Agile Handbook.pdf

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OVERVIEW
This handbook is meant to be a quick-starter guide to Agile Project
Management. It is meant for the following people:
Someone who is looking for a quick overview
on what Agile is and why it is awesome.
Someone who needs help getting their
head around Agile project management.
Someone who is scared to introduce
Agile on their next project.
Someone who needs help selling Agile
to their boss or client.
This guide is not meant to be the end-all-be-all to agile. Far from it. It is
meant to give busy people an overview of the framework and its
benefits in 15 minutes or less. The resources section lists recommended
books and companies that can provide more robust training on how to
implement it.

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WHO AM I?
And who am I to be writing about Agile?
My name is Emerson Taymor and I’m one
of the co-founders of Philosophie.
We build better solutions to digital problems. We help startups,
agencies and big companies with design and development. And we
practice agile. Over the years, I’ve seen waterfall and agile projects
succeed and fail. I’ve learned what makes them successful, and I’ve
fallen in love with the agile way. I hope to share some of what I have
learned within this short handbook.
Feel free to reach out with any questions you might have.
Thanks,
Emerson
emerson@philosophie.is
415-516-8341
@etaymor
linkedin.com/in/etaymor/

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AN AGILE OVERVIEW
Agile is a way to manage projects. It can be used for virtually
anything, but it was founded in software development. This
handbook focuses on agile for software development, but many of
the principles can be expanded to other fields.
Agile breaks down larger projects into small, manageable chunks
called iterations. At the end of each iteration (which generally takes
place over a consistent time interval) something of value is
produced. The product produced during each iteration should be
able to be put into the world to gain feedback from users or
stakeholders.
Unlike Waterfall project management, which is strictly sequenced:
you don’t start design until research is done and you don’t start
development until the designs are signed off on; agile has designers,
developers and business people working together simultaneously.

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AGILE GOALS
As made popular by the “Agile Manifesto”, agile values:
Individuals and interactions over
processes and tools
Working software over comprehensive
documentation
Customer collaboration over contract
negotiation
Agile realizes that software (and marketing) projects are inherently
unpredictable. Over the course of any project there are likely to be
changes. Be it market changes or feature changes as the product
comes to life. Agile embraces this unpredictability. By breaking
down projects into small chunks, it makes it easy to prioritize and
add or drop features mid project. Something that is impossible in
traditional waterfall projects.
Responding to change over following a
plan

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THE 12 PRINCIPLES
1. Our highest priority is to satisfy the customer
through early and continuous delivery of
valuable software.
2. Deliver working software frequently, from a
couple of week to a couple of months, with a
preference to the shorter timescale.
3. Welcome changing requirements, even late in
development. Agile’s processes harness change
for the customer’s competitive advantage.
4. Business people and developers must work
together daily throughout the project.

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5. Build projects around motivated individuals. Give
them the environment and support they need,
and trust them to get the job done.
6. The most efficient and effective method of
conveying information to and within a
development team is face-to-face conversation.
7. Working software is the primary measure of
progress.
8. Agile processes promote sustainable
development. The sponsors, developers, and
users should be able to maintain a constant pace
indefinitely.
9. Continuous attention to technical excellence and
good design enhances agility.

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10. Simplicity — the art of maximizing the amount of
work not done — is essential.
11. The best architectures, requirements, and
designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to
become more effective, then tunes and adjusts its
behavior accordingly.

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WHY AGILE ROCKS
SPEED TO MARKET
FLEXIBILITY
RISK MANAGEMENT
Agile lets you get your concept to your users as quickly as possible.
During every sprint an agile project delivers something of value. At
any point, you may determine you want to launch what has been
delivered and start building a user base or testing your hypothesis.
Agile is based on accommodating change. Software projects
consistently change. As a product comes to life or the market expands,
you should be able to react and update the product accordingly. Agile
also realizes that great ideas are bound to come mid-project and being
locked into a scope doesn’t let you take advantage of these
realizations.
Incremental releases means that the product can be used early in the
process by stakeholders and users. This lets you identify issues and
feature deficits early in the process. Being adaptable to change means
it isn’t a problem to change the scope midway through the project,
something that would be impossible in a waterfall style project.

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COST CONTROL
Unlike a fixed budget project, agile is flexible with regard to scope.
More often than not, our clients realize features they originally
requested are no longer necessary. This allows them to launch sooner
and pay less. Agile isn’t about paying a lot with uncertainty, it’s about
paying for only what you need. Need to stick within a budget? No
problem! We can rearrange the product backlog so that critical new
features are implemented at the expense of less important features,
not your budget.
QUALITY
Agile integrates testing throughout the process. Consistently delivering
tested software means higher overall quality and less time spent on
QAing the full application.
RIGHT PRODUCT
Incremental releases let you test your product early and often. Even if
you don’t release it to the public, it’s much easier to locate flaws and
things that can be improved when you have an actual product to play
with vs a series of designs.
Agile lets you see, feel and use a project consistently throughout the
project. You don’t see things in compartmentalized silos; you see how
things work together.
TRANSPARENCY

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AGILE MISCONCEPTIONS
IT’S DIFFERENT
“I’ve never used agile before and I’m scared it will be too hard to get
my whole team on board with it.”
We’ve heard it before. Too many times. And we realize agile may be
new to you and your company. But while it might take a slight rewiring
of how stakeholders think about projects from the onset-- and how
designers and developers are used to working at your firm-- it quickly
becomes apparent that projects consistently run smoother on agile.
And better results are produced.
Plus, you likely can admit that waterfall isn’t the perfect process.
While it might feel like it is more under control because everything is
mapped out from the beginning, projects undoubtedly take longer
than they need to and cost more than they should. Waterfall also
doesn’t allow the flexibility to change things mid-project as new
insights come to life.

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FIXED BUDGET
“I have a fixed budget. That doesn’t work with Agile!”
Au contraire! Nothing about agile says it can’t meet a strict budget.
Agile gives you dedicated resources. Generally, there is a fixed cost to a
sprint that includes X team members. An agile team can estimate
approximately how long it will take to complete the goals that you
have outlined and that will give you a budget. As the project evolves
and you choose to add a new feature, agile lets you drop a similarly
sized feature so that you can stick to the initial budget.
IT’S UNPREDICTABLE
Agile can be unpredictable. But all projects are unpredictable. It is
impossible to know exactly what your end users want. Agile embraces
this unpredictability and leverages it to produce better results.
DEVELOPERS MAKE ALL THE FEATURES
Another common misconception of agile is that the developers get to
choose what is important and what is implemented when. That could
not be further from the truth. Before each sprint begins there is a
comprehensive sprint planning meeting where all the key
stakeholders determine which features will be implemented in that
sprint. This meeting includes developers, designers, business people
and anyone else involved in the product. Not just developers
determining what to build willy-nilly.

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IT DOESN’T CONSIDER THE LONG-TERM
Some people believe that because agile focuses on short-iterative
releases it doesn’t take into account the long-term needs and goals.
Agile actually benefits the long term. At a minimum, it is just a
different means to get to the end. By having something that you can
actually test earlier in the process, it lets you make better decisions for
the long-term.
IT REQUIRES MORE TEAMWORK
Agile requires collaboration between designers and developers.
Fortunately, most designers and developers love to collaborate. While
there can be a bit more upfront work to get everyone on the same
page, the end result is a better product, faster and for less money.

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THE AGILE LIFECYCLE
There are many different flavors of agile. Ultimately, it is up to your
team to come up with the best process for you. Generally they all
follow a short life cycle, which repeats during each iteration. This
guide focuses on Scrum, but many of the features are universal.
Scrum projects are broken down into short iterations (generally 1 - 3
weeks) called sprints. The lifecycle of each sprint includes:
1. PLANNING 2. EXECUTION
3. REVIEW 4. RINSE & REPEAT

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KICKOFF/SPRINT PLANNING
Each scrum project begins with a kick-off meeting. The first meeting is
generally the most extensive as the initial project backlog needs to be
created and the project team introduced. Additionally, before each of
the future sprints there is a sprint planning meeting.
First, the kick-off meeting. The kick-off meeting’s goals are:
1. An overview of the project and the goals.
2. Who will be working on the project.
3. Determining the point person for client
sign-off.
4. Creating the project backlog.
5. Determining which features to work on.
6. Getting on the same page.

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PROJECT BACKLOG
Behind every project is a project backlog. The project backlog is a list
of all the product features generally defined by “user stories”. User
stories define everything potential users want to do on the site.
They are defined for each of the user groups on the site and are
structured like:
AS A [type of user],
I WANT TO [do this thing],
SO THAT I CAN [accomplish this goal].

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There are many tools to keep track of your project backlog, both
analog and digital options. The important thing is that the backlog is
always accessible and easy to track. In its most basic form it might be
post-it notes on a wall. In fact, one of the best ways to create the initial
project backlog is to write all of the user stories on post it notes during
the kick-off meeting. Post-it notes are easy to rearrange so make a
perfect analog solution to creating a backlog. If you prefer keeping
things online, there are a number of tools listed in the Resources
section.
After all the user stories have been dreamed up, they are ranked in
order of priority. Part of this ranking is also grouping stories together.
Some stories will naturally lend themselves to being built with others,
which will expedite the process.
Remember that the project backlog is always fluid and never locked in.
The project lead will be in charge of reprioritizing the backlog between
sprints. And if new features are dreamed up or requested by users,
they are encouraged to be added to the backlog. The one exception to
the fluid backlog is during a sprint. While the sprint is in session, it is
important to not add features. That keeps the team focused and makes
sure that the project can be properly tracked.

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FEATURE ESTIMATION
To be able to estimate what can get done per sprint and how long the
full project will take, it is necessary to estimate how long each user
story will take. Because one of the major challenges in development is
accurately predicting how long things will take to get done, agile uses
relative estimation.
Features are rated on a 1, 2 or 3 point scale. More precise estimation is
more challenging and ends up less accurate. It is easy to compare
things relatively on a scale of 3. And if something is particularly
challenging that you don’t think it fits within the “3 point” bucket, it
should be broken down into smaller features that can each fit into the
respective buckets.
There are a number of ways to handle feature estimation. It can be as
simple as just talking about it or it can be slightly more complex using
“planning poker”.
It’s also important to determine the sprint velocity of the team working
on the project. That is how many “points” the team can complete per
sprint. This velocity is averaged over time. And in typical average time
value- the more sprints you do, the estimates and velocity become
more and more accurate. That is to say that in some sprints you may
not hit your goal number and other sprints you may exceed it. Over the
course of a standard project, this averages out.

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THE SPRINT
Agile projects are broken down into small, consistent time intervals.
These intervals are referred to as sprints. They can be as short as a few
days and generally are no longer than 3 - 4 weeks.
We typically work in 1 - 3 week sprints depending on the extent of the
overall project. During a sprint there is a dedicated team that includes
designers, developers and business people working together.
Before each sprint, there is a sprint planning meeting (often combined
with the sprint review meeting). This meeting determines what the
goals are for that sprint. Based on the team velocity, a set of features
are pulled from the top of the backlog. During the sprint, no features
are added and the sprint goals don’t change. The only exception to
this is if the team finishes a sprint early. Client communication is
generally limited to the daily standup results, but some firms allow for
an open dialog via a chatroom.

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DAILY STANDUP
Every morning of the sprint the project team gets together for a short
(under 15 minute) meeting. This meeting takes place at the same time
every day and includes everyone on the project. Everyone stands up
for the meeting to keep everyone focused and to keep the meeting
short. Often a timer is set so that the meeting does not run long.
Each person on the team is tasked to answer 3 simple questions:
These three questions allow for complete transparency. Everyone on
the team is in the loop, and the answers make people accountable for
what they say they will deliver. The results of this meeting are typically
shared with the client. This daily communication makes sure that if
something is holding up the team, they can get a response quickly.
1. What did you do yesterday?
2. What are you going to do today?
3. Do you need any help or are there any
blockers in the way?

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SPRINT REVIEW MEETING
At the end of every sprint something of value is produced. Something
that theoretically could be launched. The sprint review meeting brings
together the project team and other project stakeholders like the client
to present the work that was completed.
The sprint review always starts with a functional demo. A conversation
then takes place on how it can be improved and if there needs to be
any reprioritizing of the project backlog. Then the team collectively
plans out the next sprint.

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KEYS TO SUCCESS
COMMUNICATION
Any project benefits from good communication. Agile projects are no
exception. If you haven’t run an agile project before, communication is
especially important. Being kept in the loop about what is ahead of
schedule and what is behind schedule can help alleviate concerns
with unpredictability. A transparent process keeps people at ease and
lets them focus on what is important: delivering the best possible
product to their users.
DEDICATED TEAMS
Agile works best with a dedicated team of people who are willing and
want to collaborate. The better the collaboration, the better the
product.
GOOD PLANNING
For an agile project to succeed, it requires good planning. This doesn’t
mean planning everything down to the day or week like in a
traditional waterfall project, but it does mean thinking through the
project ahead of time: coming up with a robust project backlog and
estimating features as best you can.

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GET AFTER IT
Agile is meant to improve your life, not complicate it. It is meant to
help you release your products faster, better and for less money. It is
meant to be less risky than waterfall. It is meant to help teams work
together better to generate their best work. Give it a whirl. Start with
a small project that you can handle, and I bet you will enjoy it.

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SPRINT
A sprint is a set amount of time where the work is accomplished.
PROJECT BACKLOG
The project backlog contains all of the user stories (or features) for the
project ranked by priority. Each story has an estimated value of 1 to 3
points.
FEATURE ESTIMATION
Feature Estimation is the process of estimating how long each user
story will take. You assign each story a relative point value of 1 to 3
points. If it is likely to take longer than 3 points, you break it down into
smaller chunks.
PLANNING POKER (SCRUM POKER)
Planning Poker is a technique used for feature estimation. One issue
with feature estimation is that by speaking the recommended point
value, people may influence others in the group. Planning Poker
solves this by using cards that are flipped over simultaneously.
DAILY STANDUP
Every day at the same time, the entire project team stands up and has
a short meeting to review what was accomplished and what will be
worked on.

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USER STORIES
User Stories are one to two sentences that describe what a specific type
of user needs to do to accomplish a goal on the site. They are
formatted like:
As a [user type] I want to [do what] so that I can [purpose]
WATERFALL
Waterfall is a traditional type of project management that is
sequenced. For example, once you complete the designs, you start
development.
BURNDOWN CHART
A burndown chart is a graphical chart that is used to show the amount
of work left vs time left.
VELOCITY
Sprint velocity is how much work a project team can get done per
sprint. It is typically used to estimate how many features can be
accomplished each sprint (based on the feature points)
SCRUM
Scrum is one flavor of agile development that focuses more on the
management of the project as opposed to on what is accomplished.
SCRUMMASTER
The scrummaster is a member of the team that facilitates the meetings.
Their goal is to remove any impediments that the team has.

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THE AGILE SAMURAI
pragprog.com/book/jtrap/the-agile-samurai
One of my favorite books on Agile: it provides not only a great overiew,
but also an in-depth look at how to run agile properly and
successfully.
THE AGILE MANIFESTO
agilemanifesto.org
The founding fathers of Agile.
AGILE & LEAN SOFTWARE DEVELOPMENT LINKED GROUP
linkedin.com/groups/Agile-Lean-Software-Development-37631
Good discussions and Q&A
THE LEAN STARTUP
theleanstartup.com
Book and website dedicated to Lean thinking. Agile and the Lean
methodology complement each other perfectly.

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PIVOTAL TRACKER
www.pivotaltracker.com
The popular tracking tool that helps you manage your Agile projects.
The feature set is robust, but the User Interface could be improved to
make this a go-to tool.
TRELLO
www.trello.com
A simple online tool to help you manage the project backlog. Trill is
like a set of digital post-it notes that you can easily rearrange.
ASANA
www.asana.com
Another popular management tool. Asana offers a more thorough
feature set than Trello, but the interface is not as intuitive.

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BROUGHT TO YOU BY:
www.philosophie.is
310-314-0011
acts@philosophie.is

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