Waterfall vs Agile - PMI Austin Chapterpmiaustin.org/images/downloads/February_2016... · Waterfall...

Waterfall vs Agile

Jeff Bayer, PhD, PMP, PMI-ACP

Bayer Project Management LLC

History of PMI

History of Software Development

History of Agile

Introduction to Agile

Agile Methodologies

Jeff Bayer PhD, PMP, PMI-ACPBayer Project Management LLC

2

In the 1960s project management began to be used in the construction, aerospace, and defense industries

It was founded in October 1969 at the Georgia Institute of Technology as a nonprofit organization

In the 1980s efforts were made to standardize project management procedures and approaches.

PMI produced the first Project Management Body of Knowledge (PMBOK) in 1996 PMBOK Methodology employs the Waterfall Process,

which requires: Stable Requirements, leading to Rigid Scope, Budget, and Schedule

3


Code and Fix

Waterfall

Spiral Development

4


Code and Fix was the Original approach to Software Development

Ad Hoc Corrective Action (i.e. Bug Fixes)

Code eventually delivered when Code was Bug Free

Code and Fix approach became more Unrealistic as Code became more Complex

1980s ushered in the Spiral Model, allowing for Iterative and Incremental approach, leading to a more Formal approach of Agile Methodologies

5


Widely accepted Waterfall Process

Fixed Requirements

Design

Development (Coding in the Software World)

Integration

Testing or Inspection (System, Performance, and User Acceptance Testing)

Deployment

Waterfall allows no Changes except for Formal Change Requests

6


Successful Waterfall Conditions Requires a Clear Picture of the Final Product with

minimal changes

Physical Product Production Construction

Manufacturing

Top-Down Culture

Few Competitors

Established Business

Repeatable Process

Regulation or Compliance Focus

7


PROs

Detail with Extensive Planning

Client Gets What He Asked For

Recordkeeping with Clear Expectations

CONs

Follows a Strict Process with No Going Back

Testing at the End of the Project

No Evolving Requirements

8


Initial Approach to Incremental and Iterative Development Methodology

Incremental Deliver working code in small chunks

Iterative Learning from Feedback

Eventually led to Agile Approaches

9


A philosophy

An approach to product development

Adaptive – there is no AGILE METHODOLOGY

Follows the values and principles of the Agile Manifesto

10


The Agile Manifesto (February 2001)* for Software Development

Individuals and Interactions over Process and Tools

Working Software over Comprehensive Documentation

Customer Collaboration over Contract Negotiation

Responding to Change over Following a Plan

*Copyright of John Wiley & Sons

11


Agile Approach Successful in

Software

Services

Bottoms-Up Culture

Highly Competitive Industries

Workers can

Self-Organize

Self-Prioritize

Re-Order tasks as Needed

Delivery of Small Working Sections periodically

12


Stakeholders (represented by the Product Owner)

Team Members Product Owner

Project Manager

Team

Team Lead

Business Analyst

Architect

Developers

QA Test

13


Daily Standup/Scrum

Epic (which will break down to one-iteration stories)

Product Backlog(prioritized list)

Iteration/Sprint

Sprint Backlog (fixed stories for each iteration)

Story Points

14


SCRUM

Extreme Programming (XP)

Lean Software Development

Kanban (Just-In-Time Delivery)

Dynamic System Software Development (DSSM)

Feature Driven Development (FDD)

15


Agile Planning Release Planning – Product Owner set Priorities Backlog is reviewed and re-prioritized each iteration if necessary

Pareto Principle: 20% of backlog can satisfy 80% of what customer wants

Iteration Planning – Team Members Identify Work to be accomplished (Self-Organization) in each 2 or 3 week iteration (Scrum is usually 30 Days)

Daily Planning – Daily work is planned at the Stand-Up meeting (or Scrum). 5-15 minutes long What was accomplished yesterday What is planned for today Roadblocks (Impediments)

16


User Story Format Title: (name for user story) As a: (user) I want to (take this action) So that (I get this benefit)

Estimation of User Story Points T-shirt sizes (S, M, L, XL) Planning Poker (Relative Size, NOT Hours)

Each team member selects (at the same time) a relative size of a User Story from Fibonacci sequence (1,2,3,5,8,13) Each number is the sum of the two previous numbers

Differences are discuss and team votes again

17


Velocity Tracks User Points/Iteration Average determined after 3 or 4 Iterations

Measuring Progress Burndown Chart reports number of story points

completed vs. number of remaining story points predicted by velocity

Continuous Integration Integrating tested solutions into builds as often as

possible, sometimes on a daily basis Continuous Deployment deploys successful builds at pre-

determined releases

18


User Story Tests are written prior to code development

Tests are run to ensure failure

Re-tested after code is developed to ensure passing

19


Iteration Reviews (Called Sprint Reviews in Scrum) are held at the end of each Iteration (Scrum)

Entire team including Business Owner is present (including Management only if requested)

Completed User Stories are informally demonstrated

Feedback is solicited from Stakeholders so changes can be incorporated into code and process (if necessary)

20


Team discusses how the iteration went

What went well (to ensure the practice is continued)

What can be improved the next iteration

Roadblocks

The Goal of the Retrospective is Continuous Improvement of the process

21


The most popular approach to Agile Software Development

Team generally follows the Agile process Team Members

Product Owner – Prioritizes product Backlog each Sprint

Scrum master – Servant Leader

Leads the team but is NOT the team’s manager

Team Member – everyone else of the team Sprint is 30-day timebox with a 15 minute daily Scrum

(similar to the Agile Stand-Up meeting)

Product Backlog is re-prioritized every sprint

Sprint backlog is the fixed scope committed to each Sprint

22


Beginning of Iteration Planning with Team, including Business Partner (Product

Owner)

Use Planning Poker to develop Story Points

Select number of Stories using Approximate Velocity

First Week Develop Test Cases

BA, QA, and Developers

Daily Stand-Up (Scrum)

1-2 Minutes per person Daily Builds Peer/Code Reviews Roadblocks Parking Lot (selective team members only)

23


End of Iteration

Retrospective

What went Right – Kudos

What went Wrong – Correct for future iteration

Demo to Customers and Stakeholders

Release to PROD according to Release Schedule

24


Team Values include:

Simplicity in code, documentation and process

Communication amongst all team members

Respect for all team members

Feedback from the business, users and peers

Courage to discard bad code and get help from the team

25


Key practices are Small and frequent releases

Automated Testing

Simple design

Paired Programming

Test Driven Development

Refactoring earlier developed code when necessary

Continuous integration

Collective ownership

Coding standards

Sustainable pace

26


Focuses on eliminating waste, including unnecessary functionality and slow communications

Eight Wastes of Software Development are: Delays

Over Production or Extra Features

Rework or Defects

Motion that does not add value

Non-Value Added processes

Inventory or Partial Work

Failure to use Intellect

Multi-tasking

27


Similar to the Agile Process including the Iterative process lifecycle that includes:

Feasibility Study

Business Study

Functional Model Iteration

Design/Build Iteration

Implementation

28


Process requiring up-front collection of Requirements

Features are delivered iteratively in accordance with general Agile processes

29


PROs of Agile

Allows for Changes

Short-Term Releases

Customer Focus

Team members assume all positions as necessary to maximize product flow

CONs of Agile

No Scheduled Plan

Final Product Usually Different from Original

Reliance on Other Team Members

30


New Methodology Usually has Less Training

Lack of Management Buy-In Less Control

Agile Does Not Translate into Waterfall Story Point Are Not Defined Time

Less Metrics for Management

No Firm Customer Agreement

31


Management Culture is Slow to Change

Some Metrics are Required (e.g. Burndown chart)

Lack of a Benchmark

Allows for Management Visibility

32


Agile principles can be adopted to many situations Remodeling the kitchen

Planning a wedding

Reorganizing a department

Work with Customers to see if Agile principles can be adopted

Establish face-to-face communications rather than using email and phone calls

Implement Continuous Improvement

33


Implement daily planning

Identify short-term goal

Define Acceptance Criteria to demonstrate completion of customer needs

34


Waterfall Agile

35

Scope(Fixed)

Scope(Variable)

Resources(Variable)

Time(Fixed)

Time(Variable)

Resources(Fixed)


36


• Agile Manifesto was written in 2001

• Since 2001 the software environment has changed

• Mobile Communications is worldwide

• Social networks share information instantly

• Software is ubiquitous

• Software complexity has increased

37


• Individuals and Interactions over Process and Tools

• Today tools are tightly coupled with individuals

and interactions

• Working Software over Comprehensive Documentation

• Now documentation is greater than MS Word

documents

• Today’s documentation are whiteboard, sticky

notes, wiki, etc.

• Stories, epics and decisions are written every day

38


• Customer Collaboration over Contract Negotiation

• Contracts are still indispensable

• Negotiation IS collaboration

• Contract is a living document to reflect

collaboration

• Responding to Change over Following a Plan

• Now requirements are written to reduce confusion

around the “plan”

• The plan is the Vision

Education BSEE, MSEE (Computer Science) MBA PhD (Engineering Management)

Certifications PMP PMI-ACP IC Agile Certified Professional (International Consortium for Agile) Professional Engineer (PE) License

Project Management Experience 25 years PM experience in Telecom, IT, Finance, Retail, Banking 12 years Dallas PMI Chapter PMP Review Trainer Crosswind Project Management PMP Certification Trainer SimpliLearn PMP and PMI-ACP Trainer

Semi Retired Program/Project Management Consultant Project Management Training

39


Questions?

40


Waterfall vs Agile - PMI Austin Chapterpmiaustin.org/images/downloads/February_2016... · Waterfall...

Documents

Transcript of Waterfall vs Agile - PMI Austin Chapterpmiaustin.org/images/downloads/February_2016... · Waterfall...