Object Oriented System

Analysis and Design

(OOSAD)
INSY3063

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 Chapter Three: Agile
Development

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 •Agile Methods in General
•Large Scale SCRUM (LeSS) Structure
•LeSS Product
•LeSS Sprint
•More or LeSS
•Fundamental Information Gathering Skills
•Interviewing
•Observation
•Brainstorming
•Agile Documentation

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 Objectives

 Understand the Agile Methods and methodology ingeneral

 Differentiate Less rules, principles, practices and Less versus single-team

Scrum.

 Identify fundamental information gathering techniques

 Get the concept of create a document for the course work project.

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 Agile Methods in General

 Object-oriented software development is iterative.

 Activities such as design do not start only if analysis is complete and, in

turn, the start of analysis is not dependent on having every requirement
in hand.

 During the process of development, the baseline of activities changes.

 We start with requirements discovery, but gathering requirements tapers

off only gradually.

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 Agile Methods in General

 There are too many software development methodologies for a meaningful

summary. .

1. Ad hoc is an approach to development without an overall theoretical

framework.

2. System Development Life Cycle (SDLC) methodologies view development

primarily as a project management challenge, rather than a technical one. The
“classic” SDLC methodology is the Waterfall Model

3. Prototyping proceeds on the basis of creating a working model of the essential

features of the final product for testing and verification of requirements.

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 Agile Methods in General

4. Incremental or iterative approach, the product is built through successive

versions that are refined and expanded with each iteration. The Spiral Model
combines the life cycle approach with prototyping and iteration

5. Rapid Application Development (RAD) is selecting techniques, methods,

practices, and procedures that result in faster development and shorter
schedules..

6. The Capability Maturity Model (CMM) aims to measure the maturity of the
software development process within an organization.

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 Agile Methods in General

7. Incremental or iterative approach, the product is built through successive versions

that are refined and expanded with each iteration. The Spiral Model

8. Object-oriented development is not directly concerned with the organization of the

project but with the product itself, from conceptual to physical.

It has three requirements:

❶ an object-oriented technology,

❷ an object-oriented analysis and design, and

❸ a project plan that is friendly to an object-oriented approach.

 Object-oriented development is highly iterative. An expanded object-oriented development also

includes the following concepts: component-based development, architectural design,

learning from patterns, and a model-driven approach.

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 Agile Methods in General

9. Agile software development is a lightweight approach that was

proposed to overcome the convolutional development methods’
limitations and To reduce the overhead and the cost while providing
flexibility to adopt the changes in requirements at any stage

 Agile methodologies form a distinct from other methodologies of

software development but diverse category.

 Their common goal is being “adaptive” rather than “predictive.

 Generally (but not universally) consider “upfront” documentation,

“upfront” modeling, and “upfront” design as a waste of time.

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 Agile Methods in General

 Extreme Programming (XP) is the best-known agile method.

 This is done by managing the tasks and their coordination through a certain
set of values and principles.

 Agile is a wide umbrella of software development beliefs.

 It is a conceptual framework for software engineering that begins with a

starting planning phase and follows the road toward the deployment phase
with iterative and incremental interactions throughout the life-cycle of
the project.

 The initial goal for the agile methods is to reduce the overhead in the
software development process with the ability to adopt the changes without
risking the process or without excessive rework
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 Agile Methods in General

 Agile methods are processes that support the agile philosophy,

 i.e. agile values and principles.

 Each Agile method consists of a different combination of practices, which is a

description of how the day-to-day work is done by the software developer.

 Each method differs from the other by choosing its appropriate set of
terminology and practices.

 With the growing maturity of cloud computing technologies, there are many
research interests in using agile development software to build cloud

applications.

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 Agile Methods in General

 There are different types of agile methods such as

1. Test-Driven Development (TDD) method,

2. Feature Driven Development (FDD) method,

3. Extreme Programming (XP) method,

4. Scrum method,

5. Dynamic System Development Model (DSDM) method and

6. Crystal methods etc.

 Each method has its own principles, life cycle, roles, advantages and disadvantages
etc.

 All of these agile software development methods build the software in iterations and
incremental processes.
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 Agile Methods in General
 Assignment
I. Identify the following agile methods:
1. Test-Driven Development (TDD) method,

2. Feature Driven Development (FDD) method,

3. Extreme Programming (XP) method,

4. Scrum method,

5. Dynamic System Development Model (DSDM) method and

6. Crystal methods

II. Express their principles, life cycle, roles, advantages and

disadvantages

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 Large Scale SCRUM (LeSS) Structure
 What is Scrum?
 Scrum is a popular framework that facilitates collaboration between
teams while they are working on complex projects and products.

 It helps teams learn from their experiences, organize themselves while

handling issues, and reflect on their successes and failures, so that they
can improve.

 Scrum groups tasks into columns based on progress.

 Scrum usually breaks down a project into sprints, planning, and

managing, one sprint at a time.

 Scrum also has unique project roles, which include a scrum master and
Product Owner. (See Chapter I how it works)
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 Large Scale SCRUM (LeSS) Structure
 How Does Scrum Work?
 It has the following Steps
 Step 1: Product backlog
 The product backlog is used to draw up a list of tasks that a team must
complete to successfully achieve the stakeholders’ goals.
 Step 2: Sprint planning
 Selected tasks from the product backlog are chosen for teams to focus and
work on, then ultimately be delivered during the sprint.
 Step 3: Sprint backlog
 Tasks discussed in the previous phase are added into the sprint backlog.

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 Large Scale SCRUM (LeSS) Structure

 How Does Scrum Work?

 Step 4: Scrum team

 A scrum team is usually a team of five to nine members that work on the
tasks mentioned in the sprint backlog.

 Step 4.1: Daily scrum

 The team has daily scrum meetings, 15 minute long sessions during
which the team members synchronize their activities with each other,
report on the bottlenecks they are facing, and plan on what they aim to
achieve in the next 24 hours.

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 Large Scale SCRUM (LeSS) Structure

 How Does Scrum Work?

 Step 5: Sprint Review

 After the sprint is completed, it’s time for a sprint review.

 The product owner, scrum master, stakeholders, and the scrum team
attend the meeting.

 During this stage, the team discusses what they accomplished in the
previous sprint.

 The session also opens up opportunities to ask questions, make

observations, and provide feedback and suggestions.

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 Large Scale SCRUM (LeSS) Structure
 Step 5.1: Sprint review –
 Product backlog, the product owner presents the backlog’s top to the
stakeholders.
 This lets the former receive feedback for upcoming sprints and other things related

to the backlog.
 Step 5.2: Sprint review -
 Sprint retrospective, the sprint retrospective meeting follows the sprint review.
 Here, the team identifies potential mistakes and issues, as well as ways to handle
them. Data from this stage is incorporated while planning the next sprint.
 Step 6: Increment
 The stakeholders receive a workable and usable output.

 Read and understand about Kanban.

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 Large Scale SCRUM (LeSS) Structure

 Large-Scale Scrum is Scrum —

 It is not “new and improved Scrum.”

 LeSS is about applying the principles, elements, and purpose of Scrum in a

large-scale context. Multiple-team Scrum, not multiple Scrum teams

 LeSS is more than a set of principles and experiments.

 It also provides a framework with rules.

 The LeSS Rules define what is LeSS (and what isn’t) and they provide a
concrete framework for applying LeSS.

 Within the LeSS Framework, product groups can apply the experiments and
discover what works best for them at a certain moment
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 Large Scale SCRUM (LeSS) Structure

 Why Less
 Traditional sequential-lifecycle development doesn’t work well.

 It doesn’t work well for either small or large product development efforts

 Since 2001, Agile development and Scrum in particular have

revolutionized software development, but when asked how to apply
Agile development to large groups many people say “don’t” or “just
use a small team” or “do Scrum at the team level.”

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 Large Scale SCRUM (LeSS) Structure

 Why Less
 None of those answers is particularly useful, and while it is true that it is
best to avoid adding people to your development effort,

 It is also true that large scale product development isn’t going away so
we need to discover ways to do it well.

 In software development for a long time in all sorts of roles in

traditional sequential-lifecycle development, Unified Process, CMMi
and others.

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 Large Scale SCRUM (LeSS) Structure

 Why Less
 None felt right. Scrum, on the other hand, felt right for single-team
development.

 So, the question then became “How can we scale Scrum without losing
its strength?”

 The concepts and principles behind Scrum, such as Transparency,

Empirical Process Control, Iterative development, and Self-
managing teams are critical

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 Large Scale SCRUM (LeSS) Structure

 Why Less
 Scrum hits the sweet spot between abstract principles and concrete practices.

 Thus, in order to keep Large-scale Scrum as Scrum, we’ll need to find a

similar balance,

 so that we will be able to say: For large groups, LeSS hits the sweet spot
between defined concrete elements and empirical process control.

 This leads to some decisions:

 LeSS needs to be simple when scaling, there is a tendency to add roles,

artifacts, processes, etc.

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 Large Scale SCRUM (LeSS) Structure

 Why Less
 This should be avoided so that a process can empirically be created by the
product group.

 Most other scaling frameworks fall into the trap of providing a defined process.

 In LeSS we want to avoid that trap.

 LeSS is Scrum Scaled Rather than having Scrum as a building block for a
scaled framework .

 we need to look at Scrum and for each element ask “Why is it there?” followed
by “If we have more than one team, how can we achieve the same purpose
on a larger scale?”
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 Large Scale SCRUM (LeSS) Structure

 Why Less
 Scaled up instead of tailored down - A common concept for process
development is to define a universal, overarching framework and then
contextually tailor it down.

 This does not work well because people often assume everything is needed in
their particular context.

 This assumption often leads to the creation of bloated processes.

 LeSS should be kept to the minimum. We acknowledge that scaling will require
“more” but instead of “polluting” LeSS with optional elements, we have
separated out a different framework LeSS Huge.

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 Large Scale SCRUM (LeSS) Structure

 LeSS Product
 LeSS Sprint
 More or LeSS

Read and remember other

Principles of Agile methodology
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 Large Scale SCRUM (LeSS) Structure
 LeSS Framework Rules
 The LeSS framework applies to products with 2-“8” teams.
 LeSS structure
 LeSS Product
 LeSS Sprint
 More or LeSS

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 Large Scale SCRUM (LeSS) Structure
 LeSS structure

 Structure the organization using real teams as the basic organizational

building block.
 Each team is
(1) self-managing,
(2) cross-functional,
(3) co-located, and
(4) long-lived.
 The majority of the teams are customer-focused feature teams.
 Scrum Masters are responsible for a well-working LeSS adoption.

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 Large Scale SCRUM (LeSS) Structure
 LeSS structure
 Their focus is towards the Teams, Product Owner, organization, and
development practices.
 A Scrum Master does not focus on just one team but on the overall
organizational system.
 A Scrum Master is a dedicated full-time role.
 One Scrum Master can serve 1-3 teams.
 In LeSS, managers are optional, but if managers do exist their role is
likely to change. Their focus shifts from managing the day-to-day
product work to improving the value-delivering capability of the
product development system

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 Large Scale SCRUM (LeSS) Structure
 LeSS structure
 Managers’ role is to improve the product development system by
practicing Go See, encouraging Stop & Fix, and “experiments over
conformance”.
 For the product group, establish the complete LeSS structure “at the
start”; this is vital for a LeSS adoption.
 For the larger organization beyond the product group, adopt LeSS
evolutionarily using Go and See to create an organization where
experimentation and improvement is the norm


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 Large Scale SCRUM (LeSS) Structure
 LeSS Product
 There is one Product Owner and one Product Backlog for the complete
shippable product.
 The Product Owner shouldn’t work alone on Product Backlog refinement;
he is supported by the multiple Teams working directly with
customers/users and other stakeholders.
 All prioritization goes through the Product Owner, but clarification is as
much as possible directly between the Teams and customer/users and other
stakeholders. T
 The definition of product should be as broad and end-user/customer
centric as is practical.

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 Large Scale SCRUM (LeSS) Structure
 LeSS Product
 Over time, the definition of product might expand. Broader definitions are
preferred.
 One Definition of Done for the whole product common for all teams.
 Each team can have their own stronger Definition of Done by expanding the
common one.
 The perfection goal is to improve the Definition of Done so that it results in
a shippable product each Sprint (or even more frequently)

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 Large Scale SCRUM (LeSS) Structure
 LeSS Sprint
 There is one product-level Sprint, not a different Sprint for each Team.
 Each Team starts and ends the Sprint at the same time. Each Sprint results in
an integrated whole product.
 Sprint Planning consists of two parts:
 Sprint Planning One is common for all teams while
 Sprint Planning Two is usually done separately for each team. Do multi-team Sprint
Planning Two in a shared space for closely related items.

 Sprint Planning One is attended by the Product Owner and Teams or

Team representatives.
 They together tentatively select the items that each team will work on that Sprint.

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 Large Scale SCRUM (LeSS) Structure
 LeSS Sprint
 The Teams identify opportunities to work together and final questions are
clarified.
 Each Team has their own Sprint Backlog.
 Sprint Planning Two is for Teams to decide how they will do the selected items.
 This usually involves design and the creation of their Sprint Backlogs.
 Each Team has their own Daily Scrum.
 Cross-team coordination is decided by the teams. Prefer decentralized and
informal coordination over centralized coordination.
 Emphasize Just Talk and informal networks via communicate in code, cross-
team meetings, component mentors, travelers, scouts, and open spaces.

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 Large Scale SCRUM (LeSS) Structure
 LeSS Sprint
 Product Backlog Refinement (PBR) is preferably done with multiple

teams to increase shared learning and to exploit coordination opportunities.

 There is one product Sprint Review; it is common for all teams.
 Ensure that suitable stakeholders join to contribute the information needed
for effective inspection and adaptation.
 Each Team has their own Sprint Retrospective.
 An Overall Retrospective is held after the Team Retrospectives to discuss
cross-team and system-wide issues, and create improvement
experiments.
 This is attended by Product Owner, Scrum Masters, Team
representatives, and managers (if any).

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 Large Scale SCRUM (LeSS) Structure
 LeSS Huge
 LeSS Huge Framework Rules
 LeSS Huge Framework Rules.00
 LeSS Huge applies to products with “8+” teams.
 Avoid applying LeSS Huge for smaller product groups as it will result in more
overhead and local optimizations.
 All LeSS rules apply to LeSS Huge, unless otherwise stated. Each Requirement
Area acts like the basic LeSS framework.

Assignment: Read and understand about LeSS Huge framework

rules (Structure , Product and Sprint)

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 Fundamental Information Gathering Skills

 Data gathering is a process of preparing for and then collecting data needed to
facilitate project decision making.
 Data is collected to provide information regarding a specific topic, and the
information obtained is keep on record and used to make decisions about
important issues.
 Because of this, it is important to understand the quality of the data collected in
terms of its accuracy, reliability and relevance.
 Some Information Gathering Skills:
 Interviewing
 Observation
 Brainstorming

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 Fundamental Information Gathering Skills

 Interviewing
 The interview is the most flexible and direct tool for eliciting requirements. It
also is more prone to misunderstanding and failure than any other technique
 Interview with stakeholders of the system—users, sponsors, and domain
experts— is an indispensable tool not only for its verbal responses but also
because it allows one to observe and learn from nonverbal reactions:
 attitudes, body language, and emotional overtones.
 These nonverbal connotations put the requirements into a human context that must be taken
into account to build a successful information system.

 The interview is also a sensitive tool: It is very flexible but exactly because of
its flexibility it can lead us to blind alleys.

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 Fundamental Information Gathering Skills

 Interviewing
 Since an interview is limited by a timeframe it is also a precious commodity, the
use of which must be planned with great care.
 Interviewing needs a great amount of “people skill” and experience, but there
are things that we must know and actions that we must take to increase its
chances of success.
 Early interviews in the requirements gathering process have a broad scope,
while later ones are defined by more focus on detail.

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 Fundamental Information Gathering Skills

 Interview: The Building Blocks

To maximize the benefits of an

interview and control its flow,
the interviewer must construct
the interview from building
blocks with predefined scope
and identifiable goals.

Some of the interview techniques

 Unstructured interview.
 Structured interview.
 Semi structured interview.

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 Fundamental Information Gathering Skills

 Assginment:

 Identify the difference of the 3 types of interview.

 Unstructured interview.

 Structured interview.

 Semi structured interview.

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 Fundamental Information Gathering Skills

 Observation
 Observation needs something that can be observed.
 Observation of individuals functioning within teams leads to the following list
of characteristics of an effective team member.
 Such a person(observer):
 Understands and is committed to group goals;
 Is friendly, concerned, and interested in others;
 Acknowledges and confronts conflict openly;
 Listens to others with understanding;
 Includes others in the decision-making process;

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 Fundamental Information Gathering Skills

 Observation
 Recognizes and respects individual differences;
 Contributes ideas and solutions;
 Values the ideas and contributions of others;
 Recognizes and rewards team efforts; and
 Encourages and appreciates comments about team performance

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 Fundamental Information Gathering Skills

 Brainstorming
 The term brainstorming has now become the accepted way of referring to
group attempts to solve specific problems or develop new ideas by amassing
spontaneous, unrestrained contributions by members.
 The technique of brainstorming utilizes the logical steps in problem solving
by clearly separating the suggestion of solutions from the discussion of their
value.
 The basic rule in brainstorming is that no one can comment on or in any way
belittle the suggestion of another member.
 The only response to another’s suggestion that is allowed is building on it with
another idea.

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 Fundamental Information Gathering Skills

 Brainstorming
 This tends to increase the number and variety of suggested solutions, as the
threat of having an idea “shot down” by the group is reduced.
 Much of the value of brainstorming can be achieved by separating step four
Brainstorming can be used to generate possible solutions for simple problems,
but it is unrealistic to expect it to accomplish most problem-solving or planning
tasks.
 The technique is of value as part of a larger effort that includes individual
generation of information and ideas and subsequent compilation, evaluation, and
selection.

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 Fundamental Information Gathering Skills

 Brainstorming
 Brainstorming can be used to generate components of a plan, process,
solution, or approach and to produce checklists.
 The major benefits of brainstorming are as follows:
 It encourages “out-of-the-box” thinking; that is, by challenging and inspiring each other,
the participants are likely to go beyond conventional boundaries.
 Full solutions can emerge from the accumulation of ideas: One participant may build
upon another’s proposal or streamline it.
 The scope of the solutions will go beyond the narrow interests of individual groups.

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 Fundamental Information Gathering Skills

 Brainstorming
 Among the responsibilities of the conductor, the following are the most
important.
 Establish a professional and objective tone for the meetings.
 Establish and enforce the rules.
 Introduce the meeting’s goals and agenda.
 Manage the meeting and keep the participants focused.
 Facilitate the process of decision making and accord building, but avoid taking sides in the
arguments.
 Make certain that all stakeholders have an equal chance in voicing their opinions.
 Control disruptive and unproductive behavior with subtlety but decisiveness

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 Agile Documentation
 Agile Documentation
 Agile software development methods and their proponents suggest ‘just enough’
documentation on agile projects
 Types of Software Documentation
 Software documentation represents all written documents and materials that
accompany computer software.
 Software documentation can be divided into two categories:
 Process documentation
 Product documentation

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 Agile Documentation
 Agile Documentation
 Process documentation
 Process documentation records the progress of the development cycle. Into
this category fall materials that are created for the purpose of keeping track of
the project, passing and storing information about the project as well as
plans, estimates and other information that helps make the whole process
visible.
 Visible processes enable more effective management of projects.
 Types of documents from this category include project plans, test schedules,
reports, standards, meeting notes or business correspondence.

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 Agile Documentation
 Agile Documentation
 Product documentation
 Product documentation focuses on the developed software product.
 Product documentation includes:
 User documentation
 System documentation

 User documentation are materials which are mainly prepared for

end-users of the product and system administrators.
 They advise the users on working with the product and provide
instructions on how to perform various tasks.

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 Agile Documentation

 Agile Documentation
 Product documentation
 These materials also help the system administrators install and maintain
the system.
 User documentation includes tutorials, user guides, troubleshooting
manuals, installation and reference manuals.
 System documentation .

 System documentation represents documents that describe the system itself

and its parts.
 System documentation includes requirements specifications, design
specifications, architecture description, descriptions of functionality and
interfaces, program source code listings and validation documents

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 Agile Documentation

 Agile Documentation
 The composition of documents produced for software projects depends on various
aspects.
 The required documents may be determined by the type of the project and its
environment, contract with the customer, company politics and the methodology
used for managing the software development.
 Each software project may need different documents, for example, a complex photo
editing software may utilize a comprehensive end-user documentation, while an
internal tool developed for the needs of the company may require only a system
requirements list

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 Agile Documentation
 Documentation in Scrum Dévelopment Environment

 The Agile manifesto emphasizes working software over

comprehensive documentation.
 However, this does not mean that products developed under
agile methodologies do not need documentation at all.
 Software documentation is still indispensable part of
projects, though agile methodologies change the schedule
when such documents are created.

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 Agile Documentation

 Documentation in Scrum Dévelopment Environment

 Besides, agile principles promote face-to-face communication

and, consequently, minimize the amount of process
documentation produced.
 User documentation is not created all at once at the end of the
project, after the product has been implemented.
 It is created continuously within individual Sprints and updated
as the functionality of the product develops.

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 Agile Documentation

 Agile Documentation
 Some times Software Documentations needs Technical Writers
 Software companies either employ their own Technical Writers or outsource the
creation of the documentation.
 This depends on the character of the software being developed and its demands on the
documentation.
 Complex products with long-term development, which require detailed user guides and
manuals benefit from having Technical Writers employed full-time. This way, the
documentation can be created more quickly and precisely with the collaboration of
Subject Matter Experts.
 Each Technical Writer is assigned to one, two or three development teams and sits in
the office of one of these teams

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 Chapter Three: Agile Development
The End of Unit Three

Data Gathering & Brainstorming

Scrum: less.works

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