This document provides an overview of Agile frameworks and methodologies. It begins with an introduction to Agile and its history. Key aspects covered include the Agile mindset, comparisons to waterfall methods, the Agile Manifesto and its four values and 12 principles. Specific methodologies like Scrum are then described in detail, including Scrum team roles, events, artifacts and definitions of done. The document concludes with examples of applying Agile through a case study.

1. Agile
Framework
Unless someone like you cares, nothing is
going to get better

2. Ask questions when you want
Participate in the Activities

3. Thanks!
Appreciation can change a day, even
change a life. Your willingness to put it
into words is all that is necessary

4. Agenda
- Activity
- Agile History
- What is Agile ?
- Agile is a Mindset
- Why Agile?
- Agile vs. Waterfall
- Agile Manifesto
- Agile 4 Pillar and 12 Principles
- Activity
- Agile Team
- Agile Methodologies
- Scrum
- History
- Team and Main Roles
- Done Definition
- Events and Artifacts
- Case study

5. Your are friend of
Mark and you are
responsible for
helping him in
wedding preparations
Anne and Mark
Wedding

6. In the Spring of 2000, a group of industry experts
gathered in Oregon to come up with some common
ground on Agile. This meeting lead to a famous
gathering in Utah in February 2001 where 17 thought
leaders finalized The Agile Manifesto.
Agile was developed for software development,
However, today Agile is being applied in all industries
across the globe.

7. What is Agile
Agile framework is a specific
approach to planning,
managing, and executing
work in incremental and
iterative way, with high
response to change.

8. Agile is a
Mindset
is a flexible way of thinking that
enables people to react quickly and
adapt to changing situations.

9. Flexible Priorities
Empowering the team
Flexibility
Project visibility and
Transparency
Higher Client
Satisfaction
Faster time to market
Team
Transparency
Market
Why Agile ?
Client
Continuous
Improvement
Improvement

10. Agile vs. Waterfall
Agile Waterfall
Able to move quickly and
easily
Sequential stages and a
fixed plan of work

11. Agile vs. Waterfall
Agile Waterfall
Approach
Frequent stakeholder
interaction
Goals and outcome established
from the beginning
Flexibility High Low
Requires
Team initiative and short-term
deadlines
Completing deliverables to
progress to the next phase

12. Agile Manifesto
Is a document that identifies four key
values and 12 principles that its authors
believe software developers should use to
guide their work. Formally called the
Manifesto for Agile Software Development

13. Agile 4 Pillar
Individuals and interactions over processes and tools
Values
4
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan

14. Agile 12 Principles
Our highest priority is to satisfy the
customer through early and continuous
delivery of valuable software.
01
03
02 Welcome changing requirements, even
late in development. Agile processes
harness change for the customer’s
competitive advantage.
Deliver working software frequently,
from a couple of weeks to a couple of
months, with a preference to the shorter
timescale.
Business people and developers must
work together daily throughout the
project.
04
06
05 Build projects around motivated
individuals. Give them the environment
and support they need, and trust them to
get the job done.
The most efficient and effective method
of conveying information to and within a
development team is face-to-face
conversation.

15. Agile 12 Principles
Working software is the primary
measure of progress.
07
09
08
Agile processes promote sustainable
development. The sponsors,
developers, and users should be able to
maintain a constant pace indefinitely.
Continuous attention to technical
excellence and good design enhances
agility.
Simplicity–the art of maximizing the
amount of work not done–is essential.
10
12
11 The best architectures, requirements,
and designs emerge from self-
organizing teams.
At regular intervals, the team reflects on
how to become more effective, then
tunes and adjusts its behavior
accordingly.

16. Your Mother/Wife
asked you to draw a
chair to send the
design to carpenter
Draw a chair

17. Agile Team
Cross-Functional
Well-Defined
Responsibilities
Organized
Around Value
Blend Agile
Methods
On the same
Train
Collaboration and
Culture
Small Team (3-
10)
Team Spirit

18. Agile Methodologies
SCRUM
XP
Lean Dev.
Kanban

21. A Sheep and a Chicken are walking down the
road.
The Chicken says: "Hey Sheep, I was thinking
we should open a restaurant!"
Sheep replies: "Hm, maybe, what would we
call it?"
The Chicken responds: "How about 'Meat-n-
eggs'?"
The Sheep thinks for a moment and says:
"No thanks. I'd be committed, but you'd only be
involved."
Sheep and Chicken
Story

22. SCRUM Team & Main Roles
Team
Describes the business
and is responsible for
working with the team to
decide the features to be
included in each release.
Product Owner
“Servant Leader” is a
coach and motivator of
an Agile team, help
team members follow
Scrum practices.
Scrum Master
Professionals who
deliver a potentially
releasable Increment of
“Done” product at the
end of every Sprint.
Scrum Team

23. Scrum Master Responsibilities
Coaches team
members
Hosts Daily Stand-
up Meetings, Sprint
Planning Meetings,
Retrospectives and
Reviews
Helps the Product
Owner with the
Product Backlog
Acts as a Servant
Leader
Protects the Team
from outside
interference
Removes
obstacles
Teaches and
upholds Scrum
practices and
principles

24. Product Owner Responsibilities
Groom the
product backlog
Conveys and the
vision to the team
and leading the
team.
Prioritizes work
based on business
value.
Dare enough to
take decisions.
Participate in
planning Collaborate with
the stakeholders
Collaborate with
the development
team

25. Scrum Team Responsibilities
Perform Sprint
Execution
Define Done
Definition
Inspect and Adapt
the Product and
Process
Plan the Sprint

26. Checklist of the work types that the
team is supposed to finish successfully
before declaring the work to be
potentially shippable
Definition of Done (DOD)
DOD
DOD
Should have an initial list
accepted by team and can
be updated after
retrospective

27. Definition of Done (DOD) Examples
- Unit tests passed
- Code reviewed
- Acceptance criteria met
- Functional tests passed
- Non-Functional
requirements met
- Product Owner accepts the
User Story
User Story
- Acceptance criteria met
- Integrated into a clean build
- Promoted to higher level
environment
- Automated regression tests
pass
- Feature level functional tests
passed
- Non-Functional requirements
met
- Functionality documented in
necessary user documentation
Feature
- Non-Functional
requirements met
- End-to-end integration
completed
- Regression tests pass
- Promoted to
production
environment
Epic

28. Scrum Events
3 What?
Daily Standup
2 What ? Actions
Sprint Retro
What? and How?
Sprint Planning
Inspect, Adapt
Sprint Review

29. Sprint Planning
Time box : 4 hrs ( 2
Weeks Sprint ) / 8
hrs ( 4 Weeks
Sprint )

30. Sprint Planning (User Story)

31. Sprint Planning (Sizing)

32. Sprint Planning (Sizing Activity)

33. Sprint Planning (Hero)

34. Daily Scrum
Time box : 15 Min

35. Sprint Review
Time box : 4 hours

36. Sprint Retrospetive
Time box : 3 hours
for 4 Weeks Sprint

37. SCRUM Artifacts
Keeping the backlog
orderly, clean, and
updated
Product
Backlog
A list of tasks that the
Scrum team committed to
doing by the end of the
sprint
Sprint
Backlog
The Increment is a
forward step towards
a goal or vision.
Product
Increment

39. Build a team to
develop XO game
and practice with your
team Sprint Planning
and how to write user
story.
Case Study of XO
Game Team

40. Questions ?
The only true wisdom is
in knowing that you
know nothing

41. Feedback is a Gift

42. What is Next ?