7/29/2019 Agile one pager.pdf

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Agile One Pager 

© 2012 SCR UMstudy.com

Principle behindthe Agile Manifesto

Kanban / Lean Scrum XP DSDM Crystal FDD

Our highest priority is to satisfy the

customer through early and

continuous delivery of valuablesoftware.

Visualization of top

priority items

Pull system of workassignment

Value based

prioritization

Shippable SW aftereach Sprint

Sprint Review

Customers and

Developers work

together to planreleases

Build customer

feedback into each

iteration to converge onan effective business

solution

Early Victory

Walking skeleton

Frequent Customer

feedback

Client-Value based

features

Short ramp-up formodeling

Welcome changing requirements,

even late in development. Agile

processes harness change for the

customer's competitive advantage.

Business people can

change and re-prioritize

work not yet started at

any time

Product Backlog

grooming

Re-prioritization after

each sprint

Iteration planning MoSCoW Re-calibration of the

release plan

Frequent User

feedback

Domain based model

fosters change

Short cycles with

complete features allow

for frequent change

Deliver working software

frequently, from a couple of weeks

to a couple of months, with a

preference for the shortertimescale.

Work released on

demand

Sprints (iterations) Iterations Develop iteratively in

Timeboxes

Iterations Increments (per

feature) <= 2 weeks

Iterations (1 or more

complete features

Business people and developers

must work

together daily throughout the

project.

Highly collaborative PO as VOC

PO readily available to

team on a daily base

Customer is part of the

Team

Involve the right

stakeholders, at the

right time, throughout

the project

Easy access to expert

users

Frequent feedback from

end users

Client interaction during

processes #1 and #2

Frequent demos with

customer feedback

Build projects around motivated

individuals. Give them the

environment and support they

need and trust them to get the job

done.

SM is only facilitator

Self-organizing teams

Demo/Acceptance after

each sprint

Open work space

Pairs evolve as needed

Process Miniature

makes sure team

members understand

the process well

Team decides

improvement / changes

Domain Experts

Class ownership

However, there is

Team leadership

Assignment of team

membership based onexpertise

The most efficient and effective

method of

conveying information to and

within a Development Team is

face-to-face conversation.

Co-located teams

Daily Stand-Ups

Co-located teams

Daily Stand-Ups

Co-located teams

Daily Stand-Ups

Co-located teams for

Crystal Clear

Osmotic

Communication

Daily Stand-Ups

Multiple Small teams

Joint design,

inspections etc.

However, a lot of

information sharing via

CMS

7/29/2019 Agile one pager.pdf

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Agile One Pager 

Principle behindthe Agile Manifesto

Kanban / Lean Scrum XP DSDM Crystal FDD

Working software is the primary

measure of progress.

WIP limit Working SW at the end

of each Sprint

No technical debt

TDD

Egoless software

Deliver “Good enough”

early instead of

“Perfect too late”

Walking Skeleton

Automated Tests

Frequent Integration

Inspections

(Unit) tests

Agile processes promote

sustainable development. The

sponsors, developers, and users

should be able to maintain a

constant pace indefinitely.

No fix release or

delivery dates

Limit of WIP forces

completion or work

packages

Velocity

Done criteria (Only

complete/done work

counts)

Iteration planning

Sustainable,

predictable pace

-Blitz planning Clearly defined

entry/criteria per

process

only completed work

counts

Continuous attention to technical

excellence

and good design enhances agility.

Refactoring Continuous Integration,

refactoring & building

often

Incremental Re-

architecture

Domain Object Model

as base

Frequent updates

Simplicity--the art of maximizing

the amount of work not done--is

essential.

Small user stories

Continuous re-

evaluation and re-

prioritization

Small user stories

Continuous re-

evaluation and re-

prioritization

Small features

Focus on Client value

Good upfront design / 

model

The best architectures,

requirements, and designs emerge

from self-organizing teams.

No team leader

Team commits

Team member select

tasks

Pair Programming

Team coding standards

Members of the team

empowered to make

decisions on behalf of

those they represent

without waiting for

higher-level approval.

Side by side

programming

Team consensus for

Domain Object Model

Small teams foster co-

operation across

expertise boundaries

At regular intervals, the team

reflects on how

to become more effective, and

then tunes and adjusts its

behaviour accordingly.

Retrospective Meetings

at the end of each

sprint

Retrospective meetings

at each iteration end.

Improving the process

is part of the

development.

Facilitated workshops Reflection Workshop The 6 milestones per

feature allow for

frequent checks for

improvements

However, no reflections

are prescribed

© 2012 SCR UMstudy.com