Agile Talk at CSI Chapter, Mumbai
0 likes2,537 views
This document summarizes a presentation on structured agile project management processes. The presentation introduces the speaker and their experience in agile coaching. It then covers traditional software development methodology versus agile principles and frameworks like Scrum. A case study is presented on transitioning a 150+ person team to agile. The presentation addresses barriers to agile adoption and techniques employed, drawing on a survey of agile practices.
Agile Talk at CSI Chapter, Mumbai
- 1. Structured Agile Project Management Processes Hiren R. Doshi hirendoshi@practiceagile.com © 2011 PracticeAgile
- 2. Introductions Over 17 years of corporate Software Development experience Owner, Agile Coach and Consultant @ PracticeAgile.com Active blogger on www.practiceagile.com Certifications - PMP, CSP, CSM, Lean Six Sigma Green Belt M.S Computer Science, UMASS hirendoshi@practiceagile.com Cell: +91 9619322001 LinkedIn: http://in.linkedin.com/in/doshih © 2011 PracticeAgile
- 3. Agenda Traditional Software Development Methodology Agile Manifesto & Principles Scrum Framework Case Study Overlaying CMMI on Agile Practices © Hiren Doshi - PracticeAgile © 2011 PracticeAgile
- 4. Traditional SDLC © 2011 PracticeAgile
- 6. Traditional SDLC Commonly known as “Waterfall” Detailed requirement gathering, Designing, Implementing, Testing and Deploying. Follow a well defined documented process It’s supremely logical – think before you build, document everything, follow the plan. © 2011 PracticeAgile
- 7. Pros of traditional SDLC process Clear project objectives Stable project requirements Progress of system is measurable Strict sign-off at each stage Well Documented process, follows checkpoint model. PRD, SRS, High level design, Test Plan, Test cases, Documentation © 2011 PracticeAgile
- 8. Challenges with SDLC Late changing requirements are not welcome All requirement have to be generated upfront Difficult to keep up with the competition Integration errors which can result in unpredictable process. Growing defect backlog Manual and Regression testing © 2011 PracticeAgile
- 9. Agile Adoption VersionOne -2010 State of Agile Development Survey Results © 2011 PracticeAgile
- 10. VersionOne -2010 State of Agile Development Survey Results © 2011 PracticeAgile
- 11. VersionOne -2010 State of Agile Development Survey Results © 2011 PracticeAgile
- 12. Agile Methodology Iterative way of development producing incremental delivery of working software in time-boxed interval of 2 to 4 weeks Iteration Iteration Iteration Iteration 1 2 3 n Is primarily a mechanism for continuous feedback from customers to successively refine and deliver a software system. © Hiren Doshi - PracticeAgile © 2011 PracticeAgile
- 13. How is Agile different from Traditional approaches? The paradigm shift © Hiren Doshi - PracticeAgile Source: www.dsdm.org © 2011 PracticeAgile
- 14. Traditional vs Agile Feedback © Hiren Doshi - PracticeAgile © 2011 PracticeAgile
- 15. The Agile Manifesto (Agile Values) Individuals and Interactions Over Processes and Tools Comprehensive Working Software Over Documentation Customer Over Contract negotiation Collaboration Responding to Over Following a plan change © 2011 PracticeAgile
- 16. 12 Principles of the Agile Manifesto 1. Satisfy the customer through early and continuous delivery 2. Welcome changing requirements, even late in development 3. Deliver working software frequently 4. Business people and developers work together daily 5. Build projects around motivated individuals 6. Convey information via face-to-face conversation © 2011 PracticeAgile
- 17. 12 Principles of the Agile Manifesto cont.. 7. Working software is the primary measure of progress 8. Maintain constant pace indefinitely 9. Give continuous attention to technical excellence 10. Simplify: maximizing the amount of work not done 11. Teams self-organize 12. Teams retrospect and tune behavior - Inspect & Adapt © 2011 PracticeAgile
- 18. Agile is Mainstream! VersionOne -2010 State of Agile Development Survey Results © 2011 PracticeAgile
- 19. Scrum © Hiren Doshi - PracticeAgile
- 20. Scrum Daily Standup Product Owner The Team Sprint Demo Sprint Goal 2 to 4 Weeks Login Sprint Backlog Order Inventory Product Backlog Scrum Master Reporting Sprint Retrospective © 2011 PracticeAgile
- 21. Avoid miniature waterfalls Rather than doing all of one thing at a time... ...Scrum teams do a little of everything all the time Source: “The New New Product Development Game” by Takeuchi and Nonaka. Harvard Business Review, January 1986. © 2011 PracticeAgile
- 22. The sprint should look like … Sprint 1 Analysis Analysis Analysis Analysis Analysis Analysis Analysis Design Design Design Design Design Design Design Dev Dev Dev Dev Dev Dev Dev Deploy Deploy Deploy Deploy Deploy Deploy Deploy Testing Testing Testing Testing Testing Testing Testing Rapid cycle – minimal testing lag © 2011 PracticeAgile
- 23. VersionOne -2010 State of Agile Development Survey Results © 2011 PracticeAgile
- 24. Barriers to further Agile Adoption © 2011 PracticeAgile VersionOne -2010 State of Agile Development Survey Results
- 25. Greatest concern about Adopting Agile © 2011 PracticeAgile VersionOne -2010 State of Agile Development Survey Results
- 26. Agile techniques employed © 2011 PracticeAgile VersionOne -2010 State of Agile Development Survey Results
- 27. © 2011 PracticeAgile VersionOne -2010 State of Agile Development Survey Results
- 28. © 2011 PracticeAgile VersionOne -2010 State of Agile Development Survey Results
- 29. Case Study: Transitioning 150+ team to Agile Transformation • The reason to move to Agile • Approach • Cultural Changes • Recruiting Specialists • Investment in Hardware, Software, Tools • Training & Roll-out. • Scrum of Scrums © 2011 PracticeAgile
- 30. Structured Agile Project Management Processes Hiren R Doshi Enterprise Agile / Scrum Coach hirendoshi@practiceagile.com Cell - +91 9619322001 © Hiren Doshi - PracticeAgile © 2011 PracticeAgile