March 2009 Azrug Everything Old

Everything Old is New Again…

A look at repurposing existing tools to new uses…

April 12, 2023

04/12/23Tom Weinberger - Nimblestar -

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Agenda

Some level setting, What does “Agile” mean?

A focus on SCRUM and its elements Using RequisitePro for SCRUM Elements What worked well… What didn’t work so well


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What is Agile?

Methods and Techniques Organizational Keys How do we compare?


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Agile is… A State of Mind… A concept – a set of techniques

Social engineering Project Principles Tactics for accomplishing speed and agility

Versus Methodologies that promote Agile techniques SCRUM Crystal OPENUP RUP / AUP LEAN Development DSDM


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Agile is not… “Code and fix” An excuse not to document An excuse not to model An excuse to short-change quality An excuse to ignore enterprise concerns

(Architecture / Governance)


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Manifesto for Agile Software Development

We are uncovering better ways of developing software by doing it and helping others do it.

Through this work we have come to value: 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.

(source: http://agilemanifesto.org/)


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Principles Behind the Agile Manifesto

We follow these 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.


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Principles Behind the Agile Manifesto (2)

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.


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Business people and developers must work together daily throughout the project.

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.


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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.


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Is Our Methodology Agile? How do you measure up to the principles in

the Manifesto? How many of the practices do you regularly

engage in? Are we Agile?


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MYTH: Agile is a methodology

Lots of people claim “We‘re doing Agile!”

What they (hopefully) mean is we’re using agile practices in our project and we’re following “fill in the blank with your favorite” methodology


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Teamwork Ground rules...

Think IterativelyCompromiseCollaborateAdd ValueNegotiate

Be Results Oriented

Help Stop the Churn

Drive for Decisions

Take Ownership


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SCRUM Introduction

Scrum is an empirical Agile project management framework used to deliver increments of high value to the customer iteratively

Scrum relies on self organizing, empowered teams to deliver the product increments

It also relies on a customer, or Product Owner, to provide a team with a list of desired features using business value as the priority mechanism.

A Scrum is a mechanism in the sport of rugby for getting an out-of-play ball back into play

The term was adopted in 1987 by Ikujiro Nonaka and Hirotaka Takeuchi to describe hyper-productive development.

Jeff Sutherland developed the Scrum process in 1993 while working at the Easel Corporation

Ken Schwaber formalized the process in the first published paper on Scrum at OOPSLA 1995


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Scrum Roles, Artifacts and Meetings

Scrum defines roles, artifacts and meetings that provide a framework for the high value increments to be developed.

Roles There are three roles in a Scrum project:

The Product Owner (or customer) owns the product and prioritizes the list of desired features.

The ScrumMaster owns the process and ensures that teams remain unhindered and productive.

The cross-functional Team self organize to build the product.


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Scrum Roles, Artifacts and Meetings(2)

Artifacts Scrum defines three artifacts that the roles

interact with during the life of the project: The Product Backlog is a prioritized list of

desired features. The Sprint Backlog is a prioritized list of

tasks that the team have identified for the current Sprint (iteration).

The Increment of Product Functionality which is delivered at the end of each Sprint.


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Scrum Roles, Artifacts and Meetings(3)

Meetings There are four meetings, or collaboration

points, that are used during each Sprint: Sprint Planning allows the team to elect

what work they will be taking on for the Sprint.

The Daily Scrum allows the team to review the status of the Sprint and adapt to discoveries.

The Sprint Review gives the Team an opportunity to show the Product Owner the increment of product functionality.

The Sprint Retrospective allows the team to provide feedback and adapt the process.


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The SCRUM Process…

Epics to User Stories…


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SCRUM Team Product Backlog


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SCRUM Team Sprint Backlog


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SCRUM Team Sprint Backlog(2)


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How the Sprint Backlog is Normally Conveyed…

How the Sprint Backlog is Normally Conveyed… (2)


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How the Sprint Backlog is Normally Conveyed… (2)


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So what works…

Human Glue Spreadsheets don’t match boards Spreadsheets don’t match each other Traceability not provable Yet… the right work gets done


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Translate to Requisite Pro…

Here is a Demonstration of usage… Lets look at the Epics that contribute to

the Product Backlog Here’s the Product Backlog Now, Lets look at the Sprint Backlog


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Things that Work Well

Traceability Business Process to Epics

Epics to User Stories User Stories to Test First Design Tests

Prioritizing Business can plan ahead sprints Mix Match Velocity Points

(Velocity – the speed at which the team builds)


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Things that Work Well(2)

Support for Daily Stand-ups Note “progress” on SPRINT mini-SDM

Waiting Development QA Done

Quick response to changing project priorities Simple changes to Progress or Sprint or

Backlog values by anyone


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Things that Work Well (3)

Communication with Business Customer Metrics reports ReqWeb access for remote users Access to what’s happening on a sprint Opportunity to add Functional level

tests


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Things That Don’t Work Well

Calculating Stuff Team Velocity

No way to facilitate this inside the product skin

Could be an interesting programmed add-on Traceability

Is still tedious Still only links two levels together Leg bone connected to thigh bone reports

difficult


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Questions

If you need to reach me or have questions: Tom Weinberger

The Nimblestar Group, Inc www.nimblestar.com Tel. 312-805-0470 Fax. 815-838-9896 [email protected] [email protected] Come join me on LinkedIn

FYI – If you are attending the 2009 Rational Software Conference…

Kurt Bittner (CTO of Ivar Jacobson, Consulting, Inc.) and I are giving a joint presentation:

“Software Development Worst Practices: Cautionary Tales from the Front”

Please join us for a slightly humorous look at Worst Practices – kind of a take off on Tom Wolfe’s book “The Right Stuff” – Well, we are going to cover “The Wrong Stuff”!


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IBM Rational Software Conference 2009

NPPM01

Software Development “Worst Practices”: Cautionary Tales From the Front

Kurt BittnerCTO - Americas, Ivar Jacobson International

[email protected]

Tom WeinbergerGeneral Manager, The Nimblestar Group, Inc

[email protected]

© 2009 IBM Corporation34

March 2009 Azrug Everything Old

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