Introduction to agile methodology for software development by www.digitalpurview.com.

1. AGILE 101
Introduction to Agile Methodology

2. Traditional Project Management - Waterfall
Requirement
Design
Build
Test
Implement
Support

3. Waterfall Project Management - Drawbacks
■ Difficult to cater to changing requirements
■ Working software produced very late; lack of
customer feedback
■ Long delivery cycle; benefits are realized at the
end of project
■ Lack of collaboration between business and IT
■ Lack of flexibility in meeting changing business
needs
■ Difficult to measure progress within phases

4. Agile Project Management
Requirements
Design
Build
Test
Implement
Track and
Monitor

5. Waterfall vs Agile Project Management
Fixed
Scope
Est.
Cost
Quality
Est.
Schedule
Waterfall Agile

6. Waterfall vs Agile Project Management
Waterfall Agile
Architecture Fixed before build starts Informal and incremental
Integration At the end of test cycle Continuous
Skill level Specialized Cross functional
Management Project Manager as command and
control leader
Scrum Master as servant leader
Software delivery Single - At the end of the project Multiple - Iterative and incremental
Business interaction During requirement and UAT phases Throughout the project
Responsibility of delivery Project manager Development team
Benefits realization At the end of project Throughout the project
Risk of failure High Low

7. Agile Manifesto
Individuals and interactions Over Processes and tools
Working software Over Comprehensive documentation
Customer collaboration Over Contract negotiation
Responding to change Over Following a plan
While there is value in the items on the right,
we value the items on the left more.

8. Agile Principles
1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive
advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter
timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the
job done.
6. The most efficient and effective method of conveying information to and within a development team is face-to-face
conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a
constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity--the art of maximizing the amount of work not done--is essential.
11. The best architectures, requirements, and designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

9. Agile Frameworks
Scrum
• Enables a small, cross-
functional, self-managing
team to deliver fast
Kanban
• Improves speed and quality
of delivery by increasing
visibility of work in progress,
and limiting multi-tasking
Scrumban
• Limits work in progress like
Kanban with Scrum
ceremonies such as Daily
standup
Lean
• Streamlines and eliminates
waste to deliver more with
less
XP (Extreme
Programming)
• Develop robustly to ensure
quality

10. Agile Frameworks
• Testing and product showcase is integrated into the cycleHigher Product Quality
• Product owner is always involved
• Customer feedback is incorporated with frequent releases
Improved Customer Satisfaction
• Agile Ceremonies
• Use of BVIR,Transparency
Better Control and Monitoring
• Incremental delivery of working software ensures product works as
per customer needsReduced Risk of Failure
• Benefits are realized early by releasing working software
incrementallyFaster ROI
• Self-organizing team allows people to feel empowered as
compared to be commandedHigherTeam Morale
• Only high priority features and stories are worked on avoiding
unwanted scopeReduced Waste

11. Common misconception of Agile
Unplanned and
unstructured
No
documentation
is required
Not a disciplined
approach
Development is
not predictable
Not meant for
large and
complex projects
Doesn’t work for
distributed
teams
No design
required