8 Software Development Methodologies Explained

Ceremonies are regular events held by Scrum teams. ‘Agile’ is a broad word describing a different way of working with shorter, time-boxed cycles for releases.

Under the broad umbrella of agile, Scrum is one of the most popular approaches that teams use to organise their work and releases.

Each short iteration of work in Scrum is referred to as a sprint. A sprint is normally a 2 week period where the team focuses on a small slice of work.

The idea is that everyone focuses on 1 slice of work. And that slice is to be completed and shipped to the customer within that same sprint.

Scrum can be broken down into a few important elements:

1. Roles
2. Artifacts
3. Ceremonies

This post will focus on the Scrum Ceremonies.

All of the 4 Scrum ceremonies help ensure the Scrum team stay focused on the slice of work they agreed to focus on in that sprint.

It helps the team with transparency about progress on the work they committed to finish and to raise any issues early before they become blockers.

Let’s have a look at each of the four agile ceremonies in Scrum:

1. Stand up (or daily Scrum)

Goal of the stand up: a brief check-in where the team can raise issues or communicate with the whole team face to face.

Who joins the daily stand up: Developers, Scrum Master, Product Owner

Outcome of daily stand up: the team raises any blockers, but doesn’t have to solve them. Ensure each team member is clear about what they are working on. Each team member should be able to answer these three questions:

• What did I complete yesterday?
• What will I work on today?
• Am I blocked by anything?

When to hold a stand up: daily

Tip: stand ups can be done by business teams and don’t always have to be face-to-face. Here’s a photo of Australian bank ANZ’s executive stand up in action:

And another pic from InsideIT’s stand up:

2. Sprint Planning

Goal of sprint planning: sprint planning helps the team prepare for what work is coming up next. The team discusses each item of work which has been prioritised by the Product Owner.

Who does sprint planning: Developers, Product Owner, Scrum Master

Outcome of sprint planning: that everyone knows what the sprint goal is and how they are going to achieve it. Make sure everyone understands what’s the overall vision or objective of the work.

The team will be comfortable with what work is available to be picked up in the next sprint. The team will discuss any impediments or opportunities and how they can optimise the way the work will be completed.

The team will also estimate the work and draw a line when it is estimated that the effort to complete the work exceeds the team’s capacity or historical velocity.

When to hold sprint planning: at the end of a sprint or very beginning of a new sprint.

Bonus: sometimes in sprint planning you will find things you won’t do, and that’s valuable too.

3. Sprint review

Goal of the sprint review: showcase the work completed and receive feedback from the Product Owner and relevant stakeholders.

Who joins the sprint review: Executive Sponsors, Developers, Scrum Master, Product Owner

Outcome of the sprint review: each team member feels empowered by showcasing their work to the team. The team can celebrate their achievements. Executive team can ask questions. Product owner can provide feedback and check the work is of high quality and satisfies the user story. Works best with drinks and cake.

When to hold a sprint review: at the end of each sprint.

4. Retrospective

Goal of the retrospective: honest discussion about what worked well and didn’t work well. Encourage self-improvement and transparency.

Who joins the retrospective: Developers, Scrum Master, Product Owner

Outcome of a retrospective: receive feedback from the team and seek to improve in the following sprint. The beauty of agile and Scrum is the fast feedback loop.

If something isn’t working well, it only hurts the team for a maximum of 2 weeks. It can then be addressed at the retrospective and action can be taken to address the issue before it gets out of hand.

The outcome should be a commitment from the team to focus on addressing areas that need improvement or continuing behaviours that benefit team health and/or velocity.

When to hold a retrospective: at the beginning of a new sprint, reflecting on a sprint that has just ended.

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The common theme across these Scrum ceremonies is that they encourage team collaboration, transparency and communication.

In my experience, this is what truly makes agile a better way of working.

It’s not the story points or even the way the backlog is prioritised that makes a difference. The true game-changer of agile is that it helps teams with open and honest communication.

These agile/Scrum ceremonies won’t always work the same for every team.

However, they are a great way to facilitate conversation and encourage continuous improvement.

This guide looks at the four ceremonies that bring one of Agile’s most popular frameworks, Scrum, to life.

Learn how each agile ritual helps empower teams and drive performance while highlighting some tips to help your organization get the most from your ceremonies.

At a glance:

• The four agile ceremonies are Sprint Planning, Daily Stand-Up, Sprint Review and Sprint Retrospective
• Ceremonies in agile facilitate visibility, transparency, and collaboration.
• Each ceremony has a clear structure and objective.
• Clear communication, flexibility, and cultural alignment are the keys to successful ceremonies.

What are the main agile ceremonies?

Agile ceremonies refer to the four events that occur during a Scrum sprint. Other forms of agile development, such as Kanban and Lean, also have similar practices.

The agile ceremonies list includes:

1. Sprint Planning
2. Daily Stand-Up
3. Sprint Review
4. Sprint Retrospective

While each ceremony is different, they facilitate the same overall purpose. The ceremonies bring teams together with a common goal under a regular rhythm, and they help teams get things done.

"With today's enterprises under increased pressure to respond quickly to the needs of their customers and stakeholders, they must bring new products to market faster and accelerate improvements to existing solutions and services." - State of Agile Report

Why are agile ceremonies important?

Agile ceremonies help organizations adapt to change and succeed. With work planned in smaller portions and over shorter timeframes, they help teams quickly shift direction and course-correct when needed. They form a key part of the broader agile approach that’s now widely adopted in organizations worldwide.

With agile ceremonies, teams in your organization can benefit from:

• Enhanced ability to manage changing priorities
• Acceleration of software development
• Increase in team productivity
• Improved business and IT alignment

It’s important to remember that while ceremonies are an essential part of Scrum, they’re just one of many rituals that help create agile teams and workplaces. To realize the true benefits of agile, you’ll need to do more than include one or more of the ceremonies into your waterfall project.

1. Sprint Planning

The Sprint Planning ceremony sets teams up for success by ensuring everyone understands the sprint goals and how to achieve them.

StructureAttendeesTimingDurationAgile FrameworkThe Product Owner brings the product backlog to discuss with the Development Team. The Scrum Master facilitates.   Together, the Scrum Team does effort or story point estimations.   The product backlog must contain all the details necessary for estimation. The Product Owner should be able to clarify any doubts regarding the product backlog. The entire Scrum Team (the Development Team, Scrum Master, and Product Owner)At the beginning of each sprintOne to two hours per week of iteration. So, if you're planning a two-week sprint, your Sprint Planning should last two to four hours. Scrum. Although Kanban teams also plan, they do it less formally and per milestone, not iteration.

Outcomes

After some team negotiation and discussion, you should have a clear decision on the work that the Development Team can complete during the sprint by the end of Sprint Planning. This is known as the sprint goal.

The sprint goal is an increment of complete work, and everyone should feel confident about the commitment.

The product backlog defines priorities that affect the order of work. Then, the Scrum Master transforms that decision into the sprint backlog.

Top tips

• Focus on collaboration rather than competition.
• Break user stories into tasks to get things more operational for the Development Team. If there's time, assign those tasks during the event.
• Factor in public holidays and any team member’s time off or vacations.
• Keep your team’s pace in mind – a track record of the time it took to implement similar user stories would be helpful.
• Focus on the product backlog and nothing else in terms of work for the sprint.

2. Daily Stand-Up

The daily stand-up brings the team together and sets everyone up for the day. The team uses this time to identify blockers and share plans for the day.

StructureAttendeesTimingDurationAgile frameworkThis is an informal, standing meeting. All members of the Development Team inform everyone about what they did the day before and what they’re doing today. Members discuss any blockages they have and ask for help from the team if required.   Due to time restrictions, the updates should be brief.Development Team, Scrum Master, Product Owner (optional) Daily, usually in the morningShort and sharp. No longer than 15 minutesScrum and Kanban

Outcomes

The Scrum Master should clear all the blockages that slow down or prevent the Development Team from delivering. As a result, the development process might need to change.

This daily pulse check keeps the team in sync and helps build trust. Together, the group finds ways to support and help each other.

Top tips

• Use a timer to keep this meeting to 15 minutes.
• Hold your stand-up at the same time every day.
• Only discuss the work for the day ahead.
• If the team is distributed, use video conferencing with cameras on.
• Long discussions should happen after the event.
• As the stand-up encourages progress, everyone should provide an update, and everyone should feel accountable.

3. Sprint Review

The Sprint Review is the time to showcase the team’s completed work and gather feedback from stakeholders. A variety of attendees from outside the team offer valuable insights from different viewpoints. This event also helps build trust with both external and internal stakeholders.

StructureAttendeesTimingDurationAgile frameworkThe Scrum Master takes on the logistics of event preparation.   The Product Owner should ask stakeholders questions to gather as much feedback as possible. They should also answer any of their stakeholder’s questions.Development Team, Scrum Master, Product Owner. Optionally, management, customers, developers, and other stakeholders At the end of the sprintOne hour per week of the sprint. In a one-week sprint, the Sprint Review lasts one hour.Scrum and Kanban.   Kanban teams do these reviews after the team milestones, not sprints.

Outcomes

After this ceremony, the Product Owner might need to adjust or add to the product backlog. They might also release product functionality if it's already complete.

Top tips

• Schedule in time to rehearse before the meeting to help your team present with confidence, especially if external stakeholders are coming along.
• Don’t showcase incomplete work. Review your Sprint Planning and the original criteria if you’re not sure whether the work is complete.
• Besides product functionality, focus on user experience, customer value, and the delivered business value.
• Consider ways you can introduce a celebratory feel to acknowledge the team’s effort.

4. Sprint Retrospective

In this final scrum ceremony in the sequence, you look back on the work you’ve just done and identify ways to do things better next time. The Sprint Retrospective is a tool for risk mitigation in future sprints.

StructureAttendeesTimingDurationAgile frameworkThe teams discuss what went well throughout the sprint and what went wrong.   The Scrum Master should encourage the Development Team to speak up and share not only facts but also their feelings.   The goal is to gather rapid feedback for continuous improvement in terms of process.  It’s also an opportunity to emphasize good practices that the team adopted and should repeat.Development Team, Scrum Master, Product Owner (optional)At the end of the sprint45 minutes per sprint weekScrum and Kanban (occasionally)

Outcomes

After this session, the team should clearly understand the problems and the wins that happened throughout the iteration. Together, the group comes up with solutions and an action plan to prevent and identify process problems in the next sprint.

Top tips

• Focus on both facts and feelings
• Gather information that helps you focus on continuous improvement – this might include tools and relationships
• Be honest and encourage ideas that solve process-related problems
• Even if everything went well, have this meeting – retrospectives provide ongoing guidance for the next sprint.

"With the speed of change expected to continue, the need has never been greater for an operating model that keep up." - McKinsey

Agile lessons to live by

As a team of experienced agile practitioners, we’ve picked up some key learnings about what it takes to get the most out of your agile ceremonies and create the foundations of a truly agile organization.

Here are our top tips to make your ceremonies a success:

• Be deliberately present - During the ceremonies, remember to take moments to pause and remind yourself of why you’re there. Show others that you’re present by giving them full attention and using your body language. In a remote setting, angle your camera as though you’re sitting across from them, look into the lens regularly, and use a distraction-free background.
• Practice active listening - Think about what the person is saying, who they are, and what they need from you. Are they looking for a soundboard, do they need your help or opinion, or are they looking for an emotional connection?
• Understand motives - Understand the motivations of your teammates before speaking. Consider why they should care about what you’re saying by connecting your message with their own motivations. Provide context where possible to let them know why your message matters.
• Be flexible - It's important to remember that there is not a one size fits all approach to agile ways of working. What works for one team may not work for another, so you need to experiment to find out what works then tailor processes to suit your team's needs.
• Create cultural alignment - The best processes in the world won’t deliver what you need if you don’t have the culture to support their delivery. Agile ceremonies need to be supported by a culture where people are actively engaged, confident to raise issues, and value continuous improvement.

Agile ceremonies lead to better results

While it can take time for teams new to agile to adjust to agile ceremonies, they are worth the effort. By providing a clear structure and achievable outcomes, they help align everyone on the product, communication, and priorities.

The result? Agile teams that provide better quality products faster – and deliver real business outcomes.

Wherever your organization is on your agile journey, it’s worth keeping in mind that each team and each suite of products are different, so there’s no standard recipe for success. The good news is that by working within the continuous improvement mindset the agile framework promotes; you too can iterate and improve your agile ceremonies over time.

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• Agile sprint and version planning tool - Planning is quick and easy when you create and estimate issues on the story map. View your work under initiatives and epics, and see swimlane stats at a glance, ensuring team capacity is filled but not overcommitted
• Agile story mapping - Map the customer journey using initiatives, epics, and stories alongside your agile Jira boards. Quickly and easily add new or existing stories inside the story map. Drag and drop to prioritize by value to the customer.
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• Team retrospectives - Celebrate success, gain insights, and share learnings with team retrospective boards for scrum and kanban, encouraging collaboration and transparency, so you and your team are continuously improving.

A common misunderstanding with agile software development methodologies is that they don't follow a formal process. Each team just does their own thing with little or no planning, and somehow it all works out. Well, we hate to burst your bubble, but software development doesn't work like that, agile or not. 🤯

Just like with traditional waterfall projects, agile projects follow an agile software development life cycle (SDLC). From a process perspective, the primary difference is a linear approach with waterfall and an iterative approach with agile. We'll get into this a little more later.

First, let's walk through how an agile SDLC aligns with agile principles. Then we’ll talk about the agile SDLC in both Scrum and Kanban environments.

How the agile software development life cycle supports agile principles

The Agile Manifesto states four basic values that drive improvement in software development processes. They are:

Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan.

Those are great values! Now raise your hand if you remember the next sentence. Anyone?? Let us refresh your memory: "That is, while there is value in the items on the right, we value the items on the left more."

Too often, new agile software development teams are so excited to start "doing agile" they forget to fully comprehend the entire contents of the Agile Manifesto. We get it — it's hard to remember all 68 words when you're excited. 🤓

So let's take a look at that again: The items on the right have value. That doesn't sound like you should eliminate all documentation, processes, and tools. You actually need some of those things to function efficiently as a team. At the very least, you’ll need to negotiate some type of contract if you're building software for an external stakeholder and you want to get paid.

We'd love to be able to tell you exactly how many processes and how much documentation and planning you'll need, but we can't. Part of being agile is figuring things out as you go along based on your team environment and customer needs. As your agile team matures, you'll begin to inspect and adapt the processes, tools, and project documentation your team needs to work efficiently and effectively.

Now let’s look at a couple of agile software development life cycle models.

The Scrum SDLC model

Remember earlier we talked about waterfall being linear and agile being iterative? Scrum is the perfect agile framework to highlight the difference.

The traditional waterfall model of product development requires several steps before you arrive at a final product. Waterfall projects meet the Definition of Done only after the entire project is complete and in the hands of the user or stakeholder. It's linear — a straight path from start to finish.

The agile method of Scrum, on the other hand, is iterative and adaptive. Scrum teams break the deliverables into smaller pieces with shorter time frames called sprints. The intent is to deliver slices of working software with each iteration throughout the entire product development process.

Rather than a single sprint, as shown above, a full Scrum life cycle looks more like this:

For each iteration, the team plans, develops, reviews, and deploys updates to the product functionality. As stakeholders perform acceptance testing and see the working product, they may ask for new priorities or requirements. That feedback is added to the product backlog to be prioritized with other features and work by the product owner. Then, the process starts again.

Since software is always evolving, this process repeats until the product has either matured to a maintenance level or has reached the end of its useful life and is retired.

Particularly for Scrum, planning is a huge part of the SDLC. Sprint planning brings the team together to prioritize work based on the sprint goal defined by the Product Owner. The daily standup gives the team a chance to coordinate their activities for the day. The sprint review allows the Product Owner and other stakeholders to inspect and discuss deliverables produced during the sprint. And, finally, the sprint retrospective creates the opportunity for the team to reflect on the process, team dynamics, and potential improvements for future.

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Backlog refinement is also a type of planning recommended to be completed prior to a sprint planning session or at the end of a sprint. During refinement, teams can discuss the feasibility of specific functionalities or ideas for development methods to meet the acceptance criteria. They can also plan around resource availability. For example, they might consider creating extra unit tests to reduce the efforts of a tester who will be on vacation part of the next sprint.

The difference between planning in Scrum and waterfall is how much work you plan and when. Waterfall plans the entire project at the beginning. Scrum planning happens all through the development of the product, from the beginning to the end.

The Kanban agile methodology

A Kanban framework has a little different agile process. Work items aren't necessarily related to or dependent on each other. Individual team members can work asynchronously to push new code to production as soon as it's ready. Yet, Kanban is still iterative in that work items are prioritized in a backlog, and then they are developed, reviewed, and pushed to production.

New backlog items are added to the board based on the end-user feedback. The prioritization of work items is regularly reviewed and adjusted, aligning perfectly with the agile value of responding to change.

A big difference with Kanban is that instead of committing to work based on story points and team velocity, each column in the Kanban board can only hold a limited number of work items (WIP limits). This helps teams stay focused, identify bottlenecks in their process, learn where automation might be helpful, and generally understand where their process is working and where it needs a little help.

With Kanban, there is more focus on the continuous flow of work through each stage. The WIP limits help teams identify specific stages that are impeding the workflow so they can figure out the cause, fix it, and ultimately become more efficient. .

Each Kanban team can choose the columns on their board to suit their needs. The goal of Kanban is to improve the speed of work progressing through the board. Close monitoring and measuring work item movement is critical to Kanban teams.

Working with the agile software development life cycle

Whether you're working in a mature company or a startup team, there's value in an appropriate amount of documentation, tools, and process in agile software development methods. In fact, establishing an agile software development life cycle will help your team operate efficiently.

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Remember to refer back to the Agile Manifesto and The 12 Principles Behind the Agile Manifesto if you get stuck. These values and principles don't apply only to what you're building but also to how your team works. The key concept behind agile frameworks is to inspect and adapt — including both the software and how you’re functioning as a team.

Use as much process and documentation as you need, but no more. Look at what you have today and identify key items you don’t think the team can function without. Then add or eliminate steps as you discover the best way for your team to work in an agile framework.

At Easy Agile, we're here to help you get the most out of your agile practices and to help you grow into a high-performance, agile team. 💪 If you want to learn more, check out our other blog articles on agile topics.

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