AGILE PROCESS

INTRODUCTION
Author: Nguyen Phuc Hai
Created date: 1/7/2008
Agenda

Introduction

Software Development Process

Software Development Life Cycle

Waterfall model

Iterative model
 RationalUnified Process (RUP)
 Agile Development Process (ADP)

Scrum process
Software Development Process
Software Development Life Cycle
Waterfall model
Iterative model
Rational Unified Process (RUP)
Agile Development Process (ADP)
Why we need process
Software Development Life Cycle
Software Development Process
Software Development Life Cycle

Waterfall model
Iterative model
Rational Unified Process (RUP)
Agile Development Process (ADP)
Introduction
Definitions

The waterfall model is a sequential software
development model (a process for the creation of
software) in which development is seen as flowing
steadily downwards through the phases of
requirements, analysis, design, implementation,
testing and maintenance.
Waterfall usage

Advantages

High reliable product

Reduce risk

Clear scope and contract

Disadvantages

Much over cost, resource and schedule

Lack of product can apply Waterfall (except small and
short-duration projects)

Specific skill sets are required for each phase
Software Development Process
Software Development Life Cycle
Waterfall Model

Iterative Model
Rational Unified Process (RUP)
Agile Development Process (ADP)
Introduction
Definitions

Iterative and Incremental development is a cyclical
software development process developed in
response to the weaknesses of the waterfall model.

Iterative development slices the deliverable
business value (system functionality) into
iterations. In each iteration a slice of functionality is
delivered through cross-discipline work, starting
from the model/requirements through to the
testing/deployment
Usage

Advantages:

Optimize cost, schedule and resource than waterfall
model

Incrementally delivery business value

Continuously improve product quality (requirements,

design, code, test) via regularly feedback and learning
knowledge
Software Development Process
Software Development Life Cycle
Waterfall Model

Iterative Model
Rational Unified Process (RUP)
Agile Development Process (ADP)
Iterative Model Graph
Phases and Iterations

RUP life cycle organizes the tasks via phases and
iterations.

RUP has four phases:

Inception

Elaboration

Construction

Transition
Static Structure of the Process

The process describes who is doing what, when and
how. RUP uses the 4 modeling elements:

Workers, the ‘who’

Artifacts, the ‘what’

Activities, the ‘how’

Workflows, the ‘when’

Software Development Process
Software Development Life Cycle
Waterfall Model

Iterative Model
Rational Unified Process (RUP)
Agile Development Process (ADP)
Agile Manifesto
Agile Principles
Manifesto of ADP

Individuals and interactions over processes

and tools

Working software over comprehensive
documentation

Customer collaboration over contract
negotiation

Responding to change over following a plan
Principles of Agile

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 to the shorter timescale.
Principles of Agile (continue)

Business people 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.
Principles of Agile

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.
Principles of Agile

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.
Sequence of iterations
Scrum Process
What is Scrum
Introduction
Applying Scrum
Preconditions to Scrum
Scrum roles
How to scrum
What is Scrum
Applying Scrum

Scrum is not silver bullet
Applying Scrum

Adopt all Scrum practices
Applying Scrum

Top-Bottom or Bottom-Up? Combine both
approaches properly
Scrum Process
What is Scrum

Preconditions to Scrum
Scrum roles
Scrum ceremonies
Transparency
Ethics
Team work
Freedom
Open communication
Stakeholder engagement
Maturity
Scrum Process
What is Scrum
Preconditions to Scrum

Scrum roles
Product Owner
Scrum Master
Team
Scrum ceremonies
Scrum artifacts
Product Owner

Product owner has the following responsibilities:

Define the features of the product;

Decide on release date and content;

Be responsible for the profitability of the product (ROI);

Prioritize features according to market value;

Adjust features and priority every 30 days, as needed;

Accept or reject work results.

Scrum Master

The Scrum Master is a facilitative team leader
working closing with the Product Owner. He must:

Ensure that the team is fully functional and productive;

Enable close cooperation across all roles and functions;

Remove barriers;

Shield the team from external interferences; and

Ensure that the process is followed, including issuing

invitations to Daily Scrum, Sprint Review and Sprint
Planning meetings.
Scrum Master (continue)

The Scrum Master has three primary responsibilities
in addition to leading the Daily Scrum meeting:

Needs to know what tasks have been completed, what
tasks have started, any new tasks that have been
discovered, and any estimates that may have changed.
The Scrum Master must also look carefully at the
number of open tasks in progress.

Needs to surface dependencies and blocks which are
impediments to the Scrum. They need to be prioritized
and tracked.
Scrum Master (continue)

Last but not least, the Scrum Master may notice
personal problems or conflicts within the Scrum that
need resolution. These need to be clarified by the Scrum
Master and be resolved by dialogue within the team, or
the Scrum Master may need help from management or
the Human Resources.
Team

Is cross-functional, with seven (plus/minus two)
members;

Selects the Sprint goal and specifies work results;

Has the right to do everything within the
boundaries of the project guidelines to reach the
Sprint goal; Organizes itself and its work; and

Demos work results to the Product Owner
Scrum Process
What is Scrum
Preconditions to Scrum
Scrum roles

Scrum ceremonies
Sprint Planning Meeting
Daily Scrum Meeting
Sprint Review Meeting
Scrum artifacts
Sprint Planning Meeting

Preparation for a Scrum sprint begins when the
Product Owner develops a plan for a product or a
project.

The team reviews the estimates for features on the
Product Backlog and confirms that they are as
accurate as possible

Be used to develop a detailed plan for the iteration

Be time-boxed to a maximum of four hours.
Daily Scrum Meeting

Be the fifteen-minute meeting designed to clarify the
state of the Scrum.

Each team member speaks to three questions:

What did I do yesterday

What did I do today, and

What impediments got in my way?

Only team members who have committed to deliver
work to the Scrum are allowed to speak. The goal is
to get a global snapshot of the project, discover any
new dependencies, address any personal needs of
committed individuals, and adjust the work plan in real
time to the needs of the day.
Daily Scrum Meeting

Pig and chicken issue in Scrum
Sprint Review Meeting

Be held at the end of each Sprint.

Product Owner determines which items on the
Product Backlog have been completed in the Sprint,
and discusses with the Scrum team and stakeholders
how best to reprioritize the Product Backlog for the
next sprint

Be time-boxed to a maximum of four hours.
Scrum Process
What is Scrum
Preconditions to Scrum
Scrum roles
Scrum ceremonies

Scrum artifacts
Product Backlog
Sprint Backlog
Burn-down Chart
Product Backlog

A single list of features prioritized by value
delivered to the customer.

The Product Backlog includes business and
technical requirements needed to build the
product. The highest priority items in the Product
Backlog need to be broken down into small enough
chunks to be estimable and testable. Features that
will be implemented further out in time can be less
detailed.
Product Backlog

Sprint Backlog may change for several reasons:

The development team gains a better understanding of
work to be done as time progresses and may find that
they need to add new tasks to the Sprint Backlog.

Defects may be identified and logged as additional
tasks.

The Product Owner may work with the team during the
Sprint to help refine team understanding of the Sprint
goal. The Scrum Master and Team may decide that
minor adjustments that do not lengthen the Sprint are
appropriate to optimize customer value.
Product Backlog

Example
Sprint Backlog

The list of tasks that the Scrum team is
committing that they will complete in the current
sprint. Items on the sprint backlog are drawn from
the Product Backlog, by the team based on the
priorities set by the Product Owner and the team's
perception of the time it will take to complete the
various features.
Sprint Backlog

Example
Burn-down Chart

The Burn-down Chart is used as a tool to guide the
development team to successful completion of a Sprint
on time.

Shows the cumulative work remaining in a Sprint, day-
by-day.

The total of all Sprint Backlog estimates of work
remaining to be completed is the cumulative backlog.
When tasks are completed as the Sprint proceeds, the
Scrum Master recalculates the remaining work to be
done and the Sprint Backlog decreases, or burns down
over time. It the cumulative Sprint Backlog is zero at the
end of the Sprint, the Sprint is successful.
Burn-down Chart

Example
References
References

Software Development Process,
http://en.wikipedia.org/wiki/Software_developme
nt_process

Waterfall Model,
http://en.wikipedia.org/wiki/Waterfall_model

RUP, Best Practices for Software Development Team,
http://www.ibm.com/developerworks/rational/libr
ary/content/03July/1000/1251/1251_bestpracti
ces_TP026B.pdf

Agile Manifesto, http://agilemanifesto.org/
References

Darrel Norton, Scrum overview
http://codebetter.com/blogs/darrell.norton/pages
/50339.aspx

ScrumAlliance, http://www.scrumalliance.org/

Implementing Scrum,
http://www.implementingscrum.com
References

Pictures are gotten from:

http://www.agileadvice.com/archives/2006/09/yet_
another_big.html

http://www.agilemodeling.com/essays/agileModeling
RUP.htm

http://www.notetech.com/images/software_lifecycle.jp
g