Agile Software Development at IPCA EST | 26th of Oct 2017
•Download as PPTX, PDF•
1 like•137 views
This document discusses Agile software development using Scrum. It defines Agile as an iterative and incremental development methodology focused on customer satisfaction through continuous delivery. The Agile manifesto values individuals, interactions, working software, and responding to change over processes, tools, documentation, and plans. Scrum is a framework under Agile and uses principles, roles, and events like sprints, daily stand-ups, and retrospectives. The goal is to deliver working solutions frequently through self-organizing teams.
Recommended
More Related Content
Similar to Agile Software Development at IPCA EST | 26th of Oct 2017
Similar to Agile Software Development at IPCA EST | 26th of Oct 2017 (20)
More from Eduardo Ribeiro
More from Eduardo Ribeiro (14)
Recently uploaded
Recently uploaded (20)
Agile Software Development at IPCA EST | 26th of Oct 2017
- 1. Agile Software Development using Scrum by Eduardo Ribeiro
- 3. Heading here 17/03/2018 Marshmallow Tower Game 3 Build the Tallest Freestanding Structure: The winning team is the one that has the tallest structure measured from the table top surface to the top of the marshmallow. That means the structure cannot be suspended from a higher structure, like a chair, ceiling or chandelier.
- 4. Heading here 17/03/2018 What is Agile? 4 Agile is an iterative and incremental software development methodology were its main focus is on client satisfaction through continuous delivery
- 5. Heading here 17/03/2018 Agile Manifesto 5 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 Working software Customer collaboration Responding to change over processes and tools over comprehensive documentation over contract negotiation over following a plan
- 6. Heading here 17/03/2018 12 Principles behind the Agile Manifesto 1. Satisfy the customer 2. Welcome changing requirements 3. Deliver work frequently 4. Work together daily 5. Motivated individuals 6. Face-to-face communication 7. Working solutions 8. Sustainable delivery 9. Technical excellence and good design 10. Simplicity 11. Self-organizing teams 12. Be more effective 6
- 8. Heading here 17/03/2018 Agile Benefits 8 Earlier ROI/value Reduced risk Increased visibility of progress Increased predictability Increased productivity Reduced waste More productive Happy teams
- 13. Heading here 17/03/2018 What is a Team? 13 ”A team is not a group of people who work together. A team is a group of people who trust each other!” Simon Sinek
- 14. Heading here 17/03/2018 Getting ready to work 14 Vision, Themes, Features and User Stories Roadmap and Release Plan
- 16. Heading here 17/03/2018 Ball Point Game 16 The objective of the Ball Point game is to get as many balls through the team as possible within two minutes. World Record... is... 150 points.
Editor's Notes
- Scrumage – From a Rugby was the method used to restart play in a match after a foul. Visually it's eight players from each team packed together with heads down, all trying to take possession of the ball. On a project team the goal is to have the project done. Historically and using traditional methods this meant planning and designing the hole project at the beginning and sticking to that plan with no variations. Still in real life project work is completely unpredictable. It’s impossible to know at the beginning how the project will go and how to best meet is unique challenges. The founders of Agile movement recognize that in Rugby the objective is to move the ball on the field one position at the time. So, why couldn't projects do the same thing? Why not change the focus from just winning the whole game to winning each and every milestone and deliverable. An approach that breaks the deliverables and milestones into smaller pieces and gets the whole team together to focus on just that one goal until it's done. Like in rugby, if the small individual scores happened on a regular cycle, winning the game or delivering the project would take care of itself. So, the sporting word scrum has been transformed in the last several years to have a new meaning. It means to run your projects more like a rugby match, pursuing the small goals and deliverables that will get your project done.
- Rules The entire marshmallow needs to be on the top of the structure. Cutting or eating part of the marshmallow disqualifies the team. The team can use as many or as few of the 20 spaghetti sticks, as much or as little of the string or tape. Teams are free to break the spaghetti, cut up the tape and string to create new structures. The Challenge Lasts 18 minutes: Teams cannot hold on to the structure when the time runs out. Those touching or supporting the structure at the end of the exercise will be disqualified. The Marshmallow Challenge is a game for learning about innovation, creativity, teams, collaboration, as well as the value of early prototyping and incremental delivery. Part of the real power of the game is in helping people to identify the hidden assumptions that every project has, and to recognize the value in diversity of team membership. MVP and Prototype matters.
- Build the highest value software, with high quality and as quickly as possible. A software / product development methodology: Fast Adaptive Respond to change Self organizing, self motivated, multi functional, Empowered teams. Traditionally, waterfall project teams face three constraints: time, cost, and scope. They're unable to change any of these things once their project starts. The problem is, during the course of a project, the business environment changes around you. This means, by the time you're done, what you built is no longer valuable. Business needs are changing more rapidly than ever. Project requirements are shifting just as quickly to keep up. So teams were doomed to failure on every project until the Agile manifesto came along. Then we shifted our focus away from constraining all three project elements, and decided to make one of them flexible. Scope, that was huge. You, the business person, can have this team, cost, for this long, time, and you can build whatever you believe is most valuable.
- Agile Manifesto The Agile Manifesto was created by seventeen people in February 2001, with desires to find alternative approaches to software development. Each of them played a prominent part in the opposition of the prevailing software development processes, which they considered rigid, heavyweight and too focused on documentation. Their response, summarized in the manifesto. That is, while there is value in the items on the right, we value the items on the left more. http://agilemanifesto.org/
- The 12 Principles behind the Agile Manifesto http://agilemanifesto.org/principles.html
- Scrum Principles - Empirical Process Control Decisions should be made based on observation and experimentation rather than on detailed upfront planning. This process is called Empirical Process Control and relies on three main ideas: Transparency – by allowing an easy and transparent flow of information to create an open work culture. Inspection – by collecting feedback and improving work and processes. Adaptation –Transparency and Inspection makes it possible to adapt, making improvements in team work and processes. Self Organization Team self organizes, since they are the ones that know themselves the best. Collaboration From the book “The way back home”. Value Based Organization Prioritizing can be defined as determining the order and separating what must be done now, from what needs to be done later. Are considered the following points. Deliverables that satisfies the requirements of the customer with the objective of delivering the maximum business value in the least amount of time. Requirements are captured in small items in a list of “Product Backlog”. Time Boxing Scrum introduces a concept called 'Time-boxing' which proposes fixing a certain amount of time for each process and activity in a Scrum project. This ensures that Scrum Team members do not take up too much or too little work for a particular period of time and do not expend their time and energy on work for which they have little clarity. Some of the benefits of Time-boxing are: Efficient development process. Less overheads. High velocity for teams. Iterative Development Delivering maximum business value in the least time.
- Scrum Values All work performed in Scrum needs a set of values as the foundation for the team's processes and interactions. And by embracing these five values, the team makes them even more instrumental to its health and success. Focus Because we focus on only a few things at a time, we work well together and produce excellent work. We deliver valuable items sooner. Courage Because we work as a team, we feel supported and have more resources at our disposal. This gives us the courage to undertake greater challenges. Openness As we work together, we express how we're doing, what's in our way, and our concerns so they can be addressed. Commitment Because we have great control over our own destiny, we are more committed to success. Respect As we work together, sharing successes and failures, we come to respect each other and to help each other become worthy of respect. As an organization applies Scrum it discovers its benefits. At the same time, it sees how these values inherently contribute to the success of Scrum and understands why they are both needed, and bolstered, by Scrum. See more at: https://www.scrumalliance.org/why-scrum/core-scrum-values-roles
- Business representative committed 100% to the team. They show up every day, because they're contributing to the final product every day. They review all the work the team completes and either accepts it or asks the team to make changes to ensure the highest value is being delivered. They are always ordering the work and ensuring the team members clearly understand the details of the request. They're also interacting on a daily basis with the stakeholders. Help the team resolve day-to-day issues and counterbalance the ongoing requirements changes. As a result, the PO is the keeper of the product vision. He or she defines and manages the backlog of work to be done and the prioritization of those work items.
- Protects the team and protects improve their internal the team process. is the facilitator who keeps the team within the guardrails of Scrum. Balance the demands of the PO against the needs of the team. This role is the first safety valve to ensure teams are performing at a sustainable pace. Is the most visible spokesperson for the team and Scrum Masters value transparency. They'll devise charts and boards to share the team's progress with anyone who's curious or interested in how they're doing. They're also the first escalation point when something gets in the way for the team. The Scrum Master will work to remove any blockers until they're out of the way and the team can continue on. While the PO focuses on what needs to be done, the Scrum Master focuses on how the team does the work. And one more thing. The Scrum Master also holds the team accountable for their commitments to the Product Owner.
- Vision - The MVP is about developing a product just enough to get it out the door to early adopters. Faster we deliver, faster we have feedback from users. Themes, Features, US. US - Each interaction they have with our product is a use case that tells the team a story about how they're going to use our product. We call these user stories and this is the level of detail we need to know what to deliver. The user story then is the tactical level of work that can be delivered quickly. Roadmap - The roadmap is very high level and is intended to apply your themes over time. Release Plan - The release plan is the next layer of detail. It's a high level plan that's meant to connect the roadmap to the sprints.
- Scrum wants you to fail. In fact, it's known for the slogan "fail fast, learn fast” Scrum takes the Agile manifesto and its key principles and boils them down to a very simple framework that encourages small-scale focus and rapid learning cycles. That's what fails fast really means, learn fast. With that in mind, the basics of the framework are designed to encourage that fast feedback loop.
- Rules Everyone is part of one big team. Each ball must have air-time. Each ball must be touched at least once by every team member. Balls cannot be passed to your direct neighbor to your immediate left or right. Each ball must return to the same person who introduced it into the system. There are a total of five iterations two minutes each. PDCA (plan–do–check–act or plan–do–check–adjust) is an iterative four-step management method used in business for the control and continuous improvement of processes and products. Every system has a natural velocity