1. An introduction for PMPs
Agile
An introduction for PMPs

2. Agile beginnings
1990 circa: Many late schedules and death marches to delivery
1995 circa: Many new SW development methods piloted
XP, Scrum, FDD, etc
2001: Agile Alliance created

3. The Agile Manifesto (2001)
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.
Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick, Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, Dave Thomas

4. Principles of Agile
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.
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.

5. Principles of Agile
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

6. Why should we change to Agile?
Improve productivity
with focused teams
Meet quality requirements
by getting to “done done” at the end of each iteration
Increase customer satisfaction
by engaging endusers/beta sites early
Increase project transparency
with demo’ing & delivering working software early and often

7. Lots of Agile methods & practices
They are all similar!!!
Scrum
Dynamic System Development Method (DSDM)
Extreme Programming (XP)
Test Driven Development
Lean Software Development
Crystal
Feature-driven development (FDD)
etc

8. Lots of Agile methods & practices
Scrum – popular (US) project management method
Dynamic System Development Method (DSDM) – popular (Europe) project management method
Extreme Programming (XP) – pair programming, and more developer best practices + story driven
Test Driven Development – design the test framework before writing all the code
Lean Software Development – learnings from manufacturing’s lean six sigma
Crystal – a set of maturity models
etc

9. Agile Practice Penetration @Microsoft
Source: Usage and Perceptions of Agile Software Development in an Industrial Context, Begel & Nagappan, Sept 2007, n=487

10. Let’s talk about Scrum

11. Scrum Framework Small cross-functional teams 7 people +/- 2
Series of Sprints (iterations), 2-4 weeks in duration
Each Sprint produces a working increment of software
To start a Sprint the team selects & commits to stories from the Product Backlog in priority order
To close of a Sprint, we demo/evaluate progress
Between Sprints, the Product Owner can modify & reprioritize the Product backlog

12. Product backlog Prioritized list of features represented as stories
Can adjust between iterations as needed
Managed by Product Owner
Priorities are driven by business value ROI
Some stories may be for technical infrastructure
Priority
Title
User Story 1
Agile for PMP FAQ
As a PMP new to agile, I need a FAQ to answer my basic questions around agile and how to get started based upon a ‘common’ agile issue or question (e.g. What PMBOK processes does Agile replace or modify? ) 2
Scrum Master Definition
As a PMP, I need introductory material for the Scrum Master new to agile so that I understand this new role, how to best contribute in this role, and what is expected of me.

13. Sprint Backlog
A prioritized list of stories taken from the top of the product backlog based on the team’s estimate of what can be completed during the next iteration
Created at the start of an iteration/sprint
A story can be de-scoped (move back to product backlog)
New stories should not be added during the Sprint

14. Burndown chart
One of many “information radiators,” ie dashboard pieces
During Scrum, progress on tasks are tracked then reported publicly
Manage tasks, estimates and burndown charts

15. Scrum Meetings Estimation Meeting Planning Meeting
Team meets with product Owner to discuss Backlog Items and assign a relative size value to each.
Planning Meeting
Occurs at the start of each sprint (iteration). Two parts.
1. Product manager and team meet and agree the next product increment.
2. Team then determines the tasks for each backlog item.
Daily Scrum Meetings aka Daily Standup
Maximum 15 minutes. Team meets to update the task chart and report on progress and impediments. What did you do yesterday, today, issues?
Review
Team meet with Product Owner at the end of the sprint to demonstrate the working software from the sprint.
Retrospective
Team meets with Scrum Master to inspect and adapt on their process.
© 2006, Tobias Mayer/Agile Thinking -
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16. Agile Iteration Cadence
Requirements
Are Refined
Demo & Retro
Planning & Design
Detailed Iteration
Dev Feature
Priority 1
Accept
Dev Feature
Priority 4
Accept
Auto. Tests
Feature 1
Auto. Tests
Feature 4
Initial Elaboration
Requirements
With Tests
Dev Feature
Priority 2
Accept
Dev Feature
Priority 5
Accept
Auto. Tests
Feature 2
Auto. Tests
Feature 5
Within an iteration you definitely want to get into a good rhythm. There needs to be just enough elaboration ahead of time so that the team can accurately estimate dev, doc and testing tasks. An iteration planning meeting is held at the beginning to go through what is planned. The team then tasks out to get a detailed level of estimation. This allows the team to know what can fit into the iteration. Based on previous velocity, you can determine what fits. A rank order for the story cards gives the order in which a feature needs to be developed. The goal is to get the most you can but it is better to get some all over the goal line as opposed to working on all of them at once. In this illustration you would get Feat one developed, tested and accepted before moving onto the next feature. At the end you can go over the features and demo the results. You can also hold a retrospective to talk about things to change – to start doing and to stop doing
Dev Feature
Priority 3
Accept
Auto. Tests
Feature 3
Iteration N-1
Iteration N+1
Iteration N
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17. Scrum on One Page

18. Done Done Done Coded – it works on the developer’s box
Verified – Unit tested and they work on Integration box
Validated – accepted by ProductOwner as being what was needed

19. Technical Debt
By not enforcing high quality standards in the definition
of “Done.”
Cutting corners to achieve a higher velocity and meet
impossible timelines leads to build up of low quality,
unmaintainable code.
Death spiral: As the maximum velocity of system goes
down, even more corners are cut to compensate until
the velocity approaches 0.
Key people move on to make new messes elsewhere.
* Ref:

20. CONSTANT COLLABORATION AND COMMUNICATION ARE KEY
Scrum Roles
Product Owner or PO team
Responsible for managing and prioritizing the Product Backlog, and for accepting the software at the end of each iteration
CONSTANT COLLABORATION AND COMMUNICATION ARE KEY
Scrum Master
The Team
Responsible for shepherding the team, removing impediments, keeping the process moving, and socializing scrum to the greater organization
Responsible for estimating size of backlog items, committing to increments of deliverable software – and delivering it. Tracks own progress (with Scrum Master). Is self-organizing – but accountable to the product owner for delivering as promised.
Chickens
Users
Stakeholders/Sponsors
Managers

21. Requirements process Progressive elaboration
Themes Marketing/Customer Requirements
Headlines Epic User Stories
User Stories Product Backlog / Features

22. Headlines (Epic) As a user, I want to schedule a service appointment.
Breakdown into user stories:
As a returning user, I want to login to the service department website
As a user, I want to view recommended service for my vehicle
As a user, I want to select an appointment date and time for service
As the system, I want to send the user a confirmation once service is scheduled
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23. What’s Different about Testing in Agile?
Just-In Time Requirements Elaboration
No Functional Spec waterfall docs to drive test planning
Requirements and Test Cases developed in parallel or test first strategy
More Frequent Iterations, More Frequent Releases
Testing needs to happen Early and Often
Frequent to continuous regression testing
High need to automate nearly everything
Everyone needs to Test
Two Levels of Testing
Iteration Vs. Release testing patterns
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