Week 9 — Agile

This post should have been written a few weeks ago now, but I just haven’t had a chance to write anything. Week 9 was agile week, we learnt this in preparation for our upcoming group projects.

It was interesting to learn about old and new ways of working, for example comparing the waterfall model to the scrum process. Both very different ways of working, I think its important to remember that even though the waterfall model is old, it is still used today for some project and is still the main way of working.

Some of the agile techniques I was already aware of such as the use of scrum boards, kanban, lean management, and just in time. I think these ways of working allow a good amount a planning to happen before working.

Benefits of agile

One of the main things which I like about scrum is the constant checks, and making sure everything is up to date like through the use to scrum boards, and stand ups. This allows the whole squad to know what everyone in the team is doing, one of the benefits of working like this is the stand up allows the team to know the other members blockers as well as what has been done, so help can also be offered, and blockers can be explored. The documentation involved in agile tracks progress, through the use of the burn up and burn down chart. In conjunction with the charts estimation is used for each user story, this is done with poker cards and is called poker planning, this is used to help judge the complexity of the user story rather than the time spent on the user story.

Burn down — tracks the progression throughout the sprint and the

Burn up — tracks progress over the whole project.

The Spotify model

One of the agile models we looked at was the Spotify model and how they would within their company. The company is broken down into micro services so each micro service can work within its own entity without having to rely too much on the other micro services. They work in squads and that are part of tribes. Within their squads they are able in there own way, so some squads might adopt kanban while others might prefer the classic scrum board. They also welcome continuous change within the company, so they don’t consider themselves to have a set structure in the way that they work. This is the same as strengths as weaknesses of the company; what they could consider to be a strength one week could be a weakness another week.

The 12 principles

We looked at the 12 principle of agile which are essential for working in a agile environment. This is a link to a website outlining all 12 of those principles.

12 principles

The lego town

In order to put the agile into practice we were set the task of building a lego town. We had certain elements of the lego town which were high priority, and we had certain assessment criteria’s which had to be met as well and only about 4 hours in which to do it in, with 3 sprints. The whole process was very full on, and past pace, but I would say we learnt a lot about estimation, and how each sprint works. I found the first sprint might be one of the toughest as you have to set everything put, and you get a best judgment of the complexity of the user stories. As a result of this I think you end up with getting some first sprint tasks brought over into the second sprint or moving into the back log as a result of not meeting the assessment criteria. After the first sprint things defiantly pick up I like to think so anyway.

The logo town

Next week

The first group project starts and we will have to apply agile to the projects we start to work in.

One clap, two clap, three clap, forty?

By clapping more or less, you can signal to us which stories really stand out.