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

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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
    1
    Rimjhim Ray
    : rimz.ry@gmail.com
    http://in.linkedin.com/in/rimjhimray
  • 2. 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
  • 3. The Catastrophe - Measured
    Only 35% projects succeed
    31% projects cancelled
    64% featured rarely used
    The Standish Group 2006 Chaos Report
    3
  • 4. 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
  • 5. Pull out the Canoes
    Think laterally
    Break Siloes
    Bring everyone together
    Acknowledge the problem
    Have a joyride!
    5
  • 6. 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
  • 7. Agile Manifesto
    7
  • 8. What is Agile?
    Agile Manifesto
    Values
    Principles
    Practices
  • 9. 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]
  • 10. 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
  • 11. 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
  • 12. 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
  • 13. 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
  • 14. Agile Values
    Communication
    Simplicity
    Courage
    Feedback
    Respect
    14
  • 15. Agile Development Methodology
    15
  • 16. Agile Development Methodology
    16
  • 17. 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
  • 18. Agile Practices
  • 19. Agile Adoption in Enterprises
    19
  • 20. Why should you be Agile?
    Agile helps you
    • Learn and Adapt/ Respond to Change
    • 21. Minimize Risks and Cycle Time
    • 22. Maximise Returns and value for the Customer
    Your Essential Survival Kit in a volatile,
    global market place
    20
  • 23. 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
  • 24. 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”
  • 25. Agile Coaching and Mentoring
    Buddy system, visits
    Accepted Responsibility on level of commitment
    Open Space events
    Coaching Roundtable
    Agile in Action Workshops
  • 26. Agile Adoption – The Numbers
    Better alignment between
    business and IT
    Shorter time to market
    Reduced waste
    Improved quality
    And the CxO loves Agile!
    24
  • 27. 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
  • 28. 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
  • 29. 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
  • 30. Thank You
    28