Saket Bansal PMP, PMI-ACP , CSM , ITIL V3 F

Agile Framework

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Essence of Agile Agile Values and Principles Overview of Agile Methods Agile and Traditional Development Methodology APM (Agile Project Management Framework)

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In the struggle for survival, the fittest win out at the expense of their rivals because they succeed in adapting themselves best to their environment. Charles Darwin

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The United States Department of Defense (DoD) and NASA have used iterative and incremental development (IID) since the 1950s In the 1960s, Evolutionary project management(Evo) was conceptualized by Thomas Gilb. Evo recommends one- to two-week iterations, delivery of product each iteration In 1986, The New New Product Development Game, a whitepaper published by Takeuchi and Nonaka Takeuchi and Nonaka discuss the rugby approach of dedicated, self-organizing teams

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The relay race approach to product developmentmay conict with the goals of maximum speed and exibility. Instead a holistic or rugby approachwhere a team tries to go the distance as a unit, passing the ball back and forthmay better serve todays competitive requirements. The New New Product Development Game

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Source: Wikipedia-Photo taken by Maree Reveley (aka Somerslea)

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The 1990s saw a flurry of agile approaches Scrum at Easel Corporation Extreme Programming Clear Crystal IBMs Rational Unified Process Dynamic Systems Development Method (DSDM)

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Agile software development is a group of software development methods based on iterative and incremental development, where requirements and solutions evolve through collaboration between self-organizing, crossfunctional teams. It promotes adaptive planning, evolutionary development and delivery, a time-boxed iterative approach, and encourages rapid and flexible response to change. It is a conceptual framework that promotes foreseen interactions throughout the development cycle

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In 2001, a group of 17 lightweight" methodologists met. The meeting also included the representatives of eXtreme Programming (XP) Scrum DSDM Adaptive Software Development
Photo taken by Scott Catron

The Salt Lake Valley, Snowbird, Utah

The Agile Manifesto was written

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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.

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Focus on empowered, self-managing teams Autonomous teams do not need the day-to-day intervention of management Management protects team from outside interference Agile teams are amalgamation of varied professional skills Agile team members are able to step in for each other as necessary

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Traditionally we measure progress by the percent complete of the functional milestones Agile teams provide actual working product as a status report, product review Design changes as the system is built, results in outdated documentation Agile teams prefer face-to-face communication over documentation which is simpler, faster, and more reliable.

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Contract negotiation, Identify and define everything and spells out the payment and date specifications Customers become a part of the development process Writing specs down and throwing them over the fence is simply not effective

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Its much easier to respond to change when the organization and the customer share a clear understanding of the projects status In plan-driven environments, all requirements are specified up front, broken down to the task level and estimated Agile plans follow more of a rolling wave approach using topdown planning

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The empirical model of process control provides and exercises control through frequent inspection and adaptation for processes that are imperfectly defined and generate unpredictable and unrepeatable outputs.

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Empiricism asserts that knowledge comes from experience and making decisions based on what is known. Three pillars uphold every implementation of empirical process control: Transparency Inspection Adaptation

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Agile Principles

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Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development. Agile processes harness change for the customers 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.

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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. Working software is the primary measure of progress. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

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Continuous attention to technical excellence and good design enhances agility Simplicitythe art of maximizing the amount of work not doneis essential. 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.

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We increase return on investment by making continuous flow of value our focus. We deliver reliable results by engaging customers in frequent interactions and shared ownership. We expect uncertainty and manage for it through iterations, anticipation, and adaptation. We unleash creativity and innovation by recognizing that individuals are the ultimate source of value, and creating an environment where they can make a difference. We boost performance through group accountability for results and shared responsibility for team effectiveness. We improve effectiveness and reliability through situational specific strategies, processes and practices.

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Agile Methods

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Phases Inception, Elaboration, Construction, Transition Disciplines Model, Implementation, Test, Deployment, Configuration Management, Project Management, Environment Philosophies Your staff knows what they're doing, Simplicity, Agility, Focus on high-value activities, Tool independence, You'll want to tailor the AUP to meet your own needs

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Frequent Delivery of Usable Code to Users (required) Reflective Improvement (required) Osmotic Communication Preferably by Being Co-Located (required) Personal Safety Focus Easy Access to Expert Users Automated Tests, Configuration Management, and Frequent Integration

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Principles User involvement is the main key, The project team must be empowered, Frequent delivery of products, Delivering a system that addresses the current business needs, Development is iterative and incremental, Changes are reversible, High level scope and requirements should be base-lined, Testing is carried out throughout the project life-cycle, Communication and cooperation among all project stakeholders Techniques Timeboxing, MoSCoW, Prototyping, Testing, Workshop, Modelling

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Values Communication, Simplicity, Feedback, Courage, Respect Activities Coding, Testing, Listening, Designing Practices Pair programming, Planning Game, Test Driven Development, Whole team, Continuous Integration, Design Improvement, Small Releases, Coding Standards, Collective Code Ownership, Simple Design, System Metaphor, Sustainable Pace

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Activities Develop Overall Model, Build Feature List, Plan By Feature, Design By Feature, Build By Feature, Milestones Best practices Domain Object Modelling Developing by Feature Individual Class (Code) Ownership Feature Teams Inspections Configuration Management Regular Builds Visibility of progress and results

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Scrum Team Events Sprints Sprint Planning Meeting Sprint Review Meeting Daily Scrum Sprint Review Meeting Sprint Retrospectives Artifacts Product Backlog Sprint Backlog

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Agile Vs. Traditional

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A project is still a project: Vision Life cycle Requirements Schedule Team Communication mechanisms

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Waterfall Model

Agile Project Life Cycle

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Plan all in advance Work-breakdown structure Functional specs Gantt chart Status reports Deliver at the end Learn at the end Follow the plan Manage tasks

Plan as you go Feature-breakdown structure User stories Release plan Story boards Deliver as you go Learn every iteration , Adapt Manage team

Traditional

Agile : Iterative

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Agile Project Management Framework

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Based On Adaptive Software Development (Highsmith 2000).

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Envision: Determine the product vision and project objectives and constraints, the project community, and how the team will work together Speculate: Develop a capability and/or feature-based release plan to deliver on the vision Explore: Plan and deliver running tested stories in a short iteration, constantly seeking to reduce the risk and uncertainty of the project Adapt: Review the delivered results, the current situation, and the teams performance, and adapt as necessary Close: Conclude the project, pass along key learning, and celebrate.

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What is the customers product vision? What are the key capabilities required in the product? What are the projects business objectives? What are the projects quality objectives? What are the project constraints (scope, schedule, cost)? Who are the right participants to include in the project community? How will the team deliver the product (approach)?

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The elevator test statementan explanation of the project to someone within two minutestakes the following format: For (target customer) Who (statement of the need or opportunity) The (product name) is a (product category) That (key benefit, compelling reason to buy) Unlike (primary competitive alternative) Our product (statement of primary differentiation)

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Clients/customers Project leader Product manager Executive Sponsor Project Objective Statement Business Objectives Tradeoff matrix

Exploration factor Delay cost Capabilities Quality Objectives Performance/quality attributes Architectural Guidelines Issues/risks

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Speculating establishes a target and a direction. Speculating isnt wild risk-taking but conjecturing something based on incomplete facts or information. The Speculate phase spotlights product and project. Produce a refined list of scope items Develop a Release Develop detailed Iteration Plans for the next Iteration

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Product Backlog The objective of creating a product backlog is to expand the product vision, through an evolutionary requirements definition process, into a product feature list, or backlog. Release Planning A release plan presents a roadmap of how the team intends to achieve the product vision within the project objectives and constraints identified in the project data sheet

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 Iteration 0 helps teams balance anticipation with

adaptation. The 0 implies that nothing useful to the customerstories, in other wordsgets delivered in this time period. However, the work is useful to the team.

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Iteration Planning and Monitoring Technical Practices Project Community

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A traditional project manager focuses on following the plan, whereas an agile leader focuses on adapting successfully to inevitable changes Team has to answer critical questions Is value, in the form of a releasable product, being delivered? Is the quality goal of building a reliable, adaptable product being met? Is the project progressing satisfactorily within acceptable constraints? Is the team adapting effectively to changes imposed by management, customers, or technology?

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Conduct the Project Closure , Pass along key learning and celebrate.

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Saket Bansal Saket.Bansal@iZenBridge.com M: 9910802561 Web: www.iZenBridge.com Twitter: Saket_tg LinkedIn: www.linkedin.com/in/saketbansal

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