Agile ProjectsMyths & Selection Criteria
AgileIs NOT a silver bullet
So why choose Agile then?
• Because it's 'cool'
• Someone said to do it
• I like how you 'stand up'
• You are so 'Retro'!
Why do projects?• Projects are about introducing change to;
• New or existing processes, systems, applications. Eg; New payment system
• RTB - Running the business or BAU changes. Eg; Update the website content
• CTB - Change the business to compete or survive. Eg; Discounted offer
• Organisations need to be good at projects in order to deliver change
• And we know projects sometimes fail or not deliver the expected change for many many reasons
• We are not selling rainbows and unicorns we are about delivering value
Agile is ONE way of being good at delivering projects
Projects Succeed because...• User involvement and commitment
• Executive / Senior Management sponsorship
• Defined business objectives
• Good control of project costs
• Skilled and experienced team
• Proven technology
• Why has your project been considered a success??
And they fail because...• Unclear scope, objectives and requirements
• Changing scope, objectives
• Poor project management and governance
• Lack of skills and experience
• Artificial and unrealistic deadlines
• Use of new technology
• Poor quality
• Why did your project fail??
Different types of projects
Source:Alan McSweeney
• Simple
• Well proven
• Well defined / agreed
• Highly complex
• Highly uncertain
• Highly un-defined / agreed
Is there a Nirvana?
Agile v's the rest
Agile Manifesto
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 processes and tools
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.
– Mike Cohen
“....allows us to focus on delivering the highest business value in the shortest time”
You said what?
Why Agile?
Source: 7th Annual State of Agile Survey
This feels weird
it's only weird if it doesn't work
http://youtu.be/2oiHPEzCa08
The A Checklist for suitability• Do the sponsor and management understand and accept the agile philosophy as their buy-in is essential?
• Will the team members be empowered to make decisions?
• Is there senior user commitment to provide end user involvement? Can the organisation accommodate the frequent delivery of increments?
• Will it be possible for the project team to have access to the users throughout the project?
• Will the project team remain the same throughout as stability is important? Will the team have appropriate skills?
• Will the individual project team consist of 6-8 people or less?
• Will the project use technology suitable for prototyping?
• Is there a highly demonstrable user interface?
• Is there clear ownership?
• Will the solution development be computationally non-complex as the more complex the greater the risks? Can the solution be implemented in increments?
• Has the development a fixed timescale?
• Can the requirements be prioritised - Must have O Should have Could have O Wont have (MOSCOW)
• Can users define requirements interactively?
Source:Alan McSweeney
Pragmatic1. of or pertaining to a practical point of view of practical considerations
A list of when not to• Process control / real-time applications
• Requirements that have been fully specified before any programs are written
• Safety-critical applications
• Solutions aimed at delivering re-usable components (a contentious one, however this talks to the theory we are building and delivering business value NOW not for tomorrow)
• Well known and understood scope, risk, technology, - very little "newness", we've done this before we can do it again
• Building a house!
Selection criteria ideas• How complex is the project (think back to the classifications)
• How much of the plan & requirements have you pre-baked, you may be further along project methodology and approach than you think
• Who's hungry? What appetite is there for Agile, don't do it if it doesn't feel right
• How engaged can/will you product owner(s) be?
• Stability and accessibility to resources?
• Flexibility towards scope. If you can't or won't accept change then don't bother
• COLLABORATE, COMMUNICATE, ADAPT, TEST, LEARN
–Mike Cohen
“Agile is not something you become, it's something you become more of”
Have Fun!
Date: December 2013 Authored by: Matt Hickman, Agilista!
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