The document outlines various agile methodologies, emphasizing principles from the Agile Manifesto and detailing frameworks such as Scrum and Extreme Programming. It highlights key practices, roles, and values within these frameworks, focusing on customer satisfaction, iterative development, and continuous improvement. Additionally, it contrasts Scrum and Kanban approaches, showcasing their distinct processes and operational environments.

1. VI STARTER MED AT MINGLE!
men med regler:
Gå igang med det samme!
(må gerne smide overtøjet først)
Find eller dan en gruppe og snak
med om hvad I kender til agile
Hvis gruppen bliver flere end
4 personer, så split gruppen i to

2. 3 AGILE METODER, ÉN AFTEN
Cafémøde hos BestBrains, 24. februar 2015
af Nino Stokbro Ag

3. PROGRAM; TOUR DE FORCE
Det agile manifesto
eXtreme Programming
Scrum Framework
Kanban Software Development
Spørg endelig undervejs!

4. AGILE MANIFESTO
4 VÆRDISÆTNINGER
Individuals and interactions
over processes and tools
Working software
over comprehensive documentation
Customer collaboration
over contract negotiation
Responding to change
over following a plan

5. 7. Working software is the primary measure of
progress.
8. Agile processes promote sustainable
development.
The sponsors, developers, and users should be
able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence
and good design enhances agility.
10. Simplicity--the art of maximizing the amount
of work not done--is essential.
11. The best architectures, requirements, and
designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on how
to become more effective, then tunes and adjusts
its behavior accordingly.
AGILE MANIFESTO
12 PRINCIPPER
1. Our highest priority is to satisfy the customer
through early and continuous delivery
of valuable software.
2. Welcome changing requirements, even late in
development. Agile processes harness change for
the customer's competitive advantage.
3. Deliver working software frequently, from a
couple of weeks to a couple of months, with a
preference to the shorter timescale.
4. Business people and developers must work
together daily throughout the project.
5. Build projects around motivated individuals.
Give them the environment and support they need,
and trust them to get the job done.
6. The most efficient and effective method of
conveying information to and within a development
team is face-to-face conversation.

6. 6 AGILE KENDETEGN
EMPERICAL PROCESS CONTROL
controlling unpredictable systems through the ideas of
transparency, inspection and adaptation

7. 6 AGILE KENDETEGN
ITERATIVE & INCREMENTAL
many small iterations of identical steps,
each increment build in top of the previous

8. 6 AGILE KENDETEGN
SELF-ORGANISATION
let go of top-down control
and let the capabilities of the team trive

9. 6 AGILE KENDETEGN
PULL! - DON’T PUSH
stop optimizing each link, optimize the chain instead

10. 6 AGILE KENDETEGN
STOP STARTING & START FINISHING
work in progress have no or negative value

11. 6 AGILE KENDETEGN
CONTINUOUS IMPROVEMENT
constant focus on small improvements drives progress

12. EXTREME PROGRAMMING
Good old development practices put to the extreme

13. EXTREME PROGRAMMING
Basic Principles:
‣ Rapid feedback
‣ Assume simplicity
‣ Incremental change
‣ Embracing change
‣ Quality work
Less central principles:
‣ Teach learning
‣ Small initial investment
‣ Play to win
‣ Open, honest communication
‣ Accepted responsibility
‣ Local adaptation
Practices:
‣ User Stories
‣ The Planning Game
‣ Whole Team
‣ On-site customer
‣ Acceptance Tests
‣ Small Releases
‣ Continuous Integration
‣ Collective Ownership
‣ Coding Standard
‣ Metaphor
‣ Sustainable Pace
‣ Pair Programming
‣ Test Driven Development
‣ Refactoring
‣ Simple Design

14. Rules
Planning
‣ User stories are written.
‣ Release planning creates the release schedule.
‣ Make frequent small releases.
‣ The project is divided into iterations.
‣ Iteration planning starts each iteration.
Managing
‣ Give the team a dedicated open work space.
‣ Set a sustainable pace.
‣ A stand up meeting starts each day.
‣ The Project Velocity is measured.
‣ Move people around.
‣ Fix XP when it breaks.
Designing
‣ Simplicity.
‣ Choose a system metaphor.
‣ Use CRC cards for design sessions.
‣ Create spike solutions to reduce risk.
‣ No functionality is added early.
‣ Refactor whenever and wherever possible.
Coding
‣ The customer is always available.
‣ Code must be written to agreed standards.
‣ Code the unit test first.
‣ All production code is pair programmed.
‣ Only one pair integrates code at a time.
‣ Integrate often.
‣ Set up a dedicated integration computer.
‣ Use collective ownership.
Testing
‣ All code must have unit tests.
‣ All code must pass all unit tests before it can be released.
‣ When a bug is found tests are created.
‣ Acceptance tests are run often and the score is published.
EXTREME PROGRAMMING

15. 15 MIN PAUSE
Snak i pausen om:
- hvordan relaterer det sig til din hverdag?
- giver det mening i forhold til din kontekst?

16. SCRUM FRAMEWORK
“Scrum is an Agile framework for completing complex
projects” - scrumalliance.org

17. SCRUM FRAMEWORK
DEVELOPMENT CYCLE
Scrum roles:
‣ Product Owner
‣ Scrum Master
‣ Development Team
Scrum artifacts:
‣ Product Backlog
‣ Sprint Backlog
‣ Product Increment
‣ Definition of Done
Scrum activities:
‣ Backlog Refinement
‣ Sprint Planning I & II
‣ Daily Scrum
‣ Sprint Review
‣ Sprint Retrospective
Scrum values:
‣ Focus
‣ Courage
‣ Openness
‣ Commitment
‣ Respect

18. Emphasis on Process
Linear Process Style
Focus on Upfront Planning
Comprehensive Documentation
Centralized Managed Organisation
Command and Control Management Style
Plan Conformity is the Primary Succes Criteria
Customer Involvement in Project Start and Finish
Return of Investment upon Project Completion
Process Centric Quality Assurance
Emphasis on People
Iterative Process Style
Limiting Upfront Planning
Only Required Documentation
Decentralized Self-Organisation
Servant Leadership Management Style
Business Value is the Primary Succes Criteria
Customer Involvement Throughout Project
Return of Investment Early and Throughout
Customer Centric Quality Assurance
SCRUM TRADITIONAL
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19. KANBAN SOFTWARE DEVELOPMENT
Slow down to speed up

20. KANBAN SYSTEMS (KAN = VISUAL, BAN = CARD)
IMPERIAL GARDEN IN TOKYO

21. KANBAN SOFTWARE DEVELOPMENT
INSPIRED BY LEAN THINKING
Kanban core practices:
‣ Visualize the workflow
‣ Limit work in process (WIP)
‣ Make process policies explicit
‣ Manage flow
‣ Improve collaboratively
Lean Thinking principles:
‣ Identify Customers and Specify Value
‣ Identify and Map the Value Stream
‣ Create Flow by Eliminating Waste
‣ Respond to Customer Pull
‣ Pursue Perfection

22. No prescribed roles
Continuous Delivery
Work is ‘pulled’ through the system
(single piece flow)
Changes can be made at any time
Important measures Lead time & Cycle time
Can work in operational environments with a high
degree of variability in priority
Pre-defined roles of
Scrum master, Product owner and team member
Timeboxed sprints
Work is ‘pushed’ through the system in batches
(the sprint backlog)
No changes allowed mid-sprint
Important measure Velocity
Requires situations where work can be prioritized in
batches that can be left alone
SCRUM KANBAN
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23. SOFTWARE ENGINEERING
Glem ikke at træne de
gode professionel software teknikker

24. TAK, OG FORTSAT GOD AFTEN
Og husk evalueringer, tak.