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Agile

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A very quick introduction to the usefulness of the main Agile concepts to the business of running projects within an award-winning London ad agency. Nothing new here but the briefness may be useful to …

A very quick introduction to the usefulness of the main Agile concepts to the business of running projects within an award-winning London ad agency. Nothing new here but the briefness may be useful to others.

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  • 1. A few words on Agile And how it might be useful for projects by Adam Knowles for Elvis Communications, London UKNot saying we have to do things this way but I wanted to get some principlesout there to explain a bit about what I mean. We can take it or leave it, takesome bits and leave others. But my personal recommendation as you’veguessed is that these ideas will make our lives easier. 1
  • 2. Agile it’s not fragileMethod not madness.Simple not easy.The following four slides are from agilemanifesto.org
  • 3. it’s people over processIntro: not to say the thing underneath isn’t important, but the thing on top isrelatively more important.So we invent the support tools and institutionalise things as we go, when wedecide we need them, not all up-front.
  • 4. it’s working software over dead documentsIt’s ends over means. Outputs over inputs. Making it real. Researching onlywhen you have to. If it isn’t contributing to the end product, you shouldn’t bedoing it. That may mean a prototype.A note on documentation: barely sufficient. Just in time and just enough.http://www.allaboutagile.com/agile-principle-4-agile-requirements-are-barely-sufficient/
  • 5. it’s collaboration over contractsThat means breaking the agency/client divide. If you want boarded up stuffcarted over and presented, this may not be for you. It’s to arrive at theanswers together by sharing the problems. There’ll still be work we eachneed to do and there’ll still BE a contract, but that is far less important thanactually having the right approach to doing the work.
  • 6. it’s iterative over a one-time plan“Planning is guessing” - Rework by 37signals. You need to be free to decidewhat needs to be done today, not hamstrung by something you guessedwould be necessary before you’d started it. Otherwise you’re acting out aplan that’s become out of sync with reality. It’s not failing to plan, it’splanning that incorporates changing the plan. Working without a plansounds scary but blindly folowing a plan that’s become out of touch withreality is much scarier.You can still fix time & cost, but then you flex scope. You make a plan butyou ensure everyone is aware of the confidence-level in that plan, which willincrease as you approach it (cone of uncertainty). You reserve the right tochange the plan if it’s in the best interests of the project, but with an eye onwhat you’ve promised at a high level.“The timeframe of an agile development project is fixed, whereas thefeatures are variable.”- http://www.allaboutagile.com/agile-principle-4-agile-requirements-are-barely-sufficient/
  • 7. Agile adoption over "Agile & Lean are past the tipping point. Waterfall/RUP is in decline" David Norton, Gartner, Dec 2009.Source: http://www.rallydev.com/learn_agile/agile_for_executives/10 minute Scrum video: http://www.axosoft.com/ontime/videos/scrum

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