Introducing agile

Introducing Agile

Andreas Hägglund

Andreas Hägglund

andreas.hagglund @systemvaruhuset.se

Contact Information

andreashagglund

@ahab1972

slideshare.net/andreashagglund

www.kravanalys.se www.systemvaruhuset.se

Agile ME Summit April 12 2015

http://agileme2015.meagile.com/

Agile Middle East

[email protected]

https://agilemiddleeast.org/ Contact Information https://www.facebook.com/AgileMiddleEast

https://twitter.com/MEAgile

https://www.linkedin.com/groups?home=&gid=8133203

mailto:[email protected]

https://meagile.com/

https://meagile.com/

https://www.facebook.com/AgileMiddleEast

https://twitter.com/MEAgile

https://www.linkedin.com/groups?home=&gid=8133203

Questions are more important than Answers

“The mere formulation of a problem is often far more essential than its solution which may be merely a matter of mathematical or experimental skill. To raise new questions, new possibilities, to regard old problems from a new angle requires creative imagination and marks real advances in science.”

The problem

The CHAOS Manifesto, Standish Group 2012

29%

14%

57%

Waterfall development

Failed

Successful

Challenged

Just an example

Original budget

• Planned work from February 2005 to December 2008 (=34 months)

• Estimated cost: 876 Million USD

• Height: 728 m

Just an example

Original budget

• Planned work from February 2005 to December 2008 (=34 months)

• Estimated cost: 876 Million USD

• Height: 728 m

Actual Outcome

• Actual work from September 2004 to September 2009 (=60 months)

• Cost: 1.500 Million USD

• Height: 828 m

Why? • The requirements changes

• The environment changes

• The business changes

• The technology changes

• The competition changes

• The people changes

• The tool changes

• Experience grows

“At the end of the day, your job isn’t to execute a plan or get the requirements right—your

job is to change the world”

The solution?

9%

42% 49%

Agile Development

Failed

Successful

Challenged

29%

14%

57%


The CHAOS Manifesto, Standish Group 2012

So, what is Agile?

So, what is Agile?

Well... • It’s not Happy Hacking • It’s not unorganized • It’s not unstructured • It’s not unplanned • It’s not undocumented • It’s not undisciplined

Fact is – It’s extremely disciplined

Values and Principles

Agile Goal (1)

Agile Values (4)

Agile Principles (12)

Agile Methods (40+)

Agile Techniques (200+)

Agile Goal

Business

Value

Agile Values

Agile Principles

1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

2. Welcome changing requirements

3. Deliver working software frequently

4. Business & IT must work together daily

5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

6. Face-to-face conversation is the most effective method of communicating

7. Working software is the primary measure of progress.

8. Sustainable development

9. Technical excellence

10. Simplicity--the art of maximizing the amount of work not done - is essential.

11. Self-organizing teams.

12. Reflect and adapt continuously

Key words

1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

2. Welcome changing requirements

3. Deliver working software frequently

4. Business & IT must work together daily

5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

6. Face-to-face conversation is the most effective method of communicating

7. Working software is the primary measure of progress.

8. Sustainable development

9. Technical excellence

10. Simplicity--the art of maximizing the amount of work not done - is essential.

11. Self-organizing teams.

12. Reflect and adapt continuously

The Bottom Line

1. Continuous Improvement

2. Iterative Development

3. Respect

Framework for Continuous Improvement

• Respect where you are

• Make work and problems visible

• Use empirical evidence as a basis for decisions

• Optimize the whole, not the parts (System’s thinking)

Plan

Do

Check

Act

”Learning is not mandatory, neither is survival”

I terat ive

Wate r fa l l Analysis

Design

Implementation

Test

Deployment

Icons designed by Freepik

Release 1 Release 2 Release 3

Release 1

The Roots

• Toyota Production System

• KaiZen & Lean Management

• The New New Product Development Game

• Principles of Flow

• The Goal

• Total Quality Management

• Evo

• W Edwards Deming

• Taiichi Ohno

• Hirotaka Takeuchi

• Eliyahu M Goldratt

• Tom Gilb

• Don Reinertsen

The number one problem

Why can’t you unders

Communication in real life

Comparing Waterfall and Agile

Waterfall

Risk Reduction

Waterfall

Agile

Time

Risk

When should I use Agile?


”You should only use Agile on Projects you want to succeed”


”You should only use Agile on Projects you want to succeed”

9%

42% 49%

Agile Development

Failed

Successful

Challenged

29%

14% 57%


Scope

Time

Quality

Cost

The Iron Triangle

Fixed Scope

Time

Quality

Cost

The Iron Triangle

Scope

Time

Quality

Cost

Fixed

Time Cost

Quality

Scope

The Agile Triangle

Scope

Time

Quality

Cost

Fixed

Time Cost

Quality

Scope

Fixed

The Agile Triangle

When a traditional manager goes shopping...

Make shopping

list

Estimate costs

Plan route

Set iron triangle

Assign resources

Shop Deliver to

kitchen Put in fridge

Fetch goods

Start cooking

Manager

Purchaser

Chef

Hand-off

Hand-off

When the agile manager goes shopping

Set timebox

Fetch credit card

Go to super-market

Check prices and

supplies

Try sample food in shop

Call family

Shop

Rent a movie

Deliver to kitchen

Show goods for

chef

Buy extra items at

7-11

Cook food

”As a loving father I want to have a nice affordable dinner with my family so that I can go to bed feeling good”

Are You Agile?

How to run an Agile Project

Identify the business

opportunity

Prioritize

Self-organize

- Analyze

- Implement

- Refactor

- Test

- Deploy

Evaluate, Reflect & Adapt

”As a loving father I want to have a nice affordable dinner with my family so that I can go to bed feeling good”

”As a loving father I

want to have a nice

affordable dinner

with my family so

that I can go to bed

feeling good”


want to have a nice

affordable dinner

with my family so


feeling good”


want to have a nice

affordable dinner

with my family so


feeling good”


want to have a nice

affordable dinner

with my family so


feeling good”


want to have a nice

affordable dinner

with my family so


feeling good”


want to have a nice

affordable dinner

with my family so


feeling good”

Prio

rity

Retrospect

Done

Traditional Employee

• Specialist (I-profile)

• Accountable for own work

• Acts on instruction

Agile Employee

• General Specialist (T-profile)

• Accountable for team’s work

• Acts on needs

• Self-organizes

Co

mp

eten

ce

Competence

Management

Traditional Manager

• Decision maker

• Accountable for the result

• Assigns tasks and roles

Managers in Agile organizations

• Servant Leader & Guide

• Accountable for the environment the team works within

• Setting goals

Project Teams Agile Teams

• Self-organizes

• Network

• Team accountability

• Individual responsibility

Traditional Teams

• Predefined roles

• Hierarchy

• Individual accountability

Agile Planning ≠ WBS

Todo Doing Done Analy

sis

Prior

ity Burnd

own

Cumul

ative

Flow

Deliver

ed

Value 1. Tasks are selected instead of assigned

2. Individuals are responsible for tasks they selected themselves

3. Team is accountable for delivery

4. Plan and analysis is visible for all

Ris

k

Declaration of interdependance

We are a community of project leaders that are highly successful at delivering results. To achieve these results:

• We increase return on investment by making continuous flow of value our focus.

• We deliver reliable results by engaging customers in frequent interactions and shared ownership.

• We expect uncertainty and manage for it through iterations, anticipation, and adaptation.

• We unleash creativity and innovation by recognizing that individuals are the ultimate source of value, and creating an environment where they can make a difference.

• We boost performance through group accountability for results and shared responsibility for team effectiveness.

• We improve effectiveness and reliability through situationally specific strategies, processes and practices.

Andreas Hägglund

andreas.hagglund @systemvaruhuset.se

Contact Information

andreashagglund

@ahab1972

slideshare.net/andreashagglund

www.kravanalys.se www.systemvaruhuset.se

Introducing agile

Business

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