2. Two Polar Opposites
• Waterfall
– Water trickles down & it only goes away.
– Strong managerial control over schedule and cost.
• Agile
– Product, cost & schedule evolve
– Periodic delivery based on business value and user
input.
3. 3
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
Working software
Customer collaboration
Responding to change
OVER
Processes and tools
Comprehensive documentation
Contract negotiation
Following a plan
That is, while there is value in the items on the right,
we value the items on the left more.
http://www.agilemanifesto.org/
4. Agile Manifesto
• The Bold Choices are correct answers.
• Supplementing the Manifesto, the Twelve
Principles further explicate what it is to be
Agile.
Ref:http://www.agilealliance.org/the-
alliance/the-agile-manifesto/the-twelve-
principles-of-agile-software/
5. THE APPROACH
Lean
Scrum
XP
Customer focus
Value-added
processes
Right-sized for
the organization
Scalable
structure and
routine
Defined roles
and
responsibilities
Technical
discipline
Empowered, self-organizing teams
Agile
Approach
In the wild, there is no such thing as a “perfectly” applied
methodology implementation.
6. The Scrum Process
• Product Owner – Customer e.g., John Henry
– John defines current requirements
– He then creates a Product Backlog
– He sorts by functionality that delivers maximum
value
7. The Other Actors
• Team
– Called Scrum Team usually a group of 5-9 people
who self-organize and have joint responsibility
• Project Manager
– Scrum Master- eg., Mary!
– Mary coaches the project team and works to
ensure the realization of the goals of the sprint.
– Resolves issues and motivates
8. Terminology
• Sprint: A 15 to 30-day effort moving the team
toward fixed goal. (In our case one week
each!)
• Product Backlog: A constantly prioritized to-do
list. (You make the backlog)
• Sprint Backlog: A list of the highest prioritized
items from the product backlog. (Daily to-do’s)
9. Process: Creating a backlog
• The Product Owner and Team meet in order
to discuss the priority and items on the
Product Backlog.
• The Product Backlog, is a prioritized list of
what is required for the project and is ranked
with regard to importance.
12. Scrum
• The Daily Scrum is a 15 minute stand-up
meeting where each member of the team
gives a very brief report:
• What was accomplished since the last
Daily Scrum?
• What they hope to accomplish by next
meeting?
• What obstacles have come up?
13. Sprint Review – Milestone!
• Sprint Review – once the Sprint ends,
everyone gets together in a meeting to share
what he or she accomplished during the
sprint.
• The process begins again with a new list of
prioritized tasks on the Product Backlog
14. Results in Incremental Release
Sprint
Scrum
Scrum
Scrum
Backlog Start Sprint
Sprint
Review
Sprint
Finished
Customer
Approval
Start from here
15. Risks With Agile
• Too Little Process: The cost and schedule
penalty for having too much process is far
smaller than the penalty for having too little
process.
• Accounting likes fixed budgets – with Agile PM
that often does not happen.
