Agile Delivery Frameworks Flashcards
1
Q
Main Agile Delivery Frameworks
A
- DSDM Atern
- Kanban
- SAFe
- Scrum
- XP (Extreme Programming)
- Lean Software Development
- The Lean Startup
2
Q
Scrum
A
- An agile framework for the delivery of complex products
- Uses timeboxed iterations of 30 days or fewer
- All of the core elements are mandatory
- Once the basics are in place, scrum teams add their own specific practices to create their own process
3
Q
Scrum - built on Empirical Process Control (3 pillars)
A
3 Pillars
- Transparency: we need clarity on the plan, current activities, and progress made so far.
- Inspection: We need to regularly review the current situation.
- Adaptation: We need to change the plan to match current conditions and the latest information.
4
Q
Scrum Roles
A
Autonomy & Accountability
*Product Owner: Optimizing the value of the product. Managing the product backlog.
- Development Team: Delivery value / Self-organizing / Cross-functional
- Scrum Master: Manages the process. Agile lead
5
Q
Scrum Artifacts
A
Scrum artifacts provide transparency.
- Product Backlog - The long-term plan
- Spring Backlog - The active, working plan
- Increment - The cumulative sum of all previous work
6
Q
5 Events to Inspect and Adapt
A
- Sprint Planning - What will we build & how will we do it?
- Daily Scrum - Are we on track?
- Sprint Review - What was built? What is next?
- Sprint Retrospective - How can we improve the process?
- Sprint - Container event for all events and activities
7
Q
What is Kanban?
A
Not a process, but a method for improving as existing process. Six Core Practices: *Visualize the work *Limit work in progress *Make policies explicit *Measure and manage flow *Implement feedback loops *Improve collaboratively; evolve experimentally
8
Q
Kanban - Visualize the work
A
- Kanban boars and cards represent work
- Making things visible means we support better decisions
- When work is hidden, it doesn’t get done
9
Q
Kanban - Limit Work in Progress
A
- When there is too much work system gets blocked
- When people get overloaded they do less work
- Partially done work goes stale and loses value
- Lots of WIP means everything takes longer to get through
10
Q
Kanban - Make Policies Explicit
A
- Make sure the rules are clear
- Checklists add integrity to the system
- Retrospectives are a good way to do this
11
Q
Kanban - Measure and Manage Flow
A
- Understand the timings of work flowing through the system
- Identify trends and use this to guide improvement
- Use historical performance to forecast future work
12
Q
Kanban - Implement feedback loops
A
- Work is pulled through the system
- Leaving blocked items creates waste and inefficiency
- WIP limits create pressure to resolve blockers
- Improve the system to reduce blockers
13
Q
Kanban - Continuous Improvement
A
- There is no end-point or perfect
- The people doing the work know the most about it
- Empowered teams can take control of their process
- It only really works if the team is engaged and motivated
14
Q
Comparison (Scrum vs Kanban)
A
Scrum / Kanban
- (S) An approach to complex product development / (K) An approach to improving service delivery using evolutionary improvement
- (S) Roles & process clearly defined / (K) No roles or processes defined
- (S) Revolutionary. Apply the whole Scrum framework. more disruptive at the start. / (K)Evolutionary. Start with what you’re doing now. Less disruptive at the start.
- (S) Work in progress limited by the amount of work that can be done per sprint. Limit time and vary work. / (K) Work in progress limited by a “pull systems” - new work enters when tasks are complete. Limit the work and vary time.
15
Q
Lean Software Development
A
- Toyota established principles of lean manufacturing in the late 1940’s
- Mary & Tom Poppendieck adapted the lean manufacturing principles for software in 2003
