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Introduction to agility
for passionnates and newbies
My name is
Martin Goyette
Lean and Agile counselor
Agility is not…
A sacred book
A process
An engineering tool
A project management practice
What is Agile ?
Definition of Agility
Everything changes,
nothing remains
without change.
[Buddha]
In business, agility
means the capability
of rapidly and
efficiently adapting to
changes. [Wikipedia]
An IT story
1990’s
IT projects failure
• Adress Complexity
• Scrum, XP, ASD
RAD, AUP, DSDM,
Crystal Clear
2000
Information
Technology (IT)
• Agile Development
• Culture Change
• Lean Software
development,
Kanban, Scrumban
2010
Globalization
• Something bigger
than Lean or Agile
• An obligation to
change
The Agile Manifesto
http://agilemanifesto.org/
Values
• Individuals and interactions over
processes and tools
• Working software over comprehensive
documentation
• Customer collaboration over contract
negotiation
• Responding to change over following a plan
Principles
• Our highest priority is to satisfy the customer through
early and continuous delivery of valuable software.
• Welcome changing requirements, even late in
development. Agile processes harness change for the
customer's competitive advantage.
• Deliver working software frequently, from a couple of
weeks to a couple of months, with a preference to the
shorter timescale.
• Business people and developers must work together
daily throughout the project.
• Build projects around motivated individuals. Give them
the environment and support they need, and trust them
to get the job done.
• The most efficient and effective method of conveying
information to and within a development team is face-to-
face conversation.
Principles (2)
• Working software is the primary measure of progress.
• Agile processes promote sustainable development.
The sponsors, developers, and users should be able to
maintain a constant pace indefinitely.
• Continuous attention to technical excellence and good
design enhances agility.
• Simplicity -- the art of maximizing the amount of work
not done -- is essential.
• The best architectures, requirements, and designs
emerge from self-organizing teams.
• At regular intervals, the team reflects on how to become
more effective, then tunes and adjusts its behavior
accordingly.
Why Agile ?
Success
• The CHAOS Manifesto
– ~50 000 IT projets
– 60% U.S; 25% European
Ref. The CHAOS Manifesto
The Standish Group International, inc.
On time and budget
Ref. The CHAOS Manifesto
The Standish Group International, inc.
Empiricism
Ref. Advanced Development Methods
ROI | Value
Ref. Chaos Manifesto 2011, The Standish Group
Communication
Collaboration
Motivations
Improvements
Concerns
In other words
The iron triangle
Fixed
Estimated Time Cost
Scope
Tradition
Plan Driven
The iron triangle
Fixed
Estimated
Time Cost
Scope
Agile
Vision/Value
Driven
The promise
Deliver the best solution at any budget
and/or time; best regarding the return on
investment, the usage, the quality and,
therefore, the customer satisfaction
Metrics
• Plan driven
– Budget
– Schedule
– Scope
– Bugs
– Change requests
– Decisions
– Risks
– Ressource allocation
– ROI
• Value driven
– Fixed
– Splitted
– Estimated with velocity
– Impact on velocity
– Implicit
– Documented
– Confronted
– Constant
– Maximized
Simple
Complex
Anarchy
Technology
RequirementsFar from
Agreement
Close to
Agreement
Closeto
Certainty
Farfrom
Certainty
Ref: Strategic Management and
Organizational Dynamics by Ralph Stacey
in Agile Software Development with Scrum
by Ken Schwaber and Mike Beedle.
Candidates
Your industry
• Complex Candidates
– Applicable to any domain
– Abstract science and profession
– Research & Development
– Cutting edge technologies
– Constant maintenance / evolution
– Need to do more with less
– Driven by innovation and creativity
• Embrace complexity and risk!
It is bigger than us
Because it’s 2017
What is Scrum ?
Small and simple
Ref. Scrum.org
http://www.scrum.org/scrumguides/
Light
Ref. CodeCentric
Adaptative
Some key notions
• Framework / Tool
– Delivery
– Business Value
• Working solution
– Inspected frequently
– Potential release
• Business involvment
– Sets priorities
– Gives feedback
– Accountable of ROI
• Empirical
– Inspect & Adapt
– Transparency
• Team involvment
– Self-organized
– Cross-functional
• Not a silver bullet
– Doesn’t provide the
answers
– No better solutions
Impacts
Roles
• Business
– Direction
– Project Management
Office
– Project Manager
– Client
– SMEs & End Users
– Stakeholders
– HR & Marketing
– Outsourcing
• Development
– Business Analyst
– Functional Analyst
– UX & Design
– Architect
– Developper
– Quality Assurance
– Build Master
– System Administrator
– Maintenance
Activities
Artefacts
Order of magnitude
Framework
Emotions
It is a transition
Ref. Managing Transitions, William Bridges
Where to start ?
People
Early adopters
Coaching
• Multiple step process over multiple years
– Assessment (%prob)
– Transition management (change)
– Trainings (top/down)
– Pilots and Projects (maturity)
– Engineering practices (tdd)
– Project Management Office
– Project Portfolio
– Organization culture
What you don’t see
Your organisation
Where do you stand?
Ref. Frederic Laloux
Thank you !
Agile Montreal
Monthly events
Agile Tour Montreal 2017
Spark the change Mtl 2017
#atmtl2015
http://agilemontreal.ca
Twitter: @agilemontreal
LinkedIn: Agile Montréal
info@agilemontreal.ca
martin.goyette@gmail.com

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Introduction à l'agilité - Martin Goyette

  • 1. Introduction to agility for passionnates and newbies
  • 2. My name is Martin Goyette Lean and Agile counselor
  • 9. Definition of Agility Everything changes, nothing remains without change. [Buddha] In business, agility means the capability of rapidly and efficiently adapting to changes. [Wikipedia]
  • 10. An IT story 1990’s IT projects failure • Adress Complexity • Scrum, XP, ASD RAD, AUP, DSDM, Crystal Clear 2000 Information Technology (IT) • Agile Development • Culture Change • Lean Software development, Kanban, Scrumban 2010 Globalization • Something bigger than Lean or Agile • An obligation to change
  • 12. Values • Individuals and interactions over processes and tools • Working software over comprehensive documentation • Customer collaboration over contract negotiation • Responding to change over following a plan
  • 13. Principles • Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. • Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. • Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. • Business people and developers must work together daily throughout the project. • Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. • The most efficient and effective method of conveying information to and within a development team is face-to- face conversation.
  • 14. Principles (2) • Working software is the primary measure of progress. • Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. • Continuous attention to technical excellence and good design enhances agility. • Simplicity -- the art of maximizing the amount of work not done -- is essential. • The best architectures, requirements, and designs emerge from self-organizing teams. • At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
  • 16. Success • The CHAOS Manifesto – ~50 000 IT projets – 60% U.S; 25% European Ref. The CHAOS Manifesto The Standish Group International, inc.
  • 17. On time and budget Ref. The CHAOS Manifesto The Standish Group International, inc.
  • 19. ROI | Value Ref. Chaos Manifesto 2011, The Standish Group
  • 26. The iron triangle Fixed Estimated Time Cost Scope Tradition Plan Driven
  • 27. The iron triangle Fixed Estimated Time Cost Scope Agile Vision/Value Driven
  • 28. The promise Deliver the best solution at any budget and/or time; best regarding the return on investment, the usage, the quality and, therefore, the customer satisfaction
  • 29. Metrics • Plan driven – Budget – Schedule – Scope – Bugs – Change requests – Decisions – Risks – Ressource allocation – ROI • Value driven – Fixed – Splitted – Estimated with velocity – Impact on velocity – Implicit – Documented – Confronted – Constant – Maximized
  • 30. Simple Complex Anarchy Technology RequirementsFar from Agreement Close to Agreement Closeto Certainty Farfrom Certainty Ref: Strategic Management and Organizational Dynamics by Ralph Stacey in Agile Software Development with Scrum by Ken Schwaber and Mike Beedle. Candidates
  • 31. Your industry • Complex Candidates – Applicable to any domain – Abstract science and profession – Research & Development – Cutting edge technologies – Constant maintenance / evolution – Need to do more with less – Driven by innovation and creativity • Embrace complexity and risk!
  • 32. It is bigger than us
  • 35. Small and simple Ref. Scrum.org http://www.scrum.org/scrumguides/
  • 38. Some key notions • Framework / Tool – Delivery – Business Value • Working solution – Inspected frequently – Potential release • Business involvment – Sets priorities – Gives feedback – Accountable of ROI • Empirical – Inspect & Adapt – Transparency • Team involvment – Self-organized – Cross-functional • Not a silver bullet – Doesn’t provide the answers – No better solutions
  • 40. Roles • Business – Direction – Project Management Office – Project Manager – Client – SMEs & End Users – Stakeholders – HR & Marketing – Outsourcing • Development – Business Analyst – Functional Analyst – UX & Design – Architect – Developper – Quality Assurance – Build Master – System Administrator – Maintenance
  • 46. It is a transition Ref. Managing Transitions, William Bridges
  • 50. Coaching • Multiple step process over multiple years – Assessment (%prob) – Transition management (change) – Trainings (top/down) – Pilots and Projects (maturity) – Engineering practices (tdd) – Project Management Office – Project Portfolio – Organization culture
  • 53. Where do you stand? Ref. Frederic Laloux
  • 54. Thank you ! Agile Montreal Monthly events Agile Tour Montreal 2017 Spark the change Mtl 2017 #atmtl2015 http://agilemontreal.ca Twitter: @agilemontreal LinkedIn: Agile Montréal info@agilemontreal.ca martin.goyette@gmail.com