Surfing the Agile Wave
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Surfing the Agile Wave

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Surfing the Agile Wave Surfing the Agile Wave Document Transcript

  • WELCOME Workshop Room 2 © Agile Experience LtdRachel Davies - Surfing the Agile Wave © Agile Experience Ltd 1
  • Surfing the Agile Wave by Rachel Davies IntroductionsAbout me:• Independent consultant / trainer• Used Agile approaches since 2000• Author of “Agile Coaching” bookAbout you:• Not tried Agile yet?• Just got started with Agile?• Been Agile for a while? © Agile Experience Ltd 2
  • Desire Many companies attracted to Agile benefits: • Getting software out earlier • Being responsive to customers • Lightweight approach They are often struggling to cope with pace of change and being able to predict what will be ready when. © Agile Experience LtdHow do we get started? © Agile Experience Ltd 3
  • Try ItMost companies start with pilot projects to prove approach can work for them.• Often safe candidates• Isolated from mainstream issuesMake do with current infrastructure: tools, environment, organisation structure © Agile Experience Ltd Jumping In Subsequent Agile projects don’t get the same attention: • Not ideal candidates for Agile • Core principles ignored • Support for Agile is weak © Agile Experience Ltd 4
  • No TimeRushing so not doing things properly Cargo Cult Looks Agile 5
  • Scrum But Only do the easy partsSubmerged Obstacles to Agile © Agile Experience Ltd 6
  • Agile is pervasiveAgile can have impact on many areas:• Team composition• Office furniture• Build environments• Hiring policy• Line management• Incentives © Agile Experience Ltd Traditional Approach Phases of activity focused on a fixed- scope release. • Divide the work • Resist change • Communicate via documents © Agile Experience Ltd 7
  • Agile is not speeding this up• Agile is not a case of “do less, go faster”• Mistake to think replacing:- – Process – Role descriptions – Tools – Templates – Training © Agile Experience Ltd Agile is .. Make a little, sell a little, learn a littleConcurrent activity to create continuous flow ofreleases.• Develop iteratively• Cross-functional teams• Frequent releases © Agile Experience Ltd 8
  • Agile depends on Teamwork Real-time interactions rather than process orchestrated via artefacts. © Agile Experience Ltd Agile ValuesWe are uncovering better ways of developing software by doing it and helpingothers do it. Through this work we have come to value:Individuals & Interactions over Processes & ToolsWorking software over Comprehensive documentationCustomer collaboration over Contract negotiationResponding to change over Following a planWhile there is value in the items on the right,we value the items on the left more.www.agilemanifesto.org © Agile Experience Ltd 9
  • Agile Manifesto Principles (1)• Our highest priority is to satisfy the Customer through early and continuous delivery of valuable software• Welcome changing requirements, even late in development. Agile processes harness change for the customers competitive advantage.• Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.• Business people and developers must work together daily throughout the project. © Agile Experience LtdAgile Manifesto Principles (2)• Build projects around motivated individuals. Givethem the environment and support theyneed, and trust them to get the job done• The most efficient and effective method ofconveying information to and within a developmentteam is face-to-face conversation.• Working software is the primary measure ofprogress• Agile processes promote sustainabledevelopment. The sponsors, developers, andusers should be able to maintain a constant paceindefinitely. © Agile Experience Ltd 10
  • Agile Manifesto Principles (3)• Continuous attention to technical excellenceand good design enhances agility. • Simplicity--the art of maximizing the amount of work not done--is essential. • The best architectures, requirements, and designs emerge from self-organizing teams • At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. © Agile Experience Ltd What Support Is Needed? © Agile Experience Ltd 11
  • Get Serious about Delivery © Agile Experience Ltd Environment matters 12
  • Broken Pipelines• How we build software needs attention to improve flow.• Often the pipeline to live is broken and requires manual intervention to get software out to customers. © Agile Experience Ltd Teamwork relies on Motivation• Make vision and benefits clear• Permission to try new approach• Empower team to make choices about how they work• Build awareness and responsibility © Agile Experience Ltd 13
  • New Skills Take TimeBecoming agile requires:• Understanding principles• Time to practice• Coaching to avoid old habits © Agile Experience Ltd Strive for Quality © Agile Experience Ltd 14
  • Encourage Experiments © Agile Experience Ltd Take Time to Reflect © Agile Experience Ltd 15
  • Be Patient Change takes time © Agile Experience Ltd Further ReadingMike Cohn• “Succeeding with Agile”Rachel Davies & Liz Sedley• “Agile Coaching”James Shore & Shane Warden• “The Art of Agile Development”Jez Humble & Dave Farley• “Continuous Deployment” © Agile Experience Ltd 16
  • Any Questions?Get in touch – Email: rachel@agilexp.com – Twitter: @rachelcdavies – Blog: http://agilecoach.typepad.com/ – Web: http://www.agilexp.com © Agile Experience Ltd 17