The 90 minute Guide to Agile – What, Why, How by Allan Kelly


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In this very accelerated introduction to Agile Allan Kelly will attempt to explain What Agile is, Why companies are adopting it in increasing numbers and How it works. He might even give some suggestions on how to start your Agile initiative and why doing things right is more important than doing the right thing.

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The 90 minute Guide to Agile – What, Why, How by Allan Kelly

  1. 1. The  90  minute  guide  to  Agile  or  What  is  Agile?  Why  should  we  be  Agile?  How  do  we  become  Agile?   allan  kelly   Twi+er:  @allankellynet   h+p://   h+p://  
  2. 2. Allan  Kelly   Director,  So6ware  Strategy  Ltd   –  ConsulAng  &  Training  for  Agile  Author   –  Changing  So:ware  Development:  Learning   to  be  Agile  (2008,  Wiley)   –  Business  Pa8erns  for  So;ware  Developers   (2012,  Wiley  -­‐  ISBN:  978-­‐1119999249)     97  Things  Every  Programmer  Should  Know   Henney,  2010   Context  EncapsulaGon  in   PaHern  Languages  of  Program  Design     Volume  5,  2006  (c)  Allan  Kelly   h+p://   2  
  3. 3. Agenda…  •  What  is  Agile?  •  Why  go  Agile?  •  How  do  you  do  Agile?  •  How  do  I  change  to  Agile?   …  90  minutes!  
  4. 4. What  is  Agile?  (c)  Allan  Kelly   h+p://   5  
  5. 5. Agile  manifesto  (2001)   We  are  uncovering  be+er  ways  of  developing  so6ware  by   doing  it  and  helping  others  do  it.  Through  this  work  we  have   come  to  value:     •  Individuals  and  interacAons  over  processes  and  tools   •  Working  so6ware  over  comprehensive  documentaAon   •  Customer  collaboraAon  over  contract  negoAaAon   •  Responding  to  change  over  following  a  plan     That  is,  while  there  is  value  in  the  items  on  the   right,  we  value  the  items  on  the  le6  more.  (c)  So6ware  Strategy  Ltd.   6  
  6. 6. Professor  Donald  Sull  of  the  London  What?   Business  School  …  defines  [Agility]   as  a  company’s  ability  Defining  Agile   consistently  to  iden@fy  and   seize  opportuniAes  more   quickly  and  effec@vely  than   rivals.  Agile  is  what  both  the  latest   business  strategy  and   so6ware  development   methodology  aspire  to  be.   Financial  Times,  20  November,  2007,  “Agility:   Flexibility  takes  over  from  planning”  (c)  Allan  Kelly   h+p://   7  
  7. 7. Agile,  Agile  methods  &  Agile  toolkit   The  State  of  Agile   •   Quick  on  our  feet   (our  objecAve)   •   Deliver  quickly   •   Respond  to  change  rapidly   •   Seize  opportuniAes   Kanban   Agile  Methods   ...   DSDM   Promise  to  create  the  state  of  Agile   Scrum   XP   Xanpan   •   Test  Driven  Development,  Refactoring   The  Agile   •   IteraAons,  Time  boxing   Toolkit   •   User  Stories,  Feature  injecAon   •   RetrospecAves,  ....  (c)  Allan  Kelly   h+p://   8  
  8. 8. Why  Agile?  (c)  Allan  Kelly   h+p://   9  
  9. 9. Why  Agile?   Process  change  follows  technology  change   1972   2002   2012   Database   IMS   SQL,  Oracle   NoSQL   Language   Cobol,  Fortran   Java,  C++   Ruby,  JavaScript   Display   Green  screen   Web   iPad   OS   OS/360   Windows  NT/XP   Linux   Internet  nodes   23  (March)   Millions   5  Billion  ?  (c)  Allan  Kelly   h+p://   10  
  10. 10. Why  be  Agile?   •  Reduce  costs   •  Reduce  risk   •  Avoid  failure   •  ProducAvity   •  TINA  ?   –  The  only  game  in  town   –  Agile  is  state  of  the  art   •  Fashion?   –  Everyone  else  is  doing  it?  (c)  Allan  Kelly   h+p://   11  
  11. 11. Why  Agile?   It’s  the   business,  stupid   I  can’t  think  of  anything  more   important  than  building  an   agile  company,  because  the   world  changes  so  quickly  and   unpredictably   Michael  A  Cusumano   DisAnguished  Professor  of  Management  at   the  MIT  Sloan  School  of  Management  
  12. 12. Why  be  Agile?   •  Greater  flexibility   –  World  doesn’t  stop   •  Faster  to  market   –  Seize  compeAAve  opportuniAes   –  Faster  return  on  investment   •  Faster  validaAon  of  market   –  Fail  fast,  fail  cheap  (c)  Allan  Kelly   h+p://   13  
  13. 13. Why  be  Agile?   •  Customers  prefer  it   –  Flexibility   –  No  arguing  over  requirements  in/out   –  Time  to  market   –  OpportuniAes  to  conAnue,  stop,  change   •  Enable  new  business  models  (c)  Allan  Kelly   h+p://   14  
  14. 14. Why  be  Agile?   Today   Tomorrow   •  Agile  means  be+er   •  Agile  creates  new   •  Be+er  delivery   opportuniAes   •  Win  new  clients   •  New  compeAAve   •  Reduce  risk   advantages   •  New  business  models  (Lean   •  Reduce  failure   Start  Up)   •  IT  as  enabler   •  BeHer  is  entry  level  (don’t   –  Not  a  blocker   leave  home  without  it)   –  Realize  true  value  of  IT  (c)  Allan  Kelly   h+p://   15  
  15. 15. Why  be  Agile?   What  do  they  know?   One  more  thing….  a  BIG  risk?     Are  they  take   Stealing  an  advantage?   Your   compeAtors   are  doing  this  (c)  Allan  Kelly   h+p://   16  
  16. 16. How  do  we  do  Agile?  (c)  Allan  Kelly   h+p://   17  
  17. 17. Principles:  So6ware  development  •  Has  diseconomies  of  scale   –  So  small  batch  size  •  Fixing  bugs  is  expensive   –  So  high  quality  is  important  •  DocumentaAon  is  expensive   –  So  minimize  it  •  Things  change   –  So  start  small  &  grow   €   –  Strive  for  adaptability  over  adapted   –  Deliver  fast,  learn,  iterate  
  18. 18. Release  Usually  looks  like  this  (Scrum/XP)   Demo   Wednesday   Tuesday   Monday   Friday   Thursday   Work   Wednesday   Tuesday   Monday   Friday   Thursday  
  19. 19. Everything  in  IteraAon   Releasable  at  end  of  IteraAon   Developers: Coding, Design & Unit Testing even  if  not  releases   Product Owner: Requirement discover & explanation Testers: Automated & Exploratory testing Wednesday Wednesday Thursday Thursday Tuesday Tuesday Monday Monday Friday Friday
  20. 20. Project  constraints  Product   Resources  Owner   Features   (People)  needs  to  make  these  trade  offs   Fixed  over   Cost  =     short  run   Resources  x  Time   (Brooks  Law)   Quality  =  free   Time   Scope  Creep  –   run  backwards   Time  boxed   21  
  21. 21. Looks  like  this  
  22. 22. Burn-­‐down  chart   Basic  Product  Burn-­‐Down  Chart  250  200  150  100   50   0   1   2   3   4   5   6   7   8   9   10   11   12   Itera@on   Work  to  do  (c)  So6ware  Strategy  Ltd.   23  
  23. 23. Burn-­‐Up,  Burn-­‐Down   Burn-­‐Up,  Burn-­‐Down  250  200  150  100   50   0   1   2   3   4   5   6   7   8   9   10   11   12   13   14   Itera@on   Series5  (c)  So6ware  Strategy  Ltd.   24  
  24. 24. Invest  in  Technical     So6ware  Cra6smanship   –  Take  quality  seriously   Images  from  Wikipedia  under  GNU   documentaAon  license.  
  25. 25. This  means  Change!   Erh….  How  do  I  do  that?   "I  cant  understand  why   people  are  frightened  of   new  ideas.  Im   frightened  of  the  old   ones.”     John  Cage  (c)  Allan  Kelly   h+p://   26  
  26. 26. How?  •  A  story….   Hard  to  imagine   [Agile]  has  changed   there  was  a  world   the  way  we  run  the   before  Agile   company   Main  benefit:  Time  to  market.   I  don’t  know  how  we  would   have  done  it  without  Agile  
  27. 27. 3  Sided  coaching   What  is  the  company  making?   How  is  the  company  organized?   Advice  for  senior  managers   Company:  Strategy   What  processes  are  followed?   Are  you  delivering?   Product:  Process   Advice  for  teams   What  is  the  architecture?  Is  the   code  tested?    Are  you  finding   Code:  Technical   bugs?   Advice  for  programmers  
  28. 28. Who’s  on  first?   Michael   Barri+   Benjamin   Mitchell   Company:  Strategy   Allan  Kelly   Product:  Process   Code:  Technical   Jon  Jagger   Nancy  Van   Schooenderwoert  
  29. 29. Training  +  Coaching   Light  touch   coaching  1.  Agile  FoundaAons  training  workshop  2.  Process/Product  Coaching  (ongoing)  3.  Test  Driven  Development  Workshop  4.  Technical  Coaching  (ongoing)  
  30. 30. Don’t  push  change  -­‐  Let  them  pull!  •  Management  job  is  not  to  push  change   –  Inspire  people  to  want  change   –  Support  people,  give  them  the  tools  
  31. 31. And  markeAng  MarkeGng  know  what  product  needs  building  Engineering  build  it   You  know  your  doing  something  •  Important  to  link  up   right  when  you  get  copied…   markeAng  engineering  •  Build  the  right  thing,   build  it  right  
  32. 32. And  Time    (the  4th  dimension)   •  Don’t  expect  it  all  at  once   •  Different  people  learn  at   different  speeds   •  Iterate   –  Li+le  and  o6en  
  33. 33. Agile  Spectrum   35  
  34. 34. The  Alignment  Trap   Highly   aligned   ‘Alignment  trap’   ‘IT  Enabled  growth’   11%  companies   7%  companies   Doing  the  right  things   +13%  IT  spending   -­‐6%  IT  spending  Source:  Shpilberg,  Berez,  Puryear,  Shah:   -­‐14%  3  year  sales   +35%  3  year  sales   growth   growth   2  MIT  Sloan  Review,  Fall  2007   ‘Maintenance  zone’   ‘Well-­‐oiled  IT’   74%  companies      1   8%  companies   Avg  IT  spending   -­‐15%  IT  spending   -­‐2%  3  year  sales   +11%  3  year  sales   Less   growth   growth   aligned   Doing  things  right   Less   More     EffecAve   EffecAve  
  35. 35. Thank  you!  allan  kelly  So6ware  Strategy  Ltd.  Twi+er:  @allankellynet  (c)  Allan  Kelly   h+p://   37