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Understanding Agile

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A talk delivered by Dr Tim Cockle at Charity IT Leaders quarterly meeting. It talks about what it means to be 'Agile' and and why it is important. It covers the following:
• What are the principles and how they affect your team
• How they affect working with others
• What is DevOps
• How to get started

Published in: Technology, Business
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Understanding Agile

  1. 1. Understanding Agile Dr. Timothy Cockle Business Manager – Digital Services, Eduserv
  2. 2. www.eduserv.org.uk Welcome… A little about me & A little about you!
  3. 3. About you… • Your current knowledge of Agile • Do you currently have live Agile projects • Interested in Agile for development • Interested in IT operations • Current knowledge of DevOps
  4. 4. Topics covered today What is “Agile”? Why is it important now (more than ever)? What are the principles of Agile What is the impact on “your” dev team What is the impact of work with an external dev team Going beyond development with DevOps
  5. 5. Any questions… Ask at anytime!
  6. 6. Many terms & a lot of noise
  7. 7. What do we mean by quality? To spec or the right product What do we mean by discipline? Compliance to process or self-control When are terms just being abused? Agile doesn’t mean no documentation
  8. 8. How to start making sense of it all… Understand it has a long history Consider the values & principles Understand your context Make a start!
  9. 9. But before that… Why?
  10. 10. Digital Transformation… a paradox Frequent Change The way people work – BYOD, social Expectation for great services Greater engagement - personalisation Greater integration Threats and external pressures Increased competition Dependable Service Expectations set by the big brands Key services are digital Impact of outage greater Easy to go elsewhere Peaks and bursts Complexity increased
  11. 11. Values & Principles
  12. 12. Agile manifesto … We have come to value
  13. 13. Individuals and interactions over process and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan
  14. 14. …while there is value in the items on the right we value the items on the left more
  15. 15. …some useful principles
  16. 16. Shared Responsibility Single team mentality – with freedom to work together Visibility is required – to see where you can help Focus on delivery Focus on the customer - shared responsibility to deliver Done means live… High degree of visibility and transparency Shared tools and shared language Frequent interactions
  17. 17. Short iterations A better means of knowledge discovery Fast feedback - reduce risk Welcome change Design & build to support change Ensure this is understood by all (i.e. DevOps) Keep it simple The art of maximising what is not done
  18. 18. Continual inspection High visibility of processes and people Monitoring & metrics not just for management Adaption Making sure how you work fits the need Professionalism Broadening of perspective Committed to self improvement
  19. 19. … adopting Agile is about culture
  20. 20. Understand your context
  21. 21. For internal teams… Continuous Improvement At the heart of adopting Agile Gaining commitment Core to Scrum & an important mind set Learning & Leadership Taking a broader perspective
  22. 22. Motivation Autonomy Mastery Purpose TED Talks Dan Pink: The puzzle of motivation
  23. 23. Working with others Understanding level of involvement Who is the product owner & how much effort is involved Documentation & Acceptance Criteria What format, versioning and collaboration Planning & sign-off Roadmaps, releases and iterations (Sprints) Budgets and payment Many options but what will work internally
  24. 24. What is DevOps?
  25. 25. www.eduserv.org.uk Change is good Different mind-set Different tools Different objectives Stability is good vs
  26. 26. www.eduserv.org.uk DevOps is A professional movement Not a new team or position But is removing silos NB: Proceed with respect
  27. 27. Getting started!
  28. 28. Change Management: Kotter’s 8 Steps 1. Create a sense of urgency 2. Form a guiding coalition 3. Create a vision 4. Communicate the vision 5. Empower others to act on the vision 6. Create quick wins 7. Build on the change 8. Institutionalise change
  29. 29. “We are what we repeatedly do. Excellence then is not an act but a habit.” Aristotle
  30. 30. Questions Comments & For reading list & notes feel free to e-mail tim.cockle@eduserv.org.uk

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