WHAT IS AGILE?

• A Framework centered on two main principles.

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• Active communication between Team and Users.
• Iterative, Incremental, Continuous Delivery.
• Flexible Approach to Development.
• Does not require full-fledged analysis at outset.
• Work be broken down into small iterations, each a complete
deliverable to client.
 AGILE MANIFESTO
A Statement of Values
 Individuals and interactions over
processes and tools
 Working software over comprehensive
documentation
 Customer collaboration over contract
negotiation
 Responding to change over following a
plan
 http://www.agilemanifesto.org
DIFFERENT AGILE METHODS
 Extreme Programming(XP).
 Scrum.

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 Agile Modeling.
 Adaptive Software Development(ASD).

 Crystal Clear and other Crystal

 Lean Software Development.

 Agile Unified Process.

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• Scrum contrasts itself with Waterfall method of
Software Development.
• Scrum can be used to manage all kinds of Projects.
• Scrum focuses more on people and communication as
against process and documentation.
• Scrum requires just “adequate” analysis to get started –
don’t seek Perfection at start.
WHAT IS SCRUM ?
• Scrum is an Iterative process

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• Scrum asks for Incremental development of the Product
or Solution
• Scrum involves a cross-functional team (e.g.
Development, Testing, Documentation) working at the
same time (as against Waterfall)
• Scrum has the cross-functional team working in short
development bursts called “Sprints” to regularly produce
complete increment of product
• Scrum exposes risks, benefits, opportunities
WHAT IS NOT SCRUM ?
• Scrum is not a rigid methodology – it’s a simple process

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framework that organizations can adapt according to
their own environment

• Scrum is not for managing Software Projects only. It’s a

• Scrum is not anti-Documentation or anti-Analysis

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• <>
We have slipped schedules, lower quality,
unhappy clients, dissatisfied team
</>
• Waterfall do not expose risks and opportunities
early on.
• Traditional practices fail in case of complex
projects (time or functionality)
EVOLUTION ….

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WHEN SCRUM CAN BE APPLIED?

• Complex Projects.

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• Project with changing requirements.
• Project with changing environment and
conditions.
• Project with uncertainties.
• Project where all analysis (requirements,
schedules, resource allocation) can not be done at
the start (or at least not accurately).
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 SCRUM PROCESS … OUTLINE
• Start with Vision of what you want to achieve.
• Come up with Core Requirements and priorities (Bare Minimum but good

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enough to get started) – Product Backlog
• Team selects the requirements that it can implement in the first iteration
(Planning Meeting)
• Team defines tasks for completing requirements (Sprint Backlog)
• Team goes in 30-Day Development Cycle (Sprint)
• Team meets daily to sync up on progress (Daily Scrum)
• Team goes through the complete process (design, development, testing,
documentation) to complete an increment of functionality.
• At the end of 30 day sprint, Team demonstrates completed functionality to
bosses and stakeholders (Sprint Review)
• Team analyses its Sprint performance (Sprint Retrospective)
• Requirements are prioritized, redefined.
• Team goes through the process again (Sprint 2, Sprint 3, …, Release)
SCRUM PROCESS – VISUALLY

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SCRUM PROCESS – ANOTHER ANGLE

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SCRUM PROCESS – YET ANOTHER ANGLE

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A COMPLETE VIEW

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 THE COMMITTED PEOPLE
• There are 3 roles of the people who have committed themselves to the success
of Scrum and are ultimately responsible for it.

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• Product Owner
• Responsible for defining requirements of the project and their priorities.

• The Team
• The Cross-Functional Team that works on the Requirements defined and in the
priority as given by the Product Owner. The Team is what carries out the Sprint.

• Scrum Master
• Member of Team that drives the Scrum. He guides the team and makes sure that
Scrum is implemented.
ROLES ….

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 SCRUM MASTER …
• Responsible for running the Scrum.
• Plays the role of a facilitator, guider, trainer, motivator, impediment

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remover.
• Scrum Master is NOT exactly Project Manager.
• Should know more about the Scrum process than others.
• Should be very clear on the philosophy behind Scrum principles.
• Responsible for improving the overall working environment and
conditions for the team.
• Makes sure that the team is not obstructed in any way during the
Sprint.
• Ensures Scrum principles are followed.
PRODUCT BACKLOG …

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PRODUCT BACKLOG …

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PRODUCT BURNDOWN
GRAPH

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SPRINT BURN DOWN GRAPH

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SPRINT REVIEW
• Conducted at the end of Sprint
• Team demonstrates completed functionality in Sprint to

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Product Owner and Stakeholders
• It’s the ‘inspection and adaptation’ part
• Management can identify risks and opportunities
• Product Owner and others can reprioritize the Product
Backlog after this ‘feedback’
 SPRINT REVIEW RULES
• Team should not spend more than 1 hour to prepare
• Only ‘done’ functionality is presented

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• Sprint Review involves team presenting functionality,
answering questions and discussion
• Everyone gives their feedback
• Scrum Master schedules and conducts the meeting
 SPRINT RETROSPECTIVE
• Conducted after Sprint Review by the Team
• They evaluate the just concluded Sprint

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• They discuss what went wrong, what went right and what
needs to be changed and improved
• The objective is to ensure that the next Sprint goes better
than the current Sprint
SCRUM PROCESS - MEETINGS

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DAILY SCRUM MEETING

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DAILY SCRUM – RULES
• Chickens can attend – but cannot interfere
• Every Team members answers 3 questions:

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• What has he done since last meeting?
• What he plans to do between now and next meeting?
• What impedes his work progress?
• There should be no digressing beyond these 3 questions
SCRUM OF SCRUMS …

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