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AGILITY
Any Idea About the Success
Rates in Software Projects?
What Do
Customers
Want!?
FasterT2M
Deliver Smart Solutions
Be Flexible
Deliver Quality
With Lower Cost
Sure,
Why
Not!
W
A
T
E
R
F
A
L
L
HOW IT WORKS?
No Hurry.
TakeYour
Time, Define
The
Deee…tailed
Scope
Up Front!
Be sure
about
the
scope.
Precise
targets
create
success!?
The Standish Group has stated for many years that clear goals
are achieved when all the stakeholders are focused on and un...
Upss..Also,We Know
That 35% Of Initial
Scope Will Change
During Development
On Avg
Source:Advanced Methods Inc.
HMM
CHANGES?
WHY?
Customers Don’t Know
What TheyWant
Organizations, people and
markets are not machines.
These are complex (living)
systems.
COMPLEX CHAOTICORDERED
fully predictable somewhat
unpredictable
very
unpredictable
Most of the
today’s business
lives in h...
In an unpredictable
environment, people have a
tendency to experiment,
learn and improve the
result at hand.
This is our n...
At What Phase Of a Project,You StartTo
Get Most OfThe Change Requirements?
Even IfThere Is No Change In
The Market,
User Experience Will Probably
Trigger New Desires
Market Also Changes Really
Fast...
Hmm Interesting, Got It.
But Sorry,
‘NO CHANGE’
Accepted
Till Phase 2
ByThe
Way, Phase
2 Will Be
Year Later
If No
Change In
Scope
Allowed,
Then I Will
Ask For
Anything I
Can
Imagine..
Ok, Lets Go
Back.
Why Software
Guys Say NoTo
Change?
Issue Is:
We HaveTough
Deadlines &
Changes Increase
Probability Of
Missing It Which
Is Not
Acceptable
So…Catch The
Deadline (if can)
Probably With
The Wrong
Product…
There Is No Wrong Product! There
Are Untrained People!
The Ultimate Summary
Catch the Deadline
(follow the plans)
Pressure
No Change On
Scope!
Upfront
Detailed
Analysis
Waste Fe...
Catch the Deadline
(follow the plans)
Pressure
The Ultimate Root Cause
What Is
The
Importance
of
Deadline?
DEADLINE ?=T2M
basically we do not want to be late
to the market
Don’t Be Late! Start Small?
>6 months <1 month
T2M Is Associated
With
Value Proposition,
Prioritization &
Frequent Delivery
PARETO RULE
FREQUENTLY DELIVERING
SIMPLEST, VALUEABLE
OUTCOME
OLD ECONOMY
NEW ECONOMY
SO,
WHAT
TO DO?
We Need
More
Resources!
Utilize
People?
Sorry
resources?
Source:http://blog.codinghorror.com/the-multi-tasking-myth/
Get More
Individual
Heroes?
Will That
Really
Work?
NO HEROES!
WE NEED RADICAL
COLLABORATION!
Empower
Managers,
They Will
Control It?
Project	
  Type Characteristics Leader’s	
  Job
Chaotic
High	
  Turbulence
No	
  clear	
  cause-­‐and-­‐effect
Unknowables...
Something
Else?
We Need a Paradigm
Shift in the Way We
WorkToday
AGILE is;
Flexibility,
capacity
and the
capability of
rapidly and
efficiently
“adapting”
to “change”
AGILE IS ATHOUGT SYSTEM
Responding to change
AGILE IS ATHOUGT SYSTEM
Working as a team, focusing on
customer, delivering value and
continuously improving
AGILE IS ATHOUGT SYSTEM
Building a team based workplace
environment to allow people to
achieve their maximum potential
AGILE IS ATHOUGT SYSTEM
ITERATIVE & INCREMENTAL APPROACH
What About The
Progress?
How Much
Already DONE?
What AboutThe Progress?
How Much Already DONE?
Most of the
documentation,
none of the actual
product
May be more than
20-3...
What
About
Your
Agility?
Communication	
  level	
  in	
  your	
  team
Decision	
  making	
  structure
Accountability	
  level
Frequency	
  of	
  cu...
SCRUM For Agility
Scrum is a framework within which people can address
complex problems, and productively and creatively deliver
products of...
ROLES IN SCRUM
Product
Owner
Scrum
Master
Development
Team
• Optimizes the value of the Product
• Creates and maintains th...
ARTIFACTS IN SCRUM
All Product Backlog items selected
for a Sprint
+
A plan by the DevelopmentTeam to
deliver them
• An or...
EVENTS IN SCRUM
Reference: Scrum.org
daily time-boxed event of 15
minutes, or less, for the
DevelopmentTeam to re-plan
the...
Seems Easy.
WhereTo
StartTo
Transform
Into Agility?
It is a
Multi Level
Transformation
What Would
Get a Pea-
Hater KidTo
Eat Peas ?
Tell him to eat peas as a parental authority ?
Reward him with ice cream if he did eat
Eat peas as a good role model
Expla...
Birch* Found One
ThingThat Worked
Predictably:
Peer Pressure
We tend to conform
to the behavior of
people around us
* Rese...
Just Start
Small, Others
Will Follow
THANKYOU!
www.acm-software.com
Understanding The Urge To Agility
Understanding The Urge To Agility
Understanding The Urge To Agility
Understanding The Urge To Agility
Understanding The Urge To Agility
Understanding The Urge To Agility
Understanding The Urge To Agility
Understanding The Urge To Agility
Understanding The Urge To Agility
Understanding The Urge To Agility
Understanding The Urge To Agility
Understanding The Urge To Agility
Understanding The Urge To Agility
Understanding The Urge To Agility
Understanding The Urge To Agility
Understanding The Urge To Agility
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Understanding The Urge To Agility

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Understanding The Urge To Agility

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Understanding The Urge To Agility

  1. 1. AGILITY
  2. 2. Any Idea About the Success Rates in Software Projects?
  3. 3. What Do Customers Want!?
  4. 4. FasterT2M Deliver Smart Solutions Be Flexible Deliver Quality With Lower Cost
  5. 5. Sure, Why Not!
  6. 6. W A T E R F A L L
  7. 7. HOW IT WORKS?
  8. 8. No Hurry. TakeYour Time, Define The Deee…tailed Scope Up Front!
  9. 9. Be sure about the scope. Precise targets create success!?
  10. 10. The Standish Group has stated for many years that clear goals are achieved when all the stakeholders are focused on and understand the core values of the project.We believed that goal clarity and focus were essential to a successful project. However,measuring success by both the Traditional and Modern metrics we found the opposite to be true.
  11. 11. Upss..Also,We Know That 35% Of Initial Scope Will Change During Development On Avg Source:Advanced Methods Inc.
  12. 12. HMM CHANGES? WHY?
  13. 13. Customers Don’t Know What TheyWant
  14. 14. Organizations, people and markets are not machines. These are complex (living) systems.
  15. 15. COMPLEX CHAOTICORDERED fully predictable somewhat unpredictable very unpredictable Most of the today’s business lives in here
  16. 16. In an unpredictable environment, people have a tendency to experiment, learn and improve the result at hand. This is our nature.
  17. 17. At What Phase Of a Project,You StartTo Get Most OfThe Change Requirements?
  18. 18. Even IfThere Is No Change In The Market, User Experience Will Probably Trigger New Desires Market Also Changes Really Fast +
  19. 19. Hmm Interesting, Got It. But Sorry, ‘NO CHANGE’ Accepted Till Phase 2
  20. 20. ByThe Way, Phase 2 Will Be Year Later
  21. 21. If No Change In Scope Allowed, Then I Will Ask For Anything I Can Imagine..
  22. 22. Ok, Lets Go Back. Why Software Guys Say NoTo Change?
  23. 23. Issue Is: We HaveTough Deadlines & Changes Increase Probability Of Missing It Which Is Not Acceptable
  24. 24. So…Catch The Deadline (if can) Probably With The Wrong Product…
  25. 25. There Is No Wrong Product! There Are Untrained People!
  26. 26. The Ultimate Summary Catch the Deadline (follow the plans) Pressure No Change On Scope! Upfront Detailed Analysis Waste Features Higher Cost May Decrease Quality Unsatisfied Users Trigger Change putmorepressure
  27. 27. Catch the Deadline (follow the plans) Pressure The Ultimate Root Cause
  28. 28. What Is The Importance of Deadline?
  29. 29. DEADLINE ?=T2M basically we do not want to be late to the market
  30. 30. Don’t Be Late! Start Small? >6 months <1 month
  31. 31. T2M Is Associated With Value Proposition, Prioritization & Frequent Delivery
  32. 32. PARETO RULE
  33. 33. FREQUENTLY DELIVERING SIMPLEST, VALUEABLE OUTCOME
  34. 34. OLD ECONOMY
  35. 35. NEW ECONOMY
  36. 36. SO, WHAT TO DO?
  37. 37. We Need More Resources!
  38. 38. Utilize People? Sorry resources?
  39. 39. Source:http://blog.codinghorror.com/the-multi-tasking-myth/
  40. 40. Get More Individual Heroes?
  41. 41. Will That Really Work?
  42. 42. NO HEROES! WE NEED RADICAL COLLABORATION!
  43. 43. Empower Managers, They Will Control It?
  44. 44. Project  Type Characteristics Leader’s  Job Chaotic High  Turbulence No  clear  cause-­‐and-­‐effect Unknowables Many  decisions   and  no  time Immediate  action  to  re-­‐establish  order Prioritize  and  select  actionable  work Look  for  what  works  rather  than  perfection Act,  sense,  respond Complex More  unpredictability  than  predictability Emergent  answers Many  competing  ideas Create  bounded  environments  for  action Increase  levels  of  interaction  and  communication Servant  leadership Generate  ideas Probe,  sense,  respond Complicated More  predictability  than  unpredictability Fact-­‐based  management Experts  work  out  wrinkles Utilize  experts  to  gain  insights Use  metrics  to  gain  control Sense,  analyze,  respond Command  and  control Simple Repeating  patterns  and  consistent  events Clear  cause-­‐and-­‐effect Well  establish  knowns Fact  based  management Use  best  practices Extensive  communication  not  necessary Establish  patterns  and  optimize  to  them Command  and  control Source:“Management Frameworks,” Harvard Business Review, October 2008 Management Style Mismatch!
  45. 45. Something Else?
  46. 46. We Need a Paradigm Shift in the Way We WorkToday
  47. 47. AGILE is; Flexibility, capacity and the capability of rapidly and efficiently “adapting” to “change”
  48. 48. AGILE IS ATHOUGT SYSTEM
  49. 49. Responding to change AGILE IS ATHOUGT SYSTEM
  50. 50. Working as a team, focusing on customer, delivering value and continuously improving AGILE IS ATHOUGT SYSTEM
  51. 51. Building a team based workplace environment to allow people to achieve their maximum potential AGILE IS ATHOUGT SYSTEM
  52. 52. ITERATIVE & INCREMENTAL APPROACH
  53. 53. What About The Progress? How Much Already DONE?
  54. 54. What AboutThe Progress? How Much Already DONE? Most of the documentation, none of the actual product May be more than 20-30% of the actual product is working
  55. 55. What About Your Agility?
  56. 56. Communication  level  in  your  team Decision  making  structure Accountability  level Frequency  of  customer  involvement Speed  of  handling  change  requests Working  output   delivery  frequency Testing  process Analysis  process Authentication  policies Progress  transparency Learning  &  improvement  culture Face  to  face,  open,  frequent Mostly  written,  not  frequent Collaborative,  as  a  team Top  down,  one  man  show Personal  responsibilityCommitment  as  a  team Frequently At  the  beginning  &  end At  most  in  few  weeks Takes  more  than  2  months At  most  in  few  weeks Takes  more  than  2  months Continuously   throughout  the   project   As  a  whole  at  the  end Detailed  upfrontOngoing Self  organizing  &  correcting Bureaucratic Measured  and  visible Sensational  progress  tracking Frequently  improving  things Status  quo  is  the  habit ScoreYourself 15 NOTYET AGILEAGILE
  57. 57. SCRUM For Agility
  58. 58. Scrum is a framework within which people can address complex problems, and productively and creatively deliver products of the highest possible value. It is the most preferential and mostly used management tool among all Agile methodologies.
  59. 59. ROLES IN SCRUM Product Owner Scrum Master Development Team • Optimizes the value of the Product • Creates and maintains the Product Backlog • Chooses what and when to release • Represents stakeholders and customers to the DevelopmentTeam • Creates the product Increment • Operates in a series of Sprints • Organizes itself and its work • Collaborates with Product Owner to optimize value • Enacts Scrum values, practices, and rules throughout the organization • Ensures the ScrumTeam is functional and productive • Provides guidance and support for the ScrumTeam Reference: Scrum.org
  60. 60. ARTIFACTS IN SCRUM All Product Backlog items selected for a Sprint + A plan by the DevelopmentTeam to deliver them • An ordered list of desirements • Potential features of the product • The single source of truth for what is planned in the product PRODUCT BACKLOG SPRINT BACKLOG Reference: Scrum.org
  61. 61. EVENTS IN SCRUM Reference: Scrum.org daily time-boxed event of 15 minutes, or less, for the DevelopmentTeam to re-plan the next day of development work during a Sprint time-boxed event of 1 day, or less, to start a Sprint. It serves for the ScrumTeam to inspect the work from the Product Backlog that’s most valuable to be done next and design that work into Sprint backlog time-boxed event of 4 hours, or less, to conclude the development work of a Sprint. It serves for the ScrumTeam and the stakeholders to inspect the Increment of product resulting from the Sprint time-boxed event of 3 hours, or less, to end a Sprint. It serves for the ScrumTeam to inspect the past Sprint and plan for improvements to be enacted during the next Sprint PLANNING MEETING DAILY SCRUM SPRINT REVIEW SPRINT RETROSPECTIVE
  62. 62. Seems Easy. WhereTo StartTo Transform Into Agility?
  63. 63. It is a Multi Level Transformation
  64. 64. What Would Get a Pea- Hater KidTo Eat Peas ?
  65. 65. Tell him to eat peas as a parental authority ? Reward him with ice cream if he did eat Eat peas as a good role model Explain the reasons why eating peas is good for him www.acm-­‐software.com
  66. 66. Birch* Found One ThingThat Worked Predictably: Peer Pressure We tend to conform to the behavior of people around us * Researcher, Leann Lipps Birch, University of Illinois
  67. 67. Just Start Small, Others Will Follow
  68. 68. THANKYOU! www.acm-software.com

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