Introduction to agile
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Introduction to Agile
2011-07-15
Delivering Customer Value with Speed, Economy & Quality
2011-07-15
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Please mute Your cell!
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Why Agile1
What Is Agile2
F&A Discussion3
Agenda
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hyw Agile
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Increased Consumer Expectations
As consumers today we want and expect innovative products: faster, cheaper and with better quality than those we’ve seen in the past.
Cons
umer
Ex
pect
ation
s
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Increased Work Pressure
As knowledge workers, our business tools have improved our capability to be productive, raising work expectations.
Busi
ness
Ex
pect
ation
s
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Misaligned Expectations
However,Instead of this…Productivity driving Customer valueBu
sine
ss
Expe
ctati
ons
Cons
umer
Ex
pect
ation
s
Business
Expectation
s
Cons
umer
Ex
pect
ation
s
Business Expectation
s
Cons
umer
Ex
pect
ation
s
We usually get this…Misalignment of Value definitions
Or all too often, this.Orthogonal opposition to Customer Value
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Let’s try
Agile !
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hatw Is Agile
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History & InfluencesEarly 1900s
• Walter Shewhart: Plan-Do-Study-Act, SPC
Mid 1900s
• Edward Deming: SPC, TQM
• Toyota: Toyota Production System (TPS)
• Peter Drucker: Knowledge Worker
Late 1900s
• Womack and Jones: Lean Thinking
• Eli Goldratt: Theory of Constraints
• Tom Gilb: Evo
• The Toyota Way
EvolutionEarly 1990s• Crystal Methods• Lean Software Development• Dynamic Software Development Method (DSDM)Mid 1990s• Feature Driven Development (FDD)• eXtreme Programming (XP)• Adaptive Software Development2001: Manifesto for Agile Software Development • http://www.agilemanifesto.org 2005: Declaration of Interdependence • http://www.pmdoi.org/ 2011: Agile Manifesto (Simplified Chinese)• http://agilemanifesto.org/iso/zhchs/• http://agilemanifesto.org/iso/zhchs/principles.html
History of Agile & Lean
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We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value
Manifesto Values
Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.
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Individuals and interactions over processes and tools
andindividuals
interactions
processesand tools
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Working software over comprehensive documentation
workingsoftware
comprehensivedocumentation
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Customer collaboration over contract negotiation
customercollaboration
contractnegotiation
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Responding to changeover following a plan
to
plan
respondingchange
followinga
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Manifesto Principles
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
Business people and developers must work together daily throughout the project.
Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
Working software is the primary measure of progress.
Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
Continuous attention to technical excellence and good design enhances agility.
Simplicity--the art of maximizing the amount of work not done--is essential.
The best architectures, requirements, and designs emerge from self-organizing teams.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
![Page 20: Introduction to agile](https://reader035.fdocuments.us/reader035/viewer/2022062617/54b855e14a7959cf168b459a/html5/thumbnails/20.jpg)
Manifesto Principles
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
Business people and developers must work together daily throughout the project.
Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
Working software is the primary measure of progress.
Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
Continuous attention to technical excellence and good design enhances agility.
Simplicity--the art of maximizing the amount of work not done--is essential.
The best architectures, requirements, and designs emerge from self-organizing teams.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
![Page 21: Introduction to agile](https://reader035.fdocuments.us/reader035/viewer/2022062617/54b855e14a7959cf168b459a/html5/thumbnails/21.jpg)
Manifesto Principles
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
Business people and developers must work together daily throughout the project.
Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
Working software is the primary measure of progress.
Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
Continuous attention to technical excellence and good design enhances agility.
Simplicity--the art of maximizing the amount of work not done--is essential.
The best architectures, requirements, and designs emerge from self-organizing teams.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
![Page 22: Introduction to agile](https://reader035.fdocuments.us/reader035/viewer/2022062617/54b855e14a7959cf168b459a/html5/thumbnails/22.jpg)
Manifesto Principles
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
Business people and developers must work together daily throughout the project.
Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
Working software is the primary measure of progress.
Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
Continuous attention to technical excellence and good design enhances agility.
Simplicity--the art of maximizing the amount of work not done--is essential.
The best architectures, requirements, and designs emerge from self-organizing teams.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
Business people and developers must work together daily throughout the project.
![Page 23: Introduction to agile](https://reader035.fdocuments.us/reader035/viewer/2022062617/54b855e14a7959cf168b459a/html5/thumbnails/23.jpg)
Manifesto Principles
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
Business people and developers must work together daily throughout the project.
Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
Working software is the primary measure of progress.
Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
Continuous attention to technical excellence and good design enhances agility.
Simplicity--the art of maximizing the amount of work not done--is essential.
The best architectures, requirements, and designs emerge from self-organizing teams.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
![Page 24: Introduction to agile](https://reader035.fdocuments.us/reader035/viewer/2022062617/54b855e14a7959cf168b459a/html5/thumbnails/24.jpg)
Manifesto Principles
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
Business people and developers must work together daily throughout the project.
Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
Working software is the primary measure of progress.
Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
Continuous attention to technical excellence and good design enhances agility.
Simplicity--the art of maximizing the amount of work not done--is essential.
The best architectures, requirements, and designs emerge from self-organizing teams.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation
![Page 25: Introduction to agile](https://reader035.fdocuments.us/reader035/viewer/2022062617/54b855e14a7959cf168b459a/html5/thumbnails/25.jpg)
Manifesto Principles
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
Business people and developers must work together daily throughout the project.
Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
Working software is the primary measure of progress.
Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
Continuous attention to technical excellence and good design enhances agility.
Simplicity--the art of maximizing the amount of work not done--is essential.
The best architectures, requirements, and designs emerge from self-organizing teams.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
Working software is the primary measure of progress.
![Page 26: Introduction to agile](https://reader035.fdocuments.us/reader035/viewer/2022062617/54b855e14a7959cf168b459a/html5/thumbnails/26.jpg)
Manifesto Principles
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
Business people and developers must work together daily throughout the project.
Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
Working software is the primary measure of progress.
Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
Continuous attention to technical excellence and good design enhances agility.
Simplicity--the art of maximizing the amount of work not done--is essential.
The best architectures, requirements, and designs emerge from self-organizing teams.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
![Page 27: Introduction to agile](https://reader035.fdocuments.us/reader035/viewer/2022062617/54b855e14a7959cf168b459a/html5/thumbnails/27.jpg)
Manifesto Principles
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
Business people and developers must work together daily throughout the project.
Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
Working software is the primary measure of progress.
Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
Continuous attention to technical excellence and good design enhances agility.
Simplicity--the art of maximizing the amount of work not done--is essential.
The best architectures, requirements, and designs emerge from self-organizing teams.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
Continuous attention to technical excellence and good design enhances agility.
![Page 28: Introduction to agile](https://reader035.fdocuments.us/reader035/viewer/2022062617/54b855e14a7959cf168b459a/html5/thumbnails/28.jpg)
Manifesto Principles
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
Business people and developers must work together daily throughout the project.
Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
Working software is the primary measure of progress.
Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
Continuous attention to technical excellence and good design enhances agility.
Simplicity--the art of maximizing the amount of work not done--is essential.
The best architectures, requirements, and designs emerge from self-organizing teams.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
Simplicity--the art of maximizing the amount of work not done--is essential.
![Page 29: Introduction to agile](https://reader035.fdocuments.us/reader035/viewer/2022062617/54b855e14a7959cf168b459a/html5/thumbnails/29.jpg)
Manifesto Principles
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
Business people and developers must work together daily throughout the project.
Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
Working software is the primary measure of progress.
Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
Continuous attention to technical excellence and good design enhances agility.
Simplicity--the art of maximizing the amount of work not done--is essential.
The best architectures, requirements, and designs emerge from self-organizing teams.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
The best architectures, requirements, and designs emerge from self-organizing teams.
![Page 30: Introduction to agile](https://reader035.fdocuments.us/reader035/viewer/2022062617/54b855e14a7959cf168b459a/html5/thumbnails/30.jpg)
Manifesto Principles
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
Business people and developers must work together daily throughout the project.
Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
Working software is the primary measure of progress.
Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
Continuous attention to technical excellence and good design enhances agility.
Simplicity--the art of maximizing the amount of work not done--is essential.
The best architectures, requirements, and designs emerge from self-organizing teams.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
![Page 31: Introduction to agile](https://reader035.fdocuments.us/reader035/viewer/2022062617/54b855e14a7959cf168b459a/html5/thumbnails/31.jpg)
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Value
Principles
XPScrum
Crystal FDD
ASD DSDM
TNet
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&aF Discussion
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Reference
• http://www.agilemanifesto.org• http://www.pmdoi.org• http://agilemanifesto.org/iso/zhchs/• http://agilemanifesto.org/iso/zhchs/principles.html• http://agilemanifesto.org/history.html• http://
www.infoq.com/resource/news/2008/01/lean-2008-beijing/zh/resources/LeanThinkingwitheExamples.pdf
• http:// www.scrumalliance.org• http:// www.controlchaos.com• http:// www.ambysoft.com
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Thanks A lot!Hoh~