Post on 20-May-2020
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•®
Solutions Partner…
Debunking Agile Myths
Rick Clare CBAP®, PMP®, CSM, MSPM
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Presentation Purpose
This presentation will discuss common myths
regarding the use of Agile, targeting the facts of
implementing Agile in a real world IT environment
Purpose
Topics
1. Agile Review
2. Ten Common Agile Myths
3. Bonus Myth – Agile is Easy!
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• Agile: a group of development methods based on
iterative and incremental development, where
requirements and solutions evolve through
collaboration by a self-directed team
Agile is an iterative methodology
Agile is appropriate for product development
and custom build software projects
Agile is NOT appropriate for design-
construction projects, but some Agile
techniques can be applied
Topic 1: Agile Review
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• Agile is an iterative project methodology, and can
be called a project life cycle methodology
• Great way to succeed in an uncertain situation – it
eats change for breakfast!
• Not a replacement for Waterfall – both are needed
• Not a magic bullet – it is probably harder to do
Agile correctly!
What Agile is…and isn’t
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The Agile Umbrella
ScrumeXtreme
Programming
(XP)
Dynamic
Systems
Development
Method
(DSDM)
Feature Driven
Development
(FDD)
Kanban
The Agile umbrella includes many methods including…
Most
People
think …
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We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over process and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
The Agile Values
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The Scrum Framework
From http://www.unstuckcompany.com
1-4
Week
Sprint
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Agile
PRODUCT OWNER
Sets the Vision and
Product Roadmap
Manages and Owns
Product Backlog
Orders by Business Value
Determines Acceptance
Criteria
Communicates
SM/Coach
Team Process Conscience
Organizer/Facilitator
Remove Impediments
Prepares Team
Liaison to Stakeholders
Updates Information Radiators
Communicates
DEVELOPMENT TEAM
Cross-functional
Self-organizing
Estimates the Work
Creates a Plan for the
Iteration
Commits to the Work
Demonstrates Working
Product for Feedback
Communicates
Business Knowledge Process Knowledge Technology Experts
Three Primary Scrum Roles
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1. Agile is just an excuse to code with no documentation
2. Agile doesn’t follow any project processes
3. There is no planning in Agile
4. Agile won’t work with distributed teams
5. Agile lacks discipline – people do whatever they want
6. Agile causes a lack of accountability
7. A self-organized Agile team does not need to be managed
8. Agile is for software development projects only
9. Agile is not scalable
10. Agile is unsuitable for fixed projects
Topic 2: Ten Common Agile Myths
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• Myth: Agile is just an excuse to code with no
documentation REALITY: Agile teams develop documentation as late as
possible and ensures there is an actual need for the
documentation (other than requiring it for a checklist)
During a project's release cycle, the project team can
allocate half an iteration or more to "release hardening"
near the end of a release - purpose is to create the
necessary documentation to support the project
Technical architecture documents, user training guides,
operational support materials and code documentation
standards are still delivered as part of the project
Myth #1: No Documentaton
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• Myth: Agile doesn’t follow any project processes REALITY: Agile offers a lightweight framework for
software development, but the project management
processes still apply
Even on waterfall projects not all processes are used on
every project!
Common approach is holding an Iteration 0 for planning
the project – can include project processes for
o Communications Management
o Risk Management
o Time Management (Schedule)
o Human Resource Management
o Stakeholder Management
Myth #2: No Project Processes
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• Myth: There is no planning in Agile REALITY: can be more planning in an agile project
than in a traditional waterfall software project
There are different levels of planning
1. Release plan identifies the high-level requirements
and major user stories or deliverables for the release
2. Iteration plan covers the detailed tasks and plans
for that iteration (sprint)
3. Daily stand-up meeting, where each team member
communicates the tasks they are working on for the
day and identifies any roadblocks (example of real-
time planning)
Myth #3: No Planning
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5 Levels of
Agile Planning
Product Roadmap
Release Plan
Iteration IterationIteration
Iteration Iteration Iteration
iterations
Iteration Plan
Daily Plan
Vision
Q1 Release Q2 Release Q3 Release Q4 Release
Theme 1
Theme 2
Epic 1
Epic 2
Theme 3a
Theme 4
Theme 5
Theme 3b
Theme 6
Epic 3
Theme 7
Theme 8
1. Product
Vision 2.
3.
4.
5.
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• Sprints last between 1 week and one month and
are ‘timeboxed’ (constant length)
• During a Sprint there are planning meetings
Sprint Meetings
Monday Tuesday Wednesday Thursday Friday
Sprint
Planning
2 hours
Daily Scrum
15 minutes
Daily Scrum
15 minutes
Daily Scrum
15 minutes
Daily Scrum
15 minutes
Story Time
1 hour
Sprint Review
1/2 hour
Retrospective
1 hour
Sprint Meetings
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• Myth: Agile won’t work with distributed teams REALITY: Virtual team problems are an “everywhere”
thing, not just an Agile thing!
Agile does work with distributed teams with the right
collaboration tools & team commitment:
o Short iterations, regular builds
o Use continuous integration to avoid integration headaches
o Use wikis for common project info
o Use test scripts to understand requirements
o Separate teams by functionality, not activity
o Expect more documents compared to a co-located team
o Check out Martin Fowler’s article
http://martinfowler.com/articles/agileOffshore.html#
Myth #4: ≠ Distributed Teams
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• Myth: Agile lacks discipline – people do whatever
they want
• REALITY: Agile teams must have discipline – key
characteristics needed for success:
Focused
Self-organizing (often self-managing)
Empowered
Collaborative
Emphasis on quality and continuous improvement
Myth #5: Agile Lacks Discipline
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• Myth: Agile causes a lack of accountability
• REALITY: Agile improves accountability
Myth #6: Lack of Accountability
http://www.versionone.com/Agile101/Agile-Software-Development-Benefits/
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• Myth: Self-organized Agile Team does not need
to be managed
• REALITY: Agile Team can be self-managed, but
on larger projects there is typically an assigned
“over-arching” Project Manager to manage items
such as:
Stakeholder communications
Risks
Overall schedule, budget and project resources
Myth #7: Agile Teams ≠ Managed
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Managed Agile Team Scenarios
Agile Project with External PM/BA
Scrum Team
Scrum Master
Project Manager
“Corporate Environment”Business Analyst
If the structured corporate environment needs it, external
PMs and BAs could be appointed to work as interfaces to
the Agile project
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Managed Agile Team Scenarios
Large Project with Multiple Scrum Teams
Scrum Team #1
Scrum Master
Project Scrum Manager
A “Scrum of Scrums” is conducted for
integration
Scrum Team #3
Scrum Master
Scrum Team #2
Scrum Master
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Managed Agile Team Scenarios
Mixed Program of Related Waterfall and Agile Projects
Scrum Project
Scrum Master
Scrum Project
Scrum Master
Scrum Project
Scrum MasterWaterfall Project
Project Manager
Waterfall Project
Project Manager
Program Manager
This could be scaled down to a single project with teams
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• Myth: Agile is for software development projects
only
• REALITY: Agile works in situations with:
Exploring new business processes or products
Evolving requirements
Experimental approach to solution
Use of new technology
Client willing to staff Product Owner role
Team works best when managing itself
Myth #8: Agile = Software Development
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• Myth: Agile is not scalable
• REALITY: Agile is scalable!
Myth #9: Agile Not Scalable
•Many Teams,
many backlogs
•Many Teams,
one backlog
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Scaling Agile
CPO Team
Program Team 2 Program Team 3 Program Team 4
Area Team Area Team
Scrum TeamsScrum Teams
Scrum TeamsScrum Teams
Area Team Area Team
Scrum TeamsScrum Teams
Program Team 1
Program Management Office
Project Team 1 Project Team 2 Project Team 3 Project Team 4
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Scrum of Scrums
• An important technique in scaling Scrum to large
project teams (multiple development teams
working a shared backlog)
• Allows clusters of teams to discuss their work,
focusing especially on areas of overlap and
integration
Mike Cohn, ScrumAlliance.org article
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• Myth: Agile is unsuitable for fixed projects
• REALITY: Agile can work in a fixed situation
Provided the client doesn’t have a fixed scope
(Agile is all about evolving requirements and
scope)
Even if the project has a fixed date
and fixed resources
• Agile is NOT a silver bullet,
you can’t have fixed scope, cost
and schedule
Myth #10: Agile ≠ Fixed Projects
Cost (People)
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• Myth: Agile is easier that Waterfall and can be easily
implemented anywhere
• REALITY: Agile is hard, but very worthwhile!
• Most successful Agile work is done with older, more
experienced people – Waterfall actually provides more
managerial oversight to help a less experienced team
member
• Things to think about when implementing:
How to fit into the existing project process?
How to fit into the production change management process?
Will there be an easy transition into my corporate culture?
Bonus Myth: Agile is Easy!
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• Projects start long before they are launched – Agile only enters
the picture when the work starts
• How will the project be selected? Will the fact that it will be run
using Agile be a factor in its selection?
• How will the project be funded? Agile teams are used to turning
on a dime but the corporate Procurement Department is not!
• How will normal oversight and status information be
communicated? Burndown charts are great, but not everyone
understands them and they are not enough at the highest levels
• How can you provide the estimates that are needed before a
project launches?
• What is a “Calibration Sprint”?
Existing Project Process
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• A sprint is usually 1-4 weeks long
• Agile anticipates that working, tested software will be
ready for Production at the end of every sprint
• How long does it take to move something into Production
at your company?
• What is a “Hardening Sprint”?
Change Management Process
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• Many companies are becoming quite fascinated
with Agile – it promises and can deliver faster and
more successful projects
• Many company executives believe the same
myths that we already looked at!
• Biggest problems:
“Silver-bullet” syndrome
Not understanding what “self-organizing” and “self-
managing” means – they want to have the benefits of
agile but still have the same ability to over-ride the work
Inability to provide sufficient business presence
Corporate Culture
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Conclusion
1. Agile is an iterative framework where
requirements and solutions evolve through
collaboration by a self-directed team
2. Agile can be implemented in your company –
just anticipate hard work!
3. Agile works – the many ‘myths’
regarding Agile are really just
that - myths
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Some Reference Books
1. The Elements of Scrum by Chris Sims & Hillary Louise
Johnson
2. Scrum: A breathtakingly Brief and Agile Introduction by
Chris Sims & Hillary Louise Johnson
3. Agile Product Management with Scrum by Roman
Richler
4. Agile Project Management with Scrum by Ken Schwaber
5. Agile Estimating and Planning by Mike Cohn
6. Agile Project Management by Jim Highsmith
7. Extreme Programming Explained by Kent Beck
Questions?
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Rick Clare CBAP, PMP, CSM, MSPMPMCentersUSA BA Practice Director