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Introduction to agile
 

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 ...

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 Introduction to agile Presentation Transcript

  • Introduction to AgilePM Conclave 2012 pre-conference eventTushar Somaiya
  • 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?
  • 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?
  • 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.
  • 60 Steps (10 Mins)
  • Mingle (30 Mins) Name Company Role Experience Agile experience Interesting fact ------- -------
  • Define Project Success (5 Mins)
  • Project Success? Shanghai Maglev Train The worlds onlycommercial maglevsystem on a 30km runbetween Shanghaisfinancial district and thecitys Pudong airport
  • 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]
  • 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
  • Project Success?
  • 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
  • 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
  • Define Project Success
  • Value(Releasable Product)Quality(Reliable, Adaptable Product)Constraints(cost, schedule, scope)Speed to Value: The Agile Triangle
  • 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
  • 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.”
  • …survive the change…exploit the changeDangerOpportunity
  • Thriving On FutureAgility is theability to createand respond tochange in orderto profit in aturbulentbusinessenvironment.
  • “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
  • Software Success Rate? 56% cost overrun 84% time overrunhttp://www.infoq.com/articles/Interview-Johnson-Standish-CHAOS
  • CHAOS?Source: Standish Group Study Reported at XP2002 by Jim Johnson, Chairman64% of code never or rarelyused
  • What made your project succeed /fail? (10 Mins)
  • 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”
  • A better way of doing the same…End-to-Endsmall slices ofwork20 % done = 100 % usable
  • InceptionHigh levelrequirementsrelease 1release 2release 3SupportSupport required atthe end of eachrelease
  • IncrementalCredits: Jeff Patton Build a system gradually Demonstrate progress
  • IterativeCredits: Jeff Patton Multiple releases (every month or so) Iterations (usually one or two weeks)
  • Traditional Value CurveValue Cost Ratio Curve (Traditional)5 5 5 510152025501001020304050607080901000204060801001201 2 3 4 5 6 7 8 9 10Development PhasesVauleCapturedvsCostExpendedValue %Cost %
  • 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
  • Time$ revenueIdeaSolutionDefinition1-6monthsLaunch BreakevenBuild2-12monthsBuildstarts$ costObtaining funding2-12 monthsFundingInvestment time maybe asignificant impediment togetting to market quicklyWaterfall Investment
  • $ revenueIdea1 2 3$ costReleaseEach releasecreates uservalueTimeFundingFor agile projects to beagile they also needshort funding cyclesAgile Investment
  • 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
  • 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
  • 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
  • Values Exercise (10 Mins)Customer collaborationContract NegotiationsWorking SoftwareComprehensive DocumentationResponding To ChangeFollowing A PlanIndividuals & InteractionsProcesses & Tools
  • Birth Of Agile? Really! Group of people came together to discuss and changeThanks to ThoughtWorks
  • Process/ PracticesIteration basedPrinciplesNon - iteration basedDSDMXPFDDSCRUMASDLeanProminent Methodologies
  • SCRUM
  • Flipping Pennies (1 Hour)
  • XPhttp://www.extremeprogramming.org/
  • Planning / Feedback Loops
  • Kanban Visualize workflow Limit work in progress (WIP) Measure the lead time
  • InfoQ
  • InfoQ
  • InfoQ
  • InfoQ
  • 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.http://www.lean.org/
  • 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.http://www.lean.org/
  • Lean Principleshttp://www.lean.org/
  • 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?http://www.lean.org/
  • Are methodologies enough?
  • Decentralization
  • Empower
  • Self-Organization
  • Equilateral Triangle (15 Mins)
  • Managers Turns Leaders
  • Managers Turns Leaders
  • Coaching As Leadership Style
  • Team Not Individual
  • Collaboration
  • Mindset
  • PresentVersion One – State Of Agile Survey 2011
  • PresentVersion One – State Of Agile Survey 2011
  • Wikispeed Video
  • Future Of Agile? In schools? In manufacturing? In polio eradication? In construction? In Business? In Life?
  • Agile software development approachMindset & Culture?
  • Point And Walk
  • Feed Forward
  • Thank YouTushar Somaiya7875440898, 9869209689www.tusharsomaiya.comTushar.somaiya@gmail.com