SDLC using Agile Methodology
Agile Methodology
• People collaborating together to build high quality
products that meet customer needs at a
sustainable pace
• The tasks are divided to time boxes (small time
frames) to deliver specific features for a release
• Each delivery is incremental in terms of features;
the final delivery holds all the features required
by the customer
• Iterative approach is taken and working software
is delivered after each iteration
Agile Process Principles/Agile Manifesto
1. Highest priority is to satisfy the customer through early and
continuous delivery of valuable software.
2. Welcome changing requirements, even late in development.
3. Deliver working software frequently, from a couple of weeks
to a couple of months, with a preference to the shorter
timescale.
4. Business people and developers must work together daily
throughout the project.
5. Build projects around motivated individuals. Give them the
environment and support they need, and trust them to get
the job done.
6. The most efficient and effective method of conveying
information to and within a development team is face-to-face
conversation.
Agile Process Principles
7. Working software is the primary measure of progress
8. Agile processes promote sustainable. The sponsors,
developers, and users should be able to maintain a constant
pace indefinitely
9. Continuous attention to technical excellence and good
design enhances agility
10. Simplicity - the art of maximizing the amount of work
done--is essential
11. The best architectures, requirements, and designs emerge
from self-organizing teams
12. At regular intervals, the team reflects on how to become
more effective, then tunes and adjusts its behavior
accordingly (Frequent Review).
Agile using SCRUM
Scrum is one of the Agile development model. In the scrum
model, the entire project work is divided into small work parts
that can incrementally be developed and delivered over time
boxes. These time boxes are called sprint.
• At the end of each sprint, the stake holder and the team
members meet to assess the developed s/w increment.
The stake holder may suuggest any changes and
improvements that they might feel necessary.
• In scrum, the s/w gets developed over a series of sprints.
In each sprint, increments to the s/w are deployed to the
client site and also client feed back is obtained.
Key Roles and Resposibilities
Scrum Master: The scrum can set up the master team, arrange the meeting and remove
obstacles for the process
Product owner: The product owner represents the customer's perspective and guides the
team toward building the right software. The product owner is responsible for
communicating the customer's view of the software to the development team. In every
sprint, the product owner in consultation with the team members defines the features of the
software to be developed in the next sprint, decides on the release dates, and also may
reprioritize the required features that are yet to be developed if necessary.
Team member: A scrum team usually consists of cross-functional team members with
expertise in areas such as quality assurance, programming, user interface design, and testing.
The team is self-organising in the sense that the team members distribute the responsibilities
among themselves. This is in contrast to a conventional team where a designated team
leader decides who will do what.
SCRUM Roles
Product Owner
• Represents the Business side of
the Product / Software
Development
Scrum Master
• Represents the People side of the
Product/Software Development
Development Team
• Represents the Technology side of
the Product/Software
Development
Product Owner
Represents the business side of the Product/Software
Development
The Product Owner is responsible for maximizing the value
of the product and the work of the Development Team
The Product Owner is the sole person responsible for
managing the Product Backlog
Creating Product Vision
Stakeholder Management
Scope Management
Release Management
Scrum Master
Vision: Understand the product vision and lead/coach the team to
work towards it
Product Backlog Refinement: Help PO in defining and
maintaining the product backlog
Sprint Planning: Facilitate the Sprint Planning meeting & help
team to create the Sprint Backlog
Development: Coach team to self-organize and help them to
resolve the Impediments
DSM: Facilitate and help the team to inspect the progress towards
the sprint goal
Sprint Review: Facilitate and ensure that the focus is on integrated
product increments
Sprint Retrospective: Facilitate and help team to inspect and
adapt the process
Development Team
The Development Team is responsible for delivering a
potentially shippable increment of working software
Develop high quality solution to fulfil the
product/software vision
The Development Team is Self-organized
The Development Team is Cross functional
The Development Team is Empowered & autonomous
Collectively responsible for delivery
Size will be between 6 to 7 (recommended)
Scrum ceremonies
Scrum ceremonies are structured meetings that provide a framework for teams
to work within the Scrum methodology. These ceremonies ensure consistent
communication, planning, and review throughout the development process. Here
are the key Scrum ceremonies:
1. Sprint Planning
Purpose: Plan the work to be completed in the upcoming sprint.
When: At the beginning of each sprint.
Participants: Product Owner, Scrum Master, Development Team.
Activities:
The Product Owner presents the prioritized backlog items.
The team discusses and estimates the effort required for each item.
The team commits to the tasks they can realistically complete in the sprint.
2. Daily Scrum (Daily Stand-up)
Purpose: Synchronize the team's activities and plan for the next 24 hours.
When: Daily, typically at the same time and place.
Participants: Development Team, Scrum Master (optional), Product Owner (optional).
Activities:
Each team member answers three questions:
What did I do yesterday?
What will I do today?
Are there any impediments or blockers?
3. Sprint Review
Purpose: Demonstrate the work completed during the sprint and gather feedback.
When: At the end of each sprint.
Participants: Product Owner, Scrum Master, Development Team, Stakeholders.
Activities:
The team demonstrates the potentially shippable product increment.
Stakeholders provide feedback and discuss any changes or new requirements.
The Product Owner updates the backlog based on the feedback received.
Scrum Practices
Scrum relies on a set of core practices to help teams deliver value incrementally while
promoting collaboration and continuous improvement.
Core Scrum Practices
•Empirical Process Control – Based on transparency, inspection, and adaptation
•Timeboxing – Fixed time duration for events and development cycles
•Iterative Development – Work delivered through repeated cycles (Sprints)
•Incremental Delivery – Frequent delivery of functional increments
•Prioritized Backlog – Work arranged by value and urgency
•Cross-functional Self-organizing Teams – Teams decide how to accomplish work
•Daily Scrum – Short daily meeting for alignment and issue resolution
•Sprint Reviews & Retrospectives – Demonstration and process improvement
•Definition of Done (DoD) – Shared understanding of completion
•Product Increment – Usable and potentially shippable product after every sprint
Applying Scrum
Scrum can be applied in project environments that require flexibility and rapid response
to changes.
Steps to Apply Scrum Effectively
[Link] Product Vision and Roadmap
[Link] the Scrum Team (Product Owner, Scrum Master, Development Team)
[Link] and Prioritize Product Backlog
[Link] Planning – Select items for a sprint
[Link] Sprint – Develop product increment
[Link] Scrum – Track progress and remove blockers
[Link] Review – Present completed work to stakeholders
[Link] Retrospective – Identify improvements for next sprint
[Link] Integration and Testing
[Link] cycle until completion
Key Success Factors in Applying Scrum
•Leadership support and team empowerment
•Active customer involvement
•Strong collaboration and communication
•Continuous improvement mindset
•Use of Agile tools (Jira, Trello, Azure DevOps)
Need for Scrum
•Scrum has become essential in modern software development as
organizations demand faster, flexible, and customer-centric delivery
models.
Reasons Why Scrum is Needed
•Rapidly changing business requirements
•Need for faster product delivery and reduced time-to-market
•Encourages teamwork and ownership
•Enhances product quality through regular testing and reviews
•Early detection of risks and problems
•Increased customer satisfaction due to regular visibility
•Better predictability and planning accuracy
•Adaptable for complex, uncertain, and innovative projects
When Scrum Should be Used
•Projects with frequently changing requirements
•Products requiring continuous upgrades and improvements
•Complex and uncertain development environments
•Cross-functional collaborative teams
How Scrum Works – Step-by-Step Flow
[Link] Vision – Defined by the Product Owner
[Link] Backlog Creation – High-level requirements prioritized by value
[Link] Planning – Team selects items (User Stories) to work on
[Link] Execution – Development, testing, and integration activities
[Link] Scrum – 15-minute stand-up meeting for progress and issues
[Link] Review – Demonstration of increment to stakeholders
[Link] Retrospective – Review team performance and improvements
[Link] Increment Release – Working version delivered after each sprint
Advanced Practices and Scaling Methods
•Scrum of Scrums – Coordination across multiple teams
•Scaled Agile Framework (SAFe) – Enterprise-level scaling
•Large Scale Scrum (LeSS) – Simplified scaling for multiple teams working on one product
•Nexus Framework – Integration management across teams
•Disciplined Agile Delivery (DAD) – Hybrid approach combining Agile methods
•Agile Release Trains (ART) – Teams working in alignment for product delivery
Advanced Concepts
•Release Planning & Roadmaps
•DevOps integration & CI/CD pipelines
•Metrics: Velocity, Burndown Chart, Burnup Chart
•Agile Maturity and Continuous Improvement Culture
Scrum and the Organization
Scrum positively transforms the organization by improving agility, communication, and
delivery efficiency.
Impact of Scrum on Organizations
•Encourages transparency and collaboration
•Aligns teams with customer and business goals
•Improves productivity and product quality
•Faster delivery and better risk management
•Enables continuous learning and adaptation
Organizational Requirements for Successful Scrum
•Supportive leadership and culture
•Empowered cross-functional teams
•Open communication and stakeholder involvement
•Investment in training, tools, and coaching
Scrum Values
Scrum is built on five core values that guide team behavior and decision-making.
The Five Scrum Values
[Link] – Dedication to goals and teamwork
[Link] – Speak openly, take risks, and face challenges
[Link] – Concentrate on sprint goals and priorities
[Link] – Transparent sharing of progress, problems, and ideas
[Link] – Value and support each other as capable professionals
Importance of Scrum Values
•Strengthens teamwork and trust
•Reduces conflicts and improves collaboration
•Enhances productivity and motivation
•Builds a positive and high-performing workplace environment
Agile v/s Waterfall
Extreme Programming Model
The name of this model reflects the fact that it
promotes taking best practices that have
previously worked well in projects to extremes.
This model is founded on a simple philosophy:
"If something is known to be beneficial, why not
put it to constant use?" Based on this principle, it
proposes several key practices that must be taken
to the extreme.
Good practices that need to be carried on
to the extreme
Code review: Code review is beneficial because it allows for the most
efficient detection and correction of problems. XP recommends pair
programming as a method for achieving continuous review. Pair
programming involves two programmers working together to code. In each
pair, the two programmers take turns writing code. While one writes code,
the other reviews it.
Testing: Testing code helps to eliminate problems and improves reliability.
XP recommends Test-Driven Development (TDD) for continuously writing
and executing test cases. The TDD approach involves writing test cases for a
feature before writing any code for it. That is, before writing code to
implement a feature, test cases are created based on user stories. Only when
these tests pass is a piece of code considered complete.
Incremental development: Incremental development is
beneficial since it helps to get user input, and the number of
features produced is a dependable sign of progress. It advises
that the team create fresh increments every few days.
Simplicity: Simple code produces high-quality results. It also
simplifies testing and debugging the code. As a result, one
should aim to write the simplest code possible while ensuring
that the essential functionality being implemented works.
Efficiency, reliability, maintainability, and other factors should
be ignored when writing the simplest code possible. Once the
basic code is functional, reworking might incorporate
additional desirable features.
The 12 Key Practices of XP
[Link] Game – Quick planning between customer and developers to decide scope and
priority.
[Link] Releases – Frequent releases to production to gather real customer feedback.
[Link] Metaphor – A simple shared vision of how the system works.
[Link] Design – Design only what is required for current needs; avoid complexity.
[Link] (Test-Driven Development) – Write tests before writing code to ensure correctness.
[Link] – Continuous improvement of code structure without changing behavior.
[Link] Programming – Two developers work together at one workstation to improve code
quality.
[Link] Code Ownership – Any developer can change any part of the code at any time.
[Link] Integration – Frequently integrate and build code to detect issues early.
10.40-Hour Work Week (Sustainable Pace) – Maintain a balanced workload to avoid burnout.
[Link]-site Customer – Customer representative available full-time with the team.
[Link] Standards – Common rules and style guidelines for code readability.
Applications:
1. Projects involving new technology or research project
• Because the requirements change rapidly and
unforseen technical problems are often needed to be
resolved.
2. Small Projects
Agile model versus iterative waterfall model
The waterfall model is a structured approach that progresses
through defined stages: requirements, analysis, design, coding,
and testing, measuring progress through completed artifacts. In
contrast, the agile model focuses on delivering functional
software frequently, assessing progress by the features
developed. Despite their differences, agile teams often adopt a
miniature waterfall cycle within each iteration. Thus, while
distinct, the two methodologies can complement each other.
In contrast to the waterfall model, which yields only documents
if a project is canceled midway, the agile model can provide
customers with functional code that may already be operational.
Agile model versus RAD model
The important differences between the agile and the RAD models
are the following:
• While the agile model focuses on systematically developing
incremental features, the RAD model prioritizes creating quick
prototypes that are refined into production-quality code.
• Agile projects incrementally develop and deliver features,
while the RAD approach emphasizes initially creating all
application features in a rough form, followed by successive
improvements over time.
• Agile teams showcase only completed work to customers,
whereas RAD teams present simplified screen mock-ups and
prototypes that often omit complex computations.
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