Commander’s Intent

To convey a big-picture view of Agile development

Why was change needed?

Define Project Success• On time

• Within budget

• With all planned features

Project Score Card (ca 2000)

Failed

23%Challenged

49%Succeeded

28%

Agile Central Idea“Software development is like new product development not like manufacturing. This difference is revolutionary, and it leads to a completely new way of thinking about what software is and how to build it.”Ken SchwaberAgile Software Development with Scrum2001

Manifesto for Agile Software Development (2001)

That is, while there is value in the items on the right, we value the items on the left more.

Signatures to the manifesto

Individuals & interactions over Processes & tools

Working software over Comprehensive documentationCustomer collaboration over Contract negotiationResponding to change over Following a plan

When I think of Agile Development

Self-managing, Cross-functional

Teams—

What are they?

Requirements

User Stories—What are

they?

Scrum—What is it?

Milestones Inch Pebbles

Ensuring What Gets Built Delivers Value

Sometimes16%

Often13%

Features and Functions Used in a Typical System

Never45%

Rarely19%

Always

7%

Always or OftenUsed – 20%

Never or RarelyUsed – 64%

Scrum Process Flow

ProductBacklog

SprintBacklog

24 Hours

2–4 Weeks

Daily ScrumMeeting

Potentially ShippableProduct Increment

Sprint

The Scrum Cycle

Pla

nn

ing

Meeti

ng

Spri

nt

Revie

w

Spri

nt

Retr

osp

ect

ive

Pla

nn

ing

Meeti

ng

Daily Scrum Daily Scrum

One sprint