agile software and systems engineering tutorial
TRANSCRIPT
Agile Software and Systems Engineering Tutorial
Systems and Software Technology ConferenceSalt Lake City, UT
Dr Suzette S Johnson
April 2010
John O Clark Dr. Suzette S. JohnsonAgile Engineering
Northrop GrummanBaltimore, MD
Suzette Johnson@ngc com
John O. ClarkChief EngineerNorthrop GrummanVirginia Beach, VA
Copyright 2010 Northrop Grumman Corporation
Agenda
• Defining an Agile Environment• Creating the Teamg• High-Level Agile Steps
– Capabilities Description and Release Planning– Iteration Planning– Iteration Execution– Iteration Demonstration and Retrospective– Iteration Demonstration and Retrospective– Delivery
• Some Final Notes• The Great Challenges• Agile Reading List
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g g
Today’s Outcomes
• Develop an understanding of the major agile engineering practices
Pa ticipate in a planning and estimating scena io• Participate in a planning and estimating scenario
• Gain insight into agile testing practices from a couple practitioners
P ti i t i t t ti• Participate in a team retrospective
• Have fun working together!
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Agenda
• Defining an Agile Environment• Creating the Teamg• High-Level Agile Steps
– Capabilities Description and Release Planning– Iteration Planning– Iteration Execution– Iteration Demonstration and Retrospective– Iteration Demonstration and Retrospective– Delivery
• Some Final Notes• The Great Challenges• Agile Reading List
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g g
The Need for ChangeT diti l V Ad ti B i M d lTraditional Versus Adaptive Business Model
I d t i l AI d t i l A K l d AK l d AIndustrial Age Industrial Age Inspect and Adapt
Knowledge Age Knowledge Age Repeatable and Predictable
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The Knowledge Worker…
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Agile Engineering
What is Agile Engineering? Why Agile Practices?
• Includes the entire product life cycle
• Impacts the entire organization
• Quick reaction capabilities
• Adapt to change • Impacts the entire organization
• Inspects and adapts
• Focuses on the value stream
• Shortened product life cycle
• New technological advancementsFocuses on the value stream advancements
• Improved transparency of progress and end-to-end accountability and ownershipaccountability and ownership
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Agile Methods
Agile is about how we believe people are best motivated to do work and about demonstrating high value on a regular basis particularly in
environments that face high requirement volatility and unpredictabilityenvironments that face high requirement volatility and unpredictability.
Agile Methods
Scrum
Dynamic Systems D l t M th d
Adaptive Software Design
Extreme Programming
Development Methods
Crystal Methods Agile Unified
Process
Feature Driven Development
Design
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What is your level of experience?
Scale of 1 to 5
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Agile Principles
Early and Continuous Delivery of Value
A Working System is the Primary Measure
of Progress
Welcome Changing Requirementsg
Deliver a Working Business People and Motivated and Deliver a Working System Frequently
pDevelopers Must Work
Together DailyEmpowered Individuals
Face-to-face Conversation
Promote Sustainable Development
Continuous Attention to Technical Excellence
Simplicity
The Best Architectures,
Requirements and
Regular Team Reflection on How to
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Simplicity Requirements and Designs Emerge From Self-Organizing Teams
Become More Effective
http://agilemanifesto.org/
Agile Manifesto
Is valued more thanIndividuals and interactions Processes and tools
A working systems Comprehensive documentationIs valued more than
Customer collaboration Controlled negotiationIs valued more than
l dResponding to change Following a planIs valued more than
That is, while there is value in the items on the right,
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we value the items on the left more http://agilemanifesto.org/
Agile Misconceptions
• There is no discipline within an Agile Process– False. A true Agile Process requires more discipline.
• Agile is only for software development• Agile is only for software development– False. Implementing Agile practices require culture change at all levels. Adapt to
and embrace change vs. trying to anticipate the future.
• The solution to any problem is more processThe solution to any problem is more process– False. Too much process stifles innovation and results in endless workarounds.
• Agile is only for small sized software efforts– False. Agile practices have been growing to the enterprise level. Project sizes ofFalse. Agile practices have been growing to the enterprise level. Project sizes of
200 – 600 people are common.
• Agile is “turn-key”– False. The transition from traditional to Agile will take timeg– An Agile process is agile and will continually change over time– The greatest challenge is culture and fear of change.
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Agile Terminology
Term Definition
Iteration Fixed time-box in which development occurs
Product Backlog Requirements/User Stories to be completed
Product Burn Down Chart Progress for the release; Focuses on the remaining user storyProduct Burn Down Chart Progress for the release; Focuses on the remaining user story points
Product Owner Owns the product backlog, assigns priority to user stories
Release Usually a 2 – 6 month timeframe; formal committed delivery of product
Scrum Master Helps the agile team through the process and removes i diimpediments
The Team Cross functional team
User Story Similar to a requirement
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User Story Similar to a requirement“As a user I want what so that purpose”
13
Introduction to Four Popular Agile Practices
• Agile Unified Process (AUP)– Scott Ambler, Craig Larman– http://www.ambysoft.com/
• Feature Driven Development (FDD)– Jeff De Luca, Jim Highsmith
• Extreme Programming (XP)– Kent Beck, Ward Cunningham, Ron Jeffries
• Scrum– Ken Schwaber, Jeff Sutherland– www.controlchaos.com– www.mountaingoatsoftware.com
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ou ta goatso t a e co
What is “Scrum”?
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Picture from www.ricerugbyclub.com
Scrum Core Practices
• 2 or 4 week Sprints (Iterations)• Self-directed and self-organizing
( / )
• Don’t add to iteration• Scrum master firewall
teams (7 +/- 2)• Cross functional teams • Daily Scrum meetings
• Time boxing• Impediments gone in one day• No specific engineering y g o spe e g ee g
practices defined• Product Backlog• Release and iteration planning• Release and iteration planning• Product Burndown• Demonstrations and
RetrospectiveRetrospective
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Scrum Framework (Cohn, 2005)
Extreme Programming (XP) Core Practices
• Planning game• Small, frequent releases
• Pair programming• Team code ownership
• System metaphors• Simple design• Testing
• Continuous integration• Sustainable pace• Whole team together• Testing
• Frequent refactoring• Coding standards
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XP Core Practices (Lindstrom & Jeffries, 2004, p. 46)
What Methods Are Being Used?
Method PercentageScrum 49.1%Scrum/XP Hybrid 22.3%Extreme Programming 8.0%Custom/Hybrid 5.3%Don't Know 3.7%Agile Unified Process 2.2%Other 2.2%
Feature Driven Development (FDD) 2.1%Lean Development 1.9%Dynamic Systems Development Method (DSDM) 1.4%OpenUP 0.6%Agile Modeling 0.6%Crystal 0.5%
Research Conducted by:VersionOne
Summer 2008
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2,319 completed responses representing 80 countries
Agile System Development Lifecycle
(Stories)
Iteration review &
demonstration to
Release system(Sto es)
(Stories)stakeholders; Retrospectives
(Stories)
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Reference: http://www.ddj.com/architect/207100381;jsessionid=R1I5M44B21UPGQSNDLPSKHSCJUNN2JVN?pgno=2
Dr. Dobb’s Journal/Scott Ambler
Iteration 0: Project Start up
• Start building the team.– Begin with at least one or two senior developers, the Scrum Master and Product
Owner and one or more stakeholder representativesOwner and one or more stakeholder representatives.– Training
• Modeling an initial architecture for the system.– You need to have at least a general idea of how you're going to build the system.– Identify an architectural strategy. Work through the design details later during future
iterations in model sessions. – Every iteration must deliver at least some piece of business functionalityEvery iteration must deliver at least some piece of business functionality
• Setting up the environment.– You need workstations, development tools, and a work areas. Start with just enough
to get the team going and continue to build on this in future releasesto get the team going and continue to build on this in future releases.
• Determine first release date and iteration length
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Agenda
• Defining an Agile Environment• Creating the Teamg• High-Level Agile Steps
– Capabilities Description and Release Planning– Iteration Planning– Iteration Execution– Iteration Demonstration and Retrospective– Iteration Demonstration and Retrospective– Delivery
• Some Final Notes• The Great Challenges• Agile Reading List
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g g
The Agile Team Based on Scrum
• Product Owner, ScrumMaster, Team
• Systems Engineers
• Hardware EngineersHardware Engineers
• Integration and Test Team
• Program Management
• Stakeholders including customers
Create a workplace where people want to be, where people are valued, and are full contributors to f i d ti th di ti f th
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forming and supporting the direction of the company
Product Owner
• Defines the features of the product
• Manages project features and release to optimize• Manages project features and release to optimize return on investment (ROI)
• Prioritizes features according to market value Product Prioritizes features according to market value
• Inspects increment and makes adaptations to project
Communicates project progress and status
Back-log
• Communicates project progress and status
• Accepts or rejects work results
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The ScrumMaster
• Represents management
• Responsible for enacting Scrum values and practices• Responsible for enacting Scrum values and practices
• Removes impediments
• Ensures that the team is fully functional and productive
• E bl l ti ll l d• Enables close cooperation across all roles and functions
• Shields the team from external interferences• Shields the team from external interferences
• Ensures that the process is followed
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• Teaches Product Owner and Team how to fulfill their roles
Reference: www.mountaingoatsoftware.com
The Team
• Typically 5-9 people• Cross-functional:
• P ifi i d i• Programmers, verifiers, user experience designers, etc.
• Members should be full-time• T lf i i• Teams are self-organizing
• Ideally, no titles (but rarely a possibility)• Should change only between iterations
S l t th it ti l d ifi k lt• Selects the iteration goal and specifies work results• Commits to what it feels it can accomplish• Has authority to do everything within existing standards
d id li t h th it ti land guidelines to reach the iteration goal• Manages itself and its work• Collaborates with Product Owner to optimize value
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• Demonstrates work results to the Product Owner
Reference: www.mountaingoatsoftware.com
Self-organizing, Self-managing Teams
• Team organizes around the work that needs to be done.
M t id th l ti f b h i th t• Management guides the evolution of behaviors that emerge from the interactions.
• Self organization does not mean people get to do whatever• Self-organization does not mean people get to do whatever they want.
• The team works to solve their own problems Management• The team works to solve their own problems. Management does not solve problems for the teams.
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Expectations of Managers
• Focuses on resolving organizational problems and larger program issues
• Establishes check points
• Manages uncertainty via iterative development
• Manages complexity via empowered teams
• Creates and communicates visionCreates and communicates vision
• Enables communication
• Promotes constant improvement
• Establishes governance teams
• Participates in agile “ceremonies”– Team planning sessions, Demonstrations, Retrospectives
• Builds trust
• Motivates and encourages
S th l d i di t
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• Serves the people and removes impediments
• Manages contractual details
Expectations of the Customer
• Identifies needs/capabilities
Pa ticipates in setting p io ities• Participates in setting priorities– We ask “Is what we are doing useful to you in meeting your
goals?”
• Participates in demonstrations of functionality
• Provides feedback and engages in dialogue about requirements and t tiexpectations
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Project Team Structure
Transition from functional grouping to cross functional teams
PM and Technical Lead
Chief EngineerChief Architect
Quality
Infrastructure T
Hardware T
Software T
Systems E i
Integration d T t
Configuration M t
Quality
Team Team Team Engineers and Test Management
Lead TM
TM TM
Lead TM
TM TM
Lead TM
TM TM
Lead TM
TM TM
Lead TM
TM TM
Lead TM
TM TM
Isolated progress with too many hand-offs and barriers
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Isolated progress with too many hand offs and barriers
Project Team Structure
Chief EngineerChief ArchitectQuality
Progress against d t d
PM and Technical Lead
end-to-end capabilitiesCapabilities or
Threads
Cross Functional Team 1
Cross Functional Team 2
Cross Functional Team 3
Cross Functional Team n
Services
Network/ Systems Administration
Supports Cross Functional Teams
• Push accountability and ownership to the team
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Configuration Mgt.An Example
plevel
• Everyone trained
Project Team Structure
Chief EngineerChief ArchitectQuality
Progress against d t d
PM and Technical Lead
end-to-end capabilitiesCapabilities or
Threads
Cross Functional Team 1
ProductOwner
Scrum Master Developer
Cross Functional Team 2
Cross Functional
Developer Integrator Configuration Management
Team 3
Cross Functional Team n
Tester Systems Engineer
Developer
Services
Network/ Systems Administration
Supports Cross Functional Teams
• Push accountability and ownership to the team
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Configuration Mgt.An Example
plevel
• Everyone trained
Today’s Scenario: RestEZ
Online hotel reservation system for RestEZBased on customer needs your team has defined a logicalBased on customer needs, your team has defined a logical architecture for the online hotel reservation system. The system is a traditional 3 tier architecture:
a database layer (to persist reservations),
a business logic layer (to manage reservations),a business logic layer (to manage reservations),
and a browser-based user interface (to receive customer
input)input).
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TekTalk: Roles and Responsibilities
• Reflecting on the section Creating the Team and the given scenario address the following:– With your team, identify the team members and roles. You will need a y , y
product owner, scrum master, and team members. Keep in mind the need for cross-functional teams
– Identify your responsibilities
• Team discussion: Whose responsibility?– The Product Owner is micromanaging the team making self-managing
impossible.The team is struggling to understand the priorities of the work– The team is struggling to understand the priorities of the work.
– A team member is constantly late for the daily standup.– The team is not able to deliver on their commitments.
• Create a team name
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Time: 15 minutes
CheckPointCheckPoint• What we’ve covered so far
• Questions
H d i ?• How are we doing?
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Time: 5 minutes
Agenda
• Defining an Agile Environment• Creating the Teamg• High-Level Agile Steps
– Capabilities Description and Release Planning– Iteration Planning– Iteration Execution– Iteration Demonstration and Retrospective– Iteration Demonstration and Retrospective– Delivery
• Some Final Notes• The Great Challenges• Agile Reading List
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g g
Levels of Planning
Vision, Product Roadmap, Release, Iteration, DailyVision, Product Roadmap, Release, Iteration, Daily
Iteration 1
Product Backlog(prioritized
requirements by
~2 - 6 months
~2 – 4 weeks fixed
Product
requirements by business value) Release 1 Story
Story
Task
Story
TaskTaskTaskGoals &User Stories
Daily Stand
Up
Vision
Roadmap
Iteration n
Iteration 3
Iteration 2
Customer NeedsIteration n…
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High Level Agile Stages
Product Roadmap
Iteration Planning
Iteration Execution
VisionCustomer
Needs
Release Planning
Iteration Demo and
RetrospectiveDelivery
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Product Roadmap
Release 1Room reservations
and paymentUser profiles for
future visitsRelease 2Conference
offeringsOnline chat
supportRelease 3Release 3
Special discountsLocal information
Release 4Google maps
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38
High Level Agile Stages
Product Roadmap
Iteration Planning
Iteration Execution
VisionCustomer
Needs
Release Planning
Iteration Demo and
RetrospectiveDelivery
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Agile Keywords & Phrases
- An Agile Program can consist of multiple, semi-independent Projects- Each Project consists of one or more Releases- Each Delivery (Release) consists of one or more Iterations
Each Iteration consists of one or more Stories
Iteration 11 … n
- Each Iteration consists of one or more Stories- Each Story consists of Tasks
Project
Release 1
Release 2
Iteration 2Iteration n
1 … nStory 1Story 2Story n
1 … n
Task 1
Task 2T k 3
1 … n
Release n-2-9 months-Cost AccountingHere
-2 or 4weeks- Fixed time-Could be
e.g., a Web service-Customer Capability-Measures work size
Task 3
-Technical reviews, implement-
-2 weeks for projects in O&M
delivered-Checkpoint with Customer
work size (points), risk-Progress = points / day = velocity
implementation, verification, document-ation, etc.
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Deliver working functionality every iterationOriginal creator: David Mooney, NGIS
Define the Release and Iteration CycleProduct
RoadmapIteration Planning
Iteration Demo and
Retrospective
Iteration Execution
Delivery
VisionCustomer
Needs
Release Planning
3 Month Release Cycle3 Month Release Cycle
1/04/10 3/31/10Planning started in Dec.
Iteration Iteration Iteration Iteration Iteration Iteration
in Dec.
1 2 3 4 5 6Formal
release/Delivery
Day 1Day 1A.M. = Release Planning MtgP.M. = Iteration1 Planning Mtg
End of Each End of Each IterationIteration
RetrospectiveDemonstration and
ReviewPotentially releasable
Day 1 of Each Day 1 of Each IterationIteration
Iteration Planning Meeting
2-4 hours
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Potentially releasable
Create the Product Backlog
• A list of all desired work on the project
• Ideally expressed such that each item has value to the users or customers of
Product Roadmap
Iteration Planning
Iteration Demo and
Retrospective
Iteration Execution
Delivery
VisionCustomer
Needs
Release Planning
has value to the users or customers of the product
• Prioritized by the product owner
80 A ti I t t h
Business value
Product VisionProduct VisionCustomer Customer NeedsNeeds 80 As a vacationer, I want to search room
availability…
70 As a vacationer, I want to change my reservation
NeedsNeeds
reservation…
60 As a vacationer, I want to cancel my reservation…
50 A i I i h di
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50 As a vacationer, I want to pay with a credit card…
Release Planning
Planning for the ReleaseRelease Planning
High-Level Requirements
High Level Design, Use CasesD fi d d bili
Begin prior to the start of the release
Systems architecture
VisionProduct Roadmap
Mission Needs(Government)
Identify Capabilities from the Product Backlog
GovernmentGovernment Systems EngineersSystems Engineers
Define end-to-end capability tests Systems engineering
High level requirements mapped to end-to-end
capabilities and stories.
(Government)
User StoriesWritten at a level that the team can
complete in one iterationOwned by the Product OwnerProduct Owner
Release Planning Meeting
Six two-week iterations
Owned by the Product OwnerProduct OwnerUser Story updatesAcceptance Criteria
EstimatesCommit
The Release PlanWhole TeamWhole Team
Select stories for the iteration
The Team defines the tasks for each story and the estimated hours for completion based upon a
definition of done
Supported by the Scrum Master
Six two-week iterations
Formal System of Systems definition of done
Design – Code/Build – Unit Verification –Integration and Component Verification
yIntegration
and Verification at
the end of each iteration
SE tasks are included as a task in a given story Not a
handoff
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Iteration Demonstration and Retrospective (e.g., DT&E)
handoff
Planning the Release
Product: Hotel Website for RestEZ
Use Case Flow: Make Room Reservations
Product Roadmap
Iteration Planning
Iteration Demo and
Retrospective
Iteration Execution
Delivery
VisionCustomer
Needs
Release Planning
Story Points
Business Value
User Stories
80 As a vacationer, I want to search room availability…
Test
Objective
12
70 As a vacationer, I Test 8The Release PlanWh t i l it ?want to save my
request… Objective
60 As a vacationer, I want to pay with a credit card…
• Test with Visa
• Test with AmEx
16
What is our velocity?How many story points can we commit to?
credit card…
• Test 3…..
Owned by the Project Manager with the
i
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opportunity to reprioritize each
iteration
Velocity (Based on history)
• Velocity is the amount of work a development team completes in an iteration (story points completed)
Product Roadmap
Iteration Planning
Iteration Demo and
Retrospective
Iteration Execution
Delivery
VisionCustomer
Needs
Release Planning
completed)
• Velocity is a range; Look for the high, the low, and the mean.
Velocity for Team A Project Velocity
25
30
35
40
45
Velocity for Team A
80
100
120
140
160
S P i
Project Velocity
0
5
10
15
20
1 2 3 4 5 6 7
Iteration
0
20
40
60
80Story Points
1 2 3 4 5 6 7
Project Velocity per Iteration
Team A Velocity
High: 45 story points
Low: 30 story points
Project Velocity per Iteration
High: 155 story points
Low: 120 story points
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Mean: 37 story points Mean: 137 story points
Release Planning Meeting
• Meeting is time-boxed
• Usually 1 day depending on length of the release
Product Roadmap
Iteration Planning
Iteration Demo and
Retrospective
Iteration Execution
Delivery
VisionCustomer
Needs
Release Planning
of the release
• Occurs with the entire project team
INPUTStories with
OUTPUT
Release
Planning
Product Backlog
Business Value
Technology
Stories with Relative Effort
Stories with Acceptance g
MeetingCurrent Product
Velocity
Criteria
Stories Accepted for the Release
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Commit to the Release Plan
• Capabilities/Goals identified
• High level requirements and initial user stories d
Product Roadmap
Iteration Planning
Iteration Demo and
Retrospective
Iteration Execution
Delivery
VisionCustomer
Needs
Release Planning
mapped
• User stories (functional and non-functional requirements)
Ex : Project Teams average about 137 user 35
40
45
Velocity for Team A
– Ex.: Project Teams average about 137 user story points per iteration; for a release with 6 iterations this is about 900 story points. The scope is 720-930 user story points of work.
f0
5
10
15
20
25
30
35
– Total number of user stories planned (125)
• Dependencies identified
• Known or assumed velocity by development team
01 2 3 4 5 6 7
Iteration
Project Velocity y y pand project team
• Total number of user stories planned
• Planned hours (WBS element)60
80
100
120
140
160
Story Points
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• Planned hours (WBS element)0
20
40
1 2 3 4 5 6 7
Project Velocity per Iteration
User Stories
What is a User Story?
• Functional stories
Product Roadmap
Iteration Planning
Iteration Demo and
Retrospective
Iteration Execution
Delivery
VisionCustomer
Needs
Release Planning
u c o a s o es– often based off a scenario of a
use case– On large projects a user can be
another system
Estimation (2 options)
• Story Pointsanother system
• Non-functional stories
• Definition of Done
– Bigness of the task– Considers: complexity, uncertainty,
effortDefinition of Done– Design, Write tests, code, unit
tests, documentation, etc.
• No credit for partial work –
– Estimated by the team– Relative values
No credit for partial work either done or not done
As vacationer, I want to search for available
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rooms.
User Stories to Convey Meaning
• Requirements might sayThe product shall have a gas engine
Product Roadmap
Iteration Planning
Iteration Demo and
Retrospective
Iteration Execution
Delivery
VisionCustomer
Needs
Release Planning
– The product shall have a gas engine– The product shall have four wheels
• The product shall have a rubber tire mounted toThe product shall have a rubber tire mounted to each wheel
– The product shall have a steering wheel– The product shall have a steel body
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Source Mike Cohn:
www.mountaingoatsoftware.com
User Stories to Convey MeaningProduct
RoadmapIteration Planning
Iteration Demo and
Retrospective
Iteration Execution
Delivery
VisionCustomer
Needs
Release Planning
As a <lawn service provider> I want to mow lawns quickly and easily.
As a <lawn service provider> I want to sit p
comfortably while mowing lawns.
Copyright 2009 Northrop Grumman CorporationCopyright 2010 Northrop Grumman Corporation50 Reference: Mike Cohn, mountaingoatsoftware.com
Requirements to User Stories
The system shall provide the capability for ki h t l ti
Product Roadmap
Iteration Planning
Iteration Demo and
Retrospective
Iteration Execution
Delivery
VisionCustomer
Needs
Release Planning
making hotel reservations.
As a premiere member, I want to search for available discounted rooms
As vacationer, I want to search for available
discounted rooms. rooms.
As vacationer, I want to save my selections.
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a y o
Non-Functional Requirements?Product
RoadmapIteration Planning
Iteration Demo and
Retrospective
Iteration Execution
Delivery
VisionCustomer
Needs
Release Planning
As a vacationer and user of the hotel website, I want the system to be available
As vacationer, I want web pages to download the system to be available
99.99% of the time… in <4 seconds…
As the hotel website owner, I want 10,000 concurrent users to be Stories forStories for DescribesDescribesable to access the site at the same time with no impact to performance…
Stories for Stories for nonnon--functional functional requirementsrequirements
Describes Describes system system
behavior or behavior or h t i tih t i ti
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characteristicscharacteristics
Reference: Mike Cohn, mountaingoatsoftware.com
A User Story is Comprised of…Product
RoadmapIteration Planning
Iteration Demo and
Retrospective
Iteration Execution
Delivery
VisionCustomer
Needs
Release Planning
• A written description of the story, used for planning and as a reminder
• Conversations about the story that serve to flesh out the details of the story
• Tests that convey and document details that can be used to determine when a story is complete
h // f / l /– http://www.mountaingoatsoftware.com/article_view/27
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Writing User Stories
• Often written by the Product Owner or as a team
B i t t t id
Product Roadmap
Iteration Planning
Iteration Demo and
Retrospective
Iteration Execution
Delivery
VisionCustomer
Needs
Release Planning
• Brainstorm to generate ideas
• Some stories start out as epic stories; break them downdo
• Stories should be drafted and estimated prior to the release planning meeting
IndependentIndependent
Negotiable
Valuable
Estimatable
Sized
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Testable
Estimating Technique: Planning Poker
• Estimating the user stories for a release. A release is one or more iterations.
• Going into the estimation phase, stories for the release
Product Roadmap
Iteration Planning
Iteration Demo and
Retrospective
Iteration Execution
Delivery
VisionCustomer
Needs
Release Planning
Going into the estimation phase, stories for the release have been identified and each has verification objectives; Stories have been discussed with the team.
• StepsE h ti t i i d k f d h d h lid b h (1– Each estimator is given a deck of cards, each card has a valid number such as (1, 2, 3, 5, 8, 13, 21, ?)
– The teams read the stories– An “average” story is selectedg y– The story is read to the team and discussed briefly– Each estimator selects a card to reveal his estimate – Cards are turned over so everyone can see them
1 2 3 5 8 13 21 ?
– Differences in estimates are discussed; especially outliers– Re-estimate until estimates converge
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1 2 3 5 8 13 21 ?Reference: www.mountaingoatsoftware.com
TekTalk: Estimate This!
Backlog Item RelativeEstimate
Create a 50 slide presentation on agile practicesCreate a 50 slide presentation on agile practices
Read a James Patterson novel (500 pages)
Read a bedtime story to a child
l l fWrite a 6-8 page article on your latest software project and lessons learned
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Time: 10 minutes
High Level Agile Stages
Product Roadmap
Iteration Planning
Iteration Execution
VisionCustomer
Needs
Release Planning
Iteration Demo and
RetrospectiveDelivery
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Release Planning
Iteration Detailed PlanningProduct
RoadmapIteration Planning
Iteration Execution
VisionCustomer
Needs
Release Planning
Identify capabilities and high-level requirements(Capabilities Description Document)
Hi h L l d i U C d U St i
Begin prior to the start of the release
Initiate ProjectProduct Roadmap
Iteration Demo and
RetrospectiveDelivery
High Level design, Use Cases, and User StoriesDefine end-to-end capability tests
Create the Product Backlog
Systems architecture
Systems engineering
High level requirements mapped to end-to-end
Six two-week iterations
ppcapabilities and stories.
Release Planning Meeting Detailed Planning
Select User Stories for the Iteration
The Team defines the tasks for each story and the estimated hours based upon a definition of doneSupported by the
Scrum Master
Six two-week iterations
Formal System of Systems
Design –Build – Unit Verification – Integration and Component Verification
Scrum Master yIntegration
and Verification at
the end of each iteration
SE tasks are included as a task in a given story Not a
handoff
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Iteration Demonstration and Retrospective
Example of “Done”
• Designed
• Design Review
Product Roadmap
Iteration Planning
Iteration Demo and
Retrospective
Iteration Execution
Delivery
VisionCustomer
Needs
Release Planning
Design Review
• Refactored
• Coded
• Code Review
• Unit Tested
• Functional Tested
• Integration Tested
• Regression Tested
• Security Tested
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• User/Stakeholder Tested
• Documented
Release Plan to Iteration PlanE ample Hotel WebsiteExample: Hotel Website
Product Roadmap
Iteration Planning
Iteration Demo and
Retrospective
Iteration Execution
Delivery
VisionCustomer
Needs
Release Planning
Release Plan Iteration Plan (Stories with Tasks)
Story Points Hours
Business Value
80 As a vacationer, I want to search room availability…
21
70 As a vacationer I want to 8
Design Review 4
Write Tests 8
Code 2470 As a vacationer, I want to change my reservation…
8
60 As a vacationer, I want to cancel my reservation
8
Code 24
Automate Test 8
cancel my reservation…
50 As a vacationer, I want to pay with a credit card…
3
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Iteration Planning Meeting
Meeting is time-boxed
Usually ½ day depending on length of
Product Roadmap
Iteration Planning
Iteration Demo and
Retrospective
Iteration Execution
Delivery
VisionCustomer
Needs
Release Planning
the iteration
U t i ith
INPUT OUTPUT
Iteration
Planning
User stories with business value
User stories with estimates
Iteration Goals
Stories for the iterationg
Meeting
estimates
Team capacity
Team velocity
Tasks with hours for each user
story
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Team Capacity
• Capacity is the team members’ available hours to work in an iteration
Product Roadmap
Iteration Planning
Iteration Demo and
Retrospective
Iteration Execution
Delivery
VisionCustomer
Needs
Release Planning
iteration
• Revisited each iteration
• Compare planned task hours to Example for a two-week iterationCompare planned task hours to capacity hours
Example for a two week iteration
Team Member
Hours per day
Total hours in the iteration
Bill 5 50Bill 5 50
Scott 5 50
Chris 8 80
Andy 7 70
Cindy 7 70
Mike 8 80
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8 80
TEAM TOTAL 40 400
TekTalk: Planning and Estimation
• Scenario: Based on customer needs, your team has defined a logical architecture for an online hotel reservation system. The system is a traditional 3 tier architecture:The system is a traditional 3 tier architecture:
a database layer (to persist reservations), a business logic layer (to manage reservations), and a browser-based user interface (to receive customer input). ( p )
Your product owner started to create the product backlog and has provided 2 Epic stories for the first release.
• With your team complete the following:• With your team complete the following:Read through the stories. Write 2-3 additional stories for each epic story.Include acceptance (testing) criteriaInclude acceptance (testing) criteria.Using Planning Poker identify story points for each story (not epics).Question: How will the team decide how many stories it should assign to an iteration? How do you know which stories to select?
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yTime: 30 minutes
CheckPointCheckPoint• What we’ve covered so far
• Questions
H d i ?• How are we doing?
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Time: 5 minutes
High Level Agile Stages
Product Roadmap
Iteration Planning
Iteration Execution
VisionCustomer
Needs
Release Planning
Iteration Demo and
RetrospectiveDelivery
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Iteration Execution: Design, Build, TestProduct
RoadmapIteration Planning
Iteration Demo and
Retrospective
Iteration Execution
Delivery
VisionCustomer
Needs
Release Planning
Release Plan
St A
Itera
Iterat
Story A
Design
Build
Test
Story D
Design
Build
Test
ItD
emand Re
Story AStory BStory CStory n
ation Plan
tion Design
Story C
Design
Build
Test
eration onstrationetrospectiv
Fixed time frame
•• Unit Testing/Component TestingUnit Testing/Component Testing
n n ve
Unit Testing/Component Testing Unit Testing/Component Testing •• Continuous IntegrationContinuous Integration•• Test AutomationTest Automation•• Peer/Code ReviewsPeer/Code Reviews
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Reference: Hallett, D. (2006). An introduction to agile and iterative project management.
Managing the Iteration Backlog
• Any team member can add, delete or change the iteration backlog
Product Roadmap
Iteration Planning
Iteration Demo and
Retrospective
Iteration Execution
Delivery
VisionCustomer
Needs
Release Planning
• Individuals sign up for work of their own choosing− Work is never assigned
• Estimated work remaining is updated dailyEstimated work remaining is updated daily
• Work for the iteration emerges
• If work is unclear, define a iteration backlog item , gwith a larger amount of time and break it down later
• Update work remaining as more becomes known
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A Team’s Iteration Burndown
Week1Iteration 0 Tasks Owner Status Mon Tues Wed Thur Fri Mon Tues Wed Thur
User Story: As a vacationer, I want to search room availability…Product
RoadmapIteration Planning
Iteration Demo and
Retrospective
Iteration Execution
Delivery
VisionCustomer
Needs
Release Planning
Design Review Scott Completed 4 4 4 3 2 0 0 0 0Install baseline Bill Completed 4 4 4 0 0 0 0 0 0ICD updates Scott Completed 8 8 6 3 3 2 0 0 0Acquire test data Bill Completed 8 5 0 0 0 0 0 0 0Code Scott Completed 24 20 16 14 10 10 3 0 0Develop tests Scott Completed 8 8 8 6 4 4 4 3 0Run Tests Scott Completed 8 8 8 8 5 3 4 2 0
1H
ours
The TeamThe Team
Manages its work and Manages its work and progressprogressprogressprogress
Meets daily to discuss Meets daily to discuss progress and commit to progress and commit to
planplan
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Managed by the Teamplanplan
The Daily Standup
SCRUM Daily Standup
1 What did you do since the last stand up?
Product Roadmap
Iteration Planning
Iteration Demo and
Retrospective
Iteration Execution
Delivery
VisionCustomer
Needs
Release Planning
1. What did you do since the last stand up?
2. What will you do today? (Commitment)
3. Is anything in your way? Parameters
SCRUM of SCRUMS – Standup (usually two or three times per week)
– Daily– Attendance required and
critical– 15-minutes( y p )
1. What has your team done since we last met?
2. What will your team do before we meet
– Stand-up– Not for problem solving
ynext?
3. What’s in your team’s way?
4. What are you about to put in another
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y pteam’s way?
Scaling Scrum Recommendations
Product Roadmap
Iteration Planning
Iteration Demo and
Retrospective
Iteration Execution
Delivery
VisionCustomer
Needs
Release Planning
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Iteration Execution: Design, Build, TestProduct
RoadmapIteration Planning
Iteration Demo and
Retrospective
Iteration Execution
Delivery
VisionCustomer
Needs
Release Planning
Developer’s Environment Test and Release SoS EnvironmentQA
Field System
Code
Unit/Component Testing
Data Feed Testing
Integration Testing
End-to-End Product Testing
QIntegration Tests
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Agile TestingProduct
RoadmapIteration Planning
Iteration Demo and
Retrospective
Iteration Execution
Delivery
VisionCustomer
Needs
Release Planning
Test Early Test Often AutomateTest Early Test Often Automate
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Theory and Practice
• Agile testing is about people and communication
Product Roadmap
Iteration Planning
Iteration Demo and
Retrospective
Iteration Execution
Delivery
VisionCustomer
Needs
Release Planning
– Test documents are often incomplete, out-of-date, ambiguous
– Test results should be big, public, easy-to-read chartscharts
• Testers are embedded with coders– The reasons? Speed, accountability,
t t f f k l dtransparency, transfer of knowledge
• Automated testing is a must
E l Oft A t tE l Oft A t t
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Early, Often, AutomateEarly, Often, Automate
Agile Story/Test High-Level FlowRequirementsRequirements
Provided
Develop Use Cases
Product Roadmap
Iteration Planning
Iteration Demo and
Retrospective
Iteration Execution
Delivery
VisionCustomer
Needs
Release Planning
Write user stories
Write test
Typically during release planning
te testobjectives/cases
Team develops
Individual user story tests verified
Integration
Demonstration
Test Case Testing Regression Testing Performance Testing
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Test Pass?Enter defect report N Verified and ValidatedY
Check It Out!
• Agile Testing: Unit, Acceptance, and Regression Testing
Product Roadmap
Iteration Planning
Iteration Demo and
Retrospective
Iteration Execution
Delivery
VisionCustomer
Needs
Release Planning
g g , p , g g(#3)– 8 minutes
• http://www agilejournal com/media-center/educational-videos/1188-• http://www.agilejournal.com/media center/educational videos/1188borland-part1
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Time: 10 minutes
High Level Agile Stages
Product Roadmap
Iteration Planning
Iteration Execution
VisionCustomer
Needs
Release Planning
Iteration Demo and
RetrospectiveDelivery
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The Iteration Review
• Demonstrates new functionality• Transparency and information sharing• Informal
Product Roadmap
Iteration Planning
Iteration Demo and
Retrospective
Iteration Execution
Delivery
VisionCustomer
Needs
Release Planning
• Informal• Time-boxed• Everyone invited• What has been tested and what stories are accepted• What has been tested and what stories are accepted• Revisit the backlog
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Iteration Retrospective
• Take a look at what is and is not working well
• Time-boxed
Product Roadmap
Iteration Planning
Iteration Demo and
Retrospective
Iteration Execution
Delivery
VisionCustomer
Needs
Release Planning
Time boxed
• Done after every iteration
• Facilitated by the Scrum Master
Worked well
Could be improved
Actions and Priorities
1.
• Focus is on process improvement
• Whole team participates• ScrumMaster
2.
3.
• Product owner
• Team
• Consider customers and others
Ways to focus the discussion
G l t t Consider customers and others Goal we want to accomplish
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Monitoring Progress Focuses on the Points (Work)
Product Burndown for the Release
900
1000
Points (Work) Remaining
Product Roadmap
Iteration Planning
Iteration Execution
VisionCustomer
Needs
Release Planning
500
600
700
800
ry P
oint
s
PlannedCompleted
Iteration Demo and
RetrospectiveDelivery
100
200
300
400Stor
Product Burndown
14035
Product Burndown
140350
Iteration1 Iteration2 Iteration 3 Iteration 4 Iteration 5 Iteration 6 Iteration 7
20406080
100120140
Sto
ry P
oint
sStory points baseline
Burndown (PtsRemain)10
152025
3530
20406080
100120140
Sto
ry P
oint
sStory points baseline
Burndown (PtsRemain)10
152025
3530
A project team’s burndown
• Based on story points planned
• Updated and reviewed each iteration
• As stories are accepted and tests passed,
-200
20
iterat
ion 0
iterat
ion 1
iterat
ion 2
iterat
ion 3
iterat
ion 4
iterat
ion 5
S )5
-200
20
iterat
ion 0
iterat
ion 1
iterat
ion 2
iterat
ion 3
iterat
ion 4
iterat
ion 5
S )5(team of teams)
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requirement progress is updatedA team’s product burndown
End of the Release
• Similar to end of iteration – every iteration is potentially releasable
Product Roadmap
Iteration Planning
Iteration Demo and
Retrospective
Iteration Execution
Delivery
VisionCustomer
Needs
Release Planning
• Hardening iteration
• Stories demonstrated and accepted
• Version description document updated
• Many disciplined agile teams have a parallel ff dtesting effort during construction iterations
where defects are found and feed back into the process. In addition, the working software becomes a working “system”becomes a working “system”
• QA testing or DT&E II
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Agenda
• Defining an Agile Environment• Creating the Teamg• High-Level Agile Steps
– Capabilities Description and Release Planning– Iteration Planning– Iteration Execution– Iteration Demonstration and Retrospective– Iteration Demonstration and Retrospective– Delivery
• Some Final Notes• The Great Challenges• Agile Reading List
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g g
Starting the Transition
• Communicate the need
• Communicate how agile practices will affect the enterprise and the people
• Create an agile leadership team with a transition backlog
• Provide training
• Provide a way for people to ask questions and resolve issues
• Get input
• Identify the Product Owner, ScrumMaster, and team members
• Define agile related metrics and mechanisms for gathering and managing with themg g g g g
• Begin creating the Product Backlog
• Assess compensation policies to encourage teamwork
• Start working through Transition Product Backlog• Start working through Transition Product Backlog
• Set up brown bag sessions
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Reference: Ken Schwaber, www.controlchaos.comCheck out: Fearless Change by Manns and Rising
Thoughts about tools
• Agile PM/Story Management– Excel spreadsheets– Wiki
• Continuous Integration Tools– Hudson– CruiseControlWiki
– Jira/Greenhopper plug-in– Rally or VersionOne– Mingle
CruiseControl
• Testing– JUnit for Javag
– Others….
• Configuration Management and Build
– NUnit for C#• Both are very popular
and widely used frameworks for writingBuild
– Subversion, IBM ClearCase
• Design and Modeling
frameworks for writing and running tests (both unit and integration)
– Cobertura provides JUnit test t i
g g– Rhaposdy– Rational Systems Modeler
• Systems Engineering
coverage metrics– HP Quality Center– Rational Quality Center
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• Systems Engineering– Requirements Database: ReqPro
Your Greatest Challenges
• Transitioning leadership and management roles (the paradigm shift from command and control to empowered teams)
• Culture change
• Distributed teams
• Scaling• Scaling
• Systems-of-systems level
• Earned value• Earned value
• Estimation
• Contracts
• Customer learning and frequent customer engagement
• CMMI/ISO 9000
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• Buy-in from stakeholders
TekTalk: Retrospective
• Reflect on today’s session.– What worked well– Suggestions for improvement
• What do you think are the greatest challenges when transitioning to Agile practices?g g p
• What are three important take-aways from today?
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Time: 15 minutes
Kaizen
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Outcome Reflection
• Develop an understanding of the major agile engineering practices
Pa ticipate in a planning and estimating scena io• Participate in a planning and estimating scenario
• Gain insight into agile testing practices from a couple practitioners
P ti i t i t t ti• Participate in a team retrospective
• Have fun working together!
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Final CheckPoint
• Agile is about creating an adaptive organization that is able to respond to the changing needs of customers and industries
• Agile is not just about software development
• Agile practices affect the entire organization
• There are several Agile methods under the umbrella of “Agile Practices”
• Agile development emphasizes the need for ongoing iterative development with completed, demonstrable functionality at the end of every iteration
• Agile methods emphasize the need for team and customer collaboration
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Special Acknowledgments
• Many of the ideas in this presentation originated from:– My initial training by Ken Schwaber and Mike Cohn– The Agile Journal– Other contributions/research are noted throughout the presentation– My experiences with nearly 10 programs and projects across Northrop
GrummanGrumman
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An Agile Reading List
• Adaptive Enterprise – by Steven Haeckel
• Agile and Iterative Development: A Manager’s Guide by Craig Larman
• Agile Estimating and Planning by Mike Cohn
• Succeeding with Agile by Mike Cohn• Succeeding with Agile by Mike Cohn
• Agile Project Management with Scrum by Ken Schwaber
• Agile Testing by Lisa Crispin and Janet Gregoryg g y p g y
• Scrum and The Enterprise by Ken Schwaber
• Weekly articles at www.scrumalliance.org
• www.mountaingoatsoftware.com by Mike Cohn
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