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Agile
An introduction for PMPs
Agile beginnings
1990 circa: Many late schedules
and death marches to delivery
2001: Agile Alliance created
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 toolsWorking software over comprehensive documentationCustomer collaboration over contract negotiationResponding 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.
Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham,
Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern,
Brian Marick, Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, Dave Thomas www.agileAlliance.org
The Agile Manifesto (2001)
Principles of Agile1. Our highest priority is to satisfy the customer through
early and continuous delivery of valuable software.
2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
http://agilemanifesto.org
Principles of Agile7. Working software is the primary measure of
progress.
8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10.Simplicity--the art of maximizing the amount of work not done--is essential.
11. The best architectures, requirements, and designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly
http://agilemanifesto.org
Why should we change to Agile?
Improve productivity with focused teams
Meet quality requirements by getting to “done done” at the end of each
iteration
Increase customer satisfaction by engaging endusers/beta sites early
Increase project transparency with demo’ing & delivering working software
early and often
Lots of Agile methods & practices
They are all similar!!! Scrum Dynamic System Development Method (DSDM) Extreme Programming (XP) Test Driven Development Lean Software Development Crystal Feature-driven development (FDD) etc
Lots of Agile methods & practices
Scrum – popular (US) project management method
Dynamic System Development Method (DSDM) – popular (Europe) project management method
Extreme Programming (XP) – pair programming, and more developer best practices + story driven
Test Driven Development – design the test framework before writing all the code
Lean Software Development – learnings from manufacturing’s lean six sigma
Crystal – a set of maturity models
etc
etc
Agile Practice Penetration @Microsoft
Source: Usage and Perceptions of Agile Software Development in an Industrial Context, Begel & Nagappan, Sept 2007, n=487
Let’s talk about Scrum
Scrum Framework
Small cross-functional teams 7 people +/- 2 Series of Sprints (iterations), 2-4 weeks in duration Each Sprint produces a working increment of software To start a Sprint the team selects & commits to
stories from the Product Backlog in priority order To close of a Sprint, we demo/evaluate progress Between Sprints, the Product Owner can modify &
reprioritize the Product backlog
Product backlog Prioritized list of features represented as stories Can adjust between iterations as needed Managed by Product Owner Priorities are driven by business value ROI Some stories may be for technical infrastructure
Priority
Title User Story
1 Agile for PMP FAQ
As a PMP new to agile, I need a FAQ to answer my basic questions around agile and how to get started based upon a ‘common’ agile issue or question (e.g. What PMBOK processes does Agile replace or modify? )
2 Scrum Master Definition
As a PMP, I need introductory material for the Scrum Master new to agile so that I understand this new role, how to best contribute in this role, and what is expected of me.
Sprint Backlog
A prioritized list of stories taken from the top of the product backlog based on the team’s estimate of what can be completed during the next iteration
Created at the start of an iteration/sprint A story can be de-scoped (move back to product
backlog) New stories should not be added during the
Sprint
Burndown chart
One of many “information radiators,” ie dashboard pieces
During Scrum, progress on tasks are tracked then reported publicly
Manage tasks, estimates and burndown charts
Scrum Meetings Estimation Meeting
Team meets with product Owner to discuss Backlog Items and assign a relative size value to each.
Planning Meeting Occurs at the start of each sprint (iteration). Two parts.
1. Product manager and team meet and agree the next product increment.
2. Team then determines the tasks for each backlog item.
Daily Scrum Meetings aka Daily Standup Maximum 15 minutes. Team meets to update the task chart and
report on progress and impediments. What did you do yesterday, today, issues?
Review Team meet with Product Owner at the end of the sprint to
demonstrate the working software from the sprint.
Retrospective Team meets with Scrum Master to inspect and adapt on their
process.© 2006, Tobias Mayer/Agile Thinking - http://agilethinking.netSlide Credit:
Agile Iteration Cadence
Dem
o &
Retro
Iteration N Iteration N+1Iteration N-1
Deta
iled
Itera
tion
P
lan
nin
g &
Desig
n
Dev Feature Priority 1
Auto. TestsFeature 1Dev Feature
Priority 2
Dev Feature Priority 3
Auto. TestsFeature 3
Dev Feature Priority 4
Auto. TestsFeature 4Dev Feature
Priority 5
Auto. TestsFeature 5
Accep
t
Accep
t
Accep
tAuto. TestsFeature 2
Accep
t
Accep
t
Requirements Are Refined
Initial Elaboration Requirements
With Tests
Slide Credit:
Scrum on One Page
Done Done Done
Coded – it works on the developer’s box Verified – Unit tested and they work on
Integration box Validated – accepted by ProductOwner as
being what was needed
http://danube.com/blog/dan_rawsthorne/done_done_done_done
Technical Debt
By not enforcing high quality standards in the definition of “Done.” Cutting corners to achieve a higher velocity and meet impossible timelines leads to build up of low quality, unmaintainable code. Death spiral: As the maximum velocity of system goes down, even more corners are cut to compensate until the velocity approaches 0. Key people move on to make new messes elsewhere.
* Ref: http://danube.com/blog/kanemar/technical_debt_and_the_death_of_design_part_1.html
Scrum Roles
Responsible for managing and prioritizing the Product Backlog, and for accepting the software
at the end of each iteration
Responsible for shepherding the team, removing impediments,
keeping the process moving, and socializing scrum to the greater
organization
Responsible for estimating size of backlog items, committing to
increments of deliverable software – and delivering it. Tracks own
progress (with Scrum Master). Is self-organizing – but accountable
to the product owner for delivering as promised.
CONSTANT COLLABORATION AND COMMUNICATION ARE
KEY
Product Owner or PO team
Scrum Master The Team
ChickensUsersStakeholders/SponsorsManagers
Requirements process
Progressive elaborationThemes
Marketing/Customer Requirements
Headlines
Epic User Stories
User Stories
Product Backlog / Features
Headlines (Epic)
As a user, I want to schedule a service appointment.
Breakdown into user stories: As a returning user, I want to login to the service
department website As a user, I want to view recommended service
for my vehicle As a user, I want to select an appointment date
and time for service As the system, I want to send the user a
confirmation email once service is scheduledSlide Credit:
What’s Different about Testing in Agile?
Just-In Time Requirements Elaboration No Functional Spec waterfall docs to drive test
planning Requirements and Test Cases developed in
parallel or test first strategy
More Frequent Iterations, More Frequent Releases Testing needs to happen Early and Often Frequent to continuous regression testing High need to automate nearly everything Everyone needs to Test
Two Levels of Testing Iteration Vs. Release testing patterns
Slide Credit: