This document discusses agile software development methods. It covers topics like agile vs plan-driven development, extreme programming, scrum, and scaling agile methods. Agile methods focus on rapid development through short iterations, frequent delivery to customers, and responding quickly to changes rather than extensive planning. Specific agile techniques discussed include extreme programming practices like test-driven development and pair programming, as well as scrum ceremonies like sprints and daily scrums. Scaling agile to large projects and maintenance is also addressed.
CP7301 Software Process and Project Management notesAAKASH S
Â
UNIT I DEVELOPMENT LIFE CYCLE PROCESSES 9
Overview of software development life cycle â introduction to processes â Personal Software
Process (PSP) â Team software process (TSP) â Unified processes â agile processes â
choosing the right process Tutorial: Software development using PSP
20
UNIT II REQUIREMENTS MANAGEMENT 9
Functional requirements and quality attributes â elicitation techniques â Quality Attribute
Workshops (QAW) â analysis, prioritization, and trade-off â Architecture Centric
Development Method (ACDM) â requirements documentation and specification â change
management â traceability of requirements
Tutorial: Conduct QAW, elicit, analyze, prioritize, and document requirements using ACDM
UNIT III ESTIMATION, PLANNING, AND TRACKING 9
Identifying and prioritizing risks â risk mitigation plans â estimation techniques â use case
points â function points â COCOMO II â top-down estimation â bottom-up estimation â work
breakdown structure â macro and micro plans â planning poker â wideband delphi â
documenting the plan â tracking the plan â earned value method (EVM)
Tutorial: Estimation, planning, and tracking exercises
UNIT IV CONFIGURATION AND QUALITY MANAGEMENT 9
identifying artifacts to be configured â naming conventions and version control â
configuration control â quality assurance techniques â peer reviews â Fegan inspection â
unit, integration, system, and acceptance testing â test data and test cases â bug tracking â
causal analysis
Tutorial: version control exercises, development of test cases, causal analysis of defects
UNIT V SOFTWARE PROCESS DEFINITION AND MANAGEMENT 9
Process elements â process architecture â relationship between elements â process
modeling â process definition techniques â ETVX (entry-task-validation-exit) â process
baselining â process assessment and improvement â CMMI â Six Sigma
Tutorial: process measurement exercises, process definition using ETVX
CP7301 Software Process and Project Management notesAAKASH S
Â
UNIT I DEVELOPMENT LIFE CYCLE PROCESSES 9
Overview of software development life cycle â introduction to processes â Personal Software
Process (PSP) â Team software process (TSP) â Unified processes â agile processes â
choosing the right process Tutorial: Software development using PSP
20
UNIT II REQUIREMENTS MANAGEMENT 9
Functional requirements and quality attributes â elicitation techniques â Quality Attribute
Workshops (QAW) â analysis, prioritization, and trade-off â Architecture Centric
Development Method (ACDM) â requirements documentation and specification â change
management â traceability of requirements
Tutorial: Conduct QAW, elicit, analyze, prioritize, and document requirements using ACDM
UNIT III ESTIMATION, PLANNING, AND TRACKING 9
Identifying and prioritizing risks â risk mitigation plans â estimation techniques â use case
points â function points â COCOMO II â top-down estimation â bottom-up estimation â work
breakdown structure â macro and micro plans â planning poker â wideband delphi â
documenting the plan â tracking the plan â earned value method (EVM)
Tutorial: Estimation, planning, and tracking exercises
UNIT IV CONFIGURATION AND QUALITY MANAGEMENT 9
identifying artifacts to be configured â naming conventions and version control â
configuration control â quality assurance techniques â peer reviews â Fegan inspection â
unit, integration, system, and acceptance testing â test data and test cases â bug tracking â
causal analysis
Tutorial: version control exercises, development of test cases, causal analysis of defects
UNIT V SOFTWARE PROCESS DEFINITION AND MANAGEMENT 9
Process elements â process architecture â relationship between elements â process
modeling â process definition techniques â ETVX (entry-task-validation-exit) â process
baselining â process assessment and improvement â CMMI â Six Sigma
Tutorial: process measurement exercises, process definition using ETVX
The Many approaches and methodologies are available in the development of software with error free to its end user by fulfilling the values of stake-holders. Among the available methodologies Agile is a popular methodology which is introduced in 2001. Agile consists of various development processes such as Scrum, XP, Kanban, Lean and others. Among them Lean is one of the methodology in development of software domain which is adapted from Toyota Production System. This paper concentrates on how Lean sustains in the business stagnation because there exists some problems such as missing deadline, over development and ineffective management. Lean is having its own advantages and pitfalls. To overcome the pitfalls of Lean an adaptive approach is needed which may fit with existing industry standards.
International Journal of Computational Engineering Research(IJCER)ijceronline
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International Journal of Computational Engineering Research(IJCER) is an intentional online Journal in English monthly publishing journal. This Journal publish original research work that contributes significantly to further the scientific knowledge in engineering and Technology
Advanced Web Development in PHP - Understanding Project Development Methodolo...Rasan Samarasinghe
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ESOFT Metro Campus - Advanced Web Development in PHP - (Module II) Understanding Project Development Methodologies (Scrum and Kanban)
(Template - Virtusa Corporate)
Image courtesy: Axosoft
Contents:
Agile Software Development
Agile Manifesto
Customerâs Bill of Rights
Project Teamâs Bill of Rights
What is Scrum?
Scrum Timeline
Team Roles in Scrum
Product Backlog
User Story
Release Backlog
Time Estimation
Time Estimation Techniques
Sprint Backlog
Burndown Charts
Daily Standups
Sprint Retrospectives
Kanban
Kanban Board
Kanban WIP Limits
Scrum + Kanban
HKG15-904: Scrum and Kanban 101
---------------------------------------------------
Speaker: Amro Hassaan
Date: February 11, 2015
---------------------------------------------------
â Session Summary â
An introduction to the Agile Methodologies of Scrum and Kanban frameworks. First a review of each framework and then a comparison of each.
--------------------------------------------------
â Resources â
Pathable: https://hkg15.pathable.com/meetings/250819
Video: https://www.youtube.com/watch?v=o0w8AXW832c
Etherpad: N/A
---------------------------------------------------
â Event Details â
Linaro Connect Hong Kong 2015 - #HKG15
February 9-13th, 2015
Regal Airport Hotel Hong Kong Airport
---------------------------------------------------
http://www.linaro.org
http://connect.linaro.org
Management of time uncertainty in agileijseajournal
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Agile software development represents a major departure from traditional methods of software
engineering. It had huge impact on how software is developed worldwide. Agile software development
solutions are targeted at enhancing work at project level. But it may encounter some uncertainties in its
working. One of the key measures of the resilience of a project is its ability to reach completion, on time
and on budget, regardless of the turbulent and uncertain environment it may operate within. Uncertainty of
time is the problem which can lead to other uncertainties too. In uncertainty of time the main issue is that
the how much delay will be caused by the uncertain environment and if the project manager comes to know
about this delay before, then he can ask for that extra time from customer. So this paper tries to know about
that extra time and calculate it.
The Many approaches and methodologies are available in the development of software with error free to its end user by fulfilling the values of stake-holders. Among the available methodologies Agile is a popular methodology which is introduced in 2001. Agile consists of various development processes such as Scrum, XP, Kanban, Lean and others. Among them Lean is one of the methodology in development of software domain which is adapted from Toyota Production System. This paper concentrates on how Lean sustains in the business stagnation because there exists some problems such as missing deadline, over development and ineffective management. Lean is having its own advantages and pitfalls. To overcome the pitfalls of Lean an adaptive approach is needed which may fit with existing industry standards.
International Journal of Computational Engineering Research(IJCER)ijceronline
Â
International Journal of Computational Engineering Research(IJCER) is an intentional online Journal in English monthly publishing journal. This Journal publish original research work that contributes significantly to further the scientific knowledge in engineering and Technology
Advanced Web Development in PHP - Understanding Project Development Methodolo...Rasan Samarasinghe
Â
ESOFT Metro Campus - Advanced Web Development in PHP - (Module II) Understanding Project Development Methodologies (Scrum and Kanban)
(Template - Virtusa Corporate)
Image courtesy: Axosoft
Contents:
Agile Software Development
Agile Manifesto
Customerâs Bill of Rights
Project Teamâs Bill of Rights
What is Scrum?
Scrum Timeline
Team Roles in Scrum
Product Backlog
User Story
Release Backlog
Time Estimation
Time Estimation Techniques
Sprint Backlog
Burndown Charts
Daily Standups
Sprint Retrospectives
Kanban
Kanban Board
Kanban WIP Limits
Scrum + Kanban
HKG15-904: Scrum and Kanban 101
---------------------------------------------------
Speaker: Amro Hassaan
Date: February 11, 2015
---------------------------------------------------
â Session Summary â
An introduction to the Agile Methodologies of Scrum and Kanban frameworks. First a review of each framework and then a comparison of each.
--------------------------------------------------
â Resources â
Pathable: https://hkg15.pathable.com/meetings/250819
Video: https://www.youtube.com/watch?v=o0w8AXW832c
Etherpad: N/A
---------------------------------------------------
â Event Details â
Linaro Connect Hong Kong 2015 - #HKG15
February 9-13th, 2015
Regal Airport Hotel Hong Kong Airport
---------------------------------------------------
http://www.linaro.org
http://connect.linaro.org
Management of time uncertainty in agileijseajournal
Â
Agile software development represents a major departure from traditional methods of software
engineering. It had huge impact on how software is developed worldwide. Agile software development
solutions are targeted at enhancing work at project level. But it may encounter some uncertainties in its
working. One of the key measures of the resilience of a project is its ability to reach completion, on time
and on budget, regardless of the turbulent and uncertain environment it may operate within. Uncertainty of
time is the problem which can lead to other uncertainties too. In uncertainty of time the main issue is that
the how much delay will be caused by the uncertain environment and if the project manager comes to know
about this delay before, then he can ask for that extra time from customer. So this paper tries to know about
that extra time and calculate it.
Microprocessor and Computer Architecture note for BCA in Tribhuvan University and Purbanchal University, Prepared by Asst. Professor Bal Krishna Subedi
Microprocessor and Computer Architecture note for BCA in Tribhuvan University and Purbanchal University, Prepared by Asst. Professor Bal Krishna Subedi
Microprocessor and Computer Architecture note for BCA in Tribhuvan University and Purbanchal University, Prepared by Asst. Professor Bal Krishna Subedi
Microprocessor and Computer Architecture note for BCA in Tribhuvan University and Purbanchal University, Prepared by Asst. Professor Bal Krishna Subedi
Microprocessor and Computer Architecture note for BCA in Tribhuvan University and Purbanchal University, Prepared by Asst. Professor Bal Krishna Subedi
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
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91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Let's dive deeper into the world of ODC! Ricardo Alves (OutSystems) will join us to tell all about the new Data Fabric. After that, Sezen de Bruijn (OutSystems) will get into the details on how to best design a sturdy architecture within ODC.
Dev Dives: Train smarter, not harder â active learning and UiPath LLMs for do...UiPathCommunity
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đĽ Speed, accuracy, and scaling â discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Miningâ˘:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing â with little to no training required
Get an exclusive demo of the new family of UiPath LLMs â GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
đ¨âđŤ Andras Palfi, Senior Product Manager, UiPath
đŠâđŤ Lenka Dulovicova, Product Program Manager, UiPath
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
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Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
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Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
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Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as âpredictable inferenceâ.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
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Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overviewâ
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
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The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. Whatâs changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
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In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
⢠The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
⢠Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
⢠Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
⢠Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
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In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
2. Topics covered
⢠Agile methods
⢠Plan-driven and agile development
⢠Extreme programming
⢠Agile project management
⢠Scaling agile methods
30/10/2014 Chapter 3 Agile Software Development 2
3. Rapid software development
⢠Rapid development and delivery is now often the most important
requirement for software systems
⢠Businesses operate in a fast âchanging requirement and it is practically impossible
to produce a set of stable software requirements
⢠Software has to evolve quickly to reflect changing business needs.
⢠Plan-driven development is essential for some types of system but does
not meet these business needs.
⢠Agile development methods emerged in the late 1990s whose aim was to
radically reduce the delivery time for working software systems
30/10/2014 Chapter 3 Agile Software Development 3
4. Agile development
⢠Program specification, design and implementation are inter-leaved
⢠The system is developed as a series of versions or increments with
stakeholders involved in version specification and evaluation
⢠Frequent delivery of new versions for evaluation
⢠Extensive tool support (e.g. automated testing tools) used to support
development.
⢠Minimal documentation â focus on working code
30/10/2014 Chapter 3 Agile Software Development 4
6. Plan-driven and agile development
⢠Plan-driven development
⢠A plan-driven approach to software engineering is based around separate
development stages with the outputs to be produced at each of these stages
planned in advance.
⢠Not necessarily waterfall model â plan-driven, incremental development is
possible
⢠Iteration occurs within activities.
⢠Agile development
⢠Specification, design, implementation and testing are inter-leaved and the
outputs from the development process are decided through a process of
negotiation during the software development process.
30/10/2014 Chapter 3 Agile Software Development 6
7. Agile methods
⢠Dissatisfaction with the overheads involved in software
design methods of the 1980s and 1990s led to the creation
of agile methods. These methods:
⢠Focus on the code rather than the design
⢠Are based on an iterative approach to software development
⢠Are intended to deliver working software quickly and evolve this
quickly to meet changing requirements.
⢠The aim of agile methods is to reduce overheads in the
software process (e.g. by limiting documentation) and to be
able to respond quickly to changing requirements without
excessive rework.
30/10/2014 Chapter 3 Agile Software Development 7
8. Agile manifesto
⢠We are uncovering better ways of developing software by doing it
and helping others do it. Through this work we have come to value:
⢠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.
30/10/2014 Chapter 3 Agile Software Development 8
9. The principles of agile methods
30/10/2014 Chapter 3 Agile Software Development 9
Principle Description
Customer involvement Customers should be closely involved throughout the
development process. Their role is provide and prioritize new
system requirements and to evaluate the iterations of the
system.
Incremental delivery The software is developed in increments with the customer
specifying the requirements to be included in each increment.
People not process The skills of the development team should be recognized and
exploited. Team members should be left to develop their own
ways of working without prescriptive processes.
Embrace change Expect the system requirements to change and so design the
system to accommodate these changes.
Maintain simplicity Focus on simplicity in both the software being developed and
in the development process. Wherever possible, actively work
to eliminate complexity from the system.
10. Agile method applicability
⢠Product development where a software company is developing a
small or medium-sized product for sale.
⢠Virtually all software products and apps are now developed using an agile
approach
⢠Custom system development within an organization, where there is a
clear commitment from the customer to become involved in the
development process and where there are few external rules and
regulations that affect the software.
30/10/2014 Chapter 3 Agile Software Development 10
12. Extreme programming
⢠A very influential agile method, developed in the late 1990s, that
introduced a range of agile development techniques.
⢠Extreme Programming (XP) takes an âextremeâ approach to iterative
development.
⢠New versions may be built several times per day;
⢠Increments are delivered to customers every 2 weeks;
⢠All tests must be run for every build and the build is only accepted if tests run
successfully.
30/10/2014 Chapter 3 Agile Software Development 12
14. Extreme programming practices (a)
30/10/2014 Chapter 3 Agile Software Development 14
Principle or practice Description
Incremental planning Requirements are recorded on story cards and the stories to be
included in a release are determined by the time available and
their relative priority. The developers break these stories into
development âTasksâ. See Figures 3.5 and 3.6.
Small releases The minimal useful set of functionality that provides business
value is developed first. Releases of the system are frequent
and incrementally add functionality to the first release.
Simple design Enough design is carried out to meet the current requirements
and no more.
Test-first development An automated unit test framework is used to write tests for a
new piece of functionality before that functionality itself is
implemented.
Refactoring All developers are expected to refactor the code continuously as
soon as possible code improvements are found. This keeps the
code simple and maintainable.
15. Extreme programming practices (b)
30/10/2014 Chapter 3 Agile Software Development 15
Pair programming Developers work in pairs, checking each otherâs work and
providing the support to always do a good job.
Collective ownership The pairs of developers work on all areas of the system, so that
no islands of expertise develop and all the developers take
responsibility for all of the code. Anyone can change anything.
Continuous integration As soon as the work on a task is complete, it is integrated into
the whole system. After any such integration, all the unit tests in
the system must pass.
Sustainable pace Large amounts of overtime are not considered acceptable as
the net effect is often to reduce code quality and medium term
productivity
On-site customer A representative of the end-user of the system (the customer)
should be available full time for the use of the XP team. In an
extreme programming process, the customer is a member of
the development team and is responsible for bringing system
requirements to the team for implementation.
16. XP and agile principles
⢠Incremental development is supported through small,
frequent system releases.
⢠Customer involvement means full-time customer
engagement with the team.
⢠People not process through pair programming, collective
ownership and a process that avoids long working hours.
⢠Change supported through regular system releases.
⢠Maintaining simplicity through constant refactoring of code.
30/10/2014 Chapter 3 Agile Software Development 16
17. ⢠Extreme programming has a technical focus and is not easy to
integrate with management practice in most organizations.
⢠Consequently, while agile development uses practices from XP, the
method as originally defined is not widely used.
⢠Key practices
⢠User stories for specification
⢠Refactoring
⢠Test-first development
⢠Pair programming
30/10/2014 Chapter 3 Agile Software Development 17
19. Agile project management
⢠The principal responsibility of software project managers is to
manage the project so that the software is delivered on time and
within the planned budget for the project.
⢠The standard approach to project management is plan-driven.
Managers draw up a plan for the project showing what should be
delivered, when it should be delivered and who will work on the
development of the project deliverables.
⢠Agile project management requires a different approach, which is
adapted to incremental development and the practices used in agile
methods.
30/10/2014 Chapter 3 Agile Software Development 19
20. Scrum
⢠Scrum is an agile method that focuses on managing iterative
development rather than specific agile practices.
⢠There are three phases in Scrum.
⢠The initial phase is an outline planning phase where you establish the general
objectives for the project and design the software architecture.
⢠This is followed by a series of sprint cycles, where each cycle develops an
increment of the system.
⢠The project closure phase wraps up the project, completes required
documentation such as system help frames and user manuals and assesses
the lessons learned from the project.
â˘
30/10/2014 Chapter 3 Agile Software Development 20
21. Scrum terminology (a)
Scrum term Definition
Development team A self-organizing group of software developers, which should be no more than
7 people. They are responsible for developing the software and other
essential project documents.
Potentially shippable
product increment
The software increment that is delivered from a sprint. The idea is that this
should be âpotentially shippableâ which means that it is in a finished state and
no further work, such as testing, is needed to incorporate it into the final
product. In practice, this is not always achievable.
Product backlog This is a list of âto doâ items which the Scrum team must tackle. They may be
feature definitions for the software, software requirements, user stories or
descriptions of supplementary tasks that are needed, such as architecture
definition or user documentation.
Product owner An individual (or possibly a small group) whose job is to identify product
features or requirements, prioritize these for development and continuously
review the product backlog to ensure that the project continues to meet critical
business needs. The Product Owner can be a customer but might also be a
product manager in a software company or other stakeholder representative.
30/10/2014 Chapter 3 Agile Software Development 21
22. Scrum terminology (b)
Scrum term Definition
Scrum A daily meeting of the Scrum team that reviews progress and prioritizes
work to be done that day. Ideally, this should be a short face-to-face
meeting that includes the whole team.
ScrumMaster The ScrumMaster is responsible for ensuring that the Scrum process is
followed and guides the team in the effective use of Scrum. He or she is
responsible for interfacing with the rest of the company and for ensuring
that the Scrum team is not diverted by outside interference. The Scrum
developers are adamant that the ScrumMaster should not be thought of
as a project manager. Others, however, may not always find it easy to
see the difference.
Sprint A development iteration. Sprints are usually 2-4 weeks long.
Velocity An estimate of how much product backlog effort that a team can cover in
a single sprint. Understanding a teamâs velocity helps them estimate
what can be covered in a sprint and provides a basis for measuring
improving performance.
30/10/2014 Chapter 3 Agile Software Development 22
24. The Scrum sprint cycle
⢠Sprints are fixed length, normally 2â4 weeks.
⢠The starting point for planning is the product backlog, which is the
list of work to be done on the project.
⢠The selection phase involves all of the project team who work with
the customer to select the features and functionality from the
product backlog to be developed during the sprint.
30/10/2014 Chapter 3 Agile Software Development 24
25. The Sprint cycle
⢠Once these are agreed, the team organize themselves to develop the
software.
⢠During this stage the team is isolated from the customer and the
organization, with all communications channelled through the so-
called âScrum masterâ.
⢠The role of the Scrum master is to protect the development team
from external distractions.
⢠At the end of the sprint, the work done is reviewed and presented to
stakeholders. The next sprint cycle then begins.
30/10/2014 Chapter 3 Agile Software Development 25
26. Teamwork in Scrum
⢠The âScrum masterâ is a facilitator who arranges daily meetings,
tracks the backlog of work to be done, records decisions, measures
progress against the backlog and communicates with customers and
management outside of the team.
⢠The whole team attends short daily meetings (Scrums) where all
team members share information, describe their progress since the
last meeting, problems that have arisen and what is planned for the
following day.
⢠This means that everyone on the team knows what is going on and, if
problems arise, can re-plan short-term work to cope with them.
30/10/2014 Chapter 3 Agile Software Development 26
27. Scrum benefits
⢠The product is broken down into a set of manageable and
understandable chunks.
⢠Unstable requirements do not hold up progress.
⢠The whole team have visibility of everything and consequently team
communication is improved.
⢠Customers see on-time delivery of increments and gain feedback on
how the product works.
⢠Trust between customers and developers is established and a
positive culture is created in which everyone expects the project to
succeed.
30/10/2014 Chapter 3 Agile Software Development 27
29. Scaling agile methods
⢠Agile methods have proved to be successful for small and medium
sized projects that can be developed by a small co-located team.
⢠It is sometimes argued that the success of these methods comes
because of improved communications which is possible when
everyone is working together.
⢠Scaling up agile methods involves changing these to cope with larger,
longer projects where there are multiple development teams,
perhaps working in different locations.
30/10/2014 Chapter 3 Agile Software Development 29
30. Scaling out and scaling up
⢠âScaling upâ is concerned with using agile methods for developing
large software systems that cannot be developed by a small team.
⢠âScaling outâ is concerned with how agile methods can be introduced
across a large organization with many years of software development
experience.
⢠When scaling agile methods it is importaant to maintain agile
fundamentals:
⢠Flexible planning, frequent system releases, continuous integration, test-
driven development and good team communications.
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31. Practical problems with agile methods
⢠The informality of agile development is incompatible with the legal
approach to contract definition that is commonly used in large
companies.
⢠Agile methods are most appropriate for new software development
rather than software maintenance. Yet the majority of software costs
in large companies come from maintaining their existing software
systems.
⢠Agile methods are designed for small co-located teams yet much
software development now involves worldwide distributed teams.
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32. Contractual issues
⢠Most software contracts for custom systems are based around a
specification, which sets out what has to be implemented by the
system developer for the system customer.
⢠However, this precludes interleaving specification and development
as is the norm in agile development.
⢠A contract that pays for developer time rather than functionality is
required.
⢠However, this is seen as a high risk my many legal departments because what
has to be delivered cannot be guaranteed.
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33. Agile methods and software maintenance
⢠Most organizations spend more on maintaining existing software
than they do on new software development. So, if agile methods are
to be successful, they have to support maintenance as well as original
development.
⢠Two key issues:
⢠Are systems that are developed using an agile approach maintainable, given
the emphasis in the development process of minimizing formal
documentation?
⢠Can agile methods be used effectively for evolving a system in response to
customer change requests?
⢠Problems may arise if original development team cannot be
maintained.
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34. Agile maintenance
⢠Key problems are:
⢠Lack of product documentation
⢠Keeping customers involved in the development process
⢠Maintaining the continuity of the development team
⢠Agile development relies on the development team knowing and
understanding what has to be done.
⢠For long-lifetime systems, this is a real problem as the original
developers will not always work on the system.
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35. Agile and plan-driven methods
⢠Most projects include elements of plan-driven and agile processes.
Deciding on the balance depends on:
⢠Is it important to have a very detailed specification and design before moving to
implementation? If so, you probably need to use a plan-driven approach.
⢠Is an incremental delivery strategy, where you deliver the software to customers
and get rapid feedback from them, realistic? If so, consider using agile methods.
⢠How large is the system that is being developed? Agile methods are most effective
when the system can be developed with a small co-located team who can
communicate informally. This may not be possible for large systems that require
larger development teams so a plan-driven approach may have to be used.
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36. Key points
⢠Agile methods are incremental development methods that focus on
rapid software development, frequent releases of the software, reducing
process overheads by minimizing documentation and producing high-
quality code.
⢠Agile development practices include
⢠User stories for system specification
⢠Frequent releases of the software,
⢠Continuous software improvement
⢠Test-first development
⢠Customer participation in the development team.
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37. Key points
⢠Scrum is an agile method that provides a project management
framework.
⢠It is centred round a set of sprints, which are fixed time periods when a
system increment is developed.
⢠Many practical development methods are a mixture of plan-based
and agile development.
⢠Scaling agile methods for large systems is difficult.
⢠Large systems need up-front design and some documentation and
organizational practice may conflict with the informality of agile approaches.
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