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Agile basics


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Agile Basics for Government with ThoughtWorks

Most people interested in the field of innovation have heard of agile innovation teams. These small, entrepreneurial groups are designed to stay close to customers and adapt quickly to changing conditions. When implemented correctly, they have a reputation for almost always result in higher team productivity and moral, faster time to market, better quality and lower risk than traditional approaches can achieve.

But while agile methods caught on first in IT departments and are now widely used in software development, the agile approach has potential to transform the public sector in ways far beyond better bits and bytes. Conditions are ripe for agile teams in any situation where problems are complex, solutions are at first unclear, project requirements are likely to change, and close collaboration with end users is feasible: a description that matches many facing a wide variety of public sector activities.

This session will provide participants with an opportunity to explore what the world of agile can teach them – about themselves, their work and their potential to serve their clients better, whatever their role. It will confront some of the common myths and misconceptions about agile, and demonstrate how an agile approach can enable teams to deliver sooner and scale faster through a proven learning culture that builds and strengthens the team and its capabilities.

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Agile basics

  1. 1. 12th annual State of Agile Report
  2. 2. Mauro Santos Vered Netzer
  3. 3. Agile methods encourage teams to build quickly, test what they’ve built and iterate their work based on regular feedback.
  4. 4. ● ● ● ● ●
  5. 5. 8
  6. 6. 9
  7. 7. Value Time Value Time Analysis Implementation Test In Use
  8. 8. VALUE Eg. 2% cut in operational costs RESULTS Eg. fewer errors in document management and faster access PRODUCTS Eg. an implemented management document system The measurable improvement resulting from an outcome The change that occurs because of an activity The products that are going to be delivered by the project
  9. 9. Individuals and interactions over processes and tools Working product or service over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan While there is value in the items on the right, we value the items on the left more.
  10. 10. Business Value: Earlier realisation of value by releasing frequently and prioritising high value items Adaptability: Flexible response to changes Risk: Tackle risk early by delivering in increments with high customer collaboration Visibility: Steady visibility makes it clear to see and measure work in progress Agile Traditional Approach
  13. 13. Communicate, Responsive, Collaborative, Deliver CEREMONIES & PRACTICES GOALS VALUES
  14. 14. Deliver value, working solutions, sooner and frequently CEREMONIES & PRACTICES GOALS VALUES
  15. 15. Agile Manifesto Principles CEREMONIES & PRACTICES GOALS VALUES
  16. 16. Communicate, Responsive, Collaborative, Deliver Deliver value, working solutions, sooner and frequently Agile Manifesto Principles CEREMONIES & PRACTICES GOALS VALUES
  17. 17. WHAT? WHY? HOW?
  18. 18. WHAT? WHY? HOW?
  19. 19. WHAT? WHY? HOW?
  20. 20. The backlog is like a pet
  21. 21. Collaboration Continuous Improvement Responsiveness & Value delivery Collaboration & Value delivery
  22. 22. Wine production Radio programming Legal caseload Recruitment See more at:
  23. 23. MISSION OUTCOME APOLLO 8 Fly around the Moon APOLLO 9 Test of Lunar Module in Earth orbit APOLLO 10 Rehearsal for Moon landing APOLLO 11 First to walk on the Moon (Armstrong and Aldrin) APOLLO 12 Landed near uncrewed Surveyor 3 space probe APOLLO 13 Farthest from Earth (401,056 km [249,205 miles]); survived oxygen tank explosion APOLLO 14 First use of modular equipment transporter (MET)
  24. 24. 39
  25. 25. It requires much Discipline
  26. 26. It requires much Discipline
  27. 27. It requires much Discipline
  28. 28. It requires much Discipline
  29. 29. How can we do everything? How can we deliver the most important things?
  30. 30. What is the Solution? What is the Problem and How will we know we’ve solved it?
  31. 31. How do we get this right? How do we minimise the impact of getting this wrong?
  32. 32. How do we best use our resources? How do we best deliver value?
  33. 33. Who decides? What evidence would help us decide?
  34. 34. How do we start ASAP? How do we finish ASAP?
  35. 35. How do we know this plan will work? How do we know the current approach is working?
  37. 37. Work Intake, Prioritisation and Funding Continuous Delivery Alignment, Visibility and Progress Team Design and Autonomy Customer- Centricity Emergent Design
  38. 38. Alignment, Visibility & Progress how their work contributes to a business outcome visible and updated frequently
  39. 39. Customer-centricity Customer-Centricity changed your mind? deliver work in small chunks real data using
  40. 40. Work intake, prioritisation, and funding Work Intake, Prioritisation and Funding expected value before not deliver the expected outcome?
  41. 41. Team Design and Autonomy Team Design and Autonomy empowered based on similar skill sets who are responsiblewithout depending
  42. 42. Evolutionary and Emergent Design Emergent Design metrics represent the things you care about? actively collect data enable experimentation
  43. 43. Continuous Delivery in use by customers mechanisms for experimentation wholly dependent
  44. 44. Go around the table:
  45. 45. ● ● ● ● How to Measure Anything Douglas W. Hubbard
  46. 46. 69 ● ● ● ● ● Change By Design Tim Brown
  47. 47. ● ● ● ● Understanding Design Thinking, Lean, and Agile Jonny Schneider
  48. 48. ● ● ● ● Turn the Ship Around L.David Marquet
  49. 49. ● ● ● ● Building Evolutionary Architectures Neal Ford, Rebecca, Pat Kua
  50. 50. ● ● ● ● ● Continuous Delivery Jez Humble, David Farley
  51. 51. THANKS! 75 Vered Netzer Mauro Santos