Agile + Benefits + Transition Nov 2009

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Presentation co-authored with Gerry Kirk to facilitate conversation with a client interested in hiring Agile coaches to help transition. It covers:
* Introduces Agile briefly from a risk perspective
* Key benefits of Agile adoption
* Agile transition process and phases

The presentation was given to senior management who were considering a shift to Agile.

Please email us if you would like a download.

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Agile + Benefits + Transition Nov 2009

  1. 1. Agile, Benefits & Transition Approach Michael Sahota (Gerry Kirk) Nov, 2009
  2. 2. Agile As Active Risk Management Strategy
  3. 3. Software development has risks http://www.flickr.com/photos/andrewb47/2699077309 (That cost money, reduce value, delay benefits)
  4. 4. Action: Release early Risk: Build more than needed http://www.flickr.com/photos/atelier_tee/212176187/ http://www.flickr.com/photos/jlt/307912587  cost  benefit delay
  5. 5. Action: Work on highest priority items first Risk: Build lower priority items http://www.flickr.com/photos/dermoidhome/3315663673  value  benefit delay (or run out of budget)
  6. 6. Risk: Poor quality software - buggy, not maintainable http://www.flickr.com/photos/smitty/2245445147  cost  value Action: Use proven software engineering practices
  7. 7. Action: Focus on Working Software using Continuous Planning Risk: Discover needs late in project, but unable to build them  value http://mwiki.kostigoff.net/index.php?title=Methodology::_Change_Control
  8. 8. Risk: Build the wrong thing right  cost  delay Action: Communication & Continuous Feedback
  9. 9. Evidence that Agile Works
  10. 10. Agile has significant benefits Productivity Business Stakeholder Satisfaction Quality Graphics Copyright 2008 Scott W. Ambler www.ambysoft.com/surveys/ Source: 2008 Dr. Dobbs adoption survey
  11. 11. Agile is faster with better quality Companies using Agile were on average: <ul><li>37% faster delivering their software to market
  12. 12. 16% more productive
  13. 13. Able to maintain normal defect counts despite significant schedule compression </li></ul>From “ The Agile Impact Report” (sponsored by Rally) : QSMA benchmarked 29 Agile development projects against a database of 7,500 primarily traditional development projects.
  14. 14. DoD prefers an Agile approach <ul><li>After years of learning, identified evolutionary delivery (Agile) as the preferred approach over Waterfall </li></ul><ul><ul><li>Made official policy in DoD 5000.2 (year 2000) </li></ul></ul>Largest Procurer of Software
  15. 15. Many companies <ul><ul><li>Microsoft
  16. 16. Yahoo
  17. 17. Google
  18. 18. Electronic Arts
  19. 19. High Moon Studios
  20. 20. Lockheed Martin
  21. 21. Philips
  22. 22. Siemens
  23. 23. Nokia
  24. 24. Capital One
  25. 25. BBC
  26. 26. Intuit </li></ul></ul><ul><ul><li>Intuit
  27. 27. Nielsen Media
  28. 28. First American Real Estate
  29. 29. BMC Software
  30. 30. Ipswitch
  31. 31. John Deere
  32. 32. Lexis Nexis
  33. 33. Sabre
  34. 34. Salesforce.com
  35. 35. Time Warner
  36. 36. Turner Broadcasting
  37. 37. Oce </li></ul></ul>CC Mountain Goat Software LLC
  38. 38. Many types of projects <ul><ul><li>Commercial software
  39. 39. In-house development
  40. 40. Contract development
  41. 41. Fixed-price projects
  42. 42. Financial applications
  43. 43. ISO 9001-certified applications
  44. 44. Embedded systems
  45. 45. 24x7 systems with 99.999% uptime requirements
  46. 46. the Joint Strike Fighter </li></ul></ul><ul><ul><li>Video game development
  47. 47. FDA-approved, life-critical systems
  48. 48. Satellite-control software
  49. 49. Websites
  50. 50. Handheld software
  51. 51. Mobile phones
  52. 52. Network switching applications
  53. 53. ISV applications
  54. 54. Some of the largest applications in use </li></ul></ul>CC Mountain Goat Software LLC
  55. 55. Agile Transition Approach What to expect with Coaches
  56. 56. 15+ years in IT Director Software Development Project Manager V.P. Research and Development Senior J2EE Developer Team Lead C++ Developer Architect Researcher Enterprise Architect Java Developer B.A.Sc. in Engineering Science M.Sc. in Computer Science
  57. 57. 8 years working with Agile
  58. 58. About Gerry
  59. 60. Assessment (3-4 days) Product Mgr Management Infrastructure, IT, & office BA/SME DEV DEV DEV DEV DEV QA Lean Workshop Everybody Interviews with 3-5 people 5-9 people cross-functional Results and Transition Plan Transition Team
  60. 61. Training (2-3 days) Image: fluidpowerzone.com
  61. 62. Project Launch (2-4 days) + Charter
  62. 63. Early Iterations (6 – 10 weeks)
  63. 64. Sustaining Culture ( length? )
  64. 65. Why Hire a Coach? <ul><li>Agile requires a mind shift and new skills </li><ul><li>Takes time to reach base proficiency </li></ul><li>Coaching a transition requires an even broader set of skills </li><ul><li>Why we recommend pair coaching </li></ul></ul>Succeed Faster Avoid Mistakes
  65. 66. What questions do you have?

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