Why Agile | Agile Values and Principles

Webinar : Introducing Agile And Agile Principles
By : Saket Bansal

www.iZenBridge.com 1

Let’s find out what
your opinions are…


 Nearly two-thirds of projects significantly overrun their cost
estimates
 Sixty-four percent of the features included in products are
rarely or never used
 The average project exceeds its schedule by 100%
 Product life cycles and design cycles are getting shorter


The empirical model of process control provides and
exercises control through frequent inspection and
adaptation of processes that are imperfectly
defined and generate unpredictable and
unrepeatable outputs


Laying out a process
that repeatable will
produce acceptable
quality output is
called defined
process control.


Adopt the defined modeling Adopt Empirical process
approach when the when the process is too
underlying mechanisms complicated for the defined
are reasonably well approach
understood.

Defined process gives a cost If the commodity produced
advantage where the is of unacceptable quality ,
product can be priced as a rework is high , higher costs
commodity of empirical process control
is the only option


Requirement Complexity

Si
m
pl
e

Technology Complexity


Lets find out what’s your
opinion-what helps in
managing projects?


In 2001, a group of 17
“lightweight"
methodologists met.
The meeting also included the
representatives of
 eXtreme Programming (XP)
 Scrum
 DSDM
 Adaptive Software
Development

The Salt Lake Valley, Snowbird,
Utah
Photo taken by Scott Catron


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

This implies, while there is a value in the items on the right,
We value the items on the left more.


 Focus on empowered, self-
managing , cross functional
teams
 Members collaborating in
person to solve a mutual
problem
 Tools support—not replace—
Interactions


 Provide actual working product
as a status report, “product
review”
 Agile teams prefer face-to-face
communication over
documentation which is
simpler, faster, and more
reliable.
 Do not measure progress by
percent completion of the
functional milestones
 Design changes as the system
is built, results in outdated
documentation


 Customers become a part
of the development
process
 Writing specs down and
throwing them over the
fence is simply not
effective
 Contract negotiation,
Identify and define
everything and spells out
the payment and the date


 It’s much easier to respond to change when the
organization and the customer share a clear
understanding of the project’s status

 Agile plans follow more of a rolling wave
approach using top-down planning

 In plan-driven environments, all requirements
are specified up front, broken down to the task
level and estimated


Agile 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 behaviour accordingly.


Doubts- Let
us know…


 Linkedin Group
• PMI-ACP : Agile Certification Made Easy
 Facebook Page
• http://www.facebook.com/izenbridge


 Provide Agile & Scrum training
 Provide face to face and online training of PMI-ACP (Agile
Certified Practitioner) certification program
 Help Organizations in adapting agile
 Helps organizations in setting up project governing office.
 Get training calendar at www.iZenBridge.com
 Upcoming Class room training sesssions
 Delhi : 23-24 March
 Hyderabad : 30-31 March
 Pune : 6-7 April


Saket Bansal
Saket.Bansal@iZenBridge.com
M: 9910802561
Web: www.iZenBridge.com
LinkedIn: www.linkedin.com/in/saketbansal


Keep visiting for more
interactive and
informative presentations
@ www.iZenBridge.com


Why Agile | Agile Values and Principles

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