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Introduction to agility


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  • 1. Introduction to Agile Alexandre CuvaAgile Coach, LSTM, CSM, CSPO, PSM I, HSPTP 2012
  • 2. Practical Stuff2
  • 3. Alexandre Cuva Email : Organizational Coaching (Management 3.0, Scrum) Twitter: @cuvaalex Team Coaching Blog: http://agile- (Scrum, XP, Kanban) Phone: +41 78 715 8309 Technical Coaching (TDD, BDD, C#, Java, Groovy) Agile Training (Management 3.0, Agile, Scrum, XP)3
  • 4. Exercise: Introduction For each person at the table: 1. Think about your personal goal for this course (Why are you here, and not somewhere else?) 2. Write down your goal (you will need it later) 3. Introduce yourself to the group (if needed), and explain your goal 4. Offer a “Little Know Fact” about yourself 15 minutes4 Source: Management 3.0 Courseware developed by Jurgen Appelo
  • 5. Observation The complexity is growing fast5
  • 6. Observation The current standard management system, does not provide satisfaction to all.6
  • 7. “Organizations can become learning networks of diverse individuals creating value, and the role of leaders should include the stewardship of the living rather than the management of the machine.” http://www.stoosnetwork.org7
  • 8. Agile Overview Agile Methodology Used8 Source:
  • 9. Agile Overview Reasons for Adopting Agile9 Source:
  • 10. Agile Overview Benefits obtained from implementing Agile10 Source:
  • 11. Agile Overview11 Source:
  • 12. 12
  • 13. Agile Overview Exercise : Myth and Facts about Scrum On the post-its in front of you, write 3 facts you already know and 3 myths you’ve heard about agile and /or Scrum. Write only one fact or myth per note, and dont indicate whether any particular note is a fact or a myth. Dont share them yet. 10 minutes Someone from each table gather post-‐its from your team and pass to the next table As a team, take the post-‐its from the other team and post on your flip chart as fact or myth (if you are not sure – put in the middle) 10 minutes13
  • 14. Agility Overview Brief reminder of Waterfall Stages of SDLC (Software Development Life Cycle) What if we did small iterative cycles instead? Business Solutions14
  • 15. Agile Overview Agile Tree Profit Practices Principles Values15 Source: Coaching Agile Teams by Lyssa Adkins
  • 16. Core beliefs of Waterfall16
  • 17. The Core beliefs of Agile17
  • 18. The Core beliefs of Lean18
  • 19. Manifesto for Agile Software Development 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.19
  • 20. Agile Overview Agile Principles 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customers competitive advantage. 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4. Business people and developers must work together daily throughout the project. 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 7. Working software is the primary measure of progress. 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 9. Continuous attention to technical excellence and good design enhances agility. 10. Simplicity--the art of maximizing the amount of work not done--is essential. 11. The best architectures, requirements, and designs emerge from self-organizing teams. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.20 Source: Agile Manifesto :
  • 21. Agile Overview Exercise: Agile Principles • In your groups on a flip chart paper, write the numbers 1 through 12. • Come up with three words maximum that effectively capture each of the twelve principles. 15 minutes • Also as a team pick the three principle you feel are most valuable, if you could only keep 3 • Report back to the class 10 minutes21
  • 22. Seven Lean Principles 1. Eliminate Waste 2. Build Quality In 3. Create Knowledge 4. Defer Commitment 5. Deliver Fast 6. Respect People 7. Optimize the Whole22
  • 23. Agile Overview Comparison of Agile practices Business Solutions23
  • 24. Scrum Overview The big picture Business Solutions Scrum Map24
  • 25. Agile Development Rules Needed Test Driven Development Continues Integration Needed Needed Refactoring help Needed Pair programming help Simplicity Coding convention Non single code owner help25 Source: Altran CIS Septembre 2011 Altran AESI V2011
  • 26. Lean Portfolio Management Benefits • Minimizing work • Speed & Quality in progress • Line of sight to • Minimizing Business needs Interruptions Source : Lean - Agile Software Development : Achiving Enterprise Agility by Alan Shalloway26
  • 27. Lean Portfolio Management Source : Lean - Agile Software Development : Achiving Enterprise Agility by Alan Shalloway27
  • 28. 28
  • 29. Retrospective
  • 30. Learning Framework SCRUM OVERVIEW30
  • 31. Scrum Overview Scrum three Pillars Transparency Inspection Adaptation31
  • 32. Scrum Overview The big picture Business Solutions Scrum Map32
  • 33. Scrum Overview The main highlights The project is chopped into small iterations called Sprints. Each sprint takes usually between 2-4 weeks. The goal of every sprint is to deliver new functionality that can be potentially delivered to the stakeholders At the beginning of the sprint, the team meets up and prepares the work for the upcoming sprint There is a daily stand-up ceremony Business Solutions At the end of the sprint, a review of the work done takes place Also, there is a retrospective of what went wrong/well, points to improve, etc Finally, the backlog is groomed depending on customer feedback, priorities, etc33
  • 34. Scrum Overview Schedule Before the sprint, backlog is groomed Daily stand-up Business Solutions Sprint is then planned and committed formally34
  • 35. Scrum Overview Schedule Review day Business Solutions After the review, retrospective takes place35
  • 36. Retrospective
  • 37. Scrum a Learning Framework SCRUM ROLES37
  • 38. Scrum Roles Exercise : Scrum Roles Form groups On Post-It’s write responsibilities and tasks that a project manager traditionally had Discuss where either each of the notes now belongs to the Scrum Master, the Product Owner or the team. Put the notes on the board accordingly 20 minutes38
  • 39. Scrum Roles Scrum Master He protects the team from all disturbances. He is not part of the team. He improves the productivity of the Scrum-Team and controls the “inspect and adapt” cycles of Scrum. He makes sure that the agile ideals are understood and that they are respected by all stakeholders. He is not responsible for the delivery of the product. Scrum • Protect your Scrum-Team Master • Remove Impediments • Run the Process • Work with Product Owner • Work with the Organization39
  • 40. Scrum Roles Product Owner She drives the Product Owner from the business point of view. She communicates a clear vision of the product and she defines its main characteristics. She also accepts the product at the end of a Sprint. She makes sure that the team only works on the most valuable Backlog Items. Product She has the same goal as the team. Owner She is responsible for the return on investment. • Return on Investment • Build and Communicate Vision • Maintain product Backlog • Acceptance of Delivery • Establish and maintain Release plan40
  • 41. Scrum Roles The Team They deliver the product and they are responsible for the quality. They work with End User, PO and Customers to understand the business requirements. The Teams performs its commitment voluntarily. They work continuously with the PO to define the Team strategic direction of the project. • Deliver • Quality • Estimate • Commit • Self-Organized41
  • 42. Retrospective
  • 43. Ressources Geneva – Lausanne Agile / Lean / Scrum Communities43
  • 44. Alexandre CuvaEmail : alexandre.cuva@altran.comTwitter: @cuvaalexBlog: +41 78 715 8309