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Introducing Agile
Andreas Hägglund
Andreas
Hägglund
andreas.hagglund
@systemvaruhuset.se
Contact
Information
andreashagglund
@ahab1972
slideshare.net/andreas...
Agile ME Summit April 12 2015
http://agileme2015.meagile.com/
Agile Middle East
info@meagile.com
https://agilemiddleeast.org/
Contact
Information https://www.facebook.com/AgileMiddleEa...
Questions are more important than Answers
“The mere formulation of a
problem is often far more
essential than its solution...
The problem
The CHAOS Manifesto, Standish Group 2012
29%
14%
57%
Waterfall development
Failed
Successful
Challenged
Just an example
Original budget
• Planned work from
February 2005 to
December 2008 (=34
months)
• Estimated cost: 876
Mill...
Just an example
Original budget
• Planned work from
February 2005 to
December 2008 (=34
months)
• Estimated cost: 876
Mill...
Why?
Why?
• The requirements changes
• The environment changes
• The business changes
• The technology changes
• The competitio...
“At the end of the day, your job
isn’t to execute a plan or get
the requirements right—your
job is to change the world”
The solution?
9%
42%
49%
Agile Development
Failed
Successful
Challenged
29%
14%
57%
Waterfall development
The CHAOS Manife...
So, what is Agile?
So, what is Agile?
Well...
• It’s not Happy Hacking
• It’s not unorganized
• It’s not unstructured
• It’s not unplanned
• ...
Values and Principles
Agile Goal (1)
Agile Values (4)
Agile Principles
(12)
Agile Methods
(40+)
Agile Techniques
(200+)
Agile Goal
Business
Value
Agile Values
Agile Principles
1. Our highest priority is to satisfy the customer through early and continuous delivery
of valuable soft...
Key words
1. Our highest priority is to satisfy the customer through early and continuous delivery
of valuable software.
2...
The Bottom Line
1. Continuous Improvement
2. Iterative Development
3. Respect
Framework for
Continuous Improvement
• Respect where you are
• Make work and problems visible
• Use empirical evidence as ...
Iterative
Waterfall
Analysis
Design
Implementation
Test
Deployment
Icons designed by Freepik
Release 1 Release 2 Release 3...
The Roots
• Toyota Production
System
• KaiZen & Lean
Management
• The New New Product
Development Game
• Principles of Flo...
The number one problem
Why can’t you unders
Communication in real life
Comparing Waterfall and Agile
Waterfall
Comparing Waterfall and Agile
Waterfall
Risk Reduction
Waterfall
Agile
Time
Risk
When should I use Agile?
When should I use Agile?
”You should only use Agile on Projects
you want to succeed”
When should I use Agile?
”You should only use Agile on Projects
you want to succeed”
9%
42%49%
Agile Development
Failed
Su...
Scope
Time
Quality
Cost
The Iron Triangle
Fixed
Scope
Time
Quality
Cost
The Iron Triangle
Scope
Time
Quality
Cost
Fixed
Time Cost
Quality
Scope
The Agile Triangle
Scope
Time
Quality
Cost
Fixed
Time Cost
Quality
Scope
Fixed
The Agile Triangle
When a traditional manager goes
shopping...
Make
shopping
list
Estimate
costs
Plan
route
Set iron
triangle
Assign
resource...
When a traditional manager goes
shopping...
Make
shopping
list
Estimate
costs
Plan
route
Set iron
triangle
Assign
resource...
When a traditional manager goes
shopping...
Make
shopping
list
Estimate
costs
Plan
route
Set iron
triangle
Assign
resource...
When the agile manager
goes shopping
Set
timebox
Fetch
credit
card
Go to
super-
market
Check
prices
and
supplies
Try
sampl...
Are You Agile?
How to run an Agile Project
Identify the
business
opportunity
Prioritize
Self-organize
- Analyze
- Implement
- Refactor
- ...
Traditional Employee
• Specialist (I-profile)
• Accountable for own
work
• Acts on instruction
Agile Employee
• General Sp...
Management
Traditional Manager
• Decision maker
• Accountable for the
result
• Assigns tasks and roles
Managers in Agile o...
Project Teams
Agile Teams
• Self-organizes
• Network
• Team accountability
• Individual responsibility
Traditional Teams
•...
Agile Planning ≠ WBS
Todo Doing Done Analy
sis
Prior
ity
Burnd
own
Cumul
ative
Flow
Deliver
ed
Value
1. Tasks are selected...
Declaration of interdependance
We are a community of project leaders that are highly successful at delivering
results. To ...
Q&A
Andreas
Hägglund
andreas.hagglund
@systemvaruhuset.se
Contact
Information
andreashagglund
@ahab1972
slideshare.net/andreas...
Introducing agile
Introducing agile
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Introducing agile

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1-2 hour introduction to Agile that I made for students at Heriot-Watts University Dubai Campus. Updated it after doing it at UAE University in Al Ain, added a few slides.

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Introducing agile

  1. 1. Introducing Agile Andreas Hägglund
  2. 2. Andreas Hägglund andreas.hagglund @systemvaruhuset.se Contact Information andreashagglund @ahab1972 slideshare.net/andreashagglund www.kravanalys.se www.systemvaruhuset.se
  3. 3. Agile ME Summit April 12 2015 http://agileme2015.meagile.com/
  4. 4. Agile Middle East info@meagile.com https://agilemiddleeast.org/ Contact Information https://www.facebook.com/AgileMiddleEast https://twitter.com/MEAgile https://www.linkedin.com/groups?home=&gid=8133203
  5. 5. Questions are more important than Answers “The mere formulation of a problem is often far more essential than its solution which may be merely a matter of mathematical or experimental skill. To raise new questions, new possibilities, to regard old problems from a new angle requires creative imagination and marks real advances in science.”
  6. 6. The problem The CHAOS Manifesto, Standish Group 2012 29% 14% 57% Waterfall development Failed Successful Challenged
  7. 7. Just an example Original budget • Planned work from February 2005 to December 2008 (=34 months) • Estimated cost: 876 Million USD • Height: 728 m
  8. 8. Just an example Original budget • Planned work from February 2005 to December 2008 (=34 months) • Estimated cost: 876 Million USD • Height: 728 m Actual Outcome • Actual work from September 2004 to September 2009 (=60 months) • Cost: 1.500 Million USD • Height: 828 m
  9. 9. Why?
  10. 10. Why? • The requirements changes • The environment changes • The business changes • The technology changes • The competition changes • The people changes • The tool changes • Experience grows
  11. 11. “At the end of the day, your job isn’t to execute a plan or get the requirements right—your job is to change the world”
  12. 12. The solution? 9% 42% 49% Agile Development Failed Successful Challenged 29% 14% 57% Waterfall development The CHAOS Manifesto, Standish Group 2012
  13. 13. So, what is Agile?
  14. 14. So, what is Agile? Well... • It’s not Happy Hacking • It’s not unorganized • It’s not unstructured • It’s not unplanned • It’s not undocumented • It’s not undisciplined Fact is – It’s extremely disciplined
  15. 15. Values and Principles Agile Goal (1) Agile Values (4) Agile Principles (12) Agile Methods (40+) Agile Techniques (200+)
  16. 16. Agile Goal Business Value
  17. 17. Agile Values
  18. 18. Agile Principles 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2. Welcome changing requirements 3. Deliver working software frequently 4. Business & IT must work together daily 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. Face-to-face conversation is the most effective method of communicating 7. Working software is the primary measure of progress. 8. Sustainable development 9. Technical excellence 10. Simplicity--the art of maximizing the amount of work not done - is essential. 11. Self-organizing teams. 12. Reflect and adapt continuously
  19. 19. Key words 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2. Welcome changing requirements 3. Deliver working software frequently 4. Business & IT must work together daily 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. Face-to-face conversation is the most effective method of communicating 7. Working software is the primary measure of progress. 8. Sustainable development 9. Technical excellence 10. Simplicity--the art of maximizing the amount of work not done - is essential. 11. Self-organizing teams. 12. Reflect and adapt continuously
  20. 20. The Bottom Line 1. Continuous Improvement 2. Iterative Development 3. Respect
  21. 21. Framework for Continuous Improvement • Respect where you are • Make work and problems visible • Use empirical evidence as a basis for decisions • Optimize the whole, not the parts (System’s thinking) Plan Do Check Act ”Learning is not mandatory, neither is survival”
  22. 22. Iterative Waterfall Analysis Design Implementation Test Deployment Icons designed by Freepik Release 1 Release 2 Release 3 Release 1
  23. 23. The Roots • Toyota Production System • KaiZen & Lean Management • The New New Product Development Game • Principles of Flow • The Goal • Total Quality Management • Evo • W Edwards Deming • Taiichi Ohno • Hirotaka Takeuchi • Eliyahu M Goldratt • Tom Gilb • Don Reinertsen
  24. 24. The number one problem Why can’t you unders
  25. 25. Communication in real life
  26. 26. Comparing Waterfall and Agile Waterfall
  27. 27. Comparing Waterfall and Agile Waterfall
  28. 28. Risk Reduction Waterfall Agile Time Risk
  29. 29. When should I use Agile?
  30. 30. When should I use Agile? ”You should only use Agile on Projects you want to succeed”
  31. 31. When should I use Agile? ”You should only use Agile on Projects you want to succeed” 9% 42%49% Agile Development Failed Successful Challenged 29% 14% 57% Waterfall development
  32. 32. Scope Time Quality Cost The Iron Triangle
  33. 33. Fixed Scope Time Quality Cost The Iron Triangle
  34. 34. Scope Time Quality Cost Fixed Time Cost Quality Scope The Agile Triangle
  35. 35. Scope Time Quality Cost Fixed Time Cost Quality Scope Fixed The Agile Triangle
  36. 36. When a traditional manager goes shopping... Make shopping list Estimate costs Plan route Set iron triangle Assign resources Shop Deliver to kitchen Put in fridge Fetch goods Start cooking Manager Purchaser Chef Hand-off Hand-off
  37. 37. When a traditional manager goes shopping... Make shopping list Estimate costs Plan route Set iron triangle Assign resources Shop Deliver to kitchen Put in fridge Fetch goods Start cooking Manager Purchaser Chef Hand-off Hand-off
  38. 38. When a traditional manager goes shopping... Make shopping list Estimate costs Plan route Set iron triangle Assign resources Shop Deliver to kitchen Put in fridge Fetch goods Start cooking Manager Purchaser Chef Hand-off Hand-off
  39. 39. When the agile manager goes shopping Set timebox Fetch credit card Go to super- market Check prices and supplies Try sample food in shop Call family Shop Rent a movie Deliver to kitchen Show goods for chef Buy extra items at 7-11 Cook food ”As a loving father I want to have a nice affordable dinner with my family so that I can go to bed feeling good”
  40. 40. Are You Agile?
  41. 41. How to run an Agile Project Identify the business opportunity Prioritize Self-organize - Analyze - Implement - Refactor - Test - Deploy Evaluate, Reflect & Adapt ”As a loving father I want to have a nice affordable dinner with my family so that I can go to bed feeling good” ”As a loving father I want to have a nice affordable dinner with my family so that I can go to bed feeling good” ”As a loving father I want to have a nice affordable dinner with my family so that I can go to bed feeling good” ”As a loving father I want to have a nice affordable dinner with my family so that I can go to bed feeling good” ”As a loving father I want to have a nice affordable dinner with my family so that I can go to bed feeling good” ”As a loving father I want to have a nice affordable dinner with my family so that I can go to bed feeling good” ”As a loving father I want to have a nice affordable dinner with my family so that I can go to bed feeling good” Priority Retrospect Done
  42. 42. Traditional Employee • Specialist (I-profile) • Accountable for own work • Acts on instruction Agile Employee • General Specialist (T-profile) • Accountable for team’s work • Acts on needs • Self-organizes Competence Competence
  43. 43. Management Traditional Manager • Decision maker • Accountable for the result • Assigns tasks and roles Managers in Agile organizations • Servant Leader & Guide • Accountable for the environment the team works within • Setting goals
  44. 44. Project Teams Agile Teams • Self-organizes • Network • Team accountability • Individual responsibility Traditional Teams • Predefined roles • Hierarchy • Individual accountability
  45. 45. Agile Planning ≠ WBS Todo Doing Done Analy sis Prior ity Burnd own Cumul ative Flow Deliver ed Value 1. Tasks are selected instead of assigned 2. Individuals are responsible for tasks they selected themselves 3. Team is accountable for delivery 4. Plan and analysis is visible for all Ris k
  46. 46. Declaration of interdependance We are a community of project leaders that are highly successful at delivering results. To achieve these results: • We increase return on investment by making continuous flow of value our focus. • We deliver reliable results by engaging customers in frequent interactions and shared ownership. • We expect uncertainty and manage for it through iterations, anticipation, and adaptation. • We unleash creativity and innovation by recognizing that individuals are the ultimate source of value, and creating an environment where they can make a difference. • We boost performance through group accountability for results and shared responsibility for team effectiveness. • We improve effectiveness and reliability through situationally specific strategies, processes and practices.
  47. 47. Q&A
  48. 48. Andreas Hägglund andreas.hagglund @systemvaruhuset.se Contact Information andreashagglund @ahab1972 slideshare.net/andreashagglund www.kravanalys.se www.systemvaruhuset.se

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