Regression Testing:

Regression testing is a type of software testing that ensures that changes to the code (new features, bug fixes,
enhancements) do not adversely affect the existing functionality of the software. It involves re-running previously executed

test cases to verify that the existing features still work as intended after any code changes.

In summary, the regression testing team plays a crucial role in ensuring the stability and reliability of software by verifying
that new code changes do not negatively impact existing functionality. They contribute to the overall quality assurance
process in an IT company.

Build
In the context of an IT company, a "build" refers to the process of compiling and linking source code files, along with any
necessary libraries and resources, to create an executable or deployable software artifact. The build process is a
fundamental step in software development and is typically managed by build tools and systems.

Efficient and reliable build processes are essential for software development, as they enable teams to produce consistent
and deployable software artifacts. They play a crucial role in supporting continuous integration, deployment, and delivery
practices.

live environment
In an IT company, a "live environment" typically refers to the production environment or the system where the actual
software applications and services are deployed and accessible to end-users or clients. The live environment is the real-
world, operational instance of the software where it is actively serving its intended purpose.

In summary, the live environment is the final destination for software where it meets the real-world demands of users and
customers. Maintaining its stability, security, and reliability is a top priority for IT teams in order to provide a seamless and
secure experience for end-users.

In the context of software development, the terms "local build," "consolidated build," and "master build"
typically refer to different stages in the build and integration process. Let's explore each of these concepts from
an IT developer's perspective:

1. Local Build:
 Definition: A local build refers to the process of compiling and building the source code on an
individual developer's machine or local development environment.
 Developer's Perspective:
 Developers perform local builds to check whether their code compiles successfully and to
catch any syntax errors or build issues early in the development process.
  Local builds are conducted frequently during the development phase to ensure that the
codebase remains in a functional state on each developer's machine.
 Developers can run and test their code locally before pushing changes to a shared version
control system (e.g., Git).
2. Consolidated Build (Integration Build):
 Definition: The consolidated build, also known as the integration build, involves combining the
changes made by multiple developers into a shared code repository.
 Developer's Perspective:
 Developers push their changes to a shared branch or repository, triggering the consolidated
build.
 The consolidated build ensures that changes from different developers integrate smoothly
and do not introduce conflicts or errors in the overall codebase.
 Automated tests may be run during the consolidated build to catch integration issues early.
3. Master Build (Mainline Build):
 Definition: The master build, often referred to as the mainline build, is the final step in the build
pipeline. It involves creating a build from the main branch or trunk of the version control system,
which typically represents the stable and production-ready codebase.
 Developer's Perspective:
 The master build is considered the gold standard, representing the code that is ready for
deployment to a production environment.
 Only code that has passed all tests and has been reviewed and approved is merged into the
master branch.
 The master build may trigger additional processes such as packaging, documentation
generation, and deployment to production or staging environments.

Key Considerations:

 Continuous Integration (CI): Local and consolidated builds are fundamental components of a
continuous integration process. CI systems automatically trigger builds and tests whenever changes are
pushed to the version control system.
 Automated Testing: Both consolidated and master builds often involve running automated tests to
ensure the reliability and functionality of the software.
 Code Review: Before changes are merged into the master branch, they typically undergo code review to
maintain code quality and adherence to coding standards.

These build stages collectively contribute to maintaining a stable and reliable codebase in collaborative
development environments. The progression from local builds to consolidated builds and, finally, to the master
build reflects the collaborative and iterative nature of modern software development practices.

1.Blocker Case
In the context of software development, the terms "blocker case" and "optional case" are often associated with
specific scenarios related to the development or deployment of a software product. Let's explore each term from
an IT developer's perspective:

1. Blocker Case:
 Definition: A "blocker case" refers to a critical issue or problem that significantly impedes the
progress of development or prevents the software from proceeding to the next phase. It is a high-
priority issue that needs immediate attention and resolution before the development or
deployment process can continue.
 Characteristics:
  Critical Impact: Blocker cases have a severe impact on the software or development
process, making it difficult or impossible to proceed until the issue is resolved.
 High Priority: Blocker cases are assigned the highest priority, indicating that they require
immediate attention and resolution.
 Development Halt: The presence of a blocker case may halt development activities until
the issue is addressed, as it poses a significant risk to the project's timeline and quality.
 Examples:
 Critical bugs that cause application crashes or data corruption.
 Showstopping issues in a feature that prevent it from functioning correctly.
 Infrastructure failures that hinder the development or deployment process.
 Resolution:
 Developers and teams prioritize resolving blocker cases promptly.
 Communication is essential to inform stakeholders about the impact of the blocker case and
the steps being taken to address it.
 Once resolved, development can resume, and the software can progress to the next phase.

2.Optional Case:
 Definition: An "optional case" refers to a feature, enhancement, or task that is not critical to the
core functionality of the software. It is considered non-essential and may be included or excluded
based on factors such as project priorities, resource availability, or customer requirements.
 Characteristics:
 Non-Critical: Optional cases are non-critical and do not impact the fundamental
functionality of the software.
 Flexible Inclusion: Inclusion or exclusion of optional cases depends on project goals,
timelines, and customer preferences.
 Resource Dependent: The decision to address optional cases may be influenced by the
availability of resources and the overall project roadmap.
 Examples:
 Additional features that enhance user experience but are not required for basic
functionality.
 Cosmetic changes or improvements that do not affect the core functionality.
 Non-essential performance optimizations.
 Handling:
 Developers and teams may choose to address optional cases based on project priorities and
resource availability.
 If time and resources permit, optional cases can be implemented to enhance the software's
overall quality and user experience.
 The decision to include or exclude optional cases is often made collaboratively with project
stakeholders.

Considerations:

 Dynamic Nature: The classification of a case as a blocker or optional can change based on project
dynamics, timelines, and evolving requirements.
 Communication: Clear communication is crucial in both cases. Team members need to be informed
about the urgency of resolving blockers, and stakeholders need to understand the flexibility associated
with optional cases.
 Trade-offs: Developers often need to make trade-offs between addressing critical issues (blockers) and
implementing non-essential enhancements (optional cases) based on project constraints and goals.
Waterfall / V-model

This works on a plan driven process

Cond – The work has been given with 10 requirements from 1 jan to 31 mar that needs to
be complete on 31st of march.
If changes happen from client-side extra money will be taken place also project has to be
complete on 31st else we have to pay money for the delay.

Agile Model

Change Request-
In the context of business analysis, a "change request" refers to a formal proposal to alter a system, process,
project, or any element of a business solution. Change requests are typically submitted when there is a need to
modify requirements, scope, timelines, or other aspects of a project that has already been initiated.

Here's a breakdown of the concept:

1. Initiation: A change request is usually initiated when there is a recognized need for a change in the
project or system. This need can arise due to various reasons, such as changes in business priorities, new
requirements, errors or omissions in the initial analysis, or external factors affecting the project.
2. Formal Proposal: The change request is a formal document that outlines the proposed modifications. It
includes details such as the reason for the change, the impact on existing project components, potential
risks, and the resources required to implement the change.
3. Submission and Approval: Once the change request is prepared, it is submitted to relevant stakeholders
for review and approval. Stakeholders may include project managers, sponsors, subject matter experts,
and other key decision-makers. Approval is usually based on an assessment of the change's impact on
the project in terms of cost, schedule, and scope.
4. Documentation: If the change request is approved, the details are documented, and the necessary
adjustments are made to the project plan, requirements documentation, or other relevant documents.
This ensures that all project stakeholders are aware of and aligned with the approved changes.
5. Implementation: After approval and documentation, the change is implemented as per the revised plan.
This may involve adjustments to the project schedule, additional development work, or modifications to
existing processes.
6. Verification and Validation: The business analyst, along with the project team, verifies that the
implemented changes meet the specified requirements and have the desired impact. This ensures that
the project continues to align with the business objectives.

Change requests are a common part of the project life cycle, and managing them effectively is crucial for
successful project delivery. Business analysts play a key role in facilitating the change management process by
analysing the impact of proposed changes, documenting requirements, and communicating with stakeholders
to ensure that any modifications align with the overall business goals.

Sprint
In Agile development, a sprint is a time-boxed iteration of a consistent, fixed duration during which a team
delivers a potentially shippable product increment. Sprints are a fundamental concept in Scrum, one of the most
popular Agile frameworks.

Here's an overview of how sprints work:

1. Duration: Sprints typically have a fixed duration, commonly two weeks, but it can vary depending on the
team's preference and the nature of the project.
2. Planning: At the beginning of each sprint, there is a sprint planning meeting where the team collaborates
to determine what work can be completed during the sprint. The team selects a set of user stories or
tasks from the product backlog to work on during the sprint.
3. Work Execution: The team then works on the selected items during the sprint, focusing on completing
them according to the Definition of Done (a set of criteria that must be met for a user story to be
considered complete).
4. Daily Standups: Throughout the sprint, the team holds daily standup meetings to discuss progress,
challenges, and plans for the day. This helps ensure transparency and keeps the team aligned.
5. Review: At the end of the sprint, there is a sprint review meeting where the team demonstrates the
completed work to stakeholders. This provides an opportunity for feedback and helps ensure that the
product increment aligns with stakeholders' expectations.
 6. Retrospective: Following the review, the team holds a sprint retrospective to reflect on the sprint
process. This includes discussing what went well, what could be improved, and any adjustments that
should be made for the next sprint.

The cycle then repeats with the start of a new sprint.

The concept of sprints allows Agile teams to deliver incremental value to stakeholders regularly, adapt to
changing requirements, and continuously improve their processes. It promotes flexibility and responsiveness in
the development process, enabling teams to quickly adjust their focus based on feedback and changing
priorities.

Value-driven
"Value-driven" in the context of Agile methodology refers to the principle of prioritizing and delivering the most
valuable features or functionalities to the customer or end-user first. Agile development emphasizes delivering
incremental value throughout the project rather than attempting to deliver all features at once.

Here are key aspects of being value-driven in Agile:

1. Customer-Centric Focus: Agile methodologies, such as Scrum or Kanban, are centered around
understanding and delivering value to the customer. The development team works closely with
stakeholders to identify and prioritize features that will provide the greatest value.
2. Prioritization of Features: The product backlog, a dynamic list of features or user stories, is prioritized
based on the value they bring to the end-users and the business. Features with higher business value are
typically implemented earlier in the project.
3. Iterative and Incremental Delivery: Agile projects are divided into iterations or sprints, each delivering a
potentially shippable product increment. This allows the team to release valuable features in smaller
increments, providing benefits to the customer sooner.
4. Continuous Feedback: Agile methodologies promote regular feedback loops from stakeholders,
customers, and end-users. This helps the team understand whether the delivered features meet
expectations and allows for adjustments based on feedback, ensuring that the project continues to
deliver value.
5. Adaptability: Agile teams embrace change and are willing to adapt to evolving requirements. If new
information emerges or business priorities shift, the team can reprioritize the backlog and adjust the
course of the project to maximize value.
6. Inspect and Adapt: Agile frameworks incorporate regular inspection and adaptation cycles. Through
techniques like sprint reviews and retrospectives, the team reflects on the work done, gathers feedback,
and identifies improvements for future iterations.

Being value-driven is fundamental to Agile's goal of delivering a product that not only meets the customer's
needs but also maximizes the return on investment. It aligns development efforts with business objectives and
helps ensure that the project remains focused on delivering meaningful outcomes throughout its lifecycle.

" Plan-driven" refers to an approach in software development where the entire project is
planned in detail upfront before any actual development begins. The Waterfall model is a classic
example of a plan-driven methodology. In a plan-driven model, the project progresses through a
linear and sequential series of phases, with each phase building on the results of the previous one.

Here are the key characteristics of a plan-driven approach, using the Waterfall model as an example:
 1. Sequential Phases: The Waterfall model consists of distinct phases, such as requirements,
design, implementation, testing, deployment, and maintenance. Each phase is completed
before moving on to the next.
2. Detailed Planning: Extensive planning is done at the beginning of the project to define
requirements and create a comprehensive project plan. This plan outlines the scope, schedule,
resources, and activities for each phase.
3. Limited Flexibility: Once the project begins, there is minimal room for changes. The plan is
followed rigorously, and modifications to requirements or design are discouraged after the
project is underway.
4. Document-Driven: Documentation is a critical aspect of plan-driven methodologies. Detailed
documentation is produced at each phase to capture requirements, design specifications, test
plans, and other project-related information.
5. Customer Involvement: Customer involvement typically occurs at the beginning and end of
the project. The customer provides requirements at the start, and acceptance testing occurs
after the development phase is complete.
6. High Predictability: Plan-driven approaches aim for high predictability in terms of project
schedule and outcomes. The assumption is that a well-defined plan can accurately estimate
the time and resources required for each phase.

While plan-driven methodologies like Waterfall provide a structured and systematic approach, they
have limitations. One significant drawback is the inflexibility in accommodating changes, which can
be a challenge in dynamic environments where requirements may evolve over time. The plan-driven
model assumes that all requirements can be gathered and understood upfront, which may not be
realistic in certain projects.

In contrast to plan-driven methodologies, Agile approaches emphasize adaptability, flexibility, and

iterative development, allowing for changes and adjustments throughout the project lifecycle. The
choice between plan-driven and Agile methodologies often depends on the nature of the project
and the level of uncertainty in its requirements.

A" flashable mechanism" typically refers to a process or system that involves flashing firmware or software onto
a device. The term "flashable" is often associated with the process of updating or installing firmware onto electronic
devices, particularly in the context of embedded systems, smartphones, and other hardware.

Cumulative Approach :
In Agile methodology, a cumulative approach is often associated with the incremental and iterative nature of
Agile development. Here are key aspects of a cumulative approach in Agile:

1. Incremental Development:
 Agile projects are divided into short time frames called iterations or sprints.
 Each iteration results in a potentially shippable product increment, meaning that new functionality
or features are added incrementally with each iteration.
2. Cumulative Value Delivery:
 The cumulative approach in Agile involves delivering value to stakeholders with each iteration.
 Over successive iterations, the project accumulates additional features and improvements,
resulting in a product that grows in value over time.
3. Iterative Feedback:
  Agile teams regularly seek feedback from stakeholders, including end-users and product owners.
 The cumulative approach involves incorporating feedback into each iteration, refining and
enhancing the product based on real-world usage and stakeholder input.
4. Adaptive Planning:
 Agile embraces adaptability and responds to changing requirements.
 The cumulative approach acknowledges that plans may evolve as the project progresses, allowing
the team to adjust priorities and deliverables based on the most current information.
5. Continuous Improvement:
 Agile methodologies encourage continuous improvement through retrospectives.
 The cumulative approach involves learning from each iteration and applying lessons learned to
enhance future iterations, fostering a culture of ongoing improvement.
6. Frequent Inspections:
 Agile frameworks often include ceremonies such as sprint reviews and sprint retrospectives.
 These events contribute to the cumulative approach by providing opportunities to inspect the
work completed in the iteration and make adjustments for the next one.

In summary, a cumulative approach in Agile methodology emphasizes the steady and iterative accumulation of
value throughout the project. This approach aligns with Agile principles such as delivering incremental value,
adapting to change, and continuously improving the product and development processes.

Estimation Process
In Agile methodology, the estimation process is a crucial aspect of project planning and execution. Estimation
helps Agile teams determine the amount of work involved in delivering a set of features or user stories. The
primary goal is to provide a reasonable and relative measure of effort, which aids in planning iterations, making
informed decisions, and managing stakeholder expectations. Here's an overview of the estimation process in
Agile:

1. User Stories:
 In Agile, work items are often expressed as user stories, which are short, simple descriptions of a
feature or functionality from an end-user perspective.
 The estimation process begins with breaking down the project or product backlog into these user
stories.
2. Relative Estimation:
 Agile teams typically use relative estimation techniques, such as story points or t-shirt sizes, rather
than absolute units like hours or days.
 Story points are a unit of measure that represent the effort or complexity of a user story relative to
other stories. T-shirt sizes (small, medium, large) provide a high-level estimation based on
complexity.
3. Team Collaboration:
 Estimation is a collaborative effort involving the entire Agile team, including developers, testers,
and other relevant stakeholders.
 The team discusses each user story and collectively agrees on the level of effort required.
4. Reference Stories:
 Teams often use reference stories, known as "anchor" stories, as benchmarks for estimation.
 By comparing new user stories to these reference stories, the team establishes a consistent scale
for relative estimation.
5. Planning Poker:
 Planning Poker is a popular technique used during estimation. Each team member holds a set of
cards with different story point values. The team discusses a user story, and everyone
simultaneously reveals their chosen card to converge on a consensus estimate.
6. Iterations and Releases:
  The estimation process is iterative and is performed at the beginning of each iteration or sprint.
 Agile teams use estimates to plan the amount of work they can commit to in a sprint, as well as to
forecast the overall timeline for the project or releases.
7. Velocity:
 Velocity is a metric in Agile that measures the amount of work a team can complete in a sprint.
 Over time, the team's velocity becomes a valuable tool for predicting how much work can be
accomplished in future iterations.
8. Adaptability:
 Agile teams embrace change, and the estimation process is adaptable. Teams can adjust estimates
based on new information, changes in requirements, or evolving understanding of the work.

The Agile estimation process is not about absolute precision but rather about creating a shared understanding
of effort and facilitating effective planning and decision-making. It allows teams to plan and deliver value
incrementally while remaining flexible in response to changes and uncertainties.

Scrum is an Agile framework that provides a structured yet flexible approach to software
development and project management. It is widely used for managing complex product
development and emphasizes iterative and incremental delivery. Scrum is characterized by its
specific roles, events, artifacts, and rules, which together provide a framework for effective
collaboration and adaptive development.

Here are key components of Scrum in terms of Agile methodology:

1. Roles:
 Scrum Master: The Scrum Master serves as a facilitator and coach for the Scrum team.
They help the team understand and follow Scrum principles, remove impediments, and
foster a collaborative and self-organizing environment.
 Product Owner: The Product Owner is responsible for representing the interests of
stakeholders and ensuring that the development team delivers maximum value. They
prioritize the product backlog and make decisions regarding the content and release of
the product.
 Development Team: The Development Team is a self-organizing, cross-functional
group responsible for delivering the product incrementally. Team members work
together to complete the work committed to in each sprint.
2. Events (or Ceremonies):
 Sprint: A time-boxed iteration, typically two to four weeks long, during which a
potentially shippable product increment is created. The team conducts sprint planning,
daily standups, sprint reviews, and sprint retrospectives during each sprint.
 Sprint Planning: A meeting at the beginning of each sprint where the team plans the
work to be done. The Product Owner presents prioritized backlog items, and the team
collaboratively decides what can be accomplished during the sprint.
 Daily Scrum (Standup): A short, daily meeting where team members share updates on
progress, discuss any challenges, and plan for the day's work.
 Sprint Review: At the end of each sprint, the team presents the completed work to
stakeholders, gathers feedback, and discusses what to do next.
  Sprint Retrospective: A meeting at the end of each sprint where the team reflects on
the sprint process, identifies what went well and what could be improved, and defines
action items for the next sprint.
3. Artifacts:
 Product Backlog: A prioritized and dynamic list of all the work that needs to be done
on the product. It includes user stories, enhancements, bug fixes, and other items.
 Sprint Backlog: The subset of the product backlog selected for a specific sprint. It
represents the work the team has committed to delivering during the sprint.
 Increment: The sum of all the completed and potentially shippable product backlog
items at the end of a sprint.
4. Rules:
 Scrum is governed by a set of rules and principles defined in the Scrum Guide. These
rules provide a framework for roles, events, artifacts, and interactions within the Scrum
framework.

Scrum's iterative and incremental nature allows teams to adapt to changing requirements and
deliver value regularly. It promotes collaboration, transparency, and continuous improvement,
making it a popular choice for Agile development in various industries.

Product Backlog
In Agile methodology, a product backlog is a prioritized and dynamic list of features, enhancements, and fixes
that represent the work that needs to be done on a product. The product backlog is a central artifact in Agile
frameworks like Scrum, and it serves as a comprehensive and evolving plan for the development team.

Here are key aspects of the product backlog in Agile:

1. Purpose:
 The product backlog serves as a single source of truth for all the work that the team needs to
accomplish to deliver the product.
 It captures the requirements, user stories, technical tasks, bug fixes, and any other items that
contribute to the product's development.
2. Dynamic and Prioritized:
 The product backlog is dynamic, meaning it can evolve as the team gains a better understanding
of the product and its stakeholders.
 It is prioritized, with the most valuable or critical items listed at the top. The order reflects the
sequence in which the team intends to address the items.
3. User Stories:
 User stories are a common format for expressing backlog items. Each user story represents a small
piece of functionality from an end-user's perspective.
 User stories typically follow the format: "As a [type of user], I want [an action] so that
[benefit/value]."
4. Acceptance Criteria:
 Backlog items, especially user stories, include acceptance criteria that define the conditions under
which the work is considered complete.
 Acceptance criteria help the team and stakeholders ensure that the delivered product meets the
expected quality and functionality.
5. Estimation:
 The product backlog items are often estimated, usually in story points or other relative units, to
provide a rough measure of the effort required for each item.
  Estimation aids in planning and helps the team understand its capacity for upcoming iterations.
6. Refinement:
 Backlog refinement, also known as backlog grooming, is a regular activity where the team and
stakeholders review and update the backlog.
 New items are added, priorities are adjusted, and existing items are clarified and broken down into
smaller tasks if necessary.
7. Release Planning:
 The product backlog informs release planning by helping the team understand the overall scope of
the product and make informed decisions about what to include in each release.
8. Transparency:
 The product backlog is transparent and accessible to the entire team, including developers, testers,
and other stakeholders.
 Transparency facilitates collaboration and ensures that everyone is aligned on the goals and
priorities.
9. Backlog Items Progress:
 As the team works through the backlog, items move from the top (highest priority) to the bottom.
 The backlog is a living document that reflects the progress of the team and the evolving needs of
the product.

In summary, the product backlog in Agile methodology is a dynamic, prioritized, and transparent list of all the
work that needs to be done to develop a product. It provides a roadmap for the team, facilitates collaboration,
and enables adaptive planning in response to changing requirements and priorities.

Agile Work Flow –