1. Radu Poenaru Ijaz Ahmet
History of Agile
Quick introduction into the History of Agile development, as we see it after almost few decades from its inception.
Radu Poenaru Ijaz Ahmet

2. Intro Basic ideas of the Agile technique:
Recalibrate itself
Adaptive result
Customer gets quick updates
... And gives quick feedback
Thus the programmer‘s work is useful to the cliend and both time is used to the maximum

3. Roots
Around 1950 the methodology was created - Toyota factory was the first adopting
Build products only for which you have a customer
Eliminate anything that doesn‘t add value
Stop if something goes wrong

4. Toyota‘s values A real philosophy of work, which:
respects those engaged in the work
strives for full utilization of workers’ capabilities
places authority and responsibility for the work with those doing it

5. Hardware vs Software
Applying Toyota techniques to software industry is not so easy nor efficient
While a steel plate can‘t be recomposed after cutting, a piece of code can be easily cut and pasted
The workers can‘t specialise enough in one direction (eg design) without loosing the big picture
Fast and addapted techniques were developed - „Time is money“

6. Planning VS Agile Waterfall model: eXtreme Programming Reusability
Predictive model
Optimized for a single purpose
Hard to change
eXtreme Programming
Reusability
Easy to change direction
But no idea of next 6 months

7. Agile technique Sprints – reccuring periods in which code is created
User gets the build and starts reviewing it
Feedback from user to the team
Thus, team is kept on the right path

8. Methodology … is a family of development processes
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan

9. SCRUM one of Agile processes
use incremental framework for developing complex software
managing new products
considered more like a framework in which you can employ various processes and techniques
Key principle: during a project the customers can change their minds

10. Managing complex products
Transparency
The outcome of the product should be visible to the manager who is managing the outcomes. Also each process that affect the outcome of the product also should been visible to the managers.
Inspection
Various aspects of the process must be frequently inspected regularly so that quality of work and peoples can be seen.
Adaptation
If the inspection process find outs some process are outside the scope of the product or the outcomes will be unacceptable, then the inspector should response quickly and adjusts the process or data being used in the process.

11. Partners Product Owner (Also known as chickens) Scrum Master
is responsible for the communicating version of the product.
Scrum Master
Scrum manager provide cooperation between the product owner and team.
Team (Also known as pigs)
It’s the team which performs work or sprint- usually there are many teams working on their sprints and each team consist of 5 to 9 cross- functional members.
1. Product Owner - is responsible for the communicating version of the product (Also known as chickens). In a sprint the feature sets comes from product backlog. Product backlog is list of prioritized requirements. This list is managed by Product owner. They communicate with the development team for the outcome of sprint. The product owner is often someone from product management or marketing, a key stakeholder or a key user.
2. Scrum Master
Scrum manager provide cooperation between the product owner and team. Scrum Master also responsible for making sure that the team is as productive as possible but don’t manage teams. The Scrum Master does this by helping the team use the Scrum process, by removing impediments to progress that are obstructing the team from achieving its sprint goals. This role helps the Team while making its outcome visible to Product Owner.
3. Team
It’s the team which performs work or sprint. In Scrum there are many teams working on their sprints and each team consist of 5 to 9 cross-functional members. This team is mixture of peoples from different departments to work as a team to complete the sprint. The team determines how much of sprint they can commit to complete during the next sprint. After sprint is completed, the team demonstrates the use of the software.

12. SCRUM terms The Sprint The Backlog The Sprint Backlog
Sprint is one iteration. Project is dived into small workable sprints which take 2 to 4 week durations, no change to the sprint backlog
The Backlog
list of requirement from product owner based on their priorities - after every sprint, backlogs are updated.
The Sprint Backlog
the information how this sprint going to be implemented- process/features are broken down in to small tasks (6 to 8 hours) for teams.

13. SCRUM terms (2) The Time Boxing The Daily Meeting/Scrum
Everything in scrum is time-boxed - It’s about release planning meeting, sprint planning meeting, sprint review and daily scrum meetings.
The Daily Meeting/Scrum
also called as "the daily standup“ - 15 minutes and all peoples are welcome to join but only the teams (pigs) are allowed to speak. This meeting has only 3 questions to answer
What you done yesterday?
What you will do today?
Do you have issues which are stopping you doing this job?

14. Coverage first applied to software development
but then successfully used in big industries
now it used for developing any kind of product.
the best part of SCRUM as compared to other agile process that it introduces the idea of real world progress of a project not just the best guess on unknown information.

15. eXtreme Programming
is about project management, practices and programming methodologies for
rapidly developing
high quality software
for the customer
in fastest way possible

16. eXtreme Programming(2)
whole process is visible and accountable
developers program in pairs
show concrete progress in the form of deployable software
development includes extensive code review
unit testing of all the code

17. XP - activities Coding Testing Listening Designing
First test, then code
Code integrated often to avoid changes in main product later
Testing
The process that says when development is done
Ensures that software meets client requirements
Listening
Customer is participating in all stages
Clarify and sharpens the team‘s perception on requirements
Designing
Reduces the code complexity by analysis
Ensures that all pieces of code are efficiently tied together

18. XP - values Communication Simplicity Feedback Courage Humility/Respect
documentation is not a core value or at least a very little – the communication increases cooperation, group productiveness, and decreases mistakes
Simplicity
implement the simplest solution or write code which you believe will be rewrite for extra functionality.
Feedback
Kent : "Optimism is an occupational hazard of programming, feedback is the treatment." -feedback keeps the project on track.
Courage
make decisions and assume their responsibility - change direction by either discarding or re-factoring your work.
Humility/Respect
The best developers have the humility to recognize that they do not know everything, that their fellow developers also have their own areas of expertise.

19. eXtreme Programming Core practices of XP
Pair Programming: All code is written by 2 programmers
Planning Game: Stories from Business and development cooperate
Small Releases: There is a short time between versions
Continuous Testing: Before you write a program for features, you write a test for it

20. eXtreme Programming Core practices of XP
Simple Design: Always use the simplest possible design that gets the job done
Re-factoring: You cannot leave the duplicated code around.
Collective Code Ownership: No single person "owns" a module.
Continuous Integration: Code addition and changes are integrated into the codebase after few hours or at least daily.

21. eXtreme Programming Core practices of XP
Coding Standards: Everyone codes to the same standards.
Forty Hour Week: Programmers go home on time and enjoy weeks too.
On-site Customer: The customer should be available for answering questions any time for developers.

22. Comparison of techniques
XP is more toward rapid programming, scrum is more of team work and Toyota production system is organized manufacturing and logistics for the manufacturer.
XP consists of five values and 12 common practices. Scrum development process is divided into 2-4 weeks sprints

23. Comparison of techniques
scrum allows to start development even if you are uncertain about what the clients wants.
Toyota production system does not have power to stand against issues instead it stop.

24. Comparison of techniques
Scrum allows to combine it with XP to make good combination of speed programming.

25. Conclusion Decision of technique is depends on situation.
Scrum is independent of software development while XP is for speed programming
TPS reduces the element of waste and overburden.
Each process has its own benefits and can be combined in best situations.

26. Thank You!!!