Here are some key questions a DBA could ask to help work in an agile way: - What user story or feature is this request tied to? Understanding the context of a change helps prioritize. - When is the targeted iteration/release for this work? Knowing timelines helps schedule work. - Have you considered alternative designs or approaches? Collaborating on solutions considers impacts. - How can I help refine or break down this request to fit our process? Partnering to define achievable tasks. - What testing will validate this change works as intended? Involvement in testing prevents rework. Focusing on understanding needs, impacts, schedules and collaborative problem-solving can help DB

1. Quick Agile Introduction
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2. Linear Progress: Winners in High
Jump
Fosbury
2.5 Flop
2.0 Straddle
Western
1.5 Roll
Scissors
1.0
1900
1920
1940
1960
1980
William F Achtmeyer Center for Global Leadership-Tuck School of Business at Dartmouth 2
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This shows a linear improvement but with some disruptive context. You can see general improvement, but notice that a jumper using scissor
technique, even if they are the “best”, can’t win against a similarly talented person using the Fosbury Flop. This is the improvement treadmill that
we are on to survive as an organization.

3. What is Agile?
-Manifesto
From: www.agilemanifesto.org:
• 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.
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4. What is Agile?
From: www.agilemanifesto.org/principles.html
• 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.
• Working software is the primary measure of progress
• Continuous attention to technical excellence and good
design enhances agility.
• Simplicity--the art of maximizing the amount of work
not done--is essential.
• The best architectures, requirements, and designs
emerge from self-organizing teams. 4
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Have the students listen to each of the principles. Ask them to pick a top 3 that their group or boss could get the most benefit from?

5. Common Issue:
• Local optimization is the tuning of one part
of the work flow in a way that impedes the
overall work flow
Inventory - Handoff and Delay
Project Flow
ArchitectureAnalysis Design Dev Test
What if everyone was on the same team?
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6. Agile Flow
Stories Packaged
Team
Team For QA
g
nin
System
an
Pl
Iteration
o
Iteration Test
r
se
Ze
lea
Review
s
Planning
on
on
Re
ati
ati
r
r
Ite
Ite
Update Backlog Release
Estimates Approved
Tasks + And Moved
Capacity Plan Estimates Tested +
Accepted To Prod
Initial
Priorities Implementation Stories
Backlog
Production
Verification
Feasibility +
Portfolio Timeframes
Planning Business Need Operational
+ Budget Feedback 6
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This diagram give the instructor a chance to talk about how Iteration Planning fits into the overall project.
This is the second planning step in an agile project.
This plan outlines which capabilities/ features are going to be developed in which iteration.
The processes reconciles conflicting priorities that the team may have.
Key players are the business owners, iteration manager, tech lead and test lead. (If the business person is not there, the meeting is postponed.).

7. High Level Agile Factory
Velocity
Project
Backlog One Cycle
Story
Story Story
Story Story
Story Story
Story
1
1 2
2 1 ADDT
1 2
2
Story
Story Story
Story Story
Story Story
Story Story
Story Story
Story
Capacity
Completed 2
2 4
4 2
2 1 ADDT 1
1 1 1
1
Story
Story Story
Story Story
Story Story
Story Story
Story Story
Story Story
Story Story
Story Story
Story
2
2 2
2 2
2 2
2 2 ADDT 1
2 1 4
4 2
2 2
2
Outstanding
Story
Story Story
Story Story
Story Story
Story Story
Story Story
Story Story
Story Story
Story Story
Story
4
4 1
1 2
2 2
2 4 ADDT 2
4 2 1
1 2
2 2
2
Week 3 5 7 9 11 13 15 17 19
Iterations
6 6 4 8 9 4 8 4 4
Velocity - Actual Planned (^Thanksgiving) Last 2 iterations
Original Backlog - 53 points Now Release
Evolving Design Preparation
System + Performance
Test
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8. Timing Differences
Iteration #1 (2 weeks) Iteration #2 (2 weeks)
High Level Requirements
Story #5 Detail Story #10 Detail
Story #6 Detail Story #11 Detail
Story #7 Detail Story #12 Detail
Story #8 Detail Story #13 Detail
Story #9 Detail Story #14 Detail
Review/ Update Architecture
Review / Update Design, Config
Build Story #1 Build Story #5
Build Story #2 Build Story #6
Build Story #3 Build Story #7
Build Story #4 Build Story #8
Build Story #15 Build Story #9
Continuous System Testing
Build = Analysis, Design, Test, Construction, Code Review and Acceptance Test
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Key timing differences:
“What many groups do in months many agile teams can do in 2 days”
1. Start with very high level requirements, commonly in the form of stories.
2. Stories are detailed with acceptance criteria, with are the requirement details
3. Architecture is simplified, primarily technology curbs to limit choices teams have
4. Coding starts within weeks, which includes design and acceptance tests
5. System tests begins within weeks

9. Questions for DBA Work
• Issues:
– How do I know the context of requests?
– What are my priorities? Which work should get
done first?
– What are the impacts of the requested
change?
– How do I change what is requested?
• Good reference at
www.agilemodeling.com (Scott Ambler)
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