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Transcript of Roy Schilling - What is Agile? - PMI Metrolina...
What is Agile?
Presented by Only Agile
Myths
2
“We’re Agile – we don’t do documentation”
“There is no planning in Agile – its just anarchy”
“We can’t give you a date – we’re using Agile”
“Agile means I can change my mind whenever I want – Change Chaos”
“Agile is just a development process”
“Agile teams don’t work hard – the just play foosball”
“Agile will fix all my problems – it’s a silver bullet”
Only Agile 2013
What is Agile?
6
Practices
Principles
Values
“Agile is an idea supported by a set of values and principles. Agile defines a target culture for
successful delivery of product.”
Only Agile 2013
Steve Denning
Agile Manifesto
7
We are uncovering better ways of developing software by doing it and helping
others do it. Through this work we have come to value:
That is, while there is value in the items on the right, we
value the items on the left more.
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
Only Agile 2013
Agile Principles
8 Only Agile 2013
1) Early, continuous delivery
2) Welcome changing requirements
3) Deliver working software frequently
4) Business people and developers working together daily
5) Build projects around motivated individuals
6) Face-to-face conversation is the best form of communication
7) Working software is the principle measure of progress
8) Agile processes promote a sustainable pace
9) Continuous attention to technical excellence & good design enhances agility
10) Simplicity
11) Self-organizing teams
12) The team reflects regularly on how to become more effective, then tunes and adjusts and adapts its behavior accordingly
Fixed
Variable
Constraints
9
Features
Time
Time
Features Budget
Budget
Plan
Driven
Value/Vision
Driven
Traditional Agile
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Minimize Risk and Realize Value
10
Time
Va
lue
x
x
x
x x
x
x
Agile delivers value incrementally while reducing the risk of failure over time.
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Build
Test
Define Build
Test
Define
Teams
11
Multiple projects Assigned but not many tasks yet
Multiple projects, rolled off some
Build
Test
Define
Resource Optimization
Time-to-market Optimization
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Methodologies
12
52%
14%
9%
8%
3%
3%
2% 2%
2% 2% 1% 1% 1% Scrum
Scrum/XP Hybrid
Custom Hybrid
Don't Know
Kanban
Scrumban
Feature-Driven Development
Extreme Programming XP
Lean
Other
Agile Unified Process (AgileUP)
Agile Modeling
Dynamic Systems Devlelopment
Method (DSDM)
VersionOne State of Agile Survey
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Scrum
13
Scrum is: • Lightweight • Simple to understand • Extremely difficult to master
A framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value.
The framework consists of the Scrum Team, their roles, events (ceremonies), artifacts and rules.
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Team Roles
14
• Cross-Functional
• Self-Organizing
• Accountable as a team to complete the work
• Tasks work, estimates work, demonstrates work to
stakeholders
• Process Champion
• Facilitates Scrum Events
• Ensures that the team is fully functional and productive
• Removes Barriers
• Single “wring-able” neck
• Communicates the product vision and release goals
• Empowered to make decisions for the business
• Continuously grooms and prioritizes the backlog
• Accepts or rejects work results
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TIP:
15
TIP: Teams
Colocated (as best possible)
Small (3-9 people)
Self-organizing
Cross-functional
Clear mission and Product Owner
Empowered to deliver
Direct contact with users and stakeholders
Focused – no multitasking
Transparent
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Scrum at a Glance
16
24 hours
Potentially
Shippable Increment
Product
Vision &
Roadmap
1-4 Weeks
Review
Retrospective
Release
Sprint
Execution
Daily
Standup
Release
Plan
Sprint
Backlog Product
Backlog
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Continuous Planning
17
Vision
Roadmap
Release
Sprint
Daily
Big Picture As necessary by Product Owner/Stakeholders
Ties Vision to Approach Every release by Product Owner
View of Horizon Every release by Product Owner and Team
Near-term Plan At the start of each sprint by Team
Inspect and Adapt Daily by Team
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Barriers to Adoption
18
12%
14%
14%
26%
27%
30%
34%
39%
40%
52%
None
Budget constraints
Perceived time to transition
Customer collaboration
Confidence in ability to scale
Project complexity
Management support
General resistance to change
Availability of personnel with right skills
Ability to change organizational culture
VersionOne State of Agile Survey
Only Agile 2013
Agile Adoption vs. Transformation
19
We need to untangle two words that sometimes can be
used interchangeably
• Agile Adoption is about what you do... practices,
tools, techniques, ceremonies, and habits
• Agile Transformation is about who you are...
reflected in both the structure of the organization
and who you are as people
• Long term results require both adoption and
transformation to be successful
Only Agile 2013
Agile Adoption vs. Transformation
20
We need to clearly articulate the three major focus areas
that must be addressed interdependently
• Organizational Structure is about how you create
teams and how you organize them
• Agile Practice is about the methods and tools you
choose to introduce
• People and Culture is about changing hearts and
minds of the individuals in the organization
• All three aspects are essential to sustain agility
Only Agile 2013
The Price of Agile
21
Infrastructure investments
Release automation, test automation, etc.
Reorganization
New roles, cross-functional teams, etc.
New skills
Vertical story slicing, retrospectives, agile
architecture, etc.
New habits
Frequent customer interaction, frequent releases,
less specialization
Transparency
Problems and uncertainty are painfully visible rather
than hidden
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Agile is a Direction, Not a Place
22
1. Make Real Teams
Small, cross-functional, self-organizing, colocated
2. Deliver Often
Internally every 4 weeks at most
Externally every quarter at most
3. Involve Users
Direct and fast feedback between the team and the
users
“The important thing is not your process.
The important thing is your process for
improving your process” Henrik Kniberg
Only Agile 2013
Wrap-Up
23
Only Agile Email: [email protected]
URL: www.onlyagile.com
LinkedIn: www.linkedin.com/in/royschilling
Only Agile 2013