The document introduces Agile software development methods. It discusses the challenges of traditional waterfall methods and outlines Agile values like frequent inspection and adaptation. It then describes the Scrum framework as an example Agile method, including roles, ceremonies, and artifacts. Finally, it provides a case study of how Scrum was successfully adopted by a department at France Telecom.

1. Introduction to Agile
Brenda Bao （鲍央舟）
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2. Agenda
• Challenges of waterfall
• Agile values
• Scrum framework
• Agile Survey results
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3. Waterfall
Based on Hakan Herdogmus,
GUAM 2005
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4. 3 things we wish were true
The customer knows what he wants
The developers know how to build it
Nothing will change along the way
3 things we have to live with
The customer discovers what he wants
The developers discover how to build it
Most things change along the way
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5. Software development is complex
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6. Transparency
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7. Handling deadlines
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8. Design Dead Software
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9. Can we capitalize earlier?
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10. Do you want to…
• Focus on high business value features?
• Reduce Time to Market?
• Manage changes easily?
• Improve quality?
• Improve communication?
• ….
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11. Introduction to Agile
• Agile software development refers to a group of
software development methodologies that are
based on similar principles. Agile methodologies
generally promote:
– A project management process that encourages
frequent inspection and adaptation
– A leadership philosophy that encourages team work,
self‐organization and accountability
– A set of engineering best practices that allow for
rapid delivery of high‐quality software
– And a business approach that aligns development
with customer needs and company goals
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12. Agile Manifesto
• Individuals and interactions over
processes and tools
• Working software over
comprehensive documentation
• Customer collaboration over
contract negotiation
• Responding to change over
following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
http://agilemanifesto.org/
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13. Agile Principles
1. Early and continuous delivery of valuable software
2. Welcome changing requirements
3. Deliver working software frequently
4. Business people and developers work together
5. Trust motivated individuals
6. Face‐to‐face conversation
7. Working software is the primary measure of
progress
8. Promote sustainable development
9. Technical excellence and good design
10. Simplicity is essential
11. Self‐organizing teams
12. Team reflection and adjustment
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14. Myths
• No planning
• No document
• Loss of management control
• Undisciplined
•…
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15. Agile Family
• Scrum
• Extreme Programming (XP)
• Adaptive Software Development
• Crystal
• Feature Driven Development
• DSDM
•…
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16. •Time boxed
•3 Roles:
•Product owner
•ScrumMaster
•Team
•4 Ceremonies:
•Sprint planning
•Sprint review
•Sprint retrospective
•Daily scrum meeting
•4 Artifacts:
•Product backlog
•Sprint backlog
•Burndown charts
•Release burndown chart
Scrum flow
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17. A Scrum Project
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18. Strategy
Customer
requirements Estimation
Release
Vison
Iteration Retrospective
Goals Release
plan
Charter Daily
Backlog
Iteration
plan Acceptance
Funding testing
Continuous
Integration
Standup TDD
burndown
Build
Collaboration
Refactoring
tests
Delivery of
working
velocity software
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19. Copyright © 2009 OutSofting. All Rights Reserved.

20. Source:crisp Henrik Kniberg
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21. Sequential vs. overlapping
development
Requirements Design Code Test
Rather than doing all of
one thing at a time...
...Scrum teams do a little
Source: “The New New Product Development
Game” by Takeuchi and Nonaka. Harvard Business of everything all the time
Review, January 1986.
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22. FUNCTIONALITY RESOURCES TIME
FIXED
Customer Value
Driven
Plan Driven
VARIABLE
TIME RESOURCES FUNCTIONALITY
Traditional Agile
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23. Source:crisp Henrik Kniberg
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24. Scrum has been used by:
•Microsoft •Intuit
•Yahoo •Nielsen Media
•Google •First American Real Estate
•Electronic Arts •BMC Software
•High Moon Studios •Ipswitch
•Lockheed Martin •John Deere
•Philips •Lexis Nexis
•Siemens •Sabre
•Nokia •Salesforce.com
•Capital One •Time Warner
•BBC •Turner Broadcasting
•Oce
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25. Results From Scrum ‐‐ at Yahoo!
• Productivity: 68% of respondents reported Scrum is
better or much better
• Team Morale: 52% of respondents reported Scrum is
better or much better;
• Adaptability: 63% of respondents reported Scrum is
better or much better;
• Accountability: 62% of respondents reported Scrum is
better or much better;
• Collaboration and Cooperation: 81% of respondents
reported Scrum is better or much better;
• Team productivity increased an average of 36%, based
on the estimates of the Product Owners.
• 85% of team‐members stated that they would continue
using Scrum if the decision were solely up to them
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26. Case Study
France Telecom ‐ Orange
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27. France Telecom case (1/3)
• Initial situation:
– Department of 40 persons.
– Analysis/Paralysis situation:
• Requirements coming from many different stakeholders
abroad.
• User Interface specification coming from abroad.
• Inability to refactor and change code easily.
– Long release cycles for usable features.
– Testing and development separated and not colocated which
caused communication overhead.
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28. France Telecom case (2/3)
• Our contribution:
– ScrumMaster training in Chinese to all the department.
– Certified ScrumMaster training to the future ScrumMasters.
– ScrumMaster coaching for pilot Scrum team
• Guided the pilot team to use the Scrum process
• Coached the PO to manage the Product Backlog
• Made test problems visible (technical and organizational)
– As requested by the customers, provided Continuous
Integration, TDD, acceptance testing expertise for their specific
platform.
– Coached the ScrumMasters of the other teams to facilitate the
whole department’s adoption of Scrum.
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29. France Telecom case (3/3)
• Results:
– 1 week iterations and delivery of usable software
functionalities:
• Faster feedback provided to all the stakeholders abroad.
• Ability to adapt to the changing requirements while keeping the code base
clean and safe.
– How?
• Cross‐functional Scrum teams (including testers) focus on delivering
defined features (using local UI specialist if abroad is too busy).
• Clarity of roles and responsibilities in Scrum enabled stronger spirit of
continuous improvement and initiatives within the teams.
• Continuous Integration and automated acceptance testing.
• Unit testing and refactoring practices thoroughly followed by developers.
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30. OutSofting’s facilitation
Waterfall Scrum
process for Product‐wide process for
developing Preparation Pilot team Launch rollout developing
a product a product
Engineering practices training
Scrum training
and coaching
ScrumMaster for pilot team Agile coaching for teams and
coaching for organizational impediments
Agile coaching and consulting for management
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31. Contact us
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www.outsofting.com
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