Presentation to PMI Atlanta Chapter Agile LIG

1. Agile Fundamentals

3. PMI Agile LIG

4. PMI Agile CoP

5. PMI Agile Certification“Dennis Stevens helped us align business analysis, architecture, development, QA, support and implementation. He was an advocate for the success of our business" -- Rob Andes, CTO, John Deere Connecting the Strategy and ExecutionHBR: The Next Revolution in Productivity Agile in the Enterprise Core Team Member “In a time growth and change, Dennis Stevens helped us identify and develop the capabilities needed to deliver technology that was critical to our success." -- Mike Rouse, COO, Security First Network Bank Exploiting Agile Development Cutter: Rethinking the Agile Enterprise Agile Business Analysis Agile Extension to the BABOK

6. Agenda Roots of Agile Agile Manifesto Agile Flavors Agile Roles Agile Ceremonies Agile Fundamental Ideas Q&A

7. Agenda Roots of Agile

8. What is Agile? Agile: (adj.) Characterized by quickness, lightness, and ease of movement; nimble. (adj.) Mentally quick or alert. (n.) A group of product development methodologies based on iterative and incremental development, where requirements emerge through feedback with the customer and solutions evolvethrough collaboration between members of self-organizing, cross-functional teams.

9. Predictive Approach The way Traditional, or Predictive Approach, shapes thedefinition of Scope, control of Project Schedule and Cost, and management of the software development process based on roots in scientific management, plan driven management, and manufacturing

10. Predictive ApproachScientific Management Frederick Taylor - 1880’s and 1890’s Transformation of Craft Production into Mass Production Work Simplification Specialization Resource Optimization through Time in Motion Studies Piece-rate pay

11. Initial Benefits in Manufacturing Significant reduction in per unit labor costs Transfer of unskilled agrarian workforce into productive manufacturing resources Standards in productivity Result of Scientific Management in Knowledge Work Low intrinsic value for the skilled worker Low job satisfaction for everyone over time Deskilling and dehumanizing work conditions Increase in management to worker ratio Reduction in innovation Predictive ApproachScientific Management

12. Predictive ApproachPlan Driven Management Henry Gantt in 1918 Henry Ford mass production DoD uses PERT in 1957 PMBOK 1987 Improve predictability and coordination Define all tasks and efforts upfront Provide a governance (coordination and control) mechanism Upfront definition of all tasks and effort estimates

13. Predictive ApproachPlan Driven Management Initial Benefits in Manufacturing Mass production Huge expansion of manufacturing Transformation of world economy Result of Plan Driven Approach in Knowledge Work Gains are lost and losses accumulate Delays in delivery Lack of flexibility Over production of work Stifling of innovation

14. Predictive ApproachWaterfall Documented by Winston Royce in 1970 Reduce cost of change Only proceed to the next phase when the prior phase is complete Early identification of defects Protect the organization from changes in personnel through detailed documentation Protect downstream capacity from flawed product upstream

16. Thorough design of the plant saves costs from miscues

17. Quality control at each step protects downstream capacity

18. Results of Waterfall in Knowledge WorkImplementation details that become known as we progress invalidates earlier design decisions Lack of transparency Poor risk management Residual technical debt “The Blind Men and the Elephant”

19. Predictive Approach A focus on process and tools Comprehensive documentation Detailed upfront definition and strong change control Rigorous adherence to a detailed plan The more projects struggle to more these items are emphasized

20. Agenda Roots of Agile Agile Manifesto

21. 1994Dynamic SystemDevelopment MethodFormalization of RAD Some had been having better success Timeline 2001 Agile Manifesto 1960 1970 1980 1990 2000 1990 - Sutherland & SchwaberScrum PM FrameworkTime-boxed iterations (30 days)Small and co-located, Inspect & adapt Project MercuryNASA 1985BarryBoehmSpiral ModelTeam priorizationbased on risk 1976Tom GilbEVO EvolutionaryProject Manag.- Adaptive iterations- Fast time to value 1995 – Booch,Rumbaugh & JacobsonRational Unified ProcessArchitecture Focus 1996 - Beck,Cunningham & JeffriesExtreme ProgrammingEngineering Practices 1980GeraldWeinbergAdaptiveProgramming:The New ReligionSmall increments,Customer-drivenfeedback Gerald WeinbergIncremental andIterative Development Half-day iterations Test driven development IBM FederalSystems Division:- Incremental & iterative- Feedback-driven requirements- Evolving design & architecture 1986Fred Brooks“No Silver Bullet”Agile Developmentover Waterfal 1997 - Jeff de LucaFeature Driven DevelopmentDeliver tangible, working softwarerepeatedly in a timely manner 1998 - Alistair CockburnCrystal FamilyPeople & Communications, DesignPrinciples, Domains, Bare Sufficiency 1985 - Takeuchi & NonakaThe New New ProductDevelopment Game- Cross-functional team- Self-organizing team- Legitimate power- Sense of mission 2000 – Robert CharetteLean DevelopmentStrategic Focus, Lean Production,Risk Entrepreneurship,Stretch Goals FIRSTGENERATION SECONDGENERATION With the help of LuizCláudioParzianello.

22. What did they have in common? 17 software development thought leaders XP, Scrum, DSDM, Adaptive Software Development, Crystal, FDD, and Pragmatic Programming

23. Agile Manifesto 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 interactionsover process 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.

24. Declaration of Interdependence In 2005, 15 Software Development Project Managers got together to discuss how to Project Management must focus to help deliver value from agile teams.

25. Declaration of Interdependence Agile and adaptive approaches for linking people, projects and valueWe are a community of project leaders that are highly successful at delivering results. To achieve these results: We increase return on investment by making continuous flow of value our focus. We deliver reliable results by engaging customers in frequent interactions and shared ownership. We expect uncertainty and manage for it through iterations, anticipation, and adaptation. We unleash creativity and innovation by recognizing that individuals are the ultimate source of value, and creating an environment where they can make a difference. We boost performance through group accountability for results and shared responsibility for team effectiveness. We improve effectiveness and reliability through situationally specific strategies, processes and practices.

26. Agenda Roots of Agile Agile Manifesto Agile Flavors

27. Agile ApproachesScrum-Roles and Ceremonies Three Roles Product Owner Team (Delivery Team) Scrum Master Artifacts Product Backlog Sprint Backlog Working Tested Deployable Software Ceremonies Sprint Planning Daily Standup Sprint Review Sprint Retrospective

28. Agile ApproachesXP-Technical Excellence Fine scale feedback Pair programming Planning game Test Driven Development Whole Team (Acceptance Tests) Continuous Process Continuous Integration Refactoring Small Releases Coding Standards Shared Understanding Collective Code Ownership Simple Design System Metaphor Programmer Welfare Sustainable Pace

29. Agile ApproachesFeature Driven Development Develop an overall model Develop a high-level model of the system and use peer review and discussion to refine Build a feature list Create a list of features (client valued increment of functionality) from the high level model Plan by feature Progressively elaborate features Design by feature Develop specifications for each feature Build by feature Develop, test, and promote the feature

30. Agile ApproachesKanban-Ongoing Improvement Make Work Visible A more explicit task board than scrum Limit Work in Progress Explicitly limit the number of tasks, stories, features, and epics Help Work to Flow Focus on optimizing for flow – not optimization or number of projects active at a time Make policies explicit Management inclusion Evolutionary change Improve processes using improvement models based on performance data

31. Agenda Roots of Agile Agile Manifesto Agile Flavors Agile Roles

32. Delivery Teams Delivery Team A team that has everything they need to deliver a working increment of tested, documented, deployable software at the end of every sprint.

33. Delivery Teams Delivery Team

34. Delivery Teams Developers

35. Delivery Teams Testers Developers

36. Delivery Teams Analyst Testers Developers

37. Delivery Teams Analyst Testers Developers Specialists

38. Delivery Teams Analyst Testers Developers Generalizing Specialists

39. Delivery Teams Analyst ProcessCoordinator Testers Developers Generalizing Specialists

40. Delivery Teams Analyst CSM Testers Developers Generalizing Specialists

41. Delivery Teams Analyst KanbanMaster Testers Developers Generalizing Specialists

42. Delivery Teams Analyst TeamLead Testers Developers Generalizing Specialists

43. Delivery Teams Analyst Steward Testers Developers Generalizing Specialists

44. Delivery Teams Analyst Scrum Master Testers Developers Generalizing Specialists

45. Scrum Master Ensures the delivery team is functional and productive Facilitates Daily Stand Up Facilitates Sprint Planning Facilitates Sprint Review Facilitates Retrospective Participates in Release Planning Meeting Removes Impediments Facilitates Improvements

46. Product Owner Product Owner Analyst Steward Testers Developers Generalizing Specialists

47. Product Owner Responsible for the business value of the project Ensures the product owner team is functional and productive PO Steward/ rep(s) optionally participate in Daily Stand Up PO Steward and rep(s) prepare for and participate in Sprint Planning PO Steward and rep(s) participate in Sprint Review PO Steward/ rep(s) optionally participate in Retrospective Prepares for and Facilitates Release Planning Meeting Facilitates Product Owner Improvements

48. Product Owner Team Product Owner

50. scope the smallest solution that might possibly deliver on the business value increment,

51. prepare the runway for the delivery teams,

53. Product Owner Team Product Manager

54. Product Owner Team Product Manager Governance

55. Product Owner Team Product Manager Governance Business Analyst

56. Product Owner Team Product Manager Governance Business Analyst UAT / IVV

57. Product Owner Team Product Manager Governance Business Analyst Project Manager UAT / IVV

58. Product Owner Team Product Manager Governance User Experience Business Analyst Project Manager UAT / IVV

59. Product Owner Team Product Manager Steward Governance User Experience Business Analyst Project Manager UAT / IVV

60. Product Owner Team Product Manager Product Owner Governance User Experience Business Analyst Project Manager UAT / IVV

61. Product Owner Team Product Manager Product Owner Governance User Experience Business Analyst Project Manager Delivery UAT / IVV

62. Agenda Roots of Agile Agile Manifesto Agile Flavors Agile Roles Agile Ceremonies

63. Overall Flow

64. Visioning

65. Visioning Product owner Prepares product vision, strategy and goals Participants as needed Everyone proposes a set of Product Stories Not by architecture layer – a discrete set of value Customer value and frequency and business priority Define risks associated stories with the product stories Organizational risk: Does the delivery team do it Technical risk: Do we have the technology to do it Business risk: Do we have clear business outcomes Architecture, UX, and Design Define Architecturally significant stories Perform sufficient design to provide roadmap

66. Release Planning

67. Release Planning Release Planning Inputs A focused goal for the release A prioritized set of user stories – business value ranking Risks associated with the stories Release Planning Process The delivery team assesses the groomed backlog Split the stories into small enough to plan Order the stories into the current release (the smallest product where the benefits outweigh the cost of releasing), the following release, and future releases Prioritize the stories and risks in the current release Plan to address risks ahead of the related stories

68. Specification

70. Product Owner Team works with Delivery Team to prepare Specifications (Acceptance Criteria, Screenshots, Mock-Ups, Use Case Updates, etc.) for Sprint Planning

71. Stories will have sufficient specification to allow teams to adequately plan and commit to the Sprint

73. Daily Standups

74. Sprint Review

75. RetrospectiveNo Surprises

76. Sprint Planning

78. Make sure stories are “ready” to be delivered – identify sufficient stories to fill the next sprint

79. The delivery team will decompose the stories into the tasks required to deliver on the sprint

80. The tasks will be estimated in ideal hours by the delivery team with no task being greater than 6-8 hours

81. The delivery team will include tasks to address risks associated with the stories committed in the sprint

84. These follow the same pattern of drive risk down early and deliver value

85. Everyone commits to attending the daily standup, being “present” during the standup, and engaging to support the team

86. Tasks are pulled – not assigned – in the daily standup

89. The product owner team provides feedback on the product and the success of the delivery team

90. Only 100% completed stories (delivered, tested, deployable, and documented) are presented

92. Retrospective This is attended by the delivery team Three questions: What is working? What is not working? What changes can help the team? Candidly focus on overall performance and identify strategies to improve its processes Review retrospective parking lot items capturing during the sprint The team lead / team coach can make suggestions to the team about improving performance Agree to take explicit actions to improve performance Update documentation in the team room to reflect changes Hold the team accountable for the updated working agreements

93. Agenda Roots of Agile Agile Manifesto Agile Flavors Agile Roles Agile Ceremonies Agile Fundamental Concepts

94. Agile Fundamental Concepts 1. Value Driven Delivery Deliver value by understanding and prioritizing what is important to the customer and the business, providing quality results incrementally, and obtaining feedback to improve the result delivered.

95. Agile Fundamental Concepts 2. Stakeholder Engagement Establishing and maintaining mechanisms that ensure that all current and future interested parties are appropriately participating throughout the lifecycle of the project.

96. Agile Fundamental Concepts 3. Boost Team Performance Boost team performance through creating an environment of trust, learning, collaborative decision making, commitment and conflict resolution, thereby enhancing relationships amongst individual team members.

97. Agile Fundamental Concepts 4. Adaptive Planning Work with the team and the stakeholders to produce and maintain an evolving plan from initiation to close based on goals, business values, risks, constraints, and stakeholder feedback.

98. Agile Fundamental Concepts 5. Problem Detection and Resolution Identify problems, impediments, and risks; determine strategies for dealing with them; and execute the strategy.

99. Agile Fundamental Concepts 6. Continuous Improvement Reflect on performance and improve the quality, effectiveness, and flexibility of the product, process and team and influence the organization in order to better deliver value now and in the future.

100. Agenda Roots of Agile Agile Manifesto Agile Flavors Agile Roles Agile Ceremonies Agile Fundamental Ideas Q&A

101. PMI Agile LIG To participate in the Atlanta Agile Community PMI Atlanta Chapter Agile LIG http://www.pmiatlanta.org Scrum Meet-up http://www.meetup.com/agile-38/ Agile Atlantahttp://www.agileatlanta.org Participate in the Agile PMI Virtual Community http://www.agile.vc.pmi.org Information about certification including reference bookshttp://www.pmi.org/Agile

102. Q&A What questions do you have about Agile?