary development, early delivery, continuous improvement, and encourages rapid and flexible response to change. Key aspects include iterative delivery in short cycles, active user involvement, minimal documentation, pair programming, test-driven development, and continuous refactoring to improve design. Popular agile methods include extreme programming (XP), which emphasizes feedback and refactoring, and Scrum, which utilizes sprints for iterative delivery and emphasizes daily stand-ups and product backlogs.
The project was started in 2003 to provide financial data to customers in Europe and the US. Over time, the scope increased and the system now provides an integrated view of indices across asset classes, currencies, and analytics on thousands of bonds. Challenges included missing deadlines, lack of visibility into work, and burnout from weekend work. Kanban and visualization methods were introduced, including a flow model and metrics tracking. This improved early detection of issues, reduced wait times, ensured clarity on work, and increased quality and customer satisfaction while reducing stress on the team. While some challenges remained, outcomes included on-time delivery, increased work throughput, happier clients, and better risk management.
The document discusses requirement management and analysis. It covers creating and using a requirement work plan (RWP), the components and purpose of an RWP, and a case study on developing an RWP. It describes an RWP as a to-do list for requirement elicitation, documentation, and validation. The key components of an RWP include a work breakdown structure (WBS), which lists all tasks and activities, and identifies resources, skills, effort, and milestones. Traceability and managing requirement changes and dependencies throughout the project lifecycle are also addressed.
This document compares traditional SDLC approaches to agile methodology. It outlines some key differences:
- Traditional SDLC is prescriptive, sequential, and emphasizes initial requirements. Agile is iterative and flexible with frequent client interaction.
- Traditional requires extensive upfront planning and documentation. Agile focuses on rapid prototyping and getting early client feedback.
- Popular agile methodologies include Scrum, RAD, and XP. Scrum uses short sprints (1-2 weeks) to build shippable increments with cross-functional self-organizing teams.
- Agile is better for smaller, more adaptive projects. Traditional is better for large, pre-planned projects where changes are not welcome
This document outlines a student feedback system project created by group members Mayur Sandbhor, Ganesh Mali, and Atish Johare under the guidance of Mithun Mhatre. The project uses Java and Oracle 10g to allow students to provide online feedback about college staff. It has two modules - one for students to submit feedback and one for administrators to view feedback reports. The project goes through phases of analysis, design using UML diagrams, testing, and concludes with discussing benefits and potential enhancements.
In this Business Analysis Training session you will learn, SDLC. Topics covered in this session are:
SDLC
• Waterfall-Sequential
• Prototyping
• Spiral-Evolutionary
• Rational Unified Process (RUP)-Iterative
To learn more about this course, visit this link: https://www.mindsmapped.com/courses/business-analysis/foundation-level-business-analyst-training/
This document discusses issues in rapid application development. It outlines some general characteristics of RAD including the usage of specialized support tools like visual development tools, APIs, version control tools, and content management systems. It also discusses strategies like time boxing, iterative evolutionary prototyping, and joint application development meetings. The document then covers dimensions that impact speed like people, process, product, and technology. It analyzes advantages and disadvantages of the RAD approach and when RAD is most suitable versus when it may fail. Finally, it discusses the importance of customer involvement in RAD projects.
This document provides information on iterative and agile development methodologies. It describes the waterfall method as an iterative process involving analysis, design, implementation, testing, and maintenance. Agile methodology uses short sprints involving similar phases but with frequent client feedback. The document outlines advantages of agile including client collaboration, flexibility, and measuring progress. Disadvantages include potential scope creep and prioritizing speed over quality for large projects.
This slide is for software engineering subject which may help you to better understanding. You can also gain knowledge in software engineering subject.
The document discusses various software development methodologies including Agile, Scrum, XP, Kanban, Lean, Crystal, DSDM, FDD, V-Model, Incremental Model, Evolutionary Prototyping, Cowboy Coding, and Personal Software Process. It describes how each methodology works, the roles involved, advantages and disadvantages. For example, it states that Agile is responsive to market changes, Scrum uses sprints, planning meetings and burndown charts, and Cowboy Coding lacks structure but allows for experimentation.
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2. Unlock your web potential
with Symetris
***
• Founded in 2004 – already more than 12
years!
• 14 web specialists
• Experts in open-source CMS platforms
6. Agenda
1. Objectives of the conference
2. Measuring the scale of a project
3. Impacts of a medium scale project
4. Recommendations and best practices
5. Questions
9. Measuring the scale of a project
1. Criteria:
• Number of hours: 500 to 1500 hours
• Duration: 6 to 12 months
• Client Criticalness: Site that is critical to
the clients business operations
• Complexity: 3 to 4 (on a scale of 5)
• Size of team: 2 to 4 developers
• It has to feel medium-sized for your
organization
10. Measuring the scale of a project
How are we feeling?
• Going from a small project to a medium
scaled one
• Going from a large scale project to
medium
12. Collaboration between developers
• More responsibilities for each developer
• Need to standardize working methods
within the development team
• Incorporating a versioning system becomes
primordial
13. Duration of mandate
• Considerable increase in the number of
deployments
• The technical debt is being considered
14. Impact of the Technical Debt
(Absolutely not scientific)
Hoursofdevelopment
Time
15. Quality control
• More complex = more testing
• More contributors to quality control
• Dependance of features within each other
16. Impacts of a medium scale project for
project managers
17. Number of contributors
• The main point of contact may not be the
decision maker
• Complex chain of command structure
• Inclusion of an external consultant
• Change of management to be considered
18. Importance of mastering the application
• More complex = More requests that could
be linked to miscomprehension
• Importance of sharing our control over the
application to the client
• Main contact may not be the end user
19. Management in several phases
• Several deployments
• Importance of confidence in the
deliverables
• A lot less test-coverage in a medium-sized
project compared to a large project
• Emphasis on client expectations
• Protection of the deployed data
• Managing the guarantee and support of
Phase 1 during development of Phase 2
20. Managing “surplus” requests
• No product owner for a medium-sized
project.
• A Project manager for a medium-sized
project becomes a jack of all trades
• Higher complexity which can impact the
transmission and understanding of needs
• Mistakes in the estimates and scope
changes can result in a loss of control
22. Incorporating an automated
deployment system
Advantages Disadvantages
● No more need for manual
deployments
● Lower risk for errors
● Reduces the time of
deployment
● Requires specific training
of the team
● Increases the project prep
time
24. Defining a clear testing plan
Advantages Disadvantages
● Reduces the amount of client
feedbacks
● Ensures that one feature does
not break another
● More confidence in our
product
● Requires more discipline
from the team
● Increases the time for
development
25. Defining a clear testing plan
How we do it:
● Using Calendars to prepare Quality Control periods ahead of
time
● Staffing more than one developer on the project so they can do
the QA of each other’s tasks.
26. Establishing a code review system
Advantages Disadvantages
● Allows standardization of
development methods
● Increases the expertise of
less experienced developers
● Increases the quality of the
project
● Best way to learn Drupal API
● Means more time to
invest for the company
28. Identify the decision-making structure and
involve the decision-makers
Advantages Disadvantages
● Avoid having decisions that
were made be revoked in the
future
● Facilitates the transmission of
messages (no intermediaries)
● Facilitates the creation of a
collaborative environment
● More complex
management of the
schedule
29. Identify the decision-making structure and
involve the decision-makers
● Asking questions at the early stages (Kick-Off) of the project to
determine who the decision-makers are sooner than later.
● Frequent meetings and communications with the decision
makers themselves
Tips:
30. Establish weekly meetings and profit
from them
Advantages Disadvantages
● Facilitates follow-ups on KPIs
● Facilitates follow-ups on tasks
● Contributes to a seamless
transmission of information
● Quickly identify issues
(challenges)
● Be careful of the “too
many meetings”
syndrome
● Make sure to implicate
only the appropriate
people
31. Establish and profit from weekly meetings
A few tools:
● KPIs
○ % completed vs. % of hours
○ Client happiness rate
● Slack: https://symetris.slack.com/messages/drupal-north/
● Progress report on tasks
● Calendars (recurring events)
32. Establish and profit from weekly meetings
Progress report on tasks
0%
10 - 50%
60%
70%
80%
90%
100%
New
In Progress
QA-QC
QA-QC
Comm. Client
To deploy
Closed / Celebrate
Development hasn’t started
Development in progress
The developer has to do his/her QC / QA
The project manager has to do his/her QC /
QA
The client has to do his/her QC / QA
Client feedbacks done, ready to deploy
Done Yay!!! (High five!)
33. Establish and profit from weekly meetings
The kind of things we do in weekly meetings
● Project manager participates in the preliminary analysis
● Review documentation and present to the client in person
● Do the quality control with the client
● Present a User guide
● Offer training directly to the end users
34. Making sure the project manager masters
the application
Advantages Disadvantages
● Filters “code 18”
● Helps with support and
change management
● Reduces the amount of client
feedbacks
● Requires more technical
knowledge for the project
manager
● Requires more time for
management and training
35. Making sure the project manager masters
the application
How we do it:
● Meetings between the developer and the project manager to
explain and properly understand the application.
● Give enough time for the project manager to go hands on. (QA
periods planned for them as well).
● The project manager redacts the user guide.
36. Rigorous management of “surplus” requests
Advantages Disadvantages
● Helps to stay on budget
● Helps in respecting the
timeline
● Offers more control on client
requests
● Can cause some
frustrations for the client
● Source of stress for the
production team
37. Rigorous management of “surplus” requests
A few tools
● Weekly updates on hours
● Prioritizing new requests with the lead developer
● Bank of hours sold with the project
● Excel sheets can do the job for this, especially with
technologicaly challenged clients.
38. To recap
Dev Recommandations PM Recommandations
● Incorporate an automated
deployment system
● Define a clear testing plan
● Establish a code review
system within the team
● Identify the decision-
making structure and
involve the decision-
makers
● Establish and profit from
weekly meetings
● Make sure the project
manager masters the
application
● Rigorous management of
“surplus” requests
39. Thank you !
Questions?
Contact-us :
kyle@symetris.ca
matthieu@symetris.ca
info@symetris.ca
PPT presentation will be available soon on Slideshare
Editor's Notes
Et voila, c’est parti! S’amuser et parler len-te-ment ;)
Présentation globale de Symetris.
Présentation globale de Symetris.
Présentation globale de Symetris.
Présentation des présentateurs! Parcours chez Symetris + expérience avec Drupal (en surface)
Résumé des sujets principaux. Axer le message sur Drupal.
CHaque personne reparte avec un truc ou une idée qui peut aider dans un prochain projet de moyenne envergure
Expliquer notre échelle de complexité
Git :
Save time
Travailler en parallèle
Backup!!
Ex dette technique
Hardcoder quelque chose dans le thème
Format de date avec PHP au lieu d’utiliser Drupal
Merger 2 content-types to save time
Custom template for custom ID
Exemple : Mtl inc
Exemple: Groupe Maurice - MSI
Exemple: Sirop (Designer, SEO, Web) / Consultant: MSI versus Canderel
Exemple: MSI
Exemple: MSI
Exemple: Montréal inc. et MSI
Exemple: Groupe Maurice et projet placé on hold
Exemple: Groupe Maurice et projet placé on hold
Merci Montréal! Venez nous jaser, en personne ou virtuellement ;)