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twistresources

AGILE Course
No laptops during the training.

Mobile phone must be on silent


mode.

Respect everyones time and


inputs. Always be on time.

Working Agreement Be open to new ideas

Be courageous to ask questions


and provide feedback.

Focus on the discussion.

Let's have 5-10 minutes break


every 1 hour.

Set Lunch Break (12nn to 1PM)

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Robert N. Velasco
Assumptionist, Bosconian,
Mapuan, AMAer, Angelean
About Me
Automotive wiring harness
design engineer, College
Instructor, Software
Developer/Engineer, Scrum
Master
Computer Engineer
Kapampangan
Husband and Father

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TwistResources
Quietly doing the hard stuff.

We at TwistResources specialise in
About Us high-performance sites and
applications optimised for web or
mobile. Creative through to
complex logic; projects large or
small, we pride ourselves on being
serious people for serious
organisations.

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Tooltwist

ToolTwist is a web development


platform that allows marketing
people to design and build
About Us
sophisticated websites while still
allowing technical guys to do their
magic behind-the-scenes. At the
same time, sophisticated audit and
approval processes ensure
management retain control.

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TwistResources

About Us

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Agile
Agile manifesto
Twelve Principles
Being Agile
AGENDA I Do Agile
Engineering Practice
LEAN
Scrum

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Software Methodologies

https://eternalsunshineoftheismind.wordpres
s.com/2013/02/10/why-agile/ 7
Methodologies

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Agile

"Agile software development"


refers to a group of software
development methodologies
based on iterative
development, where
requirements and solutions
evolve via collaboration
between self-organizing
cross-functional teams.

https://en.wikipedia.org/wiki/Agile_software_development
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Agile vs Waterfall

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marked by ready ability to
Definition of Agile move with quick easy
grace <an agile dancer>

having a quick resourceful


and adaptable character
<an agile mind>
- merriam-webster
definitions
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Agility is the ability to create
Agility and respond to change in
order to profit in a turbulent
business environment

Jim Highsmith - Adaptive Leadership


ThoughtWorks
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History of Agile

History: The Agile Manifesto.

On February 11-13, 2001, at The Lodge at Snowbird


ski resort in the Wasatch mountains of Utah,
seventeen people met to talk, ski, relax, and try to
find common groundand of course, to eat. What
emerged was the Agile 'Software Development'
Manifesto.

agilemanifesto.org/history.html
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History of Agile

http://www.slideshare.net/kurtsolarte/ba-world-sydney201
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Agile

http://agilemanifesto.org/principles.html
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Authors

Kent Beck Creator of XP, TDD


Mike Beedle Agile Software Development with Scrum c.Ken Schwaber,
2002
Arie van Bennekum RAD, DSDM
Alistair Cockburn Use Cases, Crystal Methodologies
Ward Cunningham Creator of XP, wikis, design patterns
Martin Fowler the UML, Author of Refactoring & Planning XP c.Beck
James Grenning
Jim Highsmith Creator of ASD, Adaptive Software Development (1999)

http://agilemanifesto.org/authors.html
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Authors

Andrew Hunt Author, Partner The Pragmatic Programmer c. D. Thomas


Ron Jeffries Creator of XP, Extreme Programming Installed (2000)
Jon Kern -
Brian Marick Context Driven Testing
Robert C. Martin Author Designing Object Oriented C++ (1995)
Steve Mellor - Shlaer-Mellor method, Executable UML, MDA
Ken Schwaber - Creator of SCRUM, The Enterprise & SCRUM 2007
Jeff Sutherland Creator of SCRUM
Dave Thomas Author, Partner The Pragmatic Programmer

http://agilemanifesto.org/authors.html
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Agile Manifesto

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
That is, while there is value in the items on
the right, we value the items on the left more.

http://agilemanifesto.org/
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Agile Principles

http://agilemanifesto.org/principles.html
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Being Agile

Highly cohesive,
Engineering loosely coupled and
Practice decentralized
Constant feedback
Lean cycles and
continuous
improvement
Scrum
Rapid
Gathering responsiveness
Requiremetns and swarming
behavior
Diverse skill sets
and share a
common vision
DO AGILE

BE AGILE

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Being Agile

Highly Cohesive
Closely United.
Their activities are logically consistent and supportive of one another
Loosely Coupled
They dont rely upon a single individual to fully define or implement a
major system capability.
Thus, epics or large chunk of work should be divided into small
elements to be able to deliver working software iteratively and
incrementally. Anyone can select a portion of the system and work on it.
Decentralized
Servant Leaders They lead instead of Command and Control
approach
Self Organizing teams 21
Being Agile

What does a self-managing team means?


Self-organizing teams choose how best to accomplish their work, rather
than being directed by others outside the team. - from the Scrum Guide

Design of functionalities Doing non-work activities


Approaches for coding whenever he/she likes to

Manage discussion with other Thinking only for ones self and
scrum members not the whole Team

Completing sprint items as a Not following agreed meeting time


Team of the Team

Vin DAmico -
Great-agile-teams-are-adaptive-and-resilient
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Being Agile

Constant feedback cycles and continuous


improvement
Agile teams must define a feedback loop.
Simply mean informally gathering information that the team
can discuss and use to improve their efforts.
Retrospective Meeting.

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Being Agile

Constant feedback cycles and continuous


improvement
Sample questions you would like to ask:
What is going well?
What isnt going so well?
What should we continue doing?
What should we do more of?
What should we do less of?
What should we start doing?
What should we stop doing?
What should we track and measure?
What can we stop tracking and measuring?
Who can help us do better?
What skills are we missing on the team?
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Being Agile

Constant feedback cycles and continuous


improvement
Agile teams must define a feedback loop.
Keep it Simple and impersonal.
Regardless of what we discover, we understand and truly believe that
everyone did the best job they could, given what they knew at the time,
their skills and abilities, the resources available, and the situation at hand.
~ Norm Kerth

Dont wait for your process to break. Keep learning and


adapting.
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Being Agile

Rapid responsiveness and swarming


behavior
Plan less, deliver more; Stop starting and start finishing

Swarming - the act of coming together to solve a problem or get


something done quickly. Use swarming as a planned activity not just on
addressing critical issues or key activity that needs to be done.

Great teams dont point fingers at others or engage in blamestorming.


Swarming focuses energy at a critical area or key activity so it gets done.

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Being Agile

Diverse skill sets and share a common vision


The developers have the ability to get the job done without excessive
reliance on outsiders.

The team members have to work together with a shared purpose and a
unified commitment.

Shared knowledge and pairing


Collaboration
Simple techniques
Trust and respect
Backlog management
Quality results

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Do Agile
Engineering Practices
Client feedback Coding standards No add to iteration

Daily builds Continuous integration Oral communication

Incremental delivery Frequent estimates Scrum Master firewall

Manage risks Planning game Stand-up meeting

Short iteration Risk driven Automated tests

Test driven Short & small releases

Time boxing Use Cases (requirements)

Unit Testing Customer driven

Use case driven Decision in 1 hour

Acceptance testing Establish a vision


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Do Agile
LEAN
Eliminate Waste
Seeing Waste
unnecessary code or functionality
starting more than can be completed
delay in the software development process
unclear or constantly changing requirements
bureaucracy slow or ineffective communication
partially done work
defects and quality issues
task switching

Amplify Learning
Feedback

Decide as Late as Possible


Options Thinking, Making Decisions
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Do Agile
LEAN
Deliver as Fast as Possible
Pull Systems, Continuous Integration, Simplicity, Work as a Team

Empower the Team


Self-Determination, Motivation, Leadership, Expertise
Respecting:
learning how to be assertive and disagree with a point of view, without
sounding aggressive or threatening or just plain argumentative.

Build Integrity In
Refactoring, Testing, TDD, Automation.

See the Whole


Measurements, Contracts

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Do Agile
SCRUM
An agile process that allows us to focus on delivering the
highest business value in the shortest time.

Rapidly and repeatedly inspect actual working software.

The business sets the priorities. Teams self-organize to


determine the best way to deliver the highest priority
features.

Every two weeks to a month anyone can see real


working software and decide to release it as is or
continue to enhance it for another sprint.
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Better Performance

Drive: The surprising truth about what motivates us


http://www.youtube.com/watch?v=u6XAPnuFjJc

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