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Agile methodology and scrum development

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The document provides an overview of agile methodology compared to traditional waterfall methodology. Waterfall development completes each phase sequentially before moving to the next, which can be risky and inefficient. Agile is iterative and adaptable, prioritizing working software over documentation. Scrum is an agile framework that uses short sprints, daily stand-ups, and backlogs to deliver working software frequently. Kanban also uses iterative development but visualizes workflows on boards to limit work in progress and optimize lead times.

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Overview of Agile Methodology Credit & Prepared by: Haresh Karkar [Information Architect]
Software development processes A [really] short history of
Water Fall Methodology
REQUIREMEN TS DESIGN DEVELOPMEN T TESTING MAINTENANC E Waterfall Development is another name for the more traditional approach to software development Waterfall Development
Waterfall Development (contd..) You complete one phase (e.g. design) before moving on to the next phase (e.g. development) You rarely aim to re-visit a ‘phase’ once it’s completed. That means, you better get whatever you’re doing right the first time!
This approach is highly risky, often more costly and generally less efficient than Agile approaches REQUIREMEN TS DESIGN DEVELOPMEN T TESTING MAINTENANC E Takes too long Change s Skippe d ● You don’t realize any value until the end of the project ● You leave the testing until the end ● You don’t seek approval from the stakeholders until late in the day But…
Agile Methodology
AGILEIterative AdaptableRapid Cooperative Quality-driven Not a process, it's a philosophy or set of values
Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan Agile Manifesto
Scrum Method
SCRUMFrameWork Agile Process Light-Weight Scrum Is a process, following Agile Methodology Process
ScrumA light-weight agile process tool Split your organization into small, cross-functional, self- organizing teams. Split your work into a list of small, concrete deliverables. Sort the list by priority and estimate the relative effort of each item. Scrum Team Scrum Master Product/ Project Owner
Split time into short fixed-length iterations/ sprints (usually 2 – 4 weeks), with potentially shippable code demonstrated after each iteration. Scrum (contd..) January May Optimize the release plan and update priorities in collaboration with the customer, based on insights gained by inspecting the release after each iteration. Optimize the process by having a retrospective after each iteration.
Scrum vs. Waterfall REQUIREMEN TS DESIGN DEVELOPMEN T TESTING MAINTENANC E
Iterative Scrum
Things we do in Scrum The project/ product is described as a list of features: the backlog. The features are described in terms of user stories. The scrum team estimates the work associated with each story. Features in the backlog are ranked in order of importance. Result: a ranked and weighted list of product features, a roadmap. Daily scrum meeting to discuss What did you do y’day? What will you do today? Any obstacles? a.k.a Scrum terminologies
Scrum Artifacts Iteration/ Sprint 1 Iteration/ Sprint 2 Sample Userstory Efforts 10hrsEfforts: 2hrs IA, 6hrs Development, 2hrs Testing The total effort each iteration can accommodate leads to number of user story per iteration One release may contains number of iterations Release
Scrum planning example Iteration cycle of 3 weeks Working hours per day is 8 120hrs Total hours of work iteration can accommodate 8hrs x 5days x 3weeks = Product backlog of 20 stories Each story effort is 10 hrs Iteration backlog or number of stories per iteration 12 user story/BackLog
Scrum in a nutshell So instead of a large group spending a long time building a big thing, we have a small team spending a short time building a small thing. But integrating regularly to see the whole.
KANBANJust-in-time (JIT) Visualize the Work Measure & Manage Flow Signboard Limit Work-In-Progress Visual Card
KanbanLean approach to agile development Similar to Scrum in the sense that you focus on features as opposed to groups of features – however Lean takes this one step further again. You select, plan, develop, test and deploy one feature (in its simplest form) before you select, plan, develop, test and deploy the next feature. Aim is to eliminate ‘waste’ wherever possible…
Kanban (contd…) Visualize the workflow Limit WIP (work in progress) • Split the work into pieces, write each item on a card and put on the wall • Use named columns to illustrate where each item is in the workflow • Assign explicit limits to how many items may be in progress at each stage Measure the lead time (average time to complete one item, sometimes called “cycle time”) • Optimize the process to make lead time as small and predictable as possible
Kanban Board Illustration - I
Kanban Board Illustration - II
Resources • Agile 101 http://agile101.net/2009/09/08/the-difference-between-waterfall-iterative- waterfall-scrum-and-lean-in-pictures/ • Kanban and Scrum - making the most of both http://www.infoq.com/minibooks/kanban-scrum-minibook • Kanban kick-start example http://www.limitedwipsociety.org/tag/kanban-board/
Thank You

More Related Content

Agile methodology and scrum development

  • 1. Overview of Agile Methodology Credit & Prepared by: Haresh Karkar [Information Architect]
  • 2. Software development processes A [really] short history of
  • 4. REQUIREMEN TS DESIGN DEVELOPMEN T TESTING MAINTENANC E Waterfall Development is another name for the more traditional approach to software development Waterfall Development
  • 5. Waterfall Development (contd..) You complete one phase (e.g. design) before moving on to the next phase (e.g. development) You rarely aim to re-visit a ‘phase’ once it’s completed. That means, you better get whatever you’re doing right the first time!
  • 6. This approach is highly risky, often more costly and generally less efficient than Agile approaches REQUIREMEN TS DESIGN DEVELOPMEN T TESTING MAINTENANC E Takes too long Change s Skippe d ● You don’t realize any value until the end of the project ● You leave the testing until the end ● You don’t seek approval from the stakeholders until late in the day But…
  • 9. Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan Agile Manifesto
  • 11. SCRUMFrameWork Agile Process Light-Weight Scrum Is a process, following Agile Methodology Process
  • 12. ScrumA light-weight agile process tool Split your organization into small, cross-functional, self- organizing teams. Split your work into a list of small, concrete deliverables. Sort the list by priority and estimate the relative effort of each item. Scrum Team Scrum Master Product/ Project Owner
  • 13. Split time into short fixed-length iterations/ sprints (usually 2 – 4 weeks), with potentially shippable code demonstrated after each iteration. Scrum (contd..) January May Optimize the release plan and update priorities in collaboration with the customer, based on insights gained by inspecting the release after each iteration. Optimize the process by having a retrospective after each iteration.
  • 16. Things we do in Scrum The project/ product is described as a list of features: the backlog. The features are described in terms of user stories. The scrum team estimates the work associated with each story. Features in the backlog are ranked in order of importance. Result: a ranked and weighted list of product features, a roadmap. Daily scrum meeting to discuss What did you do y’day? What will you do today? Any obstacles? a.k.a Scrum terminologies
  • 17. Scrum Artifacts Iteration/ Sprint 1 Iteration/ Sprint 2 Sample Userstory Efforts 10hrsEfforts: 2hrs IA, 6hrs Development, 2hrs Testing The total effort each iteration can accommodate leads to number of user story per iteration One release may contains number of iterations Release
  • 18. Scrum planning example Iteration cycle of 3 weeks Working hours per day is 8 120hrs Total hours of work iteration can accommodate 8hrs x 5days x 3weeks = Product backlog of 20 stories Each story effort is 10 hrs Iteration backlog or number of stories per iteration 12 user story/BackLog
  • 19. Scrum in a nutshell So instead of a large group spending a long time building a big thing, we have a small team spending a short time building a small thing. But integrating regularly to see the whole.
  • 20. KANBANJust-in-time (JIT) Visualize the Work Measure & Manage Flow Signboard Limit Work-In-Progress Visual Card
  • 21. KanbanLean approach to agile development Similar to Scrum in the sense that you focus on features as opposed to groups of features – however Lean takes this one step further again. You select, plan, develop, test and deploy one feature (in its simplest form) before you select, plan, develop, test and deploy the next feature. Aim is to eliminate ‘waste’ wherever possible…
  • 22. Kanban (contd…) Visualize the workflow Limit WIP (work in progress) • Split the work into pieces, write each item on a card and put on the wall • Use named columns to illustrate where each item is in the workflow • Assign explicit limits to how many items may be in progress at each stage Measure the lead time (average time to complete one item, sometimes called “cycle time”) • Optimize the process to make lead time as small and predictable as possible
  • 25. Resources • Agile 101 http://agile101.net/2009/09/08/the-difference-between-waterfall-iterative- waterfall-scrum-and-lean-in-pictures/ • Kanban and Scrum - making the most of both http://www.infoq.com/minibooks/kanban-scrum-minibook • Kanban kick-start example http://www.limitedwipsociety.org/tag/kanban-board/