Agile Software Development

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AgileSoftwareDevelopment

• MythBusters, SuperNanny
• And Cricket

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Agile Practices- Comparison -

• Vs Project Management
• Complementary to PMBOK, Prince/2
• Refinement in Software Development Application
  Area (ie. DSDM, Scrum, FDD)
• Vs Waterfall
• Phases vs Iterations
• Deliverables vs Increments
• Change Control vs DivideConquer

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Regular Meetings- Communication Feedback -

• Stakeholder Meetings on Release Level
• Steering Committee (ie. Project Sponsoring)
• Team Meetings on Iteration Level
• Release Planning (ie. Estimating Prioritising
  User Stories and Planning Incremental Releases)
• Review Sessions (ie. Simple Design
  Re-Estimating)
• Iteration Kick-Off (ie. Lock-Down User Stories)
• Design Sessions (ie. Simple Design)
• Iteration Close-Down (ie. User Story Approval and
  Continuous Process Improvement)
• Daily Stand-Ups (ie. Team Collaboration)

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Agile Practices- Project Management -

• RELEASE MANAGEMENT
• Estimating Planning
• Managing (Incremental) Releases using Prioritised
  User Stories
• Triangulation Accurate Consistent in Story
  Points
• Baselining Budget, Schedule Scope
• Project Resourcing
• Adapting Project Plan
• Feasible Development Continuation
• Risk Management Analysis
• Managing Stakeholder Meetings Communication

• ITERATION MANAGEMENT
• Tracking Steering
• Identifying Productivity, Capacity and/or
  Efficiency Issues using Metrics
• Balancing Scope (ie. Scope Creep), Budget and/or
  Schedule
• Raising Change/Risk Issues
• Continuous Improvement of Productivity Cost of
  Change
• Monitoring Sustainable Pace
• Managing Team Meetings Communication

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Agile Practices- Developer / QA Tester -

• Test Driven Development
• Define Acceptance Tests as part of Requirements
  Gathering
• Automated Unit Tests
• Continuous Integration
• Re-factoring
• Pair Programming
• Collective Code Ownership
• Coding Standards
• Sustainable Pace
• Participate in Team Meetings

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Agile Practices- Business Representative -

• Co-located
• Track User Story Lifecycle
• Metaphor
• Applying INVEST to User Stories
• Participate in Stakeholder Team Meetings

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Engagement Types

• Agile Trainer Coach
• (1-3 Days per Week)
• Attending Selected Project Meetings
• Regular Training Sessions for Project Team
  Members
• Coaching Project Manager
• Create Agile Awareness Behavior

• Agile Project Manager
• (Fulltime)
• Managing Project Meetings
• Regular Training Sessions for Project Team
  Members
• Project Management
• Coaching Project Team Members Maintaining
  Focused High-Disciplined Project Team

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Agile Sources

• Books
• Extreme Programming Explained by Kent Beck The
  Bible
• Agile Estimating and Planning by Mike Cohn
• Planning Extreme Programming by K. Beck M.
  Fowler
• Agile Management for Software Engineering by
  David J. Anderson
• XP Refactored The Case against XP by M.
  Stephens D. Rosenberg
• User Stories Applied by Mike Cohn
• Web Sites
• http//agilemanifesto.org/
• http//www.agilealliance.org8080/home
• http//www.orangefortune.com/agile.html

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Business Driven
Embrace Change
Agile Principles
Waterfall (Phased Change Control)
Chaos
?
ROI
? Size
?
Agile Edge of Chaos (Iterative Incremental)
Business Priority
Developer Estimate
Simple (Just Do It)
Working Softwareover comprehensive documentation
Change ?
Responding to change over following a plan
Team Performance
Agile Values
People
Simplicity
Processes
Collaboration
Respect
Tools
Feedback
Courage
Individuals and Interactions over Processes and
Tools
Customer Collaboration over Contract Negotiation
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Agile Compassfor Project Sponsors
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Sponsor When?
Story Card Name Priority
Estimate Pre-Conditions Business
Test Screen Logic
Cases Design Open
Issues
ltUser, Systemgt ltActiongt ltResultgt ltBy, With,
From, etc.gt ltObjectgt
Business Rep. What?
Developer How?
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Change Request (CR) Corrective Action
(CA) Preventive Action (PA) Defect Repair
(DR) Organisational Process Asset (OPA)
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PM Basic Formulas

• Project Selection Methods
• Benefit Cost Ratio (BCR) Benefit / Cost
• Economic Value Add (EVA) After Tax Profit
  (Capital Expenditures Cost of Capital)
• Net Present Value (NPV) Present Value Cost
• Return On Investment (ROI) (Benefit Cost) /
  Cost
• ROIC After Tax Profit / Cost
• Estimates
• Three-Point PERT (Optimistic 4Realistic
  Pessimistic) / 6
• Standard Deviation (Pessimistic Optimistic) /
  6
• Communication Channels n(n-1)/2
• Expected (Risk) Value Probability Impact
• Point of Total Assumption (PTA) for Fixed Price
  Incentive Fee Contracts Target Cost ((Ceiling
  Price Target Price) / Sellers Share of Cost
  Overrun)