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Große ziele kleine schritte

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Was sind die entscheidenden Zutaten für agile Projekte? Was muss man bei agilen Projekten unbedingt beachten, damit Agilität ihre beeindruckende Kraft entfalten kann.

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Große ziele kleine schritte

  1. 1. WPS - Workplace Solutions GmbH //// Hans-Henny-Jahnn-Weg 29 //// 22085 HAMBURG Dr. Carola Lilienthal Carola.Lilienthal@wps.de www.wps.de Große Ziele, kleine Schritte Agilität als Erfolgsfaktor
  2. 2. 05.11.2015 //// Seite 2WPS - Workplace Solutions GmbH
  3. 3. 05.11.2015 //// Seite 3WPS - Workplace Solutions GmbH The werewolve in the waterfall model high low Customer Satisfaction Time ? Bigbang Schedule Delay No Further contact Requirement Analysis Analysis Design Implementation Test Deployment Use Maintenance Support
  4. 4. 05.11.2015 //// Seite 4WPS - Workplace Solutions GmbH Agile cycles at the end of the waterfall! Customer Satisfaction Time Analysis Design Implementation Test Deployment Use Maintenance Support high low
  5. 5. 05.11.2015 //// Seite 5WPS - Workplace Solutions GmbH One first big cycles at the beginning of the waterfall model Customer Satisfaction Time Analysis Design Implementation Test Deployment Use Maintenance Support high low
  6. 6. 05.11.2015 //// Seite 6WPS - Workplace Solutions GmbH Agile Cycles all along the project Analysis Design Implementation Test Deployment Use Maintenance Support Customer Satisfaction Time high low
  7. 7. 05.11.2015 //// Seite 7WPS - Workplace Solutions GmbH Real agile cycles Analysis/Development/Test Maintenance/Support Deployment/Use Analysis Development Test Customer Satisfaction Time high low
  8. 8. 05.11.2015 //// Seite 8WPS - Workplace Solutions GmbH
  9. 9. 05.11.2015 //// Seite 9WPS - Workplace Solutions GmbH Agile development leads to customer satisfaction Cycles have good results Misunderstandings lead to a less good result Problems have been overcome Lasting trust between users and Developers is achived Analysis/Development/Test Maintenance/Support Deployment/Use Analysis Development Test Customer Satisfaction Time high low
  10. 10. 05.11.2015 //// Seite 10WPS - Workplace Solutions GmbH Software development = expedition Scope for decisions Project start Expected solution at project start The goal of the first cycle Blurring diminish during the project Functional acceptence of intermediat results will help finding the final solution Final solution at the end of the project
  11. 11. 05.11.2015 //// Seite 11WPS - Workplace Solutions GmbH Das agile Versprechen42% 49% 9% Agil Erfolgreich Problematisch Gescheitert 14% 57% 29% Wasserfall Erfolgreich Problematisch Gescheitert The Standish Group (Hrsg.) 2011: Chaos Manifesto - The Laws of CHAOS and the CHAOS 100 Best PM Practices. S. 25.
  12. 12. 05.11.2015 //// Seite 12WPS - Workplace Solutions GmbH Individuals and interactions over processes and tools Customer collaboration over contract negotiation
 Working software over comprehensive documentation
 Responding to change over following a plan
  13. 13. 05.11.2015 //// Seite 13WPS - Workplace Solutions GmbH Individuals and interactions over processes and tools Customer collaboration over contract negotiation
 Working software over comprehensive documentation
 Responding to change over following a plan
  14. 14. Kinder auf Wippe
  15. 15. 05.11.2015 //// Seite 16WPS - Workplace Solutions GmbH Grafik:Dbsheajr/Wikipedia
  16. 16. 05.11.2015 //// Seite 17WPS - Workplace Solutions GmbH Individuals and interactions over processes and tools Customer collaboration over contract negotiation
 Working software over comprehensive documentation
 Responding to change over following a plan
  17. 17. Entwurf:KarlPeglau/Gemeinfrei
  18. 18. Foto:HolgerEllgaard/Wikipedia
  19. 19. 05.11.2015 //// Seite 20WPS - Workplace Solutions GmbH Individuals and interactions over processes and tools Customer collaboration over contract negotiation
 Working software over comprehensive documentation
 Responding to change over following a plan
  20. 20. Foto:TobiasWolter/Wikipedia
  21. 21. 05.11.2015 //// Seite 23WPS - Workplace Solutions GmbH Individuals and interactions over processes and tools Customer collaboration over contract negotiation
 Working software over comprehensive documentation
 Responding to change over following a plan
  22. 22. 05.11.2015 //// Seite 24WPS - Workplace Solutions GmbH Hügel Nahrung
  23. 23. 05.11.2015 //// Seite 25WPS - Workplace Solutions GmbH
  24. 24. 05.11.2015 //// Seite 26WPS - Workplace Solutions GmbH Hügel Nahrung
  25. 25. 05.11.2015 //// Seite 27WPS - Workplace Solutions GmbH Hügel Nahrung ? ? ? ? ?
  26. 26. 05.11.2015 //// Seite 28WPS - Workplace Solutions GmbH SCRUM
  27. 27. 05.11.2015 //// Seite 29WPS - Workplace Solutions GmbH Product backlog iceberg
  28. 28. 05.11.2015 //// Seite 30WPS - Workplace Solutions GmbH Burndown charts: When will the system be released?
  29. 29. 05.11.2015 //// Seite 31WPS - Workplace Solutions GmbH Development Methods – Feedback is essential
  30. 30. 05.11.2015 //// Seite 32WPS - Workplace Solutions GmbH With presentations of iteration results towards the release 2 3 41 1. Iteration 2. Iteration 3. Iteration 4 6 75 5 98 8 10 4. Iteration 1. Release1-10 Result of Iteration
  31. 31. 05.11.2015 //// Seite 33WPS - Workplace Solutions GmbH With approved increments towards the release 2 3 41 ✔ ✔ ✔ ✔ 1. Iteration 2. Iteration 3. Iteration 4 6 75 ✔ ✔ ✔ ✔ 5 98 ✔ ✔ ✔ 8 10 4. Iteration ✔ ✔ 1. Release1-10 ✔ 1-3 6-74 95 8 + 10
  32. 32. 05.11.2015 //// Seite 34WPS - Workplace Solutions GmbH Product owner 1-4 5-7 8-10
  33. 33. 05.11.2015 //// Seite 35WPS - Workplace Solutions GmbH Das minimale Set an Funktionen... ...die für uns den maximalen… ...Lerneffekt herstellen. Schick Benutzbar Wertvoll Funktional
  34. 34. 05.11.2015 //// Seite 36WPS - Workplace Solutions GmbH
  35. 35. 05.11.2015 //// Seite 37WPS - Workplace Solutions GmbH
  36. 36. 05.11.2015 //// Seite 38WPS - Workplace Solutions GmbH Projekthängematte
  37. 37. 05.11.2015 //// Seite 39WPS - Workplace Solutions GmbH Waterfall versus agile development – there is pain!
  38. 38. 05.11.2015 //// Seite 40WPS - Workplace Solutions GmbH Cost curve for the waterfall model Better understanding of requirements Developers discover mistakes Designers discover mistakes (integration) tests discover mistakes Users discover mistakes Barry Boehm: „Late changes are expensive!“ Late feedback is expensive! ✘ Cost per change Time Analysis Design Implementation Test Deployment Use Maintenance Support high low
  39. 39. 05.11.2015 //// Seite 41WPS - Workplace Solutions GmbH Cost curve for agile development Early feedback Increases costs Continuous feedback reduces costs Cost per change Time high low Analysis/Development/Test Maintenance/Support Deployment/Use Analysis Development Test
  40. 40. 05.11.2015 //// Seite 42WPS - Workplace Solutions GmbH Process improvementPerformance Time Performance Time Performance Time What a process improvement methodology will promise What process improvement actually looks like Why process improvement fails Abandoned Performance Time Why everyone hates Process improvement programs Abandoned Abandoned Abandoned Abandoned
  41. 41. 05.11.2015 //// Seite 43WPS - Workplace Solutions GmbH Any questions? Dr. Carola Lilienthal Mitglied der Geschäftsleitung cl +49 170 184 77 11 Diplom-Informatikerin Sie finden einen Artikel zu diesem Vortrag unter: http://shop.heise.de/katalog/ix-dossier-agiles-it-projektmanagement @cairolali

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