1. Why we need Agile? 2. Difference between empirical and defined process 3. Agile Values and Principles

1. Webinar : Introducing Agile And Agile Principles
By : Saket Bansal
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3. Let’s find out what
your opinions are…
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4.  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
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9. 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
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10. Laying out a process
that repeatable will
produce acceptable
quality output is
called defined
process control.
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11. 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
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12. Requirement Complexity
Si
m
pl
e
Technology Complexity
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13. Lets find out what’s your
opinion-what helps in
managing projects?
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14. 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
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15. 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.
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16.  Focus on empowered, self-
managing , cross functional
teams
 Members collaborating in
person to solve a mutual
problem
 Tools support—not replace—
Interactions
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17.  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
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18.  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
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19.  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
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20. Agile Principles
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21.  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.
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22.  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.
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23.  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.
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24. Doubts- Let
us know…
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25.  Linkedin Group
• PMI-ACP : Agile Certification Made Easy
 Facebook Page
• http://www.facebook.com/izenbridge
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26.  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
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27. Saket Bansal
Saket.Bansal@iZenBridge.com
M: 9910802561
Web: www.iZenBridge.com
LinkedIn: www.linkedin.com/in/saketbansal
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28. Keep visiting for more
interactive and
informative presentations
@ www.iZenBridge.com
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