Transcript Agile VS WateRfall
Agile
Steve Collins Richland County IT Manager
Have Fun Learn About Agile Tell Some Stories
Jim Valvano – Three Things
Iterative Development
Reflective Improvement
Close Communication
Personal Safety Focus Easy Access To Expert Users Technical Environment
Of those 2000 projects if you measure success as on time and within budget only 16% of those projects would be judged successful
Highest priority is to satisfy the customer through early and continuous delivery of valuable software Deliver working software frequently Business people and developers must work together Build projects around motivated teams Working software is the primary measure Maintain a constant pace Pay attention to technical excellence and good design Simplicity is essential Utilize self organizing teams Reflect at specified intervals
Create Value for the Customer Eliminate Waste Defer Commitment Respect People Deliver Fast Build Quality In Create Knowledge Optimize the Whole
3 Roles Product Owner Scrum Master Development Team 3 Meetings Sprint Planning (4 hours) Daily Scrum (15 minutes) Sprint Demo & Retrospective (4 hours) 3 Artifacts Product Backlog Sprint Backlog Sprint Burn-down
To produce Value in 10 days that is coded, unit tested, UAT tested and documented Demo that value to the end user and get feedback Make changes in the next sprint
Sprint 6 Burn-down
350 300 250 200 150 100 50 9 8 7 6 5
Sprint Day
4 3 Hours Remaining Ideal Burndown 2 1 0
Sprint 6 Burn-up
25 20 15 10 5 1 2 3 4 5
Days Remaining
6 7 Committed Stories Completed Stories 8 9 10
Learning happens when there is a 50% chance that your first iteration is wrong
Paired or team development is faster than team members working on tasks individually
Trust Conflict Commitment Accountability Results
Spirit of the squirrel Way of the beaver Gift of the goose
Non performers identified fast Stories must be right sized Some folks think they work better alone Some folks want to know everything before doing anything Some tasks too long – some too short Remote developers are difficult Managers become coaches Future stories can break prior stories
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