6. Traditional Vs. Agile
Iterative life cycle
• Evolve the entire set of
deliverables over time,
completing them near the
end of the project.
Waterfall life cycle
• It 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
• Completes small portions of the deliverables in
each delivery cycle.
Agile life cycle
9. Agile manifesto (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
10. Agile principles
• Our highest priority is to satisfy the customer through
early and continuous delivery of valuable software.
• Deliver working software frequently, from a couple of
weeks to a couple of months, with a preference to the
shorter timescale.
• Business people and developers must work together
daily throughout the project.
• Welcome changing requirements, even late in
development. Agile processes harness change for the
customer’s competitive advantage.
11. • Build projects around motivated individuals. Give
them the environment and support they need,
and trust them to get the job done.
• Working software is the primary measure of
progress.
• Continuous attention to technical excellence and
good design enhances agility.
• The most efficient and effective method of
conveying information to and within a
development team is face-to-face conversation.
12. • Agile processes promote sustainable
development. The sponsors, developers, and
users should be able to maintain a constant pace
indefinitely.
• Simplicity, the art of maximizing the amount of
work not done is essential.
• At regular intervals, the team reflects on how to
become more effective, then tunes and adjusts its
behavior accordingly.
• The best architectures, requirements, and
designs emerge from self-organizing teams.
13. What do we get?
• The end result is a product or project that
best meets current customer needs and is
delivered with minimal ,
- costs
- waste
- time
14. It’s different
• Speed to market
• Flexible agile
• Risk management
• Cost control
• Quality
• Right product
• Transparency
15. Agile Project Manager
• Assign tasks
• Maintaining values and practices
• Removes impediments
• Helps to turn the requirements into a working software
• Facilitates and encourages effective and open communication
• Holds meetings
• Enhances the tool and practices used in the development
process.
• Motivates the team
• Plays the role of a mentor and protector to the team
• Make decisions on behalf of the team
• Involved in technical decision making or deriving the product
strategy
18. Scrum
• Copes up with complexity and risk
• Time is divided into short work cadences
• No speculations, decision making from real-
world results
• Inspects and adapts feedback loops
• Shippable state at all times
• Stakeholders and team members meet to plan
its next steps
22. Conclusion
• Traditional project management is insufficient to
manage the inevitable change inherent to
embedded software projects. Agile project
management, however, is well equipped to aid
project managers and software development teams
in managing risk, scope, budgets, and schedules to
create successful, valuable products.
• It is everyone's (developers, quality assurance
engineers, designers, etc.) responsibility to manage
the project to achieve the objectives of the project.
• The agile project manager plays a key role.
23. Application - Usedin complexprojects.
• Intel
• Mastek
• SME
• Shopping cart
Scrum at Intel
http://scrumtrainingseries.com/Intel-case-study.pdf
