1. building software to help our clients grow S INCE 1985 www.tallan.com Agile Software Development Andrew Nichols, Certified Scrum Master 9/6/2015Tallan, Inc. Proprietary and Confidential. Copyright 2009 Andrew.Nichols@tallan.com Art Stewart, Director of Business Development art.stewart@tallan.com

2.  Founded in 1985  Offices in NYC, Boston, LA, Tampa  Over 100 technology consultants with a wide range of expertise and knowledge  Architects, developers, user experience designers, technical managers, and testers  Delivered 1000’s of projects to over 500 clients  Focus on business-critical customized solutions Company Overview 1 Tallan, Inc. Proprietary and Confidential. Copyright 2009

3.  User Experience/Web Property Development – Leveraging the latest web technologies to build communities via the web  eCommerce Web Development - Connecting companies to their customers and partners (B2B and B2C)  Enterprise Application Integration and Service Oriented Architecture – Connecting critical internal and external systems, thereby increasing operational efficiency and leveraging existing assets  Business Intelligence – Providing internal and external users with accurate, timely, actionable information in the most understandable format  Both Microsoft.net framework and Java skillsets Tallan Professional Services 2 Tallan, Inc. Proprietary and Confidential. Copyright 2009

4. 3 Partnership - Microsoft  Managed Gold Level Partner  Mid-Market, Enterprise  Four Competencies  Custom Development Solutions-.net  Data Management Solutions-SQL Server, BI  Business Process and Integration-BizTalk Server  Information Worker Solutions-SharePoint Server

5. Why Tallan?  20+ year history  Delivered 1000’s of projects to over 500 companies  Deliver on Time and on Budget = Client Longevity  ING: 7 years  Disney: 5 years  Talbots: 12 years  Ingram Micro: 7 years  Columbia House: 7 years  Barnes & Noble: 5 years  FedEx Office, formerly Kinko’s: 5 years 4 Tallan, Inc. Proprietary and Confidential. Copyright 2009

6. 9/6/2015Tallan, Inc. Proprietary and Confidential. Copyright 2009 5 The Traditional Waterfall Requirements Design Develop Test Deploy Originally introduced in 1970 by Winston W. Royce

7. The Waterfall Approach  Assumes cost of change is lower earlier in the process  Strives to reduce rework with focus on upfront planning and design, measure twice cut once  Signoff and approval required at phase transition points

8. Inflexible to Change Heavy change control (prevention) processes Requirements Design Develop Test Deploy

9. Inherent problems with upfront design  Assumes perfect understanding of problem  Mistakes are unavoidable  Attempts to fix scope

10. Poor Quality Testing late in process increases risk of defects Requirements Design Develop Test Deploy

11. Poor Quality Testing late in process increases risk of defects

12. Difficult to get signoff in early phases 1. “I can’t sign off on all 300 pages of this requirement document” 2. “What are all these diagrams with arrows and boxes?”

13. How does Agile address these issues?

14. 9/6/2015Tallan, Inc. Proprietary and Confidential. Copyright 2009 13 The Traditional Waterfall Requirements Design Develop Test Deploy

15. 9/6/2015Tallan, Inc. Proprietary and Confidential. Copyright 2009 14 Agile Methods Requirements Design Develop Test Deploy Requirements Design Develop Test Deploy Requirements Design Develop Test Deploy Requirements Design Develop Test Deploy Requirements Design Develop Test Deploy Breaking up the work into small batches

16. The Agile Methods RequirementsDesignDevelopTestDeploy Iteratively Deliver Working Software

17.  On Time  On Budget  On Scope  Solves True Business Problem  Maximum Value  Minimal Cost Traditional SuccessAgile Definition of Success Definition of Project Success 9/6/2015Tallan, Inc. Proprietary and Confidential. Copyright 2009 16

18. Time BudgetQuality TimeBudgetScope WaterfallAgile The Old Triple Constraint Scope is FixedQuality is Fixed to High!

19. 7 Phases of Scrum 9/6/2015Tallan, Inc. Proprietary and Confidential. Copyright 2009 18 Discovery Release Planning Sprint Planning Daily Scrum Develop/Test/Deploy Sprint Demo Sprint Retrospective

20. 7 Phases of Scrum 9/6/2015Tallan, Inc. Proprietary and Confidential. Copyright 2009 19 Discovery Release Planning Sprint Planning Daily Scrum Develop/Test/Deploy Sprint Demo Sprint Retrospective

21. 9/6/2015Tallan, Inc. Proprietary and Confidential. Copyright 2009 20 #Description 1Login/Logout 2Forgot Password 3Change Password 4View Account Summary 5View Account Detail 6Sort Detail by Date 7Sort Detail by Check # 8Sort Detail by Amount Product Backlog

22. 7 Phases of Scrum 9/6/2015Tallan, Inc. Proprietary and Confidential. Copyright 2009 21 Discovery Release Planning Sprint Planning Daily Scrum Develop/Test/Deploy Sprint Demo Sprint Retrospective

23. 9/6/2015Tallan, Inc. Proprietary and Confidential. Copyright 2009 22 #DescriptionRelease 1Login/Logout1 2Forgot Password1 3Change Password1 4View Account Summary2 5View Account Detail2 6Sort Detail by Date3 7Sort Detail by Check #3 8Sort Detail by Amount3 Product Backlog

24. 7 Phases of Scrum 9/6/2015Tallan, Inc. Proprietary and Confidential. Copyright 2009 23 Discovery Release Planning Sprint Planning Daily Scrum Develop/Test/Deploy Sprint Demo Sprint Retrospective

25. 7 Phases of Scrum 9/6/2015Tallan, Inc. Proprietary and Confidential. Copyright 2009 24 Discovery Release Planning Sprint Planning Daily Scrum Develop/Test/Deploy Sprint Demo Sprint Retrospective

26. 7 Phases of Scrum 9/6/2015Tallan, Inc. Proprietary and Confidential. Copyright 2009 25 Discovery Release Planning Sprint Planning Daily Scrum Develop/Test/Deploy Sprint Demo Sprint Retrospective

27. 7 Phases of Scrum 9/6/2015Tallan, Inc. Proprietary and Confidential. Copyright 2009 26 Discovery Release Planning Sprint Planning Daily Scrum Develop/Test/Deploy Sprint Demo Sprint Retrospective

28. 7 Phases of Scrum 9/6/2015Tallan, Inc. Proprietary and Confidential. Copyright 2009 27 Discovery Release Planning Sprint Planning Daily Scrum Develop/Test/Deploy Sprint Demo Sprint Retrospective

29. 7 Phases of Scrum 9/6/2015Tallan, Inc. Proprietary and Confidential. Copyright 2009 28 Discovery Release Planning Sprint Planning Daily Scrum Develop/Test/Deploy Sprint Demo Sprint Retrospective

30.  Nobody is specialized  Resources are available for many different tasks  Communication between roles and team members is high  Team is empowered to determine best way to get job done Team organization Self Organizing Cross Functional Teams

31. 9/6/2015Tallan, Inc. Proprietary and Confidential. Copyright 2009 30  Increase Flexibility  Increase Quality  Decrease Cost  Decrease Risk  More Predictable Timelines Benefits of Iterative Approach

32. Responsibilities Users & Business SponsorDevelopers and Testers  Defining Product  Prioritizing Features  Tracking Value  Estimating  Delivering  Quality

33. Decrease cost of change 9/6/2015Tallan, Inc. Proprietary and Confidential. Copyright 2009 32 Iteration1 Features 1, 2, 3 Iteration 2 Features 5, 6, 7, 8 Iteration 2 Features 4, 5 Scope changes allowed between iterations

34. 9/6/2015Tallan, Inc. Proprietary and Confidential. Copyright 2009 33 Perfect Plan may not be the Best Plan Embrace Flexibility Perfect Plan Best Plan

35. Increase quality Testing occurs within each iteration keeping defects low

36. 9/6/2015Tallan, Inc. Proprietary and Confidential. Copyright 2009 35 Poka Yoke: Mistake Proof Increase Quality

37. 9/6/2015Tallan, Inc. Proprietary and Confidential. Copyright 2009 36  Test Early (Unit testing)  Test Often (Continuous regression testing)  Automate Tests (Testing a part of build process)  Design Software to be Testable (IOC) Increase Quality Test Driven Development

38. Decrease Cost Rates of Feature Use in Software

39. Decrease Cost Never used features are prioritized out of project

40. 9/6/2015Tallan, Inc. Proprietary and Confidential. Copyright 2009 39 Revenue Generating Expense Decreasing Define Value

41. 9/6/2015Tallan, Inc. Proprietary and Confidential. Copyright 2009 40 Decrease Cost

42. 9/6/2015Tallan, Inc. Proprietary and Confidential. Copyright 2009 41 Decrease Cost

43. 9/6/2015Tallan, Inc. Proprietary and Confidential. Copyright 2009 42 Decrease Cost

44. 1 st Agile Release Waterfall Release

45. 9/6/2015Tallan, Inc. Proprietary and Confidential. Copyright 2009 44  Mistakes discovered earlier in process  UAT performed upfront with more customer involvement Lower Risk

46. Decrease Risk “Biggest risk in a project is building the wrong product.” [Mike Cohn 2005]

47.  How long will it take to implement 100 features?  What % complete are we?  How long did it take to implement 5 features?  How many tests are passing? Predictive MeansEmpirical Means More Predictable Timelines 9/6/2015Tallan, Inc. Proprietary and Confidential. Copyright 2009 46

48. Keys to Success and Challenges with Agile 9/6/2015Tallan, Inc. Proprietary and Confidential. Copyright 2009 47

49. Keys to success with Agile  Iteration scope must remain fixed  Deliver high quality software at each iteration  “Team must meet their iteration commitment”, Mary Poppendieck  Strong Product Management  Strong interest from Business Owners

50. Challenges with Agile  Constant delivery  Constant planning  Getting sufficient time from Product Managers  Product Manager’s ability to prioritize features

51.  Automated Testing  Continuous Integration Critical Agile Practices Engineering Practices

52.  Daily Standup (Scrum)  Transparency To Customer  Cross Functional Team  Single Project Focus Per Iteration Critical Agile Practices Management Practices

53. 9/6/2015Tallan, Inc. Proprietary and Confidential. Copyright 2009 52  Scrum  Ken Schwaber and Jeff Sutherland  eXtreme Programming  Kent Beck, Ward Cunningham, Ron Jeffries  Crystal Methods  Alistair Cockburn  Feature Driven Development  Jeff DeLuca  Dynamic Systems Development Method  DSDM Consortium Agile Methodologies

54. 9/6/2015Tallan, Inc. Proprietary and Confidential. Copyright 2009 53  Agile Project Management  Jim Highsmith, Sanjiv Augustine  Agile Management  David Anderson  eXtreme Project Management  Rob Thomsett, Doug DeCarlo Agile Management Frameworks

55. References and Recommended Reading  Agile Software Development with Scrum, Ken Schwaber  Lean Software Development, an Agile Toolkit, Mary Poppendieck  Agile Estimating and Planning, Mike Cohn  Managing the Development of Large Software Systems, Winston Royce  Standish Group Study Reported at XP2002, Jim Johnson

56. Irony of the Waterfall Approach “…the implementation…is risky and invites failure….invariably a major redesign is required…and one can expect up to a 100% overrun in schedule and/or costs.”, [Royce 1970]

57. Questions? 9/6/2015Tallan, Inc. Proprietary and Confidential. Copyright 2009 56

58. A Different Kind of Contract Traditional IT Contract  Tell us the exact scope that you want and we will estimate the date and cost. If you change the scope, we will surely extend the date and increase the cost. Agile Contract  Let’s agree on a target delivery date and we will deliver your highest ‐ priority features as efficiently as possible. Discoveries along the way should lead to a better product than you could have specified up front.

59. Agile Software Development 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: That is, while there is value in the items on the right, we value the items on the left more.