‫מסגרת הפרויקט‬
‫• הפרויקט מחולק ל – ‪ 4‬גירסאות (שניים בסמסטר‪ 6 ,‬שבועות כל‬
‫גירסא)‬
‫‪ o‬גירסא ‪ – 1‬תכנון על ואב‪-‬טיפוס‬
‫‪ o‬גירסא ‪ – 2-4‬פיתוח באג'יל תוך יישום עקרונות מסקראם וקאנבן‬
‫‪ o‬שבוע אחרון – סגירת פרויקט‪ ,‬ייצוב‪ ,‬יישור מסמכים וכד'‬
‫• כל גירסא מחולקת לשלש איטרציות של שבועיים ) סה"כ ‪6‬‬
‫שבועות)‬
‫‪ o‬בסוף כל איטרציה תהיה הדגמה (בשיעור הראשון של האיטרציה‬
‫הבאה)‬
‫• במהלך האיטרציה תהיינה פגישות פרטניות עם הצוותים לבחינת‬
‫תוצרי ביניים והתייעצויות‬
‫• יוקם ‪ Scrum Master forum‬עם ה‪ scrum masters -‬של הצוותים‬
‫השונים להנחיות והתייעצות לגבי התהליך האג'ילי בצוות‪.‬‬
‫‪1‬‬
‫תוכנית פיתוח – גירסא ‪( 1‬בקלוג ראשוני‪ ,‬תכנון על)‬
‫שבוע‬
‫תאריך‬
‫הרצאות‬
‫איטרציה ‪1‬‬
‫מטרה‬
‫התגבשות צוותים‪ ,‬בחירת פרויקט‪ ,‬מטרות‬
‫הפרויקט‬
‫‪1‬‬
‫‪20.10‬‬
‫הצגת פרויקטים‬
‫מבוא לאג'יל‪ ,‬הסבר על מטלה ראשונה‬
‫הרצאת אורח ‪ -‬יזמות‬
‫‪2‬‬
‫‪27.10‬‬
‫הצגת פרויקטים‬
‫הגדרת דרישות ב‪-‬אג'יל‬
‫איטרציה ‪2‬‬
‫מטרה‬
‫ארכיטקטורת על ועקרונות מימשק )‪ ,(UX‬הקמת‬
‫סביבת עבודה‪ ,‬בקלוג ראשוני‬
‫‪3‬‬
‫‪3.11‬‬
‫הצגת איטרציה ‪1‬‬
‫הערכת זמנים באג'יל‬
‫‪High level design‬‬
‫‪4‬‬
‫‪10.11‬‬
‫הסבר עבודה ב‪Jira-‬‬
‫שימושיות (‪)checkpoint‬‬
‫איטרציה‪3‬‬
‫מטרה‬
‫אב טיפוס ראשוני ‪ -‬תחילת ‪MVP‬‬
‫‪5‬‬
‫‪17.11‬‬
‫הצגת איטרציה ‪2‬‬
‫תהליך של סקראם וקאנבן‬
‫(תכנון איטרציה ‪))iteration planning( 3‬‬
‫‪6‬‬
‫‪24.11‬‬
‫רטרוספקטיב על הקורס‬
‫‪2‬‬
‫תפוקה נדרשת‬
‫מצגת הגדרת פרויקט‬
‫מצגת ‪ +‬הדגמת ‪flow‬‬
‫מינימלי של‬
‫הארכיטקטורה ו‪UX-‬‬
‫גירסא ‪ - 2‬פיתוח ה‪Minimal Viable product-‬‬
‫שבוע‬
‫תאריך‬
‫איטרציה ‪4‬‬
‫מטרה‬
‫‪7‬‬
‫‪1.12‬‬
‫‪8‬‬
‫‪8.12‬‬
‫איטרציה ‪5‬‬
‫מטרה‬
‫‪9‬‬
‫‪15.12‬‬
‫הרצאות‬
‫בקרת פרויקטים וניראות באג'יל הצגת גירסא ‪ – 1‬תוכנה עובדת‬
‫(רטרוספקטיב איטרציה ‪,3‬‬
‫תכנון איטרציה ‪)4‬‬
‫תובנות מרטרוספקטיב גירסא ‪1‬‬
‫(רטרוספקטיב איטרציה ‪,4‬‬
‫תכנון איטרציה ‪)5‬‬
‫‪10‬‬
‫איטרציה ‪6‬‬
‫‪11‬‬
‫‪3‬‬
‫הדגמת איטרציה ‪4‬‬
‫תובנות מרטרוספקטיב איטרציה ‪4‬‬
‫מטרה‬
‫(רטרוספקטיב איטרציה ‪, 5‬‬
‫תכנון איטרציה ‪)6‬‬
‫‪12‬‬
‫‪ – 13‬סוף‬
‫סמסטר‬
‫תפוקה נדרשת‬
‫הדגמת איטרציה ‪5‬‬
‫תובנות מרטרוספקטיב איטרציה ‪5‬‬
‫רטרוספקטיב סמסטר ‪1‬‬
‫(סגירת תוצרים)‬
‫הצגת גירסא ‪2‬‬
WHY AGILE ?
4
The Magic Circle…
During the last 40 years there is a high failure rate in
software development projects
The Arms?
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?
Poor Success Rate! Why?
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
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
Scope
Our understanding
Our estimates
Organizational constrains
And we must have new framework that based on this new
paradigm
In a world of moving targets…
Waterfall is
like a
cannonball
Agile is like
a homing
missile
Source: Henrik Kniberg
Agile!
•
The main reasons that software delivery organizations implement
Agile development are*
1.
2.
3.
4.
5.
6.
The need to manage rapidly changing priorities
The need to accelerate time-to-market
The need to increase productivity
The need to improve quality
Efficient Integration and portfolio alignment
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.
WHAT IS AGILE?
Agile Manifesto - 2001
•individuals and interactions over
processes and tools
•working software over
comprehensive documentation
working software over
comprehensive documentation
Surprise !
Value to
the customer
Risk
reduction
Req
Design
Code
Test
The waterfall approach
The Agile way
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?
• What is the most expensive
bug ?
15
Agile in a nutshell
Split your organization
Split your product
Large group spending a long time building a huge thing
Small teams spending a little time building a small thing
... but integrating regularly to see the whole
Optimize process
Optimize business value
$$$
Split time
January
April
$
Not
checked out
checked out
Done! :o)
Deposit
SPRINT GOAL: Bet a-ready release!
Write
failing
test
Burndown
2d
DAO
Code
p
cleanu
1d
GUI
spec
2d
Migrat ion
t ool
Tapes
try
spike
1d
Impl.
migration
8d
Backoffice
Login
Integr.
with
JBoss
2d
Impl
GUI
Backoffice
User admin
GUI
design
(CSS)
1d
Henrik Kniberg
Write
failing
test
2d
Clarify
requirements
2d
Integr
test
2d 0.5d
DB
design
2d
1d
Write
failing
2d test
3d
1d
2d
Unplanned it ems
Next
1d
Write
failing
test
3d
Fix memo
ry
leak
Write
(JIRA
125)
2d
failing
test
Sales support
3d
Write
whitepaper
4d
Impl
GUI
6d
it hdra
W
t estw
rf
P
W
itehdraw
AGILE RELEASE
LIFECYCLE
17
Scrum - Potentially releasable code delivered every 2-4 weeks
Sprint 0
Review Product
Backlog & Define
Sprint Backlog
User Review
& Feedback
Sprint 1
Review Product
Backlog & Define
Sprint Backlog
User Review
& Feedback
Sprint 2
Review Product
Backlog & Define
Sprint Backlog
User Review
& Feedback
User Review
& Feedback
Sprint 3
Review Product
Backlog & Define
Sprint Backlog
Sprint 4
Review Product
Backlog & Define
Sprint Backlog
User Review
& Feedback
Sprint 5
Review Product
Backlog & Define
Sprint Backlog
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
User Review
& Feedback
Release Sprint
Month 7
Scrum
• Product Owner
• Scrum Team
• Scrum Master
Scrum Planning
Session
Daily
Meeting
Committed USs
+ Tasks
Sprint
Sprint Demo
GA
Retrospective
Iteration Backlog
(team level)
Release Backlog
(Epics & USs)
Release
Planning
Scrum Flow
Timeboxes, Roles, Rules
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/
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.
23
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 Template
For (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.
The NOT list
Before starting your project move all the
UNRESOLVED ones to either IN or OUT.
28