Using Agile and Lean to Stay Ahead in a Tough Economy
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Using Agile and Lean to Stay Ahead in a Tough Economy



This seminar was presented to a group of IT and Business managers and executives on the topic of how to use Agile and Lean methods to stay ahead in the current economic conditions. ...

This seminar was presented to a group of IT and Business managers and executives on the topic of how to use Agile and Lean methods to stay ahead in the current economic conditions.
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Using Agile and Lean to Stay Ahead in a Tough Economy Presentation Transcript

  • 1. Using Agile and Lean Methods to Stay Ahead in a Tough Economy! Presenter: Sally Elatta 1
  • 2. Speaker Sally Elatta President Agile Process Improvement Coach, Software Architect Certified Scrum Practitioner & ScrumMaster Certified IBM, Sun, Microsoft Professional 1 2 copyright © Sally Elatta 2009 2
  • 3. • Quick overview of Traditional Development • Provide an overview of Agile, Scrum • Why it‟s being adopted • Overview of the basic process • Discuss the various Agile/Scrum roles • Provide you resources for follow up information. copyright © Sally Elatta 2009 3
  • 4. The Waterfall Process copyright © Sally Elatta 2009 4 4
  • 5. Waterfall Characteristics copyright © Sally Elatta 2009 5
  • 6. Why Change? copyright © Sally Elatta 2009 6 6
  • 7. Business & IT Views of Each Other Business > IT IT > Business • Slow, Bottleneck • Indecisive • Too Complex • Never Happy • Necessary Evil • Don’t understand IT • Black hole • Can’t prioritze • Talk in Gibirish • Unreasonable • Can’t produce ROI • Won’t take • Arrogant, Unfriendly ownership • Don’t understand business • Won’t engage • Technology and • Lack SMEs Documentation driven • Forget IT Costs $$$ copyright © Sally Elatta 2009 7
  • 8. What Does Business Need? Business Needs IT & Business • Speed in Delivery Need to: • Understanding of • Listen, Humility Needs • Collaboration • Predictablility • Achieve Results • Responivness • Break internal silos • Flexability • Trust each other • Predictable process • Measurable ROI • Provide visibility • Customer Service • Don’t over promise • Trusted Expert • Prioritize better • Focus on Priorities • Engage each other copyright © Sally Elatta 2009 8 8
  • 9. The manifesto‟s shared value statement: “We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals & interactions Over Processes & Tools Working Software Over Comprehensive Documentation Customer Collaboration Over Contract Negotiation Responding to Change Over Following a Plan “That is, while there is value in the items on the right, we value the items on the left more.” copyright © Sally Elatta 2009 9
  • 10. Key Agile Principles  Focus on delivering high value, high priority for the customer value – Employ business-driven prioritization of features.  Iterative & Incremental Delivery –Create a flow of value to customers by “chunking” feature delivery into small increments.  Intense Collaboration – Face-to-face communication via collocation, etc; diversified roles on integrated teams.  Self Organization – Team members self-organize to fulfill a shared project vision.  Continuous Improvement – Teams reflect, learn and adapt to change; work informs the plan.  Just Enough Documentation – Only valuable documentation that is actually consumed will produced, no more heavy overhead that has no value to the business. copyright © Sally Elatta 2009 10
  • 11. Project Management Engineering Principles Principles (TDD, Continuous Integration, (Release Planning, Sprint and Refactoring ..etc) Iteration Planning, Daily Scrum, Sprint Demo and Retrospective ..etc) copyright © Sally Elatta 2009 11
  • 12. Basic Concepts of Lean Core Concepts: 1. Value: What the customer is willing to pay for. 2. Value Stream: Actions that add value to a product or process. 3. Flow: The continuous movement of product, favoring single-piece flow and work cells versus production lines. 4. Pull: Replacing only material that is used and eliminating excessive inventory. 5. Continuous Improvement: A relentless elimination of waste on a never-ending basis. copyright © Sally Elatta 2009 12
  • 13. Lean Continuous Improvement Cycle Continuously improve in the pursuit of perfection 1) Specify value in the eyes of the 2) Identify the value stream and customer eliminate waste 3) Make value flow at the “pull” of the customer 4) Involve and empower 5) Continuously improve in the employees pursuit of perfection copyright © Sally Elatta 2009 13
  • 14. Doing More with Less! • A high performing cross-functional Agile team can work together more effectively and efficiently to deliver value that is on target with what the business wants. • Agile and Lean will help you identify process waste and give you a simple method for eliminating it! • To create high performing teams, you need high performing players. You also need to invest in re-skilling the ones that have potential. copyright © Sally Elatta 2009 14
  • 15. copyright © Sally Elatta 2009
  • 16. The Agile/Scrum Process Agile practices include: • Release Planning (1) (creates Product backlog) • Iteration Planning (2) (creates Iteration backlog) • Daily Standup • Fixed-length iterations and small releases • Feature Review (3) • Process Reflection (4) Identify top-priority items and deliver them early and often. copyright © Sally Elatta 2009 16
  • 17. • Feature List/Backlog: List of stories/ requirements • Story: A small deliverable valuable to the business • Release: “Done” stories moved to production • Iteration/sprint: Fixed timebox that delivers incremental value • Tasks: The small workable pieces needed to get a story „Done‟. copyright © Sally Elatta 2009 17
  • 18. Product Sprint Product Backlog Backlog Tasks Owner Each story is broken Sprint 1 thinks of down into tasks. Each New Idea team member signs up Sprint 2 for tasks and provides estimates of effort. Sprint 3 Sprint 4 Each Iteration is 1 – 4 weeks in length. Multiple iterations Sprint N make up a Release. Features/Stories Small Stories copyright © Sally Elatta 2009 18
  • 19. Sample Backlog copyright © Sally Elatta 2009 19
  • 20. Agile Characteristics Product Backlog Test Driven Development Business / IT as One Team copyright © Sally Elatta 2009 20
  • 21. Release Planning • What are the top priority items we need to deliver in this release? • How Big/Small is each one? What is the dependency between them? • How much can the team handle each iteration? Pencil in the next several iterations. • What are our „Conditions of Satisfaction‟ for this release? When are we „Done‟? copyright © Sally Elatta 2009 21
  • 22. Release Planning copyright © Sally Elatta 2009 22
  • 23. Iteration Planning • Half day or full day meeting to answer the following: • What are the top stories we need to get done this iteration? • How will we know when each item is „Done‟, what are the acceptance test cases? • What tasks do we need to get each item done? • Who will signup, commit and provide an ETA for each task? copyright © Sally Elatta 2009 23
  • 24. Sample Iteration Plan copyright © Sally Elatta 2009 24
  • 25. Daily Tracking • What did you do yesterday? • What will you do today? • Any Impediments? copyright © Sally Elatta 2009 25
  • 26. Iteration Review • Product owner and team show off what the team got done in the last iteration and discuss impediments. • Get feedback from other users and stakeholders and discuss plan for next iteration. copyright © Sally Elatta 2009 26
  • 27. Iteration Retrospective What Worked What Needs Well? Improvement? • Impediments were • Prioritize stories removed quickly before team meeting • Team collaborated well • Identify acceptance to solve problems. tests before meeting • Business users • Begin using TDD attended standups copyright © Sally Elatta 2009 27
  • 28. Story Points • We simply use relative complexity buckets to size each story. 20+ Smallest Small Medium Med-large Large Very Large EPIC! How many stories a team gets ‘Done’ each iteration is their Velocity 28 copyright © Sally Elatta 2009
  • 29. Scrum Roles Committed: – Scrum Master – Product Owner – The Team Interested: – Stakeholders – Users copyright © Sally Elatta 2009 29
  • 30. Who is the Product Owner?  1 Person in charge of the backlog!  Prioritizes the backlog stories for highest ROI. Product  Most likely from the business. Has the most Backlog to loose/gain from project outcome.  Accepts or rejects work completed.  Knowledgeable, Empowered, Engaged  Only one who can add or remove stories from the backlog.  The Captain of the Ship! Owns final success or failure of project. 30 30 copyright © Sally Elatta 2009
  • 31. Business Users and SMEs • Help Product Owner and Team by:  Identify User Acceptance Test cases ahead of each planning meeting.  Answering team questions and being a business SME.  Help define priority and work that will provide most value.  Perform user acceptance testing and recommend acceptance or rejection of work.  Provide positive and constructive feedback to the team. copyright © Sally Elatta 2009 31
  • 32. The ScrumMaster • Is the owner of the “Process”. • Attacks impediments like a hawk! • Makes sure the team is getting the business collaboration needed for success. • Helps build teamwork, motivation and create self organizing teams. • Prepares 'visual' reports that represents the teams progress. copyright © Sally Elatta 2009 32
  • 33. The Team • Small, cross-functional group of people that work together daily. Size is 7 (+- 2) • Team is made up of developers, analysts, testers, business users, data and systems folks ..etc. • Some members are dedicated (75%+) and some are shared with other projects. • Each member attends all the core meetings, breaks down and estimates tasks. copyright © Sally Elatta 2009 33
  • 34. Sample Team Structure copyright © Sally Elatta 2009 34
  • 35. Management Has a Role Too! • Yes, management has a key role to play in the Agile world, even though they are not part of the “committed” execution team. – Assign the right folks to the project – Balance their workload so they can contribute to the team – Help them by removing impediments (and not being one!). – Agile requires discipline at all levels! copyright © Sally Elatta 2009 35
  • 36. New Skills Are Needed! • Business:  Leadership, Teamwork and Collaboration  Ability to define stories and user test cases  Ability to perform acceptance testing  Ability to truly prioritize what is needed now and what provides value. Understand ROI  Better understanding of the technical world  Time management and commitment.  Support and stay positive copyright © Sally Elatta 2009 36
  • 37. New Skills Are Needed! • IT:  Effective Facilitation and Agile Requirements Gathering with „Just Enough‟ Documentation  Leadership, Teamwork and Collaboration.  Ability to breakdown stories into small manageable tasks.  Ability to focus on getting stories completed with low/no bugs by incorporating Test Driven Development.  Ability to work and collaborate within the IT department (cross functional).  Communication, synchronization between multiple teams.  Foucs more on business value (ROI) than technical implementation. (Cool Cost Me Money!) copyright © Sally Elatta 2009 37
  • 38. copyright © Sally Elatta 2009 38
  • 39. So Who is Doing Agile? Bottom Up Approach: Top Down Approach: Siemens, Phillips, BBC, Google, IBM, Microsoft, State Farm, SAIC, LMCO, Yahoo, Lexis-Nexis, Federal Reserve Bank, Primavera, CapitalOne, CNA, Ariba, HP, Nokia, Bose, Bentley TransUnion, Motorola, Systems, Union Pacific, Medtronics, Sammy ClearChannel, BMC, Farm Studios, State Street Bank, Credit Services of America, APL, Avaya, Mutual of KeyBank, Covad, Siemens Omaha and more! Medical, and Siemens Telecommunications and more! copyright © Sally Elatta 2009 39
  • 40. Steps for Adopting Agile & Lean Pilot Adoption Steps Enterprise Transformation 1. Identify an Agile Adoption Steps Evangelist 1. Identify an Executive 2. Executive and Business Sponsor Buy-in 2. Get Management and 3. Identification of Pilot Business Buy-in for project(s) Transformation 4. Team Training 3. Assessment 5. Execute 4. Develop Transformation 6. Inspect, Measure, and Roadmap Plan Adapt 5. Execute 6. Inspect, Measure and Adapt 40 copyright © Sally Elatta 2009
  • 41. How Agile Transformation Can Help Real World Workshops Real World Coaching • Management and Business • Troubled Project Overview of Agile/Lean Assessment & Recovery • Real World Agile and • Agile Project Initiation Scrum team training + and Planning Project Jump Start • Agile Project Execution • Effective Facilitation & • Organizational Requirements Gathering Assessment • Servant Leadership • Enterprise • Agile Project Estimating Transformation and Planning Roadmap Development and Execution • Engineering Best Practices • … More! copyright © Sally Elatta 2009 41
  • 42. Contact Us • United States – 402 212 3211 • Email – • Web – copyright © Sally Elatta 2009 42
  • 43. • My Article: • Read this Scrum in 5 Minutes article: • Watch the 10 minute video intro to Scrum: • FAQ 43