Essence of agile gives flavor of Agile and its core principles, highlighting how it can give real time benefits. I developed this asset, based on my certified knowledge and my years of experience in handling Agile projects, transitioning from waterfall to Agile and transforming business.Best used for 1 day workshop.

1. Part 1
By Parul Jain

3. Agile Manifesto
Individuals and interactions over processes and tools

4. Agile Manifesto
Working software over comprehensive documentation

5. Agile Manifesto
Customer collaboration over contract negotiation

6. Agile Manifesto
Responding to change over following a plan

8. Agile guiding principles – 1/12
Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software.

9. Agile guiding principles – 2/12
Welcome changing requirements, even late in development. Agile
processes harness change for the customer's competitive
advantage.

10. Agile guiding principles – 3/12
Deliver working software frequently, from a couple of weeks to a
couple of months, with a preference to the shorter timescale.

11. Agile guiding principles – 4/12
Business people and developers must work together daily
throughout the project.

12. Agile guiding principles – 5/12
Build projects around motivated individuals. Give them the
environment and support they need, and trust them to get the job
done.

13. Agile guiding principles – 6/12
The most efficient and effective method of conveying information
to and within a development team is face-to-face conversation.

14. Agile guiding principles – 7/12
Working software is the primary measure of progress.

15. Agile guiding principles – 8/12
Agile processes promote sustainable development. The sponsors,
developers, and users should be able to maintain a constant pace
indefinitely.

16. Agile guiding principles – 9/12
Continuous attention to technical excellence and good design
enhances agility.

17. Agile guiding principles – 10/12
Simplicity--the art of maximizing the amount of work not done--is
essential.

18. Agile guiding principles – 11/12
The best architectures, requirements, and designs emerge from
self-organizing teams.

19. Agile guiding principles – 12/12
At regular intervals, the team reflects on how to become more
effective, then tunes and adjusts its behavior accordingly.

20. Quiz time
Please map the principles with agile manifesto:
1. Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software
2. Deliver working software frequently, from a couple of weeks to
a couple of months, with a preference to the shorter timescale
3. The best architectures, requirements, and designs emerge
from self-organizing teams
4. Business people and developers must work together daily
throughout the project
5. Working software is the primary measure of progress
6. Welcome changing requirements, even late in development.
Agile processes harness change for the customer's
competitive advantage
1. Individuals and interactions
over processes and tools
2. Working software over
comprehensive documentation
3. Customer collaboration over
contract negotiation
4. Responding to change over
following a plan

22. Agile contracting
ScopeScopeScopeScope
TimeTimeTimeTime CostCostCostCost
QualityQualityQualityQuality
ScopeScopeScopeScope
TimeTimeTimeTime CostCostCostCost
QualityQualityQualityQuality
FIXED
VARIABLE
WATERFALL AGILE

23. Agile flow
Product
vision Product Roadmap (Story board/map)
Release Planning
Release…N
Release2
Release1
Iteration/sprint1
Sprint2
Sprint3…
Product
backlog
Spring
backlog
Sprint
planning
Daily
stand-up
Sprint
review
Sprint
Retrosp
ectives
New
functionalitySprin
t
24 hours
2-4 Weeks

24. Product Vision
FOR (target customer)
WHO (statement of the need or opportunity)
THE (product name) is a (product category)
THAT (key benefit, compelling reason to buy)
UNLIKE (primary competitive alternative)
OUR PRODUCT (statement of primary differentiation)

25. Discovery phase

26. Product roadmap/backlog
A product backlog is a list of everything that a
product might do
EPICS
FEATURES
STORIES
Business
Feature2
Architectural
Business
Feature1
Team
Story 1
Task 1
Task 2
Task 3
Story 2
Task 1
Task 2
Story 4
Task 1
Task 2
Task 3
Task 4
Program
EPIC1 EPIC2 EPIC3 EPIC4
Portfolio

27. Stories/user stories
• One Idea per card
• Just in time
• Just enough
Size
As a
<Story name & no.> User Story Spik
e
Epic
I need
So that
,
Acceptance criteria:
Comments:
<Perform action>
<Type of
user>
<achieve result>
<Stages of story completed>
3C’
s
CONFIRMATI
ONCONVERSAT
ION
CAR
D

28. Example of user story
I
N
V
E
S
T
Independent
Negotiable
Valuable
Estimable
Small
Testable

29. Agile estimating techniques
Considerations during
estimating:
• User stories
• story points
• Ideal time
• Velocity
• Yesterday’s weather
• Wide band delphi
• Planning Poker
• T-shirt size
• Affinity mapping

30. Release planning, iteration/sprint planning
Release planning:
• Planned around delivering useful &
valuable increments of functionality
• Prioritization of
epics/features/stories (MOSCOW)
• Progressive elaboration
Project
Release Plan
Sprint1 Sprint2 Sprint3 Sprint.. Sprint.. Sprint.. Sprint.. Sprint.. Sprint..
Iteration/sprint planning:
• Identification of stories & team
commitment
• Story point estimation
• Reference yesterday’s weather
• Velocity prediction
Release plan

31. Information radiators
• Highly visible ways to display
information
• Charts, graphs, story boards
• Summary of project data

32. Examples of information radiators
Iteration and release synopsis Project dashboard

33. Agile metrics
BURNDOWN CHARTBURNDOWN CHARTBURNDOWN CHARTBURNDOWN CHART BURNUP CHARTBURNUP CHARTBURNUP CHARTBURNUP CHART
CUMULATIVE VALUE FLOWCUMULATIVE VALUE FLOWCUMULATIVE VALUE FLOWCUMULATIVE VALUE FLOW TEAM VELOCITYTEAM VELOCITYTEAM VELOCITYTEAM VELOCITY

34. Quiz time
• What could be the possible reasons for dip in
Iteration 4?
• Which is a better performing team based on
each of their velocity?
• What does the velocity chart of team B depict?

35. Quiz time
• What does day 6-8 signify? • What does Spike in total between 2 & 3 signify ?

36. Few of agile tools

37. Distributed agile
Effective & regular communication
Excellent connectivity and network, key!
Regular updates of virtual boards

38. Leadership style in agile
Tuckman’s model
Picture reference:
http://www.hdwalls.xyz/images/tuckman-model-forming-storming-norming-and-performing-tuckman-model-
http://events.r20.constantcontact.com/register/event?llr=nolsehqab&oeidk=a07e9rgda6w801fea44
Ken Blanchard situational leadership model

39. Different agile methodologies
DSDM
FDD
SCRUM
SAFE 4.0
LEAN
CRYSTAL
KANBAN
XP

40. Thank You!
For workshop/details on Essence of Agile please contact me.
minipar@gmail.com