Ipma scrum keynote

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Ipma scrum keynote

  1. 1. Agile, and Scrum © 2013 SolutionsIQ. Author: Dhaval Panchal
  2. 2. Dhaval Panchal (twitter: @dhavalpanchal) • Certified Scrum Trainer • Certified Scrum Coach • Process Zombie detector Favorite Quote: “Stick to the basics and when you feel you have mastered them it’s time to start all over again, begin anew –again with the basics- this time paying more attention.” – anonymous © 2013 SolutionsIQ. Author: Dhaval Panchal
  3. 3. Agenda • Why Agile? • How is Agile different? • What is Agile, and Scrum framework? • Agile transformation guidelines © 2013 SolutionsIQ. Author: Dhaval Panchal
  4. 4. Practicing Agile approaches for > 1 year6-12 months< 6 months Agile Poll © 2013 SolutionsIQ. Author: Dhaval Panchal
  5. 5. “Agile is a fad, we just have to wait this one out” TrueMaybeFalse Agile Poll © 2013 SolutionsIQ. Author: Dhaval Panchal
  6. 6. “We are huge fans of agile, and are using it in our most critical programs” CIO, Roger Barker [Source: ComputerWorld, Fed Turns to agile development as budget cuts loom, Janurary 22, 2013] © 2013 SolutionsIQ. Author: Dhaval Panchal
  7. 7. Federal Agencies implementing Agile © 2013 SolutionsIQ. Author: Dhaval Panchal
  8. 8. “Early and frequent customer involvement enables Agencies to ensure that systems being developed actually meet the needs of the mission” Source: Information Week, August 14, 2013: “Why feds are embracing agile” © 2013 SolutionsIQ. Author: Dhaval Panchal
  9. 9. Section 804 - An Agile law (a) NEW ACQUISITION PROCESS REQUIRED—The Secretary of Defense shall develop and implement a new acquisition process for information technology systems. .... (2) be designed to include— (A) early and continual involvement of the user; (B) multiple, rapidly executed increments or releases of capability; (C) early, successive prototyping to support an evolutionary approach; and (D) a modular, open-systems approach National Defense Authorization Act 2010, Section 804 © 2013 SolutionsIQ. Author: Dhaval Panchal
  10. 10. SolutionsIQ Clients © 2013 SolutionsIQ. Author: Dhaval Panchal
  11. 11. 7th Annual State of Agile Survey VersionOne © 2013 SolutionsIQ. Author: Dhaval Panchal
  12. 12. How is Agile different? © 2013 SolutionsIQ. Author: Dhaval Panchal
  13. 13. Agile vs. Waterfall : Key Difference Source: Indeed.com : Trends, September 09. 2013 © 2013 SolutionsIQ. Author: Dhaval Panchal
  14. 14. Waterfall Characteristics • Phased-gated approach • Large batch hand- offs • Centralized Control © 2013 SolutionsIQ. Author: Dhaval Panchal
  15. 15. Agile vs. Waterfall: Characteristics Agile ____ Waterfall ____ © 2013 SolutionsIQ. Author: Dhaval Panchal
  16. 16. - Adapted from Geoffrey Moore’s Crossing the Chasm: Technology Adoption Life Cycle Image Source: www.whiteafrican.com IT industry is here Enthusiasts Visionaries Pragmatists Government IT is here Conservatives Skeptics Agile adoption cycle Where is your organization? © 2013 SolutionsIQ. Author: Dhaval Panchal
  17. 17. What is Agile? What is Scrum? © 2013 SolutionsIQ. Author: Dhaval Panchal
  18. 18. Scrum Crystal Lean DSDM FDD AGILE © 2013 SolutionsIQ. Author: Dhaval Panchal
  19. 19. The 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 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
  20. 20. Principles behind the Agile Manifesto* 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4. Business people and developers must work together daily throughout the project. 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 7. Working software is the primary measure of progress. 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 9. Continuous attention to technical excellence and good design enhances agility. 10. Simplicity--the art of maximizing the amount of work not done--is essential. 11. The best architectures, requirements, and designs emerge from self-organizing teams. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. * www.agilemanifesto.org/principles
  21. 21. Source: VersionOne © 2013 SolutionsIQ. Author: Dhaval Panchal
  22. 22. Scrum Based on Industry accepted best practices, used to develop complex products since the early 1990’s “It is what we already do, when our back is against the wall” - James Coplien © 2013 SolutionsIQ. Author: Dhaval Panchal
  23. 23. Scrum Framework © 2013 SolutionsIQ. Author: Dhaval Panchal
  24. 24. Framework You can employ various processes and techniques NOT A PROCESS for building products © 2013 SolutionsIQ. Author: Dhaval Panchal
  25. 25. Empirical Process Control • Inspection • Adaptation • Transparency © 2013 SolutionsIQ. Author: Dhaval Panchal
  26. 26. Incremental © 2013 SolutionsIQ. Author: Dhaval Panchal
  27. 27. Iterative © 2013 SolutionsIQ. Author: Dhaval Panchal
  28. 28. Time Box Scrum employs time boxes to create regularity © 2013 SolutionsIQ. Author: Dhaval Panchal
  29. 29. Predictable © 2013 SolutionsIQ. Author: Dhaval Panchal
  30. 30. Controls Risk Controls Risk © 2013 SolutionsIQ. Author: Dhaval Panchal
  31. 31. PULL PULL © 2013 SolutionsIQ. Author: Dhaval Panchal
  32. 32. The Scrum Team The Scrum Team © 2013 SolutionsIQ. Author: Dhaval Panchal
  33. 33. Self Organizing Cross Functional © 2013 SolutionsIQ. Author: Dhaval Panchal
  34. 34. ScrumMaster Role Servant as a leader Responsible to ensure scrum framework is understood and followed © 2013 SolutionsIQ. Author: Dhaval Panchal
  35. 35. Delivery Team Role Responsible to do quality work in a predictable manner © 2013 SolutionsIQ. Author: Dhaval Panchal
  36. 36. Product Owner Role Responsible to maximize value of the work that the Scrum team does © 2013 SolutionsIQ. Author: Dhaval Panchal
  37. 37. Scrum Roles Delivery Team Product Owner Scrum Master Commitment Focus Openness Respect Courage The Scrum TeamOther SME’s, Teams (dependency management) Sponsors Stakeholders External Stakeholders ScrumMaster Orbit © 2013 SolutionsIQ. Author: Dhaval Panchal
  38. 38. Dynamic Meta-Stable States © 2013 SolutionsIQ. Author: Dhaval Panchal
  39. 39. Agile Transformation © 2013 SolutionsIQ. Author: Dhaval Panchal
  40. 40. 14 Challenges © 2013 SolutionsIQ. Author: Dhaval Panchal
  41. 41. © 2013 SolutionsIQ. Author: Dhaval Panchal
  42. 42. Satir Change Model Image source: http://stevenmsmith.com/ar-satir-change-model/ © 2013 SolutionsIQ. Author: Dhaval Panchal
  43. 43. Transformation Agents • Champions • Training • Coaches • Peers • Mentors • Communities • Fun! © 2013 SolutionsIQ. Author: Dhaval Panchal
  44. 44. Organizations do not change, people change. When enough people have changed the organization has changed. © 2013 SolutionsIQ. Author: Dhaval Panchal
  45. 45. Yelling at people to change works MostlySometimesRarely Not just a process change © 2013 SolutionsIQ. Author: Dhaval Panchal
  46. 46. Impediments, when removed boost team morale MostlySometimesRarely Not just a process change © 2013 SolutionsIQ. Author: Dhaval Panchal
  47. 47. Change is fostered when learning through experimentation is encouraged MostlySometimesRarely Not just a process change © 2013 SolutionsIQ. Author: Dhaval Panchal
  48. 48. An organization through a successful Agile transformation will work and feel very different from its former self MostlySometimesRarely Not just a process change © 2013 SolutionsIQ. Author: Dhaval Panchal
  49. 49. What kind of information, structure and support can be provided to help change process? © 2013 SolutionsIQ. Author: Dhaval Panchal
  50. 50. Top 10 Effective Practices © 2013 SolutionsIQ. Author: Dhaval Panchal
  51. 51. Sustained Executive Support Why? • The single purpose, cause or belief that serves as unifying, driving and inspiring force HOW? • Guiding principles or actions an organization takes to bring to life their why? • Strategies What? • Tactics • Everything tangible an organization says or does. (example: Agile Development or scrum) © 2013 SolutionsIQ. Author: Dhaval Panchal
  52. 52. Transformation strategies © 2013 SolutionsIQ. Author: Dhaval Panchal
  53. 53. Planting Seeds • Soft touch approach; giving permission to practice Agile approaches • Enabling grassroots transformation • Least investment • No real urgency for change • Not all seeds germinate © 2013 SolutionsIQ. Author: Dhaval Panchal
  54. 54. “Burn the boats” : All-in pattern • Signals management commitment • It may hurt a lot, but not for long • Resistant skepticism is short lived • Too much change too fast • Weak Agile mechanics implementation • “Sheep-dipping” © 2013 SolutionsIQ. Author: Dhaval Panchal
  55. 55. Pilot team • Proves to skeptics that Agile approaches can work in organization • Builds Agile champions for future teams • Management gains experience about scope of change involved • (aka, Management building courage) • Takes longer to start small and scale • Anti-bodies destroy foreign element © 2013 SolutionsIQ. Author: Dhaval Panchal
  56. 56. Rolling Wave • Program approach towards Agile transformation • Few teams at a time with built in coaching support • Large transformations efforts • Necessary to build organization coaching and training competency • Probable assassination of Agile spirit by middle- management • Must tackle organizational fiefdoms © 2013 SolutionsIQ. Author: Dhaval Panchal
  57. 57. - Adapted from Geoffrey Moore’s Crossing the Chasm: Technology Adoption Life Cycle Image Source: www.whiteafrican.com PlantSeeds PilotTeam “Burn the boats” / All-In Rolling Wave Agile Adoption Strategies © 2013 SolutionsIQ. Author: Dhaval Panchal
  58. 58. It is in the doing of the work that we discover the work that we must do. Doing exposes reality - Maxims, Woody Zuill © 2013 SolutionsIQ. Author: Dhaval Panchal
  59. 59. Contact • Email: drpanchal@solutionsiq.com • Blog: www.dhavalpanchal.com • Twitter: @dhavalpanchal • Linkedin: http://www.linkedin.com/in/dhavalpanchal © 2013 SolutionsIQ. Author: Dhaval Panchal

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