PMI-ACP : Lesson 1 : Agile Framework

Saket Bansal

PMP, PMI-ACP , CSM , ITIL V3 F

Agile Framework

www.izenbridge.com 1

Essence of Agile

Agile Values and Principles

Overview of Agile Methods

Agile and Traditional Development Methodology

APM (Agile Project Management Framework)


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)


http://en.wikipedia.org/wiki/Scrum_(rugby)

http://en.wikipedia.org/wiki/Scrum_(rugby)

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


http://en.wikipedia.org/wiki/Software_development_methodologies

http://en.wikipedia.org/wiki/Software_development_methodologies

http://en.wikipedia.org/wiki/Iterative_and_incremental_development

http://en.wikipedia.org/wiki/Iterative_and_incremental_development

http://en.wikipedia.org/wiki/Self-organization



http://en.wikipedia.org/wiki/Cross-functional_team



The Salt Lake Valley,

Snowbird, Utah

The Agile Manifesto was

written

In 2001, a group of 17

“lightweight"

methodologists met.

The meeting also included the

representatives of

eXtreme Programming (XP)

Scrum

DSDM

Adaptive Software

Development

Photo taken by Scott Catron


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 amalgamation of varied professional 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 which 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 Principles


Our highest priority is to satisfy the customer through early

and continuous delivery of valuable software.

Welcome changing requirements, even late in development.

Agile processes harness change for the customer’s

competitive advantage.

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.

19 www.izenbridge.com

Build projects around motivated individuals. Give them the

environment and support they need, and trust them to get

the job done

The most efficient and effective method of conveying

information to and within a development team is face-to-face

conversation.

Working software is the primary measure of progress.

Agile processes promote sustainable development. The

sponsors, developers, and users should be able to maintain a

constant pace indefinitely.


Continuous attention to technical excellence and good design

enhances agility

Simplicity—the art of maximizing the amount of work not

done—is essential.

The best architectures, requirements, and designs emerge

from self-organizing teams.

At regular intervals, the team reflects on how to become more

effective, then tunes and adjusts its behavior accordingly.


We increase return on investment by making continuous flow

of value our focus.

We deliver reliable results by engaging customers in frequent

interactions and shared ownership.

We expect uncertainty and manage for it through iterations,

anticipation, and adaptation.

We unleash creativity and innovation by recognizing that

individuals are the ultimate source of value, and creating an

environment where they can make a difference.

We boost performance through group accountability for

results and shared responsibility for team effectiveness.

We improve effectiveness and reliability through situational

specific strategies, processes and practices.


Agile Methods


Phases

Inception, Elaboration, Construction, Transition

Disciplines

Model, Implementation, Test, Deployment, Configuration

Management, Project Management, Environment

Philosophies

Your staff knows what they're doing, Simplicity, Agility,

Focus on high-value activities, Tool independence, You'll

want to tailor the AUP to meet your own needs


Frequent Delivery of Usable Code to Users (required) Reflective Improvement (required) Osmotic Communication Preferably by Being Co-Located

(required) Personal Safety Focus Easy Access to Expert Users Automated Tests, Configuration Management, and Frequent

Integration


Principles

• User involvement is the main key, The project team must be empowered, Frequent delivery of products, Delivering a system that addresses the current business needs, Development is iterative and incremental, Changes are reversible, High level scope and requirements should be base-lined, Testing is carried out throughout the project life-cycle, Communication and cooperation among all project stakeholders

Techniques

• Timeboxing, MoSCoW, Prototyping, Testing, Workshop, Modelling


Values

• Communication, Simplicity, Feedback, Courage, Respect

Activities

• Coding, Testing, Listening, Designing

Practices

• Pair programming, Planning Game, Test Driven

Development, Whole team, Continuous Integration, Design

Improvement, Small Releases, Coding Standards, Collective

Code Ownership, Simple Design, System Metaphor,

Sustainable Pace


Activities • Develop Overall Model, Build Feature List, Plan By Feature,

Design By Feature, Build By Feature, Milestones Best practices

• Domain Object Modelling • Developing by Feature • Individual Class (Code) Ownership • Feature Teams • Inspections • Configuration Management • Regular Builds • Visibility of progress and results


Scrum Team

Events

• Sprints

• Sprint Planning Meeting

• Sprint Review Meeting

• Daily Scrum

• Sprint Review Meeting

• Sprint Retrospectives

Artifacts

• Product Backlog

• Sprint Backlog


Agile Vs. Traditional


A project is still a project:

• Vision

• Life cycle

• Requirements

• Schedule

• Team

• Communication mechanisms


Waterfall Model Agile Project Life Cycle


Traditional Agile : Iterative

Plan as you go

Feature-breakdown

structure

User stories

Release plan

Story boards

Deliver as you go

Learn every iteration ,

Adapt

Manage team

Plan all in advance

Work-breakdown

structure

Functional specs

Gantt chart

Status reports

Deliver at the end

Learn at the end

Follow the plan

Manage tasks


Agile Project Management Framework


Based On Adaptive Software Development (Highsmith 2000). www.izenbridge.com 36

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)?


The elevator test statement—an explanation of the project to

someone within two minutes—takes the following format:

For (target customer)

Who (statement of the need or opportunity)

The (product name) is a (product category)

That (key benefit, compelling reason to buy)

Unlike (primary competitive alternative)

Our product (statement of primary differentiation)


Clients/customers

Project leader

Product manager

Executive Sponsor

Project Objective Statement

Business Objectives

Tradeoff matrix

Exploration factor

Delay cost

Capabilities

Quality Objectives

Performance/quality

attributes

Architectural Guidelines

Issues/risks


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


Product Backlog

• The objective of creating a product backlog is to expand

the product vision, through an evolutionary requirements

definition process, into a product feature list, or backlog.

Release Planning

• A release plan presents a roadmap of how the team intends

to achieve the product vision within the project objectives

and constraints identified in the project data sheet


Iteration 0 helps teams balance anticipation with

adaptation.

The “0” implies that nothing useful to the customer—stories,

in other words—gets delivered in this time period. However,

the work is useful to the team.


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.


Saket Bansal

[email protected]

M: 9910802561

Web: www.iZenBridge.com

Twitter: Saket_tg

LinkedIn: www.linkedin.com/in/saketbansal


mailto:[email protected]

http://www.izenbridge.com/

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PMI-ACP : Lesson 1 : Agile Framework

Technology

Transcript of PMI-ACP : Lesson 1 : Agile Framework