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How To Implement Agile In 700 Words Or Less
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How To Implement Agile In 700 Words Or Less

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  • 1. Implementing Agile – Described in less than 700 words Premise You do not do Agile, you are agile. Agile is not a process or methodology. There is no one-size-fits-all recipe for being Agile. Fortunately, or unfortunately, the world of being Agile and Lean is chock full of new vocabulary or terminology which sometimes may get in your way. It is important that you, your team and organization come to a common understanding of the terms and vocabulary you, your team and organization will eventually use as part of being Agile and Lean. Available evidence shows most individuals, teams and organizations can become agile, but that we often make terrible mistakes when we try because we simply are not prepared for the amount of change it requires with respect to our beliefs, understanding, and perspective. Being Agile takes wisdom, passion, courage, a desire to be better and openness, especially to change, as we plan a little, do a little, study/check how we did and adapt; while we collaboratively and adaptively develop and deliver commercial or operational value iteratively and incrementally. Where to start Start with a vision or roadmap (see Figure 1.0) that is embraced and realized by the entire organization from the top down and bottom up. Copyright © 2009 Russell Pannone – rpannone@WeBeAgile.com. All rights reserved. 1
  • 2. Figure 1.0 – Roadmap to Being Agile Steps to take along the way 1. Create your vision or roadmap to “being Agile” (see Figure 1.0) - it should be broad and not prescriptive and serve you as your north star guiding you down the path to success of collaboratively and adaptively developing and delivering commercial or operational value-added system-software iteratively and incrementally 2. Create an Agile team Copyright © 2009 Russell Pannone – rpannone@WeBeAgile.com. All rights reserved. 2
  • 3. An Agile team Work as one Are highly collaborative & self-directed Work in short iterations Deliver something of commercial or operational value each iteration/sprint Focus on business priorities Inspect and adapt 3. While people are motivated from within, an environment must be set-up in which people are able to motivate themselves To set up an environment that enables employees to be motivated, leaders need to understand what the motivational needs of individuals and groups are Determining the “what's in it for me” for individual employees and workgroups that is consistent with goals and strategies of the organization is the key to improving motivation for individuals and groups of employees 4. Become familiar with and adopt the Plan, Do, Study/Check, Act quality improvement cycle as depicted in Figure 2.0 and a product/project development and delivery cycle based on a framework like Scrum depicted in Figure 3.0 or a Kanban workflow as depicted in Figure 4.0. Figure 2.0 – Deming’s Quality Improvement Cycle Copyright © 2009 Russell Pannone – rpannone@WeBeAgile.com. All rights reserved. 3
  • 4. Figure 3.0 – Scrum Framework Figure 4.0 – Kanban Workflow 5. Continue to expand your knowledge by reading (see recommended reading below) and networking with others traveling the path of being Agile Copyright © 2009 Russell Pannone – rpannone@WeBeAgile.com. All rights reserved. 4
  • 5. 6. Frequently, inspect and adapt how you, the team, and organization are doing adding commercial or operational value as you do so collaboratively, iteratively and incrementally Danger signs to watch for on your path to “being Agile” You think and act like you are the smartest person in the room You are doing more talking than listening You are doing things right, but not the right things Your are doing the right things, but are not doing those things right Taking verbatim and then acting on the words in the Agile Manifesto You are task-driven not value-driven Measurement-driven management instead of management-driven measurement Your definition of “done” is not based on the Customer’s conditions-of-satisfaction Your emphasis is more on the definition of “being Agile” than the actualization of being agile or the collaborative development and delivery of a value-adding increment of the product iteratively Recommended reading Agile/Lean Product Development and Delivery – Mastering the Art of Change by Russell Pannone Scaling Software Agility by Dean Leffingwell Bridging the Communication Gap by Gojko Adzic Agile Estimating and Planning by Mike Cohn User Stories Applied: For Agile Software Development by Mike Cohn Implementing Lean Software Development: From Concept to Cash by Mary Poppendieck and Tom Poppendieck Copyright © 2009 Russell Pannone – rpannone@WeBeAgile.com. All rights reserved. 5
  • 6. Bio Russell Pannone is a systems-software development and delivery practitioner, facilitator, and coach specializing in collaborative and adaptive systems-software development. Russell’s passion is to help people succeed. Russell has worked in the systems-software development and delivery industry for over 25 years in a variety of roles including developer, team leader, object modeler, data modeler, project manager, scrum master, process engineer, and instructor. He has led agile/lean product development and delivery projects and worked with clients in a variety of industries including state and local government, aerospace, mobile banking, insurance, energy, and telecommunications. Russell’s mantra is: “Do more listening and less talking while you plan a little, do a little, check/study value-added and adapt” Russell can be reached at rpannone@WeBeAgile.com Copyright © 2009 Russell Pannone – rpannone@WeBeAgile.com. All rights reserved. 6

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