Essence of agile part 1
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The document outlines the Agile Manifesto and its guiding principles, emphasizing customer satisfaction, frequent delivery of working software, and collaboration between business and development teams. It highlights the importance of responding to change, self-organizing teams, and sustainable development practices in Agile methodologies. Additional content includes discussions on release planning, user story creation, and various Agile tools and techniques.
Essence of agile part 1
- 1. Part 1 By Parul Jain
- 3. Agile Manifesto Individuals and interactions over processes and tools
- 4. Agile Manifesto Working software over comprehensive documentation
- 5. Agile Manifesto Customer collaboration over contract negotiation
- 6. Agile Manifesto Responding to change over following a plan
- 8. Agile guiding principles – 1/12 Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
- 9. Agile guiding principles – 2/12 Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
- 10. Agile guiding principles – 3/12 Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
- 11. Agile guiding principles – 4/12 Business people and developers must work together daily throughout the project.
- 12. Agile guiding principles – 5/12 Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
- 13. Agile guiding principles – 6/12 The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
- 14. Agile guiding principles – 7/12 Working software is the primary measure of progress.
- 15. Agile guiding principles – 8/12 Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
- 16. Agile guiding principles – 9/12 Continuous attention to technical excellence and good design enhances agility.
- 17. Agile guiding principles – 10/12 Simplicity--the art of maximizing the amount of work not done--is essential.
- 18. Agile guiding principles – 11/12 The best architectures, requirements, and designs emerge from self-organizing teams.
- 19. Agile guiding principles – 12/12 At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
- 20. Quiz time Please map the principles with agile manifesto: 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software 2. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale 3. The best architectures, requirements, and designs emerge from self-organizing teams 4. Business people and developers must work together daily throughout the project 5. Working software is the primary measure of progress 6. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage 1. Individuals and interactions over processes and tools 2. Working software over comprehensive documentation 3. Customer collaboration over contract negotiation 4. Responding to change over following a plan
- 22. Agile contracting ScopeScopeScopeScope TimeTimeTimeTime CostCostCostCost QualityQualityQualityQuality ScopeScopeScopeScope TimeTimeTimeTime CostCostCostCost QualityQualityQualityQuality FIXED VARIABLE WATERFALL AGILE
- 23. Agile flow Product vision Product Roadmap (Story board/map) Release Planning Release…N Release2 Release1 Iteration/sprint1 Sprint2 Sprint3… Product backlog Spring backlog Sprint planning Daily stand-up Sprint review Sprint Retrosp ectives New functionalitySprin t 24 hours 2-4 Weeks
- 24. Product Vision 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)
- 25. Discovery phase
- 26. Product roadmap/backlog A product backlog is a list of everything that a product might do EPICS FEATURES STORIES Business Feature2 Architectural Business Feature1 Team Story 1 Task 1 Task 2 Task 3 Story 2 Task 1 Task 2 Story 4 Task 1 Task 2 Task 3 Task 4 Program EPIC1 EPIC2 EPIC3 EPIC4 Portfolio
- 27. Stories/user stories • One Idea per card • Just in time • Just enough Size As a <Story name & no.> User Story Spik e Epic I need So that , Acceptance criteria: Comments: <Perform action> <Type of user> <achieve result> <Stages of story completed> 3C’ s CONFIRMATI ONCONVERSAT ION CAR D
- 28. Example of user story I N V E S T Independent Negotiable Valuable Estimable Small Testable
- 29. Agile estimating techniques Considerations during estimating: • User stories • story points • Ideal time • Velocity • Yesterday’s weather • Wide band delphi • Planning Poker • T-shirt size • Affinity mapping
- 30. Release planning, iteration/sprint planning Release planning: • Planned around delivering useful & valuable increments of functionality • Prioritization of epics/features/stories (MOSCOW) • Progressive elaboration Project Release Plan Sprint1 Sprint2 Sprint3 Sprint.. Sprint.. Sprint.. Sprint.. Sprint.. Sprint.. Iteration/sprint planning: • Identification of stories & team commitment • Story point estimation • Reference yesterday’s weather • Velocity prediction Release plan
- 31. Information radiators • Highly visible ways to display information • Charts, graphs, story boards • Summary of project data
- 32. Examples of information radiators Iteration and release synopsis Project dashboard
- 33. Agile metrics BURNDOWN CHARTBURNDOWN CHARTBURNDOWN CHARTBURNDOWN CHART BURNUP CHARTBURNUP CHARTBURNUP CHARTBURNUP CHART CUMULATIVE VALUE FLOWCUMULATIVE VALUE FLOWCUMULATIVE VALUE FLOWCUMULATIVE VALUE FLOW TEAM VELOCITYTEAM VELOCITYTEAM VELOCITYTEAM VELOCITY
- 34. Quiz time • What could be the possible reasons for dip in Iteration 4? • Which is a better performing team based on each of their velocity? • What does the velocity chart of team B depict?
- 35. Quiz time • What does day 6-8 signify? • What does Spike in total between 2 & 3 signify ?
- 36. Few of agile tools
- 37. Distributed agile Effective & regular communication Excellent connectivity and network, key! Regular updates of virtual boards
- 38. Leadership style in agile Tuckman’s model Picture reference: http://www.hdwalls.xyz/images/tuckman-model-forming-storming-norming-and-performing-tuckman-model- http://events.r20.constantcontact.com/register/event?llr=nolsehqab&oeidk=a07e9rgda6w801fea44 Ken Blanchard situational leadership model
- 39. Different agile methodologies DSDM FDD SCRUM SAFE 4.0 LEAN CRYSTAL KANBAN XP
- 40. Thank You! For workshop/details on Essence of Agile please contact me. [email protected]