• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Agile Principles, Agile People
 

Agile Principles, Agile People

on

  • 2,386 views

A presentation given to introduce Agile to an audience that did not know too much about it. Comparing Lean & Agile was a secondary goal of the talk.

A presentation given to introduce Agile to an audience that did not know too much about it. Comparing Lean & Agile was a secondary goal of the talk.

Statistics

Views

Total Views
2,386
Views on SlideShare
2,373
Embed Views
13

Actions

Likes
6
Downloads
78
Comments
0

1 Embed 13

http://www.linkedin.com 13

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • Tom DeMarco: “In big companies, it’s often more acceptable to be wrong than it is to be uncertain.”
  • JIM HIGHSMITH (Agile Objections) BMW uses simulations in its design process to improve car crashworthiness — 91 simulations, two real crashes, 30% improvement in design, 2.5 days per simulated crash versus 3.8 months (for simple tests) — and the 91 simulations cost less than the two real crashes. BMW engineers found that these low-cost iterations changed design processes. In fact, they found that when experiments can be done in 2.5 days rather than 3.8 months, it drastically changes how their engineers approach design. Engineers begin to practice design by experimentation rather than design by anticipation (up-front design). The BMW designers often found that the experiments taught them very quickly that their anticipatory designs were wrong.
  • Light-Touch Leadership means that decision making is delegated to the lowest level possible and as many decisions as possible are delegated to the team-Poppendieck summarized this history into three styles of leadership: 1) Old “Dictator” Style: “Do it my way…”; 2) 1980s “Empowerment” Style: “Do it your way... ”; 3) Lean Style: “Follow me…and let’s figure this out together.” Within the Toyota Production System, the role of the leader is: 1.to act as a teacher; 2.to get each person to take the initiative to solve problems and improve his or her job; and 3.to ensure that each person’s job is aligned to provide value for the customer and prosperity for the company
  • Remove queues and delays. Buffers.Balance demand against throughput
  • Kanban process: a set of policiesKanban enable incremental changes, with reduced political risks and minimal resistance.Cadence: delivery, prioritizaton, retrospective can each have their own cadence
  • Pull without input from a manager
  • it isn’t easy to ignore a blocked and work on something else
  • it isn’t easy to ignore a blocked and work on something else

Agile Principles, Agile People Agile Principles, Agile People Presentation Transcript

  • AgilePrinciplesAgilePeople
    Gaetano Mazzanti
    Gama-Tech
  • > “Hello, I’m Agile”
  • “and I’m not alone”
  • project
    product
    Agile is aboutchange
    culture
    people
    organization
  • Processes
    and Tools
    Comprehensive
    Documentation
    a recipe for success?
    Following
    a Plan
    Contract
    Negotiation
  • “all you need is a good process and good tools”
    “even monkeys could write good software”
  • requirements
    design
    implementation
    testing
    do you spot any problem?
  • ODYSSEY
    SOFTWARE
    A
    Processes and Tools
    Contract Negotiation
    Comprehensive Documentation
    Following a Plan
  • 31%
    ofprojectscancelled
    53% challenged
    1994 Chaos Report(Standish Group)
  • why projects fail:
    lack ofuserinput
    incomplete requirements
    changing requirements
    1994 Chaos Report(Standish Group)
  • 45%
    offeatures are neverused
    2002 Chaos Report(Standish Group)
  • software is about learning, continuously
    planning is guessing
    estimating is not
    committing
  • MANIFESTO
    AGILE
    2OOI
    :
    Individuals and Interactions
    Working Software
    Customer Collaboration
    Responding to Change
    over Processes and Tools
    over Comprehensive Documentation
    over Contract Negotiation
    over Following a Plan
  • Agile timeline
    Edward
    Deming
    theory of
    constraints
    crystal
    new new product development
    1993
    DSDM
    lean
    thinking
    complex
    adaptive
    systems
    1996
    Agile manifesto
    2001
    lean
    development
    2004
    queueing
    theory
  • “I don’t know what I want,but I know how to get it”
    Johnny Rotten
    Sex Pistols
  • delivervalue in small evolutionarysteps
    delay commitment, makedecisionsat the last responsible moment
    build in qualityonlywhatisneeded andonlywhenisneeded
    makeproject statustransparent and visible,highlightissues and impediments
  • XP
    rebellious and prescriptive (!)
    on site customer
    frequent small releases
    small colocated teams
    pair programming
    unit tests / TDD
    refactoring
    ...
  • flattening the cost of change
    traditional
    cost of change
    Agile
    time
  • Scrum
    used by 58% of Agile adopters
    2010 State of Agile Development Survey
    cross-functional team
    timeboxed iterations
    (sprints)
    split & prioritize
  • Scrum
    product
    owner
    standup
    meeting
    scrum
    master
    product
    backlog
    sprint
    backlog
    team
    sprint
    deliverable
    demo & retrospective
  • frequent and repeated success builds trust and motivation
    manager
    coach
    servant
    guidance
    provides
    feedback
    enable excellence
    connects the team to the business
    team
    trusted
    respected
    supported
    work autonomously
    makes allday-to-day decisions
    {
  • burndown chart
    instantfeedback
    story points
    delay
    days
  • lean & agile
    value
    waste
    pull
    flow
    cadence
    kaizen
    respectfor people
  • Kanban inproduct development
    visualize
    measure
    optimize
    }
    flow
    pull
    limit WIP (work in process)
  • visualize flow
    backlog
    to do
    in progress
    done
  • visualizeflow
    limit WIP (work in process)
    measure and optimizeflow
    explicit policies(limit WIP, pull, definition of ”done”, etc) ->
    project and process trasparency
    WIP
    throughput
    cycle time =
    backlog
    to do
    in progress
    test
    done
    2
    3
    2
    cycle time
    lead time
    slide credit: H.Knibergwww.crisp.se
  • pull
    in progress
    ready
    backlog
    to do
    done
    2
    3
    1
  • WIP excess
    slide inspired by Claudio Perrone
  • WIP limit
    slide inspired by Claudio Perrone
  • no WIP limit -> queue!
    in progress
    ready
    backlog
    to do
    done
    2
    3
  • stuck!
    in progress
    ready
    backlog
    to do
    done
    2
    3
    1
  • up to the team
    in progress
    ready
    backlog
    to do
    done
    2
    3
    1
  • on teams, again
    performing
    collaborative
    supporting
    group
    a highly
    helps
    learning from
    everyone
    each other
    the commitment
    the process
    the delivery
    everyone
    owns
  • cumulative flow diagram
    backlog
    WIP
    to do
    cycle time
    in progress
    WIP
    story points
    cycle time
    throughput
    WIP
    done
    days
  • Chaos Report 2009
    cancelled
    projects
    were
    31%
    24%
    were
    53%
    challenged
    projects
    44%
  • concerns about Agile adoption
    36%
    loss of management control
    barriers to further
    Agile adoption
    ability to change organizational culture
    51%
    2010 State of Agile Development Survey Results
  • benefits from Agile implementation
    87%
    manage changing priorities
    74%
    increase productivity
    70%
    accelerate time to market
    66%
    enhance product quality
    77%
    improve project visibility
    2010 State of Agile Development Survey Results
  • Agile encourages/favors
    change
    any other methodology
    supporting this?
  • change
    is the only constant
  • Gaetano Mazzanti
    Gama-Tech
    info@gama-tech.net
    photo credits:
    Flickr, iPhotostock, life.com