Demystify Agile

Saket Bansal
PMP, PMI-ACP , CSM , ITIL V3 F

www.izenbridge.com 1

 Essence of Agile
 Overview of Agile Methods (XP, Scrum)
 Agile and Traditional Development Methodology
 APM (Agile Project Management Framework)
 Myths about Agile
 Agile Planning
 User Stories
 Agile Estimation
 Timeboxing
 Burn Down / Burn up Charts
 Kanban Board

2

In the struggle for survival, the fittest win out at the expense of
their rivals because they succeed in adapting themselves best
to their environment.
—Charles Darwin


 The United States Department of Defense (DoD) and NASA
have used iterative and incremental development (IID)
since the 1950s

 In the 1960s, Evolutionary project management(Evo) was
conceptualized by Thomas Gilb. Evo recommends one- to
two-week iterations, delivery of product each iteration

 In 1986, “The New New Product Development Game,” a
whitepaper published by Takeuchi and Nonaka

 Takeuchi and Nonaka discuss the “rugby approach” of
dedicated, self-organizing teams


“The… ‘relay race’ approach to product development…may
conﬂict with the goals of maximum speed and ﬂexibility.
Instead a holistic or ‘rugby’ approach—where a team tries
to go the distance as a unit, passing the ball back and
forth—may better serve today’s competitive requirements.”
The New New Product Development Game


Source: Wikipedia-Photo taken by Maree Reveley (aka Somerslea)


 The 1990s saw a flurry of agile approaches
 Scrum at Easel Corporation
 Extreme Programming
 Clear Crystal
 IBM’s Rational Unified Process
 Dynamic Systems Development Method (DSDM)


Agile software development is a group of software
development methods based on iterative and incremental
development, where requirements and solutions evolve
through collaboration between self-organizing, cross-
functional teams. It promotes adaptive planning,
evolutionary development and delivery, a time-boxed iterative
approach, and encourages rapid and flexible response to
change. It is a conceptual framework that promotes foreseen
interactions throughout the development cycle


 In 2001, a group of 17
“lightweight”
methodologists met
Including Representative of
 eXtreme Programming (XP)
 Scrum
 DSDM Adaptive Software
Development

Photo taken by Scott Catron

The Salt Lake Valley, The Agile Manifesto was
Snowbird, Utah written


We are uncovering better ways of developing software by doing
it and helping others do it. Through this work we have come to
value:
Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

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


 Focus on empowered, self-managing teams;
 Autonomous teams do not need the day-to-day intervention
of management
 Management protects team from outside interference
 Agile teams are composed of a mix of skills
 Agile team members are able to step in for each other as
necessary


 Traditionally we measure progress by the percent complete of
the functional milestones
 Agile teams provide actual working product as a status
report, “product review”
 Design changes as the system is built, results in outdated
documentation
 Agile teams prefer face-to-face communication over
documentation because it is simpler, faster, and more
reliable.


 Contract negotiation, Identify and define everything and
spells out the payment and date specifications
 Customers become a part of the development process
 Writing specs down and throwing them over the fence is
simply not effective


 It’s much easier to respond to change when the organization
and the customer share a clear understanding of the
project’s status
 In plan-driven environments, all requirements are specified
up front, broken down to the task level and estimated
 Agile plans follow more of a rolling wave approach using top-
down planning


The empirical model of process control provides and exercises
control through frequent inspection and adaptation for
processes that are imperfectly defined and
generate unpredictable and unrepeatable outputs.


 Empiricism asserts that knowledge comes from experience
and making decisions based on what is known.
 Three pillars uphold every implementation of empirical
process control:
• Transparency
• Inspection
• Adaptation


Agile Methods


 Scrum Team
 Events
• Sprints
• Sprint Planning Meeting
• Sprint Review Meeting
• Daily Scrum
• Sprint Review Meeting
• Sprint Retrospectives
 Artifacts
• Product Backlog
• Sprint Backlog


 Simplicity
 Communication
 Feedback
 Courage
 Respect


Agile Vs. Traditional


A project is still a project:
• Vision
• Life cycle
• Requirements
• Schedule
• Team
• Communication mechanisms


Agile : Iterative Traditional: Waterfall


Waterfall Model Agile Project Life Cycle


 Plan as you go  Plan all in advance
 Feature-breakdown  Work-breakdown structure
structure  Functional specs
 User stories
 Gantt chart
 Status reports
 Release plan  Deliver at the end
 Story boards  Learn at the end
 Deliver as you go  Follow the plan
 Learn every iteration  Manage tasks
 Adapt everything
 Manage team

Agile : Iterative Traditional


Agile Project Management Framework


Based On Adaptive Software Development (Highsmith 2000).
30
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 Envision: Determine the product vision and project objectives
and constraints, the project community, and how the team
will work together
 Speculate: Develop a capability and/or feature-based release
plan to deliver on the vision
 Explore: Plan and deliver running tested stories in a short
iteration, constantly seeking to reduce the risk and
uncertainty of the project
 Adapt: Review the delivered results, the current situation,
and the team’s performance, and adapt as necessary
 Close: Conclude the project, pass along key learning, and
celebrate.


 What is the customer’s product vision?
 What are the key capabilities required in the product?
 What are the project’s business objectives?
 What are the project’s quality objectives?
 What are the project constraints (scope, schedule, cost)?
 Who are the right participants to include in the project
community?
 How will the team deliver the product (approach)?


 Speculating establishes a target and a direction.
 Speculating isn’t wild risk-taking but “conjecturing
something based on incomplete facts or information.”
 The Speculate phase spotlights product and project.
 Produce a refined list of scope items
 Develop a Release
 Develop detailed Iteration Plans for the next Iteration


 Iteration Planning and Monitoring
 Technical Practices
 Project Community


 A traditional project manager focuses on following the plan,
whereas an agile leader focuses on adapting successfully to
inevitable changes
 Team has to answer critical questions
• Is value, in the form of a releasable product, being
delivered?
• Is the quality goal of building a reliable, adaptable product
being met?
• Is the project progressing satisfactorily within acceptable
constraints?
• Is the team adapting effectively to changes imposed by
management, customers, or technology?


Conduct the Project Closure , Pass along key learning and
celebrate.


Myths…


 Agile Development is Undisciplined
 Agile Team do not plan
 Agile Development is not Predictable
 Agile Development does not scale
 Agile means teams cannot be controlled by management
 Agile means I can change my mind whenever I want to
 Agile means you never have to write documentation


Agile Planning


“Planning is everything. Plans are nothing.”
-Field Marshal Helmuth Graf von Moltke


If estimating and planning are difficult, and if it’s impossible to
get an accurate estimate until so late in a project, why do it at
all?


 Reducing risk
 Reducing uncertainty
 Supporting better decision making
 Establishing trust
 Conveying information


 Is focused more on the planning than on the plan
 Encourages change
 Results in plans that are easily changed
 Is spread throughout the project


“No plan survives contact with the enemy.”
-Field Marshal Helmuth Graf von Moltke


 Nearly two-thirds of projects significantly overrun their cost
estimates (Lederer and Prasad 1992)
 Sixty-four percent of the features included in products are
rarely or never used (Johnson 2002)
 The average project exceeds its schedule by 100% (Standish
2001)


 Planning is by activity rather than feature
 Features not prioritized
 We ignore uncertainty
 Estimates become commitments


“A good plan violently executed now is better than a perfect plan
executed next week.”
-General George S. Patton


 Work as one team
 Work in short iterations
 Deliver something each iteration
 Focus on business priorities
 Inspect and adapt


Most Agile teams are concerned
only with the three innermost
levels
Release Planning
Iteration Planning
Day Planning


User Stories


A user story describes functionality that will be valuable to
either a user or purchaser of a system or software.


Card:
Stories are traditionally written on note cards. Card may be
annotated with Notes , Estimates etc,
Conversation:
Details behind the story come out during conversations
with product owner.
Confirmation:
Acceptance tests confirms a story was coded correctly


Epic , Is a large User Story
Theme : A Collection of Related
User Stories


 Independent
 Negotiable
 Valuable to users or customers
 Estimatable
 Small
 Testable


 Start with a Goal story
 Monster.com User's Goal Is : Find a Job
• Search for jobs based on skill ,location , salary , Company
• Display resume to the Recruiters so that Recruiters can
search
• Easily apply for job


 “A Job Seeker can post a resume”
 Technical Division
• A Job Seeker can fill out a resume form.
• Information on a resume form is written to the database.
 Slice the Cake
• A Job Seeker can submit a resume that includes only basic
information such as name, address, education history.
• A Job Seeker can submit a resume that includes all
information an employer may want to see.


 “A recruiter can manage the ads she has placed.”
 A recruiter can review resumes from applicants to one of her
ads.
 A recruiter can change the expiration date of an ad.
 A recruiter can delete an application that is not a good match
for a job.


Agile Estimation


 Commonly used estimation units among agile team
 Based on size and complexity of work
 Unit-less but numerically relevant estimate


 Apple
 Orange
 Pears
 Melon
 Banana
 Grapes
 Strawberry


 Forces the use of Relative estimating
 It’s a Size estimation
 Puts estimation in Unit which we can add together


 Velocity is a measure of a team’s rate of progress.
 Calculated by summing up all story points assigned to user
story that the team completed during iteration


 The story being estimated is the only thing you’ll work on.
 Everything you need will be on hand when you start.
 There will be no interruptions.


 Supporting the current release
 Sick time
 Meetings
 Demonstrations
 Personnel issues
 Phone calls
 Special projects
 Training
 Email
 Reviews and walk-throughs
 Interviewing candidates
 Task switching


 1, 2, 3, 5, and 8
 1, 2, 4, and 8
 Epic / theme
• 13, 20, 40, and 100


 Expert opinion
 Analogy
 Disaggregation


 Each estimator is given a deck of cards, each card has a valid
estimate written on it
 Customer/Product owner reads a story and it’s discussed
briefly
 Each estimator selects a card that’s his or her estimate
 Cards are turned over so all can see them
 Discuss differences (especially outliers)
 Re-estimate until estimates converge


Timeboxing


 Timeboxing is setting a fixed time limit to overall
development effort and let other characteristics such as
scope vary.
 Timeboxing Examples
• Iterations
• Daily Standups


 Focus
 Increased Productivity
 Realization of Time Spent
 Time Available


Burndown /Burnup Charts


 Release burndown chart
 The vertical axis shows the number of story points remaining
in the project.
 Iterations are shown across the horizontal axis.
 A release burndown chart shows the amount of work
remaining at the start of each iteration.


 It’s a concept related to Lean and Just In Time (JIT)
production
 Kanban Boards shows current status of all the tasks need to
be done in current iteration, the tasks are represented by
cards, and the stauses are presented by area on the baord
separated and labeled.
 Kanban boards helps the team in knowing how they are
doing and what to do next.


Saket Bansal
Saket.Bansal@iZenBridge.com
M: 9910802561
Web: www.iZenBridge.com
LinkedIn: www.linkedin.com/in/saketbansal


Demystify Agile

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