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Commander’s Intent
To convey a big-picture view of Agile development
Why was change needed?
Define Project Success• On time
• Within budget
• With all planned features
Project Score Card (ca 2000)
Failed
23%Challenged
49%Succeeded
28%
Agile Central Idea“Software development is like new product development not like manufacturing. This difference is revolutionary, and it leads to a completely new way of thinking about what software is and how to build it.”Ken SchwaberAgile Software Development with Scrum2001
Manifesto for Agile Software Development (2001)
That is, while there is value in the items on the right, we value the items on the left more.
Signatures to the manifesto
Individuals & interactions over Processes & tools
Working software over Comprehensive documentationCustomer collaboration over Contract negotiationResponding to change over Following a plan
When I think of Agile Development
Self-managing, Cross-functional
Teams—
What are they?
Requirements
User Stories—What are
they?
Scrum—What is it?
Milestones Inch Pebbles
Ensuring What Gets Built Delivers Value
Sometimes16%
Often13%
Features and Functions Used in a Typical System
Never45%
Rarely19%
Always
7%
Always or OftenUsed – 20%
Never or RarelyUsed – 64%
Scrum Process Flow
ProductBacklog
SprintBacklog
24 Hours
2–4 Weeks
Daily ScrumMeeting
Potentially ShippableProduct Increment
Sprint
The Scrum Cycle
Pla
nn
ing
Meeti
ng
Spri
nt
Revie
w
Spri
nt
Retr
osp
ect
ive
Pla
nn
ing
Meeti
ng
Daily Scrum Daily Scrum
One sprint