Table of Contents

• Agile Methodology Overview

  • • • Agile Methodology Definition

      • What is Agile Project Management ?

      • Agile Manifesto

        • • Core Values of Agile Manifesto

          • Principles of Agile Manifesto

      • Deliverables

• Agile Umbrella

  • • • Key Agile Methodologies

        • • Scrum

          • Extreme Programming (XP)

          • Adaptive Software Development (ASD)

          • Dynamic System Development Method (DSDM)

          • Feature Driven Development (FDD)

          • Kanban

          • Crystal Method

• Benefits of Agile

• Hurdles in Adopting Agile Framework

• Real-life Examples of Agile Project Management

• Summary

AGILE METHODOLOGY OVERVIEW

AGILE UMBRELLA

Key Agile Methodologies

Agile is an umbrella term for a variety of approaches and activities. Let's have a look at some of the most popular methods:

• Scrum

• Extreme Programming (XP)

• Adaptive Software Development (ASD)

• Dynamic System Development Method (DSDM)

• Feature Driven Development (FDD)

• Kanban

• Crystal Method

EXTREME PROGRAMMING

ADAPTIVE SOFTWARE DEVELOPMENT (ASD)

What is Adaptive Software Development (ASD)?

Adaptive Software Development (ASD) is a direct descendant of Rapid Application Development, an earlier agile framework (RAD). Its goal is to assist teams in swiftly and successfully adapting to changing requirements or market needs by allowing them to evolve their products with minimal planning and continual learning. Teams are encouraged to grow in three stages by the ASD method: speculation, collaboration, and learning.

The following are some of ASD’s strengths :

• End-user-centric, which can lead to more intuitive and better products.

• Allows for on-time, if not ahead of schedule, delivery.

• Encourages developers and clients to be more open with each other.

The following are some of ASD's flaws:

• Extensive user participation is required, which can be difficult to achieve.

• Testing is incorporated into each stage, which can increase project costs.

• Rapid iteration and continuous feedback are important, but they can lead to scope creep.

The DSDM Principles

The eight DSDM principles bring the agile ideals to life by directing the team in the attitude and mindset that must be adopted in order to deliver consistently while being adaptable.

Principle 1 - Concentrate on the Business Need.

Principle 2 – Meet deadlines.

Principle 3 - Work together.

Principle 4 - Never Sacrifice Quality.

Principle 5 – Incrementally build from solid foundations.

Principle 6 – Develop Iteratively.

Principle 7 - Constantly and clearly communicate.

Principle 8 – Demonstrate Control.

FEATURE DRIVEN DEVELOPMENT (FDD)

Feature-Driven Development

Feature-Driven Development (FDD) is an Agile software development process that is customer-centric, iterative, and incremental, with the objective of providing real software solutions often and effectively. Agile FDD emphasises status reporting at all levels, which aids in tracking progress and results.

FDD enables teams to update the project on a frequent basis and immediately detect issues. Furthermore, clients can receive information and significant outcomes at any moment. FDD is a popular strategy among development teams since it aids in the reduction of two well-known morale-killers in the development sector.

Advantages of Feature driven development

1. Feature-Driven Development assists in moving larger-scale projects forward and achieving repeated success.

2. The basic five steps assist in completing tasks in the shortest amount of time and in the simplest way possible.

3. This paradigm is based on industry standards for software development, allowing for easy development and industry-recognized best practises.

4. Feature-driven development allows for precise progress tracking and reporting.

5. FDD also supports many teams working concurrently.

Disadvantages of FDD Methodology

1. It is not a great approach for smaller projects, hence it is not suitable for a single software engineer.

2. Because there is a high reliance on the primary developer, the individual should be fully prepared to function as coordinator, lead designer, and mentor.

3. Because there is no written documentation offered to clients in this process, they are unable to obtain a proof for their own programme.

4. Individual code ownership is encouraged rather than shared team ownership.

5. The methodology does not describe iteration as well as other agile techniques.

KANBAN

What is Kanban?

The name "Kanban" was coined by combining the terms "visual card," "signboard," or "billboard," and "signalling system" to describe a process that restricts Work In Progress (WIP). Kanban has been utilised in Lean Manufacturing for more than a half-century.

Kanban's key principle comprises-

• Workflow Visualization

  • 1. Divide the entire work into discrete portions or states, which can be represented on a wall by labelled columns.

    2. Each item should be written on a card and placed in a column to represent where it is in the workflow.

• WIP should be limited.

  • 1. Limit the amount of things that can be in progress at each process segment/state. As a result, Work in Progress (WIP) is limited at each workflow step.

• Calculate the Lead Time

  • 1. The typical length of time it takes to finish one item is referred to as lead time, also known as cycle time. Determine the Lead Time and optimise the process to make it as quick and predictable as feasible.

    2. The Kanban idea is a direct implementation of a Lean Pull Scheduling System. Only when an object earns a slot in the following segment / state can it proceed.

This Kanban concept is an exact replica of a Lean Pull Scheduling System. Only when an object earns a slot in the following segment / state, it can proceed.

Advantages of Kanban

1. Reduce product obsolescence by optimising inventory:

• Because component components are not delivered until they are required, there is less need for storage space. If a product or component design is improved, it should be included as quickly as feasible into the final product (As Soon As Possible). There are no outdated items or components on hand.

• This is consistent with the Kaizen continuous improvement system. Product designs may be continually improved in tiny increments, and those improvements are promptly included into the product, reducing waste from obsolete components or parts.

2. It cuts down on waste and scrap:

• Kanban guarantees that items and components are produced only when they are needed. This avoids overproduction. Because raw materials are not provided until they are needed, waste and storage expenses are reduced.

3. Allows for greater production flexibility:

• If there is a sudden decline in demand for a product, Kanban guarantees that we are not left with extra inventory. This enables us to adapt swiftly to changing demand.

• Kanban also enables us to be more versatile in how we utilise our manufacturing lines. The supply chain does not link manufacturing sites together. They may swiftly switch to different items as the demand for various products changes. Yes, the types of machinery and equipment employed, as well as staff abilities, continue to create limits, but the supply of raw materials and components is no longer a bottleneck.

4. Improves Output:

• If there is an issue with manufacturing, the flow of Kanban (cards, bins, pallets, etc.) will be disrupted. This brings problems to light fast, allowing them to be resolved as soon as feasible.

• Kanban reduces wait times by increasing supply availability and reducing administrative bottlenecks. This results in increased output while using the same resources.

Disadvantages of Kanban:

1. It is less successful in circumstances where resources are shared. Assume that the upstream station produced a number of components. If further components are required, a request for more of the downstream station's required part will have to be delayed. In the interim, a buffer is necessary to guarantee that the downstream station does not run out of electricity.

2. Furthermore, because each component necessitates its own signalling card, the system becomes more complicated than it would be if the resources were allocated.

3. Because kanban is based on repeatable production schedules, changes in mix or demand generate problems. It is less suitable for sectors with a volatile mix and volume.

4. Kanban does not remove unpredictability, thus unexpected and prolonged downtimes might disrupt the system; low quality in terms of scrap and rework also has an influence on the system's capacity to function properly.

5. Kanban systems are inadequate for industrial environments characterised by short production runs, extremely changing product demand, low product quality, and a diverse product variety.

CRYSTAL METHOD

What is the Crystal Method?

Crystal is a flexible framework that focuses on people and their interactions rather than processes and equipment. In other words, this paradigm is a natural extension of one of the Agile Manifesto's key values.

The Crystal agile framework is based on two key beliefs:

• Teams can enhance and optimise their workflows on their own.

• Every project is different and evolving, which is why the team in charge of that project is best prepared to define how it will approach the task.

Crystal's qualities include:

• Allowing teams to operate in whatever way they see fit.

• Direct team communication, transparency, and accountability are facilitated.

• Teams can respond quickly to changing requirements thanks to the adaptable method.

Crystal’s weaknesses include:

• Lack of pre-defined plans can lead to scope creep, which is one of Crystal's flaws.

• Confusion can arise due to a lack of documentation.

REAL LIFE EXAMPLES OF AGILE PROJECT MANAGEMENT

Projects where Agile is acceptable or may be viable include the following:

1. Software development for small to medium-sized businesses.

2. In circumstances where several variations are required, product development is required.

3. The main deliverable can be broken down and developed in little, distinct chunks, which can then be released or at the very least accepted by the final client. There is one crucial aspect here: each iteration's requirements and functions must be stand-alone, with no significant dependencies on needs and functions produced outside of the current iteration. We should have product parts that are ready for release and deployment at the end of the iteration. We may not be able to use Agile at all if we are unable to do this.

4. This method can also be used to deploy changes to the business process that the product is used in.

So let’s look at a few examples of Agile in the real world.

1. The build-your-own meal

In fast, informal dining, the build-your-own-meal trend is well-known. At places like Chipotle or Subway, an employee assembles your dish while you provide input.

Is there any more cheese? Is it possible to have less cheese? Is there a different kind of bread? Guacamole? Is there no guacamole? It's no problem.

Your food project manager will check in with you every step of the way to ensure that your food project is still on track. The end result is a delectable supper that was enhanced at every stage by regular face-to-face engagement.

2. The Apple Genius Bar

Looking behind the name's pretensions, the Apple Genius Bar is an excellent real-world illustration of Agile project management.

You won't have to fill out a bunch of documents or wait in a large queue (it's more like a waiting area) when you bring in your broken iPhone or iPad. It's nothing like your previous DMV encounter.

The Genius Bar stands out as an Agile process because of its emphasis on communication. You're interacting with an associate who asks you questions and takes notes. To put it another way, "It's about people and how they engage with processes and tools." Apple, on the other hand, employs procedures and instruments, such as the iPad on which they take notes "you could say. Yes, but first and foremost is human conversation.

3. Baseball

To be effective, a baseball manager must be an Agile project manager. Every season, which consists of 162 games plus playoffs, is a massive undertaking, and each game is a small part of that.

Consider what would happen if a baseball manager put the same players in the same positions and batted in the same order for all 162 games, regardless of injuries, poor performance, or bad match-ups. That leadership would almost probably fail miserably (even Lou Piniella with the 2001 Seattle Mariners needed to make adjustments here and there).

Agile can actually be seen all across baseball. At the end of each iteration, there are infield Scrum meetings on the pitcher's mound, phone calls to the bullpen (rather than emails), and a definite outcome (win or loss) (game).

SUMMARY

As a result, there are numerous benefits to using an agile framework in software development. Many large corporations are now adopting this idea. Agile concepts have spawned a slew of various models and development processes. A increasing number of businesses have credited the technique with their success in recent years. Agile has been adopted and commended by some of the largest names in journalism, technology, finance, and even certain national government agencies.

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