Introduction to agile


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I was CO-PMO for the recent PMConclave Dec 2012 event from PMI Mumbai Chapter. Theme of the event was "Delivering business results through agility". We had organised pre-conference "introduction to agile" sessions for all early bird registrants. This is the presentation that I had used.

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Introduction to agile

  1. 1. Introduction to AgilePM Conclave 2012 pre-conference eventTushar Somaiya
  2. 2. What are we going to “discuss”? The need Birth of agile? Really!! What is agile? Or what does agility mean? How to achieve agility? Methodologies!? Is practicing a methodology enough? Does agile have any future? Or even present? Are you ready?
  3. 3. Expectations What What agile is Why agile, need? Brief of agilemethodologies Data points aroundagile / agility How agile is changingthe way we work What not Sell agile Silver bullet Depth & details of eachmethodologies Other methodologiesdo not work How agile might workfor you? How to become agile?
  4. 4. Tushar Somaiya is a passionate professional coach who helps executives & teamsdiscover and unleash their true potential. He believes in a democratic organization& self-organizing teams. He calls himself a servant leader. Through hisNueroScience based coaching & consulting, he has helped projects andorganizations turn agile and become truly high performing teams.Tushar has 11 years of IT experience and over 5 years of agile experience.Currently he is working with ThoughtWorks, Pune. He is known for his fun-filled,hands-on interactive trainings & speeches at prestigious conferences. His blogshave been re-published on ScrumAlliance & PMHut. He is an active volunteer atScrumAlliance & PMI Mumbai Chapter.Tushar is a BCOM from Mumbai University. He is Results Certified Coach, CertifiedTransformational Coach, Certified Scrum Master, Certified Scrum Professional,Certified System Business Analysts & one of the first 500 PMI-Agile CertifiedProfessional.Tushar believes in being hands-on and working with the team on ground. He hasmanaged multi-million dollar projects for huge conglomerate clients like PCFC,Unilever & HSBC in fix bid as well as EDC/ODC TnM model.
  5. 5. 60 Steps (10 Mins)
  6. 6. Mingle (30 Mins) Name Company Role Experience Agile experience Interesting fact ------- -------
  7. 7. Define Project Success (5 Mins)
  8. 8. Project Success? Shanghai Maglev Train The worlds onlycommercial maglevsystem on a 30km runbetween Shanghaisfinancial district and thecitys Pudong airport
  9. 9. On Time And Budget? Construction of the line began in 1 March 2001[1] andpublic service commenced on 1 January 2004. The top operational speed of this train is 431 km/h (268mph), Faster than TGV in France Faster than the top speed of any Formula One car andMotoGp prototype. It cost $1.2 billion to build.[3]
  10. 10. Success Or Failure? It is expensive - 50 yuan (US$5.40) for a one-way ticket The trains are 80% empty, making the servicecommercially non-viable Ticket revenue is only 100 million yuan a year, so it willtake lot many more years to break even Could not be linked to the Shanghai underground mass-transit system Doesnt really drop passengers off anywhere convenientand they still have to take a taxi to their destinations
  11. 11. Project Success?
  12. 12. On Time And Budget? Production began in 1995 and was planned to bereleased in July 1997. Actually got released in Dec 1997 Filming Schedule was of 138 days but grew to 160 Spent $200 million. Went up a lot more than T2 & True Lies(7% or 8% of estimates) Absolute knowledge that the studio would lose $100m Crew even tried poisoning James
  13. 13. Success Or Failure? An initial worldwide gross of over $1.84 billion, it was thefirst film to reach the billion-dollar mark A 3D version of the film, released on April 4, 2012 earnedan additional $343 million worldwide, which pushedTitanics worldwide total to $2.18 billion. It became thesecond film to pass the two-billion mark (the first beingAvatar) 4 Golden Globes, 14 Academy Award nominations andwon 11 and various other prestigious awards
  14. 14. Define Project Success
  15. 15. Value(Releasable Product)Quality(Reliable, Adaptable Product)Constraints(cost, schedule, scope)Speed to Value: The Agile Triangle
  16. 16. 75%will be replaced within 15years1company is now replaced every 2weeks61years 18years1958 TodaySource: “Creative Destruction Whips through Corporate America”Richard Foster, Innosight Executive Briefing, Winter 2012S & P 500
  17. 17. There Is No More Normal“Without exception, all ofmy biggest mistakesoccurred because Imoved too slowly.”--John Chambers, Cisco CEO,“He [Chambers] also radically changed theway he managed, turning a command-and-control hierarchy into a more democraticorganizational structure.”
  18. 18. …survive the change…exploit the changeDangerOpportunity
  19. 19. Thriving On FutureAgility is theability to createand respond tochange in orderto profit in aturbulentbusinessenvironment.
  20. 20. “88% of executives cite organisationalagility as key to global success.”“50% say that agility is not only important,but a core differentiator.”Source: The Economist, Special Report on Agility, March 2009Agility is a Strategic Issue
  21. 21. Software Success Rate? 56% cost overrun 84% time overrun
  22. 22. CHAOS?Source: Standish Group Study Reported at XP2002 by Jim Johnson, Chairman64% of code never or rarelyused
  23. 23. What made your project succeed /fail? (10 Mins)
  24. 24. Waterfall50 %done?1970, Dr Winston Royce published “Managing the Development of LargeSoftware Systems”, where the waterfall is first documented! he said “Ibelieve in this concept, but the implementation described above isrisky and invites failure”
  25. 25. A better way of doing the same…End-to-Endsmall slices ofwork20 % done = 100 % usable
  26. 26. InceptionHigh levelrequirementsrelease 1release 2release 3SupportSupport required atthe end of eachrelease
  27. 27. IncrementalCredits: Jeff Patton Build a system gradually Demonstrate progress
  28. 28. IterativeCredits: Jeff Patton Multiple releases (every month or so) Iterations (usually one or two weeks)
  29. 29. Traditional Value CurveValue Cost Ratio Curve (Traditional)5 5 5 510152025501001020304050607080901000204060801001201 2 3 4 5 6 7 8 9 10Development PhasesVauleCapturedvsCostExpendedValue %Cost %
  30. 30. Strategies Most valuable first Evolve features Determine right cut-offValue Cost Ratio Curve (Agile)515305575859095 98 1001020304050607080901000204060801001201 2 3 4 5 6 7 8 9 10IterationVauleCapturedvsCostExpendedValue %Cost %Where is the right cut-off point?Agile Value Curve
  31. 31. Time$ revenueIdeaSolutionDefinition1-6monthsLaunch BreakevenBuild2-12monthsBuildstarts$ costObtaining funding2-12 monthsFundingInvestment time maybe asignificant impediment togetting to market quicklyWaterfall Investment
  32. 32. $ revenueIdea1 2 3$ costReleaseEach releasecreates uservalueTimeFundingFor agile projects to beagile they also needshort funding cyclesAgile Investment
  33. 33. Waterfall VS Agile Waterfall Relay race approach Clear, well defined andfixed requirements System specs Analysis Design Coding Testing Agile Rugby approach Good for projects withunknowns User stories rather thandetailed requirementspecs Ongoing analysis anddesign Coding and testing intandem
  34. 34. Pros Waterfall Structured management Budget and schedulepredictability Control Scale Familiarity / often part oforganizational culture Agile Early ROI Flexibility Team control Better understanding ofboth bigger picture andimmediate priorities Better delivery Higher visibility More client involvement
  35. 35. Cons Waterfall Late ROI Embeds rigidity Hierarchical control Lack of client involvement Big delivery surprises latein the project Too much documentation Poor visibility Agile Learning curve Right set of practicesneed to be used Need right kind of people More client involvement :time Cross-functional teams
  36. 36. Values Exercise (10 Mins)Customer collaborationContract NegotiationsWorking SoftwareComprehensive DocumentationResponding To ChangeFollowing A PlanIndividuals & InteractionsProcesses & Tools
  37. 37. Birth Of Agile? Really! Group of people came together to discuss and changeThanks to ThoughtWorks
  38. 38. Process/ PracticesIteration basedPrinciplesNon - iteration basedDSDMXPFDDSCRUMASDLeanProminent Methodologies
  39. 39. SCRUM
  40. 40. Flipping Pennies (1 Hour)
  41. 41. XP
  42. 42. Planning / Feedback Loops
  43. 43. Kanban Visualize workflow Limit work in progress (WIP) Measure the lead time
  44. 44. InfoQ
  45. 45. InfoQ
  46. 46. InfoQ
  47. 47. InfoQ
  48. 48. What is Lean? The term "lean" was coined to describe Toyotas businessduring the late 1980s by a research team headed by JimWomack, Ph.D., at MITs International Motor VehicleProgram The core idea is to maximize customer value whileminimizing waste. Simply, lean means creating more value for customerswith fewer resources.
  49. 49. What is Lean? The ultimate goal is to provide perfect value to thecustomer through a perfect value creation process thathas zero waste. To accomplish this, lean thinking changes the focus ofmanagement from optimizing separate technologies,assets, and vertical departments to optimizing the flow ofproducts and services through entire value streams thatflow horizontally across technologies, assets, anddepartments to customers. Eliminating waste along entire value streams, instead ofat isolated points.
  50. 50. Lean Principles
  51. 51. Lean Mindset - Purpose: What customer problems will the enterprise solveto achieve its own purpose of prospering? - Process: How will the organization assess each major valuestream to make sure each step is valuable, capable,available, adequate, flexible, and that all the steps arelinked by flow, pull, and leveling? - People: How can the organization ensure that everyimportant process has someone responsible for continuallyevaluating that value stream in terms of business purposeand lean process? How can everyone touching the valuestream be actively engaged in operating it correctly andcontinually improving it?
  52. 52. Are methodologies enough?
  53. 53. Decentralization
  54. 54. Empower
  55. 55. Self-Organization
  56. 56. Equilateral Triangle (15 Mins)
  57. 57. Managers Turns Leaders
  58. 58. Managers Turns Leaders
  59. 59. Coaching As Leadership Style
  60. 60. Team Not Individual
  61. 61. Collaboration
  62. 62. Mindset
  63. 63. PresentVersion One – State Of Agile Survey 2011
  64. 64. PresentVersion One – State Of Agile Survey 2011
  65. 65. Wikispeed Video
  66. 66. Future Of Agile? In schools? In manufacturing? In polio eradication? In construction? In Business? In Life?
  67. 67. Agile software development approachMindset & Culture?
  68. 68. Point And Walk
  69. 69. Feed Forward
  70. 70. Thank YouTushar Somaiya7875440898,