AGILE

MODELS

Credentials
PMP, PSM, CDCP

Contact Number
+966 50 772 7773
Why choose Agile Modeling?

Frequent interaction
between clients,
developers & testers.

Working software
is delivered
frequently.

Face-to-face
conversation is
the best form of
communication.

Regular adaptation
to changing
circumstances.

Continuous attention to
technical excellence &
good design.

Customer satisfaction
by rapid, continuous
delivery of useful
software.
Agile Vs Waterfall Methodology

Agile VS Waterfall
Changes – Oriented A A Carefully Planned

Product Mindset B B Project Mindset

Comprehensive And
Minimal Paperwork C C Extensive Documentation

Iteration, All Processes D D Fixed And Separate Stages

Short Feedback Loop E E No Feedback Until The

Testing

Unit Testing F F End Product Testing

Unclear Requirements G G Fixed Requirements

Collaboration H H Teams Work In Turns

Agile Vs Waterfall Methodology
Waterfall Methodology
Requirements

Design

Implementation

Verification

Maintenance

Waterfall is a serial method for managing software

projects through following five stages.
It features distinct phases with checkpoints &
deliverables at each phase.
 Agile Vs Waterfall Methodology (2/2)

AGILE METHODOLOGY

Iteration
Planning

Post-Iteration
Project Pre-iteration Release
Consolidation
Sign-off Planning

ITERATIONS

Iteration
Execution

Iteration
Wrap - up

Agile methods have iterations rather than phases. The outputs of these iterations are
working codes that can be used to evaluate and respond to changing and evolving the
user requirements
Project Management Triangle – Waterfall Vs Agile

WaterFall Agile

Constraints Requirements Cost Schedule

Quality?

Quality?

Estimates Cost Schedule Features

The plan creates The Vision creates

cost/schedule Feature estimates
estimates
Why Apply the Agile Triangle?

When agility is about delivering customer value by being flexible,

then the natural question appears: How can a Traditional Iron
Triangle be the best way to measure performance?

It can’t, so it is worth considering the Agile Triangle that is focused

on quality, value, and constraints.
The Iron Triangle includes scope, scheduling, and cost to deliver
quality. Agile wants teams to be flexible concerning the project
scope and schedules.
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Tr

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(Cost, Schedule, Scope)

The four values of the Agile Manifesto

01. Individual and Agile places more importance to

Interactions Over Process people than tools. Tools and processes
and Tools are less responsive to change and are
unable to meet the customer needs.

02. Working Software Agile focuses on streamline

Over Comprehensive and not on documentation.
Documentation The software is paramount.

Agile champions collaborate with

03. Customer Collabora- customers and project managers
tion Over Contact and includes targets customer’s
Negotiation project lifecycle and values their
feedback

Agile works in sprints, which

04. Responding to are short iterations and helps
Changes Over Following a in improving project and add
Plan value.
 Agile Marketing Values

Agile Manifesto

Customer- Adaptive &

Validated
Focused Iterative
Learning
Collaboration Campaigns

Over Over Over

Opinions Big Bang
Soils & order
& Conventions Campaigns

Many Responding Flexible Process of

Small to Change Planning Customer
Experiments Discovery

Over Over Over Over

A Few Large Following a Static
Bets Rigid Planning
Plan Prediction
Agile Marketing Mindset

Mindset Values Principles Practices

Being Agile Doing Agile

“Agile is all about mindset”

 Agile Marketing Mindset

Agile Manifesto

Focuses on
learning
Less Visible, organization
More Powerful Mindset

Values

Principles Requires
Structural and
Practices Cultural Changes
Tools & Processes

More Visible, Control Culture

Less Powerful
12 Principles of Agile Manifesto

Regularity Reflect on
Continuously Satisfy the Customer
Improving

Self-Organization Welcome
Teams Changing Requirement

Simplicity is Essential Deliver Working

Software Frequently

Continuous Attention
to Technical Collaborate Daily
Excellence

Promote Sustainable
Motivated Individuals
Development

Measure of Progress
Face-to-Face
Through Working
Conversation
Product
Categories and Principles of Agile Manifesto

Categories Agile Manifesto Principle

Early and continuous software delivery

Customer
Face-to-Face Interaction
Satisfaction
Regular reflection for effective approach

Accommodates Changing Requirements Throughout

the Development Process
Quality Simplicity
Business and developer are collaborated

Timely and Frequent Delivery of Working Software

Teamwork Believe, Support and Encourage the People Involved

Consistent development pace with agile processes
The Self-Organizing Team Encourage Great Quality

Project Working Software is Primary Measure

Management
Attention to Technical Details and Design Enhance
Agility
Agile Principle 1 and Ways it can be Performed in Organization

Principle 1 - Satisfy customer by

providing early and continuous
software delivery

How is it performed in an organization:

Product teams uses minimum viable products and experiment to

test hypothesis and validate ideas

Frequent releases helps in continuous feedback cycle between

customer and product

Iterations are continuously done for incremental improvements

of product based on customer and market feedback.
Agile Principle 2 and Ways it can be Performed in Organization

Principle 2 - Harness change for

customer’s competitive advantage

How is it performed in an organization:

Product teams are instructed high level strategic goals and

progress is measured on regular basis

Products are monitored constantly in the market based on

customer’s feedback and other factors

Product strategy and tactical plans are reviewed, adjusted

and shared based on changes reflected and new findings
implemented.
Agile Principle 3 and Ways it can be Performed in Organization

Principle 3 - Delivering working

software frequently with
shorter timescale

How is it performed in an organization:

Agile development cycles known as “sprints” or “iterations”

break down products into smaller chunks which can be
completed in a set timeframe, mostly between 2 and 4 weeks

Continuous deployment helps software frequently in less time.

Agile Principle 4 and Ways it can be Performed in Organization

Principle 4 - Business people

and developers works together in
project regularly

How is it performed in an organization:

Cross-functional agile product development teams where in the

product is represented on development team and understand the
gap between product’s technical and business aspects.

Continuous deployment helps software frequently in less time.

 Agile Principle 5 and Ways it can be Performed in Organization

Principle 5 - Building projects around

motivated employees and providing
them the need and trust required to
complete a particular job

How is it performed in an organization:

Cross-functional agile product development teams where in the

product is represented on development team and understand the
gap between product’s technical and business aspects.

Product sprints provides the support needed by the company.

 Agile Principle 6 and Ways it can be Performed in Organization

Principle 6 - Face to face conversa-

tion is the most efficient and conven-
ient way of communication

How is it performed in an organization:

Cross-functional agile product development teams where in the

product is represented on development team and understand the
gap between product’s technical and business aspects.

Product sprints provides the support needed by the company.

Agile Principle 7 and Ways it can be Performed in Organization

Principle 7- Major progress

measure is “Working software”

How is it performed in an organization:

Designing “Minimum Viable Features” instead of fully-developed

feature to think about the smallest things company can ship to
start getting customer feedback

Fail fast mentality where in company moves forward rapidly even

in times of uncertainty and testing ideas

Company ships software often, since a useful product now is

better than a perfect one later.
 Agile Principle 8 and Ways it can be Performed in Organization

Principle 8 - Sponsors, developers

and users maintains constant work
pace everytime.

How is it performed in an organization:

Amount of work considered is made before every sprint. Effort

estimations are made by development teams in setting output

Product managers act as gatekeepers to reduce the noise from

other stakeholders and to avoid additional unplanned work
during an ongoing sprint.

Cross-functional team encourages open communication and

free flow of feedback.
Agile Principle 9 and Ways it can be Performed in Organization

Principle 9 - Agility is enhanced

due to continuous attention of tech-
nical excellence and improved de-

How is it performed in an organization:

Developers and product team must work together to understand

the technical debt acceptance.

Product needs to be allocated in development resources to

refactoring efforts, which needs to be an ongoing consideration.
Agile Principle 10 and Ways it can be Performed in Organization

Principle 10 - Work can be maximized by

simplicity and using 80/20 rule wherein
80% of the results are attained by just 20%
of work

How is it performed in an organization:

Product managers must be focused in product decisions and
product strategies are aligned with organizational goals using pri-
oritization techniques

Short agile sprints reduces uncertainty and validate ideas before

building them to specifications
Agile Principle 11 and Ways it can be Performed in Organization

Principle 11- Self organizing teams

emerges best architecture, requirements
and designs

How is it performed in an organization:

Such autonomous groups within the organization takes control

and responsibility over their projects and have ownership of the
areas.
Agile Principle 12 and Ways it can be Performed in Organization

Principle 12 - Team regularly

reflects on how to become
more effective

How is it performed in an organization:

Agile teams are encouraged to experiment with the processes

Product managers and product owners communicates effectively

with developers and give support to them according to their needs
before, during, and after sprints.

Creates a culture of trust and transparency which encourages

openness and frequent sharing of feedback
 Agile / SCRUM – Things You Should Know 1/2

AGILE
Agile is a methodology that assists in the constant iteration of
SDLC processes like
AGILE development, testing and many more

Approaches to Implement Agile

Extreme Lean Software

Programming (XP) Development (LSD)

Feature Driven Adaptive System

Development (FDD) Development (ASD)

Dynamic Systems
Development Method (DSSM)
Kanban

Crystal Clear
Scrum
 Agile / SCRUM – Things You Should Know 2/2

SCRUM
Scrum is a framework of agile methodology which can be used to
address complex problems as well as delivering products with
highest possible value

Roles in Scrum

Product Owner Scrum Master Development

Team

Coordinates
Lorem ipsum Responsible Focused on
between the to ensure that developing
customers, the process and testing
business and runs smoothly the product
the teams
What is Scrum?

Framework, not a methodology

Lightweight

Empirical

Iterative
Transparency

Adaptation Inspection
Benefits of Scrum Methodology to Business

ADAPTABLE Lowering the Increased Software Reduced Time to

Timely
to Change RISKS QUALITY MARKET Prediction

1 2 3 4 5
Before the Anticipate When A
Rapid Response to Most Valuable Working Given
Changes in Capabilities are Product is
Technique and the Functionality That
Requirements Completed First, Finished, the
Requirement for a Is Still In The
Brought and the Team's Client can
On By Client Functioning Ver- Backlog Will Be
Progress on the Begin Using the
Needs or Project Allows sion After Each Accessible Using
Market Changes Most
for Iteration Aid in This Way Since We
Significant
Efficient Risk Developing Know The
Technique is Built Features of the
to Change with the Mitigation in Higher-quality Average Pace Of
Project
Demands of Com- Advance Software The Team By A
plicated Projects. Sprint
 Framework for Agile Iteration with Sprint
Planning and Management

INPUT FROM EXECUTIVES,

TEAMS, STAKEHOLDERS,
CUSTOMERS, USERS
BREAKDOWN
/ UP CHARTS

Scrum
Meeting
SCRUM
MASTER
24 Hours
Sprint
DEVELOPMENT
PRODUCT
OWNER STAFF

01 Starting at the
02 top, the team SPRINT
1-4 Week
03 PRODUCT chooses as Sprint
REVIEW

04
Add Text
BACKLOG much as it can
ITEMS commit to
Here
05
provide by the
06
end of the Tasks
07
sprint. Breakout
08
The sprint's end date and squad FINISHED
deliverables remain unchanged. WORK

PRODUCT SPRINT SPRINT

BACKLOG PLANNING BACKLOG
MEETING

SPRINT
RESTROSPECTIVE
Five Organizational Team Members Scrum
Value
The core team is on
focused towards goals
Focus
of scrum team

Organizational team
members do possess
Courage courage to right thing
during tough times and
problems

Team members allow

Respect colleagues to be
SCRUM VALUES independent for work
through respecting each
other

Stakeholders and team

Openness members are on same
page to be open regarding
work for performance and
overcome challenge

Commitment
Team members are
committed to achieve
goals and objectives of
the organization
 Agile Team Structure

Product Owner
Customer Scrum Master
Voice of Customer
Customer specifies Product Owner Scrum Master ensures
his requirements to communicates the a suitable work
the Product Owner business requirements environment for the
to the Scrum Team. He Scrum Team
also creates the
prioritized backlog for
the product and men-
tions the acceptance
criteria

Product Release Scrum Team

Finally, the Product During the Sprint review

Owner delivers business meeting the Scrum
value to the customer Team demonstrates the
through Product release product increment to
the product owner
Key Objectives of Scrum Master in Agile Scrum Team
Teacher
Teaches about scrum
roles, accountability,
event and their purpose
Reward
Appreciate and celebrate
success when the team
does well
Mentor
Shares knowledge and ex-
periences and helps mentee
to move to next level
Acts as a guide to mentee
Coach
Reminds the team of their
potential, by asking open
ended questions
Protect
Protect the team from
external obstacles
Facilitator
Team collaboration with
stakeholders
Team Release Planning
 Scrum Artifacts

Product Backlog Sprint Backlog

User Story 1
User Story 1
User Story 2
User Story 2
User Story 3
User Story 3
User Story 4
User Story 4
User Story 5
User Story 6
User Story 7
User Story 8

Product Owner & Starkerholders Tasks Increment

An ordered list of all Sum of product work com-

product requirements & pleted during a sprint
reference for the necessary List of items from product Goal of sprint is to produce a
Product owner and team product changes. backlog and sprint work done product increment
members work together to Product Owner oversees List is created based on
review product backlog the Product Backlog priority items
Adjustments are made and Team members follows self
product requirements organizing scrum framework
change & evolve
 TIPS FOR
PRODUCT BACKLOG
MANAGEMENT
OPTIMIZATION
01
START WITH THE END IN MIND

Clearly define and validate

a product strategy.
Agree on a product vision
that will guide prioritizing
the backlog.
02 MAKE THE BACKLOG
MANAGEABLE

Work on maximizing outcome by

keeping the backlog manageable
Decide what not to do and
remove it from backlog list
 03 KEEP STAKEHOLDERS
UPDATED

Provide backlog transparency

to all stakeholders.
Allows stakeholders to review
the latest updates, current
status and provide useful
feedback.
 04 SET PRIORITIES

Should be clearly aligned with the mutually

agreed upon product vision and KPIs.
Formulate value vs efforts matrix.
 Defining the 4 Scrum Ceremonies

Ceremony Purpose Attendees Tips and Tricks

Encourage team
Identify sprint goals Entire scrum team members to discuss
and create sprint and negotiate items
Sprint Planning backlog related to sprint goal

Facilitate scrum team Scrum master and

with an opportunity development Don’t let the meeting
Daily Scrum to discuss progress team to exceed by 15
and announce daily minutes
commitments Entire scrum team Capture actionable
Sprint Review Showcase the work with product mana- feedback as items in
completed during the ger, stakeholders and backlog
sprint customer
Sprint Allow scrum team to
Ensure that actiona-
Scrum master and ble suggestion is
Retrospective inspect and plan for captured, assigned
improvements in next development team
and tracked
sprint
DEFINITION OF DONE

The Definition of Done is an agreed-up-

on set of items that must be completed
before a project or user story can be
considered complete"

Definition of Done
Reviewed by stakeholder

Completed unit acceptance

testing of the user story
Completion of quality
assurance tests
User story documents
completed
All issues are fixed
 Core Practices of the Kanban Method
Evolve Experimentally,
Collaboratively Improve
Encourages the application of the
scientific approach and helps to
implement tiny adjustments and
progressively develop at a speed
and scale that the team can handle
Use Feedback Loops
Encourages and assists in imple-
menting many types of feedback
loops, such as review stages in
Kanban board workflow, metrics and
reports, and various visual indicators
that give constant feedback on job
progress – or lack thereof – in the
system
Make Clear Process
Policies
Provide a common ground for
all participants to understand
how to conduct any sort of
work in the system by defining
specific process rules
Visualize the Work Flow
To depict the process stages
currently employed to provide
work or services, either on a real
board or an electronic Kanban
Board
Work-in-Progress Limits
Limiting WIP encourages your
team to finish current work before
moving on to new projects
Flow Control
Lets you manage flow by dis-
playing the various stages of
the workflow and the current
work status in each stage
 Agile Testing Methods

Scrum Extreme Crystal

Programming (XP)
Approach that focuses on When customers' Approach is divided into
task management in expectations or three concepts:
team-based development requirements are
environments continually changing Chartering
Roles in Scrum or when they are Cyclic Delivery
unsure of the Wrap Up
Scrum Master system's performance,
Scrum Team this practice is utilized
Product Owner

Fast application develop- Designing and Building as- Notion of "just in time pro-
ment software development pects are the center of this duction" underpins the lean
technique that provides an technique software development pro-
agile project distribution Unlike other intelligent ap- cess
structure proaches, FDD outlines the Refers to accelerating soft-
Techniques used little work steps that each ware development while
Time Boxing function must achieve inde- lowering expenses
Moscow Rules pendently
Prototyping

Dynamic Software Feature Driven Lean Software

Development Method(DSDM) Development(FDD) Development
 Employ Test-Oriented Software Development
Management for Effective QA Transformation

Implementation of test-oriented management

approaches is an excellent way of improving
software quality

One way to achieve this is by using extreme program-

ming (EX) – a software development methodology
aimed at producing higher quality software that can
adapt to changing requirements

The 2 Extreme Programming Practices

Test Driven Pair Programming

Development

Software development process in This approach to development includes

which tests are written before any
implementation of the code.
The components of TDD are:
Test Writing
Code Writing
Improving Design
Benefits of using TDD Approach:
High Quality products
Cost Optimization
Code Simplification
Increased Productivity
Executable Documentation
two engineers working in tandem on a
single machine. One of them writes a
code while the other watches the pro-
cess and makes suggestions.
The increased code quality can reduce
the debugging and project cost in long
run
Benefits of using Pair Programming:
High Code Quality
Clear Code
Better knowledge sharing
Faster Problem Solving
QA - Quality Assurance
Scrum Vs Kanban - A Comparison of Agile
Methodologies

SCRUM Kanban
Best Fit

In software development In lean manufacturing

Practices
Sprint planning Workflow visualization
Sprint review Limit work-in-progress (WIP)
Sprint retrospective Manage flow

Time Delivery
Every sprint lasts There are no deadlines
between 1 to 4 weeks

Roles
Product Owner
Scrum Master NoNo
Formal Roles
Formal Roles
Development Team

Velocity and capacity are KPI Lead and cycle time are
the metrics to track the metrics to track a
scrum progress single task progress
Current Challenges in Implementing Agile Methodologies

Lack of proper Agile Methodology (e.g. Kanban) training among

the employees which makes them resistant and forces them to
change their mindset.
Difficult to Control & Monitor the Agile
process implementation as it doesn’t assign
tasks to team members. Instead it divides
the tasks into multiple sprints.

Improper Communication among

various teams within an organization
which leads to conflicts and failure in
Agile implementation
Problem
Difficult to Evaluate Agile as multiple
teams are not able to collectively lay
down parameters that measures the
Agile Process Implementation and
compare them with standards set.

Difficult to manage cross functional team

and understand business requirements and
prioritize tasks
Delayed project delivery due to project manager’s
insufficient Agile Experience & Knowledge
THANK YOU
Credentials Contact Number
PMP, PSM, CDCP +966 50 772 7773