Introduction to Lean & Agile Work


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A presentation on Agile for IEEE Ottawa AICN; TMC/PCS/SSIT Joint Chapter and Photonics Chapter in Ottawa on May 28 2013

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  • These are the Agile Values. This is a culture change. You will need to revisit this manifesto MANY times.
  • What Agile Development isn’t?Resistant to ChangeChanges are going to happen, so figure out a way to deal with them!Agile is based on learning as you go, which is what happens in reality anywayNo modeling and no documentation:Focuses on modeling just when it’s requiredFocuses on just the documentation that is requireIf the client stipulates that full system documentation is required, then do it! Create User Stories for it, estimate them and schedule just like anything else.Easy to do:Agile development requires constant workThe whole team must be on board – even one resistant person can impair the processIt takes people out of their comfort zones – the development process is visible and accountable, and people can’t hide behind an 8-month development cycle“I can see how it would work, but it will never work here!”I’ll defer comment until the Review at the end
  • Introduction to Lean & Agile Work

    1. 1. Introduction toLean & Agile WorkEllen
    2. 2.
    3. 3. Agileis a highly collaborative project deliverymethod that has smallfunctional releaseswhich are delivered
    4. 4. The Agile ManifestoThat is, while there is value in the items on the right,we value the items on the left more.http://www.agilemanifesto.orgIndividuals and interactionsWorking softwareCustomer collaborationResponding to changeProcesses and toolsComprehensive documentationContract negotiationFollowing a planoveroveroveroverWe are uncovering better ways of developing software by doing it andhelping others do it. Through this work we have come to value:
    5. 5. 12 Agile Principles7. Working software is the primary measure ofprogress.8. Agile processes promote sustainabledevelopment. The sponsors, developers, andusers should be able to maintain a constantpace indefinitely.9. Continuous attention to technical excellenceand good design enhances agility.10. Simplicity – the art of maximizing theamount of work not done--is essential.11. The best architectures, requirements, anddesigns emerge from self-organizing teams.12. At regular intervals, the team reflects on howto become more effective, then tunes andadjusts its behaviour accordingly.1. Our highest priority is to satisfy thecustomer through early and continuousdelivery of valuable software.2. Welcome changing requirements, even latein development. Agile processes harnesschange for the customers competitiveadvantage.3. Deliver working software frequently, from acouple of weeks to a couple of months, witha preference to the shorter timescale.4. Business people and developers must worktogether daily throughout the project.5. Build projects around motivated individuals.Give them the environment and supportthey need, and trust them to get the jobdone.6. The most efficient and effective method ofconveying information to and within adevelopment team is
    6. 6. 7 Lean Principles1. Eliminate Waste2. AmplifyLearning3. DelayCommitment4. Deliver Fast5. EmpowerPeople6. Build IntegrityIn7. See the WholeEliminate WasteValue StreamMappingFeedback Iterations SynchronizationSet-basedDevelopmentOptions ThinkingLast ResponsibleMomentDecision MakingPull Systems Queue Theory Cost of DelayPerceivedIntegrityConceptualIntegrityRefactoring TestingSelfDeterminationMotivation Leadership ExpertiseMeasurements
    7. 7. Agile Myths: It’s a ‘silver bullet’ It’s easy to do It’s all about the tools On an Agile project there’s no:Planning, budgets,documentations, modeling,design….. “I can see how it would workon other projects, but it willnever work here!”…what else?Pandy Corona [CC-BY-SA-3.0( or GFDLvia Wikimedia
    8. 8. Thank you!