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Agile In An Hour

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An orientation in Agile frameworks including ideas for enterprise level operation.

Published in: Business
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Agile In An Hour

  1. 1. Agile FrameworksA BRIEF ORIENTATION Slide Deck: © 2012 B. Maloney 1
  2. 2. Most Agilist’s View Waterfall is sometimesAgile XP described within Agile as “Big Up Front Design” Waterfallscrum Kanban Slide Deck: © 2012 B. Maloney 2
  3. 3. Your Author’s ViewAgile XP Waterfallscrum Kanban Slide Deck: © 2012 B. Maloney 3
  4. 4. Stacey MatrixAGILE MANAGEMENT Slide Deck: © 2012 B. Maloney 4
  5. 5. Stacey Matrix Far FromAgreement Chaotic Socially Agreement Complicated Complex Simple Technically Close ToAgreement Complicated Close To Certainty Certainty Far From Certainty Slide Deck: © 2012 B. Maloney 5
  6. 6. Stacey Matrix: SimplfyingFar From Known ChaoticRequirements SociallyAgreement Complex Complicated Simple Technically Known Far From Certainty Known Technology Slide Deck: © 2012 B. Maloney 6
  7. 7. Decision MechanismsFar From Innovation Known Chaotic Creativity Requirements Compromise Debate Political “Zone of Complexity” Decisions Serendipity Standards Guidance Monitoring Trial & Error Experimenting “Rational” Judgment Decisions Decisions Known Far From Known Technology Slide Deck: © 2012 B. Maloney 7
  8. 8. ExamplesFar From Known Chaotic Emergency Response Requirements Nuclear Power Complex Plant Location Complicated Airplanes Simple Bridge 1st Man On The Bicycle Moon Known Far From Known Technology Slide Deck: © 2012 B. Maloney 8
  9. 9. Operating PracticesFar From Known Chaotic Novel Practice Requirements Complex Emergent Practice Complicated Good Practice Simple Best Practice Known Far From Known Technology Slide Deck: © 2012 B. Maloney 9
  10. 10. Applying Agile FrameworksFar From Known Chaotic Agile / Kanban Requirements Complex Agile / scrum Complicated Simple Waterfall Known Far From Known Technology Slide Deck: © 2012 B. Maloney 10
  11. 11. Roles / Titles ProductFar From Management Known Chaotic Product Requirements Ownership Program Management Engineering Management Known Far From Known Technology Slide Deck: © 2012 B. Maloney 11
  12. 12. Product Planning for Emerging RequirementsLEARNING TO SURF Slide Deck: © 2012 B. Maloney 12
  13. 13. Waves V3 V3 Cupertino Cupertino ? ?Time TimeHorizon Horizon V2 V2 Berkeley Berkeley ? ? V1 Atlanta You Are Here X Slide Deck: © 2012 B. Maloney 13
  14. 14. Waves V3 V3 Cupertino Cupertino ? ? momentum’sTime direction V2 V2 Berkeley Berkeley ? ? V1 Atlanta Surfboard You Are Here X Slide Deck: © 2012 B. Maloney 14
  15. 15. V3 V3 Cupertino Cupertino ? ? wheneverTime objectives slip outside V2 V2 the cone of Berkeley Berkeley momentum ? ? RISK creeps in V1 Anticipate 3 iterations to Atlanta Manage “Cone of Uncertainty” You Are Here X Slide Deck: © 2012 B. Maloney 15
  16. 16. Challenge Unchecked momentum continues unconscious directionTime V2 V2 Berkeley Berkeley ? ? Best direction? V1 Atlanta You Are Here X Slide Deck: © 2012 B. Maloney 16
  17. 17. Issue V3 CupertinoTime Unconscious V2 forward motion Berkeley = RISK of squandered momentum and short timeline X V1 delivery pressure Atlanta Slide Deck: © 2012 B. Maloney 17
  18. 18. SurfingAnticipating 3 iterations V3Helps smooth shifts Cupertino A guess at 3rd iteration V2 V2 Berkeley Berkeley Helps set 2nd iteration and channel momentum V1 Atlanta X Slide Deck: © 2012 B. Maloney 18
  19. 19. AnticipateEven if directions V3 V3shift over time Cupertino Cupertino A guess at 3rd iteration V2 V2 Berkeley Berkeley Helps set 2nd iteration and channel momentum V1 Atlanta X Slide Deck: © 2012 B. Maloney 19
  20. 20. Outsurf Competition V3 V3 Cupertino CupertinoTime V2 V2 Berkeley Berkeley V1 Anticipate 3 iterations Atlanta AND tune direction over time To address RISK X AND maintain Market responsiveness Slide Deck: © 2012 B. Maloney 20
  21. 21. Teaching the Team to SurfUSING AGILETO SURF BIG WAVES Slide Deck: © 2012 B. Maloney 21
  22. 22. Basics: Single Teams Iteration Backlog Iteration aka SprintProductBacklog 1d Typically Sprint Commit aka 1-4 wks Potentially Shippable Team Increment Time Horizon Slide Deck: © 2012 B. Maloney 22
  23. 23. Multiple Teams Typical Agile Practice: Run “Scrum of Scrums” to coordinate across teams Potentially Shippable Increment Time Horizon Slide Deck: © 2012 B. Maloney 23
  24. 24. Complex Products Solely using “Scrum of Scrums” across teams Potentially Shippable Increment Time Horizon Slide Deck: © 2012 B. Maloney 24
  25. 25. Complex Products Solely using “Scrum of Scrums” across teams can miss market shifts and lead to reactive operation V3 V2 X V1 Potentially Shippable Increment Time Horizon Slide Deck: © 2012 B. Maloney 25
  26. 26. Scaled Agile Framework details how to grow Agile techniques across multiple project teams more available at scaledagileframework.com Slide Deck: © 2012 B. Maloney 26
  27. 27. Surfing with Agile: Execution Portfolio Business Architecture Program Use Scrum of Scrums across program execution(Re) Act Team Time Horizon Slide Deck: © 2012 B. Maloney 27
  28. 28. Surfing with Agile: Anticipation Portfolio Business XAnticipate Architecture Anticipate Business & Technology conditions for a 3 release horizon Program(Re) Act Team Time Horizon Slide Deck: © 2012 B. Maloney 28
  29. 29. Looking Across AND Ahead Portfolio Business XAnticipate Architecture Coordinate plans both across execution & ahead of market Cross Team Handshake Coordinate Program(Re) Act Team Time Horizon Slide Deck: © 2012 B. Maloney 29
  30. 30. Bernie Maloney, CSPPE, CSM, CSPOAgile CoachTurning Strategies into ResultsFor People, Teams & BusinessesFrom Startup to Beyond $100M twitter.com/#!/ berniemaloney slideshare.net/ berniemaloney about.me/ berniemaloney Slide Deck: © 2012 B. Maloney 30
  31. 31. Saturday November 3, 2012Nokia, SunnyvaleVOTE: bit.ly/mcsv12influenceBuilding Products that Delight Customers:Hands-on Product Management30 StudentsStanford Continuing Studies – BUS 151st Class: January 28, 2013BERNIE’S FUTURE PRESENTATIONS Slide Deck: © 2012 B. Maloney 31
  32. 32. Ut Prosim. Namaste.FIN Slide Deck: © 2012 B. Maloney 32

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