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Agile introduction and adoption in enterprises
Agile introduction and adoption in enterprises
Agile introduction and adoption in enterprises
Agile introduction and adoption in enterprises
Agile introduction and adoption in enterprises
Agile introduction and adoption in enterprises
Agile introduction and adoption in enterprises
Agile introduction and adoption in enterprises
Agile introduction and adoption in enterprises
Agile introduction and adoption in enterprises
Agile introduction and adoption in enterprises
Agile introduction and adoption in enterprises
Agile introduction and adoption in enterprises
Agile introduction and adoption in enterprises
Agile introduction and adoption in enterprises
Agile introduction and adoption in enterprises
Agile introduction and adoption in enterprises
Agile introduction and adoption in enterprises
Agile introduction and adoption in enterprises
Agile introduction and adoption in enterprises
Agile introduction and adoption in enterprises
Agile introduction and adoption in enterprises
Agile introduction and adoption in enterprises
Agile introduction and adoption in enterprises
Agile introduction and adoption in enterprises
Agile introduction and adoption in enterprises
Agile introduction and adoption in enterprises
Agile introduction and adoption in enterprises
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Agile introduction and adoption in enterprises

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  • Sorry for a very late reply, before going through this presentation, I was reading a book on agile...now I don't require that anymore...I think that sums up my feedback :)

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    'Hi Koustav, I noticed that you have downloaded my presentation Agile Introduction and Adoption in Enterprises. I will be keen to know your comments on it. If you have a question or feedback do write to me. Regards Rimjhim'
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  • 1. Agile – Introduction and Adoption in Enterprises<br />1<br />Rimjhim Ray<br />: rimz.ry@gmail.com<br /> http://in.linkedin.com/in/rimjhimray<br />
  • 2. Traditional Software Development<br />Linear, phased development cycle<br />Planning done upfront. Everything is driven by THE PLAN<br />Siloed processes. Assembly Line<br />Change is difficult. CONTROL!<br />Success depends on getting the <br /> requirements right -UPFRONT<br />
  • 3. The Catastrophe - Measured<br />Only 35% projects succeed<br />31% projects cancelled<br />64% featured rarely used<br />The Standish Group 2006 Chaos Report<br />3<br />
  • 4. What's wrong with Waterfall?<br />The market forces are dynamic. Change is the only constant<br />I know it when I see it principle (IKIWISI)<br />Limited customer collaboration-recipe for<br />disaster<br />The six blind men effect!<br />Operational inefficiencies <br />Waiting too long to see something work.<br />Competition would not wait!<br />4<br />
  • 5. Pull out the Canoes<br />Think laterally<br />Break Siloes<br />Bring everyone together<br />Acknowledge the problem<br />Have a joyride!<br />5<br />
  • 6. Have a Joy Ride - Land Ahoy!<br />An overall routemap<br />Route Correctipn on the way<br />All hands on the deck<br />Can we stop here to <br />replenish supplies. Spot the <br />tiger?<br />Are we there yet? Take stock. Ask the radar ship<br />Land Ahoy! Bring out the smiles<br />6<br />
  • 7. Agile Manifesto<br />7<br />
  • 8. What is Agile?<br />Agile Manifesto<br />Values<br />Principles<br />Practices<br />
  • 9. The Agile Manifesto<br />Individuals and interactions over processes and tools<br />Working software over comprehensive documentation<br />Customer collaboration over contract negotiation<br />Responding to change over following a plan<br />9<br />In February 2001, 17 software developers met at Utah to discuss lightweight development methods. They published the Manifesto for Agile Software Development[www.agilemanifesto.org]<br />
  • 10. Individuals and Interactions<br />Respect the individual<br />Cut through the hierarchy<br />Simplify communication.<br />Use Information-Radiators!<br />Bring the consumer and producer together. Dismantle the walls <br />10<br />
  • 11. Working Software as a measure of progress<br />Each agile iteration or sprint will produce a potentially shippable product<br />Potentially shippable is NOT necessarily EQUAL to shippable or shiped<br />Limit Work in Progress<br />Keep Documentation Lean<br />Just in Time Design. The design evolves too.<br />11<br />
  • 12. Customer Collaboration<br />Colocate developers with customers<br />Capture the VOC – Voice of the Customer<br />Designate a customer proxy. Also fulfilled by a product owner representing business interests<br />Customer feedback taken at end of each agile cycle<br />Encourage discussion, debate, brainstorming to elicit the customer POV- Point of View<br />Rationalize the stakeholder viewpoints<br />12<br />
  • 13. Respond to Change<br />Shred the plan. Share the vision<br />Plans are evolutionary. Plan in small<br />Manage change. Do not control it<br />Controlled Chaos – Make sure all change is chanelled through product owner<br />13<br />
  • 14. Agile Values<br />Communication<br />Simplicity<br />Courage<br />Feedback<br />Respect<br />14<br />
  • 15. Agile Development Methodology<br />15<br />
  • 16. Agile Development Methodology<br />16<br />
  • 17. Agile Development Principles<br />Customer satisfaction by rapid delivery of useful software<br />Welcome changing requirements, even late in development<br />Working software is delivered frequently (weeks rather than months)<br />Working software is the principal measure of progress<br />Sustainable development, able to maintain a constant pace<br />Close, daily co-operation between business people and developers<br />Face-to-face conversation is the best form of communication (co-location)<br />Projects are built around motivated individuals, who should be trusted<br />Continuous attention to technical excellence and good design<br />Simplicity<br />Self-organizing teams<br />Regular adaptation to changing circumstances<br />17<br />
  • 18. Agile Practices<br />
  • 19. Agile Adoption in Enterprises<br />19<br />
  • 20. Why should you be Agile?<br />Agile helps you<br /><ul><li>Learn and Adapt/ Respond to Change
  • 21. Minimize Risks and Cycle Time
  • 22. Maximise Returns and value for the Customer</li></ul>Your Essential Survival Kit in a volatile,<br />global market place<br />20<br />
  • 23. Agile Adoption<br />Get Senior Management Buy In<br />Restructure, reorganise, refactor organisation hierarchies. A paradigm shift! The HR needs to play an active role<br />Create Self-Organising teams. Need strong mentorship<br />Choose an Agile Development Method example Scrum<br />Align business, development teams, operations to chosen method and its rythym<br />21<br />
  • 24. Agile – Top Down<br />Define an Agile Rollout Plan with defined success metrics. Measure and assess at periodic intervals<br />Think about recruiting, training and supporting more coaches<br />Create coaches with subject matter expertise within the Programmes/ LOB’s<br />Moving the ownership of Agile into the Business Units<br />Introduce “Agile Boot Camps”<br />
  • 25. Agile Coaching and Mentoring<br />Buddy system, visits<br />Accepted Responsibility on level of commitment<br />Open Space events<br />Coaching Roundtable<br />Agile in Action Workshops<br />
  • 26. Agile Adoption – The Numbers<br />Better alignment between <br /> business and IT<br />Shorter time to market<br />Reduced waste<br />Improved quality<br />And the CxO loves Agile!<br />24<br />
  • 27. Typical break up of Agile Projects<br />Executives must review agile adoption and seek to streamline the agile practices<br />Focus on the results. How much value is Agile adding to the organisation?<br />25<br />
  • 28. Agile Assessment<br />Audit how successful the agile process is<br />Typically measure on the conformity to agile principles and practices<br />Can be through structured questionnaire, evaluation by experienced practitioner<br />Get everyone's view. Let there be a war room<br />Measure also against hard objectives – meeting delivery and budget constraints<br />26<br />
  • 29. The 'other view' - Where Agile does not fit<br />Projects with tight budget and schedule. Fix scope upfront<br />Permeance of requirements. You exactly know what you want<br />Maintenance Projects. Fixed price enhancements or defect fixes<br />Enterprise Architecture initiatives. Heavy-weight processes such as RUP are more suitable here<br />27<br />
  • 30. Thank You<br />28<br />

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