Introduction To Agile

Introduction to AgileIntroduction to Agile

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Who am I?Who am I?

Software Practitioner & Evangelist 13 years of building software and learning

Certified Scrum Master

Lead Impetus Labs, Consulting and Research I am available for

Speaking on Technology & Agile

Help & Support your Agile journey

(e) [email protected]

(m) 931 310 2111

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AgendaAgenda

Introduction to Agile Lets begin by having fun..

History of evolution

What is Agile?

What Agile is NOT

Common myths and misconceptions

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Lets Have Some Fun …Lets Have Some Fun …

Need a few volunteers

Clearing the Obstacle Course – Strategy 1 Our volunteers will be working in a team 1 Manager and other workers Worker cannot do anything on his own, he has to

verbatim follow the instructions of the Manager Goal of the team is to clear the obstacle course Please observe them as they go through different

the obstacle course Productivity (Individual & Overall) Happiness Ability to react to impediments

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Lets Have Some Fun …Lets Have Some Fun …

Clearing the Obstacle Course – Strategy 2

Our volunteers will be own their own

Goal of the volunteers is to clear the obstacle course

Please observe them as they go through the obstacle course

Productivity (Individual & Overall)

Happiness

Ability to react to impediments

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EvolutionEvolution

Agile is evolutionary not revolutionary

The context of developing software is changing

Technology driven business innovation

Dynamic Market conditions

Time to Market

Requirement Stability

What does it mean for software development?

You cant win a 20-20 game with a test match strategy

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Some facts …Some facts …

1995 : The CHAOS Report ** Type 1 : Project Success

On time on budget, all features are delivered (16.2%)

Type 2 : Project Challenged Completed and operational but over budget, fewer features

than specified (52.7%)

Type 3 : Project Impaired Cancelled at some stage (31.1%)

**Tom Clancy 1995 | The Standish Group International

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Some facts …Some facts …

Traditional Processes were not helping

Customers unhappy

Requirement Changes are dealt through risk avoidance strategy i.e resist requirement change

Eliminating change means business failure

So ? These led to evolutions in the way we approach software

development

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Introducing AgileIntroducing Agile

The BRAVE new way of developing software

Don’t avoid risk, take it as unavoidable and accept it

Requirement Changes are dealt through risk acceptance strategy

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Agile ManifestoAgile Manifesto

“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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Waterfall ManifestoWaterfall Manifesto

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Waterfall ManifestoWaterfall Manifesto

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Principles Behind Agile ManifestoPrinciples Behind Agile Manifesto

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 customer's competitive advantage

Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale

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Business people and developers must work together daily throughout the project

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

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Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely

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.

At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

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So, What is Agile?So, What is Agile?

Simply Stating … It a way of developing software that follows the Agile Principles

There are a number of agile software development methods; most attempt to

minimize risk by developing software in short timeboxes, called iterations, which typically last one to four weeks

Each iteration is like a miniature software project of its own, and includes all of the tasks necessary to release the mini-increment of new functionality: planning, requirements analysis, design, coding, testing, and documentation

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So, What is Agile?So, What is Agile?

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Myths & MisconceptionsMyths & Misconceptions

Agile methods are sometimes characterized as being at the opposite end of the spectrum from "plan-driven" or "disciplined" methodologies This distinction is misleading, as it implies that agile methods are

"unplanned" or "undisciplined“ A more accurate distinction is to say that methods exist on a

continuum from "adaptive" to "predictive” Adaptive methods focus on adapting quickly to changing realities

When the needs of a project change, an adaptive team changes as well

An adaptive team will have difficulty describing exactly what will happen in the future. The further away a date is, the more vague an adaptive method will be about what will happen on that date

An adaptive team can report exactly what tasks are being done next week, but only which features are planned for next month. When asked about a release six months from now, an adaptive team may only be able to report the mission statement for the release, or a statement of expected value vs. cost.

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Predictive methods, in contrast, focus on planning the future in detail

A predictive team can report exactly what features and tasks are planned for the entire length of the development process

Predictive teams have difficulty changing direction

The plan is typically optimized for the original destination and changing direction can cause completed work to be thrown away and done over differently

Predictive teams will often institute a change control board to ensure that only the most valuable changes are considered

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Agile methods v/s CMM/CMMi CMM/CMMi is NOT a method or a process

model

It is a reference process benchmark

CMM/CMMi don’t prescribe what process (for developing software that is) to use

Agile Software Development process can be benchmarked on CMM/CMMi models

Initial, Managed, Defined, Quantitively Managed & Optimizing

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Agile __________ Is a silver bullet Will solve my resource issues Has no planning/ documentation/architecture/

<insert pet peeve> Is a license to hack Creates quality issues Is undisciplined Doesn’t build on my previous experience /

expertise Is not proven Is not being used by industry leaders

Thank YouThank You

Questions?