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Agile introduction and adoption in enterprises
 

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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    Agile introduction and adoption in enterprises Agile introduction and adoption in enterprises Presentation Transcript

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