Agile?Lars Irenius @ Postnord, 2012-11-27
1700                   50                   20                    4Vi bidrar till framgång genom att i nära samarbete med ...
www.knowit.se
Agenda•What is agile?•Why agile?•Manage agile•Buying agile•Failing with agile?
What is Agile?
Gör• Det som behövs            Customer                                                     Just in Time• När det behövs• ...
Fokusera på kundvärde!     Gör inte onödiga saker.          Lös problem!     Kontinuerlig förbättring!    Se helheten – vi...
Principles behind the Agile manifestoOur highest priority is to satisfy the customer through early andcontinuous delivery ...
Continuous Delivery, Fast TTM                                        Our highest priority is to satisfy the               ...
Besluta så sent som möjligt                Welcome changing requirements,                even late in development.
Multifunktionella, självorganiserandeoch bemyndigade team.               The best architectures, requirements, and designs...
Source: Jurgen Appelo
Best Teacher can transfer 30% of his knowledgeAllen Ward                 The most efficient and effective method of       ...
Source: Jurgen Appelo
T-shaped teams and staff
Benefits optained adopting agile      http://www.versionone.com/state_of_agile_development_survey/11/
http://www.versionone.com/state_of_agile_development_survey/11/
SCRUM Board     Source: Henrik Kniberg
Product and Sprint Backlog
Kanban     Source: Henrik Kniberg
Source: Wikipedia
Why Agile?
Agile Software RequirementsDean Leffingwell
What?       When?             $?                              implementDP 1      DP 2         DP 3                        ...
*PM Network Magazine, November 2009
Solution development                                                  Test & LaunchRequirements       Analysis & Design   ...
Design, Implement, Test,Evaluate, Learn andAdapt in increments                           Future goal state
Future goal state
Benefits optained by adopting agile      http://www.versionone.com/state_of_agile_development_survey/11/
Steering Agile?
Roles, artefacts and activities                  Kanban and Scrum – making the most of                  both.             ...
Styrning av produktportfölj                                                   Program                                     ...
Traditionell kravställning  säger åt utvecklaren vad     han/hon ska göra. Agil styrning ska ge teametförutsättningar att ...
Source: Jurgen Appelo
Backlog is not enough, you must getthe big picture!                                         Source: www.agileproductdesign...
Transparent steering                                                                Affärsledning                         ...
The team must know the world toadapt to.     Agile Requirements, NFI 15/6 2012                                         Sou...
Streamline and Scaling Agile      Two models for       agile steering
Scaled Agile Framework™ Big Picture
Streamlined Development                                                  Development                                      ...
Managing AgileA Pig is someone who has skin in the game.Pig roles are considered core team members.Performers. People who ...
The English verb “to manage” was  originally derived from the Italian maneggiare, meaning to handle and train horses. This...
Source: Jurgen Appelo
Management 3.0, Jurgen Appelo
Source: Jurgen Appelo
Source: Jurgen Appelo
Source: Jurgen Appelo
Agile transformation•Set a goal for the change – what do you want to achieve.•Define the system to change!•Define a core t...
Constant improvementMove to higher maturity level                      Assess              PlanIdentify size & type    of ...
Buying Agile ?
Big projects – Small projectsMany projects – Few projectsProjects – Continuous delivery
Organisationer i samarbete och takt förtjänstekvalitet             Trafikföretag                                          ...
Part of the system or not? Vendor   3                           Vendor                                 1           Custome...
When part of the system•Shared long-term goal•Dedicated team for customer.•Aligned processes customer – vendor (e.g. QA, r...
Source: Jurgen Appelo
When not part of the system
Agila projekt – IT företagens standardavtal  Avtalsparametrar:   Kompetenta resurser                                     ...
Fixed Price  Shared RiskTime & Material
Contractual models for agile steering(outside of the system)• Fixed cost – prioritized functions  • The customer prioritiz...
Agile vendor not part of the system•Contract can be fixed functions or fixed time/cost.•Functions to be planned in sprints...
Fokus på avtal eller leverans ?                 IDAG   IMORGON  Kundeffekt                      Mät mot kundeffekt Mät mot...
Fixed Price or T&M             Open Scope                     T&M  Passive                  Active                      FP...
Failing with Agile
Leading causes of failed agile projects       http://www.versionone.com/state_of_agile_development_survey/11/
Stefan Berg, Com Hem i ComputerSweden, 110923
Thanks!lars.irenius@knowit.se
Copenhagen 121127 - Lars Irenius
Copenhagen 121127 - Lars Irenius
Copenhagen 121127 - Lars Irenius
Copenhagen 121127 - Lars Irenius
Copenhagen 121127 - Lars Irenius
Copenhagen 121127 - Lars Irenius
Copenhagen 121127 - Lars Irenius
Copenhagen 121127 - Lars Irenius
Copenhagen 121127 - Lars Irenius
Copenhagen 121127 - Lars Irenius
Copenhagen 121127 - Lars Irenius
Copenhagen 121127 - Lars Irenius
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Copenhagen 121127 - Lars Irenius

  1. 1. Agile?Lars Irenius @ Postnord, 2012-11-27
  2. 2. 1700 50 20 4Vi bidrar till framgång genom att i nära samarbete med våra kunder kombinera det stora företagets styrka med det lilla företagets själ och den enskilde konsultens engagemang.
  3. 3. www.knowit.se
  4. 4. Agenda•What is agile?•Why agile?•Manage agile•Buying agile•Failing with agile?
  5. 5. What is Agile?
  6. 6. Gör• Det som behövs Customer Just in Time• När det behövs• I den mängd som behövs Pull (JIT) 1. Upptäck avvikelse (fel) Jidoka 2. 3. Stanna Rätta felet. Autonomation Visualisering av problem 4. Hitta orsaken och korrigera processen
  7. 7. Fokusera på kundvärde! Gör inte onödiga saker. Lös problem! Kontinuerlig förbättring! Se helheten – visualisera! Agilt LeanAnpassa till Optimera flöde!förändring!
  8. 8. Principles behind the Agile manifestoOur highest priority is to satisfy the customer through early andcontinuous delivery of valuable software.Welcome changing requirements, even late in development.Business people and developers must work together dailythroughout the project.The most efficient and effective method of conveying information toand within a development team is face-to-face conversation.The best architectures, requirements, and designs emerge fromself-organizing teams. Agile Requirements, NFI 15/6 2012
  9. 9. Continuous Delivery, Fast TTM Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Agile Requirements, NFI 15/6 2012 Source: www.informit.com
  10. 10. Besluta så sent som möjligt Welcome changing requirements, even late in development.
  11. 11. Multifunktionella, självorganiserandeoch bemyndigade team. The best architectures, requirements, and designs emerge from self-organizing teams.
  12. 12. Source: Jurgen Appelo
  13. 13. Best Teacher can transfer 30% of his knowledgeAllen Ward The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
  14. 14. Source: Jurgen Appelo
  15. 15. T-shaped teams and staff
  16. 16. Benefits optained adopting agile http://www.versionone.com/state_of_agile_development_survey/11/
  17. 17. http://www.versionone.com/state_of_agile_development_survey/11/
  18. 18. SCRUM Board Source: Henrik Kniberg
  19. 19. Product and Sprint Backlog
  20. 20. Kanban Source: Henrik Kniberg
  21. 21. Source: Wikipedia
  22. 22. Why Agile?
  23. 23. Agile Software RequirementsDean Leffingwell
  24. 24. What? When? $? implementDP 1 DP 2 DP 3 Future goal state
  25. 25. *PM Network Magazine, November 2009
  26. 26. Solution development Test & LaunchRequirements Analysis & Design Future goal state
  27. 27. Design, Implement, Test,Evaluate, Learn andAdapt in increments Future goal state
  28. 28. Future goal state
  29. 29. Benefits optained by adopting agile http://www.versionone.com/state_of_agile_development_survey/11/
  30. 30. Steering Agile?
  31. 31. Roles, artefacts and activities Kanban and Scrum – making the most of both. Henrik Kniberg & Mattias Skarin 2010
  32. 32. Styrning av produktportfölj Program Produkt Team Agile Requirements, NFI 15/6 2012
  33. 33. Traditionell kravställning säger åt utvecklaren vad han/hon ska göra. Agil styrning ska ge teametförutsättningar att själva finna en bra lösning.
  34. 34. Source: Jurgen Appelo
  35. 35. Backlog is not enough, you must getthe big picture! Source: www.agileproductdesign.com Agile Requirements, NFI 15/6 2012
  36. 36. Transparent steering Affärsledning Produkt/Programle dning ”Themes/Epics” Vart är vi på väg Team Roadmap/Funktioner/ Regler Vad ska göras? Stories, Tasks Hur ska det göras? Agile Requirements, NFI 15/6 2012
  37. 37. The team must know the world toadapt to. Agile Requirements, NFI 15/6 2012 Source: www.agileproductdesign.com
  38. 38. Streamline and Scaling Agile Two models for agile steering
  39. 39. Scaled Agile Framework™ Big Picture
  40. 40. Streamlined Development Development “Go” per R n.1Design Decision R n.2 GO Feature implementation Integration & Automated Regression Test (with load) decision Verified “up and running” system version: 11 12 .... 15 16 17 18 19 20 21 ... 27 Decoupling of release projectsRelease TG0 TG5 Release preparation & verification Merge Which features to include in a Release content PD2 Corrections release, both developed, under decided R n.1 development and not yet started.
  41. 41. Managing AgileA Pig is someone who has skin in the game.Pig roles are considered core team members.Performers. People who “do” work.Get it?A Chicken is someone who has something to gainby the Pigs performing, but in the end, really donot contribute day to day to “getting things done”.
  42. 42. The English verb “to manage” was originally derived from the Italian maneggiare, meaning to handle and train horses. This original meaningmerged with the French term menage, or household.
  43. 43. Source: Jurgen Appelo
  44. 44. Management 3.0, Jurgen Appelo
  45. 45. Source: Jurgen Appelo
  46. 46. Source: Jurgen Appelo
  47. 47. Source: Jurgen Appelo
  48. 48. Agile transformation•Set a goal for the change – what do you want to achieve.•Define the system to change!•Define a core team.•Launch a training program for key staff.•Introduce system for continuous improvements.
  49. 49. Constant improvementMove to higher maturity level Assess PlanIdentify size & type of problems Improve Identify strong & Select and Focus weak areas Max 2 areas Evaluate Do Assess Plan New baseline Improve Implement! Evaluate Do Often via a project s WoW Baseline
  50. 50. Buying Agile ?
  51. 51. Big projects – Small projectsMany projects – Few projectsProjects – Continuous delivery
  52. 52. Organisationer i samarbete och takt förtjänstekvalitet Trafikföretag • Resenären – Gemensam kund Operatör • Kundfokus måste genomsyra relationen med operatören Trafikleverans
  53. 53. Part of the system or not? Vendor 3 Vendor 1 Customer Vendor 2
  54. 54. When part of the system•Shared long-term goal•Dedicated team for customer.•Aligned processes customer – vendor (e.g. QA, release)•Agile process as if in-house•Contractual model: T&M
  55. 55. Source: Jurgen Appelo
  56. 56. When not part of the system
  57. 57. Agila projekt – IT företagens standardavtal Avtalsparametrar:  Kompetenta resurser Fackmanna  Antal resurser och timmar mässigt fel fördelat på Tidsboxar  Timpris samt eventuell Risk- Samverkans fel och Vinstdelning  Antal Reservtidsboxar Rättning utan arvode. Reserv Tidsbox Tidsbox Rest Påtalas inom 6 tidsbox månader Flyttat arbete Flyttat arbete Flyttat arbete Reducering av timarvodeUrsprungligt Uppdrag Ändrat Uppdrag Source: Henrik Gavelli
  58. 58. Fixed Price Shared RiskTime & Material
  59. 59. Contractual models for agile steering(outside of the system)• Fixed cost – prioritized functions • The customer prioritize functions together with vendor from a product backlog list. Delivery in time with prioritized functions. • Fixed functions – T&M • The customer prioritize functions together with vendor from a product backlog list. Preliminar delivery schedule agreed with sprint deliveries • Fixed cost, time and functions • No “agile steering” possible, but vendor may work agile and make sprint deliveries.
  60. 60. Agile vendor not part of the system•Contract can be fixed functions or fixed time/cost.•Functions to be planned in sprints + one or two “hardening” sprints (based on degree of uncertainty)•Fixed time allows for greater flexibility.•Burndown to be visible for customer•Sprintbased delivery•Retrospects
  61. 61. Fokus på avtal eller leverans ? IDAG IMORGON Kundeffekt Mät mot kundeffekt Mät mot avtal Styr leveransen 4. Korrigera snabbt Leverans 3. Förutse leveranseffekter 2. Analysera mönster 1. Fånga signalerUpphandling Lägg grunden & Etablering
  62. 62. Fixed Price or T&M Open Scope T&M Passive Active FP FP or T&M Fixed Scope
  63. 63. Failing with Agile
  64. 64. Leading causes of failed agile projects http://www.versionone.com/state_of_agile_development_survey/11/
  65. 65. Stefan Berg, Com Hem i ComputerSweden, 110923
  66. 66. Thanks!lars.irenius@knowit.se

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