Copyright © Flow Cracker 2014. All other trademarks held by their respective owners. Copyright © Flow Cracker 2014. All other trademarks held by their respective owners. About Agile Speed, Scale, Skills, Simplicity http://www.flowcracker.com 1
Copyright © Flow Cracker 2014. All other trademarks held by their respective owners.Copyright © Flow Cracker 2014. All other trademarks held by their respective owners.
About Agile
Speed, Scale, Skills, Simplicity
http://www.flowcracker.com
1
Copyright © Flow Cracker 2014. All other trademarks held by their respective owners.
Principle Consultant – Durgaprasad B. R
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Durgaprasad B. R 20+ Years of IT experience B. E (E & C), Alumni of
IIM,Bangalore Certifications
PMI-PMP, PMI-ACP SCP from Scaled
Agile Academy
Durgaprasad B. R 20+ Years of IT experience B. E (E & C), Alumni of
IIM,Bangalore Certifications
PMI-PMP, PMI-ACP SCP from Scaled
Agile Academy
Developer, Project/ProgramManager, Location DeliveryHead, Agile Coach
Industries: Telecom,Healthcare, ConsumerElectronics, Automotive
Past few Clients: Avaya,Nortel, ALU, Microsoft,Qualcomm, Intel, Toshiba,Continental
Technologies: WebTechnologies, Embedded,Legacy large systems
Developer, Project/ProgramManager, Location DeliveryHead, Agile Coach
Industries: Telecom,Healthcare, ConsumerElectronics, Automotive
Past few Clients: Avaya,Nortel, ALU, Microsoft,Qualcomm, Intel, Toshiba,Continental
Technologies: WebTechnologies, Embedded,Legacy large systems
Led large Telecomprograms, IP Switches,Voice Messaging System,Contact Center, ConsumerElectronics products,Automotive productdevelopment
Well versed in new agetechnologies as well as sun-set technologies
Trained and coachedindividuals and teams onAgile, Kanban, Scrum andSAFe methodologies
Regular public workshopson PMP, ACP and SAFeCertifications
Led large Telecomprograms, IP Switches,Voice Messaging System,Contact Center, ConsumerElectronics products,Automotive productdevelopment
Well versed in new agetechnologies as well as sun-set technologies
Trained and coachedindividuals and teams onAgile, Kanban, Scrum andSAFe methodologies
Regular public workshopson PMP, ACP and SAFeCertifications
http://www.flowcracker.in/about-durgaprasad-b-r/Contact: [email protected]. Cell: 9845558474
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LeanDevelopment
Toward beingSAFe™
Agile Scrum
KanbanXP – ExtremeProgramming
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THE OATH OF NON-ALLEGIANCE
I promise not to exclude from consideration any idea based on its source, but toconsider ideas across schools and heritages in order to find the ones that best suit thecurrent situation.
- DURGAPRASADhttp://oathofnonallegiance.com/
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LeanDevelopment
Toward beingSAFe™
Agile Scrum
KanbanXP – ExtremeProgramming
`
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Agile
Being Agile Agile MethodsAgile Manifesto&
Principles
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Agile Timelines19
70 Waterfall byWinstonRoyce
1984 Borland’s
softwareCraftsmanapproach
1986 Iterative
developmentHBR paper byTakeuchi andNonaka
1994 Dynamic
SoftwareDevelopmentMethodology(DSDM)
1995 Scrum
By KenSchwaber &JeffSutherland
1997 Crystal
MethdologiesCockburn
1997 Rational
UnifiedProcessGrady Booch,Ivar Jacobsonand JamesRambaugh
1998 Feature
DrivenDevelopmentBy Jeff Deluca
1999 Extreme
ProgrammingKent Beck
2000 Adaptive
SoftwareDevelopmentHighsmith
2001 Agile
Manifesto 2003 Lean Software
Development:An AgileToolkitMary & TomPoppendieck
2007 Kanban
SystemDavidAnderson
2012 Scaled Agile
FrameworkDeanLeffingwell
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Signatories for Agile Manifesto
Scrum:Mike BeedleKen SchwaberJeff Sutherland
XP:Kent Back (TDD, Worked with DaimlerChrysler AG)Ward CunninghamMartin Fowler (Continuous Integration)Ron Jeffries
DSDM (Europe)Arie Van Bennekum
Crystal Clear:Alistair Cockburn
Adaptive Software DevelopmentJim Highsmith
Author/Consultants:James Grenning (Planning Poker)Andrew HuntJohn KornBrian MurickRobert C Martin (Agile Alliance, Clean Code)Steve Mellor (UML, Model DrivenArchitecture)Dave Thomas
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Agile Manifesto
We are uncovering better ways of developing software by doingit and helping others do it. Through this work we have come tovalue:
Individuals and interactions over processes and toolsWorking software over comprehensive documentation
Customer collaboration over contract negotiationResponding to change over following a plan
That is, while there is value in the items on the right, we valuethe items on the left more.
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How much Agile?
Chaos
Individuals andinteractions Processes and Tools
Working Software
over
Customer Collaboration
Responding to Change
Comprehensive Documentation
Contract Negotiation
Following a Plan
over
over
over
BureaucraticSweat Spot?
Chaos Bureaucratic
sweatspot?
?
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Agile Manifesto
• As per COCOMO estimation model, difference between thebest people making software compared to software andtools is a factor of 10:1
• Most of the activities are done by people and not tools• Motivated team outperforms unmotivated super star team• Free the team from interruptions and improve
collaboration• Good work life balance. Happy teams outperform
overworked team• Allow teams to generate ideas. Ideas generated by the
team does not need to be sold back to the team
1. Individuals and Interactions over processes and tools
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Agile Manifesto
• Avoid upfront detailed requirements, design, test plan, testcases when things are hazy and may change
• Don’t document things till things are clear and required• Documents don’t need to be verbose. Keep it short.• Documents may be in any form :
• mind map, flowchart, commented code
• Avoid going wrong. Get early feedback through workingprototype
2. Working software over comprehensive documentation
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Agile Manifesto
• Need to be flexible and focus on getting things done than bepunitive about things not done
• Build working relationship that helps all to addresses thechanging needs as the context and time changes
• Don’t take rigid stand on commitments done when thingswere unknown
3. Customer collaboration over contract negotiation
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Agile Manifesto
• Focus on continuous planning than a fixed plan• Responding to change includes continuous planning to
accommodate change and prioritizing work items• Agile keeps cost and schedule fixed and scope flexible• Trade changes with lower priority work items in the backlog
4. Responding to change over following a plan
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Agile Principles1. Our highest priority is to satisfy the customers through early and
continuous delivery of valuable software2. Welcome changing requirements, even late in development. Agile
process harness change for the customers competitive advantage3. Deliver working software frequently, from a couple of weeks to a
couple of months, with a preference to the shorter timescale4. Business people and developers must work together daily throughout
the project5. Build projects around motivated individuals. Give them the
environment and support they need, and trust them to get the jobdone
6. The most efficient and effective method of conveying information toand within a development team is face-to-face conversation
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Agile Principles7. Working software is the primary measure of progress8. Agile processes promote sustainable development. The sponsors,developers, and users should be able to maintain a constant paceindefinitely9. Continuous attention to technical excellence and good design enhancesagility10. Simplicity – the art of maximizing the amount of work not done – isessential11. The best architectures, requirements, and designs emerge from self-organizing teams12. At regular intervals, the team reflects on how to become moreeffective, then tunes and adjusts its behavior accordingly
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Agile Manifesto & Quality
• Agile manifesto does notmention about quality.
• Implied understandingthat without quality Agilewill not succeed.
• Excessive bugs /poorquality is a hurdle for anysoftware methodology.
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Triple Constraints in Agile
The Iron triangle: Assuming Quality is not negotiable in any methodology.
Traditional Approach- Fixed Scope- Estimated Cost- Estimated Time
Agile Approach- Estimated Scope- Fixed Cost- Fixed Time
This is to certify thatMr/Mrs. Joy has run
annual 10K marathon in1 hour 6 minutes.
This is to certify thatMr/Mrs. Joy has run
annual 1 hourmarathon covering a
distance of 9.253kilometers.
Analogy:Traditional: 10 Km Marathon
(variable time, fixed distance)Agile way: 1 hour Marathon
(variable distance, fixed time)
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Agile
Being Agile Agile MethodsAgile Manifesto&
Principles
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Being Agile
For sustainable success, Agile needs a combination of top leadershipcommitment and a culture of continuous improvement
XPScrumKanbanDFDMLeanCrystal ClearRUP
User Stories,Product BacklogPair ProgrammingFlow, Display BoardsMetaphorsCoding StandardsTest AutomationContinuous IntegrationContinuous Deployment…….
Empowered TeamSelf Organizing TeamCollaborationTransparencyServant LeadershipCommitmentTechnical ExcellenceContinuous Improvement……
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Being AgileThe World has been trying to copy the wrong things
- Mike Rother (Toyota Kata)
• Methods• Tools• Best / Common Practices
Agile Mindset
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Things to know about Agile• Agile is about culture, values than process
• Agile consists of nothing more than manifesto (intent) andprinciples
• Authors did not agree on standardizing methods. But, agreed oncommon manifesto and principles
• Agile wisely remains silent about specifics. Thus allowing innovationand improvements
• Over the years, common practices has emerged
Agile treats software development as Sprint, not marathon
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Agile
Being Agile Agile MethodsAgile Manifesto&
Principles
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Agile Methods• Scrum, XP and Kanban are
the most popular• Organizations pick and
choose good practicesfrom a buffet of practices
Some Examples:XP: User stories for Requirements, estimations, release planningScrum: Sprints, Cross functional teamsDSDM/Crystal: RetrospectivesKanban: Dashboard, Flow
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Selective Attention test
https://www.youtube.com/watch?v=vJG698U2Mvo
25
Beware of prescriptive methods. Choose your approach based on theneed.
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About Agile Methods• Some Agile Methods (WHAT) originated even before
Agile Manifesto (WHY) was written– Scrum @ Essel Corporation in 1993
• Agile manifesto and properties emerged from existingmethods in 2001– Scrum, XP, DSDM, Crystal
• Some Agile methods emerged after Agile manifestowas written– Kanban, Scrumban
Try to understand “WHY” before the “WHAT”
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Agile Methods
Agile Methods enable continuous FLOW
Flow, Value, Feedback, Collaboration
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Which AgileMethod ?
• Cannot compare hammer or ascrew driver– If it is a nail, use hammer &– If it is a screw, use screwdriver
• Scrum is the most popular.
• But, there are other methods like“Kanban” which are ideal forparticular type of projects, teamand context
• Start with some framework, andinternalize it to your needs, butadhere to the Agile manifesto
• Extreme Programming• Scrum• Kanban• Behavior Driven
Development (BDD)• Feature Driven
Development (FDD)• Crystal Clear• Dynamic Systems
Development Method(DSDM)
• …. Cowboy coding ?
Rational Unified Process ?
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Why Agile?
FUNDAMENTAL CHANGE
or
INCREASED ATTENTION TO FUNDAMENTALS ?
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Flow Cracker#7, 3rd Floor, Srishti Building,8th Main, Basaveshwar Nagar,Bangalore - 560079
Email :
[email protected] [email protected]
Cell: +91 984 555 8474
ThankYou
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