Agile Methode Reffrences
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Improving Software Development Through Combination of Scrum and Kanban
Recent Advances in Computer Engineering, Communications and Information Technology Improving Software Development through Combination of Scrum and Kanban VILJAN MAHNIC Faculty of Computer and Information Science University of Ljubljana Trzaska 25, SI-1000 Ljubljana SLOVENIA [email protected] Abstract: - Applying Kanban principles to software development is becoming an important issue in the area of software engineering. The number of Scrumban users, a method that combines Scrum and Kanban practices, almost doubled in the last year. While Scrum is well-known and widespread method, scientific literature about Kanban adoption is scarce and many questions regarding Kanban use in practice (e.g., the structure of Kanban board, setting appropriate work in progress limits, combining Kanban and other agile methods, etc.) are still open. The aim of this paper is to upgrade previous research of different Kanban boards by proposing structure of a generic Kanban board and ground rules for its use, which could serve as a guiding reference for teams planning to introduce Scrumban as their development process. Additionally, an example of using such a board in practice is provided. The paper starts from the premise that appropriate combination of Scrum and Kanban advantages makes the most from both. Therefore, the proposed solution combines the most important Scrum practices (release and Sprint planning, regular delivery of increments, frequent feedback) with basic Kanban principles (visualization of workflow, limiting work in progress, change management). Key-Words: - Scrum, Kanban, agile methods, software development, software process management, quality improvement 1 Introduction According to the last State of Agile Development Numerous agile methods [1] have appeared in the Survey [9], the most widespread agile method is last fifteen years that – in contrast to traditional Scrum [10, 11]. -
The Timeboxing Process Model for Iterative Software Development
The Timeboxing Process Model for Iterative Software Development Pankaj Jalote Department of Computer Science and Engineering Indian Institute of Technology Kanpur – 208016; India Aveejeet Palit, Priya Kurien Infosys Technologies Limited Electronics City Bangalore – 561 229; India Contact: [email protected] ABSTRACT In today’s business where speed is of essence, an iterative development approach that allows the functionality to be delivered in parts has become a necessity and an effective way to manage risks. In an iterative process, the development of a software system is done in increments, each increment forming of an iteration and resulting in a working system. A common iterative approach is to decide what should be developed in an iteration and then plan the iteration accordingly. A somewhat different iterative is approach is to time box different iterations. In this approach, the length of an iteration is fixed and what should be developed in an iteration is adjusted to fit the time box. Generally, the time boxed iterations are executed in sequence, with some overlap where feasible. In this paper we propose the timeboxing process model that takes the concept of time boxed iterations further by adding pipelining concepts to it for permitting overlapped execution of different iterations. In the timeboxing process model, each time boxed iteration is divided into equal length stages, each stage having a defined function and resulting in a clear work product that is handed over to the next stage. With this division into stages, pipelining concepts are employed to have multiple time boxes executing concurrently, leading to a reduction in the delivery time for product releases. -
Agile Software Development and Im- Plementation of Scrumban
Joachim Grotenfelt Agile Software Development and Im- plementation of Scrumban Metropolia University of Applied Sciences Bachelor of Engineering Mobile Solutions Bachelor’s Thesis 30 May 2021 Abstrakt Författare Joachim Grotenfelt Titel Agile software utveckling och Implementation av Scrumban Antal Sidor 31 sidor Datum 30.05.2021 Grad Igenjör YH Utbildningsprogram Mobile Solutions Huvudämne Informations- och kommunikationsteknologi Instruktörer Mikael Lindblad, Projektledare Peter Hjort, Lektor Målet med avhandlingen var att studera agila metoder, hur de används i mjukvaruföretag och hur de påverkar arbetet i ett programvaruutvecklingsteam. Ett annat mål med avhandlingen var att studera bakgrunden till den agila metoden, hur den togs i bruk och hur den påverkar kundnöjdhet. I denna avhandling förklaras några existerande agila metoder, verktygen för hur agila metoder används, samt hur de påverkar programvaruutvecklingsteamet. Avhandlingen fokuserar sig på två agila metoder, Scrum och Kanban, eftersom de ofta används i olika företag. Ett av syftena med denna avhandling var att skapa förståelse för hur Scrumban metoden tas i bruk. Detta projekt granskar fördelarna med att ha ett mjukvaruutvecklingsteam som arbetar med agila processer. Projektet lyckades bra och en arbetsmiljö som använder agila metoder skapades. Fördelen blev att utvecklarteamet kunde göra förändringar när sådana behövdes. Nyckelord Agile, Scrum, Kanban, Scrumban Abstract Joachim Grotenfelt Author Basics of Agile Software Development and Implementation of Title Scrumban Number of Pages 31 pages Date 30.05.2021 Degree Bachelor of Engineering Degree Program Mobile Solutions Professional Major Information- and Communications Technology Instructors Mikael Lindblad, Project Manager Peter Hjort, Senior Lecturer The goal of the thesis is to study the Agile methods and how they affect the work of a soft- ware development team. -
Agile Playbook V2.1—What’S New?
AGILE P L AY B O OK TABLE OF CONTENTS INTRODUCTION ..........................................................................................................4 Who should use this playbook? ................................................................................6 How should you use this playbook? .........................................................................6 Agile Playbook v2.1—What’s new? ...........................................................................6 How and where can you contribute to this playbook?.............................................7 MEET YOUR GUIDES ...................................................................................................8 AN AGILE DELIVERY MODEL ....................................................................................10 GETTING STARTED.....................................................................................................12 THE PLAYS ...................................................................................................................14 Delivery ......................................................................................................................15 Play: Start with Scrum ...........................................................................................15 Play: Seeing success but need more fexibility? Move on to Scrumban ............17 Play: If you are ready to kick of the training wheels, try Kanban .......................18 Value ......................................................................................................................19 -
Agile and Devops Overview for Business
NELKINDA SOFTWARE CRAFT Ƅ TRAINING Agile and DevOps Overview for Business Duration: 2 Days Available Languages: English Audience Everyone who is steering or involved in software delivery: Business, Management, Operations, Development, for example: CxOs, managers, directors, team leads, systems administrators, development managers, business analysts, requirements engineers, architects, product owners, scrum masters, IT operations sta', IT stakeholders, developers, testers Goals Agile and DevOps are the big drivers of organizational transformation today. What do they mean? Where do they come from? What are their goals? How can they help my organization and my team? How can I use and implement them? And are there any side-e'ects or challenges to consider? Learn the answers to these questions in a holistic perspective from the CxO level to the code about what Agile and DevOps mean for organizations of all sizes. Contents • Business Case for Improving the Software Development Life Cycle ◦ Evolution of the Software Development Life Cycle (SDLC) ◦ Business Drivers of the SDLC Evolution ◦ Principles of Agile, DevOps, Extreme Programming (XP), and Software Craft ◦ Goals and Objectives of Agile, DevOps (Development Operations), XP, and Software Craft ◦ The Pipeline for Value Delivery • Essential Principles ◦ Manifesto for Agile Software Development ("Agile Manifesto") ◦ The Values and Principles of XP ◦ Manifesto of Software Craft ◦ The Two Values of Software ◦ The Deming (PDCA, plan-do-check-act) Cycle ◦ The XP Feedback Loops ◦ Parkinson's Law and Timeboxing ◦ Conway's Law, Organizational Structure and Cross-functional responsibility ◦ KPIs (Key Performance Indicators) and Drivers: Story-Point Velocity, Cycle Time, WIP (Work In Progress) limit ◦ Heisenberg's Uncertainty Principle of Agile Estimation 1/3 https://nelkinda.com/training/DevOps-Driven-Agile © Copyright 2015-2020 Nelkinda Software Craft Private Limited. -
Multi Objective Analysis for Timeboxing Models of Software Development
MULTI OBJECTIVE ANALYSIS FOR TIMEBOXING MODELS OF SOFTWARE DEVELOPMENT Vassilis C. Gerogiannis and Pandelis G. Ipsilandis Department of Project Management, Technological Education Institute of Larissa, Larissa, Greece Keywords: Software Project Management, Iterative Development, Timeboxing, Project Scheduling, Linear Programming, Multi-Objective Optimization. Abstract: In iterative/incremental software development, software deliverables are built in iterations - each iteration providing parts of the required software functionality. To better manage and monitor resources, plan and deliverables, iterations are usually performed during specific time periods, so called “time boxes”. Each time box is further divided into a sequence of stages and a dedicated development team is assigned to each stage. Iterations can be performed in parallel to reduce the project completion time by exploiting a “pipelining” concept, that is, when a team completes the tasks of a stage, it hands over the intermediate deliverables to the team executing the next stage and then starts executing the same stage in the next iteration. In this paper, we address the problem of optimizing the schedule of a software project that follows an iterative, timeboxing process model. A multi objective linear programming technique is introduced to consider multiple parameters, such as the project duration, the work discontinuities of development teams in successive iterations and the release (delivery) time of software deliverables. The proposed model can be used to generate alternative project plans based on the relative importance of these parameters. 1 INTRODUCTION team of experts is usually assigned to each stage, i.e., a team for a stage performs only the activities In iterative and incremental development, software for that stage. -
TASKCHECKLIST W
060-97_dennis3e_03.qxd 10/7/05 11:39 AM Page 60 PLANNING ✔ Identify Project ✔ Develop Systems Request ✔ Analyze Technical Feasibility ✔ Analyze Economic Feasibility ✔ Analyze Organizational Feasibility ✔ Perform Project Selection Review Estimate Project Time Identify Project Tasks Create Work Breakdown Structure Create PERT Charts Create Gantt Charts Manage Scope Staff Project Create Project Charter Set up CASE Repository Develop Standards Begin Documentation Assess and Manage Risk TASKCHECKLIST ▼ PLANNING ANALYSIS DESIGN 060-97_dennis3e_03.qxd 10/7/05 11:40 AM Page 61 CHAPTER 3 PROJECT MANAGEMENT T his chapter describes the important steps of project management, which begins in the Planning Phase and continues throughout the systems development life cycle (SDLC). First, the project manager estimates the size of the project and identifies the tasks that need to be performed. Next, he or she staffs the project and puts several activities in place to help coordinate project activities. These steps produce important project man- agement deliverables, including the workplan, staffing plan, and standards list. OBJECTIVES I Become familiar with estimation. I Be able to create a project workplan. I Understand why project teams use timeboxing. I Become familiar with how to staff a project. I Understand how computer-aided software engineering, standards, and documen- tation improve the efficiency of a project. I Understand how to reduce risk on a project. CHAPTER OUTLINE Introduction Staffing Plan Identifying Project Size Motivation Function Point -
Appendix Project Management Appendix Project Management This Appendix Contains Additional Information on Project Management
Appendix project management Appendix Project management This appendix contains additional information on project management. These are un edited versions of earlier more elaborate chapters on either traditional- and agile project management. Table of Contents Appendix Project management ...................................................................................................................... 1 1 Traditional project management ............................................................................................................. 2 1.1 Traditional project management theory and principles ................................................................... 2 1.2 Traditional project management the basics ..................................................................................... 3 2 Agile project management ...................................................................................................................... 5 2.1 Explaining agile project management ~ the agile manifesto ........................................................... 5 2.2 Typical agile mechanics, ideas and tools ~ agile in practice ........................................................... 7 2.2.1 Iterative development ~ iterative and incremental planning .................................................... 8 2.2.2 Communication, learning and visualisation ............................................................................. 9 2.2.3 Project results and project success ........................................................................................ -
A Brief History of Devops by Alek Sharma Introduction: History in Progress
A Brief History of DevOps by Alek Sharma Introduction: History in Progress Software engineers spend most of their waking hours wading George Santayana wrote that “those who cannot remember the through the mud of their predecessors. Only a few are lucky past are condemned to repeat it.” He was definitely not thinking enough to see green fields before conflict transforms the about software when he wrote this, but he’s dead now, which terrain; the rest are shipped to the front (end). There, they means he can be quoted out of context. Oh, the joys of public languish in trenches as shells of outages explode around them. domain! Progress is usually glacial, though ground can be covered This ebook will be about the history of software development through heroic sprints. methodologies — especially where they intersect with traditional best practices. Think of it as The Silmarillion of Silicon Valley, But veterans do emerge, scarred and battle-hardened. They except shorter and with more pictures. Before plunging into this revel in relating their most daring exploits and bug fixes to new rushing river of time, please note that the presented chronology recruits. And just as individuals have learned individual lessons is both theoretically complete and practically in progress. In other about writing code, our industry has learned collective lessons words, even though a term or process might have been coined, it about software development at scale. It’s not always easy to always takes more time for Best Practices to trickle down to Real see these larger trends when you’re on the ground — buried in Products. -
AGILE PROJECT MANAGEMENT for TEAMS Anthony C
AGILE PROJECT MANAGEMENT FOR TEAMS Anthony C. Mersino, PMP, PMI-ACP, CSM SM TWENTY-FIVE PROFESSIONAL DEVELOPMENT UNITS ©2016 Prodevia Learning, Inc. All Rights Reserved. The PMI R.E.P. logo is a mark of the Project Management Institute, Inc. This is a distance learning course that is self-paced and instructor supported. Be sure to review the section within this course guide entitled HOW TO COMPLETE THIS COURSE There you will find instructions to: Work through your course Formally complete it with Prodevia Learning Submit your professional development credits Welcome to Prodevia Learning Advanced Professional Development for Experienced Project Managers. Prodevia Learning offers advanced, expert-approved strategies for project managers to grow their skill sets and careers. We provide the most effective professional development courses in our industry written by the best names in our profession. You’ll discover how to interact much more successfully with your stakeholders and get the best outcomes from your projects than you ever thought possible. With Prodevia Learning courses, you can get started immediately because everything is available online as soon as you enroll. And, when you enroll in one of our paid classes, you’ll find they are also portable – you can optionally choose to have printed course guides shipped to you because we know you know that being chained to a computer or stuck at your office to take an online class is not always the most convenient method or the best way for you to grow and implement your learning. Your schedule requirements are ours, too. So, you have an unlimited amount of time to complete a course once you enroll. -
Agile Practices
Founda'ons of Soware Engineering Process: Agile Prac.ces Claire Le Goues 1 Learning goals • Define agile as both a set of iterave process prac.ces and a business approach for aligning customer needs with development. • Explain the mo.vaon behind and reason about the tradeoffs presented by several common agile prac.ces. • Summarize both scrum and extreme programming, and provide mo.vaon and tradeoffs behind their prac.ces. • Iden.fy and jus.fy the process prac.ces from the agile tradi.on that are most appropriate in a given modern development process. 2 What problems are there in soware development? 3 Agile So,ware Development Is … Both: • a set of soMware engineering best prac.ces (allowing for rapid delivery of high quality soMware) • a business approach (aligning development with customer needs and goals) 4 Brief History of Agile XP reified: Kent Beck Incepon of Iterave and released Extreme Incremental Development (IID): Introducon of Scrum: Programming Explained: Walter Shewhart (Bell Labs, Jeff Sutherland and Ken Embrace Change signal transmission) proposed a Schwaber presented a paper Introduc&on of “Agile”: series of “plan-do-study- describing the Scrum The Agile Manifesto act” (PDSA) cycles methodology at a conference wri[en by 17 soMware workshop developers Introducon of the waterfall: Winston Royce’s ar.cle Managing the Development of Large So<ware Systems 1930s 1970 1995 1999 2001 5 Agile in a nutshell • A project management approach that seeks to respond to change and unpredictability, primarily using incremental, iterave work sequences (oMen called “sprints”). • Also: a collec.on of prac.ces to facility that approach. -
Software Process Overview
1/18/17 Software Process Overview • What is software process? • Examples of process models • Unified Process (UP) • Agile software development N. Meng, B. Ryder 2 1 1/18/17 Software Process • Definition [Pressman] – a framework for the tasks that are required to build high-quality software. – to provide stability, control and organization to an otherwise chaotic activity N. Meng, B. Ryder 3 Code-and-Fix Process • The first thing people tried in the 1950s 1.Write program 2.Improve it (debug, add functionality, improve efficiency, ...) 3.GOTO 1 • Works for small 1-person projects and for some CS course assignments N. Meng, B. Ryder 4 2 1/18/17 Problems with Code-and-Fix • Poor match with user needs • Bad overall structure – No blueprint • Poor reliability - no systematic testing • Maintainability? What’s that? • What happens when the programmer quits? N. Meng, B. Ryder 5 Code-and-Fix Process From McConnell, After the Goldrush, 1999 N. Meng, B. Ryder 6 3 1/18/17 A More Advanced Process N. Meng, B. Ryder 7 Examples of Process Models • Waterfall model • Prototyping model • Spiral model • Incremental model N. Meng, B. Ryder 8 4 1/18/17 Waterfall Model • The “classic” process model since 1970s – Also called “software life cycle” Analysis Design Implementation Testing & Integration Maintenance N. Meng, B. Ryder 9 Analysis Design Implementation Waterfall Phases Testing & Integration Maintenance • Analysis: Define problems – requirements, constraints, goals and domain concepts • Design: Establish solutions – System architecture, components, relationship • Implementation: Implement solutions • Testing and integration: Check solutions – Unit testing, system testing • Maintenance: the longest phase N. Meng, B.