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Old hands like me remember the days when the waterfall methodology was the gold standard for software development. The software development process required a ton of documentation up front before any coding started. Someone, usually the business analyst, first wrote a business requirements document that captured everything the business needed in the application. These business requirement documents were long, detailing everything: overall strategy, comprehensive functional specifications, and visual user interface designs.
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Intact teams in different geographical locations As with all problems, context is a primary constraint to solving this predicament. Companies that embrace these organizational attributes achieve best results; trust, and pulling the decisions to the place where the information exists. The people doing the work have the information; therefore this is a circumstance that should be left for the teams to solve themselves. The organization needs to trust, fund and support ideas coming from the teams regarding this difficulty.
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Lean originated with the Toyota Production System, or TPS, which revolutionized the manufacture of physical goods in the 1950s, â€˜60s, and beyond. Lean maintains its hold in manufacturing but has also found new applications in knowledge work, helping businesses in all industries eliminate waste, improve processes, and boost innovation. Software development is a natural application of Lean methodology because, much like manufacturing, it generally follows a defined process, has some defined conditions of acceptance, and results in the delivery of tangible value. The key concepts that guide all practice of Lean methodology, which we call the Pillars of Lean. They are:
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This led many of us working in startups to question waterfall methodology and to look for ways to be more efficient. We couldnâ€™t afford to do all of the detailed documentation up front, and we needed a more iterative and collaborative process. We still debated changes to the requirements, but we were more open to experimentation and to adapting to end-user needs. Our organizations were less structured and our applications were less complex than enterprise legacy systems, so we were much more open to building versus buying applications. More importantly, we were trying to grow businesses, so when our users told us something wasnâ€™t working, we more often than not chose to listen to them.
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The Team is a self-organizing and cross-functional group of people who do the hands-on work of developing and testing the product. Since the Team is responsible for producing the product, it must also have the authority to make decisions about how to perform the work. The Team is therefore self-organizing: Team members decide how to break work into tasks, and how to allocate tasks to individuals, throughout the Sprint. The Team size should be kept in the range from five to nine people, if possible. (A larger number make communication difficult, while a smaller number leads to low productivity and fragility.) Note: A very similar term, â€œScrum Team,â€ refers to the Team plus the ScrumMaster and Product Owner.
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Example: Letâ€™s go through an example to understand clearly about how agile actually works. A Software company named ABC wants to make a new web browser for the latest release of its operating system. The deadline for the task is 10 months. The companyâ€™s head assigned two teams named Team A and Team B for this task. In order to motivate the teams, the company head says that the first team to develop the browser would be given a salary hike and a one week full sponsored travel plan. With the dreams of their wild travel fantasies, the two teams set out on the journey of the web browser. The team A decided to play by the book and decided to choose the Waterfall model for the development. Team B after a heavy discussion decided to take a leap of faith and choose Agile as their development model.
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Agile software development refers to a group of software development methodologies based on iterative development, where requirements and solutions evolve through collaboration between self-organizing cross-functional teams. Agile methods or Agile processes generally promote a disciplined project management process that encourages frequent inspection and adaptation, a leadership philosophy that encourages teamwork, self-organization and accountability, a set of engineering best practices intended to allow for rapid delivery of high-quality software, and a business approach that aligns development with customer needs and company goals. Agile development refers to any development process that is aligned with the concepts of the Agile Manifesto. The Manifesto was developed by a group fourteen leading figures in the software industry, and reflects their experience of what approaches do and do not work for software development. Read more about the Agile Manifesto. Did you know thatAgile can also be applied to hardware projects? Learn about cPrimeâ€™s revolutionary Agile for Hardware framework.
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- Slacker’s Guide To Agile Software Development
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The agile development process itself begins with someone who is required to be the voice of the customer, including any internal stakeholders. That person distills all the insights, ideas, and feedback to create a product vision. These product visions are often short and straightforward, but they nonetheless paint a picture of who the customer is, what values are being addressed, and a strategy on how to address them. I can imagine Googleâ€™s original vision looked something like â€œLetâ€™s make it easy for anyone with internet access to find relevant websites and webpages with a simple, keyword-driven interface and an algorithm that ranks reputable sources higher in the search results.â€
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We should be using velocity to run our business; a story point velocity can be used to divide the product backlog and plan roughly when specific features will be available for our customers. What we need to do is incent stability in velocity, not velocity that is changing or in flux. In a world where there are incentives for increasing velocity, the teams will oblige and provide a higher story point velocity. They will inflate the story points to achieve the desired increase, which in turn reduce our ability to run the business because the velocity is no longer meaningful.
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In 2001, a group of experienced software developers got together and realized that they were collectively practicing software development differently from the classical waterfall methodology. And they werenâ€™t all in startups. This group, which included technology luminaries Kent Beck, Martin Fowler, Ron Jeffries, Ken Schwaber, and Jeff Sutherland, came up with the Agile Manifesto that documented their shared beliefs in how a modern software development process should operate. They stressed collaboration over documentation, self- organization rather than rigid management practices, and the ability to manage to constant change rather than lock yourself to a rigid waterfall development process.
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A Scrum process is distinguished from other agile processes by specific concepts and practices, divided into the three categories of Roles, Artifacts, and Time Boxes. These and other terms used in Scrum are defined below. Scrum is most often used to manage complex software and product development, using iterative and incremental practices. Scrum significantly increases productivity and reduces time to benefits relative to classic â€œwaterfallâ€ processes. Scrum processes enable organizations to adjust smoothly to rapidly-changing requirements, and produce a product that meets evolving business goals. An agile Scrum process benefits the organization by helping it to
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The critical issues to consider when scaling beyond the team dynamic are; coordination, communication, shared or dependent work, and remoteness of groups or team members. These limitations are the same constraints at the team implementation of Scrum; however, as teams increase in numbers, they become amplified and extremely more difficult to solve. As an organization moves from one-team to multi-teams structure, broader issues become apparent. They tend to be the roadmap and investment rations between competing initiatives to support the vision and goals of the business.
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The Product Owner is the keeper of the requirements. The Product Owner provides the â€œsingle source of truthâ€ for the Team regarding requirements and their planned order of implementation. In practice, the Product Owner is the interface between the business, the customers, and their product related needs on one side, and the Team on the other. The Product Owner buffers the Team from feature and bug-fix requests that come from many sources, and is the single point of contact for all questions about product requirements. Product Owner works closely with the team to define the user-facing and technical requirements, to document the requirements as needed, and to determine the order of their implementation. Product Owner maintains the Product Backlog (which is the repository for all of this information), keeping it up to date and at the level of detail and quality the Team requires. The Product Owner also sets the schedule for releasing completed work to customers, and makes the final call as to whether implementations have the features and quality required for release.
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Agile is a mindset and itâ€™s a set of values and principles. Agile is a way of thinking and acting. Agile is all about short cycles, iterative and incremental delivery, failing fast, getting feedback, delivering business value to customers early and about people, collaboration and interaction. Agile is a mindset which is all about transparency, inspection and adaptation. Agile however doesnâ€™t consist of any roles, events or artifacts. Itâ€™s a mindset. For example, Scrum is one of the widely used frameworks under the Agile umbrella, which may help you in becoming more Agile, there are however many more frameworks within the Agile movement, like Kanban, XP, Crystal and many more as shown in the Figure below:
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Prerequisite: You need basic knowledge of software development process and software development methodologies. After completing this course, you will be able to : 1) Demonstrate the ability to participate effectively in agile practices/process for software development. 2) Explain the purpose behind common agile practices. 3) Ability to apply agile principles and values to a given situation. 4) Ability to identify and address most common problems encountered in adopting Agile methods. Project: You will also be given opportunity to apply what you learn in this course. You will be given fictional case studies, where after studying the case study, you will have to exercise some of the practices, techniques, etc that team members of an agile team members are expected to know.
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Teams are multidisciplinary, composed of a diverse group of people with the skills to get the job done. Because the focus is on delivering working software, the team has to complete end-to-end functioning applications. So the database, business logic, and user interface of part of the application is developed and then demoedâ€”not the whole application. To do this, the team members have to collaborate. They meet frequently to make sure everyone is aligned on what they are building, on who is doing what, and on exactly how the software is being developed.
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In practical terms, the ScrumMaster needs to understand Scrum well enough to train and mentor the other roles, and educate and assist other stakeholders who are involved in the process. The ScrumMaster should maintain a constant awareness of the status of the project (its progress to date) relative to the expected progress, investigate and facilitate resolution of any roadblocks that hold back progress, and generally be flexible enough to identify and deal with any issues that arise, in any way that is required. The ScrumMaster must protect the Team from disturbance from other people by acting as the interface between the two. The ScrumMaster does not assign tasks to Team members, as task assignment is a Team responsibility. The ScrumMasterâ€™s general approach towards the Team is to encourage and facilitate their decision-making and problem-solving capabilities, so that they can work with increasing efficiency and decreasing need for supervision. The goal is to have a team that is not only empowered to make important decisions, but does so well and routinely.
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A dynamic approach to seeking volunteers will surface staff looking for positive change and filter out those opposed to change. This strategy will remove the organizational blockers from the transition because they are not part of the progress toward the new operational method. As time progresses the change begins to have visible outcomes; happier staff, innovation grows more pronounced, and value delivery becomes accelerated. Suddenly there becomes momentum as staff, teams, departments, and business units become pulled toward the new operating model of agile.
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Extreme Programming (XP), originally described by Kent Beck, has emerged as one of the most popular and controversial Agile methodologies. XP is a disciplined approach to delivering high-quality software quickly and continuously. It is intended to improve software quality and responsiveness in the face of changing customer requirements. It promotes high customer involvement, rapid feedback loops, continuous testing, continuous planning, and close teamwork to deliver working software at very frequent intervals, typically every 1-3 weeks.
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Agile software development refers to software development methodologies centered round the idea of iterative development, where requirements and solutions evolve through collaboration between self-organizing cross-functional teams. The ultimate value in Agile development is that it enables teams to deliver value faster, with greater quality and predictablity, and greater aptitude to respond to change. Scrum and Kanban are two of the most widely used Agile methodologies. Below are the most frequently asked questions around Agile and Scrum, answered by our experts.
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Why Agile? Technology in this current era is progressing faster than ever, enforcing the global software companies to work in a fast-paced changing environment. Because these businesses are operating in an ever-changing environment, it is impossible to gather a complete and exhaustive set of software requirements. Without these requirements, it becomes practically hard for any conventional software model to work. The conventional software models such as Waterfall Model that depends on completely specifying the requirements, designing, and testing the system are not geared towards rapid software development. As a consequence, a conventional software development model fails to deliver the required product. This is where the agile software development comes to the rescue. It was specially designed to curate the needs of the rapidly changing environment by embracing the idea of incremental development and develop the actual final product.
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When the waterfall methodology came to the software world, computing systems and their applications were typically complex and monolithic, requiring a discipline and clear outcome to deliver. Requirements also changed slowly compared to today, so large-scale efforts were less problematic. In fact, systems were built under the assumption they would not change but would be perpetual battleships. Multiyear timeframes were common not only in software development but also in manufacturing and other enterprise activities. But waterfallâ€™s rigidity became an Achilles heel in the internet era, where speed and flexibility were required.
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Feature-Driven Development (FDD) was introduced in 1997 by Jeff De Luca when he was working in a software development project for a large Singapore bank. It is an iterative and incremental software development process and is an agile method for developing software. FDD blends a number of industry-recognized best practices into a cohesive whole. These practices are driven from a client-valued functionality (feature) perspective. Its main purpose is to deliver tangible, working software repeatedly in a timely manner. The advantage of using FDD is that it is scalable even to large teams due to the concept of â€˜just enough design initiallyâ€™ (JEDI). It is a great solution to maintain control over agile, incremental and inherently complex projects because of its feature-centric process. It consists of five basic activities:
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