Agenda

 WATERFALL MODEL
 AGILE FRAMEWORK
History, Manifesto, Principles, Methodologies
 SCRUM
 KANBAN
 SAFe (Scaled Agile Framework)
 PI PLANNING & SIMULATION
 WORKSHOPS
Traditional Waterfall Model
 • Simple and easy to understand and use • No working software is produced until late during the life cycle.
• Easy to manage due to the rigidity of the model. Each •

DISADVANTAGES
Not a good model for complex and object-oriented projects.
ADVANTAGES

phase has specific deliverables and a review process. • Poor model for long and ongoing projects.
• Phases are processed and completed one at a time. • Not suitable for the projects where requirements are at a moderate to high
• Works well for smaller projects where requirements risk of changing. So, risk and uncertainty is high with this process model.
are very well understood. • It is difficult to measure progress within stages.
• Clearly defined stages. • Cannot accommodate changing requirements.
• Well understood milestones. • Adjusting scope during the life cycle can end a project.
• Easy to arrange tasks. • Integration is done as a "big-bang. at the very end, which doesn't allow
• Process and results are well documented. identifying any technological or business bottleneck or challenges early.
Waterfall Vs Agile Models

4 444 :
Documents Documents Unverified Code Software
SIMULATION 1 – COIN GAME
AGILE Framework and Methodologies
SIMULATION 2 – HOUSE GAME
Introduction to SCRUM
SIMULATION 3 – CHAIR GAME
SIMULATION 4 – PLANNING POKER
SIMULATION 5 – STORY SIZING
Point Of View
Expecting good things to happen will lead to taking actions
that produce positive results. Expecting only more bad stuff
to come your way will keep you from doing the very things
that might have minimized or avoided just that!

 Set you intentions

 Do something OUTSIDE your COMFORT zone
 Reframe a PROBLEM into an OPPORTUNITY
 Carry yourself like an OPTIMIST
 LIGHTEN up
Scrum in SAFe – Scaled Agile Framework
We thought we’d be programming like this But sometimes, it feels like this
Nothing Beats an Agile Team

 Valuable, fully-tested software increments every two weeks

 Empowered, self-organizing, self-managing cross-functional teams
 Teams operate under program vision, architecture
and user experience guidance
 Scrum project management and XP-inspired technical practices
 Value delivery via User Stories

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©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
That Focuses on Code Quality
You can’t scale crappy code

Agile
Architecture
Code Quality Provides
Continuous
Integration
o Higher quality products and
services, customer satisfaction
Test-First
o Predictability and integrity of
software development
Refactoring
o Development scalability

Pair Work
o Higher development velocity,
system performance and
business agility
Collective
Ownership
o Ability to innovate

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©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Scale to the Program Level

 Self-organizing, self-managing team-of-agile-teams

 Working, system-level software at least every two weeks
 Aligned to a common mission via a single backlog
 Common sprint lengths and estimating
 Face-to-face planning cadence for collaboration, alignment,
synchronization, and assessment
 Value Delivery via Features and Benefits
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©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Scale to the Portfolio

 Centralized strategy, decentralized execution

 Lean budgeting at the Program level
 Kanban systems provide portfolio visibility and WIP limits
 Enterprise architecture is a first class citizen
 Objective metrics support governance and kaizen
 Value description via Business and Architectural Epics
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©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Agile Program Portfolio Management

Fulfills its responsibilities while enabling lean and agile

practices for better business results

1. Decentralized
decision-making

2. Demand management;
continuous value flow

3. Lightweight epic
business cases

4. Decentralized,
rolling-wave planning

5. Agile estimating
and planning
7. Objective, fact-based 6. Self-managing
measures and milestones Agile Release Trains

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©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
KANBAN METHODOLOGY
PI PLANNING SIMULATION
WORKSHOP 1