1. Phlip Pretorius 10-March-2014
Agile Development Implementation in Adapt It Pretoria Research and Development Team
Phlip Pretorius
10-March-2014

2. Content Agile Model of development What is it?
Why did we decide to change methodology?
How did Agile came into being?
What is Scrum (and how it is implemented at Adapt IT Pretoria)?
Benefits of the Agile Approach
Invitation to clients to participate

3. What is it? Agile is a mind set
a powerful tool for fostering teamwork and mutual support
a lightweight software development method that aims to be more efficient than traditional, plan-driven development models
Agile seeks to do more with less
fewer features in the end product that either don't work or are never used
more team-level decision making
faster development time
faster response to shifting customer demands
faster problem solving
more customer satisfaction
smaller teams
less expense
less wasted effort
fewer features in the end product that either don't work or are never used
Mathis, Bryan ( ). Agile Project Management for Beginners: Mastering the Basics with Scrum (Kindle Location 23). . Kindle Edition.

4. What is it? Types of Agile
Scrum
Kanban
Extreme Programming (XP) and others
At Adapt IT we decided to implement the Scrum Framework
Scrum is a set of practical guidelines to implement Agile

5. Why did we decide to change methodology?
In general, the Agile methodology was designed in reaction to "bloatware.“
Programs
often took long time to develop
Customer satisfaction levels are poor
Feature set per contract but not used by end users
Proliferation of bloatware because of mistaken assumptions
Full-Featured Is Always Best
Belief in Static Customer Expectations
Long Product Development Cycles
Mathis, Bryan ( ). Agile Project Management for Beginners: Mastering the Basics with Scrum (Kindle Location 37). . Kindle Edition.
Full-Featured Is Always Best vs. adding features over time.

6. Why did we decide to change methodology?
At Adapt IT we realised that:
There is sometimes a lengthy cycle from concept to final product
Client involvement:
Low levels of end user involvement,
potential for misalignment &
not living up to their expectations
Development isolated from client environment

7. How did Agile came into being?
Workshop to identify common things among the various light methodologies.
Snowbird, Utah in February 2001.
The 17 people at the workshop were
Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick, Robert C. Martin, Stephen J. Mellor, Ken Schwaber, Jeff Sutherland, and Dave “Pragmatic” Thomas. (If Dave A. Thomas from Object Technology International had been able to make it that week, there might have been two Dave Thomases as signatories!)
Cockburn, Alistair ( ). Agile Software Development: The Cooperative Game (2nd Edition) (Agile Software Development Series) (Kindle Locations ). Pearson Education. Kindle Edition.

8. How did Agile came into being?
Outcomes
Manifesto
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
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Individuals and interactions over processes and tools
Recognizing that software is made by people, not processes or tools, agile places a higher premium on people working together effectively.
Processes and tools can aid in that but can’t replace it.
Working software over comprehensive documentation
Valuing working software over comprehensive documentation stands in stark opposition to the Waterfall model. A highly detailed, accurate, and comprehensive specification document
is of no value if it doesn’t result in working software that meets users’ needs.
Working software may involve documentation, but agile only uses it in service to creating working software, not as an end (almost) unto itself.
Customer collaboration over contract negotiation
While agile isn’t ignoring the reality of contracts, it values active collaboration throughout the software development process as a better way to deliver value instead of a carefully worded contract.
A contract is no proxy for actual communication when you’re doing something as challenging as creating software.
Responding to change over following a plan
Except for the most incredibly simple systems, it’s massively difficult to think of every feature, every piece of data, and every possible use case for software.
That means, in a collaborative process with the customer, a lot is discovered during the process of developing software.
Also, the world changes pretty fast: Business needs and priorities can shift in the months or even years it can take for a large system to
be fully built. Agile values the ability to change in response to new discoveries and needs over sticking to a plan created before everything was known.
Mathis, Bryan ( ). Agile Project Management for Beginners: Mastering the Basics with Scrum (Kindle Locations 88-91). . Kindle Edition.

9. How did Agile came into being?
Outcomes (continued)
12 Principles
12 Principles identified
E.g.
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.
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10. What is Scrum? A Framework Lightweight Simple to understand
Extremely difficult to master
Based on the concept of the Scrum that often takes place in the sport of Rugby.
ALL team members work together
Towards one goal
Winning the ball
Johnson, Hillary Louise; Sims, Chris ( ). Scrum: a Breathtakingly Brief and Agile Introduction (pp. 7-8). Dymaxicon. Kindle Edition.
The Scrum Field Guide: Practical Advice for Your First Year (Agile Software Development Series) Mitch Lacey

11. What is Scrum? Team Roles Product Owner Team member in Scrum Teams
Scrum Master
Product owner:
Holds vision for product
Represents Interest of
Customer
Business
Communication
Conflict
Responsible for maximizing the return the business gets on this investment
Controls the order (priority) of items in the team’s backlog.
No-one but the product owner is authorized to ask the team to do work or to change the order of backlog items.
The product owner is responsible for recording the requirements, often in the form of user stories
The product owner is the main mac that decides what must be done but…
The Product Owner does not decide how the work will be done. That decision is relegated to the …
Team member:
Scrum Teams
Highly collaborative
Self Organizing
Members
total authority over how the work gets done
which tools and techniques
which team members will work on which tasks
team’s deliverable is the product
contributing work in their area of specialty
work outside their area of specialty in order to best move backlog items (aka user stories) from “in progress” to “done.”
team must possess all of the skills required to create a potentially shippable product
a mind set change from “doing my job” to “doing the job.”
And then you have a special guy…
The Scrum Master:
master’s deliverable is a high-performing, self-organizing team
helps the team
learn and
apply scrum and
related agile practices
To the team's best advantage
Protect the team

12. What is Scrum? How does it work? The Sprint Cycle The Sprint Cycle:
a fixed period of time
within which the team bite off small bits of the project
and finish them
before returning to bite off a few more.
Working increment of the software. Not necessarily the full feature set.
In the next Sprint cycle more features are added
Might be the User Interface without business logic
In the next sprint the underlying business logic is added.

13. What is Scrum?
How does it work?
Artefacts
Product Backlog

14. What is Scrum?
How does it work?
Artefacts
Release Backlog

15. What is Scrum?
How does it work?
Artefacts
Sprint Backlog

16. What is Scrum? Artefacts (continued) Burn down Charts Task Board
Information radiator
Backlog
To Do
Doing
Done

17. What is Scrum?
Artefacts (continued)
Task Board

18. What is Scrum? Events Sprint planning meeting Start of Sprint
Part One: What will we do – responsibility of the product owner
Part Two: How will we do it? The responsibility of the Team
What will we do
Product Owner presents
2. TEAM commit to a set of deliverables for the sprint
3. whole team believes they can deliver
User Stories
Acceptance Criteria
4. separation in authority:
product owner decides which stories will be considered
the team members doing the actual work are the ones who decide how much work they can take on
Part Two: How will we do it?
1. the TEAM identifies the tasks that must be completed in order to deliver the agreed upon user stories
2. the team begins to decompose the selected stories into tasks
get additional input from users
design a new screen
add new columns to the database
do black-box testing of the new feature
write help text
Output = Sprint Backlog
list of all the committed stories with associated tasks

19. What is Scrum? Events (continued) Daily Scrum Meeting
3 Questions reported by each member:
1. What I did yesterday?
2. What will I be doing today?
3. Obstacles impeding my progress.
Goal
1. Inspect
In meeting
2. Adapt
After meeting
Daily Scrum:
15-20 minutes
Daily
Brief
Pointed
What I've done since our last daily scrum
What I'll do before our next daily scrum
Obstacles I'm encountering
Goal
1. Inspect
In meeting
2. Adapt
After meeting
No problem solving in meeting
Mention issue and decide who will resolve

20. What is Scrum? Events (continued) Sprint review Retrospective
The Public end of the Sprint
Currently we invite the rest of the company to act as “the public”
Retrospective
The internal team self evaluation
Sprint Review:
After each Sprint
public end of the sprint
Invite others
TEAM show off accomplishments
Stories that met def of DONE.
Stories committed and not complete
Demonstrate stories that is completed
Stakeholder feedback
Not decision making
If story is done
Next commitments
Retrospective
1-2 hours per week of dev
very end of each and every sprint
Focus on
What was learned during Sprint
How new knowledge can be applied to improve
No Dirty Laundry
ID one or two Strategic changes for next Sprint

21. What is Scrum? Two decisions Abnormal Sprint Termination --> Spike
Is the product potentially shippable?
Does it make business sense to ship what we have at this time?
Abnormal Sprint Termination --> Spike
Iterative Scrum Cycle

22. What is Scrum?
I have included this slide to emphasize the importance of the cyclical nature of the Scrum Sprint Cycles.
This is how end user can become part of the development. It is when and how we as developers get quick feedback on what we are doing
This is the mechanics by which we can quickly adapt if we are not on the right track.
Agile Project Management For Dummies By Mark C. Layton

23. Benefits of the Agile Approach
Better product:
the iterative approach
incorporating user feedback into the project
means higher customer satisfaction (and ownership)
better return on investment
Mathis, Bryan ( ). Agile Project Management for Beginners: Mastering the Basics with Scrum (Kindle Locations ). . Kindle Edition.

24. Benefits of the Agile Approach
Fewer failed projects:
incremental releases keep projects on track
help developers recognize failures before they start
Mathis, Bryan ( ). Agile Project Management for Beginners: Mastering the Basics with Scrum (Kindle Locations ). . Kindle Edition.

25. Benefits of the Agile Approach
Better control of project scope:
new features are only added
in response to user input
resulting in
less product bloat and
fewer features that are never used
Have a look at
Mathis, Bryan ( ). Agile Project Management for Beginners: Mastering the Basics with Scrum (Kindle Locations ). . Kindle Edition.

26. Invitation to participate
This is an official invitation to our client base to take part in our Agile development process:
We want to encourage higher user participation during development
Need to show development in "Review" fashion as described in the Scrum process.
Implication:
This means that there must be high availability of users

27. Invitation to participate
How do we plan to do this?
on the INT4 roadmap (that will be discussed in later sessions)
This roadmap has been based on
Adapt IT strategic technology direction
UG Proposals
Strategic meetings with high level client management representatives.
Using a platform such as Webex to communicate and show
Initial client involvement:
once a month
Need more frequent feedback and that can be done at bi-weekly review meetings
Adapt IT strategic technology direction:
According to ORACLE’s strategy, Forms Designer is being phased out
Because of our investment in Oracle know-how we decided to go the ADF route
UG Proposals:
Fin - Ability to recreate a bank reconciliation
Stud – Separate system cycle to calculate full period marks
Pers -
Strategic meetings:
High demand for workflow.

28. Invitation to participate
Want the Agile methodology extended to the rest of the company.
To reap the benefits have to change business model for Custom and Large Joined development
Current model = Plan and Contract Driven
What to deliver
When to deliver
Cost of the contract
Need a new Business Model = Time and Materials (T&M)
An arrangement under which a contractor is paid on the basis of:
(1) Price of direct labour, at specified hourly rates,
(2) Actual cost of materials and equipment usage
Once the business objectives and feature list are well defined, the project may be billed using milestone billing
Because of time and material billing we will accurately track and manage time, expenses incurred and material used.
) actual cost of direct labour, usually at specified hourly rates,
An actual amount paid or incurred, as opposed to estimated cost or standard cost. In contracting, actual costs amount includes direct labour, direct material, and other direct charges. Read more:

29. Invitation to participate
To reap the benefits have to change business model for Custom and Large Joined development
Suggestion from Adapt IT
Define Business Objectives
Determine a list of feature set(s) that will allow the client to achieve business objectives
Adapt IT and the client together determine the hours that the client is prepared to commit to.
Start development in Scrum Sprints
The goal of each sprint is communicated
After review, clients test and confirm the sprint goal achieved
Client billed for sprint delivery (billing milestones may include several sprints)
Because of incremental addition of features, client will have working software.
If the pre-determined hours are reached and not all features added, negotiate new development hours
If all features has been developed and there are still hours left, new features can be included.
This must be negotiated with Adapt IT.
Actual cost of direct labour, usually at specified hourly rates,
An actual amount paid or incurred, as opposed to estimated cost or standard cost. In contracting, actual costs amount includes direct labour, direct material, and other direct charges. Read more:

30. References
Kent Beck and Ward Cunningham worked through the late 1980s on what became called Extreme Programming (XP) in the late 1990s.
Jim Highsmith studied the language and business use of complex adaptive systems in the mid-1990s and wrote about the application of that language to software development in his Adaptive Software Development.
Ken Schwaber and Jeff Sutherland were constructing the Scrum method of development at about the same time, and many project leaders made similar attempts to describe similar ideas through the same years.
Cockburn, Alistair ( ). Agile Software Development: The Cooperative Game (2nd Edition) (Agile Software Development Series) (Kindle Locations ). Pearson Education. Kindle Edition.

31. Disclaimer
The information, comments and material presented in this presentation are provided for information purposes only.  The presentation is not addressing all possible technical or business aspects and does not claim to be complete or exhaustive.  
Adapt IT reserves the right to change its business or product development plans as circumstances dictate.
This document may not be reproduced or distributed without the written permission of Adapt IT (Pty) Ltd.

32. The Agile Approach
Questions?