agile framework

: (647) 247-4810

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: www.uloomtraining.com

©Hamza Qazi

Agile Framework

mailto:[email protected]

http://www.uloomtraining.com/

: (647) 247-4810

: [email protected]


©Hamza Qazi

Presenter This summary presentation is developed by Mr. Hamza Qazi, MBA, PMP, SCM. He is

an experienced instructor of project management and has been teaching PMP, CAPM, and Agile for over 3 years. If you need additional information or training, please contact him as follows:

Email: [email protected]

Phone: 1-647-247-4810

GTA, Ontario, Canada

Training delivered by Hamza Qazi

◦ Project Management Professional (PMP) certification prep

◦ Certified Associate Project Management (CAPM) certification prep

◦ Agile Project Management certification prep

◦ Several PMI PDUs courses

◦ MS Project Level 1 Hands-on course

◦ Soft Skills such as Communications Management and Behavioural Job Interviewing Skills

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Agenda Agile Background

Why Agile

The Agile Manifesto

Twelve Guiding Principles

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Agile Background In 1970, Dr. Winston Royce presented a paper entitled “Managing the

Development of Large Software Systems,” which criticized sequential development. He asserted that computer software should not be developed like an automobile on an assembly line, in which each piece is added in sequential phases.

Dr. Royce recommended against the phase based approach in which developers first gather all of a project’s requirements, then complete all of its architecture and design, then write all of the code, and so on. In such sequential phases, every phase of the project must be completed before the next phase can begin.

Dr. Royce recommended “Agile” as an alternative to waterfall methodology. Instead of a sequential design process, the Agile methodology follows an incremental approach as follows:

◦ Developers start off with a simplistic project design, and then begin to work on small modules. The work on these modules is done in weekly or monthly sprints (iterations) , and at the end of each sprint, project priorities are evaluated and tests are run. These sprints allow for bugs to be discovered, and customer feedback to be incorporated into the design before the next sprint is run.

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Why Agile?

The Information Revolution relies on knowledge workers whose main capital is knowledge. They utilize their subject matter expertise and take part in analysis, design and/or development effort.

Knowledge workers engineers, scientists, doctors, teachers and IT folks. They are not industrial workers and their work has following characteristics:

◦ Work is invisible, less structured, and requires frequent decision-making

◦ Work involves continuous change, innovation, learning and experimenting

◦ Work requires autonomy, focus on quality, asking questions and collaboration

To manage the work of knowledge workers, a new method and set of techniques are required that are adaptable, flexible, time-boxed and iterative.

Hence, a number of Agile methods were invented such as Scrum, Extreme Programming (XP), Feature Driven Development (FDD), Crystal and Kanban, etc.

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Agile Manifesto

A manifesto is a published verbal declaration of the intentions, motives, or views of the issuer, be it an individual, group, political party or government.

The Agile Manifesto declared in February 2001 is as follows:

◦ “We are uncovering better ways of developing software by doing it and helping others do it.”

Four values of the Agile Manifesto:

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Individuals and Interactions

over

Processes and Tools

Working Software

over

Comprehensive Documentation

Customer Collaboration

over

Contract Negotiation

Responding to Change

over

Following a Plan



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Agile Four Values Explained 1. Individuals and interactions over processes and tools

• Whereas processes and tools are required for successful completion of a project, the emphasis is on individuals, teams, their development, productivity, self-organization, motivation, co-location, and effective interactions.

2. Working software over comprehensive documentation

• There is a need to deliver working product and not just documentation. Software without a documentation is certainly problematic and creates support /maintenance issues. But, comprehensive documentation without a software is valueless.

3. Customer collaboration over contract negotiation

• This value is a reminder to be flexible and accommodating (doing the right thing) rather than fixed and uncooperative (being right). Customer requirements cannot be fully and reliably collected at the project beginning. Therefore, continuous customer or stakeholder involvement is very important to progressively collect, elicit, elaborate and finalize requirements.

4. Responding to Change over following a plan

◦ Acknowledging that initial plans are made when we know the least about the project. Hence these initial plans may be inadequate and subject to change. Agile is focused on quick response to changes on the project and continuous planning/development.

The Agile Manifesto is not a set of rules telling us to do one thing instead of another. It guides us to consider projects from value-based perspective. Agility is the capacity to focus our efforts on the left side of the value statements, while not forgetting the right side.

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No. 1

Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

No. 2

Welcome changing requirements, even late in development. Agile processes harness change for customer’s competitive advantage.

No. 3

Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to shorter timescale.



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No. 4

Business people and developers must work together daily throughout the project

No. 5

Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

No. 6

The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.



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No. 7

Working software is the primary measure of progress.

No. 8

Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

No. 9

Continuous attention to technical excellence and good design enhances agility.



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No. 10

Simplicity – the art of maximizing the amount of work not done – is essential.

No. 11

The best architectures, requirements, and designs emerge from self-organizing teams.

No. 12

At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly.



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