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It's a Bird, It's a Plan, No It's Superman
It's a Bird, It's a Plan, No It's Superman
It's a Bird, It's a Plan, No It's Superman
It's a Bird, It's a Plan, No It's Superman
It's a Bird, It's a Plan, No It's Superman
It's a Bird, It's a Plan, No It's Superman
It's a Bird, It's a Plan, No It's Superman
It's a Bird, It's a Plan, No It's Superman
It's a Bird, It's a Plan, No It's Superman
It's a Bird, It's a Plan, No It's Superman
It's a Bird, It's a Plan, No It's Superman
It's a Bird, It's a Plan, No It's Superman
It's a Bird, It's a Plan, No It's Superman
It's a Bird, It's a Plan, No It's Superman
It's a Bird, It's a Plan, No It's Superman
It's a Bird, It's a Plan, No It's Superman
It's a Bird, It's a Plan, No It's Superman
It's a Bird, It's a Plan, No It's Superman
It's a Bird, It's a Plan, No It's Superman
It's a Bird, It's a Plan, No It's Superman
It's a Bird, It's a Plan, No It's Superman
It's a Bird, It's a Plan, No It's Superman
It's a Bird, It's a Plan, No It's Superman
It's a Bird, It's a Plan, No It's Superman
It's a Bird, It's a Plan, No It's Superman
It's a Bird, It's a Plan, No It's Superman
It's a Bird, It's a Plan, No It's Superman
It's a Bird, It's a Plan, No It's Superman
It's a Bird, It's a Plan, No It's Superman
It's a Bird, It's a Plan, No It's Superman
It's a Bird, It's a Plan, No It's Superman
It's a Bird, It's a Plan, No It's Superman
It's a Bird, It's a Plan, No It's Superman
It's a Bird, It's a Plan, No It's Superman
It's a Bird, It's a Plan, No It's Superman
It's a Bird, It's a Plan, No It's Superman
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It's a Bird, It's a Plan, No It's Superman

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Agile has bred new ground for Tool vendors, Process Gurus, and other such specialists. However, this influx of “technology” has not created the process improvements promised for most projects. …

Agile has bred new ground for Tool vendors, Process Gurus, and other such specialists. However, this influx of “technology” has not created the process improvements promised for most projects.

In this presentation, we debunk the myth that Agile can be successful in an organization simply by choosing a new tool set or designating Agile Masters of various varieties.

We first review the tools that are useful; they are simple and lightweight. Likewise, metrics are important to understand progress, yet they, too, are simple and lightweight. Several such metrics are suggested, and illustrated with actual project examples to reinforce their value (despite their simplicity).

We move on to suggest management structures that are different from traditional structures, and suggest rationale for the shift. This shift also suggests that well­defined job responsibilities can also interfere with efficiency rather than the opposite technique. It is too easy to suggest seniority aligns with mastery of our discipline, and we outline an efficiency model to judge the individuals.

We conclude with an analysis of the efficiency of creating high­efficiency individuals, and suggest the team environment, not the classroom, is the proper crucible for rapid improvement.

(Presented at Agile India 2013)

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  • 1. It’s a bird...It’s a plane...No, it’s Superman!Fred Georgefredgeorge@acm.org@fgeorge52Copyright © 2009-2013 by Fred George 1
  • 2. Copyright © 2009-2013 by Fred George 2
  • 3. Agile is Productive Traditional Agile 3 Months 12 Months 8 Months............. 5 Months 8 Months $28 / Hour $87 / Hour $2,000,000 6x $1,100,000 <4% ROI 94% ROICopyright © 2009-2013 by Fred George 3
  • 4. Tools...Copyright © 2009-2013 by Fred George 4
  • 5. Tool: Story CardsCopyright © 2009-2013 by Fred George 5
  • 6. Tools: Card Wall (Bangalore)Copyright © 2009-2013 by Fred George 7
  • 7. Measure Stories...Copyright © 2009-2013 by Fred George 11
  • 8. Tool: ExcelCopyright © 2009-2013 by Fred George 12
  • 9. Omio - Mobile Phone Site Omio - Finger Chart 450 400 350 300 250 # of cards 200 150 100 50 0 Ju 1 r-2 Ap 9 Ju 4 M -7 Ap 6 Ap 3 0 Ju 8 25 Fe 2 Fe 0 27 M 2 M 9 6 M 4 M 1 8 l-2 l-9 Fe 5 M 5 1 r- n- r-1 r-2 r-3 1 1 2 -1 -1 -2 -1 -2 -2 b- - ay ar n- n- n- b- b- b- Ju Ju Ap Ap Ju ar ar ar ay ay ay Fe M M Customer/Closed BA/QA DevComplete In Progress Defined/Ready Pre-Defined Descoped/parkedCopyright © 2009-2013 by Fred George 13
  • 10. Omio - Mobile Phone Site Omio - Highlight - 4 iterations 300 290 280 270# of cards 260 250 240 230 Jun-18 Jun-20 Jun-24 Jun-26 Jun-30 Jul-2 Jul-4 Jul-8 Jul-10 Jul-14 Customer/Closed BA/QA DevComplete In ProgressCopyright © 2009-2013 by Fred George 14
  • 11. Game Parts (Xiamen)Copyright © 2009-2013 by Fred George 15
  • 12. Game Parts (Xiamen)Copyright © 2009-2013 by Fred George 16
  • 13. Product Requests (London)Copyright © 2009-2013 by Fred George 17
  • 14. Management...Copyright © 2009-2013 by Fred George 18
  • 15. Manager Traditional AgileCopyright © 2009-2013 by Fred George 19
  • 16. Guns,Germs, andSteelCopyright © 2009-2013 by Fred George 20
  • 17. LeaderCopyright © 2009-2013 by Fred George 21
  • 18. You Have to Look Busy 300Copyright © 2009-2013 by Fred George 22
  • 19. You Have to Look Busy 300 40Copyright © 2009-2013 by Fred George 22
  • 20. Omio - 10 WeeksCopyright © 2009-2013 by Fred George 23
  • 21. Titles versus Reality Manager Tech Lead Designer Developer Tester Analyst Dave ✓ ✓ ✓ ✓ George ✓ ✓ ✓ ✓ Fred ✓ ✓ ✓ ✓ ✓ ✓ Paul ✓ ✓ ✓ Sarah ✓ ✓ ✓ ✘ JeremyMatt (client) ✓ ✓Copyright © 2009-2013 by Fred George 24
  • 22. People...Copyright © 2009-2013 by Fred George 25
  • 23. Copyright © 2009-2013 by Fred George 27
  • 24. Master Journeyman ApprenticeCopyright © 2009-2013 by Fred George 28
  • 25. 125% 100% 75% 50% 25% 0% Tools Process Management SkillsCopyright © 2009-2013 by Fred George 29
  • 26. Copyright © 2009-2013 by Fred George 30
  • 27. Master 2Y ear s- Ne ver Journeyman on ths 2- 6MApprentice Copyright © 2009-2013 by Fred George 31
  • 28. Training ProcessCopyright © 2009-2013 by Fred George 32
  • 29. Waste (no learning)Copyright © 2009-2013 by Fred George 33
  • 30. Learning...Copyright © 2009-2013 by Fred George 34
  • 31. “Fix the Furniture”Copyright © 2009-2013 by Fred George 35
  • 32. Learning...Copyright © 2009-2013 by Fred George 36
  • 33. ... and More LearningCopyright © 2009-2013 by Fred George 37
  • 34. Lies of SpreadsheetsCopyright © 2009-2013 by Fred George 38
  • 35. No FunnelsCopyright © 2009-2013 by Fred George 39
  • 36. Work People Daily!Copyright © 2009-2013 by Fred George 40

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