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Introduction To Agile Management: (For Private Circulation Only) 2024

Introduction to agile methodology

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Introduction To Agile Management: (For Private Circulation Only) 2024

Introduction to agile methodology

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jyoti dagar

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Download as PDF, TXT or read online on Scribd

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INTRODUCTION TO AGILE

MANAGEMENT

(For private circulation only)

2024
Prof. Vijay Masarkar

Mr. Ketan Gandhi Mr. V. K. Garg, PMP

Mr. Vivek Prakash, PMP, MCP Mr. Ramesh Pattnaik, PMP
Mr. Kalyanraman Narayanswamy, PMP Prof. Vijay Masarkar

COURSE WRITERS
Mr. Manoj Y Parab, PMP

EDITOR
Mr. Yogesh Bhosle

Published by Symbiosis Centre for Distance Learning (SCDL), Pune

July 2024

Copyright © 2024 Symbiosis Open Education Society

All rights reserved. No part of this book may be reproduced, transmitted or utilised in any form or
by any means, electronic or mechanical, including photocopying, recording, or by any information
storage or retrieval system without written permission from the publisher.

Acknowledgement
Every attempt has been made to trace the copyright holders of the materials reproduced in this book.
Should any infringement have occurred, SCDL apologises for the same and will be pleased to make
necessary corrections in future editions of this book.
PREFACE

The purpose of this Self Learning Material is to gain an understanding of project management
and to give a brief overview of the methodology that underpins most formally run projects. Many
organisations do not employ full time Project Managers and it is common to pull together a project
team to address a specific need. While most people are not formally skilled in project methodology,
taking a role in a project team can be an excellent learning opportunity and can enhance a person’s
career profile.
A project is one-time exercise which varies in duration. It is undertaken to address a specific need in
an organisation, which may be to create a product or service or to change a business process. This is
in direct contrast to how an organisation generally works on a permanent basis to produce their goods
or services. Project management is the discipline of managing all the different resources and aspects
of the project in such a way that the resources will deliver all the output that is required to complete
the project within the defined scope, time, and cost constraints. These are agreed upon in the project
initiation stage and by the time the project begins all stakeholders and team members will have a clear
understanding and acceptance of the process, methodology and expected outcomes. A good project
manager utilises a formal process that can be audited and used as a blue print for the project, and this
is achieved by employing a project management methodology.
I hope that this Self Learning Material will be useful for the students and help them understand this
subject in a more meaningful way.
ABOUT THE AUTHOR
Mr. Manoj Y Parab, is Self-Motivated & Self-Learner Certified Project Management professional
form PMI (USA) Certified corporate director from IOD(India), Certified Independent director (ID)
from IICA (India), Internal Auditor from Broad beach (UK), having Analytical thinking and decision
making ability in Digital Technology and Complex business environment. Presently Board Member
for Course PGDPM of SCDL.
He is having working experience of more than 20 plus years in different management positions as
project director, Additional director, project Head, Technical manager, Regional Manager, Engineering
officers in different industry.
He worked for Service, IT, Marine, Shipping, Education &Training, Real estate, and NGOs having
expertise of Strategic Planning, Stakeholder Management, Management of Multiple & Complex
Projects, Requirement gathering, Risk assignment, Conflict management, Internal Audit (IMS), Audit
process, project/Operation Communication/ management.
His Trainer profile in project Management Subjects, Project Repots assignments, Microsoft Excel,
Microsoft Project, Primavera P6, Since 2011. He has completed Coaching and Training for 150 plus
Professionals/ Students includes 45 Plus international Professionals through different training centre.
He has Undertaken projects in Software Designing, Process Mapping, Business process Reengineering,
Company SMS Preparation, Classroom Training on project management to Government Trainees,
Seminar Coaching to Pvt. Co. on Project Management.
His Software Expertise are project management & PMS like MS Project, Primavera P6, JIRA, Marine
Application, MS Office, Advance Excel, Strategic ERP. Canva, & online Apps. He is members of
IOD, IICA, NCQM, IME, PMI, PMIMC & MSAS.
CONTENTS
Unit No. TITLE Page No.
1 Introduction to Agile 1-22
1.1 Introduction
1.2 How does Agile works
1.3 How Agile is different
1.4 Agile Myths
1.5 Agile Vs Waterfall
1.6 The Agile Approach
Summary
Keywords
Self-Assessment Questions
Suggested Readings

2 Principles of Agile 23-32

2.1 Introduction
2.2 Manifesto for Agile Software Development
2.3 Scrum
2.4 Principles of Agile
2.5 Agile Principles explained
Summary
Keywords
Self-Assessment Questions
Suggested Readings
3 Benefits and Advantages of Agile for Project Management 33-42
3.1 Introduction
3.2 Benefits of Agile
3.3 Advantages of Agile for Project management
Summary
Keywords
Self-Assessment Questions
Suggested Readings

v
Unit No. TITLE Page No.
4 Combining Agile with other Methodologies 43-58
4.1 Introduction
4.2 Hybrid Project Management – Combining Agile And Traditional
Methods
4.3 By Contrast: Agile Work Methods
4.4 Resource And Capacity Planning In Agile Projects
4.5 Hybrid Project Management: Optimally Combining The Two
Methods
Summary
Keywords
Self-Assessment Questions
Suggested Readings
5 Popular Agile Methodologies 59-68
5.1 Introduction
5.2. Popular Agile Methodologies
5.2.1. Scrum
5.2.2 Extreme Programing
5.2.3 Kanban Method
5.2.4 Crystal Method
5.2.5 Scrum Ban, Feature Driven Development
5.2.6 Dynamic System Development Method
Summary
Keywords
Self-Assessment Questions
References
6 Introduction to Scrum 67-82
6.1 Introduction to Agile Scrum Project
6.2 History of Scrum Project Management
6.3 Detailed Study of Agile Manifesto
6.4 Comparison of Scrum & Other PM Methods
6.5 Benefits of scrum over other Methodologies
Summary
Keywords
Self-Assessment Questions
Answers to Check your Progress
Suggested Reading

vi
Unit No. TITLE Page No.
7 Project Planning Using Scrum 83-100
7.1 Introduction to Project Planning
7.1.1 Key Components of Project Planning
7.1.2 Benefits of Project Planning
7.2 Introduction to Project Planning using Scrum
7.3 Introduction to Project Backlog & Sprint Planning using Scrum
7.4 Sprint Goal and the Daily Scrum
7.5 Sprint Retrospective
7.6 Introduction to Release Planning & Velocity Burn-down Chart
using Scrum
7.7 User Story Mapping & Backlog Refinement using Scrum
Summary
Keywords
Self Assessment Questions
Answers to Check your Progress
Suggested Reading
8 Case Study 101-120

vii
viii
Introduction to Agile
UNIT

1
Structure:

1.1 Introduction
1.2 How Does Agile Works
1.3 How Agile is Different
1.4 Agile Myths
1.5 Agile Vs Waterfall
1.6 The Agile Approach
Summary
Keywords
Self-Assessment Questions
Suggested Readings

Introduction To Agile 1
Notes
Objectives
----------------------
After going through this unit, you will be able to:
----------------------
● Study the Agile concept
---------------------- ● Appreciate how Agile works
---------------------- ● Clarify Agile Myths
---------------------- ● Outline Agile Approach

----------------------

----------------------
1.1 INTRODUCTION
----------------------
Agile is a time boxed, iterative approach to software delivery that builds
---------------------- software incrementally from the start of the project, instead of trying to deliver
---------------------- it all at once near the end.

----------------------

---------------------- It works by breaking projects down into little bits of user functionality called
---------------------- user stories, prioritizing them, and then continuously delivering them in short
two week cycles called iterations.
----------------------

----------------------

2 Introduction to Agile Methodology

1.2 HOW DOES AGILE WORK Notes
At its core, Agile does the same thing you and I do when faced with too much ----------------------
to do and not enough time.
----------------------
You make a list
Sitting down with your customer you make a list of features they would like to ----------------------
see in their software. We call these things user stories and they become the To
----------------------
Do list for your project.
----------------------

----------------------

----------------------
You size things up
Then, using Agile estimation techniques, you size your stories relatively to each ----------------------
other, coming up with a guess as to how long you think each user story will take.
----------------------

----------------------

----------------------
You set some priorities ----------------------
Like most lists, there always seems to be more to do than time allows. So you ----------------------
ask your customer to prioritize their list so you get the most important stuff
done first, and save the least important for last. ----------------------

----------------------

Introduction to Agile 3
Notes

----------------------

----------------------
You start executing
----------------------
Then you start delivering some value. You start at the top. Work your way to the
---------------------- bottom. Building, iterating, and getting feedback from your customer as you go.

----------------------

---------------------- You update the plan as you go.

---------------------- Then, as you and your customer starting delivering, one of two things is going
to happen. You’ll discover:
----------------------
a. You’re going fast enough. All is good. Or,
---------------------- b. You have too much to do and not enough time.
---------------------- At this point you have two choices. You can either a) do less and cut scope
(recommended). Or you can b) push out the date and ask for more money.
----------------------

----------------------

4 Introduction to Agile Methodology

1.3 HOW AGILE IS DIFFERENT Notes
Analysis, design, coding, and testing are continuous activities ----------------------
You are never done analysis, design, coding and testing on an Agile project. ----------------------
So long as there are features to build, and the means to deliver them, these
activities continue for the duration of the project. ----------------------

----------------------

----------------------
Development is iterative
----------------------
Iterative development means starting with something really simple, and adding
to it incrementally over time. ----------------------

----------------------

----------------------
It means evolving the architecture, accepting that your requirements are going
to change, and continuously refining and tweaking your product as you go. ----------------------
Planning is adaptive ----------------------
When reality disagrees with their plans, Agilists find it easier to change their
----------------------
plans than reality. They call this adaptive planning.

Introduction to Agile 5
Notes

----------------------

----------------------
And while there are many ways to changes plans, the preferred way is to flex
---------------------- on scope.

---------------------- Roles blur

----------------------

----------------------
Roles really blur on Agile projects. When it’s done right, joining an Agile team
---------------------- is a lot like working in a mini-startup. People pitch in and do whatever it takes
---------------------- to make the project successful—regardless of title or role.
Yes, people still have core competencies, and, yes, they generally stick to what
---------------------- they are good at. But on an agile project, narrowly defined roles like analyst,
---------------------- programmer, and tester don’t really exist - at least not in the traditional sense.
Scope can vary
----------------------

----------------------

6 Introduction to Agile Methodology

Agile deals with the age old problem of having too much to do and not enough Notes
time by doing less.
By fixing time, budget, and quality, and being flexing around scope, Agile ----------------------
teams maintain the integrity of their plans, work within their means, and avoid ----------------------
the burn out, drama, and dysfunction traditionally associated with our industry.
Requirements can change ----------------------

Traditionally change has been shunned on software projects because of it’s high ----------------------
perceived cost late in the game. Agile challenges this notion and believes the
cost of change can be relatively flat. ----------------------

----------------------

----------------------
Through a combination of modern software engineering practices, and open
and honest planning, Agilsts accept and embrace change even late in delivery ----------------------
process.
----------------------
Working software is the primary measure of success
----------------------

----------------------

----------------------
The rate at which teams can turn their customer’s wishes into working software ----------------------
is how Agilists measure productivity. Project plans, test plans, and analysis
artifacts are all well and good but Agilists understand they in themselves are of ----------------------
no value to the end customer.
----------------------
1.4 AGILE MYTHS ----------------------

Over the years several myths have formed around Agile delivery. Here are some ----------------------
of the more popular ones.
----------------------

Introduction to Agile 7
Notes Agile is a silver bullet
I wish this were true - but it isn’t. You can fail just as spectacularly on an Agile
---------------------- project as you can using any other traditional method. You’ll fail faster using
---------------------- Agile (due to the transparency and visibility it brings) but unfortunately it’s not
a silver bullet or an excuse to stop thinking.
---------------------- There’s nothing inherently magical about Agile. It basically says
---------------------- Bring your development team and customer as close together as you can, give
them what they need, and then get out of the way.
----------------------
Now if you don’t have people that like being empowered, taking initiative, and
---------------------- getting things done, that’s a different problem. Agile just gives them permission
to do their best work and be accountable for the results.
----------------------
Agile is anti-documentation
---------------------- Agile isn’t anti-documentation. A more accurate way to say it would be Agile
---------------------- doesn’t do documentation for documentation’s sake.
Documentation gets treated like any other deliverable on an Agile project. It
---------------------- gets estimated, sized, and prioritized like any other user story.
---------------------- Where Agile pushes back on documentation is as a means of communication.
Agile prefers face-to-face communication over relying on the written word.
----------------------
Agile is anti-planning
----------------------
Not sure where this one comes from. There’s actually a lot of planning that goes
---------------------- on in Agile projects.
You’ve got your:
----------------------
1. Daily planning with the 10 minute daily standups.
----------------------
2. Bi-weekly planning with the Iteration/Sprint Planning Meetings
---------------------- 3. Release planning where team’s decide what to ship every three to four
---------------------- months.
But it wouldn’t be fair to say Agile is anti-planning. If anything it is anti-static
---------------------- planning. Meaning Agilist’s expect their plans to change and use tools like
---------------------- burndown charts to track and make these changes visible.
Agile is undisciplined
----------------------
When Agile started gaining popularity, its reputation suffered a bit from some
---------------------- teams taking the easy parts of Agile (like attending daily standups) but leaving
out the hard (like upfront testing and regularly shipping production ready
---------------------- working software).
---------------------- The truth is Agile is a very disciplined way of delivering software.

---------------------- ● You have to test.

● You have to get feedback.
----------------------
● You have to regularly ship software.
---------------------- ● You have to change and update the plan.

8 Introduction to Agile Methodology

● You have to deliver bad news early. Notes
This isn’t easy stuff. It’s not for the faint of heart and requires a lot of hard work,
courage, and discipline. ----------------------
Agile requires a lot of rework ----------------------
Rework comes in two forms on an Agile project. You’ve got the rework of requirements ----------------------
- customers discovering what they really want. And you’ve got the rework of the
software - development teams discover better ways to design the software. ----------------------
Both need to be balanced and tempered. Just as business can’t indefinitely keep ----------------------
changing their mind, development teams can’t forever keep redesigning the
software. At some point we have to ship. ----------------------
Agile deals with this tension by empowering both sides with the power to ----------------------
iterate, so long as they work within the project’s means.
Burndown charts play in big role in tracking how Agile project are doing. Just ----------------------
as tools like the Agile Inception Deck make sure everyone is on the same page ----------------------
with regards to time and money.
It’s a balancing act not unique to software delivery. Any creative work with a ----------------------
deadline (i.e. plays, movies making, or the publishing of daily papers) faces the ----------------------
same challenges.
The trick is to do the best work you can, with the time and resources you’ve got. ----------------------
Agile is anti-architecture ----------------------

----------------------

----------------------
Something we got really good at as an industry in the 1990’s was building big, ----------------------
complex, expensive, hard to maintain systems.
----------------------
Agile pushed back on this over engineering by creating terms like YAGNI
(You Aint Gonna Need It) to remind teams to keep things simple until proven ----------------------
otherwise.
----------------------
That doesn’t mean Agile teams stop thinking, or don’t leverage previous
experiences. ----------------------
It’s more an attitude that the best way to build systems is to keep things simple,
----------------------
and only add the complexity when you need it.

Introduction to Agile 9
Notes Agile doesn’t scale
Agile scales like any other software delivery process. Not that well.
----------------------
Look - scaling is hard. There is no easy way to magically coordinate,
---------------------- communicate, and keep large groups of people all moving in the same direction
towards the same cause. It’s hard work.
----------------------
The one thing Agile does bring to the conversation, is instead of looking for
---------------------- ways to scale up your project, look for ways to scale things down.
---------------------- In other words, if we know we are really good at delivering with small, nimble,
agile teams of ten, why don’t we structure our work that way.
----------------------

----------------------
1.5 AGILE VS WATERFALL

---------------------- Waterfall challenges

Traditional Waterfall treats analysis, design, coding, and testing as discrete
---------------------- phases in a software project. This worked OK when the cost of change was
---------------------- high. But now that it’s low it hurts us in a couple of ways.
Poor quality
----------------------

----------------------

---------------------- First off, when the project starts to run out of time and money, testing is the only phase
left. This means good projects are forced to cut testing short and quality suffers.
---------------------- Poor visibility
----------------------

----------------------

10 Introduction to Agile Methodology

Secondly, because working software isn’t produced until the end of the project, Notes
you never really know where you are on a Waterfall project. That last 20% of
the project always seems to take 80% of the time. ----------------------
Too risky
----------------------

----------------------

Thirdly you’ve got schedule risk because you never know if you are going to ----------------------
make it until the end.
----------------------
You’ve got technical risk because you don’t actually get to test your design or
architecture until late in the project. ----------------------
And you’ve got product risk because don’t even know if you are building the ----------------------
right until it’s too late to make any changes.
----------------------
Can’t handle change
----------------------

----------------------

And finally, most importantly, it’s just not a great way for handling change. ----------------------

----------------------
1.6 THE AGILE APPROACH
----------------------

----------------------

Introduction to Agile 11
Notes Instead of treating these fixed stages Agilists believe these are continuous
activities. By doing them continuously:
---------------------- ● Quality improves because testing starts from day one.
---------------------- ● Visibility improves because you are 1/2 way through the project when
you have built 1/2 the features.
----------------------
● Risk is reduced because you are getting feedback early, and
---------------------- ● Customers are happy because they can make changes without paying
---------------------- exorbitant costs.
User Stories
----------------------
Because life’s too short to write everything down
----------------------

----------------------

---------------------- User stories are features our customers might one day like to see in their
software.
----------------------
User stories are like Agile requirements except that they’re not. For one there’s
---------------------- no guarantee all these features are going to make it into the final version of the
software. Secondly, Agilists know their customers are going to change their
---------------------- mind - and that’s OK. Because they weren’t really requirements to begin with.
----------------------

----------------------

---------------------- They are written on index cards to encourage face-to-face communication.

Words are slippery things. Get a comma wrong and it can cost you a million
---------------------- dollars. That’s why Agilists love index cards. They make it impossible to write
---------------------- everything down and instead force you to get off your butt and go talk to your
customers about the features they’d like to see in their software.
----------------------

----------------------

12 Introduction to Agile Methodology

Notes

----------------------

----------------------
Typically no more than a couple days work, they form the basis of our Agile
plans. ----------------------
User stories form the basis of the Agile plan. They are sized and prioritized ----------------------
like any other wish list. You simply start at the top and work your way down.
Nothing big or complex. Just a prioritized todo list and a desire to get things ----------------------
done.
----------------------

----------------------

----------------------
We get them by sitting down with our customers and asking lots of questions.
Big rooms with lots of white space to draw are great for gathering user stories. In ----------------------
these story gathering workshops we draw lots of pictures (flowcharts, screens,
----------------------
storyboards, mockups, anything that helps) and break the functionality down
into simple easy to understand words and phrases our customers understand. ----------------------
Estimation
----------------------
The fine art of expectation guessing
----------------------

----------------------

----------------------
While we aren’t very good at estimating things absolutely, it turns out we are
pretty good at estimating things relatively. ----------------------

Introduction to Agile 13
Notes

----------------------

----------------------
Sizing stories relatively means not worrying about exactly how big a story is,
---------------------- and worrying more how this story’s size compares to others.
----------------------

----------------------

----------------------
This style of estimation (relative over absolute) forms the corner stone of Agile
---------------------- Planning. By sizing our stories relatively, and feeding actuals back into our plan,
we can make some really accurate predictions about the future while based on
---------------------- what we’ve done in the past.
---------------------- Iterations

---------------------- Agile’s engine for getting things done

An Agile iteration is a short one to two week period where a team takes a couple
---------------------- of their customers most important user stories and builds them completely as
---------------------- running-tested- software.

----------------------

14 Introduction to Agile Methodology

This means everything happens during an iteration. Analysis, design, coding, Notes
testing. It all happens here. The beauty of working this way, is every couple
weeks the customer gets something of great value (working software), but it’s ----------------------
also a great way to track progress (measuring the rate at which the team can turn
user stories into production ready working software). ----------------------

----------------------

----------------------
Planning
----------------------
The fine art of expectation setting
----------------------
In its simplest form, agile planning is nothing more than measuring the speed
a team can turn user stories into working, production-ready software and then ----------------------
using that to figure out when they’ll be done.
----------------------

----------------------

----------------------
Our to-do list on an agile project is called the master story list. It contains a list
of all the features our customers would like to see in their software. ----------------------
The speed at which we turn user stories into working software is called the team
----------------------
velocity. It’s what we use for measuring our team’s productivity and for setting
expectations about delivery dates in the future. ----------------------
The engine for getting things done is the agile iteration - one to two week sprints
----------------------
of work where we turn user stories into working, production-ready software.
----------------------

Introduction to Agile 15
Notes

----------------------

---------------------- To give us a rough idea about delivery dates, we take the total effort for the
---------------------- project, divide it by our estimated team velocity, and calculate how many
iterations we think we’ll require to deliver our project. This becomes our project
---------------------- plan.

---------------------- # iterations = total effort / estimated team velocity For example:

# iterations = 100 pts / 10 pts per iteration = 10 iterations
----------------------
Now, as we start delivering, one of two things is going to happen. We are going
---------------------- to discover that a) we are going faster than expected or b) we are going slower
than we originally thought.
----------------------

----------------------

---------------------- Faster than expected means you and your team are ahead of schedule. Slower than
expected (more the norm) means you have too much to do and not enough time.
----------------------
When faced with too much to do, agile teams will do less (kind of like what
---------------------- you and I do when faced with a really busy weekend). They will keep the most
important stories, and drop the least important. This is called adaptive planning
---------------------- and it’s how Agile teams work within their budgets and keep their projects real.

16 Introduction to Agile Methodology

Unit Testing Notes
Unit tests are snippets of test code developers write to prove to themselves that
what they are developing actually works. Think of them as codified requirements. ----------------------

----------------------

----------------------
They are powerful because when combined with a continuous integration
process they enable us to make changes to our software with confidence. ----------------------
Refactoring ----------------------
As we add more functionality to the system we need a way of maintaining our
design and keeping our house in order. In Agile we call this refactoring. ----------------------

For example, instead of copying and pasting code every every time we need ----------------------
some functionality, it’s much easier to maintain if we extract that code into a
one place and call it from where ever we need it. ----------------------

= ----------------------

----------------------

Continuous Integration ----------------------

Continuous integration is about keeping it all together. On a team of more than ----------------------
one, you are going to have people checking code in all the time. We need a way
to make sure that all the code integrates, all the unit tests pass, and a warning if ----------------------
anything goes wrong.
----------------------

Introduction to Agile 17
Notes

----------------------

----------------------
Test Driven Development
----------------------
Test Driven Development is about writing the test first before adding new
---------------------- functionality to the system. This seems backwards as first, but doing this:
---------------------- ● Defines success up front.
● Helps break our design down into little pieces, and
----------------------
● Leaves us with a nice suite of unit tests proving our stuff works.
----------------------
Agile developers work in this circle of life when adding new code. Write
---------------------- the test first. Make it pass. Then refactor.

----------------------

18 Introduction to Agile Methodology

Summary Notes

● Agile is a time boxed, iterative approach to software delivery that builds ----------------------
software incrementally from the start of the project, instead of trying to
----------------------
deliver it all at once near the end.
● It works by breaking projects down into little bits of user functionality ----------------------
called user stories, prioritizing them, and then continuously delivering
----------------------
them in short two week cycles called iterations.
● In Agile, you make lists, you size things up, you set some priorities, you ----------------------
start executing and you updates the plans as you go.
----------------------
● Agile isn’t anti-documentation. A more accurate way to say it would be
Agile doesn’t do documentation for documentation’s sake. Agile requires ----------------------
meticulous planning. Agile is a very disciplined way of delivering
software. Agile scales like any other software delivery process. ----------------------

----------------------
Keywords
----------------------
● Agile: Agile is a time boxed, iterative approach to software delivery that
----------------------
builds software incrementally from the start of the project, instead of
trying to deliver it all at once near the end. ----------------------
● Acceptance Criteria: The conditions under which a piece of work may
----------------------
be held to be complete and fit for potential release.
● Agile Transformation: The process of realigning an organisation ----------------------
towards the timely and empirical delivery of emergent value, in order that
innovative potential might be harnessed. The change required is typically ----------------------
deep and pervasive. ----------------------

Self-Assessment Questions ----------------------

1. What do you understand by Agile? How does Agile work? ----------------------

2. Several Myths have been formed around Agile delivery. Identify, Explain ----------------------
and justify them.
----------------------
3. Agile requires continuous integration. Comment.
----------------------

----------------------

Introduction to Agile 19
Notes
Suggested Reading
----------------------
1. Soft skills for project managers http://agilemanifesto.org
---------------------- 2. https://www.scrum.org/Portals/0/Documents/Scrum%20Guides/2013/
Scrum- Guide.pdf#zoom=100
----------------------
3. http://www.infoq.com/articles/agile-teenage-crisis
----------------------
4. Cohn, M., 2010. Succeeding with Agile. 1st ed. Boston: Addison-Wesley..
---------------------- 5. Wanga, X., Conboyb, K. & Cawley, O., 2012. “Leagile” software
---------------------- development: An experience report analysis of the application. The
Journal of Systems and Software, Issue 85.
----------------------

----------------------

20 Introduction to Agile Methodology

Principles of Agile
UNIT

2
Structure:

2.1 Introduction
2.2 Manifesto For Agile Software Development
2.3 Scrum
2.4 Principles Of Agile
2.5 Agile Principles Explained
Summary
Keywords
Self-Assessment Questions
Suggested Readings

Principles of Agile 21
Notes
Objectives
----------------------
After going through this unit, you will be able to:
----------------------
● Analyse the manifesto for agile software development
----------------------
● Appreciate Scrum
---------------------- ● State the Agile principles
----------------------

----------------------

----------------------
2.1 INTRODUCTION
----------------------
Agile is one form of software development methodology. Its main focus is
---------------------- on client satisfaction through continuous delivery. The focus of Agile is more
on limiting the project scope. An agile project sets a minimum number of
----------------------
requirements and turns them into a deliverable product.
---------------------- Agile development methodology provides opportunities to assess the direction
---------------------- of a project throughout the development lifecycle. By focusing on the repetition
of abbreviated work cycles as well as the functional product they yield, agile
---------------------- methodology is described as “iterative” and “incremental”. In waterfall,
development teams only have one chance to get each aspect of a project right.
----------------------
So what is agile? It’s a great way to manage your project, if you’re looking for
---------------------- a looser structure that embraces change and collaboration.
---------------------- (Haag & Cummings, 2009) says an Agile project sets a minimum number of
requirements and turns them into a deliverable product. Agile means what it
---------------------- sounds like: fast and efficient; small; lower cost; fewer features; shorter projects.
----------------------
2.2 MANIFESTO FOR AGILE SOFTWARE DEVELOPMENT
----------------------
In February 2001, the Manifesto for Agile Software Development (The Agile
---------------------- Manifesto, 2001) was created by seventeen people with desires to find alternative
approaches to software development. Each of them played a prominent part
---------------------- in the opposition of the prevailing software development processes, which
---------------------- they considered rigid, heavyweight and too focused on documentation. Their
response, summarized in the manifesto, clarifies their focus by valuing:
----------------------
● Individuals and interactions over processes and tools
---------------------- ● Working software over comprehensive documentation
---------------------- ● Customer collaboration over contract negotiation
● Responding to change over following a plan
----------------------
That is, while there is value in the items on the right, we value the items on the
---------------------- left more.

22 Introduction to Agile Methodology

In Agile literature, Agile methods generally denote a family of methods under Notes
the umbrella of the Agile Alliance, including: extreme Programming, Scrum,
Dynamic Systems Development Method, Crystal Methods, Feature-Driven ----------------------
Development, Lean Development and Adaptive Software Development.
Although differing in specific techniques, these methods have much in ----------------------
common, including short iterative life cycles, quick and frequent feedback from ----------------------
customers, and constant learning. Among them, Scrum and XP/Scrum hybrid
are by far the most widely adopted in the past decade. Agile processes bring ----------------------
about a dramatic increase in productivity and quality. This is achieved through a
high degree of communication and interaction, short iterative development and ----------------------
a strong sense of team responsibility. ----------------------
The choice of traditional or agile methods for a given project is largely contingent
----------------------
on five factors:
● The size of the systems development project and team ----------------------
● The consequences of failure (i.e., criticality) ----------------------
● The degree of dynamism or volatility of the environment
----------------------
● The competence of personnel
● Compatibility with the prevailing culture ----------------------
Barriers to Agile adoption include an inability to change an organization’s ----------------------
culture, followed by general resistance to change and trying to fit agile into a
non-agile framework. The framework for organizational change is useful for ----------------------
assessing the effort required to meet these challenges. The biggest concerns ----------------------
about Agile include lack of upfront planning, loss of management control,
and management opposition. Other reasons include communication problems ----------------------
between development teams and other areas of the business and problems with
the Scrum ----------------------

----------------------
2.3 SCRUM
----------------------
The founder of Scrum (Schwaber& Sutherland, 1995) described Scrum as a
process framework that has been used to manage complex product development ----------------------
since the early 1990s. Scrum is not a process or a technique for building products; ----------------------
rather, it is a framework within which you can employ various processes and
techniques. ----------------------
Scrum is about organizing people and work into short “sprints” of activity, to ----------------------
develop code in short, small chunks, rather than building one big monolithic
blob of code that takes forever to build, test and “drop” into the system. ----------------------

----------------------

Principles of Agile 23
Notes

----------------------

---------------------- Illustration of Scrum framework

---------------------- Three distinct roles are identified within the Scrum methodology:
---------------------- ● The Scrum master, who ensures the process is followed, removes
impediments, and protects the Development Team from disruption
----------------------
● The Product Owner, who represents the stakeholders and the business
---------------------- ● The Development Team, a cross-functional, self-organizing team who do
the actual analysis, design, implementation, testing, etc.
----------------------
Scrum is a suitable method to support development process. It is very efficient
---------------------- in creating solutions with the highest business value in the shortest possible
time. Due to the daily scrums, any impediments are known to everyone as they
---------------------- occur making it possible to resolve them as quickly as possible. Furthermore,
---------------------- it adds support to prioritize work and closely monitor the progress of a project
with little to no overhead.
----------------------
Delving deeper than what they value in a project, the writers of the manifesto
---------------------- agreed on 12 principles, which further defines how to run an agile project.

---------------------- 2.4 PRINCIPLES OF AGILE

---------------------- Agile software development comprises various approaches to software
---------------------- development under which requirements and solutions evolve through
the collaborative effort of self-organizing and cross-functional teams and
---------------------- their customer(s)/end user(s).It advocates adaptive planning, evolutionary
development, early delivery, and continual improvement, and it encourages
---------------------- rapid and flexible response to change.
---------------------- The term agile (sometimes written Agile) was popularized, in this context,
by the Manifesto for Agile Software Development. The values and principles
----------------------
espoused in this manifesto were
---------------------- derived from and underpin a broad range of software development frameworks,
including Scrum and Kanban.
----------------------
The Manifesto for Agile Software Development is based on twelve principles:
----------------------
1. Customer satisfaction by early and continuous delivery of valuable
---------------------- software.

24 Introduction to Agile Methodology

2. Welcome changing requirements, even in late development. Notes
3. Deliver working software frequently (weeks rather than months)
----------------------
4. Close, daily cooperation between business people and developers
----------------------
5. Projects are built around motivated individuals, who should be trusted
6. Face-to-face conversation is the best form of communication (co-location) ----------------------

7. Working software is the primary measure of progress ----------------------

8. Sustainable development, able to maintain a constant pace ----------------------
9. Continuous attention to technical excellence and good design
----------------------
10. Simplicity—the art of maximizing the amount of work not done—is
essential ----------------------
11. Best architectures, requirements, and designs emerge from self-organizing ----------------------
teams
----------------------
12. Regularly, the team reflects on how to become more effective, and adjusts
accordingly ----------------------

----------------------
2.5 AGILE PRINCIPLES EXPLAINED
----------------------
Let’s look at each of these 12 principles to learn what they are and how they can
help you manage your projects. ----------------------
1. Our highest priority is to satisfy the customer through early and ----------------------
continuous delivery of valuable software.
By shortening the time between documenting the project, reporting to ----------------------
your customer and then getting feedback, you can focus on the real goal ----------------------
of the project, which is delivering what the customer wants, not what you
planned. ----------------------
2. Welcome changing requirements, even late in development. Agile ----------------------
processes harness change for the customer’s competitive advantage.
----------------------
Embrace change. Even when the customer requests a change late in the
project phase, implement it. Why wait for another project to explore ----------------------
another iteration when you can do it now and get the results immediately?
Agile wants you to stay nimble and on your feet so you can pivot without ----------------------
having to constantly reinvent the wheel.
----------------------
3. Deliver working software frequently, from a couple of weeks to a
couple of months, with a preference to the shorter timescale. ----------------------
If you’re going to embrace change, then you’re going to have to give ----------------------
up on your etched-in- stone schedule, or at least create a shorter range
to run your tasks. One way agile does this is by cutting out a lot of the ----------------------
documentation that is required with traditional project management ----------------------
When planning your schedule before you ever start a task. The trouble is
a lot of that paperwork isn’t necessary. It only slows things down. ----------------------

Principles of Agile 25
Notes 4. Business people and developers must work together daily throughout
the project.
----------------------
It’s like they’re talking two different languages, and in a sense, they are,
---------------------- but both the business and developer side of the project are crucial to its
success. You must build a bridge between the two so they can understand
---------------------- each other and, as important, work together. Use the same tools you
would manage remote teams to facilitate an exchange of ideas that both
----------------------
sides understand and are on board with.
---------------------- 5. Build projects around motivated individuals. Give them the
environment and support they need, and trust them to get the job
----------------------
done.
---------------------- In other words, don’t micromanage. It doesn’t work. It takes you away
from what you should be focusing on. It erodes morale and sends talent
----------------------
packing. You assembled the best, now let them do what they’re good at.
---------------------- If you did the due diligence beforehand, then you can trust them to do the
work. Of course you’ll monitor that work, and step in as needed, but stay
---------------------- out of their way.
---------------------- 6. The most efficient and effective method of conveying information to
and within a development team is face-to-face conversation.
----------------------
Documenting conversations, creating email narrative streams, even using
---------------------- collaboration software like Slack, are all well and good. But when you’re
trying to move swiftly, you don’t have time to wait for a reply. You need
---------------------- immediate answers, and the only way to achieve that speed of response
---------------------- is by talking to your team member or team in person. You can do this by
working in the same physical space or having distributed teams. But if it’s
---------------------- the latter, you want to try and keep the schedules to the same hours, so
you can at least video conference.
----------------------
That creates a more collaborative environment.
----------------------
7. Working software is the primary measure of progress.
---------------------- That means, is the software (or whatever product or process you’re working
on in the project) working correctly? You’re not measuring progress by
----------------------
checking off tasks and moving across your scheduled timeline, but by
---------------------- the success of the software (or whatever) is the subject of your project.
Basically, it’s staying focused on what’s important. The process is what
---------------------- gets you to achieve the goal of the project, but the goal of the project isn’t
the process.
----------------------
8. Agile processes promote sustainable development. The sponsors,
---------------------- developers and users should be able to maintain a constant pace
indefinitely.
----------------------
One reason for short sprints of activity is not only that they lend themselves
---------------------- to accepting change more readily, but they also help to keep your teams
---------------------- motivated. If you’re working on a project for an extended period, there’s
going to be burnout. It’s unavoidable. Don’t overtax
26 Introduction to Agile Methodology
your team with too much overtime. It’s going to impact the quality of Notes
your project. So, get the right team for the job, one that will work hard but
not overextend themselves and put the project quality in jeopardy. ----------------------
9. Continuous attention to technical excellence and good design enhances ----------------------
agility.
----------------------
Whether you’re working on code or something more concrete, you want
to make sure that after each iteration it’s improving. You don’t want to ----------------------
have to come back and fix things later. Fix them now. Better still, make
sure they’re getting better. Use scrum, an agile framework for completing ----------------------
complex projects, to help review and keep the project evolving.
----------------------
10. Simplicity—the art of maximizing the amount of work not being
done—is essential. ----------------------
If you’re looking to move quickly through a project, then you’re going ----------------------
to want to cut out unnecessary complexities. Keeping things as simple as
possible is a great ethic to streamline your process. You can do this many ----------------------
ways, including the use of agile tools that cut out the busy work and give ----------------------
you more control over every aspect of the project.
11. The best architectures, requirements and designs emerge from self- ----------------------
organizing teams. ----------------------
When you have a strong team, you want to give that team the autonomy to
act independently. This means they can adapt to change quicker. In fact, ----------------------
they can do everything with greater agility because you’ve given them ----------------------
the trust to act without second guessing them. If you’ve done your job in
collecting the right people, then they’ll do their job addressing issues and ----------------------
resolving them before they become problems.
----------------------
12. At regular intervals, the team reflects on how to become more
effective, then tunes and adjusts its behavior accordingly. ----------------------
Another benefit of creating a well-rounded team is that they will stop, ----------------------
reflect and tweak the way they do things throughout the course of the
project. They don’t act by rote or just blindly follow protocol, but think ----------------------
through their relationship to the project and adjust when necessary. The
----------------------
last thing you want is a complacent team, one that stands on their laurels.
What you need is an ever-evolving group that is constantly engaged and ----------------------
looking for ways to improve productivity.
----------------------

----------------------

Principles of Agile 27
Notes Summary
---------------------- ● Highest priority is to satisfy the customer through early and continuous
delivery of valuable software. Welcome changing requirements, even
----------------------
late in development. Agile processes harness change for the customer’s
---------------------- competitive advantage.
● Deliver working software frequently, from a couple of weeks to a couple
----------------------
of months, with a preference to the shorter timescale. Business people and
---------------------- developers must work together daily throughout the project.
● Build projects around motivated individuals. Give them the environment
----------------------
and support they need and trust them to get the job done.
---------------------- ● The most efficient and effective method of conveying information to
and within a development team is face-to-face conversation. Working
---------------------- software is the primary measure of progress.
---------------------- ● Agile processes promote sustainable development. The sponsors,
developers, and users should be able to maintain a constant pace
---------------------- indefinitely.
---------------------- ● Continuous attention to technical excellence and good design enhances
agility. Simplicity--the art of maximizing the amount of work not done--is
---------------------- essential. The best architectures, requirements, and designs emerge from
---------------------- self-organizing teams. At regular intervals, the team reflects on how to
become more effective, then tunes and adjusts its behavior accordingly.
----------------------

---------------------- Keywords

---------------------- ● Continuous Delivery: The automated elevation of increments of release

quality into a production environment. See also: continuous deployment,
---------------------- continuous integration.
---------------------- ● Continuous Deployment: The automated elevation of work done into
successive environments which approach production quality. See also:
---------------------- automation, automated build, automated testing. See also: continuous
delivery, continuous integration.
----------------------
● Continuous Integration: The automated integration of work done into
---------------------- an increment of potential release quality. See also continuous delivery,
continuous deployment.
----------------------
● Cross Functional: The quality of a team which allows them to complete
---------------------- work-in- progress by themselves, and without recourse to skills or
resources outside the team. Compare with Skills Silo.
----------------------
● Daily Scrum: A daily inspect-and-adapt event conducted by Scrum
---------------------- Development Teams, in which they re-plan their progress towards their
Sprint Goal.
----------------------

----------------------

28 Introduction to Agile Methodology

Self-Assessment Questions Notes

1. ‘Manifesto for Agile Software Development was created with the desire ----------------------
to find alternative approaches to software development’. Comment! ----------------------
2. The choice of traditional or agile methods for a given project is largely
contingent on which five factors? ----------------------

3. What do you understand by Scrum? ----------------------

4. Explain various principles of Agile in detail. ----------------------

----------------------
Suggested Reading
----------------------
1. http://agilemanifesto.org
----------------------
2. https://www.scrum.org/Portals/0/Documents/Scrum%20Guides/2013/
Scrum- Guide.pdf#zoom=100 ----------------------
3. http://www.infoq.com/articles/agile-teenage-crisis ----------------------
4. Cohn, M., 2010. Succeeding with Agile. 1st ed. Boston: Addison-Wesley. ----------------------
5 Wanga, X., Conboyb, K. & Cawley, O., 2012. “Leagile” software
development: An experience report analysis of the application. The ----------------------
Journal of Systems and Software, Issue 85. ----------------------

----------------------

Principles of Agile 29
Notes

----------------------

30 Introduction to Agile Methodology

Benefits and Advantages of Agile for Project Management
UNIT

3
Structure:

3.1 Introduction
3.2 Benefits of Agile
3.3 Advantages of Agile for Project management
Summary
Keywords
Self-Assessment Questions
Suggested Readings

Benefits and Advantages of Agile for Project Managemen 31

Notes
Objectives
----------------------

---------------------- After going through this unit, you will be able to:
● Analyse the Benefits of Agile
----------------------
● Appreciate the advantages of Agile for Project management
----------------------

----------------------

----------------------
3.1 INTRODUCTION
----------------------
Adopting Agile software development practices, we have seen solutions
---------------------- delivered on time and with a higher degree of client and customer satisfaction.
By incorporating the ability to change, we have been able to better incorporate
---------------------- feedback from demos, usability testing, and client and customer feedback.
---------------------- Agile is a powerful tool for software development, not only providing benefits
to the development team, but also providing a number of important business
---------------------- benefits to the client. Agile helps project teams deal with many of the most
common project pitfalls (such as cost, schedule predictability and scope creep)
---------------------- in a more controlled manner. By reorganizing and re-envisioning the activities
---------------------- involved in custom software development, Agile achieves those same objectives
in a leaner and more business-focused way
----------------------
3.2 BENEFITS OF AGILE
----------------------

---------------------- 1. Stakeholder Engagement

Agile provides multiple opportunities for stakeholder and team
---------------------- engagement – before, during, and after each Sprint. By involving the
---------------------- client in every step of the project, there is a high degree of collaboration
between the client and project team, providing more opportunities for the
---------------------- team to truly understand the client’s vision. Delivering working software
early and frequently increases stakeholders’ trust in the team’s ability to
---------------------- deliver high-quality working software and encourages them to be more
---------------------- deeply engaged in the project.
2. Transparency
----------------------
An Agile approach provides a unique opportunity for clients to be involved
---------------------- throughout the project, from prioritizing features to iteration planning
and review sessions to frequent software builds containing new features.
----------------------
However, this also requires clients to understand that they are seeing a
---------------------- work in progress in exchange for this added benefit of transparency.
3. Early and Predictable Delivery
----------------------
By using time-boxed, fixed schedule Sprints of 1-4 weeks, new features
---------------------- are delivered quickly and frequently, with a high level of predictability.

32 Introduction to Agile Methodology

This also provides the opportunity to release or beta test the software Notes
earlier than planned if there is sufficient business value.
----------------------
4. Predictable Costs and Schedule
Because each Sprint is a fixed duration, the cost is predictable and ----------------------
limited to the amount of work that can be performed by the team in the
----------------------
fixed-schedule time box. Combined with the estimates provided to the
client prior to each Sprint, the client can more readily understand the ----------------------
approximate cost of each feature, which improves decision making about
the priority of features and the need for additional iterations. ----------------------
5. Allows for Change ----------------------
While the team needs to stay focused on delivering an agreed-to subset ----------------------
of the product’s features during each iteration, there is an opportunity
to constantly refine and reprioritize the overall product backlog. New or ----------------------
changed backlog items can be planned for the next iteration, providing
the opportunity to introduce changes within a few weeks. ----------------------

6. Focuses on Business Value ----------------------

By allowing the client to determine the priority of features, the team ----------------------
understands what’s most important to the client’s business, and can
deliver the features that provide the most business value. ----------------------
7. Focuses on Users ----------------------
Agile commonly uses user stories with business-focused acceptance
----------------------
criteria to define product features. By focusing features on the needs
of real users, each feature incrementally delivers value, not just an IT ----------------------
component. This also provides the opportunity to beta test software after
each Sprint, gaining valuable feedback early in the project and providing ----------------------
the ability to make changes as needed.
----------------------
8. Improves Quality
----------------------
By breaking down the project into manageable units, the project team
can focus on high- quality development, testing, and collaboration. Also, ----------------------
by producing frequent builds and conducting testing and reviews during
each iteration, quality is improved by finding and fixing defects quickly ----------------------
and identifying expectation mismatches early. ----------------------
● Iterative, incremental and evolutionary
----------------------
Most agile development methods break product development work into small
increments that minimize the amount of up-front planning and design. Iterations, ----------------------
or sprints, are short time frames (timeboxes) that typically last from one to four
weeks. Each iteration involves a cross-functional team working in all functions: ----------------------
planning, analysis, design, coding, unit testing, and acceptance testing. At the ----------------------
end of the iteration a working product is demonstrated to stakeholders. This
minimizes overall risk and allows the product to adapt to changes quickly. ----------------------
An iteration might not add enough functionality to warrant a market release,
but the goal is to have an available release (with minimal bugs) at the end of ----------------------

Benefits and Advantages of Agile for Project Managemen 33

Notes each iteration.Multiple iterations might be required to release a product or new
features. Working software is the primary measure of progress.
----------------------
● Efficient and face-to-face communication
---------------------- The principle of co-location is that co-workers on the same team should be
situated together to better establish the identity as a team and to improve
---------------------- communication. This enables face-to-face interaction, ideally in front of a
---------------------- whiteboard, that reduces the cycle time typically taken when questions and
answers are mediated through phone, persistent chat, wiki, or email.
----------------------
No matter which development method is followed, every team should include a
---------------------- customer representative (“Product Owner” in Scrum). This person is agreed by
stakeholders to act on their behalf and makes a personal commitment to being
---------------------- available for developers to answer questions throughout the iteration. At the end
of each iteration, stakeholders and the customer representative review progress
----------------------
and re-evaluate priorities with a view to optimizing the return on investment
---------------------- (ROI) and ensuring alignment with customer needs and company goals.
In agile software development, an information radiator is a (normally large)
----------------------
physical display located prominently near the development team, where passers-
---------------------- by can see it. It presents an up-to-date summary of the product development
status. A build light indicator may also be used to inform a team about the
---------------------- current status of their product development.
---------------------- ● Very short feedback loop and adaptation cycle
A common characteristic in agile software development is the daily stand-up
----------------------
(a daily scrum in Scrum framework). In a brief session, team members report
---------------------- to each other what they did the previous day toward their team’s iteration goal,
what they intend to do today toward the goal, and any roadblocks or impediments
---------------------- they can see to the goal.
---------------------- ● Quality focus
Specific tools and techniques, such as continuous integration, automated unit
----------------------
testing, pair programming, test-driven development, design patterns, behavior-
---------------------- driven development, domain-driven design, code refactoring and other
techniques are often used to improve quality and enhance product development
---------------------- agility.This is predicated on designing and building quality in from the beginning
and being able to demonstrate software for customers at any point, or at least at
----------------------
the end of every iteration.
----------------------
3.3 ADVANTAGES OF AGILE FOR PROJECT
---------------------- MANAGEMENT
----------------------
#1 Reduced Risk
---------------------- There, the process follows a very strict, step-by-step structure where the entire
project is planned upfront without any scope for changing requirements. In case
----------------------
you need to do a rework (which happens most of the time), you will need to go
---------------------- back and start applying it from the very first work phase of your project.

34 Introduction to Agile Methodology

Here comes one of the biggest benefits of Agile which lies within adaptability. Notes
Agile teams are able to better react to emerging changes which reduces the risk
of a complete project failure. This happens through the concept of continuous ----------------------
delivery and getting customer feedback early in the process, as fast as possible.
----------------------
In Agile initiatives or projects, instead of having big batches of work, the focus
is on breaking them down into smaller pieces that bring value to the client. ----------------------
These small, but actionable “deliverables” are being continuously released to
----------------------
the market without waiting for everything to be completed upfront.
----------------------

----------------------

#2 Higher Chances of Meeting Customers’ Expectations ----------------------

Identify quality requirements and prepare your team ----------------------

To implement the built-in quality practice, first of all, you need to have a firm ----------------------
understanding of your customer’s quality requirements. In an Agile environment,
this is done by constant customer collaboration that occurs throughout the entire ----------------------
project.
----------------------
Also, you need to make sure that your team members are aware of what is
expected of them in terms of quality at every step of the work process. They ----------------------
should be equipped with the right tools and training to carry out the operations
----------------------
in the most defect-free way.
Stop the process when a problem emerges ----------------------
Once the above is in place, you need to allow the process to be stopped when an ----------------------
abnormality in the development appears. This ensures that whenever a quality
issue is found, the focus of the entire team goes into its immediate elimination, ----------------------
as opposed to letting it go further downstream. In addition, your team needs to
----------------------
dive deeper into understanding the root cause of that problem with the goal of
making sure it doesn’t happen again. ----------------------
Create an environment of mistake-proofing
----------------------
The third practice of ensuring “built-in quality” lies within mistake-proofing
which aims to create an environment where the accumulation of errors is as low ----------------------

Benefits and Advantages of Agile for Project Managemen 35

Notes as possible. To do this, you can establish certain policies in your work process
for your team members to follow and respect before they commit to executing
---------------------- a specific action.
---------------------- Also, you need to build quality in through 100 percent inspection. Even though
having one big “Quality Assurance” phase at the end of the process is considered
---------------------- as waste, this doesn’t mean that you shouldn’t break it down into small pieces
and spread it across your workflow.
----------------------
The way to do that is by applying fast and inexpensive quality checks alongside
---------------------- the development life cycle (after each successive work operation), in order to
determine any potential defects to be cleared out. A simple example of that in a
----------------------
knowledge work environment can be seen from the image below.
---------------------- #3 Relevant Metrics
---------------------- In traditional project management, metrics are predominantly used to show
how closely the project is tracking against cost and schedule. However, what
---------------------- we see there are estimations that never come to pass as well as no attention to
---------------------- one of the most important things – efficiency.
That’s why in Agile, the focus is on producing results, optimizing performance
---------------------- and taking data-driven decisions.
---------------------- For instance, when optimizing your work process and measuring your team’s
performance, Agile provides you with metrics such as lead time, cycle time,
---------------------- aging work in progress, throughput, etc.
---------------------- Let’s briefly examine each one of those examples below:
---------------------- ● Lead Time – with its help you can better measure how long it takes you to
process one work item from a customer request to actual delivery.
----------------------
● Cycle Time – this metric shows you how much time you actually spend
---------------------- working on a given work item.
● Aging Work In Progress – with the application of this Agile metric, you
----------------------
can track how your work in progress matures over time, where across
---------------------- your process it moves faster and respectively slows down.
● Throughput – this metric shows you the productivity of your team. It
---------------------- measures the amount of completed work against the time consumed.
---------------------- When it comes to planning and scheduling a project, Agile focuses on
forecasting rather than estimating on gut feelings. This can be done by relying
---------------------- on historical data which is run through a number of random simulations with
---------------------- the goal to forecast a probable future outcome. The method is known as Monte
Carlo Simulations.
----------------------

----------------------

36 Introduction to Agile Methodology

Notes

----------------------

----------------------
#4 Improved Performance Visibility & Transparency
It is the same in project management. Without having a visible process, you ----------------------
will have a hard time adapting to emerging changes as well as measuring ----------------------
performance indicators.
That’s why agile projects are distinguished by their transparent work processes. ----------------------
This allows you to spot issues inside your workflow, put everybody from your ----------------------
team on the same page and more effectively respond to changes.
----------------------
In practice, you can make your project’s life cycle more transparent with the
help of ----------------------
the Kanban board for example. There you can break down your bigger initiatives
----------------------
into smaller
tasks (cards), split your work process into different phases, create separate ----------------------
workflows, make your work policies explicit and visualize the flow of tasks of
----------------------
your team members.
----------------------

----------------------

Benefits and Advantages of Agile for Project Managemen 37

Notes #5 Clear Process and Continuous Improvement
Another advantage of implementing Agile is that it creates a more clear process
----------------------
by prioritizing open communication as the most effective way to share ideas.
---------------------- Combined with visualization, this leads to decreasing the time it takes for one
message to be delivered across the team which in turn increases the level of
---------------------- understanding of what needs to be done at every step of the process. Having
that in place, you can enjoy a more informed team that knows what the common
----------------------
goal is and what they need to do in order to achieve it.
---------------------- Besides that, in Agile, there is a big focus on continuous improvement which is
seen as a “religion”. As big piles of work are being broken down into smaller
----------------------
pieces and continuously delivered for customer examination, agile teams can
---------------------- reflect on the feedback they receive and keep refining a product or service to
make it better and better with time.
----------------------

---------------------- Summary

---------------------- ● Agile is a powerful tool for software development, not only providing
benefits to the development team, but also providing a number of
---------------------- important business benefits to the client.
---------------------- ● Agile helps project teams deal with many of the most common project
pitfalls (such as cost, schedule predictability and scope creep) in a more
---------------------- controlled manner.
---------------------- ● Some benefits of agile is Stakeholder Engagement, Transparency, Early
and Predictable Delivery, Predictable Costs and Schedule, Focuses on
---------------------- Business Value and on Users and Improved Quality.
---------------------- ● There are lot many advantages of Agile for Project Management such as
reduced risks, increased Customer satisfaction, working as per relevant
---------------------- matrix, improved performance visibility and transparency and clear
process and Continuous improvement.
----------------------

---------------------- Keywords
---------------------- ● Continuous Delivery: The automated elevation of increments of release
quality into a production environment. See also: continuous deployment,
---------------------- continuous integration.
---------------------- ● Continuous Deployment: The automated elevation of work done into
successive environments which approach production quality. See also:
---------------------- automation, automated build, automated testing. See also: continuous
---------------------- delivery, continuous integration.
● Continuous Integration: The automated integration of work done into
---------------------- an increment of potential release quality. See also continuous delivery,
---------------------- continuous deployment.

----------------------

38 Introduction to Agile Methodology

Self-Assessment Questions Notes

1. Enumerate the Benefits of Agile ----------------------

2. Elucidate the advantages of Agile for Project management ----------------------

3. Differentiate between Continuous Delivery and Continuous Deployment. ----------------------
4. How can you meet Customers’ Expectations through Agile
----------------------
implementation?
----------------------
Suggested Reading: ----------------------
1. http://agilemanifesto.org ----------------------
2. https://www.scrum.org/Portals/0/Documents/Scrum%20Guides/2013/
Scrum- Guide.pdf#zoom=100 ----------------------

3. http://www.infoq.com/articles/agile-teenage-crisis ----------------------
4. Cohn, M., 2010. Succeeding with Agile. 1st ed. Boston: Addison-Wesley. ----------------------
5. Wanga, X., Conboyb, K. & Cawley, O., 2012. “Leagile” software ----------------------
development: An experience report analysis of the application. The
Journal of Systems and Software, Issue 85. ----------------------

----------------------

Benefits and Advantages of Agile for Project Managemen 39

Notes

----------------------

40 Introduction to Agile Methodology

Combining Agile with other Methodologies
UNIT

4
Structure:

4.1 Introduction
4.2 Hybrid Project Management – Combining Agile and Traditional Methods
4.3 By Contrast: Agile Work Methods
4.4 Resource and Capacity Planning in Agile Projects
4.5 Hybrid project management: optimally combining the two methods
Summary
Keywords
Self-Assessment Questions
Suggested Readings

Combining Agile with other Methodologies 41

Notes
Objectives
----------------------
After going through this unit, you will be able to:
----------------------
● Appreciate Hybrid Project Management
---------------------- ● Analyse the roles and processes in the traditional project lifecycle
---------------------- ● Combine optimally traditional and agile methods within a single
project
----------------------
● Summarise Hybrid project management
----------------------

----------------------

---------------------- 4.1 INTRODUCTION

---------------------- Different organizations follow different approaches for their software

development life cycle. It might seem strange but you will always feel a sense
---------------------- of rivalry between proponents of waterfall methodology and agile methodology.
Although agile is taking over the industry but one cannot deny a few strengths
----------------------
of waterfall.
---------------------- As a manager, you might find yourself in a position where you ask yourself
‘Which approach should I go for – waterfall or the agile?’ A choice with a lot
----------------------
of consequences.
---------------------- Overwhelmed by the popularity of agile, you might want to adopt agile and
---------------------- transform your waterfall organization into agile.
There are several steps you can take to transform your development model from
---------------------- waterfall to agile. But since old habits die hard, you can also retain the waterfall
---------------------- approach and
simply make agile work in your waterfall organization.
----------------------
If you don’t want to completely switch to one approach and discard another,
---------------------- you are definitely making a wise choice by keeping the best of both approaches.
There are several options to make waterfall and agile get along, so to speak.
----------------------
These ‘hybrid’ methodologies are designed according to similar principles –
---------------------- combining the strengths of both waterfall and agile into one approach.
---------------------- Why make Waterfall and Agile methodology get along?

---------------------- The most challenging part of starting a new project for any test manager or test
lead in a startup, small businesses or an enterprise is indeed to plan the project.
---------------------- Traditionalists believe in waterfall methodology as a well-established practice
---------------------- that depends on rigorous documentation and rigid governance. However, agile
has made a lot of in-roads in modern teams as it is more adaptable to the changes
---------------------- which often make deliverables quite unpredictable.

42 Introduction to Agile Methodology

A single methodology cannot be the only hammer to nail all the solutions. Notes
The Agile-Waterfall Hybrid is often considered a smart approach for adopting
----------------------
both methodologies without compromising too much, essentially utilizing the
best of both worlds. ----------------------
The main aim of the hybrid methodology is to enable teams to define requirements
----------------------
and adapt to changing requirements through continuous feedback and delivery.
The hybrid method retains the clarity and tracking system of waterfall method, ----------------------
while embracing the adaptability and flexibility of agile.
----------------------
Before we get into how a combination of agile and waterfall models work, let’s
review how each of them works individually. ----------------------
Agile methodology uses an iterative process where all the teams and collaborate ----------------------
and client provides feedback throughout the entire process of developing a new
software product. ----------------------
In an agile methodology, a large amount of work is divided into smaller chunks ----------------------
called ‘sprints’. A sprint is developed and tested in a parallel fashion. This
means that testing is not a separate phase but an integral part of the development ----------------------
process. The main aim of the testing team is to ensure early identification of
bugs, issues and defects. ----------------------

Waterfall is a traditional approach which emphasises the sequential movement ----------------------

of a project and consists of finite phases, where the previous phase must be
reviewed and verified before moving on to the next one. ----------------------

An independent quality assurance team defines test cases to evaluate whether ----------------------
the product fully or partially satisfies the requirements outlined. The test team
----------------------
is supposed to execute these test cases and validate the developed product or
program ----------------------
Water-scrum-fall
----------------------
One model that makes waterfall and agile get along is the Water-scrum-fall
model. Business analysis and release management teams follow the traditional ----------------------
waterfall methods, while the development and testing team scrum methods in
----------------------
a limited way.
Water-scrum-fall method employs the traditional waterfall approach for ----------------------
planning, requirements gathering, budgeting and documenting the project’s ----------------------
progress. When there are enough details to begin development, the team
switches to a timeboxed, iterative version of Scrum for product development. ----------------------
This method uses agile principles and scrum communication techniques in day- ----------------------
to-day activities related product development.
----------------------

----------------------

Combining Agile with other Methodologies 43

Notes

----------------------

----------------------
Agile Practice:
----------------------
Knowledge Areas Application in Agile
----------------------
Integration Management Engagement of team members as local
---------------------- domain experts
Scope Management Scope is define and refines throughout the
---------------------- project. Backlog consist the requirement
---------------------- Schedule Management Adaptive approach to use short cycle time
to work and review the result
---------------------- Cost Management Light weight estimation used to generate
---------------------- fast and high level forecast
Quality Management Frequent quality and review steps
---------------------- throughout project
---------------------- Resource Management Team structure that maximize the benefit
Communication Management Transparent project artefacts and regular
---------------------- stakeholder review
Risk Management Frequent review of incremental work
----------------------
products
---------------------- Procurement Management Known seller with collaborative working
relation reduce the risk
----------------------
Stakeholder Management Adaptive engagement and participation
---------------------- with Stakeholders

----------------------

44 Introduction to Agile Methodology

Agile Manifesto Mapping Notes

----------------------

Combining Agile with other Methodologies 45

Notes Breadth of Coverage

----------------------

----------------------
4.2 HYBRID PROJECT MANAGEMENT – COMBINING
---------------------- AGILE AND TRADITIONAL METHODS
---------------------- Agile or traditional? If you are weighing the pros and cons of both project
---------------------- management methods, there is a good alternative. Work with both methods by
using hybrid project management.
---------------------- This part of the unit explains the best scenarios for using this hybrid approach.
---------------------- An example is used to illustrate how hybrid project management methodology
is put into practice.
---------------------- Hybrid Project Management
---------------------- A hybrid approach to project management thereby integrates the various methods
(such as PMI and scrum) or the use of diverse elements from various methods
----------------------
(such as user stories from scrum with the V model XT software specifications).
---------------------- Which scenarios are best suited to hybrid project management?
---------------------- Many organizations function in an environment in which traditional processes
have evolved over time and compliance is required with broad obligations and
---------------------- required standards. For projects, this means that there is a focus on choosing
methods that clearly define the plans and project goals and require that
----------------------
everything is documented. Or methods are prescribed by an external source,
---------------------- such as a regulatory authority.

---------------------- However, times are changing. As software continues to play an increasingly

important role in hardware products, agile methods ‒ with their iterative processes
---------------------- and shifting objectives from sprint to sprint ‒ have become increasingly popular.

46 Introduction to Agile Methodology

Combining traditional methods for some of the subprojects with elements of Notes
the agile methodology (such as scrum) lets organizations take advantage of the
best of both worlds to find the solutions best suited to their individual needs. ----------------------
This can enhance the project’s benefits by, for example, achieving better results,
reaching the goals faster, or minimizing expenses. ----------------------

Roles and processes in the traditional project lifecycle: ----------------------

● Project sponsors ----------------------
● A project manager
----------------------
● Several team leaders
● Team members ----------------------

● A Project Management Office (PMO) ----------------------

One or more project sponsors define the overall goal. The objectives are then to ----------------------
narrow these goals down to actual targets, with the expectation that these will
be met. It’s important to determine what skill sets are needed and when, and ----------------------
then find out when these will be available.
----------------------
The project is then prioritized and considered when resources are allocated.
Team members are different for each project, as each member is chosen based ----------------------
on the skill sets needed for that particular project. The team leaders from the
various departments need to see what resources they need to handle their daily ----------------------
operations to find out what resources can be made available to the project. ----------------------
As the project progresses, some deadlines may need to be modified and other
----------------------
elements changed, but the focus should always be on ensuring that the specified
goals are met by the given deadline. Resources can be withdrawn from lower- ----------------------
priority projects and reassigned to top priority projects so that team members
devote most of their energy to those projects having the highest priority. ----------------------

----------------------

----------------------
Traditional project lifecycle: various reports during the project’s lifecycle and ----------------------
the assigned roles
----------------------
It’s important to keep an overview of all the current and new projects and
their resource utilization. In addition, close coordination is required to optimize ----------------------
resource utilization with regard to the latest requirements and circumstances.
----------------------

Combining Agile with other Methodologies 47

Notes Any changes to the project are carefully tracked and, together with the sponsors
and/or end customer, evaluated with regard to added value and additional cost
---------------------- as compared to the original specifications. Status reports are prepared to show
progress on the delivery of existing orders. Detailed schedules are created in
---------------------- the form of Gantt charts and milestone trend analyses. Risk analyses, with
---------------------- recommendations for avoiding these risks or minimizing their effects, may also
be included.
----------------------
The final result is generally some form of acceptance document that compares
---------------------- the delivered result with the original order. If there are deficiencies, these
will be listed in the document and subsequently corrected. Sometimes these
---------------------- deficiencies are minor and can be accepted, but sometimes 100% compliance
with the original specifications is required because, for example, the deliverable
----------------------
is a bridge that must stand or a crash test that must be withstood.
---------------------- In the end, there’s a final meeting involving the team members, project
managers and sponsors to discuss and document the lessons learned so that
----------------------
future endeavors may benefit.
---------------------- This is a good time to ask yourself what can be done better the next time. Achieving
goals and allocating the required resources is completely normal and necessary,
----------------------
right? Yes, if the goals are absolutely clear and these are the right measures for
---------------------- achieving those goals, then the traditional approach is the best one.

---------------------- However:
● What if you are expected to deliver results that can be obtained in several
---------------------- ways?
---------------------- ● What should you do if new insights and technologies become available
during the project?
----------------------
● How can you integrate these into the existing project plans to deliver a
---------------------- better solution?
● Wouldn’t it be great if there was some way to get the sponsors, customers,
----------------------
and users to all agree to these changes without risking non-conformance
---------------------- with the specifications?
Sometimes it’s just not possible to clearly define what the deliverable should be
----------------------
because those involved themselves don’t know exactly what they want or need.
---------------------- Have you ever not realized you were hungry until the scent of food made you
crave a particular dish? Suddenly you knew exactly what you wanted.
----------------------

---------------------- 4.3 BY CONTRAST: AGILE WORK METHODS

---------------------- Agile approaches are much more common today, especially at the product
development stage in software development or other similar areas. This often
---------------------- applies to cloud solutions, which must provide uninterrupted service.
---------------------- Increasingly, the approach is used in other high-tech and complex environments
as well. The traditional approaches described above are just not suitable in cases
---------------------- like this.

48 Introduction to Agile Methodology

Therefore, it has become prevalent, as in agile approaches, for a fixed team to Notes
develop iterative versions of a product while the users are already using the
product on a daily basis. After all, the users also want to see ongoing progress. ----------------------
A team is often put together only once and then continues to live for and with ----------------------
this software, just as other teams do with their products. The teams are rarely
ever reorganized. ----------------------

----------------------

Agile organization with a fixed team per product ----------------------

Looking at the roles in agile methods (such as scrum), we can identify the following: ----------------------
The Product Owner
----------------------
● makes all the decisions regarding the product
----------------------
● prioritizes and maintains the backlog
● is constantly available ----------------------
The Scrum Master ----------------------
● manages the process
----------------------
● removes impediments
----------------------
When it comes to resource planning, the following applies: Strategic and tactical
planning is also necessary for agile teams. Staff is needed for ongoing projects, ----------------------
new staff must be trained, etc.
----------------------
Remember that no one is permanently available 100% of the time. Plan for
absences due to vacations, etc. What’s the best way to handle resource planning ----------------------
and capacity planning?
----------------------
4.4 RESOURCE AND CAPACITY PLANNING IN AGILE ----------------------
PROJECTS
----------------------
Agile methods offer an advantage in resource planning: their fixed product
----------------------
and project teams, as well as the fixed cadence, make overall planning and the
shifting of staff between projects much easier. ----------------------

Combining Agile with other Methodologies 49

Notes Agile teams are mostly self-organized and have the experience necessary to
estimate the effort involved. This starts with a rough estimate that becomes
---------------------- more detailed in the course of the project. The teams report when something has
been completed and give feedback in reviews and retrospectives.
----------------------
Together with the product owner, they gather stakeholder feedback in review
---------------------- meetings. Kick-off meetings are no longer required in agile environments.
---------------------- Regular sprint planning, reviews, and retrospectives, on the other hand, are
mandatory.
----------------------
In addition, the development team meets daily to discuss progress with regard
---------------------- to the sprint goal.

---------------------- The only remaining targets can be found in the product backlog or the sprint
backlog as a subset for each sprint. If something is not documented in the
---------------------- backlog, it will not be done.

---------------------- Communication with the stakeholders is not only through the reviews but also
via public boards with sprint or product burn down charts. This is why the
---------------------- traditional reports with their schedules, costs, and status are superfluous at best.
---------------------- Yet, what may be missing is a meaningful multi-project overview.
Lifecycle differences between traditional and agile project planning
----------------------

---------------------- 4.5 HYBRID PROJECT MANAGEMENT: OPTIMALLY

COMBINING THE TWO METHODS
----------------------
How can you combine these two different worlds?
----------------------
There are many approaches to introducing hybrid methods:
----------------------
1. Concurrent Use of Traditional and Agile Methods:
----------------------
● Some business units always use traditional methods (e.g. consulting).
---------------------- Others always use agile methods (e.g. software development).
● Some projects use a traditional approach, others an agile one.
----------------------
● Some parts of a project are implemented in a traditional way, other parts
---------------------- using agile methods.
---------------------- ● High-level planning employs a traditional approach, detailed planning an
agile one.
---------------------- 2. Combining Traditional and Agile Methods in a Single Project:
---------------------- ● In traditional projects:

---------------------- Closer coordination with users and more frequent, implementable

intermediate results
---------------------- Regular meetings to discuss progress (not necessarily daily – once a
---------------------- week is a good start)
Retrospectives (Lessons Learned) after each status update meeting,
---------------------- not just at the end

50 Introduction to Agile Methodology

There is a fixed team for the entire duration of development Notes
● In agile projects:
----------------------
Scrum masters also serve as project managers in the traditional sense
A backlog is created for each project phase rather than as a specification ----------------------
for the overall product ----------------------
Project planning is synchronized with the sprint lengths
----------------------
Projects are planned using phases and milestones – at a higher level
than the sprints and in addition to them ----------------------
There are status reports and milestone trend analyses for management
----------------------
and for the stakeholders
(By the way, many agilists are unhappy with the latter two examples, ----------------------
as they can water down the basic agile principles).
----------------------
Hybrid project management: Example:
----------------------
For customer consulting projects, you always use traditional methods whereas
the endeavors focusing solely on product development follow agile principles. ----------------------
What to bear in mind: Customer wishes have to be aligned between the business
units. ----------------------
This means that the sales department must have a say in the release planning. ----------------------

----------------------

Hybrid handling of projects with customer consulting and associated product ----------------------
development
----------------------
Traditional and agile methods within a company: using both methods
----------------------
Please note: Frequent changes between traditional and agile approaches from
one project to the next pose a risk to the process stability. ----------------------

----------------------

Combining Agile with other Methodologies 51

Notes

----------------------

----------------------
Frequent changes between traditional and agile approaches can have a
---------------------- negative impact on process stability
---------------------- Therefore, another option is to combine methods in a meaningful way – rather
than changing between methods in projects. To give you an example:
----------------------
● Traditional concept, specification and implementation for the hardware,
---------------------- ● agile software development
---------------------- ● Traditional acceptance test
or:
----------------------
● Agile concept and specification
---------------------- ● Traditional implementation and acceptance test
---------------------- or:

---------------------- ● Traditional methods for everything up to the integration

● Agile integration
----------------------
Tip: If you use hybrid approaches within a single project, follow this proven
---------------------- approach: use agile methods for unclear parts of the project while using
traditional methods for the clearer parts.
----------------------
Combining both methods within a single project: using traditional
---------------------- methodology for rough planning and agile methodology for detailed
planning
----------------------
Another approach has been proven successful for using hybrid methods in the
---------------------- same project:
---------------------- ● Use traditional methods for high-level planning as a kind of
superstructure.
----------------------
● Add an iterative element afterward using agile work methods.
---------------------- This approach lets you continue to plan milestones and status meetings. While
the same time benefiting from the advantages of agile work methods.
----------------------
Making the meeting frequency rhythmic also will minimize friction and the
---------------------- general coordination effort – which ultimately increases productivity.
----------------------

52 Introduction to Agile Methodology

Notes

----------------------

----------------------
Synchronization makes it easier to combine traditional and agile methods ----------------------
A survey on hybrid PM conducted during one of our webinars held in April ----------------------
2018 involving 256 respondents (multiple answers possible) revealed that:
● 11% of the participants carried out their projects according to the defined ----------------------
methods of that business unit ----------------------
● 41% decided the method project by project
----------------------
● 40% chose the method based on the project situation
● 41% did their high-level planning with traditional methods and used agile ----------------------
ones for their detailed planning
----------------------
● 18% were still unsure
----------------------

----------------------

Agile, Traditional or Hybrid Approaches in Program Management? ----------------------

Multi-project management will always require an overview of the status, ----------------------

necessary decisions, and delivery dates.
----------------------
● Status
----------------------
● Required decisions

Combining Agile with other Methodologies 53

Notes ● Delivery deadlines
Problems concerning the project status need to be quickly and clearly discernible
---------------------- (e.g. with the aid of a red traffic light symbol).
---------------------- This is another difference. In typical (multi-) project environments, traditional
methods will always be necessary. In the course of product development for
---------------------- “small-scale projects” from version to version, it is a little different. They can
---------------------- be planned with agile methods without any problems.
As agile environments do not provide methods for multi-project management,
----------------------
further questions are unnecessary.
----------------------
Summary
----------------------
● The above contents has introduced you to ways in which hybrid project
---------------------- management – a mix of agile and traditional approaches – can be
---------------------- applied in practice.
● You have learned that there are many ways to apply hybrid methods. For
---------------------- example, you can use traditional and agile approaches concurrently in
---------------------- different business units or combined within an individual project.
● There are situations in which traditional methods continue to make sense
---------------------- – despite growing agility. Moreover, it’s essential that you closely involve
---------------------- all the relevant departments (such as sales) right from the beginning.
● The best strategy is to introduce the method’s step by step and to find a
---------------------- good team rhythm for the project.
---------------------- ● Another important point: Special situations or environments often require
a customized combination of methods. It is always better to find a tailored
---------------------- solution for every individual project (as in our examples above) than to
impose an approach from externally.
----------------------
● It is sometimes tough to depend exclusively on one approach. The test
---------------------- team manager or lead needs to choose the methodology that best suits the
project’s need, which in turn entails knowing about the pros and cons of
----------------------
the different methods that can be implemented.
---------------------- ● There are various hybrid models for the software development life cycle.
The water- scrum-fall model, planning, budgeting and production is done
----------------------
following traditional approaches, whereas analysis, design, development
---------------------- and testing follows agile principles.
● By combining the best practices of both methodologies and
----------------------
incorporating the right hybrid techniques, the entire project can
---------------------- be a success. As long as there is good communication and effective
cooperation between team members, then adopting a hybrid approach
---------------------- can often be a very effective approach to execute complex projects with
rapidly changing requirements.
----------------------
● Originally, Agile began as an approach for more effective delivery of
---------------------- software solutions. However, more and more companies outside the IT

54 Introduction to Agile Methodology

sector have started adopting and realizing the benefits of Agile project Notes
management which can be summarized below:
Reduced Risk ----------------------
Improved Chances of Meeting Customers Expectations ----------------------
Relevant Metrics ----------------------
Improved Performance Visibility & Transparency
----------------------
Clear Process and Continuous Improvement
----------------------
Keywords
----------------------
● Hybrid Project Management combines the formal and Agile methods
----------------------
to create a new project management method. Hybrid employs the
thoroughness of Work Breakdown Structure (WBS) with speed and lean ----------------------
benefits of Agile for a new project management method which is both
detailed and fast. ----------------------
● Agile Project Management (APM) is an iterative approach to planning ----------------------
and guiding project processes.
----------------------
● Water-Scrum-Fall is a software delivery system that sandwiches Scrum
methodology between an up-front design phase and a legacy deployment ----------------------
mechanism. Many variations of this system exist, and it sometimes goes
by other names, including Scrummerfall and ScrumFall ----------------------

----------------------
Self-Assessment Questions
----------------------
1. Why make Waterfall and Agile methodology get along?
----------------------
2. Explain the concept of Water-Scrum-Fall
3. Write a short note on Application in Agile Practice with reference to ----------------------
knowledge areas.
----------------------
4. How can we combine the Traditional and Agile Methods?
----------------------
5. Which scenarios are best suited to hybrid project management?
----------------------

----------------------

Combining Agile with other Methodologies 55

Notes
Suggested Reading:
----------------------
1. http://agilemanifesto.org
---------------------- 2. https://www.scrum.org/Portals/0/Documents/Scrum%20Guides/2013/
Scrum- Guide.pdf#zoom=100
----------------------
3. http://www.infoq.com/articles/agile-teenage-crisis
----------------------
4. Cohn, M., 2010. Succeeding with Agile. 1st ed. Boston: Addison-Wesley.
----------------------
5. Wanga, X., Conboyb, K. & Cawley, O., 2012. “Leagile” software
---------------------- development: An experience report analysis of the application. The
Journal of Systems and Software, Issue 85.
----------------------
Source: By Johann Strasser https://www.theprojectgroup.com/blog/en/hybrid-
---------------------- project- management/

----------------------

56 Introduction to Agile Methodology

Popular Agile Methodologies
UNIT

5
Structure:

5.1 Introduction
5.2. Popular Agile Methodologies
5.2.1. SCRUM
5.2.2 Extreme Programing
5.2.3 Kanban Method
5.2.4 Crystal Method
5.2.5 Scrum Ban, Feature Driven Development
5.2.6 Dynamic System Development Method
Summary
Keywords
Self-Assessment Questions
References

Popular Agile Methodologies 57

Notes

---------------------- Objectives
After going through this unit, you will be able to:
----------------------
● Appreciate Hybrid Project Management
----------------------
● Analyse the roles and processes in the traditional project lifecycle
---------------------- ● Combine optimally traditional and agile methods within a single
project
----------------------
● Summarise Hybrid project management
----------------------

----------------------

---------------------- 5.1 INTRODUCTION

---------------------- The Agile methodologies outlined below share much of the same overarching
philosophy, as well as many of the same characteristics and practices. From an
---------------------- implementation standpoint, however, each has its own unique mix of practices,
---------------------- terminology, and tactics.
The most widely-used Agile methodologies include:
----------------------
● Agile Scrum Methodology
---------------------- ● Lean Software Development
---------------------- ● Kanban
---------------------- ● Extreme Programming (XP)
● Crystal
----------------------
● Dynamic Systems Development Method (DSDM)
---------------------- ● Feature Driven Development (FDD)
----------------------
5.2 POPULAR AGILE METHODOLOGIES
----------------------
5.2.1. SCRUM
----------------------
Scrum is an Agile methodology that consists of a more complex set of
---------------------- development principles. They focus on the management aspects of projects.
Under this method, the owner of a given product will collaborate with
---------------------- information technology teams and businesses to collectively isolate and harness
the functions of a system in what is known as a product backlog. Assorted team
----------------------
members will then distribute a software program in increments — this is called
---------------------- a sprint, and the typical duration is one month. Upon delivery, an analysis is
made of the product backlog, and priorities are shifted if necessary with each
---------------------- repetition of the cycle.
---------------------- As with XP, implementing SCRUM offers a mix of benefits and disadvantages.
On one hand, this Agile methodology enables management teams to spot
---------------------- problems at the development stage — SCRUM also promotes transparency

58 Introduction to Agile Methodology

among colleagues. However, SCRUM can also result in slapdash programming Notes
and leave scant records for handover. As such, the method is most appropriate
for information technology businesses that focus on products, features, and ----------------------
delivery in partnership with management teams. A good practice from SCRUM
is the daily stand-up meetings – a timeboxed daily event, where all team ----------------------
members discuss work progress and possible obstacles. ----------------------
SCRUM is one of the frameworks that revolutionized the software development
----------------------
industry. It became popular because of its fast iterations and active collaboration
between teams, customers, and stakeholders. For the sake of better collaboration, ----------------------
there are predefined team roles:
----------------------
● Product Owner. The PO is responsible for understanding the business
and market requirements. After this, she/he need to prioritize work, build ----------------------
a product backlog and make sure that everyone understands the work
items. ----------------------
● Scrum Master. The SM educates the team, the product owner, and ----------------------
the business on scrum processes. It’s her/his responsibility to manage
the workflow of the team and to schedule all resources needed for the ----------------------
completion of each task.
----------------------
● Scrum Team. The team usually consists of people with different skills
such as developers, automation engineers, and testers. All team members ----------------------
have to support each other in order to be successful. Most efficient scrum
----------------------
teams are usually co-located and with the size of 5 to 8 members.
People who’ve compared XP and SCRUM have said that both operate in brief ----------------------
iterations for the advancement of collective work, which involves businesses
managers, development teams and test subjects throughout the span of a project. ----------------------

So, Scrum is; ----------------------

a. Is a single team process framework for product development ----------------------
b. Consists of Product owner, dev team and scrum owner
----------------------

----------------------

----------------------
5.2.2 Extreme Programing ----------------------
One of the foremost Agile methodologies is called Extreme Programming ----------------------
(XP), which involves a high degree of participation between two parties in
the software exchange: customers and developers. The former inspires further ----------------------
development by emphasizing the most useful features of a given software
product through testimonials. The developers, in turn, base each successive set ----------------------

Popular Agile Methodologies 59

Notes of software upgrades on this feedback while continuing to test new innovations
every few weeks.
----------------------
XP has its share of pros and cons. On the upside, this Agile methodology involves
---------------------- a high level of collaboration and a minimum of up-front documentation. It’s an
efficient and persistent delivery model. However, the methodology also requires
---------------------- a great level of discipline, as well as plenty of involvement from people beyond
the world of information technology.
----------------------
Furthermore, in order for the best results, advanced XP proficiency is vital on
---------------------- the part of every team member.
---------------------- Essentially, XP works best among small teams comprised of experienced
developers with a proven track record in communication and management.
----------------------
a. eXtreme Programing (XP) based on frequent cycle
---------------------- b. Method was formalize with 12 set of primary practice
----------------------

----------------------

----------------------
5.2.3 Kanban Method
----------------------
Kanban is a scheduling method developed by Toyota engineer Taiichi Ohno
---------------------- for Lean production. Designed as a system for scheduling, Kanban facilitates
production and inventory control. Acclaimed for its ability to yield vast
---------------------- quantities of product, Kanban is one of the foremost methodologies through
which work teams can accomplish just-in-time (JIT) production.
----------------------
The roots of Kanban date back to the late 1940s, when Toyota was brainstorming
---------------------- ways to mimic the shelf-stocking methodologies of supermarkets in a factory
---------------------- setting. When a customer goes to a supply store, for instance, that customer will
acquire the items that are needed.
---------------------- Today, we have adapted Kanban as a workflow management method designed
---------------------- to help us visualize our work, maximize efficiency and be agile.

----------------------

60 Introduction to Agile Methodology

Today, we have adapted Kanban as a workflow management method designed Notes
to help us visualize our work, maximize efficiency and be agile. The best way
to visualize our work is ----------------------
by creating and using a Kanban board. The simplest one may consist of three ----------------------
columns – “Requested”, “In Progress,” and “Done”. The board serves as a real-
time information repository, highlighting bottlenecks within the system and ----------------------
anything else which might get in the way of smooth working practices.
----------------------
The Kanban is focused on getting things done and the most important principles
can be broken down into four basic principles and six practices. ----------------------
The 4 Core Principles of Kanban are: ----------------------
● Principle 1: Start With What You Do Now; ----------------------
● Principle 2: Agree to Pursue Incremental, Evolutionary Change;
----------------------
● Principle 3: Respect the Current Process, Roles & Responsibilities;
● Principle 4: Encourage Acts of Leadership at All Levels. ----------------------
The 6 Practices of Kanban are: ----------------------
● Visualize the Workflow;
----------------------
● Limit Work in Progress;
----------------------
● Manage Flow;
● Make Process Policies Explicit; ----------------------
● Implement Feedback Loops; ----------------------
● Improve Collaboratively (using models & the scientific method).
----------------------
Visualizing workflow, setting WIP limits, managing flow, ensuring explicit
policies and collaborative improvement will take your process far beyond you ----------------------
could think. Remember to organize regular feedback loops and all these pieces
together will reveal the true power of Kanban. ----------------------

So, Kanban is; ----------------------

c. Is a system for scheduling inventory control and replacement ----------------------
d. Kanban method is less prescriptive than some agile approach and thus
----------------------
less disruptive to begin with as “start where you are”
e. This method is best used in condition like: ----------------------
i. Flexibility ----------------------
ii. Focus on continuous delivery ----------------------
iii. Increased productivity and quality iv. Increased efficiency
----------------------
v. Team member focus
----------------------
vi. Variability in workload vii. Reduction of waste
----------------------

----------------------

Popular Agile Methodologies 61

Notes

----------------------

----------------------
5.2.4 Crystal Method
----------------------
The Crystal methodology is actually a family of smaller agile methodologies
---------------------- such as Crystal clear, Crystal yellow, Crystal red and etc. This set of agile
methodologies is introduced by Alistair Cockburn who actually participated in
---------------------- writing the Agile manifesto for software development.
---------------------- There are 3 main factors that will determine the characteristics of different
projects: team size, system criticality, and project priorities. Projects are
---------------------- categorized depending on the system criticality as there are four levels of
---------------------- criticality: Comfort (C), Discretionary Money (D), Essential Money (E), and
Life (L).
----------------------

----------------------

62 Introduction to Agile Methodology

Notes

----------------------

----------------------
The maximum number of people that need to be involved in a project depends ----------------------
on the size of the project. Bigger projects, more people. The number of team
roles also depends on the project’s size. If the project is huge there are many ----------------------
different roles and vice versa.
----------------------
Additionally, these agile methodologies are focused on:
----------------------
1. Interaction
2. People ----------------------

3. Community ----------------------
4. Skills ----------------------
5. Communications
----------------------
6. Talents
----------------------
Like most of the other agile methodologies, Crystal preaches early delivery
of working software, frequency, less bureaucracy and high involvement of ----------------------
users. The Crystal family suggests that each project is unique and requires
the application of different processes, practices, and policies. This is why it is ----------------------
perceived as one of the most lightweight agile methodologies. ----------------------

----------------------

Popular Agile Methodologies 63

Notes

----------------------

---------------------- 5.2.5 Scrum Ban , Feature Driven Development:

---------------------- Scrum Ban is an agile approach from scrum to kanban
---------------------- Feature driven development consists of six primary role with development:

---------------------- 1. Project Manager

2. Chief Architect
----------------------
3. Development Manager
----------------------
4. Chief Programmer
---------------------- 5. Class Owner
---------------------- 6. Domain Expert

----------------------

---------------------- 5.2.6 Dynamic System Development Method It is known as constraint

delivery method Eight principle:
----------------------
1. Focus on business needs
----------------------
2. Delivery on time
----------------------
3. Collaborate
---------------------- 4. Never compromise in quality
---------------------- 5. Build incremental foundation

----------------------

64 Introduction to Agile Methodology

6. Develop iteratively Notes
7. Communicate continuously
----------------------
8. Demonstrate control
----------------------
Agile Unified Process
Iterative cycle around seven disciplines ----------------------

More accelerated cycle and less weight process ----------------------

----------------------
Summary
----------------------
● The Agile methodologies share much of the same overarching philosophy,
as well as many of the same characteristics and practices. From an ----------------------
implementation standpoint, however, each has its own unique mix of
practices, terminology, and tactics. ----------------------
● The most widely-used Agile methodologies include: Agile Scrum ----------------------
Methodology, Lean Software Development, Kanban, Extreme
Programming (XP), Crystal, Dynamic Systems Development Method ----------------------
(DSDM), Feature Driven Development (FDD.
----------------------

Keywords ----------------------

● Daily Scrum: A daily inspect-and-adapt event conducted by Scrum ----------------------

Development Teams, in which they re-plan their progress towards their ----------------------
Sprint Goal.
● Kaizen: Improvement, usually taken to mean improvement in a gradual ----------------------
sense by means of empiricism, transparency, inspection, and adaptation. ----------------------
● Kanban: A closed economy of production in which work in progress
is represented by a finite number of tokens, and the delivery of value is ----------------------
optimised by inspection, adaptation, and the ongoing reduction of waste.
----------------------

Self-Assessment Questions ----------------------

1. Explain the significance of various Agile methodologies. ----------------------

2. Implementing SCRUM offers a mix of benefits and disadvantages. ----------------------
Explain!
----------------------
3. Differentiate between the roles of Scrum Master and Scrum Team
4. Write a short note on eXtreme Programming ----------------------

5. Enlist the Core Principles of Kanban. When the method is best used? ----------------------
6. What do you understand by crystal method? ----------------------

----------------------

Popular Agile Methodologies 65

Notes REFERENCES
---------------------- 1. Agile, Kanban Resources, Lean Product Development, Lean/Agile,
Resources and tagged agile, kanban, lean, scrum by Pavel Naydenov.
---------------------- http://agilemanifesto.org
---------------------- 2. Soft skills for project managers http://agilemanifesto.org

---------------------- 3. https://www.scrum.org/Portals/0/Documents/Scrum%20Guides/2013/
Scrum- Guide.pdf#zoom=100
----------------------
4. http://www.infoq.com/articles/agile-teenage-crisis
---------------------- 5. Cohn, M., 2010. Succeeding with Agile. 1st ed. Boston: Addison-Wesley.
---------------------- 6. Wanga, X., Conboyb, K. & Cawley, O., 2012. “Leagile” software
development: An experience report analysis of the application. The
---------------------- Journal of Systems and Software, Issue 85.
----------------------

----------------------

66 Introduction to Agile Methodology

Introduction to Scrum
UNIT

6
Structure:

6.1 Introduction to Agile Scrum Project

6.2 History of Scrum Project Management
6.3 Detailed Study of Agile Manifesto
6.3.1 The Twelve Agile Principles
6.4 Comparison of Scrum & Other PM Methods
6.5 Benefits of Scrum over other Methodologies
Summary
Keywords
Self-Assessment Questions
Answers to Check your Progress
Suggested Reading

Introduction to Scrum 67
Notes
Objectives
----------------------
After going through this unit, you will be able to:
----------------------
● Introduction to Agile Scrum
---------------------- ● History of Scrum
---------------------- ● Agile Manifesto
---------------------- ● Comparison of Scrum with other Frameworks
● Benefits of Agile Scrum over other methods
----------------------

----------------------

---------------------- 6.1 INTRODUCTION TO AGILE SCRUM PROJECT

----------------------
Agile is a project management and software development approach that
---------------------- focuses on flexibility, collaboration, and customer-centricity.
It is a departure from traditional, rigid project management methodologies
----------------------
and software development processes. Agile methodology emphasizes iterative
---------------------- progress, adaptability, and customer involvement throughout the project
lifecycle.
----------------------
Introduction to Agile: Agile is a mind-set and a set of principles and practices
---------------------- designed to guide project management and software development in a more
adaptive and customer-centric way. It places a strong emphasis on collaboration,
---------------------- communication, and continuous improvement.
---------------------- Agile project management is an iterative and flexible approach to
managing projects that has gained popularity in various industries, particularly in
---------------------- software development. It emphasizes collaboration, adaptability, and customer
---------------------- satisfaction. Agile methodologies aim to address the limitations of traditional
project management approaches, which often struggle to accommodate
---------------------- changing requirements and customer needs. Here’s an introduction to Agile
project management:
----------------------
Common Agile Methodologies:
---------------------- There are several popular Agile methodologies, each with its own set of
---------------------- practices and principles. Some of the most well-known Agile methodologies
include:
----------------------
Scrum: Scrum is an iterative and incremental Agile framework that divides
---------------------- work into time-boxed iterations called “sprints.” It includes roles like Scrum
Master, Product Owner, and Development Team and uses artefacts like the
---------------------- Product Backlog and the Sprint Backlog.
---------------------- Kanban: Kanban is a visual workflow management system that aims to
maximize work efficiency. It uses a board with columns to represent different
---------------------- stages of work and limits work in progress.

68 Introduction to Agile Methodology

Extreme Programming (XP): XP is a methodology focused on engineering Notes
practices and technical excellence. It emphasizes continuous integration,
automated testing, pair programming, and short development cycles. ----------------------
Lean Agile: Lean principles are applied to Agile project management to ----------------------
minimize waste, improve efficiency, and maximize customer value. Lean Agile
principles include a focus on value stream mapping and reducing process ----------------------
bottlenecks.
----------------------
Agile is a project management and software development approach that
focuses on flexibility, collaboration, and customer-centricity. It is a departure ----------------------
from traditional, rigid project management methodologies and software
----------------------
development processes.
Agile methodology emphasizes iterative progress, adaptability, and ----------------------
customer involvement throughout the project lifecycle.
----------------------

----------------------
Check your Progress 1
----------------------
1. Agile project management is _____________________ to managing
projects that has gained popularity in various industries ----------------------

----------------------
Activity 1 ----------------------

----------------------
Prepare Kanban Board for your running projects
----------------------

6.2 HISTORY OF SCRUM PROJECT MANAGEMENT ----------------------

Scrum is a widely used agile project management framework that ----------------------

originated in the field of software development but has since been applied in
----------------------
various industries.
Brief history of Scrum project management: ----------------------
Early Influences (1986-1993): The origins of Scrum can be traced back ----------------------
to the early 1980s when it was influenced by various management and product
development theories. Jeff Sutherland, one of the co-creators of Scrum, was ----------------------
inspired by the work of Dr. W. Edwards Deming, who emphasized continuous ----------------------
improvement and quality in manufacturing processes. Sutherland also drew
from his experience as a fighter pilot in the U.S. Air Force, where adaptability ----------------------
and teamwork were crucial.
----------------------
Creation of Scrum (1993): In 1993, Jeff Sutherland, along with Ken
Schwaber, who was working at the time as a software engineer, introduced ----------------------
Scrum as an agile framework for managing software development projects.
They published a paper titled “The Scrum Development Process” and presented ----------------------
the Scrum concept at the OOPSLA conference. ----------------------

Introduction to Scrum 69
Notes Formalization and Expansion (1995-2001): Scrum continued to evolve,
with Ken Schwaber playing a significant role in its formalization. In 1995, Ken
---------------------- Schwaber released the first version of the “Scrum Guide.” In 2001, Schwaber
and Mike Beedle published the book “Agile Software Development with
---------------------- Scrum,” which provided further guidance and popularized Scrum as an agile
---------------------- project management approach.
Agile Manifesto (2001): Scrum, along with other agile methodologies,
----------------------
gained more prominence after the publication of the Agile Manifesto in 2001.
---------------------- The manifesto was created by a group of software developers who favoured
lightweight, iterative, and customer-centric approaches to software development.
---------------------- Scrum’s principles and practices align closely with the values expressed in the
Agile Manifesto.
----------------------
Scrum Alliance and Scrum.org (2002): In 2002, Ken Schwaber founded
---------------------- the Scrum Alliance, a non-profit organization dedicated to promoting Scrum.
This organization offers training, certifications, and a platform for Scrum
----------------------
professionals to share knowledge and experiences. Around the same time,
---------------------- Ken Schwaber and Jeff Sutherland founded Scrum.org, another organization
providing training and certification in Scrum.
----------------------
Widespread Adoption and Adaptation (2000s-Present): Scrum gained
---------------------- widespread adoption not only in software development but also in other
industries and domains, including project management, product development,
---------------------- marketing, healthcare, and more. As Scrum became more popular, many
organizations tailored and adapted the framework to suit their specific needs,
----------------------
leading to the emergence of Scrum variants and scaling frameworks.
---------------------- Scrum Guide Updates (2010s-Present): Ken Schwaber and Jeff
---------------------- Sutherland continued to refine and update the Scrum framework over the
years. They released updated versions of the “Scrum Guide” to provide clear
---------------------- and concise guidance on Scrum practices. The Scrum Guide is considered the
definitive source for understanding Scrum.
----------------------
Scrum in the Modern Work Environment: Scrum is now widely
---------------------- adopted in organizations of various sizes and industries worldwide. It is known
for its emphasis on collaboration, iterative development, and adaptability,
---------------------- making it suitable for addressing complex and rapidly changing challenges in
---------------------- the modern work environment.
Scrum’s history reflects its evolution from a concept rooted in agile
---------------------- principles to a well-established and adaptable project management framework
---------------------- used in various fields. Its simplicity and focus on delivering value to customers
and end-users have contributed to its enduring popularity in project management.
----------------------

---------------------- Check your Progress 2

---------------------- 1. Scrum is known for its emphasis on collaboration, ______________

& __________________.
----------------------

70 Introduction to Agile Methodology

6.3 DETAILED STUDY OF AGILE MANIFESTO Notes
The Agile Manifesto is a foundational document in the Agile software ----------------------
development movement. It was created in February 2001 by a group of software
developers who gathered in Snowbird, Utah, to discuss and define a set of ----------------------
guiding values and principles for Agile software development.
----------------------
The Agile Manifesto is built around four key values and twelve principles
that prioritize flexibility, collaboration, and customer-centricity in software ----------------------
development. Let’s take a detailed look at each of these values and principles: ----------------------
The Four Agile Values:
----------------------
Individuals and Interactions over Processes and Tools:
----------------------
This value emphasizes the importance of people in the software
development process. It encourages collaboration, open communication, ----------------------
and teamwork over relying solely on processes or tools. Individuals working
together effectively are seen as more valuable than following strict procedures. ----------------------
Working Software over Comprehensive Documentation: ----------------------
This value highlights the primary focus on delivering working software. ----------------------
While documentation is important, it should not be the primary deliverable.
Agile teams prioritize creating a product that can be tested, used, and iteratively ----------------------
improved.
----------------------
Customer Collaboration over Contract Negotiation:
Agile values active involvement of customers and stakeholders in the ----------------------
development process. Instead of focusing on rigid contracts and negotiations, ----------------------
Agile encourages continuous collaboration and feedback to ensure the product
meets the customer’s needs. ----------------------
Responding to Change Over Following a Plan: ----------------------
This value recognizes that change is inevitable in software development.
----------------------
Agile teams value the ability to adapt and respond to changing requirements
and circumstances over strictly adhering to a predefined plan. ----------------------
6.3.1 The Twelve Agile Principles
----------------------
Customer Satisfaction through Early and Continuous Software Delivery:
----------------------
Prioritize delivering valuable software to customers as early and as
frequently as possible to ensure their satisfaction and gather feedback. ----------------------
Welcome Changing Requirements, Even Late in Development: ----------------------
Embrace changing requirements, even late in the project, to provide a
----------------------
competitive advantage and better meet customer needs.
Deliver Working Software Frequently: ----------------------
Aim to deliver working software in short iterations, usually a few weeks, ----------------------
with a preference for shorter timescales.
----------------------

Introduction to Scrum 71
Notes Collaboration between Business People and Developers:
Foster ongoing collaboration between the business side and development teams
----------------------
to ensure that the software aligns with business goals.
---------------------- Build Projects around Motivated Individuals:
---------------------- Assemble self-motivated, cross-functional teams and provide them with the
resources and support they need to succeed.
----------------------
Use Face-to-Face Communication Whenever Possible:
---------------------- Prioritize in-person communication as it is the most effective way to convey
---------------------- information and build shared understanding.
Working Software is the Primary Measure of Progress:
----------------------
Assess progress based on the functionality of the software delivered, rather than
---------------------- relying solely on documentation or project plans.
---------------------- Maintain a Sustainable Pace:
Encourage a work environment that allows team members to work at a
----------------------
sustainable pace over the long term, avoiding burnout.
---------------------- Continuous Attention to Technical Excellence and Good Design:
---------------------- Strive for high-quality code, good design, and technical excellence to ensure
that the software remains maintainable and adaptable.
----------------------
Simplicity—the Art of Maximizing the Amount of Work Not Done:
----------------------
Promote simplicity in design and development, focusing on delivering the
---------------------- necessary features while avoiding unnecessary complexity.
Self-Organizing Teams:
----------------------
Trust and empower teams to make decisions about how they work and deliver
---------------------- software. Encourage self-organization and autonomy.
---------------------- Regular Reflection and Adjustment:

---------------------- Regularly review and reflect on the team’s processes and performance, and be
open to making adjustments and improvements.
----------------------
The Agile Manifesto and its associated principles have been influential in
---------------------- shaping modern software development practices.
Agile methodologies, such as Scrum, Kanban, and Extreme Programming,
----------------------
have emerged as practical implementations of these values and principles,
---------------------- fostering collaboration, adaptability, and customer satisfaction in software
development projects.
----------------------
These principles can also be adapted and applied beyond software
---------------------- development to other fields and industries seeking to embrace agility and
responsiveness.
----------------------

----------------------

72 Introduction to Agile Methodology

Notes
Check your Progress 3
----------------------
1. Aim to deliver working software in short iterations, usually a
_______________ with a preference for shorter timescales ----------------------

----------------------
2.4 COMPARISON OF SCRUM & OTHER PM METHODS ----------------------
Scrum is a widely used Agile project management methodology that is ----------------------
known for its iterative and incremental approach to software development and
other projects. ----------------------

It has several key differences when compared to more traditional project ----------------------
management methodologies like Waterfall.
----------------------
Comparison of Scrum with some other project management methodologies:
----------------------
Scrum vs. Waterfall:
Approach: Scrum is iterative and incremental, with a focus on delivering ----------------------
value in short development cycles (sprints). Waterfall is a linear, sequential
----------------------
approach where each phase must be completed before moving on to the next.
Flexibility: Scrum is highly adaptable to changing requirements, while ----------------------
Waterfall is less flexible once the project starts.
----------------------
Client Involvement: Scrum encourages client involvement throughout
the project, while Waterfall typically involves clients mainly at the beginning ----------------------
and end. ----------------------
Scrum vs. Kanban:
----------------------
Workflows: Scrum uses predefined development cycles (sprints), while
Kanban focuses on continuous delivery and flow of work. ----------------------
Prioritization: In Scrum, work is prioritized in a sprint backlog, while ----------------------
Kanban uses a work-in-progress (WIP) limit to manage and prioritize tasks.
----------------------
Roles: Scrum has defined roles (Scrum Master, Product Owner,
Development Team), whereas Kanban typically doesn’t prescribe specific roles. ----------------------
Scrum vs. Lean: ----------------------
Focus: Scrum focuses on delivering a potentially shippable product
increment at the end of each sprint. Lean emphasizes efficiency, reducing waste, ----------------------
and maximizing value with the minimum necessary resources. ----------------------
Roles: Lean principles may not specify roles like Scrum does (e.g., Scrum
Master and Product Owner). ----------------------

Continuous Improvement: Both Scrum and Lean emphasize continuous ----------------------

improvement, but Lean’s focus is broader and includes process improvement
----------------------
beyond the development team.
----------------------

Introduction to Scrum 73
Notes Scrum vs. PRINCE2:
Scope: Scrum is primarily used for project execution, whereas PRINCE2
----------------------
is a comprehensive project management framework that covers initiation,
---------------------- planning, execution, and closing phases.
Certification: PRINCE2 offers certification levels for practitioners, while
----------------------
Scrum has various certifications, including Certified Scrum Master (CSM) and
---------------------- Certified Scrum Product Owner (CSPO).
Scrum vs. Agile Project Management (APM):
----------------------
Framework vs. Methodology: Scrum is a specific Agile framework.
---------------------- APM is a more generic approach to project management that aligns with Agile
---------------------- principles.
Customization: APM allows more flexibility in adapting to the specific
---------------------- needs of a project, while Scrum provides a structured framework with defined
---------------------- roles, events, and artefacts.
Scrum vs. Six Sigma:
----------------------
Scope: Scrum focuses on software development and project management.
---------------------- Six Sigma is a data-driven methodology for process improvement and quality
control.
----------------------
Tools: Six Sigma often uses statistical tools and techniques for process
---------------------- analysis, while Scrum relies on empirical data and regular inspection and
adaptation.
----------------------
Scrum vs. PRISM:
----------------------
Industry: Scrum is widely used in software development but is adaptable
---------------------- to various industries. PRISM (Projects Integrating Sustainable Methods)
is a project management framework with a sustainability focus, suitable for
---------------------- construction and infrastructure projects.
---------------------- Scrum vs. PMI/PMBOK:
---------------------- Association: PMBOK (Project Management Body of Knowledge) is a
comprehensive framework by the Project Management Institute (PMI), while
---------------------- Scrum is an Agile framework for iterative and incremental development.
---------------------- Certification: PMI offers certifications like Project Management Professional
(PMP), while Scrum has its own certification tracks.
----------------------
Each methodology has its strengths and is best suited to different types of
---------------------- projects and organizational contexts.

---------------------- The choice of methodology depends on project requirements, client

needs, team expertise, and the organization’s culture. It’s not uncommon for
---------------------- organizations to adopt a hybrid approach that combines elements of various
methodologies to suit their specific needs.
----------------------

----------------------

74 Introduction to Agile Methodology

Notes
Check your Progress 4
----------------------
1. Scrum uses predefined development cycles (sprints), while Kanban
focuses on __________________ & __________________ ----------------------

----------------------

2.5 BENEFITS OF SCRUM OVER OTHER ----------------------

METHODOLOGIES ----------------------
Scrum is a popular Agile methodology that offers several benefits ----------------------
compared to other Agile methodologies. While the choice of the best Agile
framework depends on the specific needs and context of a project, Scrum’s ----------------------
advantages make it a preferred choice for many teams.
----------------------
Some of the key benefits of Scrum over other Agile methodologies:
----------------------
Simplicity and Ease of Adoption:
Scrum is relatively easy to understand and implement. Its simplicity ----------------------
makes it a good choice for teams new to Agile practices.
----------------------
Clear Roles and Responsibilities:
----------------------
Scrum defines well-defined roles, including Scrum Master, Product
Owner, and Development Team. This clarity helps in role-based accountability ----------------------
and collaboration.
----------------------
Iterative and Incremental Development:
Scrum divides the project into time-boxed iterations or sprints, allowing ----------------------
for regular inspection, adaptation, and incremental delivery of features. ----------------------
Frequent Inspection and Adaptation:
----------------------
Scrum encourages regular inspection of work through daily stand-up
meetings, sprint reviews, and sprint retrospectives. This enables teams to adapt ----------------------
quickly to changes and improve processes.
----------------------
Customer Collaboration:
----------------------
Scrum emphasizes strong customer collaboration through the role of
the Product Owner, ensuring that the product meets customer needs and ----------------------
expectations.
----------------------
Prioritization and Focus:
----------------------
Scrum uses a prioritized product backlog, allowing teams to focus on the
most valuable features and deliver them first. ----------------------
Empirical Process Control:
----------------------
Scrum is built on empirical process control principles, where decisions are
based on observed data rather than predefined plans. This promotes transparency ----------------------
and adaptability.
----------------------

Introduction to Scrum 75
Notes Predictable and Sustainable Pace:
Scrum helps establish a sustainable pace for development by limiting work in
----------------------
progress and setting sprint durations, reducing overloading and burnout.
---------------------- Improved Product Quality:
---------------------- Scrum encourages a focus on quality through practices like test-driven
development, continuous integration, and sprint review feedback.
----------------------
Enhanced Team Collaboration:
---------------------- Daily stand-up meetings and other Scrum ceremonies foster strong team
---------------------- collaboration, communication, and a sense of shared ownership.
Quick Feedback Loops:
----------------------
Scrum’s short iterations and regular reviews provide rapid feedback on product
---------------------- development, helping teams identify and address issues early.
---------------------- Transparency and Visibility:
Scrum promotes transparency through visible progress (burndown charts, task
----------------------
boards), enhancing stakeholders’ understanding of the project’s status.
---------------------- Business Value Focus:
---------------------- Scrum emphasizes delivering the highest business value in each sprint, making
it an excellent choice for projects with changing priorities.
----------------------
Risk Mitigation:
----------------------
By regularly delivering working increments and addressing issues promptly,
---------------------- Scrum helps identify and mitigate risks earlier in the project.
Global Acceptance and Support:
----------------------
Scrum is widely recognized and supported by various organizations, training
---------------------- providers, and a strong community, making it easier to access resources and
---------------------- expertise.
While Scrum offers numerous advantages, it’s essential to recognize that
---------------------- no single Agile methodology is universally superior. The choice between Scrum
---------------------- and other Agile frameworks (e.g., Kanban, Extreme Programming) should be
based on the specific project requirements, team dynamics, and organizational
---------------------- goals. In some cases, a hybrid approach that combines elements of different
methodologies may provide the best solution for a given context.
----------------------

----------------------

76 Introduction to Agile Methodology

Notes
Check your Progress 5
----------------------
1. What is the primary purpose of a Scrum Master in the Scrum
framework? ----------------------

A. Managing the product backlog ----------------------

B. Ensuring the team completes tasks on time ----------------------
C. Facilitating the Scrum process and removing impediments ----------------------
D. Defining user stories for development
----------------------
2. In Scrum, what is the role of the Product Owner?
----------------------
A. Leading daily stand-up meetings
B. Managing the development team's tasks ----------------------
C. Prioritizing the product backlog and representing the customer ----------------------
D. Providing technical guidance to the development team ----------------------

----------------------
Summary
----------------------
Agile Scrum is a dynamic and iterative project management framework
designed to enhance flexibility, collaboration, and responsiveness in software ----------------------
development and other complex projects.
----------------------
Agile Principles: Agile is grounded in the Agile Manifesto, emphasizing
individuals and interactions, working solutions, customer collaboration, and ----------------------
responding to change over following rigid plans and processes.
----------------------
Scrum Framework: Scrum is a specific Agile methodology that provides a
structured approach to project management. It comprises roles, ceremonies, and ----------------------
artifacts.
----------------------
Roles in Scrum:
----------------------
Product Owner: Represents the customer, prioritizes the product backlog, and
ensures value delivery. ----------------------
Scrum Master: Facilitates the Scrum process, removes impediments, and ----------------------
supports the team.
----------------------
Development Team: Cross-functional, self-organizing group delivering
increments in sprints. ----------------------
Ceremonies in Scrum:
----------------------
Sprint Planning: Collaborative session to plan work for the upcoming sprint.
----------------------
Daily Stand-up (Daily Scrum): Short daily meetings for team synchronization.
Sprint Review: Demonstration of completed work to stakeholders. ----------------------

----------------------

Introduction to Scrum 77
Notes Sprint Retrospective: Reflection on the sprint’s processes and outcomes for
continuous improvement.
----------------------
Artifacts in Scrum:
---------------------- Product Backlog: Prioritized list of features, enhancements, and bug fixes.
---------------------- Sprint Backlog: Subset of the Product Backlog selected for a specific sprint.

---------------------- Increment: Sum of completed product backlog items in a sprint, meeting the
Definition of Done.
---------------------- Agile Values:
---------------------- Individuals and Interactions: Prioritizing personal interactions and teamwork.
---------------------- Working Solutions: Emphasizing functional and valuable outcomes over
comprehensive documentation.
----------------------
Customer Collaboration: Involving customers throughout the development
---------------------- process.

---------------------- Responding to Change: Adapting to changing requirements and priorities.

Benefits of Agile Scrum:
----------------------
Flexibility: Adaptable to changing requirements and priorities.
----------------------
Transparency: Regularly updated progress and visible work items.
---------------------- Customer Satisfaction: Active customer involvement ensures the delivered
product meets expectations.
----------------------
Continuous Improvement: Regular retrospectives drive iterative enhancements.
----------------------
Agile Scrum promotes a collaborative and iterative approach, allowing
---------------------- teams to deliver high-quality products in a responsive and adaptable manner,
ultimately improving project success rates.
----------------------

---------------------- Keywords
---------------------- ● Agile: Agile methodologies focus on flexibility, collaboration, and
adaptability in project management.
----------------------
● Scrum: A specific Agile framework that provides a structured approach
---------------------- to software development and project management.
---------------------- ● Agile Manifesto: A set of guiding values and principles for Agile
development, emphasizing individuals, collaboration, and responding to
---------------------- change.
---------------------- ● Product Owner: Represents the customer, prioritizes the product
backlog, and ensures value delivery.
---------------------- ● Scrum Master: Facilitates the Scrum process, removes impediments,
---------------------- and supports the team.
● Development Team: Cross-functional, self-organizing group responsible
---------------------- for delivering increments in sprints.

78 Introduction to Agile Methodology

● Sprint: A time-boxed iteration (typically 2-4 weeks) where a potentially Notes
shippable product increment is created.
● Sprint Planning: Collaborative meeting at the beginning of a sprint to ----------------------
plan the work to be done. ----------------------
● Daily Stand-up (Daily Scrum): Short daily meeting for team members
to synchronize and discuss progress. ----------------------
● Sprint Review: Meeting at the end of a sprint where the team demonstrates ----------------------
completed work to stakeholders.
----------------------
● Sprint Retrospective: Reflection session at the end of a sprint to identify
areas for improvement. ----------------------
● Product Backlog: Prioritized list of features, enhancements, and bug
----------------------
fixes.
● Sprint Backlog: Subset of the Product Backlog selected for a specific ----------------------
sprint.
----------------------
● Increment: The sum of completed product backlog items in a sprint,
meeting the Definition of Done. ----------------------
● Definition of Done (DoD): Criteria that must be met for a product backlog ----------------------
item to be considered complete.
● User Stories: Short descriptions of a feature told from the perspective of ----------------------
the end user. ----------------------
● Velocity: A measure of the amount of work completed by the team in
each sprint. ----------------------
● Burndown Chart: Visual representation of work completed versus work ----------------------
remaining throughout a sprint.
----------------------
● Retrospective: A session for the team to reflect on the processes and
outcomes of a sprint for continuous improvement. ----------------------

Self-Assessment Questions ----------------------

----------------------
Question 1: What is the primary goal of Agile methodologies in project
management? ----------------------
A. Strict adherence to plans and processes.
----------------------
B. Flexibility and adaptability to changing requirements.
----------------------
C. Comprehensive documentation of every project detail.
D. Heavy emphasis on individual tasks and responsibilities. ----------------------

Question 2: In the Scrum framework, who is responsible for prioritizing ----------------------

the product backlog?
----------------------
A. Scrum Master.
----------------------
B. Development Team.
C. Product Owner. ----------------------

Introduction to Scrum 79
Notes D. Stakeholders.
Question 3: What is the primary purpose of the Daily Stand-up (Daily
----------------------
Scrum) meeting in Scrum?
---------------------- A. Detailed project status reporting.
---------------------- B. Micro-management of team tasks.

---------------------- C. Problem-solving and removing impediments.

D. Weekly planning sessions.
----------------------
Question 4: What is the main role of the Scrum Master in the Scrum
---------------------- framework?
---------------------- A. Prioritizing the product backlog.
B. Facilitating the Scrum process and removing impediments.
----------------------
C. Providing technical guidance to the development team.
----------------------
D. Managing the team’s daily tasks.
---------------------- Question 5: How does Scrum address the challenge of changing requirements
---------------------- during a project?
A. By resisting changes to maintain stability.
----------------------
B. By documenting changes for future sprints.
----------------------
C. By welcoming and adapting to changes throughout the project.
---------------------- D. By delaying changes until the next project phase.
----------------------
Answers to Check your Progress
----------------------
Check your Progress 1
----------------------
1. an iterative and flexible approach
---------------------- Check your Progress 2
---------------------- 1. iterative development, and adaptability
---------------------- Check your Progress 3
1. few weeks
----------------------
Check your Progress 4
----------------------
1. continuous delivery and flow of work
---------------------- Check your Progress 5
---------------------- 1. Facilitating the Scrum process and removing impediment
---------------------- 2. Prioritizing the product backlog and representing the customer

----------------------

80 Introduction to Agile Methodology

Notes
Suggested Reading
----------------------
1. “Agile Estimating and Planning” by Mike Cohn:
Mike Cohn explores practical techniques for estimating and planning in ----------------------
an Agile environment, including Scrum. The book provides guidance on
----------------------
creating reliable project schedules.
2. “Scrum Guide” by Ken Schwaber and Jeff Sutherland: ----------------------

The Scrum Guide, authored by the co-creators of Scrum, provides a ----------------------

concise and authoritative overview of the framework. It’s an essential
read for understanding the fundamental concepts of Scrum. ----------------------

3. “Essential Scrum: A Practical Guide to the Most Popular Agile Process” ----------------------
by Kenneth S. Rubin:
----------------------
Kenneth Rubin provides a comprehensive guide to Scrum, covering its
roles, ceremonies, and artifacts. The book is suitable for practitioners and ----------------------
organizations adopting Scrum.
----------------------
4. “Scrum and XP from the Trenches” by Henrik Kniberg:
----------------------
Henrik Kniberg shares practical insights and experiences from his work
implementing Scrum and XP (Extreme Programming). The book provides ----------------------
a pragmatic perspective on Agile practices.
----------------------

----------------------

Introduction to Scrum 81
Notes

----------------------

82 Introduction to Agile Methodology

Project Planning Using Scrum
UNIT

7
Structure:

7.1 Introduction to Project Planning

7.1.1 Key Components of Project Planning
7.1.2 Benefits of Project Planning
7.2 Introduction to Project Planning using Scrum
7.3 Introduction to Project Backlog & Sprint Planning using Scrum
7.4 Sprint Goal and the Daily Scrum
7.5 Sprint Retrospective
7.6 Introduction to Release Planning & Velocity Burn-down Chart using
Scrum
7.7 User Story Mapping & Backlog Refinement using Scrum
Summary
Keywords
Self Assessment Questions
Answers to Check your Progress
Suggested Reading

Project Planning Using Scrum 83

Notes
Objectives
----------------------

---------------------- After going through this unit, you will be able to Explain:
● Introduction to Project Planning
----------------------
● Planning using Scrum
---------------------- ● Product Backlog & Sprint Planning
---------------------- ● Release planning
---------------------- ● Velocity burndown chart
● User Story Mapping
----------------------
● Refinement using Scrum
----------------------

----------------------

----------------------
7.1 INTRODUCTION TO PROJECT PLANNING
----------------------
Project planning is the process of defining the scope, objectives, and
---------------------- activities required to successfully complete a project.

---------------------- It is a crucial phase in project management and serves as the foundation

for the entire project. Effective project planning helps in organizing resources,
---------------------- managing time, and minimizing risks, which ultimately leads to successful
project execution.
----------------------
7.1.1 Key Components of Project Planning
----------------------
Project Scope: Define the project’s purpose, objectives, and the
---------------------- deliverables to be produced. Determine what the project will achieve and, just
as importantly, what it will not achieve (scope boundaries).
----------------------
Stakeholder Identification: Identify and engage all relevant stakeholders,
---------------------- including project sponsors, team members, end-users, and anyone who has an
interest or influence in the project.
----------------------
Task Identification: Break down the project into specific tasks or
---------------------- activities. Create a Work Breakdown Structure (WBS) to provide a visual
representation of the project’s components.
----------------------
Task Sequencing: Determine the order in which tasks need to be
---------------------- completed. Identify dependencies between tasks to create a logical sequence.

---------------------- Resource Allocation: Allocate resources, including personnel, equipment,

materials, and budget, to each task. Ensure that you have the necessary resources
---------------------- to carry out the project.
---------------------- Timeframe: Create a project schedule that outlines the start and end dates
for each task. Identify the critical path, which is the sequence of tasks that, if
---------------------- delayed, will delay the entire project.

84 Introduction to Agile Methodology

Risk Assessment: Identify potential risks that could impact the project Notes
and develop a risk management plan to mitigate or address them.
----------------------
Quality Standards: Define the quality standards and criteria that must be
met for the project’s deliverables. Ensure that quality control processes are in ----------------------
place.
----------------------
Communication Plan: Establish how communication will flow within
the project team and with stakeholders. Define communication channels, ----------------------
frequency, and reporting methods.
----------------------
Change Management: Develop a plan for handling changes that may
arise during the project. This includes change requests and how they will be ----------------------
evaluated and approved.
----------------------
7.1.2 Benefits of Project Planning
Clarity: Project planning provides a clear understanding of the project’s ----------------------
objectives, scope, and tasks, reducing confusion among team members and ----------------------
stakeholders.
Control: It allows project managers to monitor progress and make ----------------------
necessary adjustments to keep the project on track. ----------------------
Efficiency: Proper planning optimizes resource allocation and time
----------------------
management, leading to efficient project execution.
Risk Mitigation: Identifying and addressing potential risks early helps ----------------------
minimize their impact on the project.
----------------------
Cost Management: Effective planning helps control costs by identifying
budget requirements and preventing overspending. ----------------------
Quality Assurance: By defining quality standards and control processes, ----------------------
project planning ensures that the final deliverables meet or exceed the desired
quality. ----------------------

Stakeholder Engagement: Engaging stakeholders in the planning ----------------------

process fosters collaboration, buy-in, and support throughout the project’s life
cycle. ----------------------

Alignment with Objectives: Project planning ensures that the project’s ----------------------
goals and objectives align with the organization’s strategic goals.
----------------------
In summary, project planning is the initial and foundational phase of
project management that lays out the roadmap for the project’s success. ----------------------
It involves defining scope, tasks, resources, timeframes, and risk ----------------------
management strategies to ensure the project is executed efficiently, effectively,
and in alignment with stakeholder expectations and organizational goals. ----------------------

----------------------

Project Planning Using Scrum 85

Notes
Check your Progress 1
----------------------
1. What is the role of the Product Backlog in Scrum project planning?
----------------------
A. It defines the tasks to be done each day.
---------------------- B. It serves as a repository for user stories and other work items.
---------------------- C. It outlines the overall project timeline.

---------------------- D. It determines the team's daily priorities.

----------------------
Activity 1
----------------------
Prepare Project plan using Project planning Framework
----------------------

----------------------

---------------------- 3.2 INTRODUCTION TO PROJECT PLANNING USING

SCRUM
----------------------
Project planning using Scrum is an approach to project management
---------------------- that falls under the Agile umbrella and is particularly well-suited for software
---------------------- development and other complex, adaptive projects.
Scrum provides a framework for iterative and incremental project
----------------------
planning and execution, emphasizing collaboration, adaptability, and customer-
---------------------- centricity.
introduction to project planning using Scrum:
----------------------
Scrum Framework Overview:
----------------------
Scrum is based on the principles outlined in the Agile Manifesto and
---------------------- includes a set of roles, events, and artifacts to guide project planning and
execution.
----------------------
The core components of the Scrum framework are:
---------------------- Roles:
---------------------- Product Owner: Represents the customer’s interests, defines the product
backlog (a prioritized list of work items), and ensures that the team delivers value.
----------------------
Scrum Master: Facilitates the Scrum process, helps the team overcome
---------------------- obstacles, and ensures adherence to Scrum principles.
---------------------- Development Team: Cross-functional, self-organizing team members
responsible for delivering increments of the product.
----------------------
Artifacts:
---------------------- Product Backlog: A dynamic, prioritized list of all the features, user
---------------------- stories, and tasks that need to be implemented. It’s the source of work for the
development team.
86 Introduction to Agile Methodology
Sprint Backlog: The subset of items from the product backlog that the Notes
team commits to delivering within a sprint.
----------------------
Increment: The working product or increment of the product that is
potentially shippable to customers at the end of a sprint. ----------------------
Events:
----------------------
Sprint: A time-boxed period (typically 2-4 weeks) during which the
development team works to complete a set of items from the sprint backlog. ----------------------
Sprint Planning: A meeting at the beginning of each sprint where the team ----------------------
selects items from the product backlog, defines the sprint goal, and commits to
the work. ----------------------

Daily Stand-up (Daily Scrum): A short daily meeting where team members ----------------------
discuss their progress, challenges, and plan the day’s work.
----------------------
Sprint Review: A meeting at the end of each sprint where the team
demonstrates the completed work to stakeholders and gathers feedback. ----------------------
Sprint Retrospective: A reflective meeting at the end of each sprint ----------------------
where the team discusses what went well and what could be improved in their
processes. ----------------------
Project Planning Using Scrum: ----------------------
Initiation: ----------------------
The project planning process begins with the identification of a project
vision and initial scope. ----------------------

The Product Owner, with input from stakeholders, creates a product ----------------------
backlog that outlines the desired features and requirements.
----------------------
Sprint Planning:
----------------------
At the start of each sprint, the Scrum Team conducts sprint planning to
select items from the product backlog to work on during the sprint. ----------------------
The team defines the sprint goal and commits to delivering the selected
----------------------
items by the end of the sprint.
Daily Stand-up: ----------------------

The team holds daily stand-up meetings to track progress, discuss ----------------------
impediments, and ensure alignment among team members.
----------------------
Sprint Execution:
----------------------
The development team works on implementing the items from the sprint
backlog with the goal of delivering a potentially shippable product increment ----------------------
by the end of the sprint.
----------------------
Sprint Review:
At the end of the sprint, a sprint review is conducted where the team ----------------------
demonstrates the completed work to stakeholders for feedback.
----------------------

Project Planning Using Scrum 87

Notes Sprint Retrospective:
Following the sprint review, a retrospective meeting is held to reflect on
----------------------
the sprint’s processes and identify areas for improvement.
---------------------- Backlog Refinement:
---------------------- Ongoing backlog refinement ensures that the product backlog is
maintained, prioritized, and detailed for future sprints.
----------------------
Release Planning (Optional):
---------------------- Release planning involves selecting and prioritizing backlog items for
---------------------- future sprints to create a roadmap for the product’s development.
Project planning in Scrum is iterative and responsive. It emphasizes
---------------------- delivering value to customers in regular increments while continuously adapting
---------------------- to changing requirements and feedback.
Scrum’s focus on collaboration, self-organization, and flexibility makes
----------------------
it a popular choice for projects in dynamic and uncertain environments.
----------------------
Check your Progress 2
----------------------

---------------------- 1. What is the primary purpose of the Sprint Planning meeting in Scrum?
A. Reviewing completed work.
----------------------
B. Demonstrating the product to stakeholders.
---------------------- C. Collaboratively planning the work to be done in the upcoming
sprint.
----------------------
D. Reflecting on the outcomes of the previous sprint.
----------------------

---------------------- 3.3 INTRODUCTION TO PROJECT BACKLOG &

---------------------- SPRINT PLANNING USING SCRUM
---------------------- In Scrum, project planning is approached differently from traditional
project management methodologies. It involves the use of two key concepts:
---------------------- the Product Backlog and Sprint Planning.
---------------------- These elements play a crucial role in ensuring that a Scrum team can
effectively plan, execute, and deliver work in an agile and iterative manner.
----------------------
1. Product Backlog:
---------------------- The Product Backlog is a central and dynamic artifact in Scrum. It is
---------------------- essentially a prioritized list of all the features, user stories, and tasks that
need to be developed over the course of a project.
----------------------
The Product Backlog serves as the single source of truth for what needs
---------------------- to be done in the project. Here are some key aspects of the Product
Backlog:
----------------------

88 Introduction to Agile Methodology

Prioritization: Items in the Product Backlog are prioritized by the Product Notes
Owner based on their value to the customer and the organization. The
most valuable items are at the top. ----------------------
Dynamic: The Product Backlog is not static; it evolves as the project ----------------------
progresses. New items are added, existing items are refined, and priorities
may change as more information becomes available. ----------------------
Detail Level: Items in the Product Backlog are often at a high level of ----------------------
abstraction. They represent user needs, features, or functionality but are
not overly detailed. Details are added during Sprint Planning. ----------------------
Visibility: The Product Backlog is typically visible to the entire Scrum ----------------------
Team and, often, to stakeholders. It provides transparency into what work
needs to be done. ----------------------
2. Sprint Planning: ----------------------
Sprint Planning is an event that takes place at the beginning of each sprint. ----------------------
It involves the Scrum Team, which includes the Development Team, the
Product Owner, and the Scrum Master. ----------------------
During Sprint Planning, the team selects a subset of items from the ----------------------
Product Backlog to work on during the upcoming sprint. Here’s how
Sprint Planning typically works: ----------------------
Sprint Goal: The Product Owner explains the overarching goal for the ----------------------
sprint, what value it aims to deliver, and why these items have been
selected for this sprint. This provides focus and context for the team. ----------------------
Review of Product Backlog: The Development Team reviews the top ----------------------
items from the Product Backlog, which are in priority order. They discuss
these items to understand their scope and requirements. ----------------------
Estimation: The Development Team estimates the effort required to ----------------------
complete each selected item. This helps them determine the capacity of
work they can commit to for the sprint. ----------------------
Commitment: Based on their estimation and capacity, the Development ----------------------
Team commits to completing a set of items during the sprint. These items
are moved from the Product Backlog to the Sprint Backlog. ----------------------

Sprint Backlog: The Sprint Backlog is a subset of the Product Backlog. ----------------------
It’s a detailed plan for what the team will work on during the sprint.
It includes specific tasks and user stories with defined acceptance ----------------------
criteria. ----------------------
Time box: Sprint Planning is time-boxed, typically to a maximum of
----------------------
eight hours for a one-month sprint. Shorter time frames apply for shorter
sprints. The goal is to keep the event focused and efficient. ----------------------
Sprint Planning sets the direction and work plan for the upcoming sprint.
----------------------
It’s an opportunity for the team to collaborate, ask questions, and ensure
everyone has a shared understanding of the work to be done. ----------------------

Project Planning Using Scrum 89

Notes It is followed by the sprint itself, during which the team executes the
plan, develops the software, and delivers a potentially shippable product
---------------------- increment.
---------------------- These Scrum practices provide an agile and iterative approach to project
planning and execution, ensuring that the team remains flexible, adapts to
---------------------- change, and consistently delivers value to the customer.
----------------------
3.4 SPRINT GOAL AND THE DAILY SCRUM
----------------------
In Scrum, the Sprint Goal and the Daily Scrum are key components of
---------------------- the framework used to plan, manage, and execute work within the framework
of a Sprint, which is a time-boxed period for developing a potentially shippable
---------------------- product increment. Here’s an introduction to the Sprint Goal and the Daily
---------------------- Scrum:
Sprint Goal:
----------------------
The Sprint Goal is a concise, one-sentence statement that articulates the
---------------------- purpose and objective of a specific Sprint. It provides the Scrum Team with a
clear target to work toward during the Sprint. The Sprint Goal is established
----------------------
during the Sprint Planning meeting, which is held at the beginning of each
---------------------- Sprint.
Key characteristics of the Sprint Goal include:
----------------------
Focus: It helps the team maintain focus on what needs to be achieved
---------------------- during the Sprint.
---------------------- Alignment: The Sprint Goal ensures that the work selected for the Sprint
is aligned with the broader product vision and stakeholders’ needs.
----------------------
Motivation: It serves as a source of motivation and a rallying point for the
---------------------- Scrum Team.
---------------------- Adaptability: The Sprint Goal can be adjusted if new information or
insights emerge during the Sprint, but changes should be made only if they add
---------------------- value and do not disrupt the Sprint’s progress.
---------------------- Measurability: The Sprint Goal should be clear and measurable, allowing
the team to assess whether it has been achieved by the end of the Sprint.
----------------------
The Sprint Goal is a critical element of Scrum because it helps the team
---------------------- maintain a shared understanding of what they are working on and why, and
it provides a basis for evaluating whether the Sprint has been successful in
---------------------- delivering the desired outcomes.
---------------------- Daily Scrum:

---------------------- The Daily Scrum, also known as the Daily Stand-up, is a daily meeting that
occurs within each Sprint. Its primary purpose is to facilitate communication
---------------------- and collaboration among members of the Scrum Team.
----------------------

90 Introduction to Agile Methodology

The meeting is typically time-boxed to 15 minutes to keep it short and Notes
focused.
----------------------
Key characteristics of the Daily Scrum include:
Daily Check-In: It is an opportunity for team members to provide updates ----------------------
on their progress, discuss any impediments or obstacles, and plan their work for
----------------------
the day.
Face-to-Face: Ideally, the Daily Scrum is held in person and participants ----------------------
stand in a circle. This helps keep the meeting concise and encourages
----------------------
engagement.
Three Questions: Each team member answers three standard questions ----------------------
during the Daily Scrum: ----------------------
• What did I accomplish yesterday?
----------------------
• What will I work on today?
----------------------
• Do I have any impediments or blockers?
Focus on Collaboration: The Daily Scrum is not a status report to a ----------------------
manager but a collaboration session among team members to ensure everyone
----------------------
is aligned and can help one another.
Role of the Scrum Master: The Scrum Master facilitates the Daily Scrum ----------------------
and ensures that it stays within the time-box. They may also help resolve ----------------------
impediments discussed during the meeting.
Continuous Improvement: The Daily Scrum offers a platform for ----------------------
identifying process improvements and discussing how the team can work more ----------------------
efficiently.
The Daily Scrum is an essential part of Scrum because it promotes ----------------------
transparency, inspects the work being done, and adapts to changes and challenges ----------------------
in a timely manner.
----------------------
It helps ensure that the team stays on track to meet the Sprint Goal and
that any impediments are addressed promptly. ----------------------
In summary, the Sprint Goal provides a clear and motivating objective for
----------------------
a Sprint, while the Daily Scrum promotes communication, collaboration, and
adaptation within the Scrum Team. These two components are integral to the ----------------------
success of Scrum in delivering valuable product increments during the time-
boxed Sprints. ----------------------
They can ask questions, offer suggestions, and raise concerns. The goal ----------------------
is to foster collaboration and ensure that the product aligns with stakeholder
expectations. ----------------------
Product Backlog Adjustments: Based on the feedback and discussions, ----------------------
the Product Owner may make adjustments to the product backlog. New items
may be added, priorities might change, and user stories may be refined. ----------------------

----------------------

Project Planning Using Scrum 91

Notes Sprint Goal Evaluation: The Sprint Review provides an opportunity to
assess whether the Sprint Goal was achieved and if the increment meets the
---------------------- Definition of Done.
---------------------- Transparency:
The Sprint Review promotes transparency by sharing the progress of
----------------------
the project with stakeholders, enabling them to make informed decisions and
---------------------- provide valuable input.

---------------------- 3.5 SPRINT RETROSPECTIVE

----------------------
The Sprint Retrospective is a focused, time-boxed meeting that occurs
---------------------- immediately after the Sprint Review and before the start of the next sprint. Its
primary purpose is to allow the Scrum Team to inspect and adapt its processes
---------------------- and identify opportunities for improvement.
---------------------- Key Aspects of the Sprint Retrospective:
Attendees: The Sprint Retrospective is an internal event for the Scrum
----------------------
Team, including the Development Team, Scrum Master, and Product Owner.
---------------------- It’s a safe and open forum for team members to provide feedback.

---------------------- Focus on Process: The primary focus of the Sprint Retrospective is on the
Scrum Team’s processes, practices, and collaboration. It’s not about the product
---------------------- itself.

---------------------- Three Key Questions: A common approach to the Sprint Retrospective is

to ask the team three key questions:
---------------------- ● What went well during the sprint? (Positive aspects)
---------------------- ● What could be improved? (Areas for enhancement)
---------------------- ● What actions will we take to make improvements in the next sprint?
(Action items)
---------------------- Continuous Improvement: The goal of the Sprint Retrospective is to
---------------------- identify ways to continuously improve the team’s performance and efficiency.
Ownership of Actions: The Scrum Team takes ownership of the action
---------------------- items and commits to making changes in the next sprint. These action items are
---------------------- documented and tracked for follow-up.
Time-Boxed: The Sprint Retrospective is typically time-boxed to ensure
---------------------- that it doesn’t become a lengthy or open-ended discussion.
---------------------- Both the Sprint Review and Sprint Retrospective are integral to the Scrum
framework, promoting transparency, collaboration, and a culture of continuous
----------------------
improvement.
---------------------- The Sprint Review ensures that the product is on track and meets
stakeholder needs, while the Sprint Retrospective helps the team refine its
----------------------
processes for better results in the next sprint. These ceremonies help teams
---------------------- embrace change and deliver valuable products more effectively.

92 Introduction to Agile Methodology

3.6 INTRODUCTION TO RELEASE PLANNING & Notes
VELOCITY BURN-DOWN CHART USING SCRUM
----------------------
Release Planning in Scrum:
----------------------
Release planning in Scrum is the process of defining a high-level roadmap
for the delivery of a product or a significant increment of a product. ----------------------
It typically covers multiple sprints and helps the Scrum Team, including ----------------------
the Product Owner and the Development Team, establish a strategic direction
for the product’s development. The main aspects of release planning in Scrum ----------------------
include:
----------------------
Defining the Release Goal: At the start of the release planning process,
the team and stakeholders set a clear and achievable goal for the upcoming ----------------------
release. This goal should align with the product’s vision and strategic objectives. ----------------------
Creating a Release Backlog: The Product Owner, with input from
stakeholders, identifies and prioritizes the features, user stories, or items that ----------------------
need to be delivered in the release. These are added to the release backlog. ----------------------
Estimating and Planning: The team estimates the effort required for
each item in the release backlog. This estimation helps in setting realistic ----------------------
expectations for the release timeline. ----------------------
Setting the Release Date: The team collaboratively defines the target
----------------------
release date, taking into account the scope of work, team capacity, and other
constraints. ----------------------
Iterative Refinement: The release plan is not set in stone but is subject to
----------------------
change based on evolving priorities and new information. Regularly reviewing
and refining the release plan is essential to ensure its alignment with the ----------------------
product’s needs and market demands.
----------------------
Monitoring Progress: Throughout the release, the team tracks progress,
monitors the completion of items, and adjusts the plan as necessary. ----------------------
Velocity and Burndown Chart in Scrum: ----------------------
Velocity and burndown charts are tools used in Scrum to track and manage
the progress of work during a sprint or a release. ----------------------

Velocity: ----------------------
Velocity is a measure of the amount of work (story points or other units) ----------------------
a Scrum Team can complete within a single sprint.
----------------------
It is calculated by summing up the story points (or other units) of all the
user stories or items successfully completed in a sprint. ----------------------
Velocity provides the team with a reference point for capacity planning ----------------------
and helps in forecasting how much work can be completed in future sprints.
Teams should establish a stable velocity over time to improve predictability. ----------------------

----------------------

Project Planning Using Scrum 93

Notes Burndown Chart:
A burndown chart is a visual representation of the remaining work over
----------------------
time within a sprint or release.
---------------------- The horizontal axis represents time (e.g., days of the sprint or weeks of
the release), while the vertical axis represents the amount of work remaining
----------------------
(usually in story points or work units).
---------------------- At the start of the sprint or release, the burndown chart begins at the total
work to be completed and gradually decreases as work is completed.
----------------------
A well-managed burndown chart shows a steady, linear decrease in
---------------------- remaining work. Deviations from this ideal line indicate potential problems
---------------------- that may need addressing, such as scope changes, resource constraints, or risks.
Both velocity and burndown charts are valuable tools in Scrum for
---------------------- understanding progress, making data-driven decisions, and managing work
---------------------- efficiently.
They provide transparency and help the team and stakeholders stay
---------------------- informed about the project’s status and whether it is on track to meet its
---------------------- goals. These tools also assist in making adjustments when necessary to ensure
successful sprint and release outcomes.
----------------------

---------------------- Check your Progress 4

---------------------- 1. During Sprint Planning, who is responsible for prioritizing the Product
Backlog items?
----------------------
A. Scrum Master.
---------------------- B. Development Team.
---------------------- C. Product Owner.
D. Stakeholders.
----------------------
2. What is the purpose of the Daily Stand-up (Daily Scrum) meeting in
---------------------- Scrum project planning?
---------------------- A. Detailed project status reporting.
B. Micro-management of team tasks.
----------------------
C. Problem-solving and removing impediments.
---------------------- D. Monthly sprint planning.
----------------------

---------------------- 3.7 USER STORY MAPPING & BACKLOG REFINEMENT

USING SCRUM
----------------------
User Story Mapping:
----------------------
User Story Mapping is a visual and collaborative technique used in Agile
---------------------- and Scrum to better understand, prioritize, and plan the development of a
product or project.
94 Introduction to Agile Methodology
It provides a holistic view of the user’s journey or workflow and helps in Notes
organizing and prioritizing user stories (or requirements) based on their relative
importance and dependencies. ----------------------
User Story Mapping is often used in the context of backlog refinement, ----------------------
sprint planning, and release planning.
----------------------
The process of User Story Mapping typically involves the following
steps: ----------------------
Identify the User’s Journey: Start by understanding the end-to-end
----------------------
journey of the user or the workflow you are building the product for. This may
involve brainstorming sessions or discussions with stakeholders to outline the ----------------------
steps and activities involved.
----------------------
Create User Stories: For each step or activity in the user’s journey, create
user stories that describe specific functionalities or requirements. These user ----------------------
stories should be concise and focused on providing value to the user.
----------------------
Arrange User Stories Horizontally: Place the user stories on a horizontal
axis in the order in which the user would typically experience them. This ----------------------
represents the chronological flow of the user journey.
----------------------
Group User Stories Vertically: Group related user stories vertically to
represent specific features or components. These vertical groups can be thought ----------------------
of as “themes” or “epics.”
----------------------
Prioritize and Refine: Discuss and prioritize the user stories within
each group or theme. You can use techniques like dot voting or discussion to ----------------------
determine their importance and order.
----------------------
Identify Dependencies: Look for dependencies between user stories and
mark them to indicate where one user story relies on another. Understanding ----------------------
dependencies helps with planning and sequencing.
----------------------
Plan Releases and Sprints: User Story Mapping can assist in defining
the scope of releases and sprints. It provides a clear picture of what can be ----------------------
delivered in each increment, making it easier to plan and allocate work. ----------------------
User Story Mapping is a valuable technique for teams because it helps
create a shared understanding of the product’s requirements, aligns team ----------------------
members on priorities, and provides a visual representation of the product ----------------------
development process. It facilitates better backlog management and effective
sprint planning. ----------------------
Backlog Refinement (Grooming): ----------------------
Backlog Refinement, also known as backlog grooming, is an ongoing
----------------------
process in Scrum that involves reviewing and improving the product backlog
to ensure that it is well-organized, prioritized, and contains clear and actionable ----------------------
user stories. The goal of backlog refinement is to prepare backlog items (usually
user stories) for future sprints or releases. ----------------------

----------------------

Project Planning Using Scrum 95

Notes Key activities in backlog refinement include:
Addition of New Items: New user stories or items may be identified
----------------------
and added to the backlog based on changing requirements or insights from
---------------------- stakeholders.
Estimation: The development team estimates the effort required for each
----------------------
user story. This can be done using story points, time estimates, or other relevant
---------------------- methods.
Priority Review: The Product Owner and the team review and adjust the
----------------------
priority of user stories to reflect changing business needs and market dynamics.
---------------------- Detail Clarification: User stories are refined to include more detailed
---------------------- information about requirements and acceptance criteria. Any ambiguity is
resolved.
---------------------- Dependency Identification: Teams identify and document any dependencies
---------------------- between user stories and consider how they will be addressed.
Splitting User Stories: Large or complex user stories may be split into smaller,
---------------------- more manageable pieces to improve agility and simplify planning.
---------------------- Archiving or Removing Items: User stories that are no longer relevant or
needed may be archived or removed from the backlog.
----------------------
Reviewing and Updating Acceptance Criteria: Acceptance criteria are
---------------------- reviewed to ensure they accurately reflect the desired functionality and quality
standards.
----------------------
Backlog refinement is not a formal Scrum ceremony but an ongoing,
---------------------- collaborative practice that takes place as needed.
---------------------- It ensures that the backlog remains in good shape for sprint planning and
that the team is always prepared to work on the most important and well-defined
---------------------- user stories in each sprint.
---------------------- It helps maintain flexibility and responsiveness in the face of changing
requirements or priorities.
----------------------

---------------------- Check your Progress 5

---------------------- 1. Why is adaptability a crucial aspect of Scrum project planning?
---------------------- A. To create a rigid and inflexible project plan.
B. To resist any changes during the project.
----------------------
C. To respond to evolving requirements and priorities.
---------------------- D. To strictly adhere to the initial project timeline.
----------------------

----------------------

96 Introduction to Agile Methodology

Summary Notes

● Planning a project using Scrum involves a collaborative and iterative ----------------------

approach, allowing teams to respond to changing requirements and deliver
----------------------
value incrementally. Here’s a summary of planning in a Scrum project:
● Product Backlog: ----------------------
● Definition: A prioritized list of features, enhancements, and bug fixes that ----------------------
constitute the product.
● Role in Planning: Serves as the foundation for project planning, with ----------------------
the Product Owner continuously refining and prioritizing items based on ----------------------
business value.
● Sprint Planning: ----------------------
● Definition: A collaborative meeting at the beginning of each sprint to plan ----------------------
the work to be done.
----------------------
● Role in Planning: The team, including the Product Owner and Scrum
Master, collaboratively selects items from the Product Backlog for the ----------------------
upcoming sprint, determining what can be delivered.
----------------------
● Sprint Backlog:
● Definition: A subset of the Product Backlog selected for a specific sprint. ----------------------
● Role in Planning: The team commits to delivering the items selected for ----------------------
the sprint, creating a detailed plan for implementation.
----------------------
● User Stories:
● Definition: Short, simple descriptions of a feature or piece of functionality ----------------------
from an end-user perspective.
----------------------
● Role in Planning: User stories are a key element in the Product Backlog,
providing a basis for understanding and planning the work to be done. ----------------------
● Estimation: ----------------------
● Definition: Assigning relative effort or size estimates to user stories.
----------------------
● Role in Planning: Helps in determining the capacity of the team for each
sprint and aids in selecting an achievable amount of work. ----------------------
● Daily Stand-up (Daily Scrum):
----------------------
● Definition: A brief daily meeting for team members to synchronize and
discuss progress. ----------------------
● Role in Planning: Enables the team to adapt the plan as needed by ----------------------
identifying and addressing any impediments or changes in real-time.
----------------------
● Adaptability:
● Definition: The ability to respond to changes in requirements or priorities. ----------------------
● Role in Planning: Central to Scrum’s philosophy, allowing teams to adjust ----------------------
plans during the sprint based on feedback and evolving circumstances.
----------------------

Project Planning Using Scrum 97

Notes ● Sprint Review:
● Definition: A meeting at the end of each sprint where the team demonstrates
---------------------- completed work to stakeholders.
---------------------- ● Role in Planning: Provides an opportunity to gather feedback and adjust
future plans based on stakeholder input.
----------------------
● Sprint Retrospective:
---------------------- ● Definition: A reflection session at the end of each sprint to discuss what
went well, what could be improved, and actions for the next sprint.
----------------------
● Role in Planning: Drives continuous improvement by incorporating
---------------------- lessons learned into future planning and execution.
---------------------- ● Definition of Done (DoD):
● Definition: Criteria that must be met for a product backlog item to be
----------------------
considered complete.
---------------------- ● Role in Planning: Guides the team in understanding and meeting the
required quality standards for each increment.
----------------------
● Planning in a Scrum project involves continuous collaboration,
---------------------- adaptability, and a focus on delivering value in short, iterative cycles.
The Product Backlog, Sprint Planning, and other Scrum ceremonies play
---------------------- crucial roles in achieving successful project outcomes.
----------------------
Keywords
----------------------
● Agile: Agile methodologies focus on flexibility, collaboration, and
---------------------- adaptability in project management.
---------------------- ● Scrum: A specific Agile framework that provides a structured approach
to software development and project management.
----------------------
● Agile Manifesto: A set of guiding values and principles for Agile
---------------------- development, emphasizing individuals, collaboration, and responding to
change.
----------------------
● Product Owner: Represents the customer, prioritizes the product
---------------------- backlog, and ensures value delivery.
● Scrum Master: Facilitates the Scrum process, removes impediments,
----------------------
and supports the team.
---------------------- ● Development Team: Cross-functional, self-organizing group responsible
for delivering increments in sprints.
----------------------
● Sprint: A time-boxed iteration (typically 2-4 weeks) where a potentially
---------------------- shippable product increment is created.
---------------------- ● Sprint Planning: Collaborative meeting at the beginning of a sprint to
plan the work to be done.
----------------------
● Daily Stand-up (Daily Scrum): Short daily meeting for team members
---------------------- to synchronize and discuss progress.

98 Introduction to Agile Methodology

● Sprint Review: Meeting at the end of a sprint where the team demonstrates Notes
completed work to stakeholders.
● Sprint Retrospective: Reflection session at the end of a sprint to identify ----------------------
areas for improvement. ----------------------
● Product Backlog: Prioritized list of features, enhancements, and bug
fixes. ----------------------
● Sprint Backlog: Subset of the Product Backlog selected for a specific ----------------------
sprint.
----------------------
● Increment: The sum of completed product backlog items in a sprint,
meeting the Definition of Done. ----------------------
● Definition of Done (DoD): Criteria that must be met for a product backlog
----------------------
item to be considered complete.
● User Stories: Short descriptions of a feature told from the perspective of ----------------------
the end user.
----------------------
● Velocity: A measure of the amount of work completed by the team in
each sprint. ----------------------
● Burndown Chart: Visual representation of work completed versus work ----------------------
remaining throughout a sprint.
● Retrospective: A session for the team to reflect on the processes and ----------------------
outcomes of a sprint for continuous improvement. ----------------------

Self-Assessment Questions ----------------------

1. Explain the role of the Product Owner in project planning using Scrum. ----------------------
How does their involvement contribute to the success of the project? ----------------------
2. Describe the significance of the Sprint Planning meeting in Scrum. What
key activities and discussions take place during this meeting, and how ----------------------
does it set the tone for the upcoming sprint? ----------------------
3. In Scrum, user stories play a crucial role in project planning. Discuss the
characteristics of well-defined user stories and how they aid in effective ----------------------
planning and communication within the development team. ----------------------
4. Reflect on the importance of adaptability in Scrum project planning.
----------------------
Provide examples of situations where adaptability is crucial, and explain
how the Scrum framework facilitates adjustments during a project. ----------------------
5. The Sprint Review and Sprint Retrospective are essential Scrum
----------------------
ceremonies at the end of each sprint. Explain how insights gained from
these ceremonies contribute to future project planning and continuous ----------------------
improvement within the team.
----------------------

----------------------

Project Planning Using Scrum 99

Notes Answers to Check your Progress
---------------------- Check your Progress 1

---------------------- 1. It serves as a repository for user stories and other work items.
Check your Progress 2
----------------------
1. Collaboratively planning the work to be done in the upcoming sprint.
----------------------
Check your Progress 3
---------------------- 1. internal event
---------------------- Check your Progress 4

---------------------- 1. Product Owner.

2. Problem-solving and removing impediments.
----------------------
Check your Progress 5
----------------------
1. Correct Answer: C. To respond to evolving requirements and priorities.
----------------------

---------------------- Suggested Reading

---------------------- 1. “Agile Estimating and Planning” by Mike Cohn:
---------------------- Mike Cohn explores practical techniques for estimating and planning in
an Agile environment, including Scrum. The book provides guidance on
---------------------- creating reliable project schedules.
---------------------- 2. “Scrum Guide” by Ken Schwaber and Jeff Sutherland:

---------------------- The Scrum Guide, authored by the co-creators of Scrum, provides a

concise and authoritative overview of the framework. It’s an essential
---------------------- read for understanding the fundamental concepts of Scrum.

---------------------- 3. “Essential Scrum: A Practical Guide to the Most Popular Agile Process”
by Kenneth S. Rubin:
----------------------
Kenneth Rubin provides a comprehensive guide to Scrum, covering its
---------------------- roles, ceremonies, and artifacts. The book is suitable for practitioners and
organizations adopting Scrum.
----------------------
4. “Scrum and XP from the Trenches” by Henrik Kniberg:
---------------------- Henrik Kniberg shares practical insights and experiences from his work
implementing Scrum and XP (Extreme Programming). The book provides
----------------------
a pragmatic perspective on Agile practices.
----------------------

----------------------

100 Introduction to Agile Methodology

Case Study: 1 Notes
This case study was conducted to evaluate Agile adoption on a project that has ----------------------
to update an obsolete enterprise data warehouse. The team members have never
collaborated with each other, and the project was their first Agile experience. ----------------------
The project used the Scrum process to implement Agile. The data gathered on ----------------------
this case study originates from three focus groups, each of whose conversations
were recorded, scribed and analysed. Though there were various conclusions, ----------------------
the main findings indicate that the Agile method requires meticulous and
----------------------
thorough planning prior to the transition.
Findings ----------------------
There was a mixed evaluation of the experience. Participants mainly raised ----------------------
issues regarding the lack of planning in the implementation of the Scrum
process. They praised the collaborative and dynamic aspects of the process. ----------------------
Negative Feedback ----------------------
1. The big picture: Most participants felt that the big picture was missing. ----------------------
Even though the project had a business case, project scope document and a
project plan, the project team seemingly couldn’t visualise the destination ----------------------
and the final product. The Scrum process didn’t advocate the business
vision behind the project and how the project fit within the enterprise ----------------------
strategy. The big picture was not defined upfront. It was assumed that ----------------------
it was known, and it would be constructed and polished as the process
progressed. ----------------------
2. Even though the product backlog was built, socialised with the team and ----------------------
stakeholders, and approved, the team claimed that the itemised nature of
the deliverable was too detailed and too soon in the process. Participants ----------------------
preferred to invest time in defining goals and requirements before diving
----------------------
into an itemised level of deliverables. One participant stated, You can
easily get caught up in the details and miss the big picture. ----------------------
3. Lack of documentation: Participants stated the issue of insufficient
----------------------
documentation as they felt they were missing crucial knowledge. In an
Agile process, due to continuous collaboration between team members, ----------------------
requirements can crop up at any time during the process. Examining
samples of the project’s user story shows that the style of the user story ----------------------
was not adaptable to business intelligence requirements. To overcome
----------------------
that limitation, team members exchanged information verbally and via
email. ----------------------
4. Lack of planning: Not enough planning was a consensus amongst the
----------------------
project team. The team referred to the adoption of Agile as not planned
and not thoroughly thought out. The team felt they were not prepared for ----------------------
Agile. During the focus group, participants occasionally referred to their
previous phased approach as a reference point. ----------------------

----------------------

Case Study 101

Notes Positive Feedback
Some aspects of the experience were praised and appreciated by the team.
----------------------
1. Team spirit: Participants found that using the Scrum process brought
---------------------- them closer, made them aware of each other’s thinking processes and
helped build team spirit. They felt the method facilitated knowledge
----------------------
sharing.
---------------------- 2. Dynamic: Most of the participants also found the process to be very
vibrant and dynamic. The process energised the team, and all team
----------------------
members felt they had a voice.
---------------------- Lessons Learned
---------------------- What can be gauged from this case study is that in order for the Agile process
to be effective, the following is required:
----------------------
● The transition to Agile must be planned thoroughly
---------------------- ● Agility must be introduced iteratively - a single-jump transition to Agile
---------------------- is a recipe for failure
● A plan for change and education must be put in place to prepare the team
---------------------- for Agile
---------------------- ● A warm introduction of Agile through a change management plan is
necessary
----------------------
● Continuous feedback and improvement of the Agile implementation are
---------------------- needed

----------------------

102 Introduction to Agile Methodology

Engagement and collaboration are the foundation of the Agile platform. Notes
However, Agile is a generic framework. Its adaptation is not an easy process.
Additionally, projects and organisations frequently fail to define Agile adoption ----------------------
benefits prior to the transition.
----------------------
In contrast to the simplistic and partial views undertaken by organisations, Agile
adoption is influenced by a number of factors. Most of these factors arise as a ----------------------
direct result of the nature of the organisation. Thus, self-knowledge is critical
----------------------
when making an organisational process change.
A pre-evaluation of Agile suitability must be conducted to ensure it is a right ----------------------
choice prior to implementation. In such an evaluation, various parameters must
----------------------
also be considered and acknowledged prior to the transition to Agile:
1. Cultural fit: Much depends upon whether Agile can be implemented ----------------------
successfully in a given organisational culture. Agile is certainly not a
----------------------
cure-all remedy, and organisations with compatible cultures can achieve
benefits to a sizeable degree. However, when Agile is a miss-match, it ----------------------
becomes a cultural shift rather than a simple process adoption.
----------------------
2. Project execution maturity: How good are your team at delivering?
Delivery is a culture and a process. Changing the process won’t ----------------------
necessarily make you good at delivering. Process maturity is a state of
robustly defined, inter-related processes that lead to consistent results ----------------------
and output with the least deviation. Understanding the maturity level ----------------------
facilitates project execution as the project implementation strategy can
then be adapted to a particular level of maturity. ----------------------
3. Expectations: The framework lays out a set of principals but does not ----------------------
define benefits. It’s an organisation’s responsibility to define what it is
expecting from Agile. ----------------------
4. People: Stakeholders across all concerned divisions need to participate in ----------------------
the decision to adopt Agile. Educational enhancement activities can allow
for better organisation- wide comprehension of this process. ----------------------
5. Distributed environment: If the team is geographically distributed, ----------------------
Agile could be a challenge since the Agile concept is built around a team
being co-located. Thus, distributed Agile implementation is challenging, ----------------------
and the constraint of being distributed may impact the process.
----------------------
Agility is not a one-dimensional concept. Organisations tend to have deep-
rooted methods of project execution, and the present degree of agility needs to ----------------------
be accounted for before switching to Agile.
----------------------
The management of the transition from the current style of project execution to
Agile affects the large-scale realisation of Agile benefits. This transition needs to ----------------------
be gradual and well- managed rather than abrupt and sudden. A warm introduction ----------------------
to Agile through a change of management plan can facilitate the overall transition.
Ultimately, Agile is a difficult-to-master concept. Rolling out a process does not ----------------------
necessarily mean the end of the journey. The process maturity level is enhanced ----------------------

Case Study 103

Notes by the implementation of a process improvement capability that supports
projects and promotes the key concepts and practices of the methodology -
---------------------- helping to ensure Agile adoption is a success.
----------------------
Case Study: 2
----------------------
Agile methodology
---------------------- Agile software development refers to a group of software development
methodologies that promote the development of iterations, open collaborations,
----------------------
and process adaptability throughout the life-cycle of the project. It chooses to
---------------------- do things in small increments, with minimal planning, rather than plan at length.
This helps to minimize the overall risk, and allows the project to adapt changes
---------------------- more quickly. There is also an emphasis on stakeholder involvement.
---------------------- Any agile software process is characterized in a manner that addresses three key
assumptions about the majority of software projects:
----------------------
1. It is difficult to predict in advance which software requirements will persist
---------------------- and which will change. It is equally difficult to predict how customer
priorities will change as a project proceeds.
----------------------
1. For many types of software, design and construction are interleaved.
----------------------
2. Analysis, design, construction, and testing are not as predictable as we
---------------------- might like. An agile process, therefore, must be adaptable.
In this case study we are involving women from different categories of society
----------------------
from different areas of Andhra Pradesh. They specified a bulk of requirements
---------------------- which they are in need regularly like Legal issues, Medical issues, Educational
issues, Recipes and Government schemes. For identifying the sources to get the
---------------------- information they need to spend a lot of time away from home. So, we searched
a number of web Applications which will be providing the information related
----------------------
to these requirements but no application is there to serve for all the needs. For
---------------------- this purpose we are going to develop the proposed application to satisfy all
these requirements.
----------------------
After the collaborative communication with the customer we have collected the
---------------------- following things. They need

---------------------- h To know the Legal Matters related to Women.

h Different University Notification in a single point access.
----------------------
h Expert lectures and study material
---------------------- h To have the information related to the precautions and preventions
of various diseases and likes to have suggestions from the Medical
----------------------
practitioners.
---------------------- h To know the information related to local, national and international
recipes.
----------------------
h Government Schemes related to women.
----------------------

104 Introduction to Agile Methodology

a) Legal issues We had collected the information related to legal matters Notes
from Lawyers, Police department and different social organizations.
----------------------
b) Educational issues Gathering the notifications and proceedings
information from different university websites regularly and updating the ----------------------
related data in our application. Collecting the study materials and expert
lectures related to different domains. ----------------------
c) Medical issues By having communication with Medical Practitioners we ----------------------
are going to collect the area wise information related to various diseases,
their precautions and prevention measures. ----------------------
d) Recipes Collecting the information related to different recipes from ----------------------
websites and expert chefs.
----------------------
e) Government Schemes Here the source of information is from www.
aponline.gov and related government sites. ----------------------
III. Analysis At first we are going to consider the development of this case ----------------------
study by using XP. In this phase we are concentrating on the requirements of
users called stories, consists of the features and functionalities and these will ----------------------
be placed on index cards. Customers specify the values for these requirements
called Priorities. Depending on the priorities specified by the customers releases ----------------------
will be done. For this case study the priorities specified by the customer are ----------------------
represented by the figure
----------------------

----------------------

----------------------
No story should take more than three weeks for the development. If it takes it
----------------------
should be splitted into small stories. The cost and time scheduling must be done
again for these. New story can be written at any time. Grouping of the stories ----------------------
will be done for the releases. The
----------------------
releases for this case study are represented by the figure, which is totally
depending on the priorities specified by the customer. ----------------------

----------------------

Case Study 105

Notes

----------------------

---------------------- a) CRC cards

---------------------- As per the system Architecture the following are the classes
---------------------- ● In Legal issues Complaint registration, Complaint status, Advices from
Advocates and Helping Hands. The classes Complaint registration,
---------------------- Complaint status have the internal relationships.
---------------------- ● In Educational Issues courses, E-Sources, Notifications and Empowering
girls are the individual functionalities no interdependency between the
---------------------- classes.
---------------------- ● In Medical issues Home & Health, Health A-Z, Drugs & Supplements
,Healthy living, Eating & Diet, Parenting & Pregnancy and Teen Health
---------------------- no interoperability between the functionality.
---------------------- ● In Recipes there are two functionalities Add Recipes and Download.
● In Government schemes we are going to post the information related to
---------------------- government schemes. As this is the web application this can be viewed by

106 Introduction to Agile Methodology

number of user, according to their feedback the developers has to modify. Notes
If we follow the traditional processes it may disturb the flow of the system.
b) MVC Design pattern ----------------------

The model view controller (MVC) design pattern which can weaken the ----------------------
coupling among the different application tiers and make the development
and maintenance simpler. The MVC is a fundamental design pattern for the ----------------------
separation between user interface logic and business logic. Since applications ----------------------
are very large in size these days and the MVC design pattern can weak the
coupling among the different application tiers of application ----------------------

----------------------

----------------------
One way to separate concerns in a software application is to use Model-View-
----------------------
Controller (MVC) architecture.
● The Model represents the business or database code ----------------------
● The View represents the page design code ----------------------
● The Controller represents the navigational code
----------------------
Acceptance testing
----------------------
Acceptance Testing is performed after System Testing and before making the
system available for actual use ----------------------
● Internal Acceptance Testing (Also known as Alpha Testing) is performed
----------------------
by members of the organization that developed the software but who are
not directly involved in the project (Development or Testing).Here we are ----------------------
involving the analyst and designer.
----------------------
● External Acceptance Testing is performed by people who are not
employees of the organization that developed the software. selected 50 ----------------------
members of women from different categories of the society. Depending
on the priority chart releases will be done. After Release ----------------------
#1 the team computes project velocity in turn used to estimate delivery dates and ----------------------
schedule for subsequent releases and determine whether an over-commitment
exists or not. ----------------------
● Customer Acceptance Testing is performed by the customers of the ----------------------
organization that developed the software. They are the ones who asked
the organization to develop the software for them. This is the project for ----------------------
social benefit so no specific customer is there here we are involving the
----------------------
Doctors, Lawyers and members of social organizations who shared their
knowledge to start the process. [This is in the case of the software not ----------------------
being owned by the organization that developed it.]
----------------------

Case Study 107

Notes ● User Acceptance Testing (Also known as Beta Testing) is performed by
the end users of the software. They can be the customers themselves or
---------------------- the customers’ customers. To perform this task we
---------------------- Scrum
SCRUM incorporates the following framework activities.
----------------------
● Requirements
----------------------
● Analysis
---------------------- ● Design
---------------------- ● Evolution and Delivery
Each framework activity will have work task occur within a process pattern
---------------------- called a sprint, is defined and often modify in real time by the scrum team.
---------------------- Scrum emphasizes the use of set of software process pattern that were proven
effective for project with tight timely ness changing requirements and business
---------------------- criticality.

---------------------- In Scrum, the entire framework activities categorized into three phases:
Pregame
----------------------
Game
---------------------- Postgame
---------------------- Pregame consist of two important activities

---------------------- 1. Planning: Definition of a new release based on currently known backlog,

along with an estimate of its schedule and cost. If a new system is being
---------------------- developed, this phase consists of both conceptualization and analysis.
If an existing system is being enhanced, this phase consists of limited
---------------------- analysis.
---------------------- Backlog -A prioritized list of project requirements or features that
provide business values for the customer. The product manager assesses
----------------------
the backlogs and updates priorities as required. In this case study the
---------------------- prioritized list is common for XP and Scrum. The requirements already
specified above for XP.
----------------------
2. Architecture: The architecture of scrum deals with the development of
---------------------- design which specifies the process patterns of work units called sprints.
Sprints – consist of work unit that are required to achieve a requirement defined
----------------------
in the backlog that must be fit in to a predefined time-box (Typically 30
---------------------- days).During the sprint, the work units addresses are frozen and allotted
to team members to work in stable environment.
----------------------
Game
---------------------- Game phase includes in the development activities. Development Sprints:
---------------------- Development of new release functionality, with constant respect to the variables
of time, requirements, quality, cost, and competition. Interaction with these
---------------------- variables defines the end of this phase. There are multiple, iterative development
sprints, or cycles, that are used to evolve the system.
108 Introduction to Agile Methodology
Postgame Notes
Closure: Preparation for release, including final documentation, pre-release
----------------------
staged testing, and release. Scrum meetings - are short (typically 15 minutes).
Meetings held daily by the scrum teams. Three questions are asked and answer ----------------------
by the all team members.
----------------------
What did you do since the last team meeting?
What obstacles are you encountering? ----------------------
What do you plan to accomplish by the next team meeting? ----------------------
These daily meetings help the team to uncover potential problems as early
as possible and lead to knowledge socialization and there by promote a self ----------------------
organizing team structure. Depending on the work unit size the designing of ----------------------
the sprint is done and what are the test case studies to be invoked is going to
be identified. Demos – deliver the software increment to the customer so that ----------------------
functionality that has been implemented can be demonstrated and evaluated
by the customer. It is not compulsory that all functionalities must be covered ----------------------
but they must be delivered within the time box. Scrum process patterns enable ----------------------
a software development team to work successfully in a world where the
elimination of uncertainty is impossible. ----------------------
Conclusion ----------------------
In agile development process by using XP methodology, the stories can
----------------------
be divided in two number of small depending on the time factor (if a story
exceeds 3 week s for the development that can be divided in to small stories). ----------------------
So in XP the changes can be allowed in the middle of the development. For
example, in this case study if we consider the legal issues, adding of another ----------------------
new requirement related to complaint like cybercrime will cause some change
----------------------
in the development which is going to have effect on the size of the story which
already have been specified. These types of changes can be acceptable in XP. ----------------------
In Scrum once the sprints are identified and allotted to the team members they
----------------------
must be stable because they are frozen. No modifications are allowed until
the completion of the development of that sprint. Adding of new sprints in the ----------------------
middle of the development is not possible. In XP team size should not exceed10
members, and it is limited to 7 in scrum. XP will not support the distributed ----------------------
development, scrum will support.
----------------------

Case Study 3 ----------------------

ABSTRACT ----------------------
In the microprocessor industry, the product development engineering (PDE) ----------------------
group exists to provide the test collateral to support cost-effective device
screening and classification. ----------------------
Squeezed between the actual design teams and factory manufacturing teams, ----------------------
PDE is often put under tremendous pressure without ultimate control of team
level deadline, scope, requirements, or deliverables. ----------------------

Case Study 109

Notes To better coordinate the efforts of the sub-teams within PDE, seven teams
comprising approximately 50 people volunteered to pilot a more integrated
---------------------- approach to product development.
---------------------- To organize this integration, the management decided that Scrum was the best
project management framework to employ along with agile engineering best
---------------------- practices. This case study describes the journey taken by the organization, its
lessons learned, and the results of its investment in Scrum.
----------------------
INTRODUCTION
----------------------
In the software engineering world of agile and Scrum implementation, a
---------------------- plethora of best practices exist. Many of these involve small or medium-
sized organizations using small teams, developing software in object-oriented
---------------------- languages. The Oregon and Pacific (OAP) PDE team is a large organization
needing to implement Scrum and agile across multiple teams, sites, cultures, and
----------------------
environments. The work product is a Test Program which runs on Automated
---------------------- Test Equipment (ATE). ATE has a proprietary operating system and interface
languages which prevent the organization from using industry standard, off-the-
---------------------- shelf software validation solutions. In essence, we are working in a proprietary
language environment with no off-the-shelf unit test framework and no offline
----------------------
testing capabilities.
---------------------- Additionally, team have a long history of requirements thrash, over-committing,
---------------------- missed schedules, insane work weeks, poor morale, and high turnover rates. A
long history in fabrication and manufacturing has resulted in a strong waterfall
---------------------- culture at Intel, embraced widely as the best path to success. Teams are organized
in functional “silos” with regularly scheduled hand-offs of deliverables to other
---------------------- functional silo teams. The result is that some teams carry an unusual burden at
---------------------- late phases in the lifecycle and had very high turnover at the end of a project.
Finally, each team is comprised of domain experts whose skills seldom overlap
---------------------- with those of their team members. It is therefore difficult to impossible to pair
on tasks or share responsibility within a team.
----------------------
Despite all of these challenges, team wanted to move ahead with a different
---------------------- way of managing and organizing projects to better unite test teams and smooth
out the delivery of our work product. Company chose to introduce Scrum to the
---------------------- organization at the outset of a project, when most of the work was development
---------------------- of pre-silicon infrastructure and readiness work. If team could get Scrum to
work during this first phase, team felt the best practices learned in this relatively
---------------------- calm period of the project would find their way into the more stressful execution
phase — when daily work is dependent on the health of actual silicon, dynamic
---------------------- external business conditions, and the requirements of the Fabrication, Design,
---------------------- and Manufacturing customers.
PHASE 1: PREPARING FOR SILICON
----------------------
The initial transition group included six teams and numerous sub-teams. As a
---------------------- first step, team retained Danube Technologies, Inc. as a Scrum education and
coaching vendor.
----------------------

110 Introduction to Agile Methodology

Approximately 20 group leads and technical leads attended a two-day Certified Notes
ScrumMaster training course as an intense introduction to Scrum principles
and practices. Unfortunately, three senior managers missed the training and ----------------------
this resulted in subsequent impediments throughout the transition process.
Executive sponsorship was critical to our success. Having our three most senior ----------------------
leaders absent from the initial training led to gaps in their knowledge of the ----------------------
changes team were trying to make. After the training, participants attended a
retrospective meeting and discussed, without Danube representatives present, ----------------------
their thoughts, reservations, and commitment level to a Scrum approach to
project management. The team leaders agreed to commit to three months of ----------------------
implementing Scrum principles and practices “by the book” prior to questioning ----------------------
the effectiveness of the new process or attempting to tailor it to Intel needs. A
Process Action Team (PAT) was formed to monitor the development of Scrum ----------------------
within the pilot teams and to provide support for process questions. Even though
agreement was there, I could already sense a split in the organization into “pigs” ----------------------
and “chickens” in terms of supporting Scrum. ----------------------
Group and team lead functioned as the Product Owners for all seven teams,
----------------------
while I worked as the ScrumMaster. I felt strongly that Scrum was an important
framework to implement within these teams and I was willing to take the risk ----------------------
to champion it. Although the result of taking this risk was positive, I nearly
didn’t survive a full quarter of Scrum Mastering seven teams! Working with ----------------------
Danube consultants Michael James and Dan Rawsthorne, team determined
----------------------
that having volunteer Scrum Masters would be important to each team’s
success and to their own sanity. First, team worked with Intel management ----------------------
to make sure that the role of ScrumMaster was valued in the performance
appraisal system as “real engineering work,” rather than administrative ----------------------
overhead. Secondly, those who stepped up to take ScrumMaster roles did so
----------------------
on teams in which they did not have a technical stake. This helped prevent any
conflicts of interest between their own technical projects and their facilitation ----------------------
responsibilities. Budget did not exist for Scrum Masters to give up their own
engineering work in favour of ScrumMaster work. However, support was lent ----------------------
for a lighter change in product role for those who stepped up to shepherd the
----------------------
process in ScrumMaster positions.
At the end of three months, there were three additional Scrum Masters to manage ----------------------
seven teams. Additionally, an eighth team had volunteered to start using Scrum.
----------------------
After approximately five months, scaling work across the Scrum teams became
one of the largest challenges. Prior to adding the additional five teams that were ----------------------
formed throughout the remainder of the year, the organization needed more
knowledge on how to manage the dependencies between multiple teams and ----------------------
facilitate better inter team communication. Danube was again retained to develop
----------------------
a customized Scrum scaling course for some of the original participants of the
Certified ScrumMaster course along with the senior managers who missed the ----------------------
first class. This day-long training reviewed major principles of release planning,
sprint planning, and, in particular, scaling across multiple teams. Company ----------------------
again took the “learn, try, inspect, and adapt” approach to this scaling.
----------------------

Case Study 111

Notes After learning a few “best practices” for scaling, team took the issue back to
the teams to try one of the scaling models from class and then tailored the
---------------------- approach to the teams’ real world environments. After adding some roles to
handle technical dependencies and more layers of organization, the group was
---------------------- able to scale to 12 Scrum teams, each containing approximately five to nine
---------------------- developers, within a year.
Two of the primary aspects of successful organizational transitions that team
----------------------
discussed with the Danube consultants were volunteerism and self-organization.
---------------------- Although teams who committed to a three-month trial period of “by-the-book
Scrum” were asked to adhere to the core principles and practices, adoption
---------------------- was clearly more important than adherence. A “please just try it” attitude from
management resulted in better buy-in from teams. After the three- month trial,
----------------------
teams were given the freedom to organize themselves and inspect and adapt their
---------------------- approach every sprint. Although the teams needed to work together, they were
given as much freedom as possible to determine what would work for them.
---------------------- Deviations were discussed, but not judged in the PAT meeting with all POs and
Scrum Masters each week. Our goal at this stage was unity, not uniformity
----------------------
Visibility was also crucial to this process. An internal wiki allowed teams to
---------------------- document what worked for them, what didn’t work well, and suggestions for
best practices for Scrum adoption.
----------------------
Implementing Scrum “by the book” was an integral part of launching Scrum
---------------------- across the teams. However, at an organization the size of OAP, it is necessary
to conform to certain organizational structures or requirements. After the three-
----------------------
month pilot period, some modifications were made to fit Scrum into our culture
---------------------- and environment. First, the team had to

---------------------- define which roles were most useful to their goals. Company developed the
following role descriptions:
---------------------- Business Owners: Senior managers or principal engineers charged with
---------------------- oversight of multiple teams or overarching technical issues for all teams. BOs
set the roadmap milestones (Release Plan) and defined the ‘desired’ features
---------------------- at each milestone. Scrum teams still owned sizing and committing to meet the
feature milestones based on their velocity.
----------------------
Product Owners: Typically, functional group managers
----------------------
Technical Owners: Technical leads from each of the functional areas who
---------------------- could collaborate on integration, dependency, and architectural issues to ensure
congruence between teams with dependent outputs. TOs held ad hoc meetings
---------------------- to break down epics into sprint-able stories.
---------------------- Scrum Masters: A cross-team engineer with no specific stake in the project
team he or she was Scrum Mastering. This helped to curb the urge for the
---------------------- ScrumMaster to meddle in the technical solution.
---------------------- Teams: Team charged with one output of the test suite, rarely with cross-
functional team members. Almost always a functional silo team.
----------------------

112 Introduction to Agile Methodology

Transient: Group members with highly specialized skill sets needed by Notes
multiple teams for only a sprint or two at a time. They came and went at sprint
boundaries. ----------------------
Conduit: Team member who represents more than one person including ----------------------
contractor supervisors or local members of a remote team. Conduits can sign
up for many more story points of work than a normal team member. ----------------------
Story Owners: A technical expert with knowledge of how to complete a story ----------------------
who can develop tasks and request the participation of certain team members
in completing those tasks. The one person you can go to and ask, “What’s the ----------------------
status of this story?” and get the right answer from, every time.
----------------------
Finally, during this phase of product development, the overall group of
Scrum teams was essentially its own customer. Company were only building ----------------------
infrastructure to support silicon debug and manufacturing. There was no outside
----------------------
force requesting certain features during the first year or so of the project. This
made business value a difficult metric for prioritization. Therefore, the POs and ----------------------
BOs tried to prioritize features with a combination of estimated business value
and general priority, mostly as a dependency management strategy. ----------------------
By the end of the first year, Scrum had taken root within the organization ----------------------
and become the default framework for planning our work and managing our
requirements. The PAT had a wealth of data on which “tailorings” were and ----------------------
were not working. Silicon loomed on the horizon. Would the process hold up ----------------------
under real business pressure or would it get thrown out the window in favor of
doing it the “old” way? ----------------------
PHASE 2: SURVIVING SILICON ----------------------
First silicon is a tough time to be a product development engineer. If you mapped
it on the Stacey Diagram, it would be the most upper-right pixel in the chaos ----------------------
space! When silicon arrives, all requirements are ambiguous, and it takes a few ----------------------
weeks to collect the necessary data on the silicon devices to determine the path
the project will take. ----------------------
I decided to step back and “inspect and adapt” my organization’s approach to ----------------------
Scrum based on what I saw happen at first silicon. What I saw really surprised
me. I had one Scrum team that reverted to its old habits. A few other Scrums ----------------------
decided that they were done at fist silicon and disbanded gracefully. The rest
----------------------
clung to Scrum like a drowning man to a life preserver.
Our two-week sprints were impossible to maintain in this environment and ----------------------
most Scrum teams went to one-day sprints instead. They would meet for one
----------------------
hour every day to plan the next 24 hours and review and reflect on the previous.
Scrum’s four meetings collapsed under the gravity of first silicon into a single ----------------------
meeting. However, when I attended these meetings, I saw that Scrum’s core
behaviors — such as business value based prioritization, team sizing, not ----------------------
working outside the backlog, peer updates and swarming, implementing process
----------------------
improvements and reviewing the work product — were all happening, just on a
much smaller, faster scale as knowledge of the device was growing. ----------------------

Case Study 113

Notes In the daily debug meeting, where all of the organization’s leaders and managers
were in attendance, I would hear any ad hoc request being made followed by a
---------------------- PO saying, “Is there a story in the backlog for that?” I also saw many examples
in which developers would grab a stakeholder or PO and drag them to the test
---------------------- equipment to witness that the content being added to their program met their
---------------------- acceptance criteria.
This period of intense debug and development went on for a few weeks. At
----------------------
the end of that time, the surviving Scrums emerged intact and expanded their
---------------------- sprints back to two weeks, like an accordion. The change was announced in the
Friday Debug meeting, occurred over the weekend, and the two-week sprints
---------------------- remain in effect today
---------------------- PHASE 3: PREPARING FOR MANUFACTURING
As the silicon became healthier and we prepared for the manufacturing ramp,
----------------------
I noticed that the functional silo Scrums were being strained by handoffs in the
---------------------- post silicon environment. A handoff occurs whenever responsibility, knowledge,
action, and feedback are separated (Ward):
----------------------
● One person decides what to do (responsibility);
---------------------- ● Another person defines how it will be done (knowledge);
---------------------- ● A third person implements it (action); and
● A fourth person validates the work (feedback).
----------------------
Additionally, Conway’s Law states that organizations which design systems are
---------------------- constrained to produce designs which are copies of the communication structures
of these organizations (Conway). I knew that cross-functional teams were part of
----------------------
“bythe-book” Scrum and I felt that they would solve this particular impediment,
---------------------- but had not found a workable solution for forming them within the organization.
During this time, I noticed a number of Task Forces being formed to deal with
----------------------
silicon content issues. At Intel, a Task Force is a cross-functional team that is
---------------------- formed in response to a crisis. If you are tapped to join a task force, it’s because
you are an expert. You are immediately responsible for the success of the Task
---------------------- Force, you drop whatever else you are doing, and you can’t say no. I couldn’t
see how to get the crossfunctional benefit of the Task Force without changing
----------------------
the organization’s structure.
---------------------- I had coincidentally scheduled some Lean Product Development Training with
---------------------- Mary and Tom Poppendieck for the team in this timeframe and the Lean training
revealed an important clue in how to use Scrum effectively in this phase:
---------------------- Keep Functional Teams: These are useful organizational structures as
---------------------- knowledge and deep technical expertise live here. They also give Scrum team
members a place to “come home to” between projects.
---------------------- Create Cross-functional “Feature” Scrums: Functional teams loan responsible
---------------------- experts to cross-functional feature Scrum teams. Crossfunctional Scrum team
members are 100 percent dedicated and are not influenced by their functional
---------------------- managers during the sprint.

114 Introduction to Agile Methodology

When I heard this, it really resonated with me. A cross-functional Scrum is a Notes
Task Force without the crisis!
----------------------
Company ran a quick pilot on one content type and the team members loved it.
The handoffs had been greatly reduced. Team members were able to swarm on ----------------------
problems. Communication and knowledge flowed smoothly. And if a particular
team member’s function wasn’t needed in a sprint, they paired up with another ----------------------
team member to cross-train and help where they could.
----------------------
Once again, timing was everything. This cross-functional pilot data rolled in just
in time for our annual offsite leadership meeting. This was a huge opportunity to ----------------------
influence the organization’s leadership and make a course correction that would
----------------------
allow Scrum to function even better than before. I presented my observations
and the early data from the single cross- functional pilot and the organization ----------------------
was sold. In fact, all of the naysayers, as well as the undecided portion of the
organization, signed on to the cross-functional Scrum concept. This added five ----------------------
new Scrums to our process, bringing our total impact up to 18 Scrums over two
----------------------
years!
RETROSPECTIVE: I’ve used a simple (+) and (-) scheme to indicate what ----------------------
went well and what didn’t.
----------------------
Strong Definition of Done (+) Since team don’t have a ‘real’ programming
language, team don’t have a unit test framework or an offline regression. In ----------------------
microprocessor product development, unit testing means testing silicon units! ----------------------
This led us to focus on writing good stories and, most importantly, writing good
acceptance criteria. Acceptance criteria (AC) provides a strong definition of ----------------------
done by detailing the requirements for customer satisfaction.
----------------------
Company also implemented a lightweight verification process that team called
the “Pair Review.” To complete a story, the developer and PO or stakeholder ----------------------
must sit together and agree that the AC have been met. Company collected
simple metrics on this activity in the form of Adds, Saves, and Escapes. ----------------------

Adds are additional AC that the SH/PO add to the story during the Pair Review ----------------------
process that are accepted by the developer for the current sprint and are an
indication of ambiguous story AC. Saves are bugs created in this sprint and ----------------------
caught in this sprint. Escapes are bugs created in a previous sprint and found ----------------------
in the current sprint. Saves indicate the verification process is working, while
Escapes indicate that it needs to improve. ----------------------
Additionally, team had to define a robust validation process. Validation couldn’t ----------------------
be generalized across the Scrums like verification, so each Scrum documented
its validation rules, essentially defining what it means to be done with validation ----------------------
for its work product. Validation must ensure the story will function properly
----------------------
in the released work product and usually involves running devices on the test
equipment. ----------------------
A story is only done if all tasks are done and it has been verified and validated.
----------------------
No Partial Credit (+) When determining velocity for the next sprint, no credit
is given for stories that are not “done” based on our definition above. This may ----------------------

Case Study 115

Notes seem draconian, but was necessary to force the team to pay attention to the
verification and validation requirements and make sure their estimates include
---------------------- these steps. It also forces the team to pay attention to its commitments. If you
committed to 100 percent done and you delivered 90 percent, you failed.
----------------------
Nine-day Sprints (+) Company sprint for nine days and hold Review,
---------------------- Retrospective, and Planning Meetings every other Friday. This way the team is
always outside of a sprint every other weekend. This greatly helped improve the
----------------------
quality of life and morale of the Scrum teams. Conversely, every other weekend
---------------------- was in the middle of the Sprint and team members could decide amongst
themselves if they needed to work the weekend to meet their goals.
----------------------
This happened rarely after the first six months and compnay have achieved a
---------------------- repeatable cadence and a sustainable pace.
Cadence (+) The nine-day sprint cadence allowed POs, BOs and teams to
----------------------
change direction as necessary, at frequent intervals. This cadence actually
---------------------- helped reduce the requirements thrash that team had seen on previous projects
and high-level managers began to see that the team was able to produce real
---------------------- work product every other Friday. Data team collected showed that 10 to 20
percent velocity was lost when a sprint was significantly interrupted. Company
----------------------
called this the “sprint interrupt tax.” Ten percent of velocity was lost if the
---------------------- interruption came in the first week of the sprint and 20 percent if it came in
the second week. Managers were made aware of this statistic. They began to
---------------------- respect the cadence of the planning cycles.
---------------------- Company also added a rule that any change to an active sprint forces a
renegotiation of scope. Again, management responded and when interruptions
---------------------- were needed, they usually came prepared to swap out items from the sprint
---------------------- backlog
PO on the Team (-) As a means of facilitating better communication between
---------------------- Product Owners and the team, team allowed Product Owners to serve as
---------------------- participating members of each team. In some cases, it worked quite well, but in
others, POs micromanaged the teams, dictating day-to-day tasks, and impeding
---------------------- honest communication between team members. This has led to teams holding
secret meetings to discuss real organizational impediments out of the view of
---------------------- their PO/functional manager. Although these situations appear to be resolving
---------------------- over time, they have crippled the team’s ability to self-organize. When team
built the cross- functional Scrums, team disallowed this practice.
---------------------- Central Scrum Tooling (+) Scrum requires bookkeeping to generate useful
---------------------- metrics, like the burn down chart, every day. This is especially true when running
multiple Scrums or Scrum- of-Scrums in your organization. Having a central,
---------------------- open-access tool contributed greatly to the success of the transition. When
team started journey, couldn’t find tooling to support the Scrum- of-Scrums,
---------------------- so team created their own. Company started with XPlanner and customized
---------------------- it significantly with Java and SOAP into something team called “XPlanner2.”
Based on those learnings, team created a custom Windows application. This
---------------------- central tool has been a key enabler for managing multiple teams. While I

116 Introduction to Agile Methodology

believe that you must have tooling to enable and facilitate large-scale Scrum, Notes
the available offthe-shelf offerings have matured to the point which I probably
wouldn’t take this homegrown approach again. ----------------------
Huge Backlogs (-) Managing an “all access backlog” is also a challenge. If ----------------------
anyone, at any time, can add anything to a team’s backlog, it can feel like the
team is being bombarded with requests. Some POs wanted to lock down their ----------------------
backlogs which don’t allow for input from other team members or stakeholders.
----------------------
Our tool for Scrum puts “new” stories in a different pile than “accepted”
Stories. The PO can then review each new story, discuss with stakeholders, ----------------------
and decompose the story appropriately. Company also implemented a “freezer”
for stories that team knew team wouldn’t get to for a few sprints. Stakeholders ----------------------
could see that their requests were in the freezer and the main backlog was only
----------------------
three to five sprints deep.
Story Points (+) Since most teams didn’t have a common frame of reference, ----------------------
most Scrums used ideal days. Relative size is better, but harder to get in most
----------------------
of my Scrums. Company had to watch our use of the word “days” when talking
with upper-level managers unfamiliar with Scrum. Company quickly moved to ----------------------
talking about “points” when reviewing data with outsiders.
----------------------
Tasks Take Less than a Day (+) Throwing hour estimations out the window
was liberating for the teams and managers. Stories are assigned a degree of ----------------------
“difficulty” in story points and tasks are simply items that are binary – either
done or not done. A task is always less than a day, so if a person is working on ----------------------
a task for more than a day, team know they’re probably impeded.
----------------------
Burndown Observations in the Daily Scrum (+) Metrics and visual
representations of status were also vitally important to success to date. A visible ----------------------
sprint burndown chart proved effective in warning teams if they’re falling ----------------------
behind and has prompted conversations with POs about status, prior to the end
of a sprint. The ScrumMaster brought in the burndown chart every day. As a ----------------------
result, no one walks into a review meeting shocked that something did or did
not get accomplished ----------------------

Incremental Review (+) Company didn’t like waiting until the Review meeting ----------------------
to seek approval from the PO. Our Pair-Review verification process encouraged
the PO and developer to sit together as soon a story was deemed ready for ----------------------
verification. This eliminated most of the surprises in the Review meeting where ----------------------
the final work product was reviewed. It also made for a much shorter meeting.
Velocity (+) Visibility of backlog, progress reports, and overall metrics help ----------------------
adjust manager expectations frequently so they can make business decisions ----------------------
based on the actual accomplishments of the teams. Velocity metrics force POs
to schedule work to capacity. ----------------------
After all, you can’t get 80 story points out of a 50-point team. ----------------------
Executive Sponsorship (+)
----------------------
Support has been a crucial win for both teams and managers. Without high-
level support from the organization’s manager, the transition wouldn’t have ----------------------

Case Study 117

Notes been successful. Upper management provided structural support, incentives for
those who took a leadership role on teams, and gave them career credit for their
---------------------- contributions. Leadership also provided disincentives for those who elected to
subvert the process. Human impediments were “repurposed” to ensure success,
---------------------- but team didn’t lose any people in the transition.
---------------------- Changing Behaviors (+) Finally, behavior is not learned unless it’s practiced.
My team has learned that the practice of Scrum begets better Scrum behavior and
----------------------
results. By consistently negotiating scope, practicing prioritization, authoring
---------------------- clear requirements, adhering to time boxes, keeping an eye on the metrics, and
aiming for team self-organization, Scrum survives and thrives two years after
---------------------- taking our first steps.
---------------------- RESULTS
Scrum has made an impact in four major ways: Cycle Time, Performance to
----------------------
Schedule, Morale, and Transparency.
---------------------- Reduced Cycle Time
---------------------- ● Scrum was a major contributor to a 66 percent reduction in cycle time.
---------------------- ● Performance to Schedule
● Company have established and maintained capacity-based planning and a
---------------------- twoweek cadence for more than a year.
---------------------- ● Company have virtually eliminated schedule slips and missed
commitments.
----------------------
● Customers and upper management are changing their behaviors to protect
---------------------- the two-week cadence.
● Improved Morale
----------------------
● Improved communication and job satisfaction.
---------------------- ● What was lowest morale team is now best performing team.
---------------------- ● Increased Transparency
---------------------- ● Led to adoption of formal, CMMI style, VER, and VAL standards.
● Scrum has uncovered bugs, impediments, weak tools, and poor engineering
---------------------- habits.
---------------------- Scrum has been a major contributor to a consistent, repeatable, 66 percent cycle
time reduction in the creation of our work product. While team also underwent
---------------------- some major tooling improvements, I believe that Scrum contributed on the
---------------------- order of 50 percent of those gains.
The nine-day sprint cadence provides robust schedule predictability. This
---------------------- predictability has actually led to less thrash in team requirements as management
---------------------- seeks to avoid paying the interrupt tax. Company simply don’t miss deadlines
any more through aggressive management of priority and scope.
---------------------- Job satisfaction comes from consistently hitting goals established with velocity-
---------------------- based planning. The team feels incredible pride in its ability to make and meet

118 Introduction to Agile Methodology

commitments. Morale is much higher, and the sustainable pace is greatly valued Notes
in the organization.
----------------------
Many, many traditional engineering practices and systems are being questioned
as Scrum makes inadequacies more visible. This has led us to invest in additional ----------------------
infrastructure to allow us to adopt even more agile practices.
----------------------
Summary ----------------------
● Scrum has served us very well in Product Development Engineering. Word ----------------------
of our success is spreading across the team and I have been spreading the
word on the benefits of Scrum. ----------------------
● Company had many false starts along the way and had to learn a lot of hard ----------------------
lessons. However, team had strong commitment from our management
and a tight cadre of Scrum believers that kept us coming back to make it ----------------------
better. In the end, I think team have made great strides at changing our
organization from a command-and-control, plan-based organization into ----------------------
an inspecting and adapting, self-organizing, empirical planning-based ----------------------
organization. I was teaching an internal “Introduction to Scrum” class
and a few members from my organization were in attendance. Halfway ----------------------
through the class, one of them came up during a break and said, “It’s
funny, but I didn’t know there were rules. This is just the way I work.” ----------------------
Changing behaviors is a long, hard journey, but worth the effort. ----------------------

----------------------

Case Study 119

Notes

----------------------

120 Introduction to Agile Methodology

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