Are You Really Agile?


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David Spann's "Are You Agile, Really?" presentation at develop.idaho 2011.

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Are You Really Agile?

  1. 1. Are you really Agile? Presented by David Spann April 20, 2011 ITC/SWA - Develop.Idaho
  2. 2. Manifesto for Agile Software Development (Snowbird Utah; February 2001) We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.
  3. 3. Agile Business Goals <ul><li>Increase flow of business value: Time-to-Market reductions of 25 to 50%** </li></ul><ul><li>Increase quality outputs: Order of magnitude defect reduction* </li></ul><ul><li>Increase Productivity: </li></ul><ul><ul><li>increases of 15 to 23%** </li></ul></ul><ul><ul><li>40% reduction in cost and time*** </li></ul></ul><ul><li>Better project predictability* </li></ul><ul><li>* Stay, Russell. XP & Enterprise Software Development, Agile workshop, March 2002. </li></ul><ul><li>** Reifer, Donald. “How Good Are Agile Methods?” IEEE Software . July/August 2002. </li></ul><ul><li>*** Charette, Bob. Eurotel study reported in Agile Software Development Ecosystems , Jim Highsmith, Addison Wesley 2002. </li></ul>
  4. 4. Customer Analyst Designer Developer Production Tester BRD BRD SRD BRD SRD Code Code The Game of Software “Gossip”
  5. 5. Customer Analyst Developer Production Tester Designer Campfire Host A Collaborative Game of Innovation & Creativity
  6. 6. What Is Agile <ul><li>An Iterative Process of doing just enough planning to go forward, testing across the lifecycle, and adapting to lessons learned daily, so that products can be delivered/deployed frequently. </li></ul><ul><li>A collaborative interaction between the major stakeholders (e.g., customers, technical team and management) throughout the product design, development and deployment. </li></ul><ul><li>An ongoing alignment and re-alignment between corporate strategy, project portfolio and team tasks. </li></ul><ul><li>A work environment in which operations are highly coordinated and in which people enjoy successful outcomes. </li></ul>
  7. 7. 7 Fundamental Agile Practices <ul><li>CHARTER </li></ul><ul><li>STAKEHOLDER INVOLVEMENT </li></ul><ul><li>COLLABORATE: management/technical/business/+ </li></ul><ul><li>ITERATE </li></ul><ul><li>TEST </li></ul><ul><li>PRIORITIZE </li></ul><ul><li>REFLECT & ADAPT </li></ul>
  8. 8. Charter <ul><li>Set up every initiative with sufficient knowledge about the business case (including customer and ROI expectations), technical architectural design, development protocols, business process impacts, and other team needs, such as basic working agreements, risk management, facilities planning, and resource sharing. </li></ul>
  9. 9. Stakeholder Involvement <ul><li>Collaborate with major stakeholders (e.g., customers, technical team, and management) throughout product design, development, and delivery/deployment. </li></ul>
  10. 10. Collaborate <ul><li>Develop a highly collaborative (i.e., cross-functional) work environment in which people enjoy successful outcomes. </li></ul>
  11. 11. Iterate <ul><li>Work in short, iterative “time-boxes” lasting two to six weeks that include planning and design (“barely sufficient to go forward”), development, testing, and reflection. </li></ul>
  12. 12. Test <ul><li>Complete all tests within an iteration and throughout the lifecycle: Unit, Integration and Customer Acceptance. </li></ul>
  13. 13. Prioritize <ul><li>Develop, create, and build the most important customer/end-user needs first (which may require a corollary ability to understand the business value within the context of corporate strategy and project portfolio decisions). </li></ul>
  14. 14. Reflect and Adapt <ul><li>Iteratively reflect upon, and then adapt to, lessons learned. </li></ul>
  15. 15. What is Expected of an Agile Leader/Manager? <ul><li>Get Things Done </li></ul><ul><li>Innovative : feeling comfortable in fast-changing environments; being willing to take risks and to consider new and untested approaches. </li></ul><ul><li>Strategic: taking a long-range, broad approach to problem solving and decision making through objective analysis, thinking ahead, and planning. </li></ul><ul><li>Tactical: emphasizing the production of immediate results by focusing on short-range, hands-on, practical strategies </li></ul><ul><li>Work Through Others </li></ul><ul><li>Excitement: operating with a good deal of energy; intensity; and emotional expression; having a capacity for keeping others enthusiastic and involved </li></ul><ul><li>Empathy: demonstrating an active concern for people and their needs by forming close and supportive relationships with others </li></ul><ul><li>Consensual: valuing the ideas and opinions of others and collecting their input as part of your decision making process. </li></ul>
  16. 16. Are you Mananging Technical Debt <ul><li>Once on far right of curve, all choices are hard </li></ul><ul><li>If nothing is done, it just gets worse </li></ul><ul><li>In applications with high technical debt, estimating is nearly impossible </li></ul><ul><li>Only 3 strategies </li></ul><ul><ul><li>Do nothing, it gets worse </li></ul></ul><ul><ul><li>Replace, high cost/risk </li></ul></ul><ul><ul><li>Incremental refactoring, commitment to invest </li></ul></ul>Slide created by Jim Highsmith Customer Responsiveness
  17. 17. Workshops: resolving issues & making decisions <ul><li>Purposeful </li></ul><ul><ul><li>“ if there is no stated purpose for the meeting you are about to attend, please return to something that does” </li></ul></ul><ul><li>Inquisitive </li></ul><ul><ul><li>Agendas should be constructed with questions </li></ul></ul><ul><li>Timely </li></ul><ul><ul><li>Use Meeting Management tools to assure conversation stays focused </li></ul></ul><ul><li>Facilitated </li></ul><ul><ul><li>Someone needs to own the meeting process, assure the right people are gathered and everyone’s voice is heard and understood </li></ul></ul>
  18. 18. Agile PMI Pilot Certification <ul><ul><li> </li></ul></ul><ul><li>Who may participate in the pilot? The PMI Agile Certification pilot is open to the public. An invitation is not necessary </li></ul><ul><li>Will pilot participants receive a discount? Yes, participants will receive a 20 percent rebate after taking the examination. </li></ul><ul><li>When will the credential be available? PMI is currently looking for pilot candidates; the content outline will be available in April; and the online and paper applications for the certification will be available starting May 2011. </li></ul><ul><li>Where will certification exams be conducted: at approved PMI Prometric Testing centers </li></ul>
  19. 19. Thank You