Download - Agile series - About Agile

Copyright © Flow Cracker 2014. All other trademarks held by their respective owners.Copyright © Flow Cracker 2014. All other trademarks held by their respective owners.

About Agile

Speed, Scale, Skills, Simplicity

http://www.flowcracker.com

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Copyright © Flow Cracker 2014. All other trademarks held by their respective owners.

Principle Consultant – Durgaprasad B. R

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Durgaprasad B. R 20+ Years of IT experience B. E (E & C), Alumni of

IIM,Bangalore Certifications

PMI-PMP, PMI-ACP SCP from Scaled

Agile Academy

Durgaprasad B. R 20+ Years of IT experience B. E (E & C), Alumni of

IIM,Bangalore Certifications

PMI-PMP, PMI-ACP SCP from Scaled

Agile Academy

Developer, Project/ProgramManager, Location DeliveryHead, Agile Coach

Industries: Telecom,Healthcare, ConsumerElectronics, Automotive

Past few Clients: Avaya,Nortel, ALU, Microsoft,Qualcomm, Intel, Toshiba,Continental

Technologies: WebTechnologies, Embedded,Legacy large systems

Developer, Project/ProgramManager, Location DeliveryHead, Agile Coach

Industries: Telecom,Healthcare, ConsumerElectronics, Automotive

Past few Clients: Avaya,Nortel, ALU, Microsoft,Qualcomm, Intel, Toshiba,Continental

Technologies: WebTechnologies, Embedded,Legacy large systems

Led large Telecomprograms, IP Switches,Voice Messaging System,Contact Center, ConsumerElectronics products,Automotive productdevelopment

Well versed in new agetechnologies as well as sun-set technologies

Trained and coachedindividuals and teams onAgile, Kanban, Scrum andSAFe methodologies

Regular public workshopson PMP, ACP and SAFeCertifications

Led large Telecomprograms, IP Switches,Voice Messaging System,Contact Center, ConsumerElectronics products,Automotive productdevelopment

Well versed in new agetechnologies as well as sun-set technologies

Trained and coachedindividuals and teams onAgile, Kanban, Scrum andSAFe methodologies

Regular public workshopson PMP, ACP and SAFeCertifications

http://www.flowcracker.in/about-durgaprasad-b-r/Contact: [email protected]. Cell: 9845558474


LeanDevelopment

Toward beingSAFe™

Agile Scrum

KanbanXP – ExtremeProgramming


THE OATH OF NON-ALLEGIANCE

I promise not to exclude from consideration any idea based on its source, but toconsider ideas across schools and heritages in order to find the ones that best suit thecurrent situation.

- DURGAPRASADhttp://oathofnonallegiance.com/


LeanDevelopment

Toward beingSAFe™

Agile Scrum

KanbanXP – ExtremeProgramming

`


Agile

Being Agile Agile MethodsAgile Manifesto&

Principles


Agile Timelines19

70 Waterfall byWinstonRoyce

1984 Borland’s

softwareCraftsmanapproach

1986 Iterative

developmentHBR paper byTakeuchi andNonaka

1994 Dynamic

SoftwareDevelopmentMethodology(DSDM)

1995 Scrum

By KenSchwaber &JeffSutherland

1997 Crystal

MethdologiesCockburn

1997 Rational

UnifiedProcessGrady Booch,Ivar Jacobsonand JamesRambaugh

1998 Feature

DrivenDevelopmentBy Jeff Deluca

1999 Extreme

ProgrammingKent Beck

2000 Adaptive

SoftwareDevelopmentHighsmith

2001 Agile

Manifesto 2003 Lean Software

Development:An AgileToolkitMary & TomPoppendieck

2007 Kanban

SystemDavidAnderson

2012 Scaled Agile

FrameworkDeanLeffingwell


Signatories for Agile Manifesto

Scrum:Mike BeedleKen SchwaberJeff Sutherland

XP:Kent Back (TDD, Worked with DaimlerChrysler AG)Ward CunninghamMartin Fowler (Continuous Integration)Ron Jeffries

DSDM (Europe)Arie Van Bennekum

Crystal Clear:Alistair Cockburn

Adaptive Software DevelopmentJim Highsmith

Author/Consultants:James Grenning (Planning Poker)Andrew HuntJohn KornBrian MurickRobert C Martin (Agile Alliance, Clean Code)Steve Mellor (UML, Model DrivenArchitecture)Dave Thomas


Agile Manifesto

We are uncovering better ways of developing software by doingit and helping others do it. Through this work we have come tovalue:

Individuals and interactions over processes and toolsWorking software over comprehensive documentation

Customer collaboration over contract negotiationResponding to change over following a plan

That is, while there is value in the items on the right, we valuethe items on the left more.


How much Agile?

Chaos

Individuals andinteractions Processes and Tools

Working Software

over

Customer Collaboration

Responding to Change

Comprehensive Documentation

Contract Negotiation

Following a Plan

over

over

over

BureaucraticSweat Spot?

Chaos Bureaucratic

sweatspot?

?


Agile Manifesto

• As per COCOMO estimation model, difference between thebest people making software compared to software andtools is a factor of 10:1

• Most of the activities are done by people and not tools• Motivated team outperforms unmotivated super star team• Free the team from interruptions and improve

collaboration• Good work life balance. Happy teams outperform

overworked team• Allow teams to generate ideas. Ideas generated by the

team does not need to be sold back to the team

1. Individuals and Interactions over processes and tools


Agile Manifesto

• Avoid upfront detailed requirements, design, test plan, testcases when things are hazy and may change

• Don’t document things till things are clear and required• Documents don’t need to be verbose. Keep it short.• Documents may be in any form :

• mind map, flowchart, commented code

• Avoid going wrong. Get early feedback through workingprototype

2. Working software over comprehensive documentation


Agile Manifesto

• Need to be flexible and focus on getting things done than bepunitive about things not done

• Build working relationship that helps all to addresses thechanging needs as the context and time changes

• Don’t take rigid stand on commitments done when thingswere unknown

3. Customer collaboration over contract negotiation


Agile Manifesto

• Focus on continuous planning than a fixed plan• Responding to change includes continuous planning to

accommodate change and prioritizing work items• Agile keeps cost and schedule fixed and scope flexible• Trade changes with lower priority work items in the backlog

4. Responding to change over following a plan


Agile Principles1. Our highest priority is to satisfy the customers through early and

continuous delivery of valuable software2. Welcome changing requirements, even late in development. Agile

process harness change for the customers competitive advantage3. Deliver working software frequently, from a couple of weeks to a

couple of months, with a preference to the shorter timescale4. Business people and developers must work together daily throughout

the project5. Build projects around motivated individuals. Give them the

environment and support they need, and trust them to get the jobdone

6. The most efficient and effective method of conveying information toand within a development team is face-to-face conversation


Agile Principles7. Working software is the primary measure of progress8. Agile processes promote sustainable development. The sponsors,developers, and users should be able to maintain a constant paceindefinitely9. Continuous attention to technical excellence and good design enhancesagility10. Simplicity – the art of maximizing the amount of work not done – isessential11. The best architectures, requirements, and designs emerge from self-organizing teams12. At regular intervals, the team reflects on how to become moreeffective, then tunes and adjusts its behavior accordingly


Agile Manifesto & Quality

• Agile manifesto does notmention about quality.

• Implied understandingthat without quality Agilewill not succeed.

• Excessive bugs /poorquality is a hurdle for anysoftware methodology.


Triple Constraints in Agile

The Iron triangle: Assuming Quality is not negotiable in any methodology.

Traditional Approach- Fixed Scope- Estimated Cost- Estimated Time

Agile Approach- Estimated Scope- Fixed Cost- Fixed Time

This is to certify thatMr/Mrs. Joy has run

annual 10K marathon in1 hour 6 minutes.

This is to certify thatMr/Mrs. Joy has run

annual 1 hourmarathon covering a

distance of 9.253kilometers.

Analogy:Traditional: 10 Km Marathon

(variable time, fixed distance)Agile way: 1 hour Marathon

(variable distance, fixed time)


Agile


Principles


Being Agile

For sustainable success, Agile needs a combination of top leadershipcommitment and a culture of continuous improvement

XPScrumKanbanDFDMLeanCrystal ClearRUP

User Stories,Product BacklogPair ProgrammingFlow, Display BoardsMetaphorsCoding StandardsTest AutomationContinuous IntegrationContinuous Deployment…….

Empowered TeamSelf Organizing TeamCollaborationTransparencyServant LeadershipCommitmentTechnical ExcellenceContinuous Improvement……


Being AgileThe World has been trying to copy the wrong things

- Mike Rother (Toyota Kata)

• Methods• Tools• Best / Common Practices

Agile Mindset


Things to know about Agile• Agile is about culture, values than process

• Agile consists of nothing more than manifesto (intent) andprinciples

• Authors did not agree on standardizing methods. But, agreed oncommon manifesto and principles

• Agile wisely remains silent about specifics. Thus allowing innovationand improvements

• Over the years, common practices has emerged

Agile treats software development as Sprint, not marathon


Agile


Principles


Agile Methods• Scrum, XP and Kanban are

the most popular• Organizations pick and

choose good practicesfrom a buffet of practices

Some Examples:XP: User stories for Requirements, estimations, release planningScrum: Sprints, Cross functional teamsDSDM/Crystal: RetrospectivesKanban: Dashboard, Flow


Selective Attention test

https://www.youtube.com/watch?v=vJG698U2Mvo

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Beware of prescriptive methods. Choose your approach based on theneed.


About Agile Methods• Some Agile Methods (WHAT) originated even before

Agile Manifesto (WHY) was written– Scrum @ Essel Corporation in 1993

• Agile manifesto and properties emerged from existingmethods in 2001– Scrum, XP, DSDM, Crystal

• Some Agile methods emerged after Agile manifestowas written– Kanban, Scrumban

Try to understand “WHY” before the “WHAT”


Agile Methods

Agile Methods enable continuous FLOW

Flow, Value, Feedback, Collaboration


Which AgileMethod ?

• Cannot compare hammer or ascrew driver– If it is a nail, use hammer &– If it is a screw, use screwdriver

• Scrum is the most popular.

• But, there are other methods like“Kanban” which are ideal forparticular type of projects, teamand context

• Start with some framework, andinternalize it to your needs, butadhere to the Agile manifesto

• Extreme Programming• Scrum• Kanban• Behavior Driven

Development (BDD)• Feature Driven

Development (FDD)• Crystal Clear• Dynamic Systems

Development Method(DSDM)

• …. Cowboy coding ?

Rational Unified Process ?


Why Agile?

FUNDAMENTAL CHANGE

or

INCREASED ATTENTION TO FUNDAMENTALS ?

Copyright © Flow Cracker 2014. All other trademarks held by their respective owners.Copyright © Flow Cracker 2014. All other trademarks held by their respective owners.

Flow Cracker#7, 3rd Floor, Srishti Building,8th Main, Basaveshwar Nagar,Bangalore - 560079

Email :

[email protected] [email protected]

Cell: +91 984 555 8474

ThankYou

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Download - Agile series - About Agile

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