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How and Why to become Agile

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Presentation to the BCS Project Management Special interest group "How and Why to become Agile" (Software Development).

Presentation to the BCS Project Management Special interest group "How and Why to become Agile" (Software Development).

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How and Why to become Agile How and Why to become Agile Presentation Transcript

  • Project Management briefing Why and How to become Agile Allan Kelly - www.allankelly.net Software Strategy Ltd September 2008
  • Allan Kelly, BSc, MBA 10+ years as developer  6+ years managing/consulting  Author:  Changing Software  Development: Learning to be Agile, Wiley 2008. Training, coaching & Interim Management for companies adopting Agile software development (or just wanting to better software development)
  • Summary What is Agile?  Why go Agile?  How to go Agile?  Project Managers?  The end of Project Management as we know it?  Does a Scrum Master replace a Project  Managers? PRINCE 2 and Agile? 
  • SaaS SOA What is Agile? Virtualisation Stand up meetings Onsite customer Extreme Programming XP TDD Crystal Iterations Hacking Retrospectives Scrum Sprints Chaos Refactoring Lean Index cards DSDM Pair Programming Behaviour Driven Development Unit Testing Feature Driven Development
  • Three test of Agile Is the team delivering business value to the 1. customer (market) ? Is the team learning, changing and 2. improving? When the consultants, trainers and coaches 3. who introduced Agile leave, are you still Agile?
  • Agile context More prescriptive Builds on a  foundation of XP Scrum learning and … improvement Are you learning Agile  and improving? Lean thinking Organizational Learning More philosophical
  • Why go Agile?
  • Value delivery Agile Waterfall
  • Value delivery Agile Waterfall
  • Benefits Business Technical benefits   Working software sooner Fewer bugs to fix   More flexibility Design evolves    No big up front design Higher quality   Improve design as you More short term  go predictability  Don’t get caught by  But then, you never your own mess really had long term predictability Continually working code  Business demands Know where you are   change
  • Why go Agile? Question  What if your competitors go Agile and you don’t?  What if your competitors  Reduce their costs then their prices  Improve their time to market  Launch new products  If the benefits of Agile are real  You don’t have a choice 
  • How? Learning  Learning is change  Change is learning 
  • Top-Down or Bottom-Up? Increasingly find it here You need both! Origins of Agile
  • Step 1: Open the debate Evangelise ideas - get people talking  Buy the books  Set up a talk programme  Get outside speakers to talk about how they do it  Talk about how you do it  Training e.g. TDD, Project Management  Retrospectives and Future-spectives 
  • Step 2: Quality Quality is Free  Quality opens the door to everything else 
  • Traditionally Test at the end Until we get bored, Test Code, code, code…. run out of money or excuses Test Test Test Test Test Fix Fix Fix Fix Fix Feature complete We depend on test because quality low  We try to inspect quality into the product  We can’t release until we get through test  The more we test, the more bugs we find 
  • Quality makes all things possible Test Test Test Test Overlapping Code Code Code Code phases Integrate Integrate Integrate Integrate Delivery 1 Delivery 2 Changed Delivery 3 our mind… Little and often  Deliver anytime  Business reaction?  Requirements can change  Predictable deliveries 
  • The Alignment Trap Highly aligned First get activities  ‘Alignment trap’ ‘IT Enabled effective Doing the right thing 11% companies growth’ +13% IT spending 7% companies Agile moves from  -14% 3 year sales -6% IT spending ‘Maintenance’ to ‘Well- growth +35% 3 year oiled’ sales growth Then think about what  ‘Maintenance ‘Well-oiled IT’ zone’ 8% companies you are doing 74% companies -15% IT spending Requirements, Avg IT spending +11% 3 year  -2% 3 year sales sales growth governance comes Less growth second aligned Doing things right Less More Effective Effective Source: Shpilberg, Berez, Puryear, Shah: MIT Sloan Review, Fall 2007
  • The Project Managers role Agile doesn’t specify one  Neither does XP, Scrum, Crystal, ….  No management roles specified  Self-organising teams  Trust in developers  Remember: Agile started bottom-up  But our organizations need management! 
  • Project Manager is not… Scrum Master Product Owner   Master is facilitating role Different skill set!   No authority Different training   Not an organiser Business Analyst or   Product Manager Team Coach  No!  •Roles may over lap - even merged on small projects •But they are different roles
  • Project Managers refactored If you are a project manager:  List all the things you do 1. Cross off the ones what don’t happen in an Agile 2. environment, e.g. drawing GANTT charts Organisations have Project Managers for a  reason What are they?  Does Agile remove the reasons?  How else might the organization be structures? 
  • Somebody needs to do Risk identification and management  Budget monitoring  Intra-project co-ordination  Communication to organization and  stakeholders And other stuff project managers do! 
  • Opportunities Skills & experience of Project Managers still  valuable Leading the Agile change  Expand role to line management?  (Agile doesn’t detail this either)  Change to Scrum Master?  Change to Product Management? 
  • Agile & PRINCE 2? Common values  XP in the Work Package  Tailoring  Management by rhythm?  DSDM Atern  PRINCE 2 complaint Agile method  But… PRINCE 2 control structures can be  heavy and overwhelming
  • Thank you Any questions?  Allan Kelly Web: http://www.allankelly.net Blog: http://blog.allankelly.net Changing Software Development: Learning to be Agile John Wiley & Sons, 2008