Your SlideShare is downloading. ×
My Journey So Far
My Journey So Far
My Journey So Far
My Journey So Far
My Journey So Far
My Journey So Far
My Journey So Far
My Journey So Far
My Journey So Far
My Journey So Far
My Journey So Far
My Journey So Far
My Journey So Far
My Journey So Far
My Journey So Far
My Journey So Far
My Journey So Far
My Journey So Far
My Journey So Far
My Journey So Far
My Journey So Far
My Journey So Far
My Journey So Far
My Journey So Far
My Journey So Far
My Journey So Far
My Journey So Far
My Journey So Far
My Journey So Far
My Journey So Far
My Journey So Far
My Journey So Far
My Journey So Far
My Journey So Far
My Journey So Far
My Journey So Far
My Journey So Far
My Journey So Far
My Journey So Far
My Journey So Far
My Journey So Far
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

My Journey So Far

1,916

Published on

My career so far in a presentation

My career so far in a presentation

Published in: Technology, Business
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
1,916
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
0
Comments
0
Likes
1
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide
  • Agile Program Management © Copyright 2009 SolutionsIQ
  • Transcript

    • 1. My Journey, so far...
    • 2. In the beginning
    • 3. The start of my career
    • 4. The world started changing
    • 5.  
    • 6. Analysts UI Dev MT Dev DB Dev QA Tech Pub
    • 7.  
    • 8. Categorization of agreement versus certainty Software Development Project Complexity Modeled from Stacey, Ralph D. (1999). Strategic Management & Organizational Dynamics: The Challenge of Complexity. Third Edition. New York: Financial Times Prentice Hall. Anarchy Simple Complex Technology Requirements Complicated Complicated Far from Certainty Close to Certainty Far from Agreement Close to Agreement
    • 9.
      • Ask Customers what they want
        • (When they really don’t know)
      • Reward them for thinking of everything
        • (Call the initial list ‘Scope’)
      • Penalize them for adding things later
        • (Control ‘Scope’ aggressively)
      • The result is Overproduction of Features
      Legacy Of Waterfall
    • 10. Don’t Build What Won’t Be Used
      • Featured / Functions Used in a Typical System
        • The biggest cost of Predictive Development is overproduction of features
        • Must be designed, built and maintained
        • Don’t get used; provide no value
      *Standish Group Study Reported in 2000 Chaos Report.
    • 11.  
    • 12. Other challenges
      • Analysis Paralysis
      • Fix and Build Cycles
      • Miscommunication
      • Late Integration
      • Quality gets compromised
    • 13. We need something different
    • 14. Processes to Avoid Processes that produce lots of paperwork Processes that don’t fit together well Processes not focused on execution Big-bang approach vs. learn-as-you-go
    • 15. Scrum XP Crystal Lean DSDM FDD AGILE
    • 16. OVER Processes and tools Individuals and interactions
    • 17. OVER comprehensive documentation Working software
    • 18. OVER contract negotiation Customer collaboration
    • 19. OVER following a plan Responding to change
    • 20. The Scrum Framework
    • 21. Scrum and XP Sprint Planning meeting Daily Scrum Sprint Review Sprint backlog Product backlog TDD Pair programming Refactoring Simple design Coding standard Sustainable Pace Metaphor Continuous Integration Collective ownership Whole team Planning game Small releases Customer tests Burndown chart Product owner Team ScrumMaster Scrum XP Source: Henrik Kniberg
    • 22. Enhancing ROI
      • ROI in Software Projects
      • Plan-driven vs. Agile - more or less risk?
      ROI Scrum Brings ROI Back $ Time Release 1 Release 2 Release 3 Go Live
    • 23. Delivering Value Early With Less Risk Traditional vs. Agile Software Delivery Traditional Scrum Risk Project Run Rate Cumulative Value Risk Cumulative Value Project Run Rate Halt project when desired value is reached Start with high-risk, high-value items to drive down risk and maximize ROI
    • 24.
      • Certified ScrumMaster
      • Certified Scrum Product Owner
      • Agile Program Management with Scrum
      • Release Planning Workshops
      • User Story Workshops
      • Getting Started Agile Rollout
      • Enterprise Agile Adoption Program
    • 25. Better Engineering Practices
    • 26. Tooling for Agile Projects
    • 27. Scrum Will Expose The Mess
    • 28. Satir Change Model Source: Virginia Satir – graphic by Steve Smith
    • 29. Maturity Stages
      • Starting Well
      • Pilot Criteria
      • Initial Results
      • Rollout Strategy
      • Cultural Changes
      • Consistent Results
      • Knowing where to look
      • Better, Faster, Cheaper
      • Predictable Results
    • 30. “ Planning is everything. Plans are nothing.” - Field Marshal Helmuth Graf von Moltke Chief of Staff of the Prussian army in 1800’s
    • 31.  
    • 32. Last observation = 36 Mean (Last 8) = 33 Mean (Worst 3) = 28 Source: “Agile Estimating and Planning,” by Mike Cohn Velocity
    • 33. Deriving Duration Using Velocity At our slowest velocity we’ll finish here Prioritized Product Backlog Iteration 1 Iteration 2 At our current velocity we’ll finish here At our long-term average we’ll finish here
    • 34. How Scrum Scales Many teams, many backlogs Many teams, one backlog
    • 35. 9:00AM 9:15AM 9:15AM 9:30AM 9:15AM 9:30AM 9:45AM 10:00AM Daily Scrums per Sprint Sprint 1 Sprint 2 Sprint 3 Scrum of Scrums Multi-Team: Scrum of Scrums
      • Synchronize within teams
      • Synchronize across teams
    • 36. Reproduced with permission from Mike Cohn, Mountain Goat Software, 2003 Coordinating Scrum Or MetaScrum Scrum of Scrums Daily Scrums More Levels of Synchronization Executive Scrum Why When Lead by the Chief Product Owner Driven by strategy Sprint Level Coordination
    • 37. The Agile Release Train Release 1 Release 2 1 2 3 4 5 6 7 8 9 Feature Teams A B 21 22 23 24 26 27 29 30 32 C Release Roadmap
      • Theme 1
      • Feature 1
      • Feature 2a
      • Theme 2
      • Feature 3
      • Feature 2b
      10 3 4 5 6 7 8 9 10 11 12 32 2 weeks ~ 12-16 weeks ~ 4-6 weeks
    • 38. Agile Is NOT A Silver Bullet Naresh Jain: http://www.slideshare.net/nashjain/agile-is-the-new-waterfall
      • Courage!!!
      • Constant business involvement
      • Need for more discipline
      • Greater emphasis on testing (and automation)
      • Whole organization involvement
      • Keep an open mind
      • Become a learning organization
    • 39. Results can be impressive
      • Business and Tech working together
      • Clear Priorities
      • Focused Delivery
      • Removing Big Rocks
      • Shared Goals
      • Raising the Bar
      • Need vs. Want
    • 40. Blogs Random Thoughts from a CTO Leaning Towards Agility AgileIQ Podcast The Agile Coach Podcast @skipangel http://www.linkedin.com/in/skipangel
    • 41. What Now?

    ×