• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Managers Introduction to Agile
 

Managers Introduction to Agile

on

  • 6,038 views

Pete Deemer's presentation to introduce Agile to Managers. Part of the Agile Bangalore User Group meetings.

Pete Deemer's presentation to introduce Agile to Managers. Part of the Agile Bangalore User Group meetings.

Statistics

Views

Total Views
6,038
Views on SlideShare
6,022
Embed Views
16

Actions

Likes
5
Downloads
305
Comments
0

3 Embeds 16

http://agileindia.org 7
http://www.slideshare.net 6
http://www.agileindia.org 3

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

CC Attribution-NonCommercial-ShareAlike LicenseCC Attribution-NonCommercial-ShareAlike LicenseCC Attribution-NonCommercial-ShareAlike License

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

    Managers Introduction to Agile Managers Introduction to Agile Presentation Transcript

    • A Manager's Introduction to Agile Development Pete Deemer CPO, Yahoo! India R&D
    • For Many of Us Using Traditional Software Development Methods… Time-to-market for projects is too long Project failure rate is unacceptably high ROI of projects frequently falls short Responding to change is difficult and costly Customer collaboration is a problem Software quality is poor Productivity could be higher Employee morale, drive and accountability is weak Widespread micromanagement is required Employee retention rates are low Software development is much harder than it should be!
    • The Emergence of Agile The major Agile methods – Scrum, XP, TDD – are growing in popularity around the world Rapid growth in last 3-5 years at leading global companies, such as: Google Microsoft IBM Infosys Siemens Wipro Nokia Motorola Philips HP Accenture TCS
    • The Basics of Scrum Scrum Daily Scrum Master Meeting 4-Week Sprint Review Product Owner The Team 1 2 Commitment 3 4 Potentially 5 No Changes Sprint 6 Shippable Planning 7 Product 8 Meeting (in Duration or Deliverable) 9 10 11 12 13 Retrospective Product Backlog
    • Scrum vs. Previous Approach: Productivity / How much team got done? 5% 68% Scrum WORSE or MUCH WORSE Scrum BETTER or MUCH BETTER 50% 45% 40% +36% Average 35% Increase 30% 25% 20% 15% 10% 5% 0% Scrum Scrum Much Scrum MUCH about Scrum MUCH Scrum Much Scrum About Scrum WORSE WORSE same BETTER BETTER Worse Worse Better the Same Better
    • Scrum vs. Previous Approach: Morale? 9% 52% Scrum WORSE or MUCH WORSE Scrum BETTER or MUCH BETTER 35% 30% 25% 20% 15% 10% 5% 0% Scrum Scrum Much Scrum Much Scrum About Scrum Scrum MUCH about Scrum MUCH Worse Worse WORSE WORSE same BETTER BETTER Better the Same Better
    • Scrum vs. Previous Approach: Sense of accountability/ownership in project? 6% 62% Scrum WORSE or MUCH WORSE Scrum BETTER or MUCH BETTER 35% 30% 25% 20% 15% 10% 5% 0% Scrum Scrum Much Scrum Much Scrum About Scrum Scrum MUCH about Scrum MUCH Worse Worse WORSE WORSE same BETTER BETTER Better the Same Better
    • Scrum vs. Previous Approach: Collaboration and cooperation in the team? 1% 81% Scrum WORSE or MUCH WORSE Scrum BETTER or MUCH BETTER 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Scrum Scrum Much Much Scrum About Scrum Scrum MUCH Scrum Scrum about Scrum Scrum MUCH Worse Worse WORSE WORSE the same BETTER BETTER Better the Same Better
    • Scrum vs. Previous Approach: Overall quality of what was developed? 10% 44% Scrum WORSE or MUCH WORSE Scrum BETTER or MUCH BETTER 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Scrum Scrum Much Scrum Much Scrum About Scrum Scrum MUCH about Scrum MUCH Worse Worse Better the Same Better WORSE WORSE same BETTER BETTER
    • If the decision were solely up to you, would your team continue using Scrum? No 15% Yes 85%
    • Scrum Disadvantages It’s hard! Makes all dysfunction visible Scrum doesn’t fix anything: the team has to do it Feels like things are worse at the beginning Bad products will be delivered sooner, and doomed projects will fail faster Some teams and organizations are not right or ready for it Team willingness Management buy-in and support Risk of turnover Partial adoption may be worse than none at all Failure can be costly