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Agile in 90minutes
 

Agile in 90minutes

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What is Agile? Why go Agile? How Agile works. How to Change.

What is Agile? Why go Agile? How Agile works. How to Change.
A whistle stop tour

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    Agile in 90minutes Agile in 90minutes Presentation Transcript

    • The  90  minute  guide  to  Agile  or  What  is  Agile?  Why  should  we  be  Agile?  How  do  we  become  Agile?   allan  kelly   Twi+er:  @allankellynet   h+p://www.allankelly.net   h+p://www.so6warestrategy.co.uk  
    • Allan  Kelly   Director,  So6ware  Strategy  Ltd   –  ConsulAng  &  Training  for  Agile  Author   –  Changing  So:ware  Development:  Learning   to  be  Agile  (2008,  Wiley)   –  Business  Pa8erns  for  So;ware  Developers   (2012,  Wiley  -­‐  ISBN:  978-­‐1119999249)     97  Things  Every  Programmer  Should  Know   Henney,  2010   Context  EncapsulaGon  in   PaHern  Languages  of  Program  Design     Volume  5,  2006  (c)  Allan  Kelly   h+p://www.so6warestrategy.co.uk   2  
    • Agenda…  •  What  is  Agile?  •  Why  go  Agile?  •  How  do  you  do  Agile?  •  How  do  I  change  to  Agile?   …  90  minutes!  
    • What  is  Agile?  (c)  Allan  Kelly   h+p://www.so6warestrategy.co.uk   5  
    • Agile  manifesto  (2001)   We  are  uncovering  be+er  ways  of  developing  so6ware  by   doing  it  and  helping  others  do  it.  Through  this  work  we  have   come  to  value:     •  Individuals  and  interacAons  over  processes  and  tools   •  Working  so6ware  over  comprehensive  documentaAon   •  Customer  collaboraAon  over  contract  negoAaAon   •  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  le6  more.   www.agilemanifesto.com  (c)  So6ware  Strategy  Ltd.   6  
    • Professor  Donald  Sull  of  the  London  What?   Business  School  …  defines  [Agility]   as  a  company’s  ability  Defining  Agile   consistently  to  iden@fy  and   seize  opportuniAes  more   quickly  and  effec@vely  than   rivals.  Agile  is  what  both  the  latest   business  strategy  and   so6ware  development   methodology  aspire  to  be.   Financial  Times,  20  November,  2007,  “Agility:   Flexibility  takes  over  from  planning”  (c)  Allan  Kelly   h+p://www.so6warestrategy.co.uk   7  
    • Agile,  Agile  methods  &  Agile  toolkit   The  State  of  Agile   •   Quick  on  our  feet   (our  objecAve)   •   Deliver  quickly   •   Respond  to  change  rapidly   •   Seize  opportuniAes   Kanban   Agile  Methods   ...   DSDM   Promise  to  create  the  state  of  Agile   Scrum   XP   Xanpan   •   Test  Driven  Development,  Refactoring   The  Agile   •   IteraAons,  Time  boxing   Toolkit   •   User  Stories,  Feature  injecAon   •   RetrospecAves,  ....  (c)  Allan  Kelly   h+p://www.so6warestrategy.co.uk   8  
    • Why  Agile?  (c)  Allan  Kelly   h+p://www.so6warestrategy.co.uk   9  
    • Why  Agile?   Process  change  follows  technology  change   1972   2002   2012   Database   IMS   SQL,  Oracle   NoSQL   Language   Cobol,  Fortran   Java,  C++   Ruby,  JavaScript   Display   Green  screen   Web   iPad   OS   OS/360   Windows  NT/XP   Linux   Internet  nodes   23  (March)   Millions   5  Billion  ?  (c)  Allan  Kelly   h+p://www.so6warestrategy.co.uk   10  
    • Why  be  Agile?   •  Reduce  costs   •  Reduce  risk   •  Avoid  failure   •  ProducAvity   •  TINA  ?   –  The  only  game  in  town   –  Agile  is  state  of  the  art   •  Fashion?   –  Everyone  else  is  doing  it?  (c)  Allan  Kelly   h+p://www.so6warestrategy.co.uk   11  
    • Why  Agile?   It’s  the   business,  stupid   I  can’t  think  of  anything  more   important  than  building  an   agile  company,  because  the   world  changes  so  quickly  and   unpredictably   Michael  A  Cusumano   DisAnguished  Professor  of  Management  at   the  MIT  Sloan  School  of  Management  
    • Why  be  Agile?   •  Greater  flexibility   –  World  doesn’t  stop   •  Faster  to  market   –  Seize  compeAAve  opportuniAes   –  Faster  return  on  investment   •  Faster  validaAon  of  market   –  Fail  fast,  fail  cheap  (c)  Allan  Kelly   h+p://www.so6warestrategy.co.uk   13  
    • Why  be  Agile?   •  Customers  prefer  it   –  Flexibility   –  No  arguing  over  requirements  in/out   –  Time  to  market   –  OpportuniAes  to  conAnue,  stop,  change   •  Enable  new  business  models  (c)  Allan  Kelly   h+p://www.so6warestrategy.co.uk   14  
    • Why  be  Agile?   Today   Tomorrow   •  Agile  means  be+er   •  Agile  creates  new   •  Be+er  delivery   opportuniAes   •  Win  new  clients   •  New  compeAAve   •  Reduce  risk   advantages   •  New  business  models  (Lean   •  Reduce  failure   Start  Up)   •  IT  as  enabler   •  BeHer  is  entry  level  (don’t   –  Not  a  blocker   leave  home  without  it)   –  Realize  true  value  of  IT  (c)  Allan  Kelly   h+p://www.so6warestrategy.co.uk   15  
    • Why  be  Agile?   What  do  they  know?   One  more  thing….  a  BIG  risk?     Are  they  take   Stealing  an  advantage?   Your   compeAtors   are  doing  this  (c)  Allan  Kelly   h+p://www.so6warestrategy.co.uk   16  
    • How  do  we  do  Agile?  (c)  Allan  Kelly   h+p://www.so6warestrategy.co.uk   17  
    • Principles:  So6ware  development  •  Has  diseconomies  of  scale   –  So  small  batch  size  •  Fixing  bugs  is  expensive   –  So  high  quality  is  important  •  DocumentaAon  is  expensive   –  So  minimize  it  •  Things  change   –  So  start  small  &  grow   €   –  Strive  for  adaptability  over  adapted   –  Deliver  fast,  learn,  iterate  
    • Release  Usually  looks  like  this  (Scrum/XP)   Demo   Wednesday   Tuesday   Monday   Friday   Thursday   Work   Wednesday   Tuesday   Monday   Friday   Thursday  
    • Everything  in  IteraAon   Releasable  at  end  of  IteraAon   Developers: Coding, Design & Unit Testing even  if  not  releases   Product Owner: Requirement discover & explanation Testers: Automated & Exploratory testing Wednesday Wednesday Thursday Thursday Tuesday Tuesday Monday Monday Friday Friday
    • Project  constraints  Product   Resources  Owner   Features   (People)  needs  to  make  these  trade  offs   Fixed  over   Cost  =     short  run   Resources  x  Time   (Brooks  Law)   Quality  =  free   Time   Scope  Creep  –   run  backwards   Time  boxed   21  
    • Looks  like  this  
    • Burn-­‐down  chart   Basic  Product  Burn-­‐Down  Chart  250  200  150  100   50   0   1   2   3   4   5   6   7   8   9   10   11   12   Itera@on   Work  to  do  (c)  So6ware  Strategy  Ltd.   23  
    • Burn-­‐Up,  Burn-­‐Down   Burn-­‐Up,  Burn-­‐Down  250  200  150  100   50   0   1   2   3   4   5   6   7   8   9   10   11   12   13   14   Itera@on   Series5  (c)  So6ware  Strategy  Ltd.   24  
    • Invest  in  Technical     So6ware  Cra6smanship   –  Take  quality  seriously   Images  from  Wikipedia  under  GNU   documentaAon  license.  
    • This  means  Change!   Erh….  How  do  I  do  that?   "I  cant  understand  why   people  are  frightened  of   new  ideas.  Im   frightened  of  the  old   ones.”     John  Cage  (c)  Allan  Kelly   h+p://www.so6warestrategy.co.uk   26  
    • How?  •  A  story….   Hard  to  imagine   [Agile]  has  changed   there  was  a  world   the  way  we  run  the   before  Agile   company   Main  benefit:  Time  to  market.   I  don’t  know  how  we  would   have  done  it  without  Agile  
    • 3  Sided  coaching   What  is  the  company  making?   How  is  the  company  organized?   Advice  for  senior  managers   Company:  Strategy   What  processes  are  followed?   Are  you  delivering?   Product:  Process   Advice  for  teams   What  is  the  architecture?  Is  the   code  tested?    Are  you  finding   Code:  Technical   bugs?   Advice  for  programmers  
    • Who’s  on  first?   Michael   Barri+   Benjamin   Mitchell   Company:  Strategy   Allan  Kelly   Product:  Process   Code:  Technical   Jon  Jagger   Nancy  Van   Schooenderwoert  
    • Training  +  Coaching   Light  touch   coaching  1.  Agile  FoundaAons  training  workshop  2.  Process/Product  Coaching  (ongoing)  3.  Test  Driven  Development  Workshop  4.  Technical  Coaching  (ongoing)  
    • Don’t  push  change  -­‐  Let  them  pull!  •  Management  job  is  not  to  push  change   –  Inspire  people  to  want  change   –  Support  people,  give  them  the  tools  
    • And  markeAng  MarkeGng  know  what  product  needs  building  Engineering  build  it   You  know  your  doing  something  •  Important  to  link  up   right  when  you  get  copied…   markeAng  engineering  •  Build  the  right  thing,   build  it  right  
    • And  Time    (the  4th  dimension)   •  Don’t  expect  it  all  at  once   •  Different  people  learn  at   different  speeds   •  Iterate   –  Li+le  and  o6en  
    • Agile  Spectrum   35  
    • The  Alignment  Trap   Highly   aligned   ‘Alignment  trap’   ‘IT  Enabled  growth’   11%  companies   7%  companies   Doing  the  right  things   +13%  IT  spending   -­‐6%  IT  spending  Source:  Shpilberg,  Berez,  Puryear,  Shah:   -­‐14%  3  year  sales   +35%  3  year  sales   growth   growth   2  MIT  Sloan  Review,  Fall  2007   ‘Maintenance  zone’   ‘Well-­‐oiled  IT’   74%  companies      1   8%  companies   Avg  IT  spending   -­‐15%  IT  spending   -­‐2%  3  year  sales   +11%  3  year  sales   Less   growth   growth   aligned   Doing  things  right   Less   More     EffecAve   EffecAve  
    • Thank  you!  allan  kelly  So6ware  Strategy  Ltd.  www.so6warestrategy.co.uk/allankelly    allan@allankelly.net  Twi+er:  @allankellynet  (c)  Allan  Kelly   h+p://www.so6warestrategy.co.uk   37