PMI-ACP Training - Online Course Agenda

Total Page:16

File Type:pdf, Size:1020Kb

PMI-ACP Training - Online Course Agenda ​PMI-ACP Training - Online Course Agenda Getting started with PMI-ACP® Certification Preview Domain 00 - Course Overview 1 Course Overview Preview 2 Objectives Preview 3 Value of PMI-ACP® Certification to the Professional Preview 4 Value of PMI-ACP® Certification to the Organization 5 PMI-ACP® Eligibility Requirements 6 PMI-ACP® Timeline 7 PMI-ACP® Certification Fees 8 PMI-ACP® Certification Maintenance and Renewal 9 PMI-ACP® Exam Information 10 Domains and Tasks 11 Domains Covered 12 PMI-ACP® Exam Blueprint Page | 1 ​PMI-ACP Training - Online Course Agenda 13 Practice QuestionsPreview 14 Sources of Information 15 Conclusion Domain 01 - Agile Principles and Mindset - Part 1 1 Agile Principles and Mindset 2 Objectives 3 Agile 4 Agile-Best Practices 5 Agile Evolution 6 Agile Manifesto 7 Principles of the Agile Manifesto Preview 8 Agile-Less Engineering, More Enabling 9 Agile Core Principles and Practices Page | 2 ​PMI-ACP Training - Online Course Agenda 10 What Agile is Not 11 Benefits of Agile 12 Agile-Real Life Example 13 Quiz 14 Summary 15 Conclusion Domain 01 - Agile Principles and Mindset - Part 2 1 Agile Principles and Mindset 2 Objectives 3 Agile Methodologies, Frameworks, and Processes Preview 4 ScrumPreview 5 Three Pillars of Scrum 6 Scrum Roles 7 Scrum Vocabulary Page | 3 ​PMI-ACP Training - Online Course Agenda 8 Scrum Meetings 9 Project Using Scrum - Example Preview 10 Scrum Roles - Key Points 11 Extreme Programming 12 Five Core Principles of XP 13 XP Practices 14 XP Process Diagram 15 Success of XP Methodology - Example 16 Crystal Methodology Preview 17 Crystal Methodology - Key Principles 18 Crystal Methodology - Key Categories 19 Dynamic Systems Development Method 20 Principles of DSDM Atern 21 Phases of DSDM Page | 4 ​PMI-ACP Training - Online Course Agenda 22 Feature Driven Development 23 Agile Project Management Preview 24 APM Framework 25 APM and PMBOK® Guide 26 Lean Software Development 27 Lean Principles 28 Kanban Preview 29 Kanban Method - Case Study 30 Lean Kanban Method 31 OpenUP 32 OpenUP - Phases 33 Information Radiators Preview 34 Effective Information Radiators 35 Examples of Information Radiators Preview Page | 5 ​PMI-ACP Training - Online Course Agenda 36 Knowledge Sharing 37 Knowledge Sharing (contd.) 38 Knowledge Sharing Contexts 39 Servant Leadership 40 Characteristics of a Servant Leader 41 Agile Servant Leadership 42 Quiz 43 Summary 44 Conclusion Preview Domain 02 - Value-Driven Delivery - Part 1 1 Value - Driven Delivery 2 Objectives 3 Value Page | 6 ​PMI-ACP Training - Online Course Agenda 4 Forecasting ValuePreview 5 Time Value of Money 6 Time Value of Money - Terminologies 7 Future Value and Present Value - Formulas 8 Calculation of Future Value - Example 9 Financial Feasibility of Projects 10 Return on Investment 11 Net Present Value 12 Net Present Value - Example 13 Internal Rate of Return 14 Internal Rate of Return - Example 15 Payback Period Preview 16 NPV, ROI, and Payback Period - Example 17 Prioritization Page | 7 ​PMI-ACP Training - Online Course Agenda 18 Factors in Prioritization 19 Agile Customer - Value Prioritization 20 Prioritization Techniques 21 Prioritization Techniques - MoSCoW 22 MoSCoW Technique - Example 23 Prioritization Techniques - Kano Model Preview 24 Kano Model - Categories 25 Kano Model - Example 26 Prioritization Techniques - Relative Weighting Preview 27 Relative Weighting - Example 28 Risk Management in Agile 29 Risk Adjusted Product Backlog 30 Risk Adjusted Product Backlog - Example 31 Non - Functional Requirements Page | 8 ​PMI-ACP Training - Online Course Agenda 32 Prioritization of Non - Functional Requirements Preview 33 Quiz 34 Summary 35 Conclusion Domain 02 - Value-Driven Delivery - Part 2 1 Value-Driven Delivery 2 Objectives 3 Minimum Marketable Feature 4 Kanban Boards 5 Kanban Cards Preview 6 Simple Kanban Board 7 Detailed Kanban Board Preview 8 Kanban and JIT 9 Siemens Health Services- -Example Page | 9 ​PMI-ACP Training - Online Course Agenda 10 Incremental Delivery 11 Reviews and Feedback Techniques 12 Benefits of Review and Feedback 13 Reprioritization or Relative Prioritization 14 Prioritization List 15 Agile Compliance Preview 16 Earned Value Management for Agile 17 EVM Terminologies 18 Earned Value Metrics with Formulae 19 Earned Value - Planning Parameters 20 EVM for Agile 21 Agile Earned Value Metrics - Example 22 Agile Contracts 23 Agile Contracting Methods Page | 10 ​PMI-ACP Training - Online Course Agenda 24 Quiz 25 Summary 26 Conclusion Preview Domain 03 - Stakeholder Engagement - Part 1 1 Stakeholder Engagement 2 Objectives Preview 3 Stakeholder Management 4 Principles of Stakeholder Management 5 Project Charter 6 Project Charter (contd.) 7 Components of Agile Project Charter 8 Business Case 9 Understanding Stakeholder Needs Preview Page | 11 ​PMI-ACP Training - Online Course Agenda 10 Agile Wireframes 11 Agile Wireframes - Real Life Example 12 User Story 13 User Story - Card, Conversation, and Confirmation 14 User Story-Attributes 15 Story Card Information 16 User Story Card-Example 17 User Story - Examples 18 Agile Personas 19 Creating Agile Personas - Example 20 Creating Agile Personas - Example (contd.)Preview 21 Theme and Epic Preview 22 Theme and Epic Example 23 Product Backlog Page | 12 ​PMI-ACP Training - Online Course Agenda 24 Agile Story Maps 25 Assessing and Incorporating Community and Stakeholder Values 26 Assessing and Incorporating Community and Stakeholder Values (contd.) 27 Real Life Example Preview 28 Quiz 29 Summary Preview 30 Conclusion Domain 03 - Stakeholder Engagement - Part 2 1 Stakeholder Management-2 2 Objectives 3 Communication Management 4 Agile Communication 5 Social Media Communication 6 Information Radiators Page | 13 ​PMI-ACP Training - Online Course Agenda 7 Information Radiators (contd.) 8 Visible Charts 9 Agile Modeling 10 Agile Modeling contd 11 Best Practices of Agile Modeling 12 Active Listening 13 Key Elements of Active Listening Preview 14 Globalization Culture and Team Diversity 15 Cultural Diversity Issues-Recommendations Preview 16 Agile Facilitation Methods 17 Agile Participatory Decision-Making Preview 18 Agile Participatory Decision-Making Models 19 Agile Negotiation Preview 20 Agile Negotiation and Conflict Management Page | 14 ​PMI-ACP Training - Online Course Agenda 21 Five Levels of Conflict 22 Agile Conflict Resolution 23 Quiz 24 Summary 25 Conclusion Domain 04 - Team Performance - Part 1 1 Team Performance 2 Objectives 3 Team Formation Stages 4 Building High - Performance Teams 5 HPT - Generalizing Specialist 6 Attributes of High - Performance Agile Teams Preview 7 Building Empowered Teams Page | 15 ​PMI-ACP Training - Online Course Agenda 8 Setting and Managing Expectations 9 Daily Stand - Up Meeting Preview 10 Introduction to Agile Leadership 11 Leadership Best Practices 12 Adaptive Leadership 13 Adaptive Leadership - ‘Doing Agile’ Tools 14 Management vs. Leadership 15 Coaching and Mentoring Within Teams 16 Agile Coaching 17 Coaching at Levels 18 Skills of an Agile Coach 19 Agile Emotional Intelligence 20 EI and Scrum Masters Agile Project Managers 21 EI Skills Assessment Framework Page | 16 ​PMI-ACP Training - Online Course Agenda 22 Benefits of EQ 23 Quiz 24 Summary 25 Conclusion Preview Domain 04 - Team Performance - Part 2 1 Team Performance (2) 2 Objectives 3 Agile Team Motivation 4 Team Space Preview 5 Signs of Bad Team Space 6 Co - Located Teams 7 Distributed Teams 8 Co - Located vs Distributed Teams 9 Osmotic Communication Page | 17 ​PMI-ACP Training - Online Course Agenda 10 Collaboration and Coordination 11 Collaboration Technology Preview 12 Communication Gap Examples 13 Agile Brainstorming Session 14 Setting up an Effective Brainstorming Session Preview 15 Brainstorming Session - Steps 16 Velocity Preview 17 Velocity-Example 1 18 Velocity-Example 2 19 Unit of Measure for Velocity 20 Sample Velocity Chart 21 Agile Tools 22 Quiz 23 Summary Page | 18 ​PMI-ACP Training - Online Course Agenda 24 Conclusion Preview Domain 05 - Adaptive Planning - Part 1 1 Adaptive Planning 2 Objectives 3 Multiple Levels of Planning 4 Aligning Agile Projects to Programs and Portfolios 5 Rolling Wave Planning or Progressive Elaboration 6 Rolling Wave Planning or Progressive Elaboration (contd.) 7 Timeboxing 8 Timeboxing - Best Practices 9 Timeboxing - Advantages 10 Estimation 11 Accuracy vs. Precision Page | 19 ​PMI-ACP Training - Online Course Agenda 12 Measures of Project Size 13 Relative Sizing 14 Story Points Preview 15 Story Points (contd.) 16 Story Points Estimation - Steps Preview 17 Story Points - Estimation by Analogy 18 Value Points Preview 19 Ideal Days Preview 20 Ideal Days (contd.) 21 Story Points and Ideal Days 22 Estimation Scale 23 Wideband Delphi 24 Wideband Delphi Process 25 Wideband Delphi Technique-Planning Poker Page | 20 ​PMI-ACP Training - Online Course Agenda 26 Planning Poker - Example 27 Affinity Estimation 28 Affinity Estimation Process 29 Estimation Using T - Shirt SizingPreview 30 Determining Project Size 31 Project Size Estimation - Real Life ExamplePreview 32 Project Size Estimation - Explanation 33 Quiz 34 Summary 35 Conclusion Domain 05 - Adaptive Planning - Part 2 1 Adaptive Planning 2 Objectives 3 Release Plan Preview Page | 21 ​PMI-ACP Training - Online Course Agenda 4 Steps in Planning a Release 5 Release Planning - Example 6 Release Planning - Example Illustration 7 Agile Product Roadmap 8 Iteration Plan 9 Iteration Length Selection 10 Length of Iterations - Example 11 Velocity - Driven Iteration Planning 12 Commitment - Driven Iteration Planning Preview
Recommended publications
  • 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.
    [Show full text]
  • 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.
    [Show full text]
  • 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.
    [Show full text]
  • 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
    [Show full text]
  • 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.
    [Show full text]
  • 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.
    [Show full text]
  • 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.
    [Show full text]
  • Improving Your Development Process Codeworks 2009 - San Francisco, US Derick Rethans - [email protected] - Twitter: @:-:Twitter:-: About Me
    Improving Your Development Process CodeWorks 2009 - San Francisco, US Derick Rethans - [email protected] - twitter: @:-:twitter:-: http://derickrethans.nl/talks.php About Me Derick Rethans [email protected] ● Dutchman living in London ● Project lead for eZ Components at eZ Systems A.S. ● PHP development ● Author of the mcrypt, input_filter and date/time extensions ● Author of Xdebug The Audience ● Developer? Team lead? Something else? ● Size per team: 1 or 2 developers, 3-5 developers, 6-10 devs, more? ● New team? ● CVS/SVN? Testing? IDEs? Peer review? The Old Environment Years ago, this is how I started... and how many new PHP developers still start when they get acquainted with the language: ● PHP files are on the server only ● They are editted with a very simple editor, like vim ● (Alternatively, FTP and Notepad are used) ● Coding standards are optional In more commercial environments, many things are often missing: ● There are no proper specs ● Source control is not heard off ● Things are released or delivered "when they are ready" ● This is not a sustainable environment More People ➠ More Problems ● Overwriting changes happens all the time ● No "accountability" of mistakes ● Who does what from the spec that doesn't exist? ● How well do parts coded by different developers integrate? Introducing the Basics ● Set-up some sort of process and guidelines: coding standards, local development server, pushing out to staging/life servers, plan time for testing ● Source Control: CVS, SVN, or some of the newer ones ● Write requirements and specifications Coding Standards ● Makes it easier for all participants of the team to read code, as all the code conforms to the same rules.
    [Show full text]
  • Agile Software Development Methods: Review and Analysis
    Agile Software Development Methods: Review and Analysis Authors: Pekka Abrahamsson, Outi Salo, Jussi Ronkainen and Juhani Warsta This is the author's version of the work. The definite version was published in: Abrahamsson, P., Salo, O., Ronkainen, J. & Warsta, J. (2002) Agile software development methods: Review and analysis, VTT publication 478, Espoo, Finland, 107p. Copyright holder’s version can be downloaded from http://www.vtt.fi/inf/pdf/publications/2002/P478.pdf. This is the author's version of the work. The definite version was published in: Abrahamsson, P., Salo, O., Ronkainen, J. & Warsta, J. (2002) Agile software development methods: Review and analysis, VTT publication 478, Espoo, Finland, 107p. Copyright holder’s version can be downloaded from http://www.vtt.fi/inf/pdf/publications/2002/P478.pdf. This is the author's version of the work. The definite version was published in: Abrahamsson, P., Salo, O., Ronkainen, J. & Warsta, J. (2002) Agile software development methods: Review and analysis, VTT publication 478, Espoo, Finland, 107p. Copyright holder’s version can be downloaded from http://www.vtt.fi/inf/pdf/publications/2002/P478.pdf. Keywords: Software development, software project management, agile process, light-weight process, extreme programming, feature driven development, dynamic systems development method, scrum, pragmatic programming, agile modeling, open source software development, rational unified process, adaptive software development, crystal family of methodologies 3 This is the author's version of the work. The definite version was published in: Abrahamsson, P., Salo, O., Ronkainen, J. & Warsta, J. (2002) Agile software development methods: Review and analysis, VTT publication 478, Espoo, Finland, 107p. Copyright holder’s version can be downloaded from http://www.vtt.fi/inf/pdf/publications/2002/P478.pdf.
    [Show full text]
  • Four Principles of Agile Triage Doug Rosenberg ICONIX
    Four Principles of Agile Triage Doug Rosenberg ICONIX There’s an epidemic of bad software floating around these days. Chances are you’ve encountered buggy and/or unnecessarily hard to use software recently. This epidemic isn’t really surprising, especially if you’ve read the books I’ve written with Matt Stephens: Design Driven Testing or Extreme Programming Refactored or Agile Development with ICONIX Process. There’s a bunch of agile development shops out there underspecifying their software and (as a result) testing it inadequately, so that you and I can have the privilege of debugging it for them and putting new user stories onto their backlog. Imagine for a moment that you’re working at a company where the agile development process has gone off the rails and there is a train wreck. There’s a lot of smoke from the burndown charts burning up. Bodies are strewn all around, there are broken bones and people are bleeding everywhere. Some parts of your code are savable, and some have to be thrown away. You need to triage the situation and do damage control. Here are some guiding principles for your triage effort: 1. You can’t unit test what you forgot to remember. 2. You can't do scenario testing without modeling scenarios 3. You can't do requirement testing without modeling requirements 4. Excessive timeboxing results in shoddy workmanship Lets take these one at a time: Unit testing is necessary but it’s not sufficient. It doesn’t seem like it should be necessary to point this out, but by definition, you can only write unit tests for the conditions you’ve already thought about.
    [Show full text]
  • Timeboxing: Hurdles and Solutions
    International Journal of Science and Research (IJSR) ISSN (Online): 2319-7064 Index Copernicus Value (2013): 6.14 | Impact Factor (2013): 4.438 Timeboxing: Hurdles and Solutions Basant Namdeo International Institute of Professional Studies, Devi Ahilya University, Indore, India Abstract: Time boxing is beneficial to industry and end users in terms of saving time, money and human resources. Time boxing model posses some serious issues like (1) Structural dependency, (2) Deliverable dependency, and (3) Uneven logic in work distribution. In this paper we are proposing solutions to these problems. Thus this paper may be useful to software development industry, users of that software, scientists and students. Keywords: Timeboxing, pipelining, software process, iterative development, team communication. 1. Introduction Today’s competitive world, companies are required to develop new product in speed and flexible way. Companies are increasingly realizing that the old, sequential approach to developing new products simply won't get the job done [1]. So the companies are interested to develop software very fast with the existing resources. Software development is not a single part. This thing can be divided in to various parts of task and each part of task can be assign to the team of employees who are expert in that particular task. Jalote et al. [2] proposed 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[2].
    [Show full text]
  • Agile Methode Reffrences
    AGILE METHODE REFFRENCES All rights reserved. No part of this publication may be reproduced, distributed, stored in a data processing system, or published in any form by print, photocopy or any other means whatsoever without the prior written consent of the authors and publisher. This material contains diagrams and text information based upon: Agile Foundation – Certify To Inspire ©Agile Consortium All other brands, companies, and product names are used for identification purposes only and may be trademarks that are the sole property of their respective owners. © Van Haren Learning Solution 2 Table of contents Contents Introduction ................................................................................................................................ 4 Agile – adaptability is the new norm ..................................................................................... 4 The Certify To Inspire Program of the Agile Consortium ......................................................... 5 The Agile Consortium – the community ............................................................................... 5 The Agile Consortium Annual Conference ........................................................................... 5 The Agile Foundation Certificate .............................................................................................. 7 It starts with you..................................................................................................................... 7 Exam structure ......................................................................................................................
    [Show full text]