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Agile Software_ Development

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Sylfabus
A ii . • . development,. Extreme programming,
g e software-· development : Agile methods, Plan-dnven an_d ~g,1e. - 1 , ,,
7. -• : • •-. • • •• ,, r • •

Agile project mana~ement, Scaling agile methods •• •- • •• , •

4.1 Introduction to Agile Software Development

,
. f
.
. ' . • h to building software that emphasizes
• Agile software development is an iterative and collaboratiVe approac .. • . : _
r · ·· · • · •-· · . ' d. •f • r high-qua1ity software quickly. and
fl exib1hty, adaptability and customer collaboration. It aims to e IVe ~- . _ . . _ .

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•. sprints.
ffi
•· · · • -· . ·11 • • • g·eable increments caHed iterations or
e c1ently by breakmg down the development process mto sma er, ~ana _. • •
·., . •
• I

• The core principles of agile ~oftware development are outlined in the Agile Manife5to, whi2h values :

0 Individuals and intera~ons over processes and tools ; It em~hasizes the . i~po~nce. of. ,eff~ctive
I • • •

communication and co11ab~ration among team QJembers, as ~eJI as with stakeholders••

~.
0 Working software over comprehensive
.
docu~entation:
. While-documen~tion.is.important,
. .
the plima
. . . .
focus is on delivering functioning software that meets the .needs.- of the users. _ : . .,.
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\ I • ·- --=-• . • I

o Customer coJlaboration over contract negotiation : Agile teams actively invol~e cust~mers or ~nd-users
,· . . • "' . - ...... . ... . . • . ,. ' . •

throughout the development process· to ensure the software ~eets their requirements and expectations. • •
• . - 1 •• • ,, , • - • ' •

• . • I ) ' • . •. ' • •

o Responding to change over following a plan. : Agile· recognizes that requirements and priorities can
!°- changes
• I . . . . . • •

_. change over time. It e~braces flexibility, a,Pd enco~rages teams_ to adapt in requirements
• . I. I

technology, or busipess needs: .

. ,. '-· . . .
• Agile m~thodologies, such as Scrum, Kanban and Extreme P~o~~m~ing (XP), provide frameworks .and practic
to implement the agile principles :effectively.
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• Here's a brief overview ~fScrum, one of ~e most popular agile methodologies : •••• , • I.

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Scrum divides the development process into short iterations ca11ed sprints, typically lasting 1-4 weeks. Ea
o
. . . ' . . . - . ' . •

sprint·-begins with a planning session where· th~ team selects .a set of user stories or fea~~es· t~ work 0
\. • • • I • • • • I • •

during that sprint The team th~n creates a sprint backlog, which is a prioritized list of tasks derived
• ' ' • 1.., • '
fro
the selected user stories.
. :, . I ' , . .

o During the sprint, the team holds dai1y stand-up'meetings to discuss progress,:challenges and plan ,or
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day. The team coJJabor~tes ,;Josely to develop and tes~ the software incrementally, with a focus on de
I ' - ,.. • • •

. a potentially shippable product at the end of eac~ sprint • • " •

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0 At the end of the

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4-2 Agile Software Development

spnnt, a sprint review takes place, where the team demonstrates the completed work to
stakeholders rece· , .
' • Ives •eedback and adjusts the product backlog and plans for future spnnts. The team also
conducts a sprint - .
re._. ospecttve to reflect on the process and identify areas for improvemen t .I

This iterative and incremental approach allows for continuous feedback. earl d . f. d . k
0
y etection o issues an qwc
adaptation to ch.,..:'"ng • If · · d
•&CUlf>• reqwrements or priorities. It promotes transparency, se -orgamzanon an cross-,
functional collaboration among team members. -

• Agile developmen t fosters a dynamic, responsive and customer-centric mindset, enabling software teams to
· •
deliver value quickly, increase customer satisfacnon ·
and embrace change more effectively.

4.Ll Agile Methods

• In tile early days of software development, developer used to plan the project carefully, focus on qu~Jity
assurance and employee the analysis and design methods supported by various CASE tools.

• This was the general practice of the software developer community that was responsible for the development of
larger projects such as government projects etc.

• These larger projects use larger team and the team members may spread geographically across the world and
they worked on the software for-the longer"period of time.

• Therefore, 1:fle development period may extend up to the 10 years from the· initial specification to the final
delivery of the product

• Such a planed-driven approach will involve significant overheads in all the stages of the development processes
like requirement specification, plan-ning, designing, coding and documentation.

• In order to overcome this heavy weight plan-driven appro~ch, the concept of agile methods was proposed. This
methodology mainly focused on the product instead of focusing on the design and documentation part

• All the agile methods trust on the incremental approach instead of the conventional waterfall approach. The
incremental approach is the best approach where the customer requirements and the software requirements
change rapidly or frequently. ,•

• The philosophy beliind agile methods is also qbserved in Agile Manifesto that is accepted by most of the leading
software developers. The Agile Manifesto is discussed in th_e following section.

4.1.2 Agile Manifesto

• The Agile Manifesto states that :

"We are uncovering better ways of developing software by doing it and helping others do it

Through this work we have come to value,

o Individuals and interactions work over processes and tools

o Working software takes responsibility of comprehensive documentation

o Customer collaboration look after coQtract neg,otiation

.,...........
o • • Responding to change after having a good plan".

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• Even though these agile methods are based on the concept of increm 1 ment. quicker delivery a11c1
ental deve op • •
faster deployment, the agile manifesto gives· different processes to
achieve this.
• • agile manifesto are very much
But most of the set of principles used by various experts that
are based on , • .
common.

4 .i.3 Agile Principles

• Ag1.I e softwa· re develo .•

pment describes a set of principles for software deve1opment under which requirements
and s 0 l ti •
u ons evolve through the collabo rative effort of self-org • •
alllZlng er ass-functional teams.
.
• I d r • •
t a vocates adaptive planning, evolutionary development, early . • d ntinuo us improvement and It
de~ivery an co • .
encourages rapid and flexible response to change.
• The agile alli~nce has giv~n twelve agility principles as follows :
I \

·. .
1) Satisfy customer through early and continuous delivery.
2) Accommodate changing requirements. _.
3) Deliver the working software frequently i~ shorter time span.
4) The customer, business people . and developers must work
tog~ther on daily basis during·· entire
development.
5) Copiplete the tas·k with motivated developers and facilitate heaithy
and friendl y ·environment
6) Convey the message orally, face-to-face conversation. .
. .
7) Working software is the primary measure of progress.
8) Agile process promotes sustainable development .
9) Achieve technical exc~llence and good design.
10) There must be .simplicity in development
.. .
11) The best architecture, ·requirements and design emerge from . -
: self-organizing teams.
• ,/ ,· _· - • . • • . .
12) Every team should think how to become more effective. It should
review regularly ~nd adjust its behaviour-
accordingly.

• Thus, the principles of agility may be applied to ~my software

process. To achieve- agile develo pment the team
must obey all the principles mentioned above conduct proper pla_nning.
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• All the agile software processes should address three import ant
assumptions :
o Difficult to predic t in advance software requirements. 'L

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, o
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Design and construction are interleaved in most or' the. project

. . - .
s, it is. difficult to predic t design before..
construction. . •
.. ..._ . .

o Analysis, design, construction and testing are not much predictable. I •

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•
t
To addres s these assumptions of unpredictability, the agile develo • . .

pment process must be adaptable. So an

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proces s must adapt incrementally.

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4.2 Plan-Driv en and .
~- -------==~ ----=
Agile Deve
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lopm
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ent
.::..:. .'.'..:__ _ _ _ _ _----:---_ _
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Plan-driven and Agile Developrnent .
are two different appro aches to softw are development that offer distinct
methodologies, princi I
p es and proc
esses. Here's an overview of each approac~ :
4.2.1 Plan-Driven Develop·ment
- . . .
Plan-driven devel~prnent l • and sequential approach to
• ' a so known as the Waterfall model, is a traditional
sOftware d evelopme nt It fi0 II ows a well-defined . ements
. d . , linear process with distinct phases such as requir
gath enng, es1gn, develop ment, testin .
g and deployment

• Key characteristics include·:

•
Predictability : The enti re . • . . ules and milestones.
0
• proJect 1s planned upfront, including requirements, sched
.
Emphasis on Docume ntat·ton : Detail . documentation is produced at each stage to ensure clarity and
0 ed
traceability.
movi~g onto the next and changes ar~ difficult to
0
Sequential N ature : Each phase is completed before
incor porat e once a phase is completed.
red ·at the beginning and their. involvement may
0 Limited Cust0mer Involvement : Customer input is gathe
be limited until the final produ ct is delivered.
well accommodated and modificatio~s often require
0 Rigidity : Changes in requirements are generaily not
revisiting previ ous phases.

4.2.2 Agile Development

_ch that focuses on collaboration, adaptability and .rapid
• Agile devel opme nt is an iterati~e and flexible approa
to
ctions over processes and tools and values responding
delivery of software: It priori tizes individuals and intera
- .
e:
change over following a plan. Key characteristics inalud
weeks,
into short iterations or sprints, typically lasting 1-4
o Iterative Approach : Development is divided
allowing for regul ar feedbc;1ck a~d adjus tment
e or
evolve ~roug hout .the project as requirements chang
o Continuous Planning : Plans are adaptable a~d
n~w insights emerge. •
ed throughout the development process, providing
0 Customer Involvement : Customers are. actively involv
.
contin uous feedback and shaping the produ ct
collaborate closely, sharing responsibilities and
0 Cross-functional Teams : Small, self-organizing teams
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skills to delive r working softwa_re.

software is a prima ry measure of progress and
o Emphasis on Working Softw ~e : Delivering functional
success.
nt,
Programming (XP) are widely used in Agile Developme
Agile methodologies like Scrum, Kanban arid Extreme
veme nt
promoting flexibility, transp arenc y and continuous impro
s,
s and· the choice betwe en them depends on various factor
Both appro aches have their streng ths and weaknesse
Agile
ement and the level of uncertainty in requirements.
including proje ct size, complexity, custo mer involv
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Developm i . . . h1·1e Plan-driven Development
ent s often favoured for dynamic projects where change ts hke1Y, w .
be more s 'tabl . • It • worth noting that hybrid rnn.1
· w e for projects with well-defined and stable requirements. is . ""
that combin 1 · • . d d. t to specific project needs.
. e e ements from both approaches are also commonly use to a ap . •

4.3 Extreme ·Program~ing

• The £xtrem~ Programming is one of the most commonly used agile process ~od~ls. All t:he agile process rnod
•
• • I~s of agility•and the manifesto•of agile software development
obey the p nncip

• J'he XP u~es the concept of object oriented programmi~g. This approach is preferred development paradigm.
• •
As in con~entional approach, a developer focuses on the framework activities· h'ke PIannmg, • codi ng
• d esign,

teStlng, the XP also has set of rules and practices. . . ,

• FolloWing p· 4 3 , • •• • • ' • •• • • d
. ig. . .1 shows the Extreme Programming process and all the key XP a~VI~es are summanze :
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t . t .;. 1, t ,

. Release
__Testing_

Fig. 4.3.1 : Extreme programming process .:

•
4.3~1 . XP Values • 1· l 'I

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• Following are a set of five values that establish foundation for all work performed in context with XP. ,
.., • I ' / •.. ' 4 ' • "I •. • _. ~"4

(1) Communication , , _,,,_,

., .. •· . ..
(2) Simplicity ' . \
' .
. (3) . Feedback .' . ,

(4) Courage .

. (SJ· Respect· •1• ' . , . ' ' \

I • • . • . . • .- ' •

• For any de~elopment process, there must be a regular: meeting of developer and the customer: There should be a
· . proper communication for r~quirement gathe~1ng and discussion Qf the conc~pts_. . ,; • , •

• The simple design can always be ~asily implemented in code.

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1
• •• The feedback is ari important activity which leads to the discipline in .the· development_pro~ess. ,.,
. . . .

In every development project, there is· always a pressure situation.· The courage or the discipline will definl
•
• make the task easy.
In' addition to. all the XP value~,. tlle agile should i~culc~te r~spe·ct· amon~ ·all ~e ~earn members:· between
• . '

stake holder and with cus,tomers.

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The XP Process
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4-6 Agile Software Development

• The XP process encorn

P~ses four framework activities :
(i) Planning (ii) Design (iii) Coding (iv) Testing
i) Planning: starts With . .
r. • th ftw requirement gathering activity that enables XP team to understand the business rules
ior e so are. Cust .
ome~s and developers work together to decide the final requirement .
ii) Design : of the prod fi
uct ollows the KIS (Keep It Simple) in the XP environment A simple design is always
~e1come ov~r the complicated ones. •
iii) Coding : starts after th d . • •
• e esign work is over. Once the code is completed, it can be unit-tested immediately.
The important cone t d .
ep uring the coding activity in XP recommends that two people work together at one
computer to create the code.
iv) Testing: All the ind.iv"d . • . . . . . . , . . .
1
ua1unit tests are organized mto a 'universal testing smte . Integration and validation
testing of the system . •. ' .
. . can occur on dally basis. XP acceptances test, also called customer tests are specified by
customer and focus '
. on overa11 system features and functionality.

4.4 · Agile Project Management

• Agile Proj~ct Management is an iterative and flexible approach to managing projects .that focuses on delivering
value to customers in a collaborative and adaptive manner. It e~erged as a response to traditional project
management method~logies, whi~h often struggled to adapt to changing requirements and ~ustomer needs.

• The Agile Project Management methodology emphasizes close collaboration between cross-functional teams,
regular feedback and c;ontinuous improvement throughout'the project's lifecycle. It encourages teams to.respond
to. charige quickly and effectively, enabling them to deliver high-quality products or services that meet customer
expectations.

• Here.are some key principles and characteristics of Agile Project M·anagement:

1. Iterative and Incremental Approach : Agile projects are divided into small i_terations or time-bound cycles
called sprints. Each sprint typically lasts from one to four weeks, during which a small portion of work is
completed and deliyered. This iterative approa~h allows for. feedback and adjuso:nents to be incorporated
, . . .
throughout the project
2. C~ss-Functional. Teams· : Agile teams are composed of individuals with diverse skill sets necessary to
deliver the project's objectives. The tearn members collaborate closely, communicate frequently and
•collectively share responsibilities. This promotes self-organization and empowers team members to make
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decisions.
3. Customer Collaboration : Active involvement of custom~rs or stakeholders is crucial in ~gile _Project
Management Regular customer feedback and input ~re sought throughout the project to ensure the final
product meets their expectations. This iterative feedbac~ loop hel_ps to refine requirements, prioritize
featur~s and address any issues early on.
4. Adaptive Planning : Agile projects embrace changing reqQ~rements and priorities. Instead of creating a
detailed plan upfront, Agile Project Management employs a flexible planning approach. Requirements and

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i .. . . g circumstances. Plann(n
pr onti es are continually refined and
adjusted based on fee dback and changin
done collaboratively with short-term goal
. . ' s and objectives in mi nd•
.
S. C ti
on nuous Improvement : Agile Proj . .
. . ·ous learning an• d 1mp• ••
rovern
ect .Management emp hasi zes cont inu
Aft • • • ent and mak es nee '
er each iteration, the team reflects on the •fi eas for improvem ·
d·
a JUS~ents. This iterative feedback loop
process, identt es ar
d
re· tive ove r time. · •
helps teams adapt an become more e ec
6 • Transparen • , . .
cy and Communicati~n : Agile proj . ncy and ope n commumcatt
. . ects promote trans~are -
In fiormatio • n about
project progress, challenges and deci•s • s 1s . h d openly amo. ng team mem •
• ion s are be
stakeholders and cust d to ensu • .
omers. Communication is frequent and re everyone 1s a1_1gned
encourage : ..
awa re of the project's status. ·.
1 •

·
• •: .1.
• . •.
Agde ProJect Management frameworks · 'd ecific guidelines and practices fi
such as Scrum and Kanban, prov i e sp ,
·
implementi·~g Agile principles. Scrum, ' • s rum Master and Prod uct Owner
for example, defines roles (such as c
ceremonies · · • i • .
(such as daily stan~~ups and sprint revie
ws) and artefacts (sueh as prod uct backlogs and bum-do
charts) to help teams effectively manage . .· '
'
iheir work.
• .0 verall, Agi.1e ProJ. ect Management offe t
• ' 1
• '
: '
•
t
rs a flexi• ble and customer-ce~tnc app roach to proj ect delivery, enabll•
• '

teams to ad~ pt quickly to changing requ

irements, ~eli~er·val~e incrementally
an~ co~tinuously 'impr~ve _the
processes.

4~4.1 Agile Project Management r ,' t • t .

Process '
\

• '
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The Agile· Project Management proc
ess is ch~racterized by its iterative and •
specific practices and tools used may incr eme ntal app roac h. While tli
vary based on the chosen ~gile methodol
ogy (such as Sc_rum or Kanban),
Following step s provide a g~neral over .
vie~ of the Agile Project Management
Process : • .
1. Project Initiation I . ,

•
Define the proj ect vision, goals and obje
ctives.
• Iden tify stakeholders and establish effectiv~ com
munication chann~l~ • i ,:: _..
' '
1
. ,.. ,
• Form the Agile project team and ensure thei '

r understandi_ng of Agile principles.

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2. Product Backlog Creation ,· I
I ' •

• C~lla~ora~e with stakeho!de~_~o iden I

tify and priqritize the project requ irem ents . ,,

•
'

Document the requ

.
. .,

. irem ents in the fonn '

·-t

of user stories or task

I • I . s .
•
)

Ens ure the backlog is d~a mic and adap

table, allowing for continuous refi nem
ent • •
3. Sprint Planning
I

a
I
1. '

• Sel~ct set of backl~g items to be wor

ked on in the upcoming spri nt .
.
• Bre ak dow n the selected items in~o sma '

ller, manageable tasks. • ; .

1
• Estimate the effo rt requ ired for each
task and assign them to team mem bers
.'
• Define the spri nt goal and establish a
time frame for the spri nt. ·
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4. Sprint Execution
. . •
• The development t earn wo~ks on the assigned tasks, following Agile practtces.
• l ·fl u·
• 1 sta keholders to address any questions or c an ca ons.
Collaborate closely w·th

• Continuously integra te and test the developed increments.

. . u· n
and coord.1na o •
• . s to discuss
Engage in daily stand-up meeting progress, issues

s. Daily Stand-ups

• Conduct daily stand-up meetings, also known as daily scrums.

• es they are facing.
Each team membe r shares ~heir progress, plans for the day and any obstacl
rency.
• Facilitate communication and collaboration within the team, ensuring transpa

6. Sprint Revie'!V

• Hold a sprint review meeting at the end of the sprint

•
• Demonstrate the completed work and product increments to stakeholders.
lder expectations.
• Gathe~ feedback and inp~t on the increment and its alignment with stakeho
• Update the prod1.:1ct backlog based on the feedback ~eceived.

7. . Sprint Retrospective •

• Conduct a sprint retrospective meeting_ after the sprint review.

• Reflect on the team's performance and identify are~s for improvement

. ,

• Discuss and implem ent change s to enhanc e collaboration, communication and processes.
.
• Document lessons learned and actions to be taken in subsequent sprints.

8. Repeat Iteratively

• Repeat the sprint cycle, starting with a new sprint planning session.
and priorities.
• Continuously refine the produc t backlog based on changing requirements
lders.
• Deliver regular increments of the produc t and gathe_r feedback from stakeho
is conside red complete.
• Iterate on the project until the desired outcomes are achieved or the project
an emphasis on collaboration, frequen t
Throughout the Agile Project Management process, there is
is designed to allow for flexibility and
~ommui1ication, adaptability and continuous improv ement, The process
g that the project delivers value and meets
responsiveness to changing require ments and custom er feedback, ensurin
stakeholder expectati_ons.

• Benefits of Agile Project Management

•• Increased flexibilitI and adaptability.to changing require ments.

- stakeho lders .
• Improved collaboration and co~mu nicatio n among team· membe rs and
·
Early and frequen t delivery of workin& sQftware or produc t increments.
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• Greater visibility .
Into _the project's progress and potential issues. I

• Continuous fm . .
provement and learning throughout the project hfecycle.
Disadvantages of A. . •
gfle Project Management .
While A .1 • • me potential disadvantages
· gi e Project Management offers numerous benefits, it also has so . ,
b
organizations should eaware of:
1. Lack of p~. .. . • • . nes.s t~ change, which ~an lead
• · •ctabdity : Agile projects prioritize adaptability and responsive
less pred' tab'I' . - . •• nd incremental nature of AgQ
IC I ity In terms of project timelines and outcomes. The- iterative a - .
means th t . .
a requirements may evolve over time, making it challengmg to es m ,
ti ate project completion dates 0
: ,- ·
th_e final product's scope. • •
. .
2. Scope Cre . A -1 . • . d ti uous feedback, which can.- lead
ep • g1 e proJects often rely on customer collaboratton an con n • . ···
scope ere As • • ·. •d • g. th~ _project, there is a risk 0
ep. stakeholders provide new insights and· reqwrements unn . . . ,
e,q,anding the project scope beyond the initial plan. This c~n lea~ to delays, increasep cos~ an~ difficul_ties •
' .. ' ..
meeting project objectives.
,.

3. Li~ited Documen.tatio~ : Agile method~logies prioritize working software or product increments ove
comprehensive documentation. While this can •promote· efficiency~ , it may result in a •lack ~f detail~
' . '

documentation that could be useful for future reference, maintenance, or on_ boarding new team membe~. · ••

4. Dependency on Team Collaboration : Agile projects heavily rely on effoctive collaboration anct communicatio
within the team and with stakeholde~. If ther~ are chal_lenges_' µt. t;a; I dynamics, sue~ a~ connicts 0~ l~c_k. 0
J . . •. •

alignment, it can hinder progress and impact the project's success. Additionally,
' • • >- ...
if -key team members are . •'
•

. unavailable or change roles, it can disrupt the project's continuity. -- · 1

• • ••, • 1
• f I • • " ,I •t • •

S. . Learning Curve : Agile methodologies, such as Scrum or Kanban often require a mindset shift arid new practices 1
• • • ' .J ( • ,' • 'l :,• •

that may be unfamiliar to team members and stakeholders. Adapting to Agile methods may require training, time
. ' • ' . . ' - t:- •

and effort to understar:id and implement effectively. This learning curve ~n initially impact productivity until
-. ,..,-/. '

team members become familiar with the Agile principles and practices. . . ...-:_ -, · . . , , ,, ,. •
. .
6. Dependency on Stakeholder Availability: Agiie methodologies ~mphasiie regular customer collaboration and
• , I
I • •

feedback However, if stakeholders are not readily available or have_ limited involvement in _the project, it can
. . . . '
i '

slow down decision:-making and ~esuJ~ in delays or misalignment ,

7. Applicability Challenges : Agile may not be suitable for all types of proiects or industries. Projects with fixed
• • 'i I ' ' , \ •

requirements, strict r.~gulations or long-term· planrting, may find it challenging to fully· embrace -~e
....
• meth~dologies. In some cases, a hybrid approach that combines Agile and ~ditional proj~ct mariagemenl .
. .
methods may b~ more appropriate. . .
.. .
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It is "irnportant to note.that while Agile Project Management has its dra~backs, many of these challenges can
• • . I

mitigated through proper planning, effe~ve team coinmunicatiori and. adapting Agile practices to fit the proj
. . ..

specific needs and context

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4.5 Scaling Agile Methods

Scaling agile meth 0 ds reaers

&
to the process of applying
•
Agile pnnciples
• •
and practices
•
to 1arger an d more comp1ex
.
. and complexity of projects mcrease,
projects .or organizations. As th e size . becomes necessary t o adopt fra meworks
1t
and approaches that Jnable effective coordination, co1lab~ration and alignment acr<;>ss multiple agile teams. Here are
some common approaches to scaling agile methods : •
1• Scrum of Scrums : In this approach, multiple Scrum teams are organized into larger groups called "Scrum -of

Scrums." Each team has ·its own Scrum Master and representatives from each team participate in regular
meetings to coordinate efforts, share information and address any c-ross-~eam dependencies or issues.
2• SAFe (S~ed Agil~ Framewor~) : S~e is widely adopted framework for scaling Agile m~thods. lt provides a
structured approach to scaling Agile across an organization. SAFe incorporat~s multiple levels of planning and
coo rdination, including the Portfolio, -Value Stream and Team levels. It emphasizes alignment, synchronization
and collaboration acros~ Agile teams and pro.vides guidelines for scaling Agile pn:ctices.
3• LeSS (Large-Scale Scrum): LeSS is a framework for s~aling Scrum in large organizations. It promotes simplicity·
and adaptability whil_e scaling Agile practices. LeSS advocates for f~wer roles, artifacts and events compared to
tradition.al Scrum, simplifying the coordination and communication across teams. Jt encourages decentralized
'
decision-making and self-organization.

4. N exus : Nexus is a framework that builds upon Scrum and focuses on scaling Scrum to larger projects. It
provides guidelines for organizing multiple Scrum teams into an integrated unit Nexus introduces addi~ona1
events and artifacts, such as Nexus Sprint Planning, Nexus Daily Scrum and Nexus Sprint Review, to enhance
coordination and alignment
. . . . I -I

S. DAD (Disciplined Agile Delivery) : DAD is a hybrid fra~ework that combines elements from Agile methods,
including Scrum, Kanban, Lean and others. It offers guidance for sca1i~g Agile in a flexible and custo~izable
manner. DAD incorporates practices for portfolio management,.enterprise architecture and team co1laboration,
enabling Agile adoption at both the project and or~anizational levels.
6. Agile at Scale : Some organizations· choose to dev~lop their own tailored approach to scali1_1g Agile methods
based on their specific needs and context. They adapt and customize Agile principles, practices and frameworks
to suit their organizational structure and project requirements. This approach a1lows for greater flexibility but
requin~s careful consideration and expertise.
When sca1ing agile methods., it .is crucial to maintain the core Agile principles of transparency, collaboration and
adaptabi1ity. Organizations should foster a culture of continuous improvement and provide the necessary support,
training and resources to ensure successful scaling. Additionally,. effective communication, coordination and
alignment across teams are essential to address dependencies, manage risks_ and achieve project objectives in larger
agile initiatives.

I Review Ques_tions I· -
Q. 1 Explain agile process model. What are ·the different agility principles ?

Q. 2 Compare the plan-driven and agile development.

Q. 3 Explain agile _manifesto.

Publlcatlons