agile technology delivery process mr
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An Agile Technology Delivery Process for large projects and organisationsTRANSCRIPT
Agile Development
By Murray Robinsonwww.linkedin.com/in/murrayrobinsonCopyright and Intellectual Property retained by Murray Robinson.
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What is Agile Development?
• Agile development is a group of software development methodologies based on iterative development, where requirements and solutions evolve through collaboration between cross-functional teams
• Agile development is a well defined delivery process that has been proven to reduce time to market, delivery risk and costs for many organisations and projects.
• Agile development applies “Lean Production” principles and techniques to software development
• Agile development can give us a sustainable competitive advantage by allowing us to deliver quality IT systems faster than our competitors at a lower cost
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Agile Development is a family of lean, iterative software development methodologies
Lean Production
RUP
FDDScrum
XP
DesignPatterns
TDD
Continuous Integration
IterativeOOD
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In Agile projects requirements are delivered in priority order in a series of small fixed iterations
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Low priority requirements
Medium priority
requirements
High priority requirements
Core infrastructureIteration 1
Iteration 2
Iteration 3
Iteration 4
System Component A
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Agile projects deliver high value features early!
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Features
Total BusinessValue
75%
Bu
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ess
Va
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Release
Iteration
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Agile project progress is clear and predictable
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Actual FeaturesDelivered
PlannedFeaturesDelivered
Iteration
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Agile implementation plan
• Seek Executive support and funding for an Agile change Management Project
• Define Agile processes and deliverables in detail
• Apply Agile in a trial project
• Seek Quality Group endorsement for Agile
• Develop an Agile training program
• Launch Agile
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Problems with a traditional sequential system engineering process
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The problem from the business point of view
• IT projects take much longer than the business want• IT projects cost much more than the business expect• IT can’t commit to budgets and delivery dates until the start of build • IT don’t understand the user experience • The business are expected to sign off requirements and design when they’re not sure
their completely right• IT make it very hard to make changes during the project • Fixed price, time and cost projects are anything but• IT Projects often have major cost and schedule blow outs which require major scope
reductions or budget and time increases to bring them back on track • IT infrastructure seems to be a major source of project delays and problems
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The problem from the IT point of view
• Business set unrealistic budget and schedule targets up front before IT know how long things will take and how much they will cost
• Funding approval is a very slow process • Business take a long time to sign off requirements and design • Business constantly change requirements • Business wont prioritise requirements unless project goes off track • Business don’t understand that IT projects are complex and high risk • Vendors and infrastructure groups need very close management to
ensure delivery• Major IT project blowouts are often caused by infrastructure delays• IT projects are dependent on infrastructure and other projects which may
run very late
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A sequential system development process has many handoff’s
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Solution Definition
Requirements
Architecture Design Build Test Release
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Handoff’s between groups cause a lot of wasted time and effort
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Engagement start up cost and
delays
Wait for resources
Wait while resources learn
the requirements
Wasted time and effort producing
heavy documentation
Switching costs due to
multitasking
High costs due to over engineering
Errors due to lack of knowledge
Errors due to poor co-
ordination with other functions
Rework waste and delays
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A sequential project wrongly assumes that the business knows all the requirements in detail up front
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0102030405060708090
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1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
Time
Kn
ow
led
ge
PlannedKnowledge
ActualKnowledge
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A traditional sequential project can take a long time to deliver business benefit
Microsoft Project Document
ID Task Name Duration Start Finish
1 Traditional TDP Project Plan 34.5 mons Tue 1 Jan '08 Mon 23 Aug '10
2 Peer Review Milestones 28.25 mons Mon 4 Feb '08 Mon 5 Apr '10
19 Idea Development (ID) 1.25 mons Tue 1 Jan '08 Mon 4 Feb '08
22 Solution Definition (SD) 5 mons Tue 5 Feb '08 Mon 23 Jun '08
23 Initiate Project 0.75 mons Tue 5 Feb '08 Mon 25 Feb '08
28 Define Business Requirements 1.75 mons Tue 26 Feb '08 Mon 14 Apr '08
36 Identify Solution Impacts 1.75 mons Tue 15 Apr '08 Mon 2 Jun '08
45 Develop Business Case 0.75 mons Tue 3 Jun '08 Mon 23 Jun '08
50 Design & Build (D&B) 23 mons Tue 24 Jun '08 Mon 29 Mar '10
51 Plan Project 0.75 mons Tue 24 Jun '08 Mon 14 Jul '08
58 Define requirements 2.75 mons Tue 15 Jul '08 Mon 29 Sep '08
73 Define Solution Architecture 4.75 mons Tue 30 Sep '08 Mon 9 Feb '09
99 Design Solution 3.75 mons Tue 10 Feb '09 Mon 25 May '09
106 Build Solution 6 mons Tue 26 May '09 Mon 9 Nov '09
120 Testing 4 mons Tue 10 Nov '09 Mon 1 Mar '10
131 Prepare for Solution Deployment 1 mon Tue 2 Mar '10 Mon 29 Mar '10
139 Solution Implementation (SI) 1.25 mons Tue 30 Mar '10 Mon 3 May '10
147 Solution Effectiveness (SE) 3 mons Tue 4 May '10 Mon 26 Jul '10
155 Project Management 32.5 mons Mon 25 Feb '08 Mon 23 Aug '10
Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q42007 2008 2009 2010 2011 2012 2013 2014 2015
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Sequential Projects deliver value at the end.Agile projects deliver value earlier
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Time
Busi
ness
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ue D
eliv
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Agile Project
Sequential Project
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Waterfall project assumptions are not realistic
Assumption Reality
Stakeholders can define the system requirements in detail up front
Stakeholders can’t define all the system requirements in detail up front. The business often discover what they really want when they try out the user interface. Also requirements change as the market changes.
We can get the solution architecture and design right the first time
It’s not possible to get the solution right the first time. Many unexpected issues arise during a project that must be solved at the time. The attempt takes a lot of time and effort and leads to over engineering and over documentation.
Each step in the SDLC should be done by a different group
Specialist groups have different priorities to projects. They have significant start up time and costs; spend a long time producing very detailed documents and take little responsibility after their phase is completed. The handover causes major delays, loss of knowledge and loss of accountability.
System integration will go well System integration often goes badly because integration assumptions are wrong leading to wholesale rework.
IT can deliver a fixed scope project on schedule and on budget
It’s very difficult to deliver a fixed scope IT project on time and on budget. Estimates are usually off by 100% and there are always a large number of unknowns that need research.
Changes will be small and manageable
For the reasons above changes on IT projects are constant, substantial and high priority.
A sequential SDLC is a low risk process
A sequential SDLC is a high risk process because it handles change poorly.
The Agile Development Process in More Detail
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Agile Assumptions
• Systems grow and evolve over time
• Stakeholders can’t fully define what they want until they see it
• Business requirements change as the market changes
• All IT projects have to trade off scope against time, budget and quality
• The risk of project failure increases linearly as the size of the project increases
• There are always a lot of unexpected business and technical issues that must be resolved as you go along
• Most delays and waste are caused by handoffs from one group to another
• There are substantial communication delays and costs when teams are separated by organization, location and culture
• Co-located, Cross functional project teams resolve issues much faster than specialized functional teams in separate locations
• The best way to reduce delivery risk is to integrate and deliver as often as possible
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The Agile Manifesto
In Agile projects we 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.
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Agile Principles• Our highest priority is to satisfy the customer through early
and continuous delivery of valuable software. • We welcome changing requirements, even late in
development. Agile processes harness change for the customer's competitive advantage.
• We 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.
• We build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
• Working software is the primary measure of progress.
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Agile Principles• The most efficient and effective method of conveying
information to and within a development team is face-to-face conversation.
• 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.
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Agile Development applies the principles of Lean Production to software development
1. Eliminate waste
2. Amplify learning
3. Keep your options open
4. Deliver as fast as possible
5. Empower the team
6. Build integrity in
7. Optimize the Whole
8. Put the customer first
9. Continually Improve the Process
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Agile uses the Plan, Do, Check, Act cycle in every iteration
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Agile uses Object Oriented Design to reduce the cost of change
User Class• Data
• UserID• First Name• Last Name• …
• Methods• View• Edit• …
Product Class• Data
• ProductID• Product Name• Setup price• Annual price…
• Methods• View• Edit• …
User Products Class• Data
• UserID• ProductID• Status• …
• Methods• View• Edit• …
View User Process• Data
• User Name• …
• Methods• Validate• Create User
View• …
View User UI• Data
• User name• …
• Methods• Display• Validate• Update• …
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Agile Projects use co-located cross functional teams to minimize handoff delays
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Team members play multiple
roles
Architect / System
Designer
Team Lead / Scrum Master
Test AnalystUI /
Component Developer
DBA / Sys Admin /
Network Eng
SME / Business Analyst
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Overall Agile Funding Process
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Define Idea
Develop funding
request for Solution Vision
Define Solution Vision
Develop Business case for Solution
Delivery
Deliver requirements
in priority orderClose Project
Fund Solution Vision
Fund Solution Delivery
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Solution Vision
Plan Solution Vision
Develop overall system model and UI concepts
Develop product roadmap & high level feature list
Develop Project Plan, Budget and Business Case
Solution Vision Retrospective
Initial Use Case Model
Product Roadmap
Initial Object Model
Initial System Model
Initial Project Plan
Project Estimate
Initial UI Design Concepts
Business Case
Initial Prioritised Feature List
Solution Vision Plan
Solution Vision Lessons Learned
Solution Vision Process Changes
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Solution Delivery
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Agile projects deliver batches of features in short, regular iterations
Design, Build &
Test
Design, Build &
Test
Design,Build &
Test
Design,Build &
Test
Release 1 Release 2
UAT & Deploy
UAT & Deploy
UAT UAT
Iteration 1 Iteration 2 Iteration 3 Iteration 4
Analysis &
Design
Analysis &
Design
Analysis &
Design
Analysis &
Design
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Iteration Analysis & Design
Iteration Use Cases
Iteration Class Diagrams
Iteration System Model
Iteration Plan
Detailed Feature List
Iteration Wireframes
Iteration Activity Diagrams
Iteration System and Acceptance Test Cases
Iteration Graphic Design
Iteration Test Plan
Iteration Lessons Learned
Iteration Process Changes
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Iteration Design & Build
UML Sequence Diagrams
Automated Regression
Tests
UI CodeObject Oriented
Code
Automated Xunit Tests
Test Results
Technical Proof of Concept
Updated Iteration Plan
Updated Feature List
Iteration Lessons Learned
Progress Charts
Iteration Process Changes
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Each iteration each agile team pulls the top priority items off the feature list
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Feature 6
Priority Iteration Feature group Description Dependencies Status Owner
Feature 5
Priority Iteration Feature group Description Dependencies Status Owner
Feature 4
Priority Iteration Feature group Description Dependencies Status Owner
Feature 3
Priority Iteration Feature group Description Dependencies Status Owner
Feature 2
Priority Iteration Feature group Description Dependencies Status Owner
Feature 1
Priority Iteration Feature group Description Dependencies Status Owner
Feature 6
Priority Iteration Feature group Description Dependencies Status Owner
Feature 5
Priority Iteration Feature group Description Dependencies Status Owner
Feature 4
Priority Iteration Feature group Description Dependencies Status Owner
Feature 3
Priority Iteration Feature group Description Dependencies Status Owner
Feature 2
Priority Iteration Feature group Description Dependencies Status Owner
Feature 1
Priority Iteration Feature group Description Dependencies Status Owner
Detailed features
Built & tested features
High level features
Feature 6
Priority Iteration Feature group Description Dependencies Status Owner
Feature 5
Priority Iteration Feature group Description Dependencies Status Owner
Feature 4
Priority Iteration Feature group Description Dependencies Status Owner
Feature 3
Priority Iteration Feature group Description Dependencies Status Owner
Feature 2
Priority Iteration Feature group Description Dependencies Status Owner
Feature 1
Priority Iteration Feature group Description Dependencies Status Owner
Component team 1
Analysis & Design team Component team 2
Feature 6
Priority Iteration Feature group Description Dependencies Status Owner
Feature 5
Priority Iteration Feature group Description Dependencies Status Owner
Feature 4
Priority Iteration Feature group Description Dependencies Status Owner
Feature 3
Priority Iteration Feature group Description Dependencies Status Owner
Feature 2
Priority Iteration Feature group Description Dependencies Status Owner
Feature 1
Priority Iteration Feature group Description Dependencies Status Owner
Deployed features
Deployment team
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The Feature list
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Feature 6
Priority Iteration Component Description Dependencies Status Owner
Feature 5
Priority Iteration Component Description Dependencies Status Owner
Feature 4
Priority Iteration Component Description Dependencies Status Owner
Feature 3
Priority Iteration Component Description Dependencies Status Owner
Feature 2
Priority Iteration Component Description Dependencies Status Owner
Feature 1
Priority Iteration Component Description Dependencies Status Owner
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Agile Teams have a Daily Cycle
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Daily 15 minute team meeting
Resolve issues
Update project report
Build & Test
Over night code integration
Over night regression test
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Agile Change management is fast and efficient
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Identify change in
scope
Add to feature list
Review backlog next
iteration
If a change is a top priority it can be analyzed in one iteration and delivered the one after.
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Agile deliverables are lean, visual and iterative
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Use Cases
UML Activity Diagrams
UML Class Diagrams
UML Sequence Diagrams
System and Acceptance Test Cases
List of Test Cases
Automated Regression
Tests
Wireframes
Graphic Design
UI Code
Technical Proof of Concept
Object Oriented Code
Automated Xunit Tests
Test Results
Use Case Model
Prioritised Feature List
UML Object Model
UML System Model
Product Roadmap
Release Plan
Project Plan
Project Budget
Progress Charts
Project Management UI Design
Business Analysis Design and Build Testing
Deployment Package
UI Concepts Test Plan
Business Case
Product Management
Training Package
Comm’s Package
Comm’s Plan
Technical Proof of Concept
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Senior Management play a critical role
• A fast moving agile project will reveal many blockages in the organisation that are slowing progress for all teams
• Senior management need to ask their agile teams everyday “what blockers are you having that you can’t resolve yourself”
• Management should focus on removing these blockers as soon as possible at the root cause level
• Often the best way to solve these problems is to move specialists from different groups and organizations into co-located, cross functional project teams
• And to streamline business processes to minimize queues of work
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Business Benefits of Agile
1. Delivers high priority requirements to market in months
2. Removes a lot of delays and overhead from the process
3. Allows us to commit to a fixed budget and schedule early
4. Projects can get to a funded business case sooner
5. Allows lots of early feedback from users
6. Doesn't require the business to sign off everything up front
7. Easy to make high priority changes during the project
8. Provides a predictable delivery speed and cost
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IT Benefits of Agile
• Allows IT to commit to a fixed budget and schedule early • Funding is quicker and easier to manage• Ensures signoffs are done quickly and regularly • Handles requirement changes quickly and easily • Ensures requirements are prioritized properly every
month • Ensures that issues are found and resolved early• Cross functional teams bring the different groups much
closer together • Reduces project dependency issues
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Criteria for Agile projects
• Use an Agile scorecard to determine if projects are suitable for Agile development
• Implement strategies to address issues that might block Agile development.
• For example if the team has no Agile experience, the vendors methods are hostile to agile processes and the customer is largely unavailable then it would not be a good candidate for Agile development
• We can address these issues by bringing on an experienced Agile coach, changing to a vendor whose methods support agile development and getting the customer to appoint a full time product manager/ BA
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Agile Scorecard
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A Documented Agile Process can be Methodology compliant
• Compliant with PMBOK v4
• Compliant with TQM processes
• Compliant with ITIL 3.0
• Compliant with CMMI
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Agile Definitions
Agile Term Explanation
Object Oriented Design and Development
A way to design and build a flexible system from self sufficient software modules. Each module contains all the data and functions to manipulate one business object (such as a user, invoice or interface). ODD is the foundation of all agile methods.
Lean A translation of lean manufacturing principles and practices to the software development domain. Focuses on optimizing the end to end process by minimizing waste - particularly queues of work in progress.
Scrum An iterative incremental framework based on a co-located, cross functional team of 5 to 8 with full responsibility for delivering a system component every 2 to 4 weeks.
Rational Unified Process
RUP is an iterative software development process framework focused on modelling requirements and design using use cases, UML and OOD.
Test Driven Design and Development
A test focused iterative process based on writing the acceptance, system and unit tests before coding so that the development team can test and fix the code immediately themselves.
Feature Driven Design and Development
FDD is an iterative model-driven process based on defining the overall architecture model, identifying the features and then planning, designing, building and testing by feature.
Design Patterns An organised collection of object oriented architectural solutions to common design problems. An extension to OODD.
Extreme Programming
An iterative software development process based on a small team of highly skilled developers who perform all SDLC activities. Uses TDD, OODD, Scrum and Pair Programming.
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Agile DefinitionsAgile Term Explanation
Agile Coach Experienced Agile process consultant – equivalent to a TDP champion
Agile development An iterative software development process
Agile methods Lean, Scrum, RUP, FDD, OOD, Extreme Programming, TDD
Agile Team A cross-functional project team that can perform the whole SDLC. AKA Sprint team,
Customer proxy A business analyst
Feature A requirement that can be delivered by a developer in an iteration. I.e. Create user, delete user, list users
Feature backlog A prioritized list of requirements that the team will work on in the future
Iteration A regular fixed time period in which the team develops functions that could be released. Usually 2 or 4 weeks. AKA Sprint
Product owner The product manager or general manager who owns the product the system is for
Scrum master Facilitator of the scrum process. A consultative team leader or project manager. Updates the burn down chart.
Scrum meeting 15 minute team meeting every morning
SDLC System development lifecycle for the plan, analyse, design, build, test and deploy tasks
Smoke test An automated high level regression test of the whole system
Waterfall A sequential system development process in which all the work for one stage of the SDLC is completed and approved before moving to the next stage
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Scrum Process Summary
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Acceptance Test Driven Design & Development
User Story
Acceptance Criteria
Automated Acceptance
Tests
Exploratory Testing
Automated UI Tests
Automated Performance
Tests
Automated Unit Tests
Add a unit test
Run test
Change code
Refactor code
Fail Pass
Agile Structure for Large Projects with Offshore Vendors
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Large projects are divided up into components which are delivered by small agile teams of 7 people
Component team 1
Component team 7 Component
team 2
Component team 3
Component team 4
Component team 6
Component team 5
Management team
Design team
Analysis team
Testing team
Common Component
team
Onsite team
Product team
Infrastructure team
Agile component teams synchronize by contributing members to cross functional project teams.
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A large project team is organized by feature set and function
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IT Project Manager
Business Analyst Architect Test manager Infrastructure
manager
Vendor Project Manager
Component team 1
Component team 2
Component team 3
Component team 4
Component team 5
Infrastructure component
team
Test Automation
Lead
Business Project
Manager
Product managers Process analyst Training
managerCommunication
manager
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Agile projects have a stable resource profile
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Solution Vision
Quarter 1 Release
Quarter 2 Release
Quarter 3 Release
Quarter 4 Release
Vendor design team
Vendor Build & Test Team
IT project team
Business project team
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Offshore teams have onshore representatives who liaise with other onshore teams on their behalf
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Onsite team
Project Manager
Component team onsite
rep
Component team onsite
rep
Component team onsite
rep
Component team onsite
rep
Offshore team
Project Manager
Component team
Component team
Component team
Component team
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Vendors are engaged on a capped T&M with a constant resource plan and fixed price per month
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Project stops when funds run out or at any time with one months notice to the vendor
Plan work one iteration ahead
Capped T&M SOW for entire project with a constant resource plan and a fixed price per month
Capped T&M SOW to develop solution estimate
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Related Agile projects are synchronized by a fixed release calendar
Solution Vision & Business
Case
Quarter 1 Release
Quarter 2 Release
Quarter 3 Release
Quarter 4 Release
Solution Vision & Business
Case
Quarter 2 Release
Quarter 3 Release
Quarter 4 Release
Quarter 1 Release
Solution Vision & Business
Case
Quarter 3 Release
Quarter 4 Release
Quarter 1 Release
Quarter 2 Release
Project 1
Project 2
Project 3
Synchronized release52
Appendix
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Strengths and weaknesses of a well defined systems engineering process
• Well defined process• Enforces that a consistent system
development process is followed • Can be tailored• Provides deliverable templates• Provides a training program• Has a Quality Governance framework• Regular quality audits• Agreed and understood by most users• Most projects that use the standard
process deliver something
• Sequential process that takes much longer and costs far more than the business want
• Heavy documentation overhead• Very resistant to change• Lots of delays for reviews and approvals• Requires a big up front design effort
when our knowledge is poorest • Many projects have major cost or
schedule blow outs and have to reduce scope to get back on track
• Lot of wasted time and effort designing things that are changed or de-scoped
• The critical build process is often a black box
Strengths Weaknesses
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Agile development is based on an iterative development process.
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High priority scope changes can be implemented in 1 iteration
Build &Test
Build &Test
Build &Test
Build &Test
Release 1 Release 2
UAT & Deploy
UAT & Deploy
UAT UAT
Iteration 1 Iteration 2 Iteration 3 Iteration 4
Analysis &
Design
Analysis &
Design
Analysis &
Design
Analysis &
Design
In an ideal process the agile team does all SDLC activities during one iteration
Requires a very experienced, co-located, cross functional team onsite
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Solution Delivery
56
Agile projects deliver batches of features in regular, short iterations
Build &Test
Build &Test
Build &Test
Build &Test
Release 1 Release 2
UAT & Deploy
UAT & Deploy
UAT UAT
Iteration 1 Iteration 2 Iteration 3 Iteration 4
Analysis &
Design
Analysis &
Design
Analysis &
Design
Analysis &
Design
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Sometimes the testing is done one iteration afterwards
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High priority scope changes can be implemented in 3 iterations
Build &Test
Build &Test
Build &Test
Build &Test
Release 1 Release 2
UAT & Deploy
UAT & Deploy
UAT UAT
Iteration 1 Iteration 2 Iteration 3 Iteration 4
Analysis &
Design
Analysis &
Design
Analysis &
Design
Analysis &
Design
A slower more cautious approach