Agile 101
Welcome!
An Overview of Agile
Lets talk projects:
- Almost all work is done as a project
- All projects have a plan, execute, inspect, accept
model
- In Business projects are managed to ensure
accountability and control.
- Project Management has become a practice and
career unto itself.
- There are myriad methods and tools for project
management.
- All are about delivered on time and on budget.
Feasibility
Study
SDLC What is it?
Systems Development Life
Cycle: The most commonly
used, and generally
accepted, project
management approach..
Classic SDLC Characteristics
Requirements & Tasks are expected to be
well defined at outset.
Methodology is highly document driven.
Project roles are highly structured and well
defined.
Communication is through PM and
Sponsor.
Typically long cycle
Lets try something
Must have at least two entrances.
Must have a roof of uniform color.
Must support a quarter
10 minutes
So, what happened?
Did the customer get what was wanted?
Were the actual needs met?
Why?
After 30 years of SDLC
What were doing is not working!
Its All About
Change!
The Agile Manifesto (2001) - A statement of values
Agile Practice favors:
Individuals
Individuals and
and
interactions
interactions
over
Process
Process and
and tools
tools
Working
Working Product
Product
over
Comprehensive
Comprehensive
documentation
documentation
Customer
Customer
collaboration
collaboration
over
Contract
Contract
negotiation
negotiation
Responding
Responding to
to
change
change
over
Following
Following aa plan
plan
The Big Paradigm Shift
Were used to
Agile Wants
Time Lines
Were done when its done.
Project Managers
Disciplined self managing teams.
Fixed Budgets
Assumed change means no fixed
cost.
Predictable, all at once deliverables
Incremental deliverables driven by
value and constant learning.
Multiple matrixed units in multiple
locations make up team
Co-location one team.
Communication by Document
Information Radiators.
Customer is removed
Customer is part of team.
Certain Knowledge
Action
The Key Components of Agile
User Stories Simple statements of requirements written from
the customer's point of view. As an AP processor, I need to be able
to retrieve and update vendor address information.
Product Backlog Collection of user stories that need to be
addressed to consider the effort (Product) complete.
Sprint (aka Iteration) A fixed length work period in which
items taken from the backlog are satisfied. An Agile project is a
sequence of sprints.
Sprint Planning Session A team meeting in which the
product owner reviews and explains each backlog items and its
priority, the other team members task out the items and commit (or not)
to performing each item, and the agile coach sets up the sprint
management tools.
Sprint Review Session At the closure of each sprint, work
completed is presented and reviewed, lessons learned discussed, the
overall sprint is evaluated and reviewed.
Agile roles
Product Owner
Is (or is the representative of) the Customer
Develops and maintains the Product Backlog
Prioritizes the Product Backlog
Empowered to make decisions for all customers and users
Presents and explains Product Backlog to team
Scrum Team
Performs the work directed by the Customer
Self-organizing
Seven plus or minus two performers
Business and technical skills to build an increment of functionality
Responsible for estimating and committing to work
Full autonomy and authority during a Sprint
ScrumMaster
Guides the Agile Execution
Responsible for the process
Responsible for maximizing team productivity
Sets up and conducts meetings
Representative to management and team
Characteristics of a border collie or sheepdog
The Agile Model
Faster better - cheaper
Hospital New Applicant Tracking System
Waterfall Approach
Design
Spec
Code
UAT
Change Management & Approval
Agile Approach
Users
stories
Sprint
Sprint
Sprint
Launch
Agile Methods Putting the
Manifesto to work
Adaptable development approach
Human-centric thinking for creating business value
Agile Methods
Values
Agile Methods
Principles
Traditional Methods
Values
Customer
Collaboration
Realized
as
Customer
Interaction
valued
more than
Contract
Negotiation
Individuals &
Interactions
Realized
as
High-Performance
Teams
valued
more than
Processes
& Tools
Working
Software
Realized
as
Iterative
Development
valued
more than
Comprehensive
Documentation
Responding
to Change
Realized
as
Adaptability
or Flexibility
valued
more than
Following
a Plan
Agile Manifesto. (2001). Manifesto for agile software development. Retrieved September 3, 2008, from http://www.agilemanifesto.org
What makes Agile work?
Better collaboration
with business
More adapted to
change/learning
Communication
Motivation
Doing Less
Collective ownership
Time boxes
Inspect & adapt
Focus on the real thing
Three heads are better
than one
Collocation
Information radiators
Short feedback loops
Team autonomy
Accepted Responsibility
The Big Paradigm Shift some reality
Were used to
Agile Wants
What Works
Time Lines
Were done when its done.
Time Boxes not more than
x time
Project Managers
Disciplined self managing
teams.
Collaboration between Coach
and Product Owner
Fixed Budgets
Assumed change means no
fixed cost.
Cost Boxes not more than
x to spend.
Predictable, all at once
deliverables
Incremental deliverables
driven by value and constant
learning.
Pre-project user story
sessions (Release Planning)
Team spread out
Co-location.
Core time in room or on
phone/virtual presence
Communication by
Document
Information Radiators &
Conversations
Information Radiators
captured electronically and
posted. Daily Meetings
Customer is removed
Customer is in room as part
of team.
Core time in room
Agile roles - a second look
When is Agile best?
Creative Projects
New Technology Introductions
New Process Designs
Projects driven by critical business timing.
Projects with poorly defined needs
A word about ROI
Agile (138 pt.) and Traditional Methods (99 pt.)
Agile Methods fare better in all benefits categories
Agile Methods 459% better than Traditional Methods
Rico, D. F. (2008). What is the ROI of agile vs. traditional methods? TickIT International, 10(4), 9-18.
About the Agile Coach
New(ish) role introduced
by Agile.
NOT the same as or a
replacement of the Project
Manager.
Focus on relationships,
listening, facilitating.
The Agile SME
Its not about the product!
An agile coach
Coordinating individual
contributions
Being a subject
matter expert
Being invested in
specific outcomes
Knowing the
answer
Coaching for
collaboration
Being a facilitator
for the team
Being invested in
overall performance
Asking the team for
the answer
Directing
Letting the team find
their own way
Driving
Guiding
