At BSG, we believe in being a proactive force for positive change,
making a difference in everything we do.

Tackling the
...
Agile origins

Plan-driven derived from
other engineering

Heavy on initial planning
Over time more information
is uncover...
Agile fluency
distinct stages of agile, each with specific benefits
and challenges
“Star”
system

3

1

Entire teams fluen...
One-star create business value
•
•
•

Management pillar
Easiest
Focus on team success
team

Benefit:

Greater visibility i...
Two-star ship at will
•
•
•

Technical pillar
Deliver to market cadence
Technical skills take time & effort, reduce produc...
Three-star
•
•

Deliver the most value possible for your investment
Understand what market / business needs
•
•
•

•

opti...
Four-star
•
•
•
•

optimise system

Understand organisational priorities and business direction
Support the needs of a pro...
Source: http://martinfowler.com/articles/agileFluency.html

In summary
Path through Agile fluency

Source: http://martinfowler.com/articles/agileFluency.html
Agile management
/ˈadʒʌɪl manɪdʒm(ə)nt/
Management at one-star fluency
Stakeholders
Interpreting
Collaborating

Adapting to the situation and environment
Principl...
Management at two-star fluency
Management at three-star fluency
Where

becomes
Management at four-star fluency
Agile Principles …………
…………………………………
……………………………
………….

Scrum. Scrum. Scrum.
Scrum. Scrum. Scrum.
Scrum. Scrum. Scrum.
Scru...
Respect

Agile framework

Feedback

interrelated
Communication

values

Courage

Simplicity

key principles
•
•
•
•
•
•

L...
What about the BA?
What is my
role?

I hear there is no
documentation…
requirements don’t
get signed off??!!
The developer...
Fluency and BA skills
A shift from documenting exhaustive detailed
requirements up front, to documenting asneeded priority...
Fluency and BA skills
A shift to become an “extension”
of business, a strategic questioner
to allow for a pivot in approac...
Ask why the analytical role
Evolutionary change

“Don’t do the wrong
things righter…”

Implementation the “doer”…
•

•

Fo...
UXD and Lean

Learn
Adoption of Agile
•
•
•
•

Agile means business value-oriented
Encourage change
Change requires refactoring
Minimise risk ...
Xtreme programming
•
•
•

Big decision
Initial investment cost
Buy in from ALL senior stakeholders
CORE PRACTICES
Team for...
The sooner you test,

the cheaper to fix
1200
1000
800

600
400

200
0
Design

Implementation

Simple

Test

rule

Post Re...
Cost of change

Cost of Change

A critical concept that motivates full lifecycle testing is the cost of change

Traditiona...
Initial slowdown

There is
an initial
cost!

Ongoing extra effort mitigated over time
Unused code
Waterfall requires users list ALL requirements
Agile focused on business value

Always,
7%
Frequently,
13%

Ne...
Does it really work?
In summary
The Fluency model = representation of Agile maturity

1 Star fluency is the first step enabling stakeholders to...
Contact Us

Talk to us about how we can unlock your potential

Jurie Schoeman:
jurie.schoeman@bsg.co.za
C: +27 83 302 7169...
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BSG tackling the fallacy of "Agile"

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A view on Agile Development from a management, software development and business analysis perspective. Using the Fluency Model to understand what level your company needs to be at in order to be a truly Agile organisation.

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BSG tackling the fallacy of "Agile"

  1. 1. At BSG, we believe in being a proactive force for positive change, making a difference in everything we do. Tackling the fallacy of “Agile” How to maximise the benefits on your journey to Agile excellence 27th November 2013 Clinton Bosch, Sandra Rheeder and Daniël Maree Unlocking potential. Accelerating performance
  2. 2. Agile origins Plan-driven derived from other engineering Heavy on initial planning Over time more information is uncovered Software development is not civil engineering Requirements guaranteed to change Agile | a reaction to plan-driven methodologies like RUP
  3. 3. Agile fluency distinct stages of agile, each with specific benefits and challenges “Star” system 3 1 Entire teams fluency – not individuals 2 Fluency at all previous levels Teams evolve in a predictable order 4 Fluency | how a team develops software when it’s under pressure
  4. 4. One-star create business value • • • Management pillar Easiest Focus on team success team Benefit: Greater visibility into team’s work; ability to redirect Investment: Team development and work process design Core Metric: Team regularly reports progress from a business value perspective Achievement: 45% Time: 2 - 6months Source: http://martinfowler.com/articles/agileFluency.html
  5. 5. Two-star ship at will • • • Technical pillar Deliver to market cadence Technical skills take time & effort, reduce productivity EXTREME PROGRAMMING “moments to learn, lifetime to master” Benefit: Low defects and high productivity Investment: Lowered productivity during technical skill development Core Metric: Team ships on market cadence Achievement: 35% Time: 3 - 24months Source: http://martinfowler.com/articles/agileFluency.html
  6. 6. Three-star • • Deliver the most value possible for your investment Understand what market / business needs • • • • optimise value Delivers MVP Value added vs. opportunity cost Pivot if not producing sufficient value Cross functional teams Benefit: Higher value deliveries and better product decisions Investment: Social capital expended on incorporating business expertise into team Core Metric: Team provides concrete business metrics Achievement: 5% Time: 1 – 5 years Source: http://martinfowler.com/articles/agileFluency.html
  7. 7. Four-star • • • • optimise system Understand organisational priorities and business direction Support the needs of a product critical to business success Cross-pollination between teams Bleeding edge of agile practice Benefit: Alignment with organisational goals, synergistic effects Investment: Significant effort in establishing organisational culture, inventing new practices Core Metric: Team reports how its actions impact the overall organisation Achievement: Very few Time: unknown Source: http://martinfowler.com/articles/agileFluency.html
  8. 8. Source: http://martinfowler.com/articles/agileFluency.html In summary
  9. 9. Path through Agile fluency Source: http://martinfowler.com/articles/agileFluency.html
  10. 10. Agile management /ˈadʒʌɪl manɪdʒm(ə)nt/
  11. 11. Management at one-star fluency Stakeholders Interpreting Collaborating Adapting to the situation and environment Principles > process Team Welcome change Short feedback loop Demonstrating the benefits Engaged customers = happy customers
  12. 12. Management at two-star fluency
  13. 13. Management at three-star fluency Where becomes
  14. 14. Management at four-star fluency
  15. 15. Agile Principles ………… ………………………………… …………………………… …………. Scrum. Scrum. Scrum. Scrum. Scrum. Scrum. Scrum. Scrum. Scrum. Scrum. Scrum. Scrum. Learning Organisation Who drives Agile excellence?
  16. 16. Respect Agile framework Feedback interrelated Communication values Courage Simplicity key principles • • • • • • Long-running, multi-functional teams Small batch sizes (which are regularly released) Continual review and prioritisation Embrace cheap failure Self-similarity across all levels in the organisation Fix time and cost, not scope (but within a broader context) specific practices • Adopted and customised by teams as they move through the fluency model
  17. 17. What about the BA? What is my role? I hear there is no documentation… requirements don’t get signed off??!! The developers are talking directly to business and it’s working! What am I going to do?? Extreme programming is not really my thing… “…the Agile Business Analyst will rely much more on people facilitation skills than they may have on traditional projects. The BA’s role is to facilitate a discussion between the Product Owner and the technical team” “…the agile BA needs to think about the software development process in new ways. Agile encourages us to decouple the breadth of the solution from the depth of the solution in order to continuously deliver smaller increments of production-ready code” Source: “The Agile Business Analyst” white paper, Mike Cottmeyer, V. Lee Henson (www.versionone.com)
  18. 18. Fluency and BA skills A shift from documenting exhaustive detailed requirements up front, to documenting asneeded priority requirements per iteration Focus on new skills • • • • • • • Creating clear direction in terms of the “breadth” of scope Conceptual domain / business understanding Facilitation of discussions between business and developers, especially in terms of courageous feedback The ability to question and unpack the requirements which will deliver specific business value in the short term, and meet longer term objectives Writing specific, detailed user stories Understanding how to “slice the cake vertically” User experience design skills
  19. 19. Fluency and BA skills A shift to become an “extension” of business, a strategic questioner to allow for a pivot in approach based on feedback across the board Focus on new skills • • • Driving the concept of a minimum viable product (MVP) – the simplicity value Deeper understanding of and alignment with business Strategic business understanding
  20. 20. Ask why the analytical role Evolutionary change “Don’t do the wrong things righter…” Implementation the “doer”… • • Focus on efficiency and adjusting to feedback Question how and functional relevance to modules as a whole Translation vs Team Participation Revolutionary change Definition the “requester”… • Alignment the “questioner”… • Are we doing the right things in the medium term? • • Prioritisation Focus on effective delivery in terms of business value Shorter-term rollout of needed requirements Source: http://martinfowler.com/articles/agileFluency.html
  21. 21. UXD and Lean Learn
  22. 22. Adoption of Agile • • • • Agile means business value-oriented Encourage change Change requires refactoring Minimise risk of refactoring Refactoring | a technique where you improve the design of your code without adding functionality to it
  23. 23. Xtreme programming • • • Big decision Initial investment cost Buy in from ALL senior stakeholders CORE PRACTICES Team forms around a “customer” Small fullyintegrated releases Continuous integration, code in a consistent style Pair programming, simple design, improvement Extreme Programming | communication simplicity feedback
  24. 24. The sooner you test, the cheaper to fix 1200 1000 800 600 400 200 0 Design Implementation Simple Test rule Post Release
  25. 25. Cost of change Cost of Change A critical concept that motivates full lifecycle testing is the cost of change Traditional TDD / Agile Development Time By retaining the minimum amount of project artefacts required to support the project, there is less to update when a change does occur
  26. 26. Initial slowdown There is an initial cost! Ongoing extra effort mitigated over time
  27. 27. Unused code Waterfall requires users list ALL requirements Agile focused on business value Always, 7% Frequently, 13% Never, 45% Sometimes, 16% Rarely, 19% Standish Group | Features used on failed projects
  28. 28. Does it really work?
  29. 29. In summary The Fluency model = representation of Agile maturity 1 Star fluency is the first step enabling stakeholders to adapt to change. This is NOT the end goal 2 Star fluency is the necessary next step allowing the system technically to keep up with this change 3 Star fluency seeks to maximise delivery of business value and minimise accumulation of liability software BSG believes this should be the goal
  30. 30. Contact Us Talk to us about how we can unlock your potential Jurie Schoeman: jurie.schoeman@bsg.co.za C: +27 83 302 7169 T: + 27 11 215 6666 Johannesburg office: 33 Fricker Road Illovo Boulevard 2196 www.bsg.co.za www.bsgdelivers.com

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