Agile

Agile manifesto
--4 values
Agile manifesto ---12 principles
• 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 for the shorter timescale.
• Businesspeople 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.
• 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.
Agile mindset
Lean, Kanban, Agile
• Kanban and agile is subset of Lean
• This is because they are named instances of lean
thinking that share lean concepts such as: “focus
on value,” “small batch sizes,” and “elimination of
waste.”
• Focuses on delivering value, respect for people,
minimizing waste, being transparent, adapting to
change, and continuously improving
• Predictive life cycle. A more traditional approach, with the bulk of
planning occurring upfront, then executing in a single pass a
sequential process.
• Iterative life cycle. An approach that allows feedback for unfinished
work to improve and modify that work.
• Incremental life cycle. An approach that provides finished deliverables
that the customer may be able to use immediately.
• Agile life cycle. An approach that is both iterative and incremental to
refine work items and deliver frequently.
Continuum of life cycle
Predictive
Iterative
Incremental
Adaptive
Agile followed by predictive
Agile and predictive simultaneous
PREDOMINANTLY PREDICTIVE
APPROACH WITH SOME AGILE
COMPONENTS
Largely agile
Characteristics
Uncertainty and Complexity Model ---Stacey Complexity
Model
Tailoring options to improve the fit
Attributes of successful agile team
Team workspace-Techniques to consider for managing
communication in dispersed teams

• Some techniques to consider for managing communication in

dispersed teams are fishbowl windows and remote pairing
• Create a fishbowl window by setting up long-lived video conferencing links
between the various locations in which the team is dispersed. People start the
link at the beginning of a workday, and close it at the end. In this way, people
can see and engage spontaneously with each other, reducing the
collaboration lag otherwise inherent in the geographical separation.
• Set up remote pairing by using virtual conferencing tools to share screens,
including voice and video links. As long as the time zone differences are
accounted for, this may prove almost as effective as face-to-face pairing.—
(Driver and navigator)
Common agile practices
• RETROSPECTIVES
• When the team completes a release or ships something. It does not
have to be a monumental increment. It can be any release, no matter
how small.
• When more than a few weeks have passed since the previous
retrospective.
• When the team appears to be stuck and completed work is not
flowing through the team.
• When the team reaches any other milestone
Common agile practices
• BACKLOG PREPARATION
• The backlog is the ordered list of all the work, presented in story
form, for a team.
• There is no need to create all of the stories for the entire project
before the work starts—only enough to understand the first release in
broad brushstrokes and then sufficient items for the next iteration.
 Common agile practices

• BACKLOG REFINEMENT
• The purpose of these meetings is to refine enough stories so the team
understands what the stories are and how large the stories are in
relation to each other
Common agile practices
Daily standups- iteration-based agile
• What did I complete since the last standup?
• What am I planning to complete between now and the next standup?
• What are my impediments (or risks or problems)?
Common agile practices
Daily standups- flow-based agile
• What do we need to do to advance this piece of work?
• Is anyone working on anything that is not on the board?
• What do we need to finish as a team?
• Are there any bottlenecks or blockers to the flow of work?
Common agile practices
• DEMONSTRATIONS/REVIEWS
• In iteration-based agile, the team demonstrates all completed work
items at the end of the iteration.
• In flowbased agile, the team demonstrates completed work when it is
time to do so, usually when enough features have accumulated into a
set that is coherent.
Agile team measurements
• Agile favours empirical(transparency, inspection and adaptation) and
value-based measurements instead of predictive measurements.
Earned value in agile
Agile team measurements
• Flow-based agile teams use different measurements:
• lead time (the total time it takes to deliver an item, measured from
the time it is added to the board to the moment it is completed)
• cycle time (the time required to process an item),
• response time (the time that an item waits until work starts)
Kanban board
Kanban Method may be best used

• Flexibility. Teams are typically not bound by timeboxes and will work on the highest priority item
in the backlog of work.
• Focus on continuous delivery. Teams are focused on flowing work through the system to
completion and not beginning new work until work in progress is completed.
• Increased productivity and quality. Productivity and quality are increased by limiting work in
progress.
• Increased efficiency. Checking each task for value adding or non-value-added activities and
removing the nonvalue adding activities.
• Team member focus. Limited work in progress allows the team to focus on the current work.
• Variability in the workload. When there is unpredictability in the way that work arrives, and it
becomes impossible for teams to make predictable commitments; even for short periods of
time.
• Reduction of waste. Transparency makes waste visible so it can be removed.
Kanban board
Agile--PMO
• An Agile PMO is value-driven-- It provides the right value at the right
time, not imposing on its customers but working with them in a
consultative fashion.
• An Agile PMO is invitation-oriented--The PMO is available to all in the
organization but especially invites in those who find the concept and its
services of value. Their interest makes them much more likely to engage.
• An Agile PMO is multidisciplinary--Not all PMOs are created equal. The
more successful ones are centre of excellence and provide not only
project management-related expertise but also advice in disciplines such
as change management.
Crystal
Crystal
Crystal
• Benefits of using the Crystal Agile Framework :
• Facilitate and enhance team communication and accountability.
• The adaptive approach lets the team respond well to the demanding requirements.
• Allows team to work with the one they see as the most effective.
• Teams talk directly with each other, which reduces management overhead.
• Drawbacks of using the Crystal Agile Framework :
• A lack of pre-defined plans may lead to confusion and loss of focus.
• Lack of structure may slow down inexperienced teams.
• Not clear on how a remote team can share knowledge informally.
FDD
Roles in FDD
• Project manager,
• Chief architect,
• Development manager,
• Chief programmer,
• Class owner, and/or Domain expert.
 Agile unified processes

The Agile Unified Process (AgileUP) is an offshoot of the Unified Process (UP) for software
projects. It features more accelerated cycles and less heavyweight processes than its Unified
Process predecessor. The intent is to perform more iterative cycles across seven key
disciplines, and incorporate the associated feedback before formal delivery.
Agile unified processes
Dynamic Systems Development Method
(DSDM
• Dynamic Systems Development Method (DSDM) is an agile
project delivery framework initially designed to add more
rigor to existing iterative methods popular in the 1990s. It was
developed as a non commercial collaboration among industry
leaders.
• DSDM is known best for its emphasis on constraint-driven
delivery.
• Eight principles guide the use of the DSDM framework:
• Focus on the business need.
• Deliver on time.
• Collaborate.
• Never compromise quality.
• Build incrementally from firm foundations.
• Develop iteratively.
• Communicate continuously and clearly.
• Demonstrate control (use appropriate techniques).
XP

• eXtreme Programming (XP) is a software development method based on frequent cycles.

• The name is based on the philosophy of distilling a given best practice to its purest,
simplest form, and applying that practice continuously throughout the project.
• XP is most known for popularizing a holistic set of practices intended to improve the
results of software projects.
• The method was first formalized as a set of twelve primary practices, but then gradually
evolved to adopt other practices.
• This evolution was the result of designing and adopting techniques through the filter of
core values (communication, simplicity, feedback, courage, respect), and informed by key
principles (humanity, economics, mutual benefit, self-similarity, improvement, diversity,
reflection, flow, opportunity, redundancy, failure, quality, baby steps, accepted
responsibility).
XP
SCRUM
Kanban method
Servant Leadership
• Servant leaders approach project work in this order:
• Purpose. Work with the team to define the “why” or purpose so they can
engage and combine around the goal for the project. The entire team
optimizes at the project level, not the person level.
• People. Once the purpose is established, encourage the team to create an
environment where everyone can succeed. Ask each team member to
contribute across the project work.
• Process. Do not plan on following the “perfect” agile process, but instead
look for the results. When a cross functional team delivers finished value
often and reflects on the product and process, the teams are agile. It does
not matter what the team calls its process.
Agile project charter
• Why are we doing this project? This is the project vision.
• Who benefits and how? This may be part of the project vision and/or
project purpose.
• What does done mean for the project? These are the project’s release
criteria.
• How are we going to work together? This explains the intended flow
of work.
Team charter-team’s social contract
• Team values, such as sustainable pace and core hours;
• Working agreements, such as what “ready” means so the team can
take in work; what “done” means so the team can judge
completeness consistently; respecting the timebox; or the use of
work-in-process limits;
• Ground rules, such as one person talking in a meeting; and
• Group norms, such as how the team treats meeting times.