1. (Term Paper)
Agile Software Development
Presenter
Rajesh Piryani
South Asian University

2. OUTLINE
 Introduction
 Agile Manifesto
 Agile Development Vs Waterfall Model
 Agile Software Development Methodologies
 Case Study
 Performance Evaluation
 Conclusion
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3. INTRODUCTION
 Agile software development is collection of software development
methodologies.
 It is based on iterative and incremental software development methods.
 Main Initiative
 team can be more efficient in responding to change
 if it can reduce the cost of moving information between people and
 decrease the time elapsed between making a decision to seeing the
consequences of that decision.
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4. AGILITY
 Goldman in 1995 said:
 “Agility is dynamic, context-specific, aggressively change-embracing, and
growth-oriented.
 It is not about improving efficiency, cutting costs, or battening down the
business hatches to ride out fearsome competitive storms.
 It is about succeeding and about winning: about succeeding in emerging
competitive arenas, and about winning profits, market share, and customers in
the very center of the competitive storms many companies now fear.”
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5. AGILE MANIFESTO
 In February 2001, a group of 17 software expert comprised
 Creator of XP(Extreme Programming), Scrum, DSDM(Dynamic
System Development Method),and others,
 got together to talk about lightweight methods.
 They come to a decision to use the term agile to explain new class of agile
methods.
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6. AGILE VALUES
 Individual and their interactions over processes and tools
 Delivering working software over comprehensive documentations
 Customer Collaboration over contract negotiations
 Responding to change over a following plan.
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7. AGILE PRINCIPLES
1. Our highest priority is to satisfy the customer through early and continuous
delivery of valuable software.
2. Welcome changing requirements, even late in development. Agile
processes harness change for the customer’s competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of
months, with a preference to the shorter timescale.
4. Business people and developers must work together daily throughout the
project.
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8. AGILE PRINCIPLES
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
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9. AGILE PRINCIPLES
9. Continuous attention to technical excellence and good design enhances
agility.
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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10. AGILE DEVELOPMENT VS
WATERFALL MODEL
 70 percent of software projects using this methodology fail to meet their
objectives.
 Water fall model features
 distinct phases with checkpoints and at each phase are deliverable
 Agile Methods
 have iterations rather than phases.
 Each iteration output is running code that can be used to estimate and
 answer to changing and evolving user requirements.
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In waterfall model, one phase makes difficult to create last minute changes in
requirements or design,

11. AGILE DEVELOPMENT VS
WATERFALL MODEL
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12. AGILE SOFTWARE DEVELOPMENT
METHODOLOGIES
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13. EXTREME PROGRAMMING(XP)
 developed by Programmer Kent Beck
 For programmer
 XP guarantee that—to work on the things that actually matter every day.
 alone wont face scary situations.
 Everything will be in their power to make system successful, and make decision
that can make best.
 For customer and managers
 XP guarantees—to get the most possible value out of every programming week.
 In few weeks –able to see concrete progress on their require set of objectives.
 able to alter the track of the project in the middle of development without incurring
overpriced costs.
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14. XP FUNDAMENTAL PRINCIPLES
1. Rapid Feedback
 to obtain feedback, understand it, and place as soon as possible what is learned back
into the system
2. Assume Simplicity
 Treat every problem with ridiculous simplicity—saves time on the 98 percent of
problems for which it is true
3. Incremental Change
 problem can be solved in series of smallest changes that actually make difference.
4. Embracing Change
 preserves the most choices while in reality solving most fundamental problem.
5. Quality Work
 four project development variables scope, cost, time and quality
 possible values to perform good job are “excellent” and “insanely excellent
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15. EXTREME PROGRAMMING
PRACTICES
1. Planning Game
 Quickly determine the scope of the next release by combining business priorities
and technical estimates.
2. Small Release
 Each release should be as small as possible, and include the most valuable business
requirements
3. Metaphor
 Guide all development with a simple shared story of how the whole system works.
4. Simple Design
 The correct design for the software at any specified time is one that runs:
 Run all test, no duplicate logic, has fewest possible classes and methods
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16. EXTREME PROGRAMMING
PRACTICES
5. Testing
 Programmers write unit tests and customer writes functional test
6. Refactoring
 improvement in communication, simplify or add flexibility by reforming
the system without altering its performance to eliminate duplication
7. Pair Programming
 all production code is written with two programmers at one machine
8. Collective Ownership
 anyone can change any code anywhere in the system at any time
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17. EXTREME PROGRAMMING
PRACTICES
9. Continuous Integration
 Integrate and build the system after a completion of every task.
10. 40 Hours Week
 Never work overtime a second week in a row.
11. On-site Customer
 Include a real, live user on the team, available full-time to answer questions
12. Coding Standards
 Programmers write all code in accordance with rules emphasizing
communication through the code.
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18. SCRUM
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 The term Scrum was coined by Takeuchi, DeGrace, Schwaber, in the late
1990s.
 Concept
 drastic simplification of project management
 based on iterative development
 comprises of three roles, three documents, and three meetings

19. ROLES OF SCRUM
1. Product Owner
 make sure that he/she is representing the interest of all stakeholders
 providing the requirements funds the project as well as signs off on any
deliverable
 writes customer-centric items (typically user stories),
 prioritizes them, and appends them to the product backlog
 role cannot be combined with that of Scrum Master.
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20. ROLES OF SCRUM
2. Scrum Master
 Represents management to the project
 make sure that the team is delivering high quality and is not cutting quality
to get the job done
 check the team, verify that the test cases and code reviews are done,
 Ensure that the team is fully functional and productive
 Enable close cooperation across all roles and functions
 Shield the team from external interferences
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21. ROLES OF SCRUM
3. Team
 Typically 3-9 people
 Cross-functional:
 Analyzers, programmers, testers, user experience designers, etc.
 Members should be full-time
 May be exceptions (e.g., database administrator)
 Teams are self-organizing
 Ideally, no titles but rarely a possibility
 Membership should change only between sprints
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22. DOCUMENTS OF SCRUM
1. Product Backlog
 All requirements are collected and prioritized in single list
 It is the master list of all functionality desired in the product
 each item in the product backlog has a description, a priority and an
estimate of the effort needed to complete it.
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23. DOCUMENTS OF SCRUM
2. Sprint Backlog
 In Scrum project development is done in small iterations, and termed as
“Sprint”.
 Each sprint is small and manageable iteration.
 It comprised design, development, testing and documentation.
 duration of sprint is usually about 2-4 weeks.
 At the start of a sprint, the team picks most important use cases that can
be delivered in that current iteration.
 The list of those use case is called “Sprint Backlog ”.
 Sprint backlog is the subset of product backlog.
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24. DOCUMENTS OF SCRUM
3. Sprint Result
 The use cases that are completed during that sprint are documented as
sprint results.
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25. MEETINGS OF SCRUM
1. Sprint Planning Meeting
 Held in the beginning of every new sprint planning
 In this meeting, the product owner and the scrum master
 decide on the sprint backlog, on the basis of requirements which are
prioritized by the product owner,
 therefore on what the team can commit to deliver in one sprint.
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26. MEETINGS OF SCRUM
2. Scrum Meeting/ Daily Scrum Meetings
 Held every day
 moderates by scrum master
 short 15 minutes project meeting throughout the project
 Exchange information what was achieved in the last 24 hrs, and
 what was the problems faced that need to be discussed.
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27. MEETINGS OF SCRUM
3. Sprint Review
 In the end of each daily sprint meeting
 scrum master, team and product owner along with the stakeholders meet
again to review the result achieved during the iteration.
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28. SCRUM
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29. SCRUM BURN CHART
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 For tracking the progress of the development activities
 to measure the progress towards achieving the given goals

30. SCRUM BURN CHART
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31. PERFORMANCE EVALUATION
 Agile Success
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32. PERFORMANCE EVALUATION
 Agile and Enterprise Architecture
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33. PERFORMANCE EVALUATION
 Agile Methodology Used
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34. PERFORMANCE EVALUATION
 Reason for Adopting Agile
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35. PERFORMANCE EVALUATION
 Benefits obtained from implementing Agile
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36. CONCLUSION
 Objective
 to explore the Agile Software Development methodologies
(such as Extreme Programming, SCRUM).
 Observation
 observed that agile software methodology is growing
software development methodology.
 Most companies and most people are adopting agile
software development methodologies
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37. REFERENCES
 [1] A. Cockburn and J. Highsmith, “Agile software development: The people
factor,” Computer, vol. 34, no. 11, pp. 131–133, Nov. 2001.[Online]. Available:
http://dx.doi.org/10.1109/2.963450
 [2] A. Cockburn, Agile software development, ser. Agile software development
series. Addison-Wesley, 2002. [Online]. Available:
http://books.google.co.in/books?id=JxYQ1Zb61zkC
 [3] K. Beck, M. Beedle, A. van Bennekum, A. Cockburn, W. Cunningham, M.
Fowler, J. Grenning, J. Highsmith, A. Hunt, R. Jeffries, J. Kern, B. Marick, R.
C. Martin, S. Mellor, K. Schwaber, J. Sutherland, and D. Thomas, “Manifesto
for agile software development,” 2001.[Online]. Available:
http://www.agilemanifesto.org/
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38. REFERENCES
 [4] W. W. Royce, “Managing the development of large software systems:
concepts and techniques,” Proc. IEEE WESTCON, Los Angeles, pp. 1–9,
August 1970, reprinted in Proceedings of the Ninth International Conference on
Software Engineering, March 1987, pp. 328–338. [Online]. Available:
http://www.cs.umd.edu/class/spring2003/cmsc838p/Process/waterfall.pdf
 [5] K. Beck, Extreme programming explained: embrace change. Boston, MA,
USA: Addison-Wesley Longman Publishing Co., Inc., 2000.
 [6] T. Stober and U. Hansmann, Agile Software Development: Best Practices
for Large Software Development Projects. Springer, 2010. [Online]. Available:
http://books.google.co.in/books?id=DX9v4pqTDwkC
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39. THANK YOU
FOR YOUR CO-OPERATION
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40. QUESTIONS??
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