Governments information technology

Size: px
Start display at page:

Download "Governments information technology"

Transcription

1 So l u t i o n s Blending Agile and Lean Thinking for More Efficient IT Development By Harry Kenworthy Agile development and Lean management can lead to more cost-effective, timely production of information technology that better meets users needs. Governments information technology projects don t always deliver the promised results. Combine performance problems with a reputation for being late and over budget, and it s easy to see why officials are often reluctant to take on major IT initiatives. The problem isn t inherent in government projects, however; it s caused by the traditional waterfall approach to project planning. And it can be minimized by using a different kind of project planning, a Lean approach known as Agile development. Agile development and Lean management can lead to more cost-effective, timely production of information technology that better meets users needs. TRADITIONAL WATERFALL DEVELOPMENT Waterfall development has been the dominant approach among IT professionals for years. This approach is about trying to understand the customer s new needs and then working on the development for months, after which the final output is released a top-to-bottom process. Customer feedback is given when the overall project is completed. One study indicates that 45 percent of the features in a typical system are never used, and only 7 percent are always used (see Exhibit 1). And overall, success rates for IT development, based on a sampling of multiple publications and studies, are not good: n Approximately 31 percent of projects get cancelled. n Approximately 66 percent of projects don t meet customer needs and are therefore considered failures. n More than 50 percent of projects exceed their budgets by 200 percent. n Deliverables are not well planned or well managed. n Project managers could use more training. n Approximately 10 percent of the developed code was actually used. n Approximately 82 percent of projects cite waterfall practices as the primary reason for failure. Many articles have been written about chaos theory and how it relates to waterfall software development. This is because so many uncertainties and variables can come into play when software is developed. Also, some of the assumptions waterfall development makes are unrealistic, such as the idea that customer needs being clearly defined upon going into the project, and the needs of the client department are thoroughly vetted and agreed upon, and that the requirements can be accurately determined at the beginning of the project. Waterfall moves along a straight path, based on initial inputs and assumptions, so errors or miscalculations made at the outset of the project will be included in the final product. Waterfall also assumes that timeframes and budgets are easy to 66 Government Finance Review April 2014

2 predict in the beginning; many waterfall developments fall in quarterly timeframes for progress and outputs, which is not nearly the frequency needed for reviewing progress and alignment with customer needs, and soliciting customer feedback (which is the final step in a waterfall process, after the project is completed). THE EVOLUTION OF AGILE In 2001, a group of 17 IT professional gathered to develop an alternative to the waterfall approach, which they called Agile. 1 The group agreed to an Agile Manifesto (see Exhibit 2), which included several values aimed at making IT development more effective: 1. Individuals and interactions should take precedence over processes and tools. 2. Working software is the desired output, as opposed to comprehensive documentation. 3. Customer collaboration is superior to negotiating contracts with clients. 4. Responding to change is more important than blindly following a plan. Exhibit 3 illustrates an example of the difference between a waterfall and an Agile approach. The group developed the following key aspects of the system and terminology concepts (see Exhibit 4). These can be summarized as follows: 1. The overall software client needs would be broken down to segments (known as stories) that are prioritized by their importance for development; this is known as backlog grooming. The team would do the development based on the customer s prioritized needs. Exhibit 1: The Features and Functions that are Actually Used in a Typical System 16% 13% Source: Standish Group. 7% 19% 45% Exhibit 2: The Principles of the Agile Manifesto 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. n Never n Rarely n Sometimes n Often n Always 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. April 2014 Government Finance Review 67

3 Exhibit 3: A Waterfall Approach versus an Agile Approach Waterfall: Entire Timeframe 100 Percent Time Start Development Agile Agile Provides: n Decreased Risk n More n Less Confusion n Greater Employee Satisfaction Long Duration Before Results are Produced Exhibit 4: Overview of an Agile Project n More Points n More Time with Clients n Less Time Needed Before Adjustments or Corrections are Made 20 Percent Time 20 Percent Time 20 Percent Time 20 Percent Time 20 Percent Time Short Release Short Release Short Release Short Release Short Release Product Owner Team: Prioritize project requirements. Product Backlog Stories Sprint Backlog Product Owner and Sprint Team: Select top prioritized requirements to be completed for the Sprint. 24 Hours 2-4 Weeks Sprint Scrums are held for 15 minutes each morning to review previous day s progress and establish plans for current day. Product Sprint Team delivers a working functional product = completes the Sprint backlog. 2. Stories (a segment or element the backlog development needs) would then be developed. The suggested story structure is: As a <user type> I want to <do some action> so that <desired result> This helps the development team identify the user, action, and required result in a request, and it is a simple way of writing requests that anyone can understand (e.g., As a user I want a tool bar on the screen so that I can easily drop in changes ). 3. The prioritized sections would be broken into sections, or stories, lasting 1-4 weeks; these are called Sprints, and each Sprint ends with a working functional product for customer review. Each Sprint team, normally of six to ten people, would be dedicated full time. (There could be more team members, based on the complexity of the software development, but smaller teams work better, in general.) Ideally, all team members should be at the same site for ease of communication and coordination. 4. A Sprint planning meeting is then held with the assigned Sprint team to determine what details are required to perform the work for the current Sprint. This includes developing a detailed plan with elements and timeframes. Various techniques can be used to determine a consensus for the team time requirements, such as planning poker The Sprint is then broken down to daily assignments for each team member. Each Sprint should include a daily review of progress, called a Scrum, for approximately 15 min- 68 Government Finance Review April 2014

4 utes at the beginning of each day to review what was completed the day before, what the team expects to complete on the current day, and any impediments that team members have experienced. 6. At the end of each Sprint, the customer would review the functional output and review the prioritized product backlog. The backlog priorities could change based on the output of each sprint. 7. The team leader, or Scrum master, monitors project progress, provides support to the team, and helps remove obstacles that team members may be experiencing. INTEGRATING LEAN WITH AGILE Agile is clearly aligned with the principles of Lean, which are: 1. Add value for the customer. the desired outcomes; the customer s team or department also needs to be completely on-board with the desired outcomes. Many times, this is not the case. More time should be spent on the front end of any IT software development to clearly specify what outcomes are required and to make sure that everyone involved has the same clear understanding of all the appropriate operational definitions. Agile offers an advantage for customer deliverables that are not well defined, in that these issues will be discovered much earlier in the software development process. Because Agile breaks down the project development into key stories that are then prioritized, customer communications are significantly better than in a traditional waterfall process. Agile will produce the first demonstration deliverable within two to four weeks for the customer to evaluate, along with the opportunity to look at the remaining stories and priorities in the backlog that still need to be developed. A project charter document can be adapted to support the Agile process (see Exhibit 5). The customer fills out the project charter and delivers it to the Agile team, providing a good process for clarifying and verifying any changes that need to be made. Mapping Key Value Systems, or Learning to See. Too many projects are initiated without a clear understanding of how the current process operates, including all of the process wastes and inefficiencies. Nothing should be automated until the current process has gone through a Lean review to remove wastes; automating a junk process provides automated junk. Understanding the process and its outcomes happens in the actual work area, where the 2. Learn to See using value mapping streams. Exhibit 5: An Agile-Lean Project Charter 3. Create flow the goal is one-stop shopping. 4. Keep pace with the customer demand rate pull from the customer. 5. Aim for perfection get it right the first time, eliminating errors and rework. Adding Value for the Customer. This is all about clearly understanding what the customer wants to change, fix, improve, or enhance. Any IT development project should ensure that the customer has a clear, comprehensive understanding of what they want to do and what the desired outcomes are. It s not enough for a customer to describe April 2014 Government Finance Review 69

5 action is, and not with a few high level managers having a discussion in a conference room. When managers take the time to go to the work area and understand in great detail what actually happens, they learn to see which includes being amazed at how things are really done, including the amount of variation. Creating Flow. A process should be designed with as few handoffs as possible before the software is created. Employees often say we have to do it this way, but don t just accept that assertion; look for the facts that support it, and make sure than any existing legislation/mandates are truly valid. Tribal knowledge, along with how effectively or ineffectively training is transmitted over time, creates beliefs about why we have to do it this way that usually aren t true. The first step in getting past these beliefs is to clearly understand the current state of how things are actually done, in as much detail as possible. Then, examine the current state for wastes such as errors and rework, and ask workers about their areas of frustration and any ideas they may have to improve the process. This information allows the organization to design a streamlined and effective future state. This future state design should be tested using an iterative process called the Plan-Do-Check-Act/Adjust cycle. Once these steps have been taken, an Agile development process can begin. Keeping Pace with the Customer Demand Rate, or Pulling from the Customer. Agile is aligned with customer needs by creating useable output that can be demonstrated and tested in much shorter cycle times rather than waiting many months for a waterfall software output that might have missed the customer s mark. Getting It Right the First Time. Each step of the development is tested to ensure that what is being designed is what the customer needs. Looking at the current state error and rework rates allows Agile developers to take corrective actions and mistake-proof the new software. CONCLUSIONS Why, then, isn t Agile used more often? People, and organizations, are resistant to change. In a magazine article, Steve Denning cited a number of perceived objections to Agile. 3 Following are some on the more frequently encountered objections, followed by counterarguments: n Agile is only for stars. Employees are able to use and embrace Agile when they see how it works and what it accomplishes. n Agile doesn t fit our organizational culture. These objections can be countered by support from management; culture is driven by leadership. n Agile only works for small projects, and ours are big. Large projects can be divided in smaller pieces to which Agile can be applied. Agile requires co-location, and our staff is geographically dispersed. Although it is ideal for Agile teams to be at the same site, modern technology such as video conferencing makes communication easy. n Agile lacks project management processes. Agile can be integrated with Lean, PERT, GANNT, and other process methodologies. n Our individual accountability systems don t fit Agile. Accountability systems are driven by management and can be changed. n Agile is just a fad. Agile is an effective approach to software development that combines greater discipline with creativity and execution. n There are better ideas than Agile. All organizations should understand and build on best practices and steal shamelessly, but legally. n Nothing new here. The Agile approach is rooted in project management approaches, combined with Lean. This combination is what makes Agile effective. n Not a fair comparison. Agile is a mindset, not a method. Changing mindsets regarding software development open up more highly effective approaches (such as Agile) and provide opportunities to deliver better software, on or before due dates, at or less than budgeted costs. Agile is a Leaner approach to developing software than the traditional waterfall approach, creating more feedback and thus better alignment with the customer s needs. For the same reasons, Agile decreases risk and creates less confusion and greater employee satisfaction. With Agile, organizations use much less resource time discovering the need for corrections or adjustments. Agile helps organizations deliver better and more successful projects, faster, and at lower costs. There are challeng- 70 Government Finance Review April 2014

6 es, of course. Leaders and management need to have a clearer understanding of what Agile is, what it does, and its associated benefits than most currently do. Agile is also more successful with a greater level of communication from leaders and management. It also creates a greater need for customer interface and feedback loops. There is really no reason not to explore and embrace Agile for software development. With proper guidance and management support, the risks are extremely low, and the benefits are great. y Notes 1. See the Manifesto for Agile Software Development at 2. Planning Poker is available at no charge from sources such as MountainGoatSoftware.com. 3. Steve Denning, The Case Against Agile: Ten Perennial Management Objections, Forbes, April 17, HARRY KENWORTHY is principal and manager of the Quality and Productivity Improvement Center (QPIC, LLC), a consulting organization he founded in He was one of the first practitioners to apply Lean in the government sector, and his consulting work has included numerous government processes that have been improved by removing waste, reducing costs, or increasing revenues in a variety of operational steps while reducing overall process cycle times and improving customer service. QPIC s business is with cities, and state and federal agencies implementing Lean in government. Kenworthy worked with W. Edwards Deming in on a series of seminars throughout the United States, sponsored by MIT, and he has spoken at more than 90 conferences on quality, productivity, Lean, and Six Sigma, as well as writing for several magazines. Capital One Bank has gold-star-worthy industry experts ready to help you operate more effectively and efficiently. Our full banking service offers cash management, investing and lending solutions. So team up with the Government Banking experts at Capital One, a top-10 U.S. Bank. It s the smartest choice you can make. Chip Motil, Head of Government Banking, (631) Karen Bauer, NY/NJ Market Manager, or (631) Tammy Leisen, Relationship Manager, or (631) Nefi Pongas, Relationship Manager, or (631) Wayne Kuss, Relationship Manager, or (973) Products and services offered by Capital One, N.A., Member FDIC Capital One. Capital One is a federally registered service mark. All rights reserved. April 2014 Government Finance Review 71

This handbook is meant to be a quick-starter guide to Agile Project Management. It is meant for the following people:

This handbook is meant to be a quick-starter guide to Agile Project Management. It is meant for the following people: AGILE HANDBOOK OVERVIEW WHAT IS THIS? This handbook is meant to be a quick-starter guide to Agile Project Management. It is meant for the following people: Someone who is looking for a quick overview on

More information

LEAN AGILE POCKET GUIDE

LEAN AGILE POCKET GUIDE SATORI CONSULTING LEAN AGILE POCKET GUIDE Software Product Development Methodology Reference Guide PURPOSE This pocket guide serves as a reference to a family of lean agile software development methodologies

More information

Agile Project Management By Mark C. Layton

Agile Project Management By Mark C. Layton Agile Project Management By Mark C. Layton Agile project management focuses on continuous improvement, scope flexibility, team input, and delivering essential quality products. Agile project management

More information

Agile Beyond The Team 1

Agile Beyond The Team 1 Agile Beyond The Team 1 Dilbert Agile 2 What Does Your Organization Value? Projects over Teams? Do new teams spools up for new projects? On-Time/On-Budget Delivery over Zero Maintenance Products Deliver

More information

Agile Overview. 30,000 perspective. Juha Salenius CSPO CSM PMI-ACP PMP SCGMIS Workshop January 23 rd, 2013

Agile Overview. 30,000 perspective. Juha Salenius CSPO CSM PMI-ACP PMP SCGMIS Workshop January 23 rd, 2013 Agile Overview 30,000 perspective Juha Salenius CSPO CSM PMI-ACP PMP SCGMIS Workshop January 23 rd, 2013 Agenda 30,000 Perspective The Players Initiating a Project Agile Estimating Agile Communications

More information

Lean and Agile Development With Scrum (Part 1) Lucio Davide Spano

Lean and Agile Development With Scrum (Part 1) Lucio Davide Spano Lean and Agile Development With Scrum (Part 1) Lucio Davide Spano lucio.davide.spano@isti.cnr.it spano@di.unipi.it 3 May 2012 Agile Programming http://www.dilbert.com Traditional Software Development Waterfall

More information

Agile Project Management: Going Beyond Software Development

Agile Project Management: Going Beyond Software Development Discussion Agile Project Management: Going Beyond Software Development Location: Tysons Corner, VA Date: July 28, 2009 1 Table Of Contents Case Study Agile Overview Current trends Using Agile practices

More information

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

04 Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Agile Quick Facts AGILE PRINCIPLES Customer Satisfaction 01 Changing Requirements 02 Frequent Delivery 03 Collaboration 04 Our highest priority is to satisfy the customer through early and continuous delivery

More information

26 May 2010 CQAA Lunch & Learn Paul I. Pazderski (CSM/CSP, OD-CM, CSQA) spcinc13@yahoo.com Cell: 224-595-8846 AGILE THROUGH SCRUM

26 May 2010 CQAA Lunch & Learn Paul I. Pazderski (CSM/CSP, OD-CM, CSQA) spcinc13@yahoo.com Cell: 224-595-8846 AGILE THROUGH SCRUM 26 May 2010 CQAA Lunch & Learn Paul I. Pazderski (CSM/CSP, OD-CM, CSQA) spcinc13@yahoo.com Cell: 224-595-8846 AGILE THROUGH SCRUM 1 AGENDA & LEARNING POINTS 1. Open 2. Agile Overview 3. Scrum Basics Learning

More information

Agile Projects 7. Agile Project Management 21

Agile Projects 7. Agile Project Management 21 Contents Contents 1 2 3 Agile Projects 7 Introduction 8 About the Book 9 The Problems 10 The Agile Manifesto 12 Agile Approach 14 The Benefits 16 Project Components 18 Summary 20 Agile Project Management

More information

Intro to Agile, Scrum and Kanban

Intro to Agile, Scrum and Kanban Intro to Agile, Scrum and Kanban University of Southern Maine Day 2 Agenda Day/Sprint 2 Recap from Day 1 Agile Planning Scrum Framework Day 2 Retro Recap from Day 1 Our world is changing and becoming

More information

Creating a High Maturity Agile Implementation

Creating a High Maturity Agile Implementation Creating a High Maturity Agile Implementation Creating a High Maturity Agile Implementation www.qaiglobal.com 1 Copyright Notice 2015. Unless otherwise noted, these materials and the presentation of them

More information

Agile-Waterfall Hybrid Jessica LaGoy, MS, PMP

Agile-Waterfall Hybrid Jessica LaGoy, MS, PMP Agile-Waterfall Hybrid Jessica LaGoy, MS, PMP About Jess BS Applied Physics, WPI / MS Cybersecurity, UMUC PMP, ITIL, Data Scientist, Tableau, Alteryx Project Experience Data and technology Construction

More information

Agile Development Overview

Agile Development Overview Presented by Jennifer Bleen, PMP Project Services Practice of Cardinal Solutions Group, Inc. Contact: Agile Manifesto We are uncovering better ways of developing software by doing it and helping others

More information

New Developments in an Agile World: Drafting Software Development Agreements. By: Paul H. Arne 1,2

New Developments in an Agile World: Drafting Software Development Agreements. By: Paul H. Arne 1,2 New Developments in an Agile World: Drafting Software Development Agreements By: Paul H. Arne 1,2 A few months before this article was prepared, a group of senior IT professionals from some of the largest

More information

Adopting Agile Project Management - Corporate Culture Must Match (Apr 15)

Adopting Agile Project Management - Corporate Culture Must Match (Apr 15) Adopting Agile Project Management - Corporate Culture Must Match (Apr 15) by Megan Torrance April 20, 2015 If you re contemplating adopting an agile approach, and the thought of implementing new project

More information

Software Processes. Agile Methods

Software Processes. Agile Methods Software Processes Agile Methods Roadmap Agile Methods Agile Manifesto Agile Principles Agile Methods Agile Processes Scrum, Crystall,... Integrating Agile with Non-Agile Processes 2 Agile Development

More information

01/12/2015. Capital Modelling Seminar. Model design and lessons from IT. Model design and lessons from IT. Presentation outline

01/12/2015. Capital Modelling Seminar. Model design and lessons from IT. Model design and lessons from IT. Presentation outline Capital Modelling Seminar Model design and lessons from IT Tim Thornham Financial Modelling Solutions (FMS) Director, Aviva 01 December 2015 Model design and lessons from IT What lessons are there from

More information

About the Tutorial. Audience. Prerequisites. Copyright & Disclaimer. Agile

About the Tutorial. Audience. Prerequisites. Copyright & Disclaimer. Agile About the Tutorial Agile is a software development methodology to build a software incrementally using short iterations of 1 to 4 weeks so that the development is aligned with the changing business needs.

More information

A Viable Systems Engineering Approach. Presented by: Dick Carlson (richard.carlson2@boeing.com)

A Viable Systems Engineering Approach. Presented by: Dick Carlson (richard.carlson2@boeing.com) A Viable Systems Engineering Approach Presented by: Dick Carlson (richard.carlson2@boeing.com) Philip Matuzic (philip.j.matuzic@boeing.com) i i Introduction This presentation ti addresses systems engineering

More information

AGILE - QUICK GUIDE AGILE - PRIMER

AGILE - QUICK GUIDE AGILE - PRIMER AGILE - QUICK GUIDE http://www.tutorialspoint.com/agile/agile_quick_guide.htm Copyright tutorialspoint.com AGILE - PRIMER Agile is a software development methodology to build a software incrementally using

More information

Agile Project Management with Scrum

Agile Project Management with Scrum Agile Project Management with Scrum Resource links http://www.agilealliance.org/ http://www.agilemanifesto.org/ http://www.scrum-master.com/ 1 Manifesto for Agile Software Development Individuals and interactions

More information

Agile Project Management

Agile Project Management Agile Project Management Projekt-Kick-Off-Tage Hochschule Augsburg Martin Wagner, 15. März 2011 TNG Technology Consulting GmbH, http://www.tngtech.com Agile project management with Scrum Agenda Software

More information

PROCESS OF MOVING FROM WATERFALL TO AGILE PROJECT MANAGEMENT MODEL

PROCESS OF MOVING FROM WATERFALL TO AGILE PROJECT MANAGEMENT MODEL PROCESS OF MOVING FROM WATERFALL TO AGILE PROJECT MANAGEMENT MODEL Sanja Vukićević 1, Dražen Drašković 2 1 Faculty of Organizational Sciences, University of Belgrade, vukicevicsanja@yahoo.com 2 Faculty

More information

Neglecting Agile Principles and Practices: A Case Study

Neglecting Agile Principles and Practices: A Case Study Neglecting Agile Principles and Practices: A Case Study Patrícia Vilain Departament de Informatics and Statistics (INE) Federal University of Santa Catarina Florianópolis, Brazil vilain@inf.ufsc.br Alexandre

More information

Manifesto for Agile Software Development

Manifesto for Agile Software Development Rocky Mountain Information Management Association Manifesto for Agile Software Development We are uncovering better ways of developing software by doing it and helping others do it. Through this work we

More information

Who Doesn t Want to be Agile? By: Steve Dine President, Datasource Consulting, LLC 7/10/2008

Who Doesn t Want to be Agile? By: Steve Dine President, Datasource Consulting, LLC 7/10/2008 Who Doesn t Want to be Agile? By: Steve Dine President, Datasource Consulting, LLC 7/10/2008 Who wants to be involved in a BI project or program that is labeled slow or inflexible? While I don t believe

More information

Software Development with Agile Methods

Software Development with Agile Methods Case Study Software Development with Agile Methods Introduction: Web application development is a much studied, heavily practiced activity. That is, capturing and validating user requirements, estimating

More information

Agile and PRINCE2 And how they integrate. enterprise.bcs.org

Agile and PRINCE2 And how they integrate. enterprise.bcs.org Agile and PRINCE2 And how they integrate enterprise.bcs.org 02 Agile and PRINCE2 And how they integrate Introduction Within the world of method frameworks it is very easy to become polarised on one specific

More information

History of Agile Methods

History of Agile Methods Agile Development Methods: Philosophy and Practice CPSC 315 Programming Studio Fall 2010 History of Agile Methods Particularly in 1990s, some developers reacted against traditional heavyweight software

More information

Waterfall to Agile. DFI Case Study By Nick Van, PMP

Waterfall to Agile. DFI Case Study By Nick Van, PMP Waterfall to Agile DFI Case Study By Nick Van, PMP DFI Case Study Waterfall Agile DFI and Waterfall Choosing Agile Managing Change Lessons Learned, Sprints Summary Q and A Waterfall Waterfall Waterfall

More information

Agile & Scrum: What are these methodologies and how will they impact QA/testing roles? Marina Gil Santamaria Summer 2007

Agile & Scrum: What are these methodologies and how will they impact QA/testing roles? Marina Gil Santamaria Summer 2007 Agile & Scrum: What are these methodologies and how will they impact QA/testing roles? Marina Gil Santamaria Summer 2007 The idea behind the Agile approach is that instead of building a release that is

More information

Agile Software Development. Mohsen Afsharchi

Agile Software Development. Mohsen Afsharchi Agile Software Development Mohsen Afsharchi I. Agile Software Development Agile software development is a group of software development methods based on iterative and incremental development, where requirements

More information

Agile Project Management

Agile Project Management Agile Project Management with Bill Doescher, PMP, MBA, CSM Pi Principal i lconsultant tand Product tdevelopment tdirector Bill Doescher, PMP, CSM Bill Doescher is a Principal Consultant and Product Development

More information

Project Management in Software: Origin of Agile

Project Management in Software: Origin of Agile PAGE 1 ios App Development Project Management in Software: Origin of Agile PAGE 2 Learning Outcomes By the end of the unit, you should be able to: 1. Differentiate between Waterfall and Agile process 2.

More information

Agile So)ware Development

Agile So)ware Development Software Engineering Agile So)ware Development 1 Rapid software development Rapid development and delivery is now often the most important requirement for software systems Businesses operate in a fast

More information

Development. Lecture 3

Development. Lecture 3 Software Process in Modern Software Development Lecture 3 Software Engineering i Practice Software engineering practice is a broad array of principles, concepts, methods, and tools that must be considered

More information

Strategic View on Various Sub-paradigms of Agile Methodology and Sig Sigma Approach

Strategic View on Various Sub-paradigms of Agile Methodology and Sig Sigma Approach International Journal of Information and Computation Technology. ISSN 0974-2239 Volume 3, Number 3 (2013), pp. 153-162 International Research Publications House http://www. irphouse.com /ijict.htm Strategic

More information

USCIS/SPAS: Product Backlog Items and User Stories 4/16/2015. Dr. Patrick McConnell

USCIS/SPAS: Product Backlog Items and User Stories 4/16/2015. Dr. Patrick McConnell USCIS/SPAS: Product Backlog Items and User Stories 4/16/2015 Dr. Patrick McConnell July 9, 2015 1 First, an old joke.. I can t identify an original source for this cartoon. As best as I can tell, the art

More information

Digital Transformation of the Enterprise for SMAC: Can Scrum help?

Digital Transformation of the Enterprise for SMAC: Can Scrum help? Digital Transformation of the Enterprise for SMAC: Can Scrum help? Scope of this Report October 2015 In this paper, we consider the impact of the digital transformation on software development and whether

More information

AGILE METHODOLOGY IN SOFTWARE DEVELOPMENT

AGILE METHODOLOGY IN SOFTWARE DEVELOPMENT AGILE METHODOLOGY IN SOFTWARE DEVELOPMENT Shivangi Shandilya, Surekha Sangwan, Ritu Yadav Dept. of Computer Science Engineering Dronacharya College Of Engineering, Gurgaon Abstract- Looking at the software

More information

Agile Software Development

Agile Software Development Agile Software Development Use case for Agile Software Development Methodology in an Oil and Gas Exploration environment. White Paper Introduction No matter what business you are in, there are critical

More information

Addressing Complexity in Enterprise-Level Software: Be Agile. Scale Up. Stay Lean. By Dean Leffingwell

Addressing Complexity in Enterprise-Level Software: Be Agile. Scale Up. Stay Lean. By Dean Leffingwell Addressing Complexity in Enterprise-Level Software: Be Agile. Scale Up. Stay Lean. By Dean Leffingwell 2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. 2008 Scaled - 2013 Agile Scaled Framework Agile,

More information

PMBOK? You Can Have Both! June 10, 2009. Presented by: www.esi-intl.com

PMBOK? You Can Have Both! June 10, 2009. Presented by: www.esi-intl.com Agile or the PMBOK? You Can Have Both! June 10, 2009 Presented by: David M. Sides, Vice President, ESI Consulting Services www.esi-intl.com Agenda June 10, 2009 Pic? Agile Framework Agile Truths & Myths

More information

SESSION 303 Wednesday, March 25, 3:00 PM - 4:00 PM Track: Support Center Optimization

SESSION 303 Wednesday, March 25, 3:00 PM - 4:00 PM Track: Support Center Optimization SESSION 303 Wednesday, March 25, 3:00 PM - 4:00 PM Track: Support Center Optimization Secrets of a Scrum Master: Agile Practices for the Service Desk Donna Knapp Curriculum Development Manager, ITSM Academy

More information

CS435: Introduction to Software Engineering! " Software Engineering: A Practitioner s Approach, 7/e " by Roger S. Pressman

CS435: Introduction to Software Engineering!  Software Engineering: A Practitioner s Approach, 7/e  by Roger S. Pressman CS435: Introduction to Software Engineering! " " " " " " " "Dr. M. Zhu! Chapter 3! Agile Development! Slide Set to accompany Software Engineering: A Practitioner s Approach, 7/e " by Roger S. Pressman

More information

Agile and ITIL And how they integrate. enterprise.bcs.org

Agile and ITIL And how they integrate. enterprise.bcs.org Agile and ITIL And how they integrate enterprise.bcs.org 02 Agile and ITIL And how they integrate Introduction Within the world of method frameworks it is very easy to become polarised on one specific

More information

Agile Project Management: Adapting project behaviors to the software development environment

Agile Project Management: Adapting project behaviors to the software development environment Agile Project Management: Adapting project behaviors to the software development environment with Bill Doescher, PMP, CSM PrincipalConsultant and Product Development Director Business Management Consultants

More information

www.testing-solutions.com TSG Quick Reference Guide to Agile Development & Testing Enabling Successful Business Outcomes

www.testing-solutions.com TSG Quick Reference Guide to Agile Development & Testing Enabling Successful Business Outcomes www. TSG Quick Reference Guide to Agile Development & Testing Enabling Successful Business Outcomes What is Agile Development? There are various opinions on what defines agile development, but most would

More information

Agile Requirements Definition and Management (RDM) How Agile requirements help drive better results

Agile Requirements Definition and Management (RDM) How Agile requirements help drive better results Thought Leadership: Requirements Definition and Management Agile Requirements Definition and Management (RDM) How Agile requirements help drive better results Jason Moccia One of the myths of Agile software

More information

Introduction to Agile and Scrum

Introduction to Agile and Scrum Introduction to Agile and Scrum Matthew Renze @matthewrenze COMS 309 - Software Development Practices Purpose Intro to Agile and Scrum Prepare you for the industry Questions and answers Overview Intro

More information

Agile Development with C#

Agile Development with C# Agile Development with C# Paweł Jarosz, pjarosz@pk.edu.pl Cracow University of Technology, Poland Jyvaskyla University of Applied Sciences, February 2009 Paweł Jarosz who am I? M.Sc. of Applied Physics

More information

Expert Reference Series of White Papers. Intersecting Project Management and Business Analysis

Expert Reference Series of White Papers. Intersecting Project Management and Business Analysis Expert Reference Series of White Papers Intersecting Project Management and Business Analysis 1-800-COURSES www.globalknowledge.com Intersecting Project Management and Business Analysis Daniel Stober,

More information

Gothenburg 2015 Jan Marek Jan.Marek@ca. com CA Technologies Introducing Agile development methodologies to Session S601 mainframe development teams

Gothenburg 2015 Jan Marek Jan.Marek@ca. com CA Technologies Introducing Agile development methodologies to Session S601 mainframe development teams Jan Marek Jan.Marek@ca. com CA Technologies Session S601 Introducing Agile development methodologies to mainframe development teams Agenda Introduce Agile software development methodologies Scrum overview

More information

Agile and Scrum Concepts for Business Analysts

Agile and Scrum Concepts for Business Analysts Agile and Scrum Concepts for Business Analysts Craig Fox Vice President, Senior Business Analyst Bessemer Trust Certified Scrum Product Owner (CSPO) @SR_BIZ_Analyst https://www.facebook.com/businessanalystprofessionals

More information

Mitigating Risk with Agile Development. Rich Mironov CMO, Enthiosys

Mitigating Risk with Agile Development. Rich Mironov CMO, Enthiosys Mitigating Risk with Agile Development Rich Mironov CMO, Enthiosys 2 About Rich Mironov CMO at Enthiosys, agile product mgmt consultancy Business models/pricing, roadmaps Agile transformation and Interim

More information

Agile Development: Demystified

Agile Development: Demystified Agile Development: Demystified by Scott Warner Sprint, Agile, Scrum - words we normally associate with sports. Agile Methodology is 1 very much [like ] a sport with a highly-structured, rules-based engagement

More information

The Agile Software Development Experience At Transamerica

The Agile Software Development Experience At Transamerica The Agile Software Development Experience At Transamerica November 2010 1 Prologue Business Agility is an overused term that means many things This presentation gives an overview of the agile software

More information

AGILE SOFTWARE DEVELOPMENT: INTRODUCTION, CURRENT STATUS & FUTURE Pekka Abrahamsson 23.11.2005 Jyväskylä

AGILE SOFTWARE DEVELOPMENT: INTRODUCTION, CURRENT STATUS & FUTURE Pekka Abrahamsson 23.11.2005 Jyväskylä AGILE SOFTWARE DEVELOPMENT: INTRODUCTION, CURRENT STATUS & FUTURE Pekka Abrahamsson 23.11.2005 Jyväskylä Fact corner: SME of 250 developers Mobile & desktop sw Products sold globally EXAMPLE OF AN INNOVATIVE

More information

Introduction to Agile

Introduction to Agile Chapter 1 Introduction to Agile Objectives: Define Agile software development Explain differences and similarities between various lightweight methodologies Learn the core principles of Agile Dispel common

More information

www.stephenbarkar.se Lean vs. Agile similarities and differences 2014-08-29 Created by Stephen Barkar - www.stephenbarkar.se

www.stephenbarkar.se Lean vs. Agile similarities and differences 2014-08-29 Created by Stephen Barkar - www.stephenbarkar.se 1 www.stephenbarkar.se Lean vs. Agile similarities and differences 2014-08-29 Purpose with the material 2 This material describes the basics of Agile and Lean and the similarities and differences between

More information

IMPLEMENTING SCRUM. PART 1 of 5: KEYS TO SUCCESSFUL CHANGE

IMPLEMENTING SCRUM. PART 1 of 5: KEYS TO SUCCESSFUL CHANGE IMPLEMENTING SCRUM GUIDE PART 1 of 5: KEYS TO SUCCESSFUL CHANGE Created by Axosoft, makers of the #1 Scrum software, in collaboration with writer and coach, Tirrell Payton. A STORY ABOUT NIC AND SKIP I

More information

http://www.bigvisible.com

http://www.bigvisible.com Sustainable Pace How can we help our teams achieve it? http://www.bigvisible.com 2011 BigVisible Solutions, Inc. Facilitator Bob Sarni 25 years focused on team development, leadership mentoring and coaching,

More information

Processes in Software Development. Presented 11.3.2008 by Lars Yde, M.Sc., at Selected Topics in Software Development, DIKU spring semester 2008

Processes in Software Development. Presented 11.3.2008 by Lars Yde, M.Sc., at Selected Topics in Software Development, DIKU spring semester 2008 Processes in Software Development Presented 11.3.2008 by Lars Yde, M.Sc., at Selected Topics in Software Development, DIKU spring semester 2008 Software hall of shame Classic mistakes ACM Code of Ethics

More information

What is meant by the term, Lean Software Development? November 2014

What is meant by the term, Lean Software Development? November 2014 What is meant by the term, Lean Software Development? Scope of this Report November 2014 This report provides a definition of Lean Software Development and explains some key characteristics. It explores

More information

Software Process Models

Software Process Models Software Process Models CS314 SUDIPTO GHOSH What is a process model? Software process models are general approaches for organizing a project into activities. Help the project manager and his or her team

More information

The Agile Manifesto is based on 12 principles:

The Agile Manifesto is based on 12 principles: The Agile Manifesto is based on 12 principles: Customer satisfaction by rapid delivery of a useful product solution Welcome changing requirements, even late in development Working products are delivered

More information

Lean Software Development and Kanban

Lean Software Development and Kanban 1 of 7 10.04.2013 21:30 Lean Software Development and Kanban Learning Objectives After completing this topic, you should be able to recognize the seven principles of lean software development identify

More information

Agile Fundamentals, ROI and Engineering Best Practices. Rich Mironov Principal, Mironov Consulting

Agile Fundamentals, ROI and Engineering Best Practices. Rich Mironov Principal, Mironov Consulting Agile Fundamentals, ROI and Engineering Best Practices Rich Mironov Principal, Mironov Consulting 1 About Rich Mironov Agile product management thought leader Business models, pricing, roadmaps Agile transformations

More information

The Basics of Scrum An introduction to the framework

The Basics of Scrum An introduction to the framework The Basics of Scrum An introduction to the framework Introduction Scrum, the most widely practiced Agile process, has been successfully used in software development for the last 20 years. While Scrum has

More information

Agile Methodologies and Its Processes

Agile Methodologies and Its Processes International Journal of Computational Engineering Research Vol, 03 Issue, 9 Agile Methodologies and Its Processes 1, Akanksha, 2, Akansha Rakheja, 3, Latika Kapur, 4, Kanika Ahuja 1,2,3,, Information

More information

Evolutionary BPM. A New Process Methodology. Published: Oct. 17, 2013. Authors: Eli Stutz, Bruce Hardy

Evolutionary BPM. A New Process Methodology. Published: Oct. 17, 2013. Authors: Eli Stutz, Bruce Hardy A New Process Methodology Published: Oct. 17, 2013 Authors: Eli Stutz, Bruce Hardy Introduction This white paper describes a new methodology for BPM (Business Process Management) Software development projects.

More information

Agile QA s Revolutionary Impact on Project Management

Agile QA s Revolutionary Impact on Project Management Agile QA s Revolutionary Impact on Project Management Introduction & Agenda Rachele Maurer Agile Coach, Platinum Edge Inc. PMP, CSM, PMI-ACP Agenda A quick overview of agile Current QA practices QA using

More information

Scaling Scrum. Colin Bird & Rachel Davies Scrum Gathering London 2007. conchango 2007 www.conchango.com

Scaling Scrum. Colin Bird & Rachel Davies Scrum Gathering London 2007. conchango 2007 www.conchango.com Scaling Scrum Colin Bird & Rachel Davies Scrum Gathering London 2007 Scrum on a Slide Does Scrum Scale? Ok, so Scrum is great for a small team but what happens when you have to work on a big project? Large

More information

Agile on huge banking mainframe legacy systems. Is it possible?

Agile on huge banking mainframe legacy systems. Is it possible? EuroSTAR 2011 Agile on huge banking mainframe legacy systems. Is it possible? Christian Bendix Kjær Hansen Test Manager November 22, 2011 What is this presentation about? Goal Inspire others working with

More information

A Cynical View on Agile Software Development from the Perspective of a new Small-Scale Software Industry

A Cynical View on Agile Software Development from the Perspective of a new Small-Scale Software Industry A Cynical View on Agile Software Development from the Perspective of a new Small-Scale Software Industry Apoorva Mishra Computer Science & Engineering C.S.I.T, Durg, India Deepty Dubey Computer Science

More information

Comparative Study of Agile Methods and Their Comparison with Heavyweight Methods in Indian Organizations

Comparative Study of Agile Methods and Their Comparison with Heavyweight Methods in Indian Organizations International Journal of Recent Research and Review, Vol. VI, June 2013 Comparative Study of Agile Methods and Their Comparison with Heavyweight Methods in Indian Organizations Uma Kumari 1, Abhay Upadhyaya

More information

Applying Lean on Agile Scrum Development Methodology

Applying Lean on Agile Scrum Development Methodology ISSN:2320-0790 Applying Lean on Agile Scrum Development Methodology SurendRaj Dharmapal, Dr. K. Thirunadana Sikamani Department of Computer Science, St. Peter University St. Peter s College of Engineering

More information

Quality Assurance in an Agile Environment

Quality Assurance in an Agile Environment Quality Assurance in an Agile Environment 1 Discussion Topic The Agile Movement Transition of QA practice and methods to Agile from Traditional Scrum and QA Recap Open Discussion www.emids.com 2 What is

More information

Why Agile Works: Economics, Psychology, and Science. @MatthewRenze #PrDC16

Why Agile Works: Economics, Psychology, and Science. @MatthewRenze #PrDC16 Why Agile Works: Economics, Psychology, and Science @MatthewRenze #PrDC16 Purpose Explain why Agile practices are so successful Insights from: Economics Psychology Science Top 7 most important ideas Ideas

More information

Information Management for National Guard Agribusiness Development Teams: An Agile Development Case Study

Information Management for National Guard Agribusiness Development Teams: An Agile Development Case Study Information Management for National Guard Agribusiness Development Teams: An Agile Development Case Study Authors: Lynndee Kemmet, Network Science Center at West Point; Ray McGowan, Army CERDEC; C. Reed

More information

Sometimes: 16 % Often: 13 % Always: 7 %

Sometimes: 16 % Often: 13 % Always: 7 % SCRUM AT RIIS A Standish study found that only 20% of features in a typical system were used often or always and 45% of features were never used at all. The ability to embrace change is critical to reducing

More information

Agile Processes and Distributed Projects: Dream or Nightmare?

Agile Processes and Distributed Projects: Dream or Nightmare? Agile Processes and Distributed Projects: Dream or Nightmare? Instructor: Kevin Thompson, Ph.D., PMP, ACP, CSP 4100 E. Third Ave, Suite 205, Foster City, CA 94404 650-931-1651 www.cprime.com The leader

More information

Transitioning from Waterfall: The Benefits of Becoming Agile. ASPE Web Seminar Friday, February 27 th, 2015

Transitioning from Waterfall: The Benefits of Becoming Agile. ASPE Web Seminar Friday, February 27 th, 2015 Transitioning from Waterfall: The Benefits of Becoming Agile ASPE Web Seminar Friday, February 27 th, 2015 Objectives Give a high-level look at the challenges in software development Give a basic look

More information

Tiina Kiuru Reaktor Innovations

Tiina Kiuru Reaktor Innovations Agile Testing Tiina Kiuru Reaktor Innovations 08.10.08 1 Agenda What is agile? Agile values, principles and practices How to organize testing? How to implement testing? 08.10.08 2 What is agile? 08.10.08

More information

Benefits of Agile Project Management

Benefits of Agile Project Management Benefits of Agile Project Management Thosaphon Bunsiri Faculty of Business Administration, Payap University, Chiang Mai, Thailand E-mail: thosaphon.bunsiri@gmail.com Thanyalak Kumprom Faculty of Humanities

More information

Autodesk AutoCAD Utility Design: NV Energy's Agile Approach

Autodesk AutoCAD Utility Design: NV Energy's Agile Approach Autodesk AutoCAD Utility Design: NV Energy's Agile Approach Christer Hargrove NV Energy Colleen Adams Autodesk, Inc. UT2035 You decide to implement new software into your business process. You define requirements,

More information

Case Study on Critical Success Factors of Running Scrum *

Case Study on Critical Success Factors of Running Scrum * Journal of Software Engineering and Applications, 2013, 6, 59-64 http://dx.doi.org/10.4236/jsea.2013.62010 Published Online February 2013 (http://www.scirp.org/journal/jsea) 59 Case Study on Critical Success

More information

How to manage agile development? Rose Pruyne Jack Reed

How to manage agile development? Rose Pruyne Jack Reed How to manage agile development? Rose Pruyne Jack Reed What will we cover? Introductions Overview and principles User story exercise Retrospective exercise Getting started Q&A About me: Jack Reed Geospatial

More information

Introduction to Agile Software Development

Introduction to Agile Software Development Introduction to Agile Software Development Word Association Write down the first word or phrase that pops in your head when you hear: Extreme Programming (XP) Team (or Personal) Software Process (TSP/PSP)

More information

Scrum. in five minutes

Scrum. in five minutes Scrum in five minutes Scrum and agile methods are hot topics these days A simple method for the management of complex projects... Older methods focus on staying on track; Scrum is aimed at delivering business

More information

What does it mean to be Agile. Marek Majchrzak, Andrzej Bednarz Wrocław, 11.10.2011

What does it mean to be Agile. Marek Majchrzak, Andrzej Bednarz Wrocław, 11.10.2011 What does it mean to be Agile Marek Majchrzak, Andrzej Bednarz Wrocław, 11.10.2011 2 Traditional methods Assumptions: The customer knows what he wants The developers know how to build it Nothing will change

More information

Jukka Mannila KEY PERFORFORMANCE INDICATORS IN AGILE SOFTWARE DEVELOPMENT

Jukka Mannila KEY PERFORFORMANCE INDICATORS IN AGILE SOFTWARE DEVELOPMENT Jukka Mannila KEY PERFORFORMANCE INDICATORS IN AGILE SOFTWARE DEVELOPMENT Information Technology 2013 KEY PERFORFORMANCE INDICATORS IN AGILE SOFTWARE DEVELOPMENT Mannila, Jukka Satakunnan ammattikorkeakoulu,

More information

Bottlenecks in Agile Software Development Identified Using Theory of Constraints (TOC) Principles

Bottlenecks in Agile Software Development Identified Using Theory of Constraints (TOC) Principles Master thesis in Applied Information Technology REPORT NO. 2008:014 ISSN: 1651-4769 Department of Applied Information Technology or Department of Computer Science Bottlenecks in Agile Software Development

More information

The Manager s Guide to Avoiding 7 Project Portfolio Pitfalls

The Manager s Guide to Avoiding 7 Project Portfolio Pitfalls The Manager s Guide to Avoiding 7 Project Portfolio Pitfalls In today s management by projects mindset, portfolio managers and PMO directors are challenged with ensuring successful delivery in addition

More information

Bridging the Gap: Traditional to Agile Project Management. I. S. Parente 1. Susan Parente, PMP, PMI ACP, CISSP, PMI RMP, ITIL, MSEM;

Bridging the Gap: Traditional to Agile Project Management. I. S. Parente 1. Susan Parente, PMP, PMI ACP, CISSP, PMI RMP, ITIL, MSEM; Bridging the Gap: Traditional to Agile Project Management ABSTRACT I. S. Parente 1 1 Susan Parente, PMP, PMI ACP, CISSP, PMI RMP, ITIL, MSEM; S3 Technologies, LLC, Principal Consultant; parente@s3 tec.com

More information

METRICS DRIVEN CONTINUAL SERVICE IMPROVEMENT USING AGILE CONCEPTS

METRICS DRIVEN CONTINUAL SERVICE IMPROVEMENT USING AGILE CONCEPTS METRICS DRIVEN CONTINUAL SERVICE IMPROVEMENT USING AGILE CONCEPTS John Osteen B Cognizant Business Consulting Process Quality Consulting Cognizant Technology Solutions, Chennai, India john.b@cognizant.com

More information

werteorientierte Unternehmenskultur

werteorientierte Unternehmenskultur Echte Agilität erfordert eine werteorientierte Unternehmenskultur Jutta Eckstein Thomas Walker, CMC Seite 1 Goals of Today The main question of the day: The role of software development in relation with

More information

Agile Extension to the BABOK Guide

Agile Extension to the BABOK Guide Agile Extension to the BABOK Guide Version 1.0 Complimentary IIBA Member Copy. Not for Redistribution or Resale www.iiba.org International Institute of Business Analysis, Toronto, Ontario, Canada International

More information

InfoAdvisors. Is your Data Modeling Workflow Agile or Fragile?

InfoAdvisors. Is your Data Modeling Workflow Agile or Fragile? InfoAdvisors Is your Data Modeling Workflow Agile or Fragile? Karen Lopez, InfoAdvisors June 2015 www.datamodel.com karenlopez@infoadvisors.com @datachick This white paper is sponsored by Embarcadero Technologies

More information