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Mitigating Risk with Agile Development
Mitigating Risk with Agile Development
Mitigating Risk with Agile Development
Mitigating Risk with Agile Development
Mitigating Risk with Agile Development
Mitigating Risk with Agile Development
Mitigating Risk with Agile Development
Mitigating Risk with Agile Development
Mitigating Risk with Agile Development
Mitigating Risk with Agile Development
Mitigating Risk with Agile Development
Mitigating Risk with Agile Development
Mitigating Risk with Agile Development
Mitigating Risk with Agile Development
Mitigating Risk with Agile Development
Mitigating Risk with Agile Development
Mitigating Risk with Agile Development
Mitigating Risk with Agile Development
Mitigating Risk with Agile Development
Mitigating Risk with Agile Development
Mitigating Risk with Agile Development
Mitigating Risk with Agile Development
Mitigating Risk with Agile Development
Mitigating Risk with Agile Development
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Mitigating Risk with Agile Development

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Intro to agile from an executive (product management) viewpoint. Some agile history, business objectives and organizational issues.

Intro to agile from an executive (product management) viewpoint. Some agile history, business objectives and organizational issues.

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  • Include “continuous integration” and transparency and surfacing deadwood.
  • Iterative A development process which breaks the finished product into smaller projects (called iterations). The lessons from each iteration are applied in the next and subsequent iterations.WaterfallA sequential software development process where each phase is completed before moving to the next phase: requirements, software design, software development, system test, integration, and maintenance.ScrumA popular agile software development method for project management. Work is delivered in two- or four-week sprints. After each sprint, the team demonstrates their results to the product owner (and others). There's a prioritized backlog of problems to solve.Rapid Application DesignA development methodology that uses CASE (computer-aided software engineering) tools, prototypes, and user-interaction to achieve the goals of high quality and speed.Extreme ProgrammingOne of several agile software development methodologies, prescribing a set of daily stakeholder practices that embody and encourage particular agile values. Proponents believe that exercising these practices—traditional software engineering practices taken to so-called "extreme" levels—leads to a development process that is more responsive to customer needs ("agile") than traditional methods, while creating software of better quality.Test-Driven DevelopmentA software development technique consisting of short iterations where new test cases covering the desired improvement or new functionality are written first, then the production code necessary to pass the tests is implemented, and finally the software is refactored to accommodate the changes.LeanLean manufacturing is the production of goods using less of everything compared to mass production: less human effort, less manufacturing space, less investment in tools, and less engineering time to develop a new product. Lean manufacturing is a generic process management philosophy derived mostly from the Toyota Production System and is often linked with Six Sigma.
  • Toyota success only partially from Lean: flexible team model; willingness to stop production processes; continuously improving quality.Also required a strategic vision: LT thinking about customer needs, e.g. hybrids; packaging/pricing for value; consistent planningDetroit visitors asking to see the rework area in a Toyota plant
  • That said, most companies have or are currently adopting some type of Agile approaches to developmentMore and more large companies have or are going Agile.
  • Note: outsourcing experts tell us that part of their advantage versus internal teams (independent of cost) is that their staff is allowed to focus on ONLY the officially assigned projects and tasks. Internal staff often spends much of their day on non-output-related tasks.
  • Transcript

    • 1. Mitigating Risk with Agile Development
      Rich Mironov
      CMO, Enthiosys
      Sept 15, 2009
      Fairfax, CA
    • 2. About Rich Mironov
      CMO at Enthiosys, agile product mgmt consultancy
      Business models/pricing, roadmaps
      Agile transformation and Interim product exec
      Innovation Games® and customer needs
      Chair of Agile 2009 PM/PO stage
      Repeat offender at software prod mgmt
      Tandem, Sybase, four start-ups
      “The Art of Product Management” and monthly agile product blog
    • 3. What is Agile?
      Umbrella term describing sets of software project management and engineering methods/practices
      Incremental, iterative and collaborative, rather than distinct stages
      More frequent delivery of smaller, valuable increments
      Building quality in, not adding it at the end
      Goal of potentially shippable at every iteration
      Active user involvement (or customer proxy)
      Agile teams must be empowered and self-motivating
    • 4. Discussions about Agile…
      Part philosophy and religion
      Part process, tools, techniques, methods
      Part organizational design
    • 5. Agile is an Umbrella
      agile methods
      Scrum
      Extreme Programming (XP)
      Agile Project Management Framework (APM)
      Crystal Methods
      Dynamic Systems Development Model (DSDM)
      Rational Unified Process (RUP)
      Feature Driven Development (FDD)
      Lean Development
      Rapid Application Development (RAD)

    • 6. Lean Roots
      Roots in Toyota Production System
      “Create a continuous process flow to bring problems to the surface”
      “Level out the workload”
      “Build a culture of stopping to fix problems, to get quality right the first time”
      “Become a learning organization through relentless reflection and continuous improvement”
      Source: Liker, Jeffrey (2004). "The 14 Principles Of The Toyota Way: An Executive Summary of the Culture Behind TPS".
    • 7. The Agile Manifesto (2001)
      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.
      www.agilemanifesto.org
    • 8. 12 Agile Principles
      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 customer's competitive advantage.
      Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter time scale.
      Business people and developers must work together daily throughout the project.
    • 9. 12 Agile Principles
      Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
      The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
      Working software is the primary measure of progress.
      Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
    • 10. 12 Agile Principles
      Continuous attention to technical excellence and 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.
    • 11. Requirements
      Design
      Coding and
      unit test
      System integration & QA
      Operation and maintenance
      Waterfall: Linear, Cascading
    • 12. Agile (Scrum) Model
      Plan out 1-4 weeks work
      Meet daily
      Create product needs
      Review product
      Strategic planning
      Improve process
      After: Gabrielle Benefield
    • 13. Fixed Vs. Variable
      Waterfall
      Agile
      Fixed
      Requirements
      Time
      Resources
      Value
      Driven
      Plan
      Driven
      Estimated
      Features
      Time
      Resources
      The Plan creates cost/schedule estimates
      Release themes and feature intent drive estimates
    • 14. Planning Time Horizons
      many years
      Exec
      Strategy
      years
      Portfolio
      many mons
      PM
      Product
      2-9 mon
      Release
      Dev
      Team
      Sprint
      2 wk
      Daily
    • 15. State of Agile Today
      Most companies early in agile adoption cycle
      Pockets of pioneers
      Often distributed teams
      Some examples of fully scaled-up divisions
      Highlights need for portfolio-level planning
      Data from VersionOne
    • 16. Business Benefits of Agile
      Shorter development cycles
      Strategic flexibility
      Deeper connection and alignment with markets
      Improved team morale
      Greater profitability
      But requires investment, leadership and patience
    • 17. Agile Transformation
      Agile is about changing the way people work
      Not just the tools they use
      Not just units of work or development sequence
      Organizational change takes time
      A successful 300-person Eng team took 18+ months
      Executives need to drive organizational issues and expectations
      Let teams handle their own details
      Plan for outside experts, coaches, instructors
      Some of your team won’t fit with Agile
    • 18. 3 Legs of the Agile Stool
      Management
      Product & Project
      Corporate
      Structure & Culture
      Engineering
      Quantity & Quality
    • 19. Staffing & Resources Allocation
      Executive’s key tasks: build teams, set priorities
      Agile wants stable teams, fewer projects/person
      5-7 core technical members (dev, QA, Ops)
      Strong intra-team leadership (product, program, requirements) may be shared
      Pool of technical experts (architect, UI)
      At your company, how many projects is each developer assigned to? Each architect?
    • 20. Engineering Resource Pool
      Developers
      QA
      Prod
      Mgmt
      SW
      Arch
      Sec
      Arch
      Pgm
      Mgmt
      UI/
      UXD
      Dev Tools / Release Eng
      docs
      TechOps
      Product owner
      Fully dedicated
      Scrum master
      Partlydedicated
      Resource allocation is strategic
    • 21. Whole Product Team
      Most Agilists focus here
    • 22. The Broader Organization
      Agile reaches well beyond development teams
      Dramatic reshaping of product management
      Product Owner is integral to team, but part of PM
      Intensive real-time PO role demands more PM staffing
      Strong impact on Marketing, Sales, Support
      More, faster product deliveries stresses field/channels
      Marketing uses personas/stories to position value
      Roadmap flexibility changes Sales behaviors
      Opportunity for more customer transparency
      Growing interest in applying Agile to other functions
    • 23. Executive Product/Program Mgmt
      As business leaders, we must provide:
      High-level product priorities
      Clear, current, actionable roadmaps
      Moderately stable over time
      Don’t confuse flexibility with anarchy
      Broad and deep market input versus “top-of-mind”
      Planned, strategic, representative
      Program management tools and reporting
      Infrastructure: backlogs, velocity, remote teams…
      New kinds of contention
    • 24. Take-Aways
      The best software organizations using Agile to improve results and internal satisfaction
      Blends methodology, skills, tooling, coaching and company-wide collaborative attitude
      Transformation takes time and resources
      Most impact on Engineering and Product Management
      Keep management attention on roadmap, strategic priorities, high-level goals and metrics
      Empower teams to find their way to success

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