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ITIL® endlich Agile


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ITIL® endlich Agile

  1. 1. ITIL® & Agile
  2. 2. Matthias Gessenaymatthias.gessenay@corporatesoftware.chITIL® is a Registered Trade Mark of the Cabinet Office.© Crown Copyright Material reproduced under licence fromthe vanilla Material „Agile“ from APMG
  3. 3. Agenda Introduction in Agile Philosophy & Principles Timeboxing & Moscow Integration with ITIL®®
  4. 4. Agile concerns and issues? All Agile Slides (c) by DSDM Consortium
  5. 5. What is Agile? Generic Description of a style of working Flexibility Working closely with customer throughout Ensuring final solution actually meets business need Deferring decisions about detail as late as possible AGI L E
  6. 6. What is Agile? We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value People and Interactions over Processes and Tools Working Software over Comprehensive Documentation Customer Collaboration over Contract Negotiation Responding to Change over Following a PlanThat is; while there is value in the items on the right; we value the items on the left more.(But Agile is not just about delivering software, it applies to all types of project)
  7. 7. Agile Project Management - The Basics
  8. 8. Basics – What is negotiable?
  9. 9. Basics – The PrinciplesPrinciples support the philosophyHighlight attitude and mindset needed by teamCompromising any principle undermines philosophy• And introduces riskApplying all principles ensures maximum benefitCollectively principles enable organizations tocollaboratively deliver best value solutions
  10. 10. Basics – Principle 1 Focus on the business need – Decisions based around project goal – To deliver what business needs it to deliver, when it needs to be delivered – Requires team to • Understand true business priorities • Establish sound business case • Seek continuous business sponsorship and commitment • Guarantee Minimum Useable Subset• Supported by – Business roles – Business Products agreed at Foundations stage – Key techniques - MoSCoW prioritization and Timeboxing
  11. 11. Basics - Principle 2Deliver on time Requires team to Timebox the work Focus on business priorities Always hit deadlinesSupported by Key techniques : Timeboxing and MoSCoW To build a reputation for timely and predictable deliveries
  12. 12. Basics - Principle 3 Collaborate Requires team to Involve the right stakeholders at the right time, throughout project Ensure team members are empowered to make decisions on behalf of those they represent Actively involve business representatives Build one-team culture Supported by Business roles Key technique : Facilitated workshops
  13. 13. Basics – Principle 4 Never compromise quality – Requires team to • Set level of quality at the outset • Ensure quality does not become a variable • Design, document and test appropriately • Test early and continuously • Build in quality by constant review with the right people• Supported by Testing products Early and integrated testing Regular reviews throughout lifecycle Key techniques : MoSCoW and Timeboxing
  14. 14. Basics - Principle 5 Build incrementally from firm foundations Requires teams to Strive for early delivery of business benefit where possible Continually confirm correct solution is being built Formally re-assess priorities and ongoing project viability with each delivered increment Supported by The lifecycle Creating a solid base of knowledge (Feasibility and Foundations) before developing incrementally (through Exploration and Engineering)
  15. 15. Basics - Principle 6 Develop iteratively – Iterative development allows team to converge on accurate solution – Nothing built perfectly 1st time – Requires team to • Do enough design up front (EDUF) to create strong foundations • Build products using an iterative approach • Build customer feedback into each iteration • Accept that most detail emerges later rather than sooner • Embrace change – the right solution will not evolve without it • Be creative, experiment, learn, evolve – Change is inevitable, allow for it and harness its benefits• Supported by – Iteration and constant review Ensures the evolving solution aligns with what business really needs
  16. 16. Basics – Principle 7 Communicate continuously and clearly – Requires team to • Run daily stand-up sessions • Use facilitated workshops • Use ‘Rich Communication’ –modelling, prototyping • Present iterations of evolving solution early and often • Keep documentation lean & timely • Manage stakeholder expectations throughout • Encourage informal, face-to-face communication at all levels• Supported by User involvement and empowerment Stand-up and Facilitated workshops Clearly defined roles and user involvement Models and prototypes – to make early instances of solution visible
  17. 17. 17 Basics – Principle 8 Demonstrate control Requires team, especially Project Manager and Team Leader, to Use appropriate level of formality for tracking and reporting Make plans and progress visible to all Measured progress through delivery of products Manage proactively Continuously evaluate project viability based on business objectives Supported by Key technique : Timeboxing Constant review Planning products Management Foundations and Timebox Plans
  18. 18. Agile Project Management Different style of management (compared to traditional) Enabling constant change during elaboration of the detail Continuously correcting course Maintaining aim on target (delivering a usable solution on a fixed date) Monitoring progress in a different way Measured by delivery of products (not by activity) Sustaining the high rate of progress throughout Targeting and motivating empowered teams (Not directing them) Collaboration requires a no-blame culture Building culture of team success/failure
  19. 19. Agile – Management Style Tightly Managed Teams Self Directed Teams (Agile)Take directions Take initiativeSeek individual reward Focus on team contributionsFocus on low-level objectives Concentrate on solutionsCompete Co-operateComply with processes, Continuously look for better regardless of outcome ways of workingReact to emergencies Take steps to prevent emergencies
  20. 20. 20 The Development Framework
  21. 21. 21 MoSCoW Prioritization Must Have Guaranteed Minimum Useable SubseT No more than 60% effort Should Have Expected Work arounds difficult/costly @ 20% effort Could Have Possibly Work arounds easy/cheap @ 20% effort Won’t have this time Maybe next time Out of Scope for this timeframe Requirements that cannot be de-scoped without causing the project to fail Requirements that can be de-scoped as a last resort to keep the project on track Requirements that can be de-scoped without causing significant problems
  22. 22. 22 Delivering the Business Case
  23. 23. Timeboxing 2-4 (exceptionally 6) weeks Investigation Refinement Consolidation 10-20% 60-80% 10-20%Created by the Team • Timebox supported byMoSCoW for this TimeboxMilestone dates – Daily stand-ups e.g.. Planned Review sessions • Communication and controlRoles and Responsibilities – ReviewsDeliverables (with acceptance criteria) • On-going acceptance and risk reductions
  24. 24. Timeboxing - IterationsAgree Timebox Sign-off what Scope and has been MoSCoW delivered. priorities 10-20% 60-80% 10-20% Assess impact effort effort effort of what has not Investigation Refinement Consolidation been “done” Investigate Work on the Finish off, ensuring detail of work Solution in overall output to be done line with agreed of Timebox is MoSCoW priorities fit for purpose
  25. 25. Timeboxing - IterationsFor each iteration (Investigate, Refine, Consolidate) within aTimebox Identify what has to be done in this iteration Agree informal Review the solution with plan for how this will Business Ambassador be achieved in this (and others?) iteration Evolve solution as appropriate with detailed input from Business Ambassador
  26. 26. Timeboxing - Iterations Review Review ReviewInvestigation Review Refinement Review Consolidation Review• Team share results • Team share results • Share final results of of their investigation with so far with Ambassador, Timebox with Ambassador, Ambassador, Visionary Visionary (possibly) Visionary (probably), and (possibly) and Technical and Technical Coordinator Technical Coordinator Coordinator • Agree and prioritise work • Confirm deliverables are fit• Team validate what they are to be completed by end of for their intended purpose intending to deliver by Timebox (i.e.. meet agreed end of Timebox acceptance criteria)
  27. 27. Timeboxing – Provides Control Deploy Deploy• Control is applied at the detail level – this Development Timebox – Delivering on time every time • If this Timebox is on time, the Increment (and Project) are on time
  28. 28. Integration with ITIL®
  29. 29. Fragen?