This topic is about : Systems Engineering and Agile Methodology. Questions 1 - 5

Question

This topic is about : Systems Engineering and Agile Methodology.

Questions 1 - 5 should be up to 2 paragraph answers or half a page, Question 6 should be 1 - 1 1/2 page answer, and Question 7 should be 3 page answer.

Question 1: Describe the different types of agile methods that are being widely practiced in today’s environment.

Question 2: In your own words specifically describe how the “scrum” and “kanban” method work.

Question 3: There are 3 key roles in agile: Product Owner, Scrum Master, Team member. Describe your understanding of these roles in Scrum vs. Kanban. Do these roles apply in both methods? How are they similar or different in each method.?

Question 4: When would you use scrum or Kanban?

Question 5: What organizational systems (people, process, technology) need to put into place to “Scale Agile” ?

Question 6: The following are (SE) Systems Engineering roles.

Requirements Owner

System Designer

System Analyst

Validation/Verification Engineer

Logistics/Ops Engineer

Glue among Subsystems

Customer Interface

Technical Manager

Information Manager

Process Engineer

Coordinator

Pick any two SE roles from above and write a blog article on each role and how it will be defined in an agile delivery environment and answer the following questions.

What will the roles key deliverable be?

What differences do you see how the role will change between waterfall and agile environments?

Write your opinion if systems engineering and agile are compatible and provide your analysis.

NOTE:

Remember to submit 2 blog articles

Min 1 page and max 1.5 page / blog on Question 6.

Question 7: Research and create a 3 page report that outlines the tools and technology associated with Agile Implementation in large scale organizations (government agencies, financial institutions etc)

Assessment: Your understanding of agile methodology. Your analysis and insights.

Explanation / Answer

1)Answer:

Popular agile software development frameworks include (but are not limited to):

Adaptive Software Development:

Adaptive Software Development is a move towards adaptive practices, leaving the deterministic practices in the context of complex systems and complex environments. Adaptive Software Development focuses on collaboration and learning as a technique to build complex systems. It is evolved from the best practices of Rapid Application Development (RAD) and Evolutionary Life Cycles. Adaptive Software Development was then extended to include adaptive approaches for the management, with speculation replacing Planning

Agile Unified Process (AUP) :

Agile Unified Process (AUP) is a simplified version of the Rational Unified Process (RUP). It describes a simple, easy to understand approach to developing business application software using agile techniques and concepts yet still remaining true to the RUP.

Disciplined agile delivery (DAD):

Disciplined agile delivery (DAD) is a process decision framework that enables simplified process decisions around incremental and iterative solution delivery.

Extreme Programming (XP):

Extreme Programming (XP) is a software engineering methodology, the most prominent of several agile software developmentmethodologies. Like other agile methodologies, Extreme Programming differs from traditional methodologies primarily in placing a higher value on adaptability than on predictability. Proponents of XP regard ongoing changes to requirements as an often natural and often inescapable aspect of software development projects; they believe that being able to adapt to changing requirements at any point during the project life is a more realistic and better approach than attempting to define all requirements at the beginning of a project and then expending effort to control changes to the requirements.

Lean software development (LSD):

Lean software development (LSD) is a translation oflean manufacturing principles and practices to thesoftware development domain. Adapted from the Toyota Production System, is emerging with the support of a pro-lean subculture within the Agile community.

Rapid-application development (RAD):

Rapid-application development (RAD) is both a general term used to refer to alternatives to the conventional waterfall model of softwaredevelopment as well as the name for James Martin's approach to rapid development.

Scrum:

crum is an Agile framework for completing complex projects. Scrum originally was formalized for software development projects, but it works well for any complex, innovative scope of work. The possibilities are endless. The Scrum framework is deceptively simple.

Scrumban:

Scrumban is an Agile management methodology describing hybrids of Scrum and Kanban and was originally designed as a way to transition from Scrum to Kanban. Today, Scrumban is a management framework that emerges when teams employ Scrum as their chosen way of working and use the Kanban Method as a lens through which to view, understand and continuously improve how they work.

2)Answer:

Scrum and Kanban are both iterative work systems that rely on process flows and aim to reduce waste.

Scrum is an iterative, incremental work method that provides a highly prescriptive way in which work gets completed. Scrum teams have defined processes, roles, ceremonies and artifacts. Work is broken up into Sprints, or set amounts of time in which a body of work must be completed before the next Sprint can begin. A sprint can be any length of time, although two-week and 30-day sprints are among the most common. Scrum status updates and prioritization meetings are led by Scrum Masters. A Scrum Master is a person on a Scrum team who is responsible for ensuring the team live by the standards set by Scrum.

Kanban can be customized to fit the processes and work systems your team and/or company already has in place. Once a work method has been either adopted or developed based on Agile principles, your team can begin using Agile tools like kanban boards and project forecasting tools to help manage projects, workflows and processes in a way that works best for everyone.

3)Answer:

product owner:

Product owners are the champions for their product. They are focused on understanding business and market requirements, then prioritizing the work to be done by the engineering team accordingly. Effective product owners:

Keep in mind that a product owner is not a project manager. Product owners are not managing the status of the program. They focus on ensuring the development team delivers the most value to the business. Also, it's important that the product owner be an individual. No development team wants mixed guidance from multiple product owners.

scrum master:

Scrum masters are the champion for scrum within their team. They coach the team, the product owner, and the business on the scrum process and look for ways to fine-tune their practice of it. An effective scrum master deeply understands the work being done by the team and can help the team optimize their delivery flow. As the facilitator-in-chief, they schedule the needed resources (both human and logistical) for sprint planning, stand-up, sprint review, and the sprint retrospective.

Scrum masters also look to resolve impediments and distractions for the development team, insulating them from external disruptions whenever possible.

Part of the scrum master's job is to defend against an anti-pattern common among teams new to scrum: changing the sprint's scope after it has already begun. Product owners will sometimes ask, "Can't we get this one more super-important little thing into this sprint?" But keeping scope air tight reinforces good estimation and product planning–not to mention fends off a source of disruption to the development team.

Scrum masters are commonly mistaken for project managers, when in fact, project managers don't really have a place in the scrum methodology. A scrum team controls its own destiny and self-organizes around their work. Agile teams use pull models where the team pulls a certain amount of work off the backlog and commits to completing it that sprint, which is very effective in maintaining quality and ensuring optimum performance of the team over the long-term. Neither scrum masters nor project managers nor product owners push work to the team (which, by contrast, tends to erode both quality and morale).

Team member:

Scrum teams are the champions for sustainable development practices. The most effective scrum teams are tight-knit, co-located, and usually 5 to 7 members. Team members have differing skill sets, and cross-train each other so no one person becomes a bottleneck in the delivery of work. Strong scrum teams approach their project with a clear "we" attitude. All members of the team help one another to ensure a successful sprint completion.

As mentioned above, the scrum team drives the plan for each sprint. They forecast how much work they believe they can complete over the iteration using their historical velocity as a guide. Keeping the iteration length fixed gives the development team important feedback on their estimation and delivery process, which in turn makes their forecasts increasingly accurate over time.

4)Answer:

lightweight agile process framework used primarily for managing software development. Scrum is:

Scrum is often contrasted with the so-called “Waterfall” approach, which emphasizes up-front planning and scheduling of activities, followed by execution. Both approaches require careful planning, followed by execution and tracking, but the details of how these steps are accomplished are different.

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