1

מסגרת הפרויקט שבועות כל 6 גירסאות )שניים בסמסטר, 4הפרויקט מחולק ל – •

גירסא(o תכנון על ואב-טיפוס1גירסא – o פיתוח באג'יל תוך יישום עקרונות מסקראם וקאנבן2-4 גירסא – o'שבוע אחרון – סגירת פרויקט, ייצוב, יישור מסמכים וכד

שבועות(6 ( סה"כ כל גירסא מחולקת לשלש איטרציות של שבועיים•o)בסוף כל איטרציה תהיה הדגמה )בשיעור הראשון של האיטרציה הבאה

במהלך האיטרציה תהיינה פגישות פרטניות עם הצוותים לבחינת •תוצרי ביניים והתייעצויות

של הצוותים scrum masters עם ה- Scrum Master forumיוקם •השונים להנחיות והתייעצות לגבי התהליך האג'ילי בצוות.

2

נדרשת )בקלוג ראשוני, תכנון על(1תוכנית פיתוח – גירסא תפוקה הרצאות תאריך שבוע

, , מטרות פרויקט בחירת צוותים התגבשותהפרויקט

מטרה 1איטרציה

פרויקטים הצגת , ' ראשונה מטלה על הסבר יל לאג מבוא

יזמות - אורח הרצאת

20.10 1

פרויקטים הצגת' - יל אג ב דרישות הגדרת

27.10 2

מימשק ועקרונות על (, UX)ארכיטקטורת , ראשוני בקלוג עבודה סביבת הקמת

מטרה 2איטרציה

הגדרת מצגתפרויקט

איטרציה 1הצגת' יל באג זמנים הערכת

High level design

3.11 3

- ב עבודה Jiraהסבר(checkpointשימושיות )

10.11 4

ראשוני טיפוס MVPתחילת - אב מטרה 3איטרציה

הדגמת + מצגתflow של מינימלי

הארכיטקטורה UXו-

איטרציה 2הצגתוקאנבן סקראם של תהליך

איטרציה) ((iteration planning )3תכנון

17.11 5

הקורס על רטרוספקטיב 24.11 6

3

Minimal Viable product - פיתוח ה-2גירסא נדרשת תפוקה הרצאות תאריך שבוע

מטרה 4איטרציה

גירסא עובדת – 1הצגת תוכנה וניראות פרויקטים בקרתיל' באג

איטרציה) , 3רטרוספקטיבאיטרציה (4תכנון

1.12 7

גירסא מרטרוספקטיב 1תובנות 8.12 8

מטרה 5איטרציה

איטרציה איטרציה) 4הדגמת , 4רטרוספקטיבאיטרציה (5תכנון

15.12 9

איטרציה מרטרוספקטיב 4תובנות 10

מטרה 6איטרציה

איטרציה 5הדגמת איטרציה) , 5רטרוספקטיבאיטרציה (6תכנון

11

איטרציה מרטרוספקטיב 5תובנות 12

גירסא 2הצגת סמסטר 1רטרוספקטיב) תוצרים) סגירת

סוף – 13סמסטר

4

WHY AGILE ?

The Magic Circle…

Methodologies to make the software development process more disciplined and predictive:

• More planning• Tie down scope and sign-off• Detailed and documented design before coding• Strict change control to suppress change

The Results?

The Arms?

During the last 40 years there is a high failure rate in software development projects

More planning, control ,and gates, lead to more bureaucracy

Slow to deliver

Customers cannot conceptualize all requirements and do not understand the specs

Customers approve what they do not understand

System analysts cannot document what they understood in an unambiguous form

Developers “interpret” requirements

Developers do not know how to estimate complex requirements

More buffers, higher cost

If change is successfully suppressed The business gets software they can’t use

Need a methodology that conforms to the paradigms

Poor Success Rate! Why?

Software Development Paradigms

•Traditionally, software development projects are built around false assumptions:

1. The customer knows what he wants and what the system should do )and understand specs(

2. The system analyst /architect can describe the solution in unambiguous way

3. The developers understand the specifications and know how to estimate and build them

4. There will be no changes along the way

Why Agile ?Because almost everything is changing

ScopeOur understanding

Our estimatesOrganizational constrains

And we must have new framework that based on this new paradigm

In a world of moving targets…

Source: Henrik Kniberg

Waterfall is like a cannonball

Agile is like a homing missile

• The main reasons that software delivery organizations implement Agile development are*

1. The need to manage rapidly changing priorities

2. The need to accelerate time-to-market

3. The need to increase productivity

4. The need to improve quality

5. Efficient Integration and portfolio alignment

6. Improve visibility into the development lifecycle

* Survey conducted by VersionOne and The Agile Alliance in August 2006 on “The State of Agile Development”. The findings are based on working with thousands of Agile

teams around the world.

Agile!

WHAT IS AGILE?

Agile Manifesto - 2001

•individuals and interactions over

processes and tools

•working software over

comprehensive documentation

Req Design Code Test

Value to the customer

The waterfall approach

The Agile way

working software over comprehensive documentation

Surprise !

Risk reductio

n

Agile Manifesto - 2001

•individuals and interactions over

processes and tools

•working software over

comprehensive documentation

•customer collaboration over

contract negotiation

•responding to change over

following a plan

While there is value in the items on the right,we value the items on the left more

Agile is all about early feedback – why?

15

• What is the most expensive bug ?

Agile in a nutshell

Henrik Kniberg

January April

Split your organization

Split your product

Split time

Optimize business valueOptimize process

$

$$$

Burndown

Unplanned items

Notchecked out Done! :o)

Write f ailing test

DAO

DB design

I ntegr test

Migration tool

Write f ailing test

GUI spec

Tapestry spikeI mpl.

migrat ion

2d

Code

cleanup

Deposit

2d1d 0.5d1d

2d

8d

1d2d

2d

BackofficeLogin

BackofficeUser admin

Write f ailing test

3d

2d

1d2d

I mpl GUI

1dI ntegr. with

J Boss2d

Write f ailing test

3d

I mpl GUI

6d

Clarif y require-ments

2d

GUI design (CSS)

1d

Fix memory leak(J I RA 125)2d

Sales support

3d Write whitepaper

4d

SPRINT GOAL: Beta-ready release!

Next

WithdrawPerf testWithdraw

checked out

Write f ailing test

Large group spending a long time building a huge thingSmall teams spending a little time building a small thing

... but integrating regularly to see the whole

17

AGILE RELEASE LIFECYCLE

Scrum - Potentially releasable code delivered every 2-4 weeks

Sprint 0

Sprint 1

Sprint 2

Sprint 3

Sprint 4

Sprint 5

Release Sprint

Month 1 Month 7Month 6Month 5Month 4Month 3Month 2

User Review & Feedback

User Review & Feedback

User Review & Feedback

User Review & Feedback

User Review & Feedback

User Review & Feedback

Review Product Backlog & Define Sprint Backlog

Review Product Backlog & Define Sprint Backlog

Review Product Backlog & Define Sprint Backlog

Review Product Backlog & Define Sprint Backlog

Review Product Backlog & Define Sprint Backlog

Review Product Backlog & Define Sprint Backlog

Scrum Flow

Sprint

Daily Meeting

Committed USs + Tasks

(USs)

Release Planning(Epics & USs)

Scrum Planning Session

Retrospective

Timeboxes, Roles, Rules

Iteration Backlog (team level)

GA

Scrum

Sprint Demo

Release Backlog

Iteration• Product Owner

• Scrum Team• Scrum

Master

Product Discovery

•Discovery – understanding the right product to build.

•Delivery – building the product right

Source: Naresh Jain, Product Discovery Workshop

THE AGILE INCEPTION DECK Template

http://agilewarrior.wordpress.com/2010/11/06/the-agile-inception-deck/

23

Project: online road-closure system for mapping which roads were closed by date on a given construction site

Write down all the reasons why your company would want to spend money on this project in the first place.Then pick and highlight the most important one.

Elevator Pitch/Handshake Pitch

Imagine… you walk into an elevator and one of the key influencers in the company is standing beside you. You have 90 seconds to explain:

•What are you building and why?• + what are benefits • + how it differs from competitors

Must be: short and memorable

Elevator Pitch TemplateFor )insert your target market(

who need )insert key requirements of your target market(we provide a )insert type of your product / solution(

that is )insert key features or aspects of your product or solution(

unlike )insert competitors(our )insert type of your product or solution again and add key differentiators(

* Template from Geoffrey Moore’s Crossing the Chasm

The elevator pitch

Product box

<product name>

fun picture

<slogan>

<benefit #1><benefit #2><benefit #3>

Point here is to get your team looking at your project through the eyes of your end customer.

28

Before starting your project move all the UNRESOLVED ones to either IN or OUT.

The NOT list